Agenda Document Pack - Midlothian Council - 21/10/2025
Midlothian Council · 21 October 2025
Back to Midlothian Council — 21 October 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, 21 October 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 356
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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 the Midlothian Council meeting of 9 September 2025 - submitted for approval 5 - 28 Private Minute Addendum of the Midlothian Council meeting of 9 September 2025 - submitted for approval 5.2 Minute Volume Index – submitted for consideration 29 - 30 5.3 Public Action Log 31 - 36 Private Action Log 6 Questions to the Council Leader No items for discussion 7 Motions No items for discussion 8 Public Reports 8.1 Midlothian Council 2024/25 Annual Audit Report, report by Audit Director, Audit Scotland 37 - 82 8.2 Housing Revenue Account – Rent Setting Strategy 2026/27- 2028/29, report by Executive Director Place 83 - 88 Page 2 of 356
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8.3 Housing Programme Update 2024 - 2025, report by Executive Director Place 89 - 104 8.4 Midlothian Strategic Housing Investment Plan 2026/27 - 2030/31, report by Executive Director Place 105 - 144 8.5 Rapid Rehousing Transition Plan 2025 - 2026, report by Executive Director Place 145 - 182 8.6 Midlothian Council’s Housing Services Assurance Statement 2025, report by Executive Director Place 183 - 194 8.7 Edinburgh and South East Scotland City Region Deal (ESESCRD) Annual Report 2024 – 2025, report by Executive Director Place 195 - 286 8.8 Midlothian Chief Social Work Officer Draft Annual Report 2024-25, report by Head of Adult Services & Chief Social Work Officer 287 - 334 8.9 Midlothian Council’s Employee Wellbeing Charter, report by Chief Officer Corporate Solutions 335 - 356 Exclusion of Members of the Public (A) TO CONSIDER RESOLVING TO DEAL WITH THE UNDERNOTED BUSINESS IN PRIVATE IN TERMS OF PARAGRAPH 1 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 Early Payment Offer to Discharge Developer Contributions – Site Hs11: Dalhousie South, Bonnyrigg, report by Executive Director Place 9.2 Capital Investment Strategy (Estates & Asset Management Plan), report by Executive Director Place 9.3 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 16 December 2025 at 11:00am. Page 3 of 356
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INTERNAL USE ONLY DRAFT BY/DATE: REVIEW BY/DATE: 1-993 Minute of Meeting Midlothian Council Tuesday 21 October 2025 Item No 5.1 Midlothian Council Date Time Venue Tuesday 09 September 2025 11.00am Council Chambers, Normandy Court and Hybrid Present: Provost McCall (Chair) Deputy Provost Bowen (Deputy Chair) Councillor Parry (Council Leader) Councillor Cassidy (Deputy Council Leader) Councillor Alexander (virtual) Councillor Curran Councillor Drummond Councillor Imrie Councillor McEwan Councillor McKenzie Councillor McManus Councillor Milligan Councillor Pottinger (virtual) Councillor Russell Councillor Scott Councillor Smaill Councillor Virgo Councillor Winchester Religious Representatives Anne Theresa-Lawrie In attendance: Dr Grace Vickers, Chief Executive Kevin Anderson, Executive Director Place 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 (virtual) 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 Michelle Strong, Education Chief Operating Officer Alan Turpie, Legal and Governance Manager & Monitoring Officer Ranaa Ahmed, Communications Officer Lesley Greenhill, HR Business Partner Magnus Inglis, Service Manager, Business Support (Acting Up) Children, Young People and Partnerships Suzanne Ross, Principal Solicitor (virtual) Page 5 of 356
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Louise Middleton, Democratic Services Officer Maria Perez, Democratic Services Officer Nicola Thorburn, Democratic Services Team Leader 1. Welcome and Apologies The Chair welcomed everyone to this meeting of Midlothian Council and advised that the meeting will be broadcast live and saved to the Council’s archive. Items heard in private will not be made available to the public. The Chair highlighted that Vivian Wallace, Midlothian Council's Ageing Well Coordinator, retired at the beginning of the month and passed on their thanks for their 13 years' service and contribution to the Midlothian Ageing Well Project. Thanks to Ageing Well, the Chair added that they are now a keen pickle-baller and encouraged everyone to try it. The Ageing Well Project has celebrated its 25-year anniversary, which is a great achievement. No apologies were submitted. 2. Order of Business The Legal and Governance Manager & Monitoring Officer advised that there were two items to raise under the Order of Business. The first being that item 9.1 Police Scotland – Midlothian Community Action Team (MCAT) and Midlothian Council Funding 2025 – 2026, which is currently in the private section of the agenda will be moved to the public agenda under item 8.11 as there are no grounds to hear that paper in private. Secondly, Council have received a request for deputation from Mr Ian Thom, on behalf of St David’s High School Parent Council, in relation to item 8.5 in the agenda, School Admission Policy Consultation. In terms of Midlothian Council’s Deputations Process, the Legal and Governance Manager & Monitoring Officer advised that it is the decision of the Elected Members whether they hear the deputation. If Council agree to hear the deputation, the Deputee is permitted to address Council for 10 minutes, and then a further 10 minutes is allowed for questions from Elected Members. The Legal and Governance Manager & Monitoring Officer requested a show of hands to indicate that Elected Members wish to hear the deputation. The Chair confirmed that Council unanimously agreed to hear the deputation under item 4 of 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. Page 6 of 356
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4. Deputations Mr Ian Thom - St David’s High School Parent Council joined the meeting. The Provost welcomed Mr Thom and advised them that Council unanimously agreed to hear the deputation, and that they had 10 minutes to address Council. Mr Thom introduced himself and thanked Council for permitting them to deliver the deputation on behalf of St David’s High School Parent Council. This is Mr Thom’s fifth year on the Parent Council, and they noted that it has been a great privilege to have open dialogue with the Headteacher and the school leadership team. Mr Thom advised that St David’s High School Parent Council have discussed a variety of issues over recent years, but the issue that causes the most concern is the changes to the catchment status being proposed by Midlothian Council. Mr Thom gave a summary of the timeline and nature of communications relating to the changes in catchment status for Loretto Roman Catholic (RC) Primary School and the impact this had on pupil transition visits. Mr Thom noted that the St David’s High School handbook clearly stated Loretto RC Primary School as a catchment school but after this was highlighted to Midlothian Council it was removed from the website. Similarly, references to Loretto RC Primary School being a catchment school for St David’s High School were removed from recruitment adverts. Mr Thom added that following the consultation, it was apparent that the view of St David’s High School Parent Council on the catchment status was ignored. Mr Thom suggested that the consultation was procedurally flawed and wrongly based on the position that Loretto RC Primary School is not currently a catchment school and it also excluded Loretto RC Primary School as an affected school. This was highlighted to the Executive Director Children, Young People and Partnerships at a meeting during the consultation in May 2025, and that this would be open to legal challenge via a judicial review. This, along with the later responses on the issue may have been behind the decision to seek Kings Counsel opinion and why a second consultation is now being sought. Mr Thom advised that the report for decision at today’s meeting contains key information although the full implications have not been included. The key part is that the report confirms that if Loretto RC Primary School was a catchment school prior to 1996, and not changed by way of a statutory consultation, then it remains a catchment school today. Mr Thom highlighted that both conditions are met and therefore Loretto RC Primary School remains a catchment school. Mr Thom added that this must be recognised as the current status by Midlothian Council before any further consultation or decision steps are taken relating to the St David’s High School catchment or admissions policy. St David’s High School Parent Council would like to highlight that Catholic school catchments are typically large and that St David’s High School is rare, or possibly unique in Scotland in serving pupils across two council areas. In 1996 Midlothian Council inherited St David’s High School, recognising the importance of its status and importance as the Catholic High School for the wider Midlothian, Musselburgh, Wallyford and Whitecraig Catholic community. Page 7 of 356
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St David’s High School Parent Council believe the right approach should be to protect the Catholic provision, maintain the catchment status for Loretto RC Primary School pupils and make only the narrowest and least detrimental adjustments needed to put the current arrangements on a firm and more sustainable footing as demand for school places grows. A second concern for St David’s High School Parent Council this year was some of the steps taken by Education Department officials. These include cancelling transition visits abruptly, denying the catchment status of Loretto RC Primary School, not acknowledging Loretto RC Primary School as an affected school in the consultation, ignoring letters from St David’s High School Parent Council, deleting the St David’s High School Handbook from the website, removing Loretto RC Primary School from job advertisements for St David’s High School, proposing on the report for decision to break the link between the schools and failing to include St David’s High School Parent Council’s response to the consultation in the meeting papers for today’s meeting of Midlothian Council. All together this demonstrates an eagerness to put pressure on the arrangement. St David’s High School Parent Council consider this to be a concerted effort to break the link with little to no effort to recognise, and value St David’s High School as the Catholic high school for the wider area. St David’s High School Parent Council are concerned that an open- ended or broad authorisation would result in further efforts to break, or weaken, the long-standing arrangement with Loretto RC Primary School. In relation to the decisions for today, St David’s High School Parent Council agree that it is in everyone’s interest for the current catchment status issue to be resolved, and they would like to hear support for St David’s High School retaining its position as the high school serving the wider Catholic community. St David’s High School Parent Council ask that recommendation 4b, in today’s paper under agenda item 8.5, to break the link is firmly rejected as the wrong approach. Mr Thom added that recommendation 4a also includes some issues and fails to recognise the catchment status. The Provost thanked Mr Thom for the deputation and invited questions specifically in relation to the deputation. The Provost added that there would be an opportunity for Elected Members to discuss this matter in depth as part of item 8.5 in the meeting agenda. Councillor Scott thanked St David’s High School Parent Council for the work they have put in over the last year. Councillor Drummond added they fully support what had been said in the deputation. The Religious Representative, Mrs Lawrie, endorsed what had been said during the deputation and highlighted the importance of the decision. They added that 80 years is a long time, that this is not an informal arrangement. The strong established community link has made a difference to many young people. Councillor Pottinger asked if there is any official representation from East Lothian Council on the St David’s High School Parent Council. Mr Thom advised that he was not aware of any official representation on behalf of East Lothian Council, but there is parent representation. Page 8 of 356
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Councillor Milligan asked what response St David’s High School Parent Council had from Council Officers in relation to the St David’s High School Handbook being taken offline and whether there had been any apologies. Mr Thom confirmed that there had been meetings, and that the Executive Director Children, Young People and Partnerships and their team visited St David’s High School and attended Parent Council meetings in May 2025. The position taken by the officials appeared to be that because Loretto RC Primary School is in a different local authority it is an informal agreement and not a catchment school. Mr Thom noted that they accepted that this was the position in good faith however the Kings Counsel have now stated the proper way to evaluate catchment and St David’s High School Parent Council have not had a response to their request for a meeting. Mr Thom added that they did not directly ask why references to Loretto RC Primary School were removed from the school handbook and job advertisements, but that this was pointed out during the meeting. Councillor McEwan asked about the cancelled transition visits this year and whether the P7 pupils from Loretto RC Primary School just turned up at St David’s High School on the first day of term. Mr Thom explained that the transition to high school extends over a year so the current S1 pupils did attend some transition visits, but not all of them. Councillor Virgo thanked Mr Thom for attending on behalf of St David’s High School Parent Council and that they understood the depth of feeling. Councillor Virgo noted that they were uncomfortable with some of what had been said in relation to Council Officers and their motives and added that assumptions may have been made. They added that this is a legal anomaly that must be resolved and recognised that it is not unreasonable for Council Officers to remove items that are online where there is uncertainty. Councillor Virgo added that they have been part of the Education Cross Party Working Group for a long time where this topic of catchment has been discussed and disagrees that there is an eagerness to break the link. They added that the paper and discussion today include recommendations on how the link can be included and formalised Councillor Curran extended their apologies to Mr Thom and the St David’s High School Parent Council for the position they find themselves in and thanked them for their time and contribution. Mr Thom left the meeting. 5. Minutes Report No. Report Title Presented by: 5.1 Minute of Midlothian Council meeting of 24 June 2025 Executive Director Place The Minute of the meeting of Midlothian Council held on the 24 June 2025 was submitted for approval. Councillor Parry moved to approve the Minute of the meeting of Midlothian Council of 24 June 2025, seconded by Councillor Cassidy. Page 9 of 356
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Councillor Scott moved to approve the Private Minute Addendum of Midlothian Council meeting of 24 June 2025 as a correct record, seconded by Councillor Parry. Decision The Minute of the Midlothian Council meeting of 24 June 2025 and the Private Addendum of the Midlothian Council meeting of 24 June 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 Cassidy. Decision Council approved the Minute Volume Index. Report No. Report Title Presented by: 5.3 Action Logs Executive Director Place The Action Logs were submitted for noting. Council agreed that items flagged as recommended for closure could be removed from the Action Logs. Councillor Parry provided an update on Action 15 of the Public Action Log, advising that the Business Transformation Steering Group (BTSG) had considered the Income Generation Cross Party Working Group (CPWG) Terms of Reference (ToR), and that the first CPWG meeting had taken place. There are some amendments required to the ToR and once updated this document will be presented to BTSG again. Decision Council noted the Action Logs and agreed that items flagged as recommended for closure could be removed. 6. Questions to the Leader of the Council No items for discussion. Page 10 of 356
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7. Motions Report No. Report Title Presented by: 7.1 Bonnyrigg Bowling Club Councillor Derek Milligan Councillor Milligan presented the motion to congratulate Bonnyrigg Bowling Club on becoming British Isles Fours Champions and asked that Council recognise the quality of skill and talent in Bonnyrigg Bowling Club. John Stevenson, Kevin McDougall, Colin Bonner and Ronnie Duncan represented Bonnyrigg, Midlothian and Scotland at the British Isles Championships, held at Llandrindod Wells, Wales in June 2025. Councillor Milligan added that Midlothian is blessed with a fantastic array of sporting talent, and Bonnyrigg Bowling Club had shone recently, having won the Scottish Fours Championship in 2024 – a fantastic achievement for a small Club. Councillor Curran echoed these sentiments and added that even at an elite level, bowling does not have large financial rewards, and as such it often costs clubs money to enter competitions. Councillor Curran hopes that the success of Bonnyrigg Bowling Club inspires more people to get involved in the sport. Councillor Alexander passed on their congratulations and noted that this is a continuation of a proud tradition as Bonnyrigg had already won the Fours in 1899, 1941 and 1995. Councillor Alexander added that Ronnie Duncan, as a double Commonwealth Game gold medallist, would likely have helped steady the nerves of the team. The Provost and the Chief Executive added their congratulations and agreed to write to Bonnyrigg Bowling Club to formally congratulate them on their success in becoming the British Isles Fours Champions. The notice of motion was moved by Councillor Milligan and seconded by Councillor Curran. Decision Council approved the motion and recognised the quality of skill and talent in Bonnyrigg Bowling Club. Action Write to Bonnyrigg Bowling Club to congratulate them on their success and becoming the British Isles Fours Champions – Provost and Chief Executive. Page 11 of 356
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8. Public Reports Report No. Report Title Presented by: 8.1 Financial Monitoring 2025/26 – General Fund Revenue Chief Financial Officer & Section 95 Officer The Chief Financial Officer & Section 95 Officer presented the report for decision, providing Council with information on projections of performance against service revenue budgets in 2025/26 and 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. 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. 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. 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. The Chair thanked the Chief Financial Officer & Section 95 Officer for their report and invited questions. The Council Leader addressed the overspends detailed in the report, some of which are extremely high. The most significant increase being in external residential placements for young people, which are only attributed to a small amount of young people. The Council Leader asked for a business case in relation to this issue as the demand for this type of placement is likely to increase so Council must ensure they are prepared. Another significant unexpected cost was maternity cover in schools. This should be reviewed with the change in demographic of the teaching workforce in mind, as this is likely to be a recurring cost that should be included in the base budget. In terms of the recommendations, the Council Leader added that Council are looking ahead to what the budget allocation might be and with that in mind continue to look for opportunities to increase income and ensure the services provided work better and smarter – which is a more attractive alternative to cutting services or closing community facilities. Councillor Milligan agreed with the Council Leader and added that when they reviewed the external residential placements it was acknowledged that this is demand-led, and they are assured that these placements are used as a last resort Page 12 of 356
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when every other avenue has been exhausted. They also agreed that the cost of maternity cover is recurring and therefore should be included in the base budget. Councillor Smaill noted the revenue generated at Hillend and added that it would be helpful to see what was attributable to the Alpine Coaster, what was attributable to the Ski-Centre, and the financial position 1-year since first operation. This detail would demonstrate if the project has been both an operational and a financial success. The Chief Financial Officer & Section 95 Officer confirmed that this would be provided at BTSG before the updated scope for Phase 2 of the project is presented to Elected Members. The Chief Financial Officer & Section 95 Officer reassured Elected Members that a lot of this work has already been completed and almost ready to present. The report was moved by Councillor Parry and seconded by Councillor Milligan. Decision Council approved the recommendations in the report. Action Prepare a business case in relation to costs of external residential placements for young people - Chief Officer Children’s Services, Partnerships and Communities. Deputy Chief Social Work Officer. Report No. Report Title Presented by: 8.2 Housing Revenue Account: Revenue and Capital Plan 2025/26 Chief Financial Officer & Section 95 Officer The Chief Financial Officer & Section 95 Officer presented the report for decision, providing Council with a summary of expenditure and income to 7 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. Council is recommended to: • Approve the reutilisation of the Environmental Improvements Capital Budget for damp remediation works. • Otherwise note the contents of this report. The Chair thanked the Chief Financial Officer & Section 95 Officer for their report and invited questions. Page 13 of 356
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Councillor McKenzie commended the report and thanked the Chief Financial Officer & Section 95 Officer and their team. They added that the damp remediation work is making real changes to people’s lives, and they are pleased to see this positive impact. Councillor McKenzie queried whether the insurance premiums for fire and ice were specific to Midlothian. The Executive Director Place confirmed that the insurance premiums are reflective of the current market. The Chief Financial Officer & Section 95 Officer added that they are seeing a significant increase both locally and as a theme across Scotland. Other factors also contribute to this, such as our claim history and risk management measures which are financially and operationally challenging to deliver. Councillor Smaill noted that the figures in the HRA historically the Council would build up, are now starting to decrease and asked if the projected number of Council houses Council intended to build will lead to a reduction of the Council’s reserves given that Midlothian Local Development Plan 2 (MLDP2) is nearing agreement. The Chief Financial Officer & Section 95 Officer advised that in coming months more information will be available in relation to the housing investment plan, including the number of houses to be built and how those figures are underpinned. The Executive Director Place added that a paper regarding the Rent Strategy consultation will be presented to the October 2025 meeting of Midlothian Council. The Executive Director Place acknowledged Councillor Smaill’s point following the reduction in subsidy from the Scottish Government. Councillor Milligan added that his understanding of the HRA is that this is used against the existing MLDP affordable housing sites and is not connected to MLDP2. Midlothian Council does not have the funds to build Council housing on each new build sites. The Executive Director Place clarified that in the last year Midlothian Council have declined to build on some new sites and that more information on that, and the Scottish Government Emergency Action Plan, will be shared with Elected Members at the briefing session later this month. Councillor Milligan added that while Midlothian Council did not take up the 25% of affordable housing builds, other social landlords are able to do so, so these opportunities are not lost. Councillor McEwan asked whether, given the housing emergency, there is Scottish Government funding available for buy backs. The Executive Director Place confirmed that there are provisions as part of the Affordable Housing Supply Programme and that Midlothian Council have already purchased 7 properties in the current financial year. Further detail on this will be included in the Elected Members Briefing scheduled for 30 September 2025. The report was moved by Councillor McKenzie and seconded by Councillor Parry. Decision Council approved the recommendations in the report. Page 14 of 356
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Report No. Report Title Presented by: 8.3 General Services Capital Plan – 2025/26 Quarter 1 Monitoring Chief Financial Officer & Section 95 Officer The Chief Financial Officer & Section 95 Officer presented the report for decision, which provides Council with: - • An update of the General Services Capital Plan (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). Council is recommended to: 1. Approve the adjustment to the project expenditure budget in the GSCP as set out in Section 3.1. 2. Note the forecast outturn for expenditure, funding and borrowing, as outlined in Section 4. The Chair thanked the Chief Financial Officer & Section 95 Officer for their report and invited questions. The Council Leader moved the recommendations in the paper, noted the underspend and thanked the staff and Officers involved as the underspends were the result of the team getting excellent value for money for the Council. Councillor Virgo highlighted that the report indicates approximately £3millon in underspent uncommitted reserves and noted that the Council has consistently underspent on capital projections. However, there were several capital projects that were moved on/off the plan and deprioritised. Councillor Virgo asked if it was possible to use the uncommitted figure to revive some of the smaller capital projects such as school improvements as it is frustrating to get to the end of the year to find there are funds that could have been used. The Chief Financial Officer & Section 95 Officer advised that work continues to get projections in line with reality, but this has been challenging and there are several factors that contribute to that. The Chief Financial Officer & Section 95 Officer confirmed that in terms of the non-earmarked reserves, it is there for use should Elected Members want to fund capital expenditure. Councillor Milligan added that Elected Members cannot allocate this until the school estates survey has been completed. Councillor Milligan highlighted that 13 weeks ago, when the budget was delivered, there was an aspiration to spend £28 million this year, but now Council is only going to spend £13 million after quarter 1, and therefore it appears that £14.9 million worth of spend has been moved into future years. Councillor Milligan added that the continual slippage of the Capital Plan is unacceptable and that Council Officers must keep Elected Members informed on the progress with the Capital Plan, particularly for the major capital projects. To date the information has been delivered in parts and Elected Members are unsure of its accuracy. Councillor Milligan asked for an explanation of this slippage. Page 15 of 356
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Councillor Milligan added that the land register suggests that Midlothian Council have not acquired the site for Beeslack High School and that there appears to be two site owners. Councillor Milligan also asked for detail on the budget costs for Beeslack High School as a paper provided by Council Officers included information that Beeslack High School could be brought up to standard for less than £10 million rather than building a new school. Furthermore, if the catchment area of the school is changing it was queried whether this would be built in the right place. The Executive Director Place acknowledged that there had been slippage in the Capital Plan and some of that was due to sustained inflation and the volatility of the market. Consequently, there have been protracted negotiations with several contractors in terms of the delivery of Beeslack High School and Mauricewood Primary School to ensure the redesign is affordable. In terms of the site for Beeslack High School, the land transaction is progressing to conclude between Midlothian Council and the University of Edinburgh (UoE). The land identified for development surface water discharge was found to not be under the ownership of UoE and is being resolved. The school is being redesigned in the proposed build details to identify potential areas of Value Engineering to align the project with the affordability. Once market testing is completed there is a requirement to return to Council to seek approval. In terms of best value and utilisation of public funds, the Executive Director Place wants to ensure these projects are within budget. The current allocation for Beeslack High School is £115 million, Penicuik High School £45 million, and Shawfair £90 million. The Executive Director Place anticipates coming back to Council in December 2025 with an update on each of these projects in terms of the Learning Estate Strategy and the Capital Plan impact. Councillor Milligan added that the figures the Executive Director Place mentioned were different to those quoted previously and that they hope to see the detail and the full picture at October Council. The Executive Director Place advised that the strategy for the non-learning estate is in a draft form and anticipates that it will be presented at October Council. This delayed issue of that plan, which was due to be presented today, was due to the requirement to categorise all the estate spend as either capital or revenue across all the Council’s properties and projects into future years. Resourcing that work has created a delay but work to develop the plan continues and as there are 65,000 data lines involved, Artificial Intelligence (AI) is being used to assist. Councillor Smaill acknowledged that to get good value for public funds often things can get delayed. Councillor Smaill shares the concerns expressed by Councillor Milligan in relation to the known issues in the current school estate that do not appear to be included in the budget and added that there is no detail on the aggregate amount in relation to Jarnac House. Councillor Smaill mentioned the recent Audit Scotland report on East Lothian Council and that they were criticised for not having control of their capital expenditure budget and Midlothian Council’s Chief Internal Auditor may be able to provide Council Officers with more context to determine if Midlothian Council are in a similar situation. Councillor McEwan requested that Democratic Services provide him with previous minutes and provide information on the Heads of Terms agreements in relation to Page 16 of 356
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Beeslack High School. As the Elected Member for Penicuik, Councillor McEwan was disappointed to hear that Heads of Terms had not been agreed as they had been informed previously that they had been, allowing Midlothian Council to move forward. The report was moved by Councillor Parry and seconded by Councillor Virgo. Decision Council approved the recommendations in the report. Action Provide Councillor McEwan with the minutes of previous meetings for information on Heads of Terms agreements in relation to Beeslack High School – Democratic Services. Report No. Report Title Presented by: 8.4 Midlothian IJB Draft Strategic Plan 2025-2035 Director of Health and Social Care: Midlothian Health and Social Care Partnership, Chief Officer to Midlothian Integrated Joint Board The Director of Health and Social Care: Midlothian Health and Social Care Partnership, Chief Officer to Midlothian Integrated Joint Board (IJB) presented the report for decision, which details 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. Council is recommended 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. The Chair thanked the Director of Health and Social Care: Midlothian Health and Social Care Partnership, Chief Officer to Midlothian Integrated Joint Board for their report and invited questions. Councillor McManus added that the Midlothian IJB draft Strategic Plan came in when they first took over as Cabinet Member for Health and Social Care and that a lot of Page 17 of 356
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work and consultation has been done since. They acknowledged that Elected Members appreciate the financial position of the IJB and that the plan is ambitious but realistic in the approach. Councillor McManus thanked the Director of Health and Social Care: Midlothian Health and Social Care Partnership, Chief Officer to Midlothian Integrated Joint Board and their team for the work they have put into this, and in particular thanked Gill Main, Integration Manager, who has pulled the plan together. Councillor Milligan echoed Councillor McManus’ sentiments and highlighted the information on page 106 of the meeting papers which has information on strategies and on finding sustainable ways of working to deliver services, and to persuade the Scottish Government that more money is required in this area across local government. There are hard challenges – Midlothian has a growing population, an aging population, an increasing requirement for complex needs care and a significant rise in additional support needs (ASN) in young people and adults. There must be an understanding of what all this growth means in terms of care hours and the financial impact. Councillor Milligan congratulated all of those involved in putting this plan together. The report was moved by Councillor McManus and seconded by Councillor Milligan. Decision Council approved the recommendations in the report. Report No. Report Title Presented by: 8.5 School Admission Policy Consultation Executive Director Children, Young People & Partnerships The Executive Director Children, Young People & Partnerships presented the report for decision, highlighting that 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). Council is recommended to approve the following: Page 18 of 356
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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. Agree that the revised School Admissions Policy will take effect from September 2025. iv. 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. v. 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. vi. 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. vii. 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. The Chair thanked the Executive Director, Children, Young People and Partnerships for their report and invited questions. Motions were presented by both Councillor Scott and Councillor Drummond. The Religious Representative was supportive of the motions and added that the consultation process has already been very long and convoluted. Elected Members had in-depth discussion on the status of Loretto RC Primary School as a catchment school for St David’s High School and the long-standing agreements. Page 19 of 356
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Following significant debate on whether another consultation was required, the Legal and Governance Manager & Monitoring Officer advised that as there is no documented evidence of the historical agreement with Loretto RC Primary School there was a need to formalise this to remove any doubt going forward. It was acknowledged that the consultation process is long, however the Legal and Governance Manager & Monitoring Officer confirmed that given the wording of the previous consultation, which did not consult fully, and the terms of the Schools (Consultation) (Scotland) Act 2010, Council is required to conduct a further statutory consultation to underpin the admissions policy. The Council Leader suggested that the decision on consultation be deferred to the Cross-Party Working Group (CPWG). Councillor Virgo added that they are supportive of the arrangement being formalised so Loretto RC Primary School children can continue to attend St David’s High School but only if that does not adversely impact the constituents we were elected to represent in Midlothian and therefore proposed recommendation iv (a) as their preferred option. The Provost advised that there would be a break for lunch at 13:22pm. The meeting of Midlothian Council resumed at 13:59pm. The Chief Officer Children’s Services, Partnerships and Communities and Chair of GIRFEC Board and the Service Manager left the meeting. The Legal and Governance Manager & Monitoring Officer confirmed that during the recess it was agreed by the two Elected Members that proposed their motions that these are withdrawn, and that a new motion would be proposed. Councillor Drummond thanked the Elected Members for their participation in discussions, and their agreement and read the motion to Council which included the following recommendations. i. Agree that the revised School Admissions Policy will take effect from September 2025. ii. Agree to maintain the current arrangements as set out in paragraph 11 for the admission of pupils attending Loretto RC Primary School which entitles them to attend St David's RC High School as their catchment denominational high school. Subject to recommendation iii being agreed with East Lothian Council and subject to consultation. 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) 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: Page 20 of 356
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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 Catholic children and promotes the Roman Catholic ethos of St David’s RC High School; b) Remit to the CPWG and co-opt the Religious Representative to CPWG to develop the detail of the consultation and bring back to the next Council for approval. The Motion was proposed by Councillor Drummond and seconded by Councillor Scott. Councillor Scott thanked everyone for their patience and acknowledged the importance of getting this right. Decision Council approved the report and the amended recommendations as described in the motion. Report No. Report Title Presented by: 8.6 Loanhead Additional Support Needs (ASN) Consultation Executive Director Children, Young People & Partnerships The Executive Director Children, Young People & Partnerships presented the report for decision, which advises the outcome of the statutory consultation on the proposal to establish a new ASN stage at Loanhead Primary School under the leadership of the Head Teacher and seeks approval for the recommendations outlined above. The Executive Director Children, Young People & Partnerships advised the Education Authority has a statutory duty to make efficient and adequate provision of school education and to meet ASN for learning. The current arrangement of hosting ASN provision at Loanhead followed a review of ASN learning due to the impact of COVID, growth in population and changing needs of children with ASN. 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. There were 114 consultation responses received, and a public meeting held. Of the consultation responses 64 were in favour and 54 not in favour, and the rest had no opinion. Education Scotland Inspectors agreed that there are potential educational benefits from the proposal. Some matters were identified by inspectors for further consideration, and these were actively taken forward by the Education Service. Page 21 of 356
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Council is recommended to approve the following: i. A new 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. The Chair thanked the Executive Director, Children, Young People and Partnerships for their report and invited questions. Elected Members welcomed the proposal which will ensure children with ASN can access educational provision in the right setting and give the service a permanent home. Elected Members also noted the number of votes against the proposal in the consultation and wondered whether this is in response to changing trends in education and greater awareness of these issues in the general population. The report was moved by Councillor Scott and seconded by Councillor Virgo. Decision Council approved the recommendations in the report. Report No. Report Title Presented by: 8.7 Education Annual Plan and Report Executive Director Children, Young People and Partnerships The Executive Director Children, Young People and Partnerships presented the report for decision. This report details the 2024/25 Standards & Quality report and the Education Service improvement framework for 2025/26 and requests Council approval and agreement for its sharing with Scottish Ministers and its publication. The Executive Director Children, Young People and Partnerships noted that it is a legal requirement for Education Authorities to report annually on the quality of educational provision, showing continuous improvement, progress towards reducing inequalities and how it is meeting the expectations of the national improvement framework. The report presented notes the annual plan and improvement report, and a shorter version has been produced for parents, carers, and other interested parties. Council is recommended to: • 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. The Chair thanked the Executive Director, Children, Young People and Partnerships for the report and invited questions. Page 22 of 356
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Elected Members expressed their satisfaction at the progress made across the school and nursery settings in the past year and noted it provides a solid foundation to ensure every child can thrive and achieve to the best of their abilities. Elected Members thanked all staff involved in creating the report. The report was moved by Councillor Scott and seconded by Councillor Virgo. Decision Council approved the recommendations in the report. Report No. Report Title Presented by: 8.8 Appointments to Council Committees and Outside Bodies Chief Officer Corporate Solutions The Chief Officer Corporate Solutions presented the report for decision, updating Council on a resignation from Police, Fire and Rescue Board and Community Safety and Justice Partnership Board and seek nominations for a replacement. 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 The Chair thanked the Chief Officer Corporate Solutions for their report and invited nominations from the Elected Members. Councillor McManus nominated Councillor Parry to replace Councillor McKenzie as Cabinet Portfolio Holder for Community Safety on the Police, Fire and Rescue Board and the Community Safety and Justice Partnership Board. Councillor McKenzie seconded this nomination and thanked fellow Councillors for their support during their tenure as Portfolio Holder for Community Safety. Councillor McEwan and Councillor Smaill expressed their gratitude to Councillor McKenzie for their stewardship of the Police, Fire and Rescue Board, noting it is a complex Committee and that it has a crucial role to ensure the safety of Midlothian residents. Decision Council noted the recommendations in the report and approved the following appointments: Council appointed Councillor Parry as Cabinet Portfolio Holder for Community Safety to the Police, Fire and Rescue Board. Page 23 of 356
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Council appointed Councillor Parry to the Community Safety and Justice Partnership Board. Action Update membership of the above Boards to reflect the appointment of Councillor Parry as Portfolio Holder for Community Safety to the Police, Fire and Rescue Board, and Community Safety and Justice Partnership Board – Democratic Services. Report No. Report Titl Presented by: 8.8 Business Travel Chief Officer Corporate Solutions The Chief Officer Corporate Solutions presented the report for decision. This report presents Council on the required changes to be made to business travel mileage rates as advised by His Majesty's Revenue and Customs (HMRC) following a recent payroll audit. The changes are in connection with repealing measures which were adopted in the aftermath of COVID on an interim basis to align with those of the National Health Service (NHS). Council is 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 The Chair thanked the Chief Officer Corporate Solutions for their report and invited questions. Elected Members queried why the possible consequences of this interim measure were not considered at the time and were only identified as the result of the HMRC audit. The Chief Officer Corporate Solutions clarified that this issue predated their appointment to the post. There was also limited information in the original report to explain potential implications, and this was identified during the audit. The proposed changes will ensure there is no tax implications for staff going forwards. The report was moved by Councillor Parry and seconded by Councillor Virgo. Decision Council approved the recommendations in the report. The Service Manager, Business Support (Acting Up) Children, Young People and Partnerships left the meeting. Page 24 of 356
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Report No. Report Title Presented by: 8.10 Midlothian Play Strategy & Action Plan 2025-2028 Education Chief Operating Officer The Education Chief Operating Officer presented the report on behalf of the Chief Officer Children’s Services, Partnerships and Communities. This is a report for decision which details the finalised Midlothian Play Strategy and Action Plan 2025- 2028. This was commissioned by the Getting it Right for Every Child (GIRFEC) Board to draw attention to the evidence for inclusive play’s role to narrow inequities in opportunities for play. This plan also demonstrates the commitment across the Community Planning Partnership to support inclusive 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. Council is asked to approve the revised Midlothian Play Strategy & Action Plan 2025-2028. The Chair thanked the Education Chief Operating Officer for presenting the report and invited questions. Councillor Scott moved to approve the report, noting the importance of play to allow children to connect and thrive and praised the work carried out by professionals across the different directorates to improve access to play in Midlothian. Councillor Scott also asked Council to note that the standard of play facilities in new housing developments varies greatly, and while some have great play areas others are lacking. Councillor Scott recommended that this matter is raised at the Planning Committee to set criteria for play equipment in new developments and reassess the quality of play areas in existing neighbourhoods with a view to addressing this inequality. Councillor Imrie agreed to take this forward in their role as Chair of the Planning Committee. Councillor Virgo seconded the recommendations in the report and stated their wish to review feedback on play facilities in the different educational establishments in Midlothian and address locations where these facilities are judged to be inadequate. Moreover, the focus in play-based learning is much more obvious in early learning settings and during the first years of primary school, so it would be desirable that this plan brings elements of play based learning to higher primary and secondary education. The report was moved by Councillor Scott and seconded by Councillor Virgo. Decision Council approved the recommendations in the report. Action Planning Committee to discuss criteria for play areas in new developments and evaluate existing play areas in the different wards to determine if any improvements are needed – Councillor Imrie. Page 25 of 356
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Report No. Report Title Presented by: 8.11 Police Scotland – Midlothian Community Action Team (MCAT) and Midlothian Council Funding 2025 - 2026 Executive Director Place The Executive Director Place presented the report for decision, highlighting that following the previous report to Council on 1 April 2025, advising of the expiry of the Service Level Agreement (SLA) between Police Scotland and Midlothian Council for funding the MCAT on 31 March 2025, a subsequent funding offer from the Council to Police Scotland has not been accepted. The Executive Director Place noted Police Scotland provided 11 officers for the Community Action Team. The Community Action Team worked with the Council and key partners to sustain performance in dealing with antisocial behaviour, reducing crime, and improving quality of life for the community. Prior to expiry of the SLA, it was clear through consultation it was not manageable to continue the arrangement in the same form due to the police pay award and increased employer National Insurance contributions and the only option would be to fund a reduced team. This offer has been declined by Police Scotland, who has introduced an enhanced community policing model focused on preventing crimes of violence, violence against women and girls, acquisitive crime, road safety and tacking serious and organised time. Consequently, there is now an opportunity for the Council to reevaluate Protective Services and utilise this funding resource in one of the two proposed ways, either to realise the full financial saving or a partial saving and the opportunity for service redesign of an alternative delivery model being funded instead. Council was also asked to note the £0.557m will only part-contribute to the efficiency target already agreed and reflected in the 2025/26 budget. 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 MCAT, or ii. realise a partial saving in the allocated funding in 2025/26 for the former Police Scotland 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. The Chair thanked the Executive Director Place for their report and invited questions. Councillor Parry moved to approve recommendation (ii), as preventing antisocial behaviour is one of highest priorities for the public and Council should show a preventative approach to avoid issues escalating and scope the use of every single power to address antisocial behaviour. Councillor Cassidy seconded the motion and stressed the need to provide solutions to antisocial behaviour, which is not something the Police have the resource to tackle and where the Council has had success in addressing through alternative means like engaging Housing Services to enforce behaviour clauses in tenancy contracts. Page 26 of 356
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Councillor Milligan advised that a similar approach to the options proposed in the paper has been attempted in the past without success. Another separate issue is that many Council workers, who will address antisocial behaviours in the proposed model, will only work between the hours of 9am and 5pm. Councillor Milligan warned the removal of 11 frontline Police Officers will have negative impact on the wellbeing of the community and some issues can only be addressed by Police Scotland. Conversely many residents also report that Police Scotland is not prioritising antisocial behaviour. Councillor Milligan moved that the paper is continued, to allow Group Leaders to meet with Police Scotland to discuss ways of tackling antisocial behaviour in the community. Councillor Parry noted the proposals in the report are only at the scoping stage and agreed with Councillor Milligan’s suggestion that Council representatives meet with Police Scotland. Rather than bringing the paper back to Council, Councillor Parry suggested doing both actions in tandem, by scoping governance for the alternative community safety model proposed in the report while also meeting with Police Scotland. Councillor Milligan agreed with this course of action. Councillor Cassidy seconded the proposed changes to the recommendation as discussed by Councillor Milligan and Councillor Parry. Group Leaders agreed to take part in meetings with Police Scotland. Decision Council approved to progress scoping of recommendation ii in the report, to realise a partial saving in the allocated funding in 2025/26 for the former Police Scotland 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. Council approved that Group Leaders should meet with Police Scotland representatives to consider alternatives and discuss ways of tackling antisocial behaviour in the community. Action Meet with Police Scotland representatives to consider alternatives to the MCAT and discuss ways of tackling antisocial behaviour in the community – Group Leaders. The Education Chief Operating Officer and the Religious Representative left the meeting. 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 1 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. Page 27 of 356
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10. Date of next meeting The next Council meeting is scheduled for Tuesday 21 October 2025. The public section of the meeting concluded at 14.35pm. Page 28 of 356
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Midlothian Council Minute Volume Presented to the Meeting of Midlothian Council on Tuesday, 21 October 2025 Midlothian Council Tuesday 21 October 2025 Item No 5.2 Page 29 of 356
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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 Meeting of Police, Fire and Rescue Board on 8 May 2025 Minute of the Meeting of Planning Committee on 10 June 2025 Minute of the Meeting of Audit Committee on 16 June 2025 Minute of the Meeting of General Purposes Committee on 17 June 2025 Minute of the Meeting of Reconvened Planning Committee on 26 June 2025 Private Minute Addendum of the Meeting of Reconvened Planning Committee on 26 June 2025 Minutes of Meetings submitted for Information No items for discussion Page 30 of 356
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Midlothian Council Tuesday 21 October 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 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 Recommended for closure Current rent strategy is in final year 2025/26. A consultation Rent Strategy report submitted to Council on 21 October 2025 includes rent model information. Page 31 of 356
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 4 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 November 2025 Policy paper drafted for DMT agenda and then progress onto next Cabinet or GP committee. 5 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 October 2025 Property disposal completed. Under occupation of properties analysis in progress 6 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 Recommended for closure Mauricewood PS Planned Maintenance works over summer break completed. Extension & Refurbishment assessment scoped into Capital Investment Strategy (Estate & Asset Management Plan) exercise. 7 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 Recommended for closure Consultation and engagement process included in the new, approved Council’s Play Strategy. 8 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 Chief Officer Place TBC Recommended for closure Page 32 of 356
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments service. 9 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 Complete Recommended for closure. Complete. 10 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 Recommended for closure. Complete. 25/26 Outturn reported to Council in September in Q1 Financial Monitoring Report. 11 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 / Chief Officer Place September 2025 Report to be presented to BTSG on 29th September 2025. 12 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 Recommended for closure Terms of Reference approved at BTSG on 20 August 2025. Meeting schedule to be implemented. 13 24/06/2025 8.1 Financial Monitoring 2024/25 – General Fund Revenue Establish an Income Generation cross-party working group (CPWG) to provide motivation and direction, which will give Elected Members Chief Financial Officer & Section 95 Officer Recommended for closure Terms of Reference approved at BTSG on 20 August 2025. Meeting schedule implemented. Page 33 of 356
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments reassurance this is progressing. 14 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 Subsequent discussion and agreement with Chair to schedule review meeting once Audit report available. 15 09/09/2025 7.1 Bonnyrigg Bowling Club Motion Write to Bonnyrigg Bowling Club to congratulate them on their success and becoming the British Isles Fours Champions. Provost and Chief Executive Recommended for closure. Chief Executive wrote to Bonnyrigg Bowling Club on 12 September 2025. Provost wrote to Bonnyrigg Bowling Club on 16 September 2025. 16 09/09/2025 8.1 Financial Monitoring 2025/26 – General Fund Revenue Prepare a business case in relation to costs of external residential placements for young people Chief Officer Children’s Services, Partnerships and Communities. Deputy Chief Social Work Officer. Page 34 of 356
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 17 09/09/2025 8.3 General Services Capital Plan – 2025/26 Quarter 1 Monitoring Check the minutes of previous meetings to for information on Heads of Terms agreements in relation to Beeslack High School. Democratic Services Recommended for closure. Complete. 18 09/09/2025 8.8 Appointments to Council Committees and Outside Bodies Update Outside Bodies record to reflect that Councillor Stuart McKenzie has resigned, and that Councillor Kelly Parry has been nominated as the new Cabinet Holder for Community Safety to the Police, Fire and Rescue Board and an as the Elected Member on the Community Safety and Justice Partnership Board. Democratic Services Recommended for closure. Complete. 19 09/09/2025 8.10 Midlothian Play Strategy & Action Plan 2025-2028 Planning Committee to discuss criteria for play areas in new developments and evaluate existing play areas in the different wards to determine if any improvements are needed. Planning Committee Chair Recommended for closure. Added the Planning Committee Action Log. This will be picked up through the planning application process and Committee reports 20 09/09/2025 8.11 Police Scotland- Midlothian Community Action Team (MCAT) and Midlothian Council Funding 2025-2026 Meet with Police Scotland representatives to consider alternatives to the MCAT and discuss ways of tackling antisocial behaviour in the community. Group Leaders Executive Director Place submitted meeting request for Group Leaders to meet with Police Scotland. Awaiting response. Page 35 of 356
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Midlothian Council 2024/25 Annual Audit Report Prepared for Midlothian Council and the Controller of Audit September 2025 Midlothian Council Tuesday 21 October 2025 Item No 8.1 Page 37 of 356
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Midlothian Council: 2024/25 Annual Audit Report | 2 Contents Key messages 3 Introduction 5 Audit scope and responsibilities 6 Audit of the annual accounts 8 Wider scope audit 18 Best Value audit 29 Appendix 1: Action Plan 2024/25 32 Appendix 2: Summary of corrected misstatements 41 Appendix 3: Supporting national and performance audit reports 44 Accessibility You can find out more and read this report using assistive technology on our website www.audit.scot/accessibility. Page 38 of 356
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Key messages | 3 Key messages Audit of the annual accounts 1 All audit opinions stated that the annual accounts were free from material misstatement. 2 There were no significant findings or key audit matters to report. All audit adjustments required to correct the financial statements were processed by Midlothian Council. Wider scope audit 3 Midlothian Council’s budget setting and financial management arrangements operated effectively during 2024/25. 4 In recent years the council has been able to use reserves and other one-off measures such as service concession flexibilities to address budget pressures. The general fund balance decreased in 2024/25 to £32 million and the latest council forecast is predicting this balance will reduce further to £13 million at 31 March 2026 with £10 million earmarked for specific purposes. 5 Continuing to use general fund reserves to bridge identified funding gaps is not sustainable and it is therefore crucial that the council identifies and approves measures to balance the 2026/27 and 2027/28 budgets in the short term and subsequently over the medium to longer term. 6 Midlothian Council continues to have appropriate and effective arrangements to support its Vision, Leadership and Governance. 7 The council has appropriate arrangements in place for its use of resources to improve outcomes, and these arrangements were found to be appropriate. There is scope to improve reporting to clearly show how the achievements translate to improvement in outcomes. Page 39 of 356
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Key messages | 4 Best Value audit 8 Midlothian Council has effective and appropriate arrangements in place for securing Best Value. 9 The Management Report on themes prescribed by the Accounts Commission reported Midlothian Council has been innovative and demonstrated its commitment to transforming services, but there is a need to accelerate progress accelerate progress on the remaining projects within the Transformation Blueprint within the resources available. 10 Midlothian Council has established effective and appropriate arrangements for preparing and publishing Statutory Performance information, with performance levels remaining relatively stable compared to previous years. Page 40 of 356
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Introduction | 5 Introduction Purpose of the Annual Audit Report 1. The purpose of this Annual Audit Report is to report the significant matters identified from the 2024/25 audit of Midlothian Council’s annual accounts and the wider scope areas specified in the Code of Audit Practice (2021). 2. The Annual Audit Report is addressed to Midlothian Council hereafter referred to as ‘the council’ and the Controller of Audit and will be published on Audit Scotland’s website in due course. Appointed auditor and independence 3. Claire Gardiner, of Audit Scotland, has been appointed as external auditor of the council for the period from 2022/23 until 2026/27. As reported in the Annual Audit Plan, Claire Gardiner as engagement lead and the audit team are independent of the council in accordance with relevant ethical requirements, including the Financial Reporting Council’s Ethical Standard. There have been no developments since the issue of the Annual Audit Plan that impact on the continued independence of the engagement lead or the rest of the audit team from the council, including no provision of non-audit services. Acknowledgements 4. We would like to thank the council and its staff, particularly those involved in preparation of the annual accounts, for their cooperation and assistance during the audit and we look forward to working together constructively over the remainder of the five-year appointment. Page 41 of 356
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Audit scope and responsibilities | 6 Audit scope and responsibilities Scope of the audit 5. The audit is performed in accordance with the Code of Audit Practice, including supplementary guidance, International Standards on Auditing (ISA) (UK), and relevant legislation. These set out the requirements for the scope of the audit which includes: • An audit of the financial statements and an opinion on whether they give a true and fair view and are free from material misstatement. • An opinion on statutory other information published with the financial statements in the annual accounts, namely the Management Commentary and Annual Governance Statement. • An opinion on the audited part of the Remuneration Report. • Conclusions on the council’s arrangements in relation to the wider scope areas: Financial Management; Financial Sustainability; Vision, Leadership and Governance; and Use of Resources to Improve Outcomes. • Reporting on the council’s arrangements for securing Best Value. • Providing assurance on the Housing Benefit Subsidy Claim, Non- Domestic Rates Return, and Whole of Government Accounts return. • A review of the council’s arrangements for preparing and publishing statutory performance information. • Provision of this Annual Audit Report. Responsibilities and reporting 6. The Code of Audit Practice sets out the respective responsibilities of the council and the auditor. A summary of the key responsibilities is outlined below. Auditor’s responsibilities 7. The responsibilities of auditors in the public sector are established in the Local Government (Scotland) Act 1973. These include providing an independent opinion on the financial statements and other information reported within the annual accounts and concluding on Page 42 of 356
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Audit scope and responsibilities | 7 the council’s arrangements in place for the wider scope areas and Best Value. 8. The matters reported in the Annual Audit Report are only those that have been identified by the audit team during normal audit work and may not be all that exist. Communicating these does not absolve the council from its responsibilities outlined below. 9. The Annual Audit Report includes an agreed action plan at Appendix 1 setting out specific recommendations to address matters identified and includes details of the responsible officer and dates for implementation. The council’s responsibilities 10. The council has primary responsibility for ensuring proper financial stewardship of public funds, compliance with relevant legislation and establishing effective arrangements for governance, propriety, and regularity that enables it to successfully deliver its objectives. The features of proper financial stewardship include: • Establishing arrangements to ensure the proper conduct of its affairs. • Preparation of annual accounts, comprising financial statements for the council and its group that gives a true and fair view and other specified information. • Establishing arrangements for the prevention and detection of fraud, error and irregularities, and bribery and corruption. • Implementing arrangements to ensure the council’s financial position is soundly based. • Making arrangements to secure Best Value. • Establishing an internal audit function. National performance audit reporting 11. The Auditor General for Scotland and the Accounts Commission regularly publish performance audit reports. These cover a range of matters, many of which may be of interest to the council and the audit committee. Details of national and performance audit reports published over the last year can be seen in Appendix 3. Page 43 of 356
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Audit of the annual accounts | 8 Audit of the annual accounts Main judgements All audit opinions stated that the annual accounts were free from material misstatement. Adjustments totalling £3.1 million were made to the net book value of land and buildings. Audit opinions on the annual accounts 12. The council and its group’s annual accounts were approved by the Audit Committee on 30 September 2025. The Independent Auditor’s Report is included in the council’s annual accounts, and this reports that, in the appointed auditor’s opinion, these were free from material misstatement. Audit timetable 13. The unaudited annual accounts and all working papers were received on 25 June 2025 in accordance with the agreed audit timetable. The working papers provided were generally adequate, and we will continue to work with key officers during 2025/26 to support further improvements for next year. 14. Midlothian Council operates with a finance team of suitably qualified and experienced staff. Good working relations have been established between Midlothian Council finance team and the audit team which facilitated delivery of the audit by the agreed deadline. Audit Fee 15. The audit fee for the 2024/25 audit was reported in the Annual Audit Plan and was set at £295,490. There have been no developments that impact on planned audit work required, therefore the audit fee reported in the Annual Audit Plan remains unchanged. Materiality 16. Materiality is applied by auditors in planning and performing an audit, and in evaluating the effect of any uncorrected misstatements on the Page 44 of 356
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Audit of the annual accounts | 9 financial statements or other information reported in the annual accounts. 17. The concept of materiality is used to determine whether misstatements identified during the audit could reasonably be expected to influence the decisions of users of the annual accounts. Auditors set a monetary threshold when determining materiality, although some issues may be considered material by their nature. Therefore, materiality is ultimately a matter of the auditor’s professional judgement. 18. Materiality levels for the audit of the council and its group were determined at the risk assessment phase of the audit and were reported in the Annual Audit Plan, which also reported the judgements made in determining materiality levels. These were reassessed on receipt of the unaudited annual accounts and can be seen in Exhibit 1. Exhibit 1 2024/25 Revised materiality levels for the council and its group Materiality The council and its group Materiality: Set at 2% of gross expenditure. £12.0 million Performance materiality: Set at 70% of materiality. As outlined in the Annual Audit Plan, this acts as a trigger point. If the aggregate of misstatements identified during the audit exceeds performance materiality, this could indicate further audit procedures are required. £8.5 million Reporting threshold: All items greater than the reporting threshold will be reported £550,000 Source: Audit Scotland Significant findings and key audit matters 19. ISA (UK) 260 requires auditors to communicate significant findings from the audit to those charged as governance, which for the council is the audit committee. 20. The Code of Audit Practice also requires public sector auditors to communicate key audit matters. These are the matters that, in the auditor’s professional judgement, are of most significance to the audit of the financial statements and require most attention when performing the audit. Page 45 of 356
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Audit of the annual accounts | 10 21. In determining key audit matters, auditors consider: • Areas of higher or significant risk of material misstatement. • Areas where significant judgement is required, including accounting estimates that are subject to a high degree of estimation uncertainty. • Significant events or transactions that occurred during the year. • The significant findings and key audit matters to report are outlined in Exhibit 2. Exhibit 2 Significant findings and key audit matters Significant findings and key audit matters Outcome 1. Non-current assets council dwellings The council undertook a full valuation of its council dwellings stock in 2024/25. Council dwellings require to be valued on an Existing Use Value – Social Housing (EUV- SH) basis. The Beacon Method is the methodology which estimates this. We found that the valuation approach used for council houses in 2024/25 did not fully align with the Beacon Method. Specifically, actual physical beacon properties were not used to value each property archetype. The Beacon Method relies on the market value of a representative property assuming vacant possession, with an adjustment to reflect occupation by a secure tenant. However, the valuer identified a hypothetical beacon for each archetype and utilised sales comparables to derive the valuation, rather than basing it on actual beacon properties. We considered the methodology adopted by the council and considered it to be reasonable and unlikely to result in a material misstatement of council house values. We are satisfied that the net book value of council dwellings in the audited accounts of £472 million is not materially misstated. However, we recommend that the council ensures its valuation methodology remains aligned with relevant guidance going forward. Recommendation 1 (refer Appendix 1) Page 46 of 356
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Audit of the annual accounts | 11 Significant findings and key audit matters Outcome 2.Non-current assets – classification and depreciation errors Audit testing identified several misclassification errors, primarily resulting from leases incorrectly considered to be within the scope of IFRS16 (£2.6 million), and assets not being reclassified appropriately over recent years. In addition, some assets had not been depreciated in line with accounting requirements during this period. These errors resulted in an overstatement of the net book value of land and buildings of £3.2 million. Management has revised the classification of non-current assets to correct the errors identified during the audit. 3.Non-current assets – land revaluations Audit testing identified a valuation error relating to one land asset, which had been revalued using a rate of £247,100 per hectare instead of the correct rate of £150,000 per hectare. This resulted in an overstatement of the net book value of land and buildings of £1.4 million. Management subsequently revised the valuation, and we are satisfied that the net book value of land assets, totalling £18 million in the audited accounts, is not materially misstated. 4.Non-current assets – school revaluations Audit testing identified a school and a school extension which had been valued using incomplete data relating to costs incurred. This resulted in an understatement of £1.5 million. Management subsequently revised the valuation, and we are satisfied that the net book value of land assets, totalling £18 million in the audited accounts, is not materially misstated. 5.Non-current assets revaluations – condition surveys Audit testing identified two assets which had been revalued using condition surveys which had been undertaken in 2008. There is therefore a risk that the condition survey does not accurately represent the condition of the asset and the assets could be over or under valued. Assets sampled with out-of-date condition ratings were valued at £372k and £15k. We projected the potential error and concluded that it is unlikely to be material to the financial statements. The council should ensure that all assets are subject to an up-to-date condition survey as part of the valuation process. Where the council determines that it is not cost- effective to survey assets of low value, this approach should be clearly set out in a formal policy, including a defined de minimis threshold. This should be set to provide sufficient assurance that asset values are not materially misstated. Recommendation 2 (refer Appendix 1) Page 47 of 356
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Audit of the annual accounts | 12 Source: Audit Scotland Qualitative aspects of accounting practices 22. ISA (UK) 260 also requires auditors to communicate their view about qualitative aspects of the council’s accounting practices, including accounting policies, accounting estimates, and disclosures in the financial statements. Accounting policies 23. The appropriateness of accounting policies adopted by the council was assessed as part of the audit. These were appropriate to the circumstances of the council, and there were no significant departures from the accounting policies set out in the Code of Practice on Local Authority Accounting in the United Kingdom (the Code). Accounting estimates 24. Accounting estimates are used in number of areas in the council’s financial statements, including the valuation of land and buildings assets and the valuation of the pension liability. Audit work considered the process management of the council has in place around making accounting estimates, including the assumptions and data used in making the estimates, and the use of any management experts. 25. We identified a number of issues relating to the valuations of land and buildings Exhibit 2. Notwithstanding the issues set out in Exhibit 2 we concluded: • There were no issues with the selection or application of methods, assumptions, and data used to make the accounting estimates, and these were considered to be reasonable. • There was no evidence of management bias in making the accounting estimates Disclosures in the financial statements 26. The adequacy of disclosures in the financial statements was assessed as part of the audit. The quality of disclosures was adequate, with additional levels of detail provided for disclosures around areas of greater sensitivity, such as financial instruments and valuation of the pension liability. 27. In accordance with normal audit practice, presentational and disclosure amendments were discussed and agreed with management. The disclosure changes were satisfactory. Page 48 of 356
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Audit of the annual accounts | 13 Group audit 28. The council is part of a group and prepares group financial statements. The group is made up of six components, including the council which is the parent of the group. The audit work performed on the group’s components is summarised in Exhibit 3. Exhibit 3 Summary of audit work on the group’s components Group component Auditor and audit work required Summary of audit work performed Midlothian Council Audit Scotland Full scope audit of the council’s annual accounts. The outcome of audit work performed is reported within the Annual Audit Report, with details of significant findings and key audit matters reported in Exhibit 2. Trusts, bequests, common good community funds Audit Scotland Analytical procedures at the group level. Analytical procedures at the group level were performed by the audit team, and no significant issues were identified. Pacific Shelf 826 Ltd (Subsidiary) Henderson Loggie Analytical procedures at the group level. Pacific shelf was dissolved during 2024/25. Lothian Valuation Joint Board (Associate) Audit Scotland Analytical procedures at the group level. Analytical procedures at the group level were performed by the audit team, and no significant issues were identified. Midlothian Integration Joint Board (Joint Venture) Audit Scotland Analytical procedures at the group level. Analytical procedures at the group level were performed by the audit team, and no significant issues were identified. Midlothian Energy Ltd (Joint Venture) PWC Analytical procedures at the group level. Analytical procedures at the group level were performed by the audit team, and no significant issues were identified. Source: Audit Scotland Page 49 of 356
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Audit of the annual accounts | 14 Audit adjustments 29. Audit adjustments were required to the financial statements to correct misstatements that were identified from the audit. Details of all audit adjustments greater than the reporting threshold of £0.55 million are outlined in Appendix 2. 30. Management of the council processed audit adjustments for all misstatements identified greater than the reporting threshold. As a result, there are no uncorrected misstatement to report. Significant risks of material misstatement identified in the Annual Audit Plan 31. Audit work has been performed in response to the significant risks of material misstatement identified in the Annual Audit Plan. The outcome of audit work performed is summarised in Exhibit 4. Exhibit 4 Significant risks of material misstatement to the financial statements Risk of material misstatement Audit response Outcome of audit work Significant risks of material misstatement Fraud caused by management override of controls Management is in a unique position to perpetrate fraud because of management’s ability to override controls that otherwise appear to be operating effectively. The audit team: • Evaluated the design and implementation of controls over journal entry processing. • Made inquiries of individuals involved in the financial reporting process about inappropriate or unusual activity relating to the processing of journal entries. • Tested journals entries, focusing on those that are assessed as higher risk, such as those affecting revenue and expenditure recognition around the year-end. • Evaluated significant transactions outside the normal course of business. • Assessed the adequacy of controls in place for identifying and disclosing • Our testing of journals, year-end transactions, accruals and prepayments did not identify any incidents of management override of controls. • We did not identify any unusual journal activity. • Our assessment of the adequacy of controls in place for identifying and disclosing related party relationships and transactions in the financial statements did not highlight any weaknesses. • The methods and assumptions used to prepare accounting estimates were confirmed to be consistent with prior years. Conclusion: As a result of the above work we are Page 50 of 356
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Audit of the annual accounts | 15 Risk of material misstatement Audit response Outcome of audit work related party relationships and transactions in the financial statements. • Assessed changes to the methods and underlying assumptions used to prepare accounting estimates and assess these for evidence of management bias. satisfied that there is no material misstatement arising from this risk. Valuation of property, plant and equipment The council held £1.2 billion of property, plant, and equipment (PPE) at 31 March 2025, of which £1.1 billion was land and building assets. The council is required to value land and building assets at existing use value where an active market exists for these assets. Where there is no active market, these assets are valued on a depreciated cost replacement (DRC) basis. As a result, there is a significant degree of subjectivity in these valuations which are based on specialist assumptions, and changes in the assumptions can result in material changes to valuations. All non-current assets are revalued on a five-year rolling basis. Values may also change year on year, and it is important that the council ensures the financial statements accurately reflect the value of the land and buildings. Due to the inherent complexity and subjectivity involved, a significant risk of material misstatement for The audit team: • Evaluated the design and implementation of controls over the valuation process. • Reviewed the information provided to the valuer and assess this for completeness and accuracy. • Evaluated the competence, capabilities, and objectivity of the valuer. • Obtained an understanding of management’s involvement in the valuation process to assess if appropriate oversight has occurred. • Reviewed the appropriateness of the key data and assumptions used in the 2024/25 valuation process, and challenge these where required. • Reviewed management’s assessment that the value in the balance sheet of assets not subject to a valuation process in 2024/25 is not materially different to current value at the year-end, and challenge this where required. • We did not identify any issues with the information provided to the valuer and we found that management have an appropriate level of involvement and oversight of the valuation process. • We concluded that management’s assessment of land and buildings not revalued in 2022/23 is not materially misstated. However, our audit identified that the valuation approach used for council houses in 2024/25 did not fully align with the Beacon Method. While the methodology used did not result in a material misstatement, they highlight areas for improvement. Further detail is provided in Exhibit 2. Conclusion: The valuation of PPE is not materially misstated. Page 51 of 356
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Audit of the annual accounts | 16 Risk of material misstatement Audit response Outcome of audit work valuations has been identified. Other areas of audit focus Pension Valuation The valuation requires the use of an actuarial methodology based on a range of assumptions including financial and demographic assumptions. Small movements in the assumptions can result in material changes to valuations. The audit team: • Assessed the scope, independence and competence of the professionals engaged in providing estimates for pensions and review appropriateness of actuarial assumptions and results including comparison with other councils. • Established officer’s arrangements for ensuring the reasonableness of professional estimations and the accuracy of information provided to the actuary by Midlothian Council. Audit work performed found: • The actuary had sufficient competence, capability, and objectivity to perform their work. • Management are involved in the estimation process and have an appropriate level of oversight. • The data and assumptions used in the estimation process were appropriate. • PWC have been commissioned as an auditor’s expert to appraise the competency and assumptions of actuaries. The information provided by PwC was reviewed and provided assurance over the assumptions used by the actuary. Conclusion: The estimation of the pension valuation is not materially misstated. Implementation of IFRS16 IFRS16 takes effect for local government bodies from 1 April 2024. This will change the way in which Midlothian Council accounts for service concession arrangements and operating leases, including recognising assets and liabilities for the rights and obligations arising from leases previously classified as operating leases. The audit team: • Reviewed the accounting treatment and disclosures made in relation to the new standard in line with guidance. Audit work performed found: • The council had conducted appropriate review of leases and service concession arrangements to move to IFRS 16. • A management expert had been used to support the council’s move to IFRS 16. • The management expert had sufficient competence, capability and objectivity to perform their work. Page 52 of 356
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Audit of the annual accounts | 17 Risk of material misstatement Audit response Outcome of audit work Conclusion: accounting treatment and disclosures are free from material misstatement. Source: Audit Scotland Prior year recommendations 32. The council has made limited progress in implementing the agreed prior year audit recommendations. For actions not yet implemented, revised responses and timescales have been agreed with the council and are outlined in Appendix 1. Page 53 of 356
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Wider scope audit | 18 Wider scope audit Conclusion Midlothian Council’s budget setting and financial management arrangements operated effectively during 2024/25. In 2024/25 MIJB spend on Adult Social Care exceeded budget by £4.9 million. There continues to be a significant risk of overspend by Midlothian IJB in adult social care in 2025/26. In recent years the council has been able to use reserves and other one-off measures such as service concession flexibilities to address budget pressures. The general fund balance decreased in 2024/25 to £32 million and the latest council forecast is predicting this balance will reduce further to £13 million at 31 March 2026 with £10 million earmarked for specific purposes. Continuing to use general fund reserves to bridge identified funding gaps is not sustainable and it is therefore crucial that the council identifies and approves measures to balance the 2026/27 and 2027/28 budgets in the short term and subsequently over the medium to longer term. The council has appropriate arrangements in place for its use of resources to improve outcomes, and these arrangements were found to be appropriate. There is scope to improve reporting to clearly show how the achievements translate to improvement in outcomes. Audit approach to wider scope Wider scope 33. As reported in the Annual Audit Plan, the wider scope audit areas are: • Financial Management. • Financial Sustainability. • Vision, Leadership and Governance. • Use of Resources to Improve Outcomes. Page 54 of 356
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Wider scope audit | 19 34. Audit work is performed on these four areas and a conclusion on the effectiveness and appropriateness of arrangements the council has in place for each of these is reported in this chapter. Financial Management The council has appropriate budget setting and monitoring arrangements 35. The budget process implemented by the council is well established and the officers and Finance Business Partners are very clear about their responsibilities and time frames. The process involves appropriate scrutiny arrangements, with the Council and the Business Transformation Steering Group both having opportunities scrutinise and consider proposed actions to reduce any emerging budget gap. 36. The budget setting document includes an overview of financial assumptions and provides explanations and context setting as appropriate. 37. Audit Scotland published briefing papers on Local Government budgets in May 2024 and May 2025 and these papers have been circulated to elected members. We have noted that budget papers comply with good practice recommended by Audit Scotland in the briefing papers. 38. During our observations we noted that senior management and members receive regular and accurate financial information on the council’s performance against budgets. The council ended the year with a net overspend of £3 million 39. The council approved its 2024/25 revenue budget in February 2024, initially setting it at £301 million. During the year, the budget was revised to £314 million, primarily due to cross-year budget flexibility, the application of retrospective savings from the loans fund review, the use of retrospective service concessions, and the approval of a supplementary budget for Midlothian IJB. 40. The council’s initial 2024/25 revenue budget was set with £5 million utilisation of reserves to achieve a balanced budget. During 2024/25 the council ended the year with an unplanned overspend of £3 million which was funded from additional utilisation of reserves. Reserves were applied to fund the following service overspends: • Cost of transport of school pupils which exceeded the budget by £1.7 million • £1 million overspend on level of maternity cover in schools and temporary staffing/resources Page 55 of 356
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Wider scope audit | 20 • £0.5 million due to increased costs of waste disposals. 41. Exhibit 5 shows that over the past three years the council has worked hard to manage the gaps in the budgets through various means including savings and flexibilities, additional council tax funding and use of reserves. Exhibit 5 Key financial information Budget setting 2022/23 £m 2023/24 £m 2024/25 £m Budget gap 9.7 7.8 5.5 Additional funding approved as part of budget setting: 0.1 3.5 Total base budget gap 9.7 7.9 9.0 Base budget gap planned to be balance by: Approved savings measures 3.6 2.0 Utilisation/(Enhancement) of reserves 2.0 1.0 6.8 Financial flexibilities 6.4 0.0 0.0 Council tax increase 1.3 3.0 0.0 Council tax on second homes 0.1 0.1 Fees and charges 0.2 0.1 Total funding of base budget gap 9.7 7.9 9.0 Savings delivered (relative to value agreed in setting the budget) 0.0 3.4 1.7 Actual in-year utilisation of reserves -4.9 9.1 19.8 Source: Midlothian Council audited annual accounts and budget documents The council delivered 85% of their savings target in 2024/25; however, general fund reserves were used to balance the budget. 42. The council achieved £1.7 million of savings in 2024/25, and the general fund balance reduced from £52 million to £32 million at 31 March 2025. Page 56 of 356
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Wider scope audit | 21 There is a significant risk of overspend by Midlothian Integration Joint Board on adult social care in 2025/26 43. Midlothian Council provide Midlothian Integration Joint Board (MIJB) an annual sum for services managed by Midlothian Health and Social Care Partnership. This sum is adjusted in-year in accordance with the integration scheme. In 2024/25 MIJB spend on Adult Social Care exceeded budget by £4.9 million. Current projections are showing an overspend of £1.43 million in 2025/26. There is an active recovery plan in place to address this overspend but it remains an area of significant risk. The level of usable reserves held by Midlothian Council decreased 44. The level of usable reserves held by the council decreased from £106 million in 2023/24 (including the loans fund review opening balance adjustment of £5 million) to £85 million in 2024/25, £79 million of which has been earmarked for specific purposes. 45. One of the key measures of the financial health of a body is the level of reserves held. The level of usable reserves held by Midlothian Council decreased from £106 million in 2023/24 (including the loans fund review opening balance adjustment of £5 million) to £85 million in 2024/25. 46. The usable reserves balance of £85 million includes: • £26 million of General Fund earmarked reserves • £53 million of ring-fenced reserves (Housing Revenue Account, Capital Fund, and Repairs and Renewals Fund) • £6 million of General Fund non-earmarked reserves. 47. Exhibit 6 provides an analysis of the general fund over the last five years split between earmarked and non-earmarked reserves. The graph highlights a downward trend in the level of reserves, with the balance of non-earmarked reserves now at a low level compared to prior years. Page 57 of 356
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Wider scope audit | 22 Exhibit 6 Analysis of General Fund balance Source: Midlothian Council audited accounts 48. In recent years the council has been able to use reserves and other one-off measures such as service concession flexibilities to address budget pressures. 49. However, looking forward if recurring savings cannot be identified and achieved to balance the annual revenue budget over the medium- term, and the council continues to use general fund reserves to bridge identified funding gaps, the non-earmarked reserves balance will be depleted at a pace that is not sustainable. 50. As reported in 2023/24 in our Annual Audit Report, the purpose of the earmarked reserves could be re-examined by elected Members should there be a need to release some of these balances to support financial pressures. The Housing Revenue Account reported an overspend of £3.2 million in 2024/25 against budget 51. The council has a statutory obligation to maintain a separate housing revenue account (HRA) and to ensure that rents are set at a level which will at least cover the costs of its social housing provision. 52. Overall, the HRA is showing an overspend of £3 million against budget at 31 March 2024 (2023/24: overspend £1.5 million) due to additional spend on repairs and maintenance costs and increased levels of outstanding rent debt and historic write-offs, some of which were offset by savings of £1 million from lower loan charges due to the re-phasing of capital projects. The overspend on repairs and maintenance has been attributed to the council progressing 0 10 20 30 40 50 60 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 £ Million Earmarked Reserves Non-Earmarked Reserves Page 58 of 356
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Wider scope audit | 23 installation of environmental monitors in every property and to addressing any dampness issues which have been identified by the monitors. 53. Reserves decreased by £1.3 million against an expected increase of £1.6 million when the budget was set due to service overspends. General Services capital expenditure increased in 2023/24 54. Total General Services capital expenditure in 2024/25 was £49 million, (2023/24: £47 million), representing a net underspend of £0.2 million against the rephrased budget of £49 million. 55. The council delivered against its capital spend budget for 2024/25 without using its capital reserves to balance the budget. The council’s closing capital fund balance at 31 March 2025 was £18 million. £8 million of this is committed to fund the City Deal and £7 million committed to supporting capital investment. Financial systems of control 56. From our review of the design and implementation of systems of internal control (including those relating to IT) relevant to our audit approach, we did not identify any issues with the design of the controls which would increase the risk of a material misstatement in the financial statements. However, we identified three areas where controls could be improved as set out in Exhibit 7. Exhibit 7 Key findings from review of key controls Audit findings Additional audit procedures 1. Journals The council’s financial ledger is the system for recording all transactions and preparing the financial statements. Journal entries are how the council’s financial ledger is manually updated. To minimise the risk of error and fraud we would expect each journal entry to be prepared and authorised by different members of staff. This control is not in operation for a small number of staff within the finance team. The ability of officers to approve their own journals increases the risk that invalid, erroneous or fraudulent journals could be posted to the financial ledger. We reported this control weakness in our 2022/23 and 2023/24 Annual Audit Reports Our journal entry testing throughout the year was tailored to reflect the increased risk arising from the lack of segregation of duties, specifically the ability for specific individuals to self-approve journals. No issues were identified as a result of this testing. Page 59 of 356
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Wider scope audit | 24 Audit findings Additional audit procedures and the council has confirmed they are accepting of the associated risks. 2. Ledger access Access to the ledger requires to be tightly controlled to mitigate the risk of fraudulent mis-postings. Midlothian Council has provided a number of officers with superuser access which permits enhanced access to the ledger for IT support requirements. A list of superusers is held and monitored on a regular basis but the reviews are not documented. We performed a focussed review and testing of journals posted by Superusers. We did not identify any errors from this review and testing. Recommendation 2 (refer Appendix 1) We recommend implementing procedures to ensure the superuser access list is reviewed and formally approved on a regular basis. 3. Council tax – secondary checks Council procedures require the council tax processing team to perform at least 10 samples checks per year of the exemptions, discounts, reductions and refunds applied to council tax. Our testing identified that only 3 out of the 10 checks had been performed during 2024/25. We performed additional testing of council tax exemptions, discounts, reductions and refunds processed during 2024/25. We did not identify any issues. Recommendation 3 (refer Appendix 1) We recommend that secondary checks of council tax exemptions, discounts, reductions and refunds are performed by officers to obtain assurance over the data processed. 4. IT control weaknesses Audit testing identified some weaknesses in IT controls with regard to: • Capacity. • Business continuity and emergency response planning. We discussed IT control weaknesses with officers who confirmed that: • Work is ongoing to finalise recruitment gaps. • Business Continuity plans have undergone a review in 2024/25 and are at various stages of approval. Standards of conduct and arrangement for the prevention and detection of fraud and error were appropriate 57. In the public sector there are specific fraud risks, including those relating to tax receipts, welfare benefits, grants, and other claims made by individuals and organisations. Public sector bodies are responsible for implementing effective systems of internal control, including internal audit, which safeguard public assets and prevent and detect fraud, error and irregularities, bribery, and corruption. 58. The council has adequate arrangements in place to prevent and detect fraud or other irregularities. Page 60 of 356
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Wider scope audit | 25 National Fraud Initiative 59. Midlothian Council continues to participate in the National Fraud Initiative (NFI) 2024/2025 which is a UK wide counter-fraud exercise led by the Cabinet Office and Audit Scotland. It uses data analytic techniques to compare information about individuals held by different public bodies, and on different systems, to identify circumstances (data matches) that might suggest the existence of fraud or error. 60. The Chief Internal Auditor of the council acts as the Key Contact for NFI and the Corporate Fraud Team has coordinated the submission of the required data sets from various Council systems and responded to the data matches received with input from relevant services across the council. 61. We consider that the council has adequate arrangements in place to prevent and detect fraud or other irregularities. Financial Sustainability The council is projecting a cumulative budget gap of £10 million to 2028/29 62. The council updated the five-year revenue budget strategy in June 2025 and is projecting a cumulative budget gap of £10 million to 2028/29. 63. The council’s Medium Term Financial Strategy (MTFS) is designed to provide a multi-year financial framework aligned with the council’s Strategic Plans. A key focus is ensuring long-term financial sustainability. 64. Budget projections are underpinned by a set of planning assumptions that are subject to change due to external economic conditions, Scottish Government funding allocations, national pay settlements, and local cost pressures. These assumptions are regularly reviewed and updated by the council to ensure financial forecasts remain robust and responsive. 65. Our Best Value thematic report published in June 2025 acknowledged the council’s awareness of the challenging fiscal environment and emphasised the need to accelerate progress on outstanding projects included in the Transformation Blueprint, within existing resources. 66. The latest 2025/26 budget monitoring report presented to the council in September 2025 is projecting an overspend of £3 million against a revised budget of £332 million, and a general fund reserve balance of £13 million. 67. In February 2025 the council approved a revenue budget for 2025/26 with total planned expenditure of £321 million. Page 61 of 356
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Wider scope audit | 26 68. The latest 2025/26 budget monitoring report reported to the council in September 2025 is projecting an overspend of £3 million against a revised budget of £335 million. The projection of the general fund balance at 31st March 2026 is £13 million, of which £10 million is earmarked for specific use and £3 million is non-earmarked. 69. The council recognises that there is a significant risk of failing to maintain a balanced MTFS, and consequently there is also a significant risk that available reserves could be depleted. If this risk materialises, the council’s ability to respond to unforeseen events would be severely constrained and substantial budget reductions may be necessary. 70. It is therefore crucial that the council identifies and approves measures to balance the 2026/27 and 2027/28 budgets in the short term and subsequently over the medium to longer term. Vision, Leadership and Governance 71. The audit work performed on the arrangements the council has in place around its Vision, Leadership and Governance found that these were effective and appropriate. This judgement is evidenced by the council: • having a Single Midlothian Plan 2023-27 in place, supported by operational plans, that clearly set out its vision, strategy, and priorities. • involving service users, delivery partners, and other stakeholders in the development of its vision, strategy, and priorities to ensure these align to their needs. • having detailed financial and performance reporting in place, both internally and externally, that is linked to its operational plans, with effective scrutiny and challenge of performance provided by the Performance Review and Scrutiny Committee. • having effective governance arrangements in place, as reflected in the Annual Governance Statement included in the annual accounts. Use of Resources to Improve Outcomes 72. The council has appropriate arrangements in place for its use of resources to improve outcomes, and these arrangements were found to be appropriate. There is scope to improve reporting to clearly show how the achievements translate to improvement in outcomes. This judgement is evidenced by the council: • having a Planning and Performance Management Framework (PPMF) in place which provides a good base for supporting delivery Page 62 of 356
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Wider scope audit | 27 of outcomes and improving performance. The PPMF was published in 2023 and refreshed in 2025. • Having a Local Outcomes Improvement Plan (The Single Midlothian Plan). The Community Planning Partnership Board monitors performance of the Single Midlothian Plan every six months with the annual report highlighting success stories arising from the achievement of outcomes. • using a separate balanced scorecard to track the performance indicators for the services it is directly responsible for. Midlothian Council Balanced Scorecard results show stable performance with some improvements reported across a range of service areas 73. For 2024/25, the council revised its approach to reporting performance indicators, aligning them with the seven thematic priorities set out in the Strategic Management Plan (SMP). Our review of the Balanced Scorecard results indicates that the proportion of objectives reported as on-target remains consistent with the previous year. We found there to be examples of improvements reported across some service areas as demonstrated in Exhibit 8. Exhibit 8 Midlothian Council 2024/25 - Summary of Improved Performance Area Improvement Highlights Health & Social Care 96%+ targets met in care services Improved inspection grades Faster referrals Children & Families 283 staff trained in trauma-informed care Expanded fostering & kinship support Employability £4.46 million in benefits generated £123K income for families via maximisation projects Digital Transformation 3,700 devices upgraded 500 interactive screens installed New intranet launched Environment 6,642 volunteer hours Food waste collection expanded to 2,500 homes Libraries 770,000 visits 102,000 event attendees 29% increase in events National award won Page 63 of 356
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Wider scope audit | 28 Area Improvement Highlights Infrastructure 3,122 potholes repaired 472 street lights replaced New school and energy centre 74. From our review of performance reports we found that service reports provided a good mix of narrative, visual and target information, with details of achievements in 2024/25, but key messages are not explicit, and it is unclear how the achievements translate to improvement in outcomes and performance indicators. Management have advised that all services have completed a review of their performance reports for quarter one in 2025/26 with the aim of working towards demonstrating this in their quarterly reporting. Page 64 of 356
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Best Value audit | 29 Best Value audit Conclusion The council has effective and appropriate arrangements in place for securing Best Value. The Management Report on themes prescribed by the Accounts Commission reported Midlothian Council has been innovative and demonstrated its commitment to transforming services, but there is a need to accelerate progress on the remaining projects within the Transformation Blueprint within the resources available. Audit approach to Best Value 75. Under the Code of Audit Practice, the audit of Best Value in councils is fully integrated within the annual audit. As part of the annual audit, auditors are required to take a risk-based approach to assessing and reporting on whether the council has made proper arrangements for securing Best Value, including follow up of findings previously reported in relation to Best Value. 76. The Accounts Commission also reports nationally on thematic aspects of councils’ approaches to, and performance in, meeting their Best Value duties. As part of the annual audit, thematic reviews, as directed by the Accounts Commission, are conducted on the council. The thematic review for 2024/25 is on transformation and involves considering how the council is redesigning services to maintain outcomes and deliver services more efficiently. Conclusions and judgements on the thematic review are reported in a separate Management Report and summarised in this chapter. Conclusions on Best Value 77. The council has well established and effective governance arrangements in place, with Best Value being a key aspect of the governance arrangements. 78. The audit work performed on the arrangements the council has in place for securing Best Value and its community planning arrangements found these were effective and appropriate. The council has well established and effective governance arrangements in place, with Best Value being a key aspect of the governance arrangements. Page 65 of 356
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Best Value audit | 30 Statutory performance information (SPI) and service performance 79. The Accounts Commission issued a Statutory Performance Information Direction which requires the body to report its: • performance in improving services and progress against agreed desired outcomes, and • a self-assessment and audit, scrutiny, and inspection body assessment of how it has responded to these assessments. 80. Auditors have a statutory duty to satisfy themselves that the body has made proper arrangements for preparing and publishing statutory performance information in accordance with the Direction and report a conclusion in the Annual Audit Report. 81. Audit work assessed the arrangements the council has in place for preparing and publishing SPIs, including how it has responded to assessments. We concluded the arrangements in place were effective and appropriate. Progress against previous Best Value findings and recommendations 82. Best Value findings and recommendations have been made in previous years’ Annual Audit Reports, Management Reports on themes prescribed by the Accounts Commission, and Controller of Audit Reports on the council’s performance in meeting its Best Value duties. 83. During 2024/25 the council continued to progress the one remaining Best Value improvement action reported in our Best Value Assurance Report 2019 and we are pleased to report that all actions have now been implemented. 84. Details of previous recommendations from our thematic reviews and progress the council is making against these can be seen in Appendix 1. Overall, the council is making good progress in implementing the previous recommendations made, with one of the previous recommendations made being implemented in 2024/25 and progress being made with four further recommendations. Transformation: how councils are redesigning and delivering more efficient services to achieve planned outcomes 85. As previously outlined, the Accounts Commission reports nationally on thematic aspects of council’s approaches to, and performance in, meeting their Best Value duties, with the thematic review for 2024/25 on service transformation. Conclusions and judgements on the council’s approach to service transformation are outlined in a separate Management Report which is available on the Audit Page 66 of 356
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Best Value audit | 31 Scotland website. A summary of the conclusions and judgments made in the report is outlined below. • Midlothian Council recognises that transformation is essential to ensure service delivery remains financially sustainable and has published a Transformation Blueprint for Midlothian. The council is focused on delivering a wide range of key transformation initiatives to progress the Transformation Blueprint. This includes a variety of digital initiatives being progressed as part of its Digital Transformation Strategy to create efficiencies in its operations. • The council recognises that it is operating in a fiscally challenging environment and now needs to find a way to accelerate progress on the remaining projects within the Transformation Blueprint within the resources it has available. • It is too early to fully determine the scale of all of the projects being taken forward, and the extent to which they will contribute towards closing the council’s funding gap. • The council has established effective governance arrangements for reporting progress with delivering transformation to its senior leadership team and elected members. Page 67 of 356
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Appendix 1: Action Plan 2024/25 | 32 Appendix 1: Action Plan 2024/25 2024/25 Recommendations Matter giving rise to recommendation Recommendation Agreed action, officer and timing 1. Non- current assets council dwellings The council undertook a full valuation of its council dwellings stock in 2024/25. Council dwellings require to be valued on an Existing Use Value – Social Housing (EUV-SH) basis. The Beacon Method is the methodology which estimates this. We found that the valuation approach used for council houses in 2024/25 did not fully align with the Beacon Method. Specifically, actual physical beacon properties were not used to value each property archetype. The Beacon Method relies on the market value of a representative property assuming vacant possession, with an adjustment to reflect occupation by a secure tenant. However, the valuer identified a hypothetical beacon for each archetype and utilised sales comparables to derive the valuation, rather than basing it on actual beacon properties. To fully comply with RICS guidance, Management should apply the Beacon Method when performing a full valuation of its council dwelling stock. Agreed Action: Accepted. The Council’s valuation basis in this area was reviewed during 2024/25 but not amended due to management concerns over the availability of useable data to fully comply with guidance. This will be further considered during 2025/26. Responsible Officer: Chief Financial Officer and Section 95 Officer / Head of Development Date: 31 March 2026 2. Ledger access We recommend implementing procedures to Agreed Action: Accepted Page 68 of 356
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Appendix 1: Action Plan 2024/25 | 33 Matter giving rise to recommendation Recommendation Agreed action, officer and timing Access to the ledger requires to be tightly controlled to mitigate the risk of fraudulent mis-postings. Midlothian Council has provided a number of officers with superuser access which permits enhanced access to the ledger for IT support requirements. A list of superusers is held and monitored on a regular basis but the reviews are not documented. ensure the superuser access list is reviewed and formally approved on a regular basis. Responsible Officer: Chief Officer Corporate Solutions Date: 31 December 2025 3. Council tax – secondary checks Council procedures require the council tax processing team to perform at least 10 samples checks per year of the exemptions, discounts, reductions and refunds applied to council tax. Our testing identified that only 3 out of the 10 checks had been performed during 2024/25. We recommend that secondary checks of council tax exemptions, discounts, reductions and refunds are performed by officers to obtain assurance over the data processed. Agreed Action: Secondary checks as per the recommendation will be introduced in the 2025/26 financial year and embedded in the service work plan moving forwards. Responsible Officer: Chief Officer Corporate Solutions Date: 31 March 2026 Follow-up of prior year recommendations Matter giving rise to recommendation Recommendation Agreed action, officer and timing Non-current assets condition surveys In 2023/24 the council performed a full valuation of other buildings in line with its revaluation policy. The condition survey ratings held on the non-current asset register were considered in The most up to date condition ratings should be applied to all buildings at the date of valuation. In progress Audit testing in 2024/25 identified two assets which had been revalued using condition surveys which had been undertaken in 2008. We projected the potential error and concluded that it is unlikely to be material to the financial statements. Page 69 of 356
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Appendix 1: Action Plan 2024/25 | 34 Matter giving rise to recommendation Recommendation Agreed action, officer and timing preparing the valuation estimates. We found that a number of condition surveys were updated during 2023/24 and were allocated reduced ratings. Although the surveys were not finalised until after the year end, the revised condition ratings applied to the relevant buildings at 31 March 2024 and should have been considered in calculating the valuation estimates. This resulted in an estimation error of £19 million in the unaudited accounts. Risk: There is a risk of error in the valuation of buildings. Revised action: The Council have identified all buildings with an older condition survey and will consider the appropriateness of carrying out this work in the context of building use priority and available financial resources. Responsible officer: Head of Development Revised date: 31st March 2026 Non-current assets council dwellings Determining the valuation of council dwellings involved applying discount factors to reflect the difference between social and market rents. In 2023/24 the discount factor applied was 33% which we found to be reasonable in comparison to a number of similar authorities. However, guidance for valuers – ‘stock valuation for resource accounting’ published in 2016 by department for communities and local government highlights that the discount factor for social housing should be determined with reference to the relationship between rents and yield in the private residential sector To fully comply with Guidance for valuers – ‘stock valuation for resource accounting’ published in 2016 by department for communities and local government, Management should consider the rent yield adjustment in valuations of council dwellings. Not implemented Rent yield is not being used in 2024/25. The valuer considered whether including the rent yield would result in a more accurate valuation and concluded that there is limited data in Scotland regarding rent yields. The adjustment factor used by the valuer is similar to those used by other Lothian councils and we are reasonably assured that the valuation is not materially misstated. We will revisit this at the next full valuation to confirm that the valuer’s approach remains appropriate. Page 70 of 356
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Appendix 1: Action Plan 2024/25 | 35 Matter giving rise to recommendation Recommendation Agreed action, officer and timing and the public / socially rented sector. We found that the rent yield factor had not been considered when valuing council dwellings in Midlothian. Risk: There is a risk that the valuation of council dwellings does not fully comply with guidance. Ledger access Access to the ledger requires to be tightly controlled to mitigate the risk of fraudulent mis-postings. The Superuser list, which is small group of users with enhanced access to ledger for IT support requirements, is not currently monitored on a regular or formal basis. Risk: There is an increased risk of fraud or error. We recommend that the Superuser list is subject to a formal and regular review process. Superseded. Refer Appendix 1 Bank accounts At the year-end we identified over 20 bank accounts (mainly imprest accounts) with small balances which were not reconciled to the ledger on a regular basis. Risk: There is a risk that errors may not be picked up and corrected timeously. There is also a risk that the council is operating a number of bank accounts which are no longer required. The council should consider the bank accounts held and if they are still required. Ongoing Revised action: The review of all bank accounts has been undertaken. The council is currently working jointly with RBS to get a full consolidated list of accounts that are appropriately classed under Midlothian Council’s Corporate Identification Number (CIN) so they can correctly cross-reference these both to the list of accounts available to view/transact on RBS bankline and on their General Ledger. Page 71 of 356
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Appendix 1: Action Plan 2024/25 | 36 Matter giving rise to recommendation Recommendation Agreed action, officer and timing Responsible officer: Chief Financial Officer Revised date: 30 September 2025 Performance reporting We reviewed a sample of service performance reports and concluded that the reports provide a good mix of narrative, visual and target information and there is a lot of detail outlining details of achievements in 2023/24, but key messages are not explicit, and it is unclear how the achievements translate to improvement in outcomes. Where areas of underperformance are reported it is not always clear how the council is addressing these areas. Risk: Performance reports are not providing clear information to enable monitoring of performance against key Council objectives. The council should review and streamline service performance reports. Key messages should be clear, and performance should be mapped to outcomes. Ongoing Revised Action: All services reviewed performance reports for Q1 2025/26 and are working towards demonstrating this in their quarterly reporting. Responsible officer: Chief Officer Corporate Solutions Revised date: 31 March 2026 Progress against previous Best Value findings and recommendations Matter giving rise to recommendation Recommendation, agreed action, officer and timing Update on progress Capacity of human resources team The human resources team is small with four members of staff, each allocated to a directorate with an overall council workforce of around 4,000 full time equivalent. Discussion with officers highlighted that finding It is critical that the council ensures it has sufficient capacity and to deliver its corporate workforce strategy and detailed plans within agreed timescales. Implemented One full time equivalent fixed- term HR/OD Advisor (18 months) has been appointed to support casework, refresh the Council’s values, and revise the induction programme. The advisor Page 72 of 356
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Appendix 1: Action Plan 2024/25 | 37 Matter giving rise to recommendation Recommendation, agreed action, officer and timing Update on progress capacity for strategic workforce planning alongside business as usual is challenging and could affect the delivery of objectives within timescales. Risk: Workforce planning is not being progressed in line with corporate objectives. recently achieved CIPD accreditation. Two 18-month fixed-term roles, funded through Transformation, are focused on key Workforce Strategy priorities: Talent (developing innovative recruitment strategies to address workforce gaps) and Reward (reviewing pay, grading, and staff benefits to improve recruitment and retention, and tackling high-cost staffing practices like overtime and agency use). Both roles are currently being recruited. Organisational impact of hybrid and flexible working The council has not assessed the overall impact of hybrid and flexible working at an organisational level for example on performance, budget savings and efficiencies. Discussions are ongoing about the impact of hybrid working on the estate; while the council has data on the use of their offices there are no current proposals on changing the estate. Risk: Employees and the council may not be securing planned benefits and efficiencies from adopting hybrid and flexible working. The council should assess the impact of hybrid working at an organisational level to ensure this way of working is generating organisational benefits as well as benefits for employees on an individual level. Ongoing Revised action: Hybrid working is in place for suitable roles, though not feasible for face-to-face services like Social Work. It offers non-financial recruitment benefits, but tangible financial impacts are harder to measure. One example is the planned rationalisation of the Dalkeith estate—from three buildings to a single Customer Hub (opening mid-2027). This will reduce running, energy, and maintenance costs, and generate capital receipts from the sale of Fairfield House and the Library & Arts Centre, supporting the Dalkeith Town Centre regeneration. The Council’s Estate and Asset Management Strategy is under review and will be presented for approval in Autumn 2025. This work is led by the Head of Page 73 of 356
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Appendix 1: Action Plan 2024/25 | 38 Matter giving rise to recommendation Recommendation, agreed action, officer and timing Update on progress Development under the Blueprint programme. Responsible officer: Chief Officer Corporate Solutions Revised date: 31 March 2026 Staff survey The council has not carried out a staff survey for a few years although it is something they are considering doing again. This makes it difficult to identify and monitor trends in how staff are feeling. Risk: The council has no measure of how staff are feeling or the impact across the workforce of any new workforce policies or initiatives. The council should carry out regular staff surveys to identify and monitor trends in how staff are feeling. This will enable the Council to measure the impact of any new workforce policies or initiatives. Ongoing Revised action: Survey responses were themed and aligned to Workforce Strategy actions under “You said, we did, we will do.” Key actions progressed include: • Launch of a new staff benefits platform (Sept 2025), with local discounts in Phase 2 • Weekly wellbeing-focused newsletter • New external web pages showcasing Transformation programme progress • Launch of a Wellbeing Charter (Oct 2025) and first annual wellbeing month • Establishment of a staff equalities group (Autumn 2025) • Review of people policies • Launch of Council values (Aug 2025), with promotional activity to follow • New corporate induction programme Following on from this work the council will determine what a staff engagement approach will be. Responsible officer: Chief Officer Corporate Solutions Page 74 of 356
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Appendix 1: Action Plan 2024/25 | 39 Matter giving rise to recommendation Recommendation, agreed action, officer and timing Update on progress Revised date: 31 December 2026 Developing future skills and capacity Capacity and recruitment issues are significant challenges for the council. Some good employment initiatives are in place and there are some examples of succession planning but this is not being done in a formalised or consistent way. Risk: Capacity and recruitment issues are not being addressed consistently or in line with corporate objectives. The council needs to formalise its overall approach to recruitment and developing future skills and capacity. Ongoing Revised action: This work programme forms part of the ten-year Workforce Strategy that was approved by the Council in December 2024. In 2025, strategic workforce planning was prioritised, including collaboration with the LGA and workshops for senior managers. A risk- based, service-level planning approach will identify skills gaps, succession needs, and inform financial planning. Additionally, CMT have approved a new Management and Leadership Framework, launching in early 2026, to support leadership development and promote a learning culture across the organisation. Responsible officer: Chief Officer Corporate Solutions Revised date: 31 December 2026 Shared services Midlothian Council shares several services with other councils across the Lothian region. The Council has not captured the extent to which there have been workforce benefits resulting from these shared roles. These might include reduced workforce, costs, or service benefits Risk: The council is unable to demonstrate workforce benefits resulting from shared roles. This The council should consider capturing the extent to which there have been workforce benefits resulting from shared services. Not implemented. Revised Action: Shared services continue (where appropriate) in the Council and services continue to look at ways to work with other Councils on joint projects are areas of similarity. No formal KPIs have been established yet and is challenging to do so and evidence tangible benefits. Responsible officer: Chief Officer Corporate Solutions Page 75 of 356
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Appendix 1: Action Plan 2024/25 | 40 Matter giving rise to recommendation Recommendation, agreed action, officer and timing Update on progress information would help with workforce planning and budgeting. Revised date: 31 December 2026 Performance management framework To ensure the success of the workforce plan the council needs to develop a high- quality performance management framework linked to the strategy. Risk: Without the use of robust data the council will not be able to make informed decisions about staffing levels, skills requirements and resource allocation which would help build a sustainable workforce. The council should ensure that organisational and service level workforce strategies are supported by appropriate performance management information including quantifiable metrics. Ongoing Revised action: Work is ongoing on metrics that demonstrate impact of the Workforce Strategy. Responsible officer: Chief Officer Corporate Solutions Revised date: 31 December 2025 Page 76 of 356
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Appendix 2: Summary of corrected misstatements | 41 Appendix 2: Summary of corrected misstatements Details Financial statements lines impacted Statement of Comprehensive Net Expenditure (SoCNE) Statement of Financial Position (SoFP) Corrected misstatements Dr Cr Dr Cr £000 £000 £000 £000 1. Overvaluation of land due to applying the incorrect rate per hectare. Unusable Reserves 1,443 PPE 1,443 2. Completed assets included in Assets under construction and HRA operational assets at the year end. Removal of double counting. Unusable Reserves 2,142 PPE 2,142 3. Operational assets had not been depreciated. Unusable Reserves 283 PPE 283 4. One asset was incorrectly classified as an operational asset when it should have remained in Assets Under Construction. Unusable Reserves 1,379 Page 77 of 356
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Appendix 2: Summary of corrected misstatements | 42 Details Financial statements lines impacted Statement of Comprehensive Net Expenditure (SoCNE) Statement of Financial Position (SoFP) PPE 1,379 5. Incorrect figure had been used in the valuation of two schools. Unusable Reserves 1,486 PPE 1,486 6. Leases had been incorrectly included in the balance sheet. Unusable Reserves 1,147 Short term Liabilities 163 Long term Liabilities 1,306 PPE 2,616 7. Internal recharges required to be reallocated from Corporate Solutions to Place. Corporate Solutions 8,090 Place 8,090 8. Incorrect floor sizes had been used in the valuation of a school and a leisure centre. PPE 666 Unusable Reserves 666 9. Non -Domestic Rates Interagency debtor/creditor – adjustment to correct an overpayment through interagency payment by City of Edinburgh Council. Page 78 of 356
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Appendix 2: Summary of corrected misstatements | 43 Details Financial statements lines impacted Statement of Comprehensive Net Expenditure (SoCNE) Statement of Financial Position (SoFP) Short Term Debtors 5,845 Short Term Creditors 5,845 Total restatements 8,090 8,090 15,860 15,860 Page 79 of 356
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Appendix 3: Supporting national and performance audit reports | 44 Appendix 3: Supporting national and performance audit reports Report name Date published Council Tax rises in Scotland 28 March 2025 Integration Joint Boards finances continue to be precarious 6 March 2025 Integration Joint Boards: Finance bulletin 2023/24 6 March 2025 Additional support for learning 27 February 2025 A review of Housing Benefit overpayments 2018/19 to 2021/22: A thematic study 20 February 2025 Sustainable transport 30 January 2025 Transparency, transformation and the sustainability of council services 28 January 2025 Local government in Scotland: Financial bulletin 2023/24 28 January 2025 Auditing climate change 7 January 2025 NHS in Scotland 2024: Finance and performance 3 December 2024 Public service reform in Scotland: how do we turn rhetoric into reality? 26 November 2024 Fiscal sustainability and reform in Scotland 21 November 2024 Alcohol and drug services 31 October 2024 Transformation in councils 1 October 2024 The National Fraud Initiative in Scotland 2024 15 August 2024 Integration Joint Boards: Finance and performance 2024 25 July 2024 Scotland’s colleges 2024 19 September 2024 Local government budgets 2024/25 15 May 2024 Page 80 of 356
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Audit Scotland, 4th Floor, 102 West Port, Edinburgh EH3 9DN Phone: 0131 625 1500 Email: info@audit.scot www.audit.scot 2024/25 Annual Audit Report Midlothian Council AS.5.0 Page 81 of 356
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Midlothian Council Tuesday 21 October 2025 Item No 8.2 Housing Revenue Account – Rent Setting Strategy 2026/27- 2028/29 Report by Kevin Anderson, Executive Director Place Report for Decision 1 Recommendations It is recommended that Council approves the Rent Setting Strategy options for 2026/27 – 2028/29 in a consultation exercise with all Midlothian Council tenants and waiting list applicants. 2 Purpose of Report 2.1 The current rent strategy for council house tenants for the period 2023/24 – 2025/26 is in its final year. This report presents rent setting strategy options for future rental charges for council housing from April 2026, which in turn will support the continuing investment in the Council’s existing Housing stock and will determine the level of new build investment beyond the Council’s current social housing programme commitment. 2.2 Following approval the options will be subject to consultation with all Midlothian Council tenants and waiting list applicants during the Winter 2025 period. The consultation outcomes and a recommended option will be reported back to Council in February 2026. Date: 24 September 2025 Report Contact: Name : Kevin Anderson, Executive Director, Place kevin.anderson@midlothian.gov.uk Page 83 of 356
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3 Background 3.1 As at 31 March 2025, the Council owned 7677 houses and 1.267 garages & lock ups. The total rental income received through the Council’s Housing Revenue Account (HRA) for 2024/25 was £36,208,000. Midlothian Council has carried out a new social housing programme since 2006 and continues to invest in building new social housing. The most recent Strategic Housing Investment Plan (SHIP) contains details of a further 643 Midlothian Council new build homes planned between 2026/27 and 2030/31. 3.2 There continues to be high demand for the Council’s social housing despite significantly increasing the new supply of affordable housing; there are 6360 (August 2025) households on the Council’s waiting list(s) including homeless households. In order to address housing need, the supply of affordable housing across all tenures needs to increase whilst investment is also made to existing housing stock in adherence with the Scottish Housing Quality Standard (SHQS) and compliance with the Energy Efficiency Standard for Social Housing (EESSH). 3.3 Midlothian Council intends to carry out an online rent consultation as this will be both cost effective and environmentally friendly. A clear and easy-to-understand rent options guide will be provided along with a survey. Paper copies will be available to those who request them. Council officers will also schedule a number of rent consultation drop-in sessions to enable face to face discussions with members of the public. 3.4 This report forms a sound base on which to consult with Midlothian Council tenants and waiting list applicants on future aspirations for the new build programme whilst maintaining existing housing stock. 3.5 As at September 2025 there are 1,191 Midlothian Council tenants in receipt of Housing Benefit assistance towards their housing costs and 3,508 tenancies are registered for Universal Credit claims. 4. Midlothian Council Rent Affordability 4.1 There is no formal guidance on how to define rent affordability. In Scottish Government guidance landlords should determine the balance between affordability for the tenants and costs of delivering services and property management. The Scottish Social Housing Charter defines standards and outcomes that all social landlords should aim to achieve: • Social landlords manage all aspects of their businesses so that: tenants, owners and other customers receive services that provide continually improving value for the rent and other charges they pay • Social landlords set rents and service charges in consultation with their tenants and other customers so that: a balance is struck between the level of services provided, the cost of the services, and how far current and prospective tenants and service users can afford them Page 84 of 356
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• Tenants receive clear information on how rent and other money is spent, including details of any individual items of expenditure above thresholds agreed between landlords and tenants 4.2 Social rents should satisfy the national social rent benchmark assumption (More Homes Division – Scottish Government). It is suggested that when housing costs exceed 30%-35% of a household’s income, the cost is judged to be unaffordable. 5 Options for future rent setting 5.1 It is estimated, at present, that EESSH2 compliance will require £169m. The following table illustrates the rent options available, the effect on the new build programme and the asset management works on existing properties e.g. a 4.77% rent increase would enable EESSH investment and delivery but no new build programme beyond that in the SHIP 2025/26, whereas a 5.84% rent increase would enable EESSH delivery and 500 new build units. The proposed rent increases are for three years over 2026/27 – 2028/29. These calculations are based on a three year new build completion rate and an eight year EESSH2 completion. No. of new build units Rent increase (new social housing and EESSH2) 0 4.77% 100 5.00% 200 5.22% 300 5.42% 400 5.64% 500 5.84% 5.2 The Scottish Housing Regulator recommends that landlords consult tenants about rent increases in ways that enable them to express informed views on options for different rent levels with clear information on what they mean for services and investment in homes. Landlords should: • consider their tenant profile and the best ways to engage with tenants about proposed rent increases; • give tenants easy-to-understand information to help them express informed views; • give tenants genuine options for proposed rent increases and spell out what they mean for levels of investment in homes and the level of services offered; • discuss with tenants the level of service they want; • talk to current and prospective tenants about what level of rent is affordable for them; • be transparent about how they determine affordability; and • show tenants how their views were taken into consideration in decisions and give them feedback on the consultation process. Page 85 of 356
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6 Report Implications (Resource, Digital and Risk) 6.1 Resource The Council partly funds new build sites from rental charges, including a premium of 25% on new build homes for the first 15 years they are let. 6.2 Digital There are no digital implications. 6.3 Risk The principal risks relate to balancing the need to invest in additional housing and providing adequate resources to maintain the existing housing stock whilst taking account of the affordability of rental charges and tenant and prospective tenant views. 6.4 Ensuring Equalities (if required a separate IIA must be completed) Equality is central to all housing and housing services delivery. An Integrated Impact Assessment (IIA) has been undertaken on the Local Housing Strategy 2021-26 to ensure that the needs of local communities have been fully considered. The SHIP reflects identified needs and draws on findings from the IIA when considering the implications flowing from the translation of strategic aims into housing policies. 6.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Page 86 of 356
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Provision of secure affordable housing will improve the quality of life for citizens and reduce the gap in health outcomes. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value We manage all aspects of our business so that tenants and other customers receive services that provide continually improving value for the rent and other charges they pay. A.5 Involving Communities and Other Stakeholders A full consultation will be carried out with all Midlothian Council tenants and waiting list applicants. Stakeholders will be informed at regular Local Housing Strategy Forum meetings. A.6 Impact on Performance and Outcomes The proposed Rent Setting Strategy options support key objectives to keep rents affordable while improving and investing in our existing and new homes. Page 87 of 356
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A.7 Adopting a Preventative Approach The strategy for rent setting ensures that the Housing Revenue Account continues to provide for investment in existing stock to ensure housing is of good quality and investment of new housing to meet housing need in Midlothian. Investment levels over the next five and ten years will be driven by three elements: • Maintaining compliance with the Scottish Housing Quality Standard and Energy Efficiency Standard for Social Housing (EESSH); • Meeting EESSH2 and the Scottish Government’s carbon reduction targets; • New supply The Scottish Housing Quality Standard (SHQS) was introduced by the Scottish Government in 2004 to ensure that homes meet a minimum standard. The budget for the SHQS in Midlothian was secured and ring fenced for this ongoing work. A.8 Supporting Sustainable Development Good practice in relation to energy efficiency and sustainability is contained in the SHIP and Local Housing Strategy (LHS) 2021/22 – 2025/26. The LHS for the next period 2026- 2031 is progressing through the process and public consultation prior to reporting to council and its planned adoption by April 2026. The Energy Efficiency Standard for Social Housing (EESSH) was introduced by the Scottish Government to improve the energy efficiency of social housing by reducing energy consumption, fuel poverty and the emission of greenhouse gases. The EESSH2 has subsequently set a requirement that all social housing must meet an Energy Performance Certificate Band B rating by December 2032. The EESSH2 cost for Midlothian Council is currently estimated at £169m. Page 88 of 356
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Midlothian Council Tuesday 21 October 2025 Item No 8.3 Housing Programme Update 2024 - 2025 Report by Kevin Anderson, Executive Director Place Report for Noting 1 Recommendations 1.1 It is recommended that Council notes the contents of this report. 2 Purpose of Report 2.1 To update the Council on the status of Midlothian Council’s affordable housing programme in 2024/2025 on approved sites and proposed new sites for the Council new build affordable housing programme and other initiatives. Date: 24 September 2025 Report Contact: Name: Kevin Divin, Programme Manager kevin.divin@midlothian.gov.uk Page 89 of 356
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3 Background 3.1 The Scottish Government’s housebuilding statistics published on 24th June 2025 reveal a picture of housebuilding decline across Scotland. 3.2 In 2024-25, private sector completions were up slightly by 0.4% but site starts were down 11.5% on the previous year. Looking at the financial year to the end of March 2025 and excluding 2020-21 (when the Covid- 19 pandemic impacted housebuilding), national private sector completions were similar to the previous financial year with starts the lowest since the 2012-13 financial year. 3.3 Statistics for the social housing sector in 2024-25 reveal that completions were down 15% and starts down by 10% than the previous financial year. Housing completions were the lowest since 2016-17 and starts were the lowest since 2012-13. 3.4 The number of homes being constructed in Scotland across all tenures is in decline and is combined with reduced industry capacity to deliver new homes in the future. 3.5 In contrast, housebuilding in the wider Edinburgh and South East Scotland city region has been sustained and Midlothian has the highest level of housebuilding per 10,000 of population in Scotland. 3.6 In the Midlothian area, the total new housing supply is in contrast to the national figures for 2024-25, total number of construction starts for Scotland was 15,759, the average per local authority area is 492 new homes starts, while in Midlothian this figure is well above the national average at 688 new homes construction starts. 3.7 This growth in housebuilding has resulted in a corresponding growth in the delivery of affordable homes in Midlothian, where funding can be made available. Page 90 of 356
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Figure 1: All housing completions in Scotland, per 10,000 of population Page 91 of 356
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4 Affordable Housing Delivery 4.1 At the beginning 2024 Scottish Government announced a budget cut of around £200m from the national affordable housing programme budget, which translated to a 24% cut to local authorities affordable housing programme budget/Resource Planning Assumptions (RPAs) across Scotland. 4.2 The consequences of exceptional housebuilding growth in Midlothian, combined with high inflation, labour shortages, supply chain disruption and a cost of living crisis, in addition to the lack of certainty around the level of subsidy to support affordable housing delivery, is resulting in unprecedented pressure on our affordable housing programme. 4.3 On the 15th of May 2024, the Scottish Parliament declared that Scotland is experiencing a housing emergency, recognising the significance of the challenge that exists. This announcement is still very relevant as we continue to work towards meeting this housing challenge. Following the announcement of the Housing Emergency, Midlothian’s Affordable Housing Supply Programme Budget allocation for financial year 2025/26 has been confirmed as £10.534m, returning funding to 2023/24 levels. 4.4 While a return to previous funding levels is welcome, this return does not reflect the increased levels of housebuilding that Midlothian is now experiencing. 4.5 At the end of April 2024, the Scottish Government announced an allocation of £80m over two years to enable Councils to acquire properties and bring them into use for affordable housing and help reduce homelessness. This current year allocation from £40m for Midlothian Council to allocate to specific funding for strategic acquisitions equates to £1.062m. 4.6 The total RPA for 2025-26 for Midlothian Council increased to £11.596m as a result. 4.7 The Scottish Government published its Housing Emergency Action Plan on 2nd September 2025, following the declaration of a national housing emergency in May 2024 which include the following key priorities, specific actions and action plan targets: The plan is built around three main objectives: • Ending children in unsuitable accommodation: A commitment to stop children from living in unsuitable housing. Page 92 of 356
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• Supporting vulnerable groups: Addressing the specific housing needs of vulnerable individuals. • Growing the housing sector: Encouraging investment and development within the housing industry. Specific Actions and Targets • New Social Homes: The plan targets the delivery of 25,000 new social rent homes by 2030. • Funding: A £4.9 billion funding package has been announced to support the action plan. • Legislation: The Housing (Scotland) Bill was introduced in March 2024 to tackle private rented sector issues and homelessness prevention. 4.8 For Midlothian Council, this national intervention provides both an opportunity and a challenge. While the prospect of enhanced resources could support the expansion of our Affordable Housing Programme and enable delivery of much-needed new homes at pace, the Council must also ensure alignment with evolving national priorities and demonstrate capacity to secure and deploy any additional funding effectively. Once the Scottish Government makes formal announcements on the aspects of the Action Plan, such as funding and how this will be distributed to local authorities, the Council will review the current programme in light of these, with a focus on maximising investment opportunities and ensuring the delivery of affordable housing continues to meet the needs of Midlothian’s growing communities. 5 Housing Revenue Account Financial Model 5.1 For many years the Council have operated a 15-year rolling financial model which has provided the strategic financial backdrop to capital investment and rent levels. The model is refreshed on an annual basis, or more regularly if there are materially changing circumstances. 5.2 Financial projections are based on a combination of known events (e.g. agreed rent increase) and modelling assumptions. The main assumptions are: • Inflationary increases using published statistics. • Rental income streams based on agreed or estimated increase in annual rents. Currently a rental increase of 4.8% to the end of financial year 2025/26 is approved with a planning assumption of 4.5% thereafter to 2031/32 and 1.7% thereafter. • Borrowing costs from capital expenditure incurred or approved through to the end of phase 5 of the new build programme with continuing investment to meet Scottish Housing Quality Standards (SHQS) • Rent levels for new build properties will converge with those for existing stock 15 years from handover. • External funding via Scottish Government schemes. Page 93 of 356
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5.3 The model forecasts a gradually eroding HRA reserve from its current projected balance of £35 million in 2024/25 to £2 million in 2039/40. A separate Rent Setting Strategy consultation report is also submitted to council for consideration. 6 Affordable Housing Delivery 6.1 The level of future years Affordable Housing Supply Programme budget is still to be determined by Scottish Government resulting in an element of risk that the Phase 5 New Social Housing Programme in Midlothian will become unaffordable unless future rents are increased to support the investment. This risk has been somewhat negated by the recent announcement that projects can now be approved from future years budgets at a rate of 80% for 2025/26, 60% for 2026/27 and 40% from 2027/28 which helps to remove some degree of uncertainty and risk with regard to future funding for New Social Housing, although there is some element of forward funding required for some of our housing sites in scope for Phase 5. Financial modelling suggests the HRA can support forward funding for Phase 5 of New Social Housing project to 2027/28 (see Table 2). 6.2 As noted in 4.5 above, in April 2024 the Scottish Government announced an allocation of £80m over two years to enable Councils to acquire properties and bring them into use for affordable housing and help reduce homelessness. This current year allocation from the £40m to Midlothian Council to specific funding for strategic acquisitions equates to £1.062m, where this fund can be allocated to subsidise the open market purchases in 2025/26 which helps to increase the supply of affordable housing and meet housing need. 6.3 In recent times, the construction industry in Scotland and across the UK has faced unprecedented adverse market conditions, resulting in significant increases in tender prices for a wide range of materials. Evidence suggests that inflation of 10–15% above Building Cost Information Service (BCIS) forecasts is impacting projects. While measures such as value engineering are helping to partially offset these pressures, there remains a risk that the capital budgets allocated for delivery of the New Social Housing programme may require uplift, with consequent implications for the overall funding strategy. 6.4 In Midlothian, this position is further challenged by rising levels of private housebuilding, which generate more sites where a 25% affordable housing requirement must be met. In addition, evolving national policy and regulatory changes — including updated building standards and Scottish Government requirements on zero-emissions Page 94 of 356
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heating continue to drive additional costs across projects. Ongoing construction price inflation compounds these pressures. 6.5 Nevertheless, the Council continues to ensure best value is achieved through its procurement processes. We are consistently receiving a minimum of three tender submissions per project, with a healthy range of contractors responding. This reflects both the robustness of our market testing approach and the attractiveness of Midlothian as a place to build. 7 Strategic Local Programme Agreement 2025/26 7.1 The Strategic Local Programme Agreement (SLPA) for this Financial Year reflects the return to pre-cut levels, where Midlothian’s Affordable Housing Supply Programme (AHSP) Budget allocation for financial year 2025/26 has been confirmed as £10.534m, an increase in 26% from last year’s resource planning assumption (total grant assumption) for Midlothian of £7.998m for 2024/25. 7.2 Despite previously being advised to prepare Midlothian’s SHIP for the period 2025/26-2029/30 for a 26% funding reduction over the 5 year period, the challenge for both the Council’s own housing programme and that of our partners such as Registered Social Landlords is to re- ignite an increased housing building programme to previous levels. 7.3 Sites that will draw down on Scottish Government funding this year are included in Table 1 below. Page 95 of 356
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Table 1 2025/26-2026/27 Affordable Housing Delivery Funding Drawdown Site Developer Number Tenure ASHP Grant Funding Auchendinny Phase 1 (WHE) - P41924 WHE 24 MR 0.537 Bonnyrigg Dalhousie Phase 2A - P47189 WHE 26 SR 0.984 Danderhall Edmonstone Road - P43720 MLC 28 SR 1.797 Danderhall Newton Church Road (Leisure Centre) - P43833 MLC 23 SR 0.789 Gorebridge Arniston Grange - P41759 MLC 4 SR 0.450 Mayfield Easthouses Road (MHA) - P41772 MHA 28 MR 1.979 MLC - Open Market Purchases 2025/26 - P41959 MLC 10 SR 0.612 Shawfair Blocks 'AA2/AA3' (Bellway) - P47660 MLC 34 SR 3.643 Shawfair Block 'P' - P43738 MLC 38 SR 0.000 Shawfair Blocks 'R1/R2' (MMR) - P47835 CRE 9 MR 0.579 Shawfair Blocks 'R1/R2' (SR) - P47834 CRE 26 SR 0.000 Total 250 11.370 7.4 There remains £0.226m to be allocated to capital projects through the AHSP in this financial year. This allocation to achieve the greatest impact is currently under discussion with the Scottish Government. 8 Phase 5 Funding 8.1 Following the cut to funding, a review of Midlothian Council’s Phase 5 sites was undertaken. As a result, some sites were deferred or removed from the Council’s programme, with a focus on Section 75 sites, where sites delivering housing by the private sector are required to deliver 25% of units for affordable rent. The revised Phase 5 is shown below. Some uncertainty remains around future funding, therefore projects in this phase may change over time. 8.2 In addition to Phase 5 funding, there is also currently £20m budgeted for Housing Led Town Centre Regeneration work. Feasibility work is currently underway to delivering the first phase of this in Dalkeith Town Centre. Page 96 of 356
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Table 2 – Phase 5 MLC Housing Programme Update Phase 5 Sites Review – Outcome Site Units Y/N/D Rationale Site 148 - Newton Church Road Leisure Centre (MLC) 23 Yes Smaller site, Council owned. Grant approval confirmed in SLPA 24/25 Site 142 - Stewart Milne (Shawfair) (now Dundas) 28 Yes Dundas has taken on the site, site construction recommenced in Apr 25, project on track for a completion in Apr 26, Grant approval confirmed in SLPA 2024/25 Site 153 - Newtongrange Church Hall (MLC) 6 Yes Not on site, however grant allocated in form of site acquisition. Low value grant outstanding, which can be forward funded. Site 156 - Edmonstone Road, Danderhall Plot AA2/AA3 (Bellway) 34 Yes Site completed in Aug 2025, full grant funding draw down in 25/26. Plot P, Shawfair (Lovell) 38 Yes Developer due to target site start in 2026/27. Rullion Road, Penicuik (MLC) 48 Defer – review required No grant allocation approved, has received forward funding for site acquisition. Affordability to be reviewed once cost for development ascertained through Stage 1 tender process. Certainty around 2026/27 funding needed. The Brae Auchendinny (Bellway) 75 Defer – review required. No grant approval, in discussions on phasing site over 3 years to manage grant allocation. Newtongrange (Former Swimming Pool and Top Club sites) (MLC) 23 Defer – review required No grant allocation approved, will require forward funding. Affordability to be reviewed once costs ascertained through Stage 1 tender process. Certainty around 2026/27 funding needed. Lingerwood Springfield 44 Defer – review required MLC to determine timing / phasing / costs and potential grant approval timing. Page 97 of 356
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Site 128 Shawfair, Old Craighall Road, MacTaggart & Mickel P41836 48 No MLC no longer seeking to take this site forward due to alternative provider coming forward to deliver. Regional Delivery Alliance sites (MLC) 9 No MLC no longer seeking to take this site forward due to high costs. Site 149, Plot R Danderhall (Barratt) 33 No MLC no longer seeking to take this site forward. Alternative provider coming forward to deliver. Page 98 of 356
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9 Ongoing Delivery 9.1 While the cut to the affordable housing delivery programme has resulted in Midlothian Council withdrawing its interest in sites coming forward that were unaffordable, so rephasing or deferring delivery or allocating sites to other social rent providers, sites with an existing council commitment continue to deliver new, high quality homes to those in housing need. Between August 2024 to December 2025, the Council will build and hand over 170 new homes from 3 sites. Table 3 – MLC Housing Programme Update from Aug 24 to Dec 25 Site Name Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Totals Bellway Shawfair AA2/AA3 12 6 8 8 34 Newbattle Phase 1 47 43 90 Polton Street 46 46 Total Handovers Aug 24 to Sept 25 0 12 6 0 0 0 0 0 0 0 0 8 8 47 43 0 46 170 Table 4 – Annual Delivery Over Time Year of completion No. of completed Council units 2007/08 28 2008/09 261 2009/10 158 2010/11 106 2011/12 173 2012/13 129 2013/14 76 2014/15 0 2015/16 48 2016/17 59 2017/18 69 2018/19 0 2019/20 10 2020/21 78 2021/22 70 2022/23 155 2023/24 217 2024/25 77 Total 1714 Page 99 of 356
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10 Energy Efficiency Standard for Social Housing (EESSH2) 10.1 In addition, the programme of upgrades to the Council’s existing housing stock to enhance energy efficiency has advanced. In 2024/25, 119 Council homes and 30 private homes had energy efficiency measures implemented, with a focus on external wall insulation and window and door replacement on homes in Midlothian where there is a high incidence of poor energy efficiency in homes and fuel poverty. This investment is supported by the Scottish Government’s Social Housing Net Zero Heat Fund (SHNZHF) and the Scottish Government’s Area Based Scheme Fund (ABS). For information, the private home energy efficiency improvements are funded by both the ABS grant and owner contributions. This is used to facilitate the upgrade of private properties that are in or at risk of fuel poverty. This also used where there are mixed tenure blocks and owners meet the funding criteria. 10.2 In total, Midlothian Council spent £2.05m on energy efficiency measures through our EESSH2 programme and received £1.819m in grant. 10.3 The programme will continue to expand in 2025/26, with a total of 423 homes (384 Council homes and 39 homes in private ownership) to be upgraded with further grant support valued at £1,193,573m (ABS) and £1,045,527m (SHNZHF), this is in addition the Midlothian Council’s £5.918m funding from the HRA towards the energy efficiency retro fit programme. 11. Report Implications (Resource, Digital and Risk) 11.1 Resource Resource implications of this report are presented in the quarterly Housing Revenue Account updates submitted separately to Council. 11.2 Digital There are no digital implication of this report. 11.3 Risk There is regular review of risk to ensure the retained risk in the new house building programme is of an acceptable and tolerable level to maximise opportunities and have full consideration of risk implications in achieving our aims and objectives. Risk across the affordable housing programme is monitored, reported and managed through the Housing Programme Board and Capital and Asset Management Board (CPAMB). Page 100 of 356
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11.4 Ensuring Equalities Equality is central to all housing and housing services delivery. An Integrated Impact Assessment (IIA) has been undertaken on the Local Housing Strategy 2021-26 to ensure that the needs of local communities have been fully considered. The LHS for the next period 2026- 2031 is progressing through the process and public consultation prior to reporting to council and its planned adoption by April 2026. The SHIP reflects identified needs and draws on findings from the IIA when considering the implications flowing from the translation of strategic aims into housing policies. 11.5 Additional Report Implications (See Appendix A) See Appendix A Page 101 of 356
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Affordable housing, homelessness and health and social care outcomes through the provision of specialist housing. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value We manage all aspects of our business so that tenants and other customers receive services that provide value for money in the rent and other charges they pay. A.5 Involving Communities and Other Stakeholders A full consultation in the current Rent Setting Strategy 2023/24-2025/26 and the Housing Allocation Policy 2024 was available to Midlothian Council tenants and waiting list applicants. Stakeholders are informed of outcomes at the regular Local Housing Strategy Forum meetings as well as the public consultation that is current ongoing for the new Local Housing Strategy for the period of 2026-2031. A.6 Impact on Performance and Outcomes Not applicable Page 102 of 356
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A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Good practice in relation to energy efficiency and sustainability is contained in the SHIP and Local Housing Strategy 2021/22 – 2025/26. Midlothian Council has delivered the largest Passivhaus programme of affordable housing in Scotland. Background Papers: N/A Page 103 of 356
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Midlothian Council Tuesday 21 October 2025 Item No 8.4 Midlothian Strategic Housing Investment Plan 2026/27 – 2030/31 Report by Kevin Anderson, Executive Director Place Report for Decision 1 Recommendations Council is recommended to approve the Strategic Housing Investment Plan (SHIP) 2026/27 – 2030/31, which will be submitted to the Scottish Government on 31st October 2025 to meet the required dateline, subject to approval by Council. 2 Purpose of Report/Executive Summary This report summarises the key points set out in Midlothian’s Strategic Housing Investment Plan (SHIP) 2026/27 – 2030/31, which details the priorities for investment in new affordable housing in Midlothian. Date: 26 September 2025 Report Contact: Fiona Clandillon, Head of Development email: fiona.clandillon@midlothian.gov.uk Page 105 of 356
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3 Background/Main Body of Report 3.1 The Scottish Government requires all local authorities to prepare a SHIP that identifies the main strategic investment priorities for affordable housing over a five-year period. This important document is required on an annual basis as the Scottish Government requires detail on the Affordable Housing Supply Programme in each regional area towards meeting the national target of supporting the development of 110,000 new affordable homes. 3.2 The delivery of more affordable housing remains a high priority for Midlothian Council; 864 properties were completed in phase one of the Council’s new social housing programme; 489 in phase two; 645 expected on completion of phases three and four; and an additional 304 are funded for delivery in phase five. 3.3 While the SHIP sets out an increase in the number of lettings, in part as a result of Midlothian Council’s most recent new build programme, the Midlothian Council waiting lists increased by 66% between 2021 and 2024 and then reduced by 14% between 2024 and 2025. Despite significant levels of investment in new housing, there is still a shortage against the demand for affordable housing in Midlothian with 6,360 households now on the Council’s Housing List. 3.4 Midlothian Council has 643 homes included in the SHIP and partner Registered Social Landlords (RSLs) have an additional 910 homes in the SHIP. Some of the affordable housing projects are large and contain several phases of development, each having its own prioritisation and SHIP entry. 3.5 The number of Midlothian Council new build properties due to be completed over the course of the SHIP is 439 with an additional 30 properties bought via the Open Market Purchase Scheme. The number of RSL new build properties due to be completed over the same period is 713. Overall, the SHIP will deliver 1583 new affordable homes to the Midlothian area. The table below illustrates that the Midlothian Council Affordable Housing Programme has reduced since last year’s SHIP, while the overall SHIP numbers have increased by 529 units, this reflects current constructions cost for new homes and the level of grant funding supporting the new build affordable housing programme. Table 1: Changes re SHIP 25/26-29/30 and SHIP 26/27-30/31 Midlothian Council New Build Programme Registered Social Landlord(s) New Build Programme Total number of new build affordable homes (MC + RSLs) SHIP 2025/26 -2029/30 732 1350 2082 SHIP 2026/27 -2030/31 643 910 1553 Page 106 of 356
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3.6 A total of £127.178 million of Scottish Government grant funding would be required by the Council and RSLs to deliver the identified units over the next five years. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource The ability to deliver the Affordable Housing Programme relies on continuing to receive appropriate levels of grant from the Scottish Government. Midlothian’s Resource Planning Assumption (RPA) from the Scottish Government for 2025/26 is £11.596m. For the SHIP to be delivered in full, grant levels would require to increase above current levels. Midlothian Council continues to work closely with the Scottish Government’s More Homes team to maximise the level of grant allocated to Midlothian Council and to ensure it delivers the greatest number of homes as possible. Where subsidy cannot be made available to housebuilders for the delivery of their homes, alternative approaches to the delivery of affordable housing should be considered. Midlothian Council’s New Build Programme has been closely aligned with Housing Revenue Account affordability, the Rent Setting Strategy 2023/24 – 2025/26 and the forthcoming Rent Consultation. Those elements not funded by grant are funded through the Housing Revenue Account, where delivered by Midlothian Council, or through affordable housing RSL partners. 4.2 Digital N/A 4.3 Risk If the Council does not support the development of new affordable housing, the level of housing need will increase with negative consequences for Midlothian’s communities. Risk across the affordable housing programme is monitored, reported and managed through the Housing Programme Board and the Capital Plan and Asset Management Board (CPAMB). 4.4 Ensuring Equalities (if required a separate IIA must be completed) Equality is central to all housing and housing services delivery. An Integrated Impact Assessment (IIA) has been undertaken on the Local Housing Strategy 2021-26 to ensure that the needs of local communities have been fully considered. The SHIP reflects identified needs and draws on findings from the IIA when considering the implications flowing from the translation of strategic aims into housing policies. The LHS for the next period 2026- 2031 is progressing Page 107 of 356
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through the process and public consultation prior to reporting to council and its planned adoption by April 2026. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 108 of 356
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan This Strategy aligns with Midlothian’s Single Midlothian Plan and with corporate 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 AHSP delivers best value for Midlothian Council through the subsidisation of the construction of affordable homes to rent to those in housing need in Midlothian. Well built, high quality and energy efficient homes remain an asset for Midlothian Council over their lifetime, generating income and providing housing stability for tenants. A.5 Involving Communities and Other Stakeholders Extensive consultation was carried out for the Local Housing Strategy involving the input of key stakeholders, including local organisations such as housing associations and private landlords as well as the wider community. During consultation, it was widely recognised that investment in affordable housing is a key priority. All developing Housing Associations have discussed their development plans with Council Officers. Private sector developers were also given the opportunity to discuss their future development plans with Council Officers. Page 109 of 356
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A.6 Impact on Performance and Outcomes The SHIP supports the following Local Housing Strategy (LHS) Outcomes, these are: • Households have improved housing options across all tenures. • Homeless households and those threatened with homelessness are able to access support and advice services and all unintentionally homeless households will be able to access settled accommodation. • The condition of housing across all tenures is improved. • The needs of households with particular needs will be addressed and all households will have equal access to housing and housing services. • Housing in all tenures will be more energy efficient and fewer households will live in or be at risk of fuel poverty. A.7 Adopting a Preventative Approach Setting out a programme for development in the SHIP enables the investment of affordable housing to be carried out in a balanced approach in order that any investment takes into account the needs of the community. This includes those with particular needs such as extra care housing for older people, wheelchair housing or those with complex physical or learning disabilities where provision of suitable housing would require less resourcing in comparison to traditional models of care. A.8 Supporting Sustainable Development All new build homes in the Strategic Housing Investment Plan 2026/27- 2030/31 are scheduled to meet green standards. Midlothian Council is delivering 208 homes built to Passivhaus standard, the largest such programme in Scotland. Page 110 of 356
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Midlothian Council Strategic Housing Investment Plan 2026/27 - 2030/31 Page 111 of 356
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Front page photographs Top: Completed homes by Midlothian Council in Bonnyrigg Bottom: Completed homes by Melville Housing Association in Mayfield Page 112 of 356
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Contents 1 Introduction and Strategic Links ........................................................................................... 5 Housing to 2040 ............................................................................................................... 5 Housing Emergency Action Plan ................................................................................... 5 Local Housing Strategy................................................................................................... 5 Rapid Rehousing Transition Plan .................................................................................. 5 Local Child Poverty Action Report ................................................................................. 6 2 Profile of Midlothian .................................................................................................................. 6 Housing Market Areas (HMAs) ....................................................................................... 6 Housing Tenure in Midlothian ........................................................................................ 8 Social Housing Demand .................................................................................................. 8 Affordable Housing Development in Midlothian ......................................................... 11 Open Market Purchases ................................................................................................ 12 Open Market Shared Equity .......................................................................................... 13 Mid-Market Rent (MMR) ................................................................................................. 13 3 Partnership Working ............................................................................................................... 14 Health and Social Care .................................................................................................. 15 Edinburgh and South East Scotland City Region Deal ............................................... 15 Edinburgh & South East Scotland Regional Delivery Alliance .................................. 16 Town Centre Regeneration ........................................................................................... 17 4 Investment Priorities and Resources ................................................................................. 17 Council Development Priorities .................................................................................... 19 RSL Development Priorities ......................................................................................... 21 Addressing Potential Development Constraints ......................................................... 23 Scottish Government Affordable Housing Supply Funding Required ....................... 24 Specialist Housing ........................................................................................................ 25 Midlothian Council Resources ..................................................................................... 26 Commuted Sums ........................................................................................................... 26 Empty Homes, Second Homes and Council Tax Discounts ....................................... 26 Gypsy Traveller Accommodation ................................................................................. 27 Non-Traditional Financial Models of Development ..................................................... 28 Housing Infrastructure Fund ..................................................................................... 28 Lar Housing Trust ...................................................................................................... 29 5 Conclusion ................................................................................................................................. 30 Equality Impact Assessment (EIA) and Strategic Environmental Assessment ................. 30 Page 113 of 356
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Appendix 1: SHIP Project Tables .................................................................................................... 31 Page 114 of 356
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1 Introduction and Strategic Links Housing to 2040 In March 2021, the Scottish Government published its first long-term housing strategy ‘Housing to 2040’ which set an ambition to deliver a further 110,000 affordable homes by 2032, with at least 70% of these for social rent. Meeting this target is ambitious and will require significant investment by the Scottish Government, Local Authorities and Registered Social Landlords and a step change in the pace of housebuilding in order that it is achieved. The delivery of more affordable housing remains a high priority for Midlothian Council, as reflected by our ongoing and ambitious development programme in Midlothian. Housing Emergency Action Plan The recently announced Housing Emergency Action Plan focuses on three key areas: ending children living in unsuitable accommodation, supporting the housing needs of vulnerable groups and supporting growth and investment in the housing sector. Among a series of commitments, most relevant to the ability to deliver on the Housing to 2040 target is: • A new commitment to invest up to £4.9 billion over the next four years, delivering around 36,000 affordable homes by 2029-30 and providing a home for up to 24,000 children • Doubling investment in acquisitions this year to £80 million, which will help take between 600-800 children out of temporary accommodation. Local Housing Strategy The purpose of Midlothian’s Strategic Housing Investment Plan (SHIP) is to set out strategic investment priorities for affordable housing over a five-year period to achieve the outcomes set out in the Local Housing Strategy (LHS). The SHIP priorities are clearly aligned with the LHS Outcomes Action Plan 2021-2026 which can be accessed here: Housing strategy and performance | Midlothian Local Housing Strategy 2021-2026 The Local Housing Strategy 2026/27 – 2030/31 is currently being developed and is scheduled for adoption in April 2026. Rapid Rehousing Transition Plan The strategic housing priorities of the SHIP are aligned and consistent with the priorities and outcomes within the Rapid Rehousing Transition Plan and the annual updates to the document. The latest Rapid Rehousing Transition Plan can be found here: Rapid Rehousing Transition Plans | (midlothian.gov.uk) The SHIP is the key document for identifying strategic housing projects that will contribute to meeting the Government’s 110,000 affordable housing target. This Page 115 of 356
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document is updated annually to present up to date information on affordable housing investment plans. The SHIP provides an opportunity for the Council to: • Set out investment priorities for affordable housing and identifies how these will be delivered • Identify the resources required to deliver these priorities; and • Involve key partners in the delivery of new affordable housing. The SHIP will continue to inform the allocation of resources from the Scottish Government’s Affordable Housing Investment Programme, which primarily supports the delivery of affordable housing via the Council and Registered Social Landlords. In addition, other funding streams that support investment in affordable housing have also been evaluated. Local Child Poverty Action Report The latest report1, published in 2023, notes that 23% of children in Midlothian are living in relative poverty (after housing costs). A target has been set to reduce this level to fewer than 10% of children living in relative poverty by 2030. A key driver for reducing the level of poverty is reducing the cost of living for families. The Strategic Housing Investment Plan will continue to support this by: • Increasing the total number of affordable homes in Midlothian. For many households this will result in significantly reduced rental payments and an improved quality of life, for example, by alleviating overcrowding in a household and providing a home which costs less to heat. • The Open Market Purchase Scheme in 25/26 will focus on properties for larger families who require 3+ bedrooms • Full alignment with the Midlothian Local Housing Strategy outcome action plan which includes several actions to reduce poverty The SHIP is aligned with the strategic housing priorities of the Midlothian Local Child Poverty Action Report and the Rapid Rehousing Transition Plan which aims to: • Prioritise access to tenancy support for tenants and housing applicants with children who are living in, or at risk of poverty • Reduce the number of households with children in temporary accommodation. 2 Profile of Midlothian Housing Market Areas (HMAs) Midlothian is situated within the Edinburgh and South-East of Scotland City Region area and is therefore influenced by the wider region in terms of where households choose to live and work. The table below shows the two HMAs along with their corresponding towns and villages, while the map shows the geographical spread of the HMAs. The Midlothian West (A) HMA is denoted in purple while the Midlothian East (B) HMA is denoted in blue colour. 1 Child Poverty Action Reports Page 116 of 356
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Table 2.1: Main Settlements in Housing Sub Market Areas Housing Sub Market Area Main Settlements Midlothian West (A) Penicuik, Loanhead, Bilston, Roslin, Straiton, Auchendinny Midlothian East (B) Dalkeith, Bonnyrigg, Gorebridge, Rosewell, Mayfield, Easthouses, Pathhead, Newtongrange, Danderhall/Shawfair Figure 1: Map showing Midlothian Housing Sub Market Areas The Housing Market Areas are the core development areas in Midlothian which concentrates new development in Midlothian on: • The A701 Corridor • The A7/A68/ Borders Rail Corridor • Shawfair Most of the affordable housing units to be delivered are in the Midlothian East area, largely due to the population, and therefore housing need being greater in this housing market area. The Danderhall/Shawfair area continues to see a significant level of new development with an allocation of land for over 4,000 houses and a town centre including retail and school provision. The initial new sites for development have been completed with further sites under construction. Page 117 of 356
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Housing Tenure in Midlothian The most common housing tenure in Midlothian is owner occupied housing (65%) followed by social rented housing by the council or housing association (25%). In addition, private rented homes comprise 9% of the housing stock2. Social Housing Demand An analysis of social housing in Midlothian shows: • There are 7,375 Council homes in Midlothian. The majority of stock has two bedrooms (3,975 homes), followed by properties with three bedrooms (1,973 homes). There are fewer properties with one bedroom (1082 homes) and 4 or more bedrooms (345 homes). • There is less demand for Midlothian Council homes with three and four bedrooms. One and two bedroom properties are most in demand from those on the housing list (23% and 59% accordingly) whilst only 18% of applicants require 3 and 4 bed homes (13% and 5% accordingly)3. • There are currently 3,562 RSL properties in Midlothian. Table 2.2 below, shows how many properties each landlord has. Table 2.2: Number of Registered Social Landlord (RSL) properties in Midlothian4 Registered Social Landlord (RSL) Number of properties Melville Housing Association 2033 Places for People Housing Association 1078 Bield Housing Association 116 Wheatley Homes East Housing Association 217 Trust Housing Association 35 Viewpoint Housing Association 34 Blackwood Housing Association 23 Link Housing Association 20 Ark Housing Association 6 Total 3562 2 https://www.gov.scot/publications/housing-statistics-stock-by-tenure/ 3 Midlothian Council Pressure Analysis 2024/25 4 Scottish Housing Regulator August 2024 Page 118 of 356
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Figure 2 below illustrates the low demand for larger family homes in Midlothian; just 5% of waiting list applicants require a property with four or more bedrooms. Midlothian Council recognises the recommendations within the Scottish Government’s ‘Best Start, Bright Futures: tackling child poverty delivery plan 2022 to 2026’5 which states that ‘we will place the prioritisation of tackling child poverty at the heart of the Affordable Housing Supply Programme through further strengthening our housing planning processes to strengthen the focus on housing needs by size and location to ensure that larger family homes are delivered where they are required, including through the targeted purchase of appropriate ‘off the shelf’ properties’. Midlothian Council will continue to deliver new homes which focus on the housing needs of waiting list applicants by size and location. The Open Market Purchase Scheme also targets homes of a particular size and location when required. Figure 2: Waiting list demand by bedroom size Figure 3 below, shows the number of Midlothian Council lets in recent years. It shows that between 2015/16 and 2024/25 allocations increased by 102% due to changes to the Housing Allocation Policy, new build completions and the Open Market Purchase Scheme. Whilst tenancy turnover remains low, it is expected that the annual number of lets will continue to increase in future years as a result of the new build programme. 5 Executive Summary - Best Start, Bright Futures: tackling child poverty delivery plan 2022 to 2026 - gov.scot (www.gov.scot) 1 bedroom 2 bedrooms 3 bedrooms 4 bedrooms Page 119 of 356
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Figure 3: Number of Midlothian Council Lets Figure 4 shows that the number of households on Midlothian Council waiting lists increased by 66% between 2021 and 2024 and then reduced by 14% between 2024 and 2025. The number of households currently on the list is attributable to several nationwide economic factors as well as increased local awareness of Midlothian Council’s new build programme. Figure 4: Number of Households on Midlothian Council Housing List 2018 - 2024 Figure 5 below shows the number of homeless applicants on the waiting list since 2021/22. In 2024/25 there were 646 homeless applications on the waiting list which 0 100 200 300 400 500 600 700 No. of Midlothian Council lets 0 1000 2000 3000 4000 5000 6000 7000 2018 2019 2020 2021 2022 2023 2024 2025 No. of households on Midlothian Council waiting lists Page 120 of 356
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was a slight decline from the 662 applications in 2023/24. The number of households experiencing homelessness is synonymous with the nationwide housing affordability and cost of living crises. Figure 5: Number of Homeless Applications by year Affordable Housing Development in Midlothian Table 2.3 shows the level of investment in new affordable homes in Midlothian since 2006 (when the Council began building new homes again). It shows that 1,714 Council homes have been built, and a total of 2,389 Council and RSL affordable units have been built overall. It should be noted that these figures report completions by calendar year up to December 2024 and don’t include open market purchases or shared equity purchases which have been recorded seperately. 560 570 580 590 600 610 620 630 640 650 660 670 2021/22 2022/23 2023/24 2024/25 Page 121 of 356
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Table 2.3: New Affordable Housing in Midlothian since 20066 Year of completion No. of completed Council units (Social Rent only) No. of completed RSL units (Social Rent and Mid Market Rent) 2006 0 19 2007 28 12 2008 172 42 2009 237 10 2010 88 20 2011 160 33 2012 170 121 2013 76 6 2014 0 20 2015 48 0 2016 41 28 2017 87 0 2018 0 103 2019 10 39 2020 31 0 2021 90 48 2022 122 0 2023 243 149 2024 111 25 Total 1714 675 Open Market Purchases Midlothian Council has an Open Market Purchase Scheme whereby ex-council properties are purchased and returned to housing stock, helping to meet immediate housing requirements. Table 2.4 below details the number of Open Market Purchases carried out in recent years. Table 2.4: Number of Open Market Purchases7 Financial year No. of Open Market Purchases 2017/18 7 2018/19 13 2019/20 42 2020/21 14 2021/22 22 2022/23 21 2023/24 26 2024/25 7 Total 152 6 Housing statistics quarterly update: new housebuilding and affordable housing supply - gov.scot (www.gov.scot) 7 Midlothian Council Housing Strategy and Performance statistics Page 122 of 356
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Open Market Shared Equity A number of Midlothian residents have been able to purchase affordable homes using the Scottish Government’s Open Market Shared Equity Scheme (OMSE) whereby purchasers pay for the biggest share of a property and the Scottish Government hold the remaining share under a shared equity agreement. Table 2.5 below shows the number of successful home purchases in Midlothian using the Open Market Shared Equity Scheme (and predecessor schemes which operated similarly). Table 2.5: No. of OMSE home purchases in Midlothian8 Financial Year No. of OMSE home purchases 2006/07 45 2007/08 62 2008/09 8 2009/10 41 2010/11 28 2011/12 3 2012/13 13 2013/14 42 2014/15 53 2015/16 93 2016/17 126 2017/18 104 2018/19 72 2019/20 16 2020/21 13 2021/22 15 2022/23 27 2023/24 36 2024/25 4 Total 801 Mid-Market Rent (MMR) Mid-market rent (MMR) is a type of affordable housing with rents being lower than in the private market, but higher than in the social housing sector. MMR aims to help households on modest incomes, who have difficulty accessing social rented housing, buying their own home, or renting privately. Mid-market rent properties are delivered by housing associations and local authorities through arm’s length vehicles and some private developers. MMR is aimed at households who have a consistent income and have a local connection. MMR tenancies are let under a Private Residential Tenancy Agreement. Midlothian Council has not developed any mid-market rent properties to date. If Midlothian Council were to build mid-market rent properties, an external property 8 Scottish Government More Homes Division Page 123 of 356
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management company would be required to manage day to day housing matters including leasing, investigating antisocial behaviour and rent collection as current legislation prevents local authorities from directly offering tenancies other than Assured Tenancies. Midlothian Council could establish a subsidiary company or employ an existing property management company to do this. There are different MMR funding avenues available including the Affordable Residential Lease Model which doesn’t require Local Authority investment or funds from the Scottish Government’s Affordable Housing Supply. Midlothian’s Mixed Tenure Strategy was approved by Council in 2024 and includes three MMR action points: • Deliver Mid-Market Rent (MMR) units within Midlothian Council developments, initially through partnership with RSL. This should only be done where the RSL partner has an allocation policy that aligns with prioritisation of Midlothian residents. • Continue to explore potential for establishment of Arm’s Length External Organisation, if resources allow, for directly delivered MMR homes by Midlothian Council. • Agree development of a business case by Scottish Futures Trust (SFT), the Scottish Government’s Infrastructure agency, on advantage of leveraging in institutional investment for delivery of MMR by Midlothian Council via a potential lease-based model. This SHIP includes details of MMR projects currently under development by RSLs in Midlothian. Midlothian Council has recently sold an area of the former Newbattle High School site to Melville Housing Association. Melville’s MMR subsidiary Ironmills Development is to deliver homes for Mid Market Rent on these properties. Midlothian Council is currently working with Melville Housing Association on the allocation policy for these homes. 3 Partnership Working Partnership working is crucial to the delivery of high-quality housing and housing related services across all tenures in Midlothian. As part of the development of this SHIP, Council Officers have engaged and consulted with all delivery partners on their proposals and priority projects. In order to identify suitable investment priorities council officers have worked with the Scottish Government, Housing Associations, tenants groups, private developers and colleagues in the planning, finance, estates and construction teams to determine the level of housing need in the region, the level of demand for different tenures of affordable housing and the mix of suitable house sizes and types in order to agree a five year programme of development, informed by the current housing needs and demand assessment (HNDA) and the National Planning Framework 4 (NPF4). Page 124 of 356
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The development priorities in the SHIP will be monitored in several ways including: • Monitoring and reviewing of the actions in the Local Housing Strategy • Annual assessment of the Council’s Housing Supply Targets • Annual assessment of RSLs’ housing delivery • Monitoring of housing need and demand. • Reports and returns submitted to the Scottish Government SHIP consultation methods are cyclical throughout the year and include: • Quarterly Local Housing Strategy Forum meetings with RSLs, Shelter, the Scottish Government and council stakeholders from Environmental Health, Housing and Planning. • Quarterly More Homes Division RSL liaison meetings • Attendance at community events/open days/tenant meetings • Representation at City Region Deal meetings • Representation at Health and Social Care meetings Health and Social Care Housing providers in Midlothian work collaboratively with health and social care colleagues to ensure that housing provision in Midlothian can better meet the needs of households who may require specialist housing provision to be able to live independently. The types of outcomes that this will facilitate include: • Increased specialist housing provision because of improved understanding of the future needs of the population, such as developing extra care housing which provides an alternative to living in a care home for some people. • Increased number of wheelchair accessible housing • Identification of the level of need for, and funding of, adaptations to ensure that people living in private sector housing and council housing can continue to live independently. • Improving the health outcomes for homeless households, many of whom currently have poorer levels of physical health and mental health than the general population. • Taking action to improve the energy efficiency of housing and reducing fuel poverty which would lessen the risk to a household’s health and wellbeing. More information is contained in the Midlothian Health and Social Care Partnership Strategic Plan 2022-2025 and draft Strategic Plan 2025 - 2035, available here: What we do Information - Midlothian Health and Social Care Partnership Edinburgh and South East Scotland City Region Deal The Edinburgh and South East Scotland City Region comprises the six local authorities of City of Edinburgh, Fife, East Lothian, Midlothian, Scottish Borders and West Lothian. Officers from these Councils collaborate with the UK and Scottish Governments respectively to deliver a transformational and inclusive city deal for the Page 125 of 356
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region which will attract investment of up to £1.5 Billion over 15 years. This includes investment and collaboration on housing. Housing is included within the City Region Deal as it is recognised as being an area of pressure but also an opportunity for accelerated economic growth while reducing social exclusion. All Councils in the South East of Scotland face the same pressures when addressing housing need with the most recent housing need and demand assessment for the region estimating at least 67,000 new homes are required by 2030. Key housing investment areas in Midlothian that are being supported through the City Region Deal include: • Supporting a 10-year affordable housing programme across the region with Scottish Government grant funding. • Supporting local authority borrowing and share financing risk of infrastructure delivery for key development sites. • Provision of a £50 Million housing infrastructure fund of predominantly private sector loans to be spent on projects that will unlock housing in strategic development sites across the region. • Collaborating to develop innovative approaches which increase the use of offsite construction methods. • Establishing a council-owned regional housing company to deliver mid-market and private rented sector housing (City of Edinburgh Council’s Edinburgh Living). Edinburgh & South East Scotland Regional Delivery Alliance The South East Regional Delivery Alliance (SE-RDA) was established in 2024 to support the delivery of new build affordable housing through aggregating demand, promoting higher performing homes towards net zero carbon, enabling more efficient procurement utilising off site construction and knowledge sharing. The City Regional Deal South East Scotland Annual Report 2024-25 highlighted benefits of this approach including: • Increased quantity of homes: 24% increase in unit numbers compared to target site density for Pilot 3. • Reduced design team costs: A cost saving of £765 per unit for design team fees for the feasibility and preconstruction phases of Pilot 3. • Performance: 35% reduction on space heating performance, calculated through University of Edinburgh's Interim evaluation of Pilot 1. • Knowledge Hub Launch – https://www.se-rda.org.uk/ was launched in June 2025. This online resource holds key documents that are intended to streamline the delivery of affordable housing projects. Midlothian Council is participating in the SE-RDA with one site listed in the South East Regional Housing Pipeline. Page 126 of 356
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Town Centre Regeneration The Town Centre First Principle was agreed by the Scottish Government and the Convention of Scottish Local Authorities in July 2014 and asked that government, local authorities, the wider public sector, businesses and communities put the health of town centres at the heart of decision making. It seeks to deliver the best local outcomes, align policies, and target available resources to prioritise town centre sites, encouraging vibrancy, equality and diversity. In response to the COVID-19 pandemic and other pressures being experienced by town centres, a New Future for Scotland’s Town Centre was published in February 2021 by the Scottish Government. This document and NPF4 support town centre living (TCL) and recognise that the development of homes in town centres is critical to achieving sustainable places. Town Centre Living requires a collaborative approach which strengthens the long-term plan for each town centre. Work is underway by Midlothian Council and partner organisations to regenerate Dalkeith9 and Newtongrange10 town centres to provide more and better housing, enhance their role as 20 minute neighbourhoods and allow greener buildings and town centres to become net zero by 2030. 4 Investment Priorities and Resources In order for the SHIP to deliver strategic investment priorities for affordable housing in Midlothian, the Council has engaged with RSLs and relevant delivery partners in setting out Midlothian’s investment priorities for affordable housing. To ensure that available resources are prioritised in delivering affordable housing, each project is scored against a set of criteria: Housing Need; Land Availability; Ability to Start on Site; Constraints; Equalities Needs and Environmental Impact, as shown in the tables below. In total, a project can be awarded a maximum score of 30 points and a score of less than 18 indicates a ‘low priority project’, 18-22, ‘a medium priority project’ and over 22, a ‘high priority project’. Table 4.1: Project Prioritisation Scoring Criteria Explanation Score Area Housing Need Housing need rankings are based on a waiting list demand study. 1 would indicate no housing need in an area, whilst 5 indicates the highest level of need. 1-5 Land Availability Sites ranked most highly are those owned by the Council or RSL. Also ranked highly are sites with Planning Permission in place. Sites owned by a private developer should not be ranked as highly as those owned by the LA or RSL e.g. a site owned by the LA will full planning permission would score 5 1-5 Ability to Start on Site A site with a high score indicates that the work could start on site once funding was approved. A project would only 1-5 9 Have your say: Dalkeith Town Centre Regeneration | Creating a fresh vision for Dalkeith town centre | Midlothian Council 10 Newtongrange and Stobhill and Lady Victoria | Masterplans | Midlothian Council Page 127 of 356
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Criteria Explanation Score score 5 if all permissions are in place and the site has been acquired e.g. the site could start immediately once funding is approved Constraints Issues such as Section 75 requirements that have yet to be resolved would be given a lower score. Infrastructure constraints should be included. A site should only score full marks if it is fully unconstrained. 1-5 Equalities Needs All sites will score at least a good rating (3) due to Housing for Varying Needs. Additional points would be awarded for specialist provision housing. Three is the minimum score, sites should only be scored higher if they include 'specialist housing provision' units. Sites which include 'specialist housing provision' units enable the LA to meet the Wheelchair Accessible Housing Targets. These sites will be monitored to ensure their inclusion in the Midlothian Integration Joint Board Strategic Plan Housing Contribution Statement 1-5 Environmental Impact All sites which have been allocated through the Midlothian Local Plan would not be considered as having a negative environmental impact. Use of renewable technology and building on Brownfield sites would score more points. Consideration should be given as to whether the units will be Passivhaus standard or whether the site will be brownfield or greenfield e.g. passivhaus units on a brownfield site should be scored a 5, units on greenfield sites should score less 1-5 Table 4.2: Area Project Prioritisation Score Area Points Bonnyrigg, Lasswade, Poltonhall, Loanhead, Newtongrange, Danderhall, Shawfair Dalkeith 5 Gorebridge, Mayfield, Easthouses, Penicuik 4 Small Settlements including Pathhead, Roslin, Rosewell, Bilston, Auchendinny, Temple, Carrington, North Middleton and Cousland 3 The sections below show both Council and RSL housing development priorities over the next five years. It should be noted that sites indicated are subject to change as some sites have not yet been approved by the developing organisation, received planning permission or land ownership has not been secured. More detail on each site is shown in Appendix 1. Page 128 of 356
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Council Development Priorities The table below sets out the priorities for proposed Council projects over the next five years. Key notes: • Ten development projects are currently proposed by Midlothian Council over the next five years. • Projects which are currently onsite and in receipt of government funding do not need to be prioritised. • Following analysis, eight of the ten proposed projects by Midlothian Council met the criteria required to be considered high priority whilst two are medium priorities. There are no projects assessed as be low priority. Page 129 of 356
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Table 4.3: Council Housing Development Priorities Housing Need Land Availability Ability to Start on Site Constraints Equalities Needs Environmental Impact Total Edmonstone Road, Danderhall: P43720 5 5 5 5 3 4 27 Church Halls and Main Street, former swimming pool, Newtongrange (MC): P43742 & P47183 5 5 4 5 3 4 26 Auchendinny Phase 1 (Bellway): P43835 3 4 5 4 3 4 23 Auchendinny Phase 2 (Bellway) 3 4 5 4 3 4 23 Open Market Purchases (MC) 5 5 5 5 3 5 28 Rullion Road, Penicuik (MC): P46386 4 5 4 4 4 4 25 Plot P,Shawfair, (Lovell Homes): P43738 5 4 4 5 3 4 25 Lingerwood (Barratt): P41724 4 4 3 4 4 3 22 Auchendinny, Phase 3 (Bellway) 3 4 5 4 3 4 23 Cauldcoats (PFP) 5 3 3 3 4 4 22 2028/29 2029/30 2030/31 2026/2027 2027/28 Page 130 of 356
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RSL Development Priorities The table below sets out the priorities for proposed RSL projects over the next five years. It should be noted that each RSL prioritised their proposed sites using Midlothian Council guidelines. Key notes: • 19 development projects are proposed by RSLs over the next five years. • Some of these projects contain several phases of development, each having its own prioritisation and SHIP entry. • Projects already in receipt of government funding do not need to be prioritised. • Ten of the projects were assessed as being high priority while seven scored as medium priority and two projects scored as a low priority. • One project does not have a confirmed RSL affordable housing provider • Five RSLs have indicated their plans to develop during this period including: - Places for People (6 projects) - Melville Housing Association (7 projects) - Wheatley Homes East (4 projects) - Link Housing Association (1 project) Page 131 of 356
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Table 4.4: RSL Housing Development Priorities Housing Need Land Availability Ability to Start on Site Constraints Equalities Needs Environmental Impact Total Oakwood Edge additional units (Melville HA) 4 5 5 4 4 4 26 Bilston 3a (Melville HA) 3 5 5 4 4 4 25 Bannock Wood, Bonnyrigg 1 (Melville HA) 5 5 5 4 4 4 27 Shawfair Woolmet W2 - Phase 1 - Social Rent (PFP HA) 5 4 4 4 3 4 24 Shawfair Bellway Plots E2 & F1 - SR & MMR - Phase 1 (PFP HA) 5 2 3 3 3 4 20 Cauldcoats Phase 1-3 (1) (PFP HA) 5 3 3 3 4 4 22 Pods C and B2, Craighall Village, Millerhill (RSL TBC) 5 4 4 3 3 3 22 Dalhousie South Ph2b (WHE) 5 5 5 5 4 4 28 Thornybank (Link HA) 4 2 3 3 5 4 21 Bilston 3b (Melville HA) 3 5 5 4 4 4 25 Bannock Wood, Bonnyrigg 2 (Melville HA) 5 5 5 4 4 4 27 Shawfair Bellway Plot F2 - SR - Phase 2 (PFP HA) 5 2 1 4 3 4 19 Shawfair Woolmet W1 - Phase 2 - Social Rent & MMR (PFP HA) 5 4 3 4 3 4 23 Old Craighall Road, Millerhill - Barratt - SR & MMR (PFP HA) 5 3 3 3 3 4 21 Wellington School, Penicuik (WHE): P43726 4 3 2 2 4 2 17 Shawfair Town Centre (WHE) 5 4 3 3 4 3 22 2028/29 Projects Old School Crescent, Mayfield 1 (Melville HA) 4 5 3 3 5 4 24 Old School Crescent, Mayfield 2 (Melville HA) 4 5 3 3 5 4 24 Old Craighall Road, Shawfair (WHE): P41836 5 2 2 2 3 3 17 2030/31 2026/27- Projects 2027/28 Projects 2029/30 Page 132 of 356
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Scottish Government Resource Planning Assumption ‘carry forward’ limits for 2026/27, 2027/28 and 2028/29 will be 80/60/40 per cent respectively of the 2025/26 RPA e.g. 80% of the funding for 2026/27 will be approved in the current financial year with 60% the following year and so on. This will allow further project approvals during the SHIP period and project planning to continue. Midlothian Council sites not yet approved for Scottish Government funding have been carefully scheduled and cross referenced with phase 5/6 budgets and future rent setting timelines. The prioritisation process will enable these sites to be considered for funding approval on release of future RPAs during regular Scottish Government liaison meetings. Addressing Potential Development Constraints Midlothian Council and developing partners are assured that the SHIP can be delivered given the actions and initiatives undertaken to date by the Council and its strategic partners to source suitable sites for development and access funding. However, several challenges need to be addressed by the Council and its partners in order that the pace of development can be continued. These challenges include: • The reduced Affordable Housing Supply Programme budget in 2024/25 resulted in developing landlords ‘front funding’ sites until further Scottish Government funding was available. This has led to a ‘bottleneck’ of sites requiring funding. • In recent times, the construction industry in Scotland and across the UK has faced unprecedented adverse market conditions, resulting in significant increases in tender prices for a wide range of materials. Evidence suggests that inflation of 10– 15% above Building Cost Information Service (BCIS) forecasts is impacting projects. While measures such as value engineering are helping to partially offset these pressures, there remains a risk that the capital budgets allocated for delivery of the New Social Housing programme may require uplift, with consequent implications for the overall funding strategy. • In Midlothian, this position is further challenged by rising levels of private housebuilding, which generate more sites where a 25% affordable housing requirement must be met. In addition, evolving national policy and regulatory changes — including updated building standards and Scottish Government requirements on zero-emissions heating — continue to drive additional costs across projects. Ongoing construction price inflation compounds these pressures. • Uncertainty surrounding future Resource Planning Assumption provision • Difficulty acquiring, designing and delivering affordable housing sites out with section 75 provision • Managing landowner value expectations • RSL uncertainty surrounding housing site allocation within Midlothian Local Development Plan 2 • Obtaining required planning approval. • A diminishing number of Midlothian Council owned sites mean that many future sites will be controlled by a third party. • Building and procurement constraints. Page 133 of 356
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• Environmental and design issues. • The commencement of affordable housing sites is dependent on developers’ timescales and the economic conditions of the housing market. • Unknown site ground conditions. • The rural nature of some areas in Midlothian can mean that development is constrained in these areas, particularly in relation to available land for housing and the requirements for additional infrastructure prior to development commencement. Ongoing activities to resolve these issues include: • Housing Revenue Account financial planning in conjunction with Midlothian Council Rent Setting Strategy timescales. • Rephasing delivery to align with funding availability. • As per Midlothian Council’s Mixed Tenure Strategy, alternative models of affordable housing will be considered to ensure units continue to be delivered while minimising subsidy requirements e.g. MMR, Golden Share. • Maximising National Acquisition Programme funding for Open Market Purchase Scheme and ‘off the shelf’ purchases. • Exploring alternative opportunities including land acquisition. • Managing developer expectations regarding timing and nature of affordable housing delivery. Scottish Government Affordable Housing Supply Funding Required The Strategic Housing Investment Plan details potential sites for 1,583 new affordable homes to be built between 2026/27 and 2030/31, of which: • House types: 1,430 are general needs homes and 153 are specialist provision homes. • Built form: 1,553 will be new build housing and 30 will be ‘off the shelf purchases’ • Tenure type: 673 homes will be Midlothian Council housing and 649 will be social rented housing by an RSL and 261 will be Mid-Market Rent housing provided by an RSL (MMR). • This reflects the fact that the affordable housing tenure with the highest demand is social rented housing. • 213 units will be developed in sub-area A (Midlothian West) • 1,340 units are to be developed in sub-area B (Midlothian East). A total of £127.128 million of Scottish Government grant funding is required by the Council and RSLs to deliver the identified units over the next five years: • The year which requires the most grant funding is 2027/28, with a requirement of £42.761 million. • 439 of the units will be Council housing requiring £36.507 million grant funding. The remaining 234 Council units in the SHIP have already received funding. • 910 of the units will be RSL housing requiring £90.671 million Government funding. • The required level of grant funding to deliver this number of units greatly exceeds the stated level of funding available. • At a recent Midlothian Council new build site the average cost per unit was £374,000 and the Scottish Government grant received was £105,000 per unit, leaving a funding gap of 72% which was financed by the Housing Revenue Page 134 of 356
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Account. Council Officers will continue to discuss resource requirements with the Scottish Government to ensure that projects receive appropriate levels of grant funding. • It is important to note that a project’s inclusion within the SHIP is not a guarantee of Scottish Government funding. Specialist Housing • The Strategic Housing Investment Plan includes sites which will deliver 153 specialist provision housing units. Different categories of specialist housing are planned including: • Wheelchair accessible housing • Amenity housing • Properties with wet floor showers • Complex care housing • Bariatric housing In March 2022 Midlothian Council carried out a resident survey prior to setting Wheelchair Accessible Housing Targets. Survey results have enabled the local authority and RSL partners to prioritise building ‘specialist provision’ housing in areas highlighted by respondents including Bonnyrigg, Dalkeith, and Gorebridge11. The survey results also illustrated that certain housing characteristics should be prioritised: • House types – bungalows and houses • Tenure – owner occupancy and social housing (LA and RSL) • Type – Midlothian Council specialist provision unit types are determined by community health specialists • Size – two- and three-bedroom properties Midlothian Council set Wheelchair Accessible Housing Targets of 20 per annum between 2022/23 and 2027/28. Fifty percent of these should be provided by the private sector. Since August 2022 Midlothian Council has completed eight specially adapted properties, 52 wheelchair accessible properties, eight wheelchair homes and six ambulant disabled specialist homes with wet floor showers. In total 74 wheelchair accessible homes have been completed by the local authority. This SHIP contains details of a further 38 Midlothian Council wheelchair accessible homes. Table 4.5: Midlothian Council wheelchair accessible homes in development Town No. of homes House type Easthouses 6 Bungalows 11 Housing strategy documents | Wheelchair Accessible Housing Targets 2022/23 - 2026/27 (midlothian.gov.uk) Page 135 of 356
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Easthouses 14 Cottage flats – wet floor showers Gorebridge 13 Bungalows – extra care Gorebridge 4 Cottage flats – wet floor showers Penicuik 1 Bungalow Progress made towards meeting the private sector target is being monitored via the Local Development Plan draft process. Midlothian Council Resources This section contains details of Midlothian Council’s own resources which are helping to support the delivery of affordable housing. Commuted Sums In some circumstances the Council may consider accepting commuted sums from private developers instead of the delivery of affordable housing units on some sites. The funds are then used to support the delivery of housing on other sites. In 2023/24 and 2024/25 no commuted sums were received from private housing developers. Midlothian Council’s Affordable Housing Supplementary Planning Guidance contains details of the commuted sum policy: Supplementary planning guidance | Planning advice and guidance | Midlothian Council Empty Homes, Second Homes and Council Tax Discounts Under the Local Government Finance (Unoccupied Properties etc.) (Scotland) Act 2012 and its subsequent regulations, Midlothian Council updated the charges applicable on empty and second homes: • A discount of 10% currently applies to empty homes. • A 50% discount applies for a maximum of 6 months to empty and unfurnished properties. • There is a levy of up to 100% on long term empty properties. An increase in Council Tax liability can only be applied to a property which has been unoccupied for a continuous period of more than twelve months and is not actively being marketed for sale or let. • From 1st April 2024 all second homes in Midlothian have been charged a surcharge of an additional 100% on top of the standard charge for that dwelling. The exceptions are purpose-built holiday homes and job-related properties, where 50% discount applies. The most recent data indicates a total of £61,445.67 was raised in 2024/25 which is being used to support Midlothian’s New Build Council Housing Programme12. Midlothian Council is currently recruiting an Empty Homes and Retrofit Case Officer. 0.5 FTE of that role will be dedicated to bringing empty homes back into residential use across all tenures. This role will be part funded by the Scottish Government and part funded by Council Tax raised against empty and second homes in Midlothian. 12 Appendix A Page 136 of 356
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Midlothian Council has proposed a target of returning 10 homes to residential use within the first year of this role being filled. Until now we have advocated the use of the Scottish Empty Homes Advice Service which can look at the different options and the support available for properties which have been empty for over 6 months. Neither Midlothian Council nor the Scottish Empty Homes Advice Service have an overview of the number of empty homes brought back into use in Midlothian over the last three financial years however table 4.6 below, illustrates the number of long-term empty13 and empty second homes in Midlothian during the same period and compares them to the Scottish average. It is evident that the number of long-term empty properties and empty second homes is significantly below average. In 2024 the figures for Midlothian were just 34% and 19% of the Scottish average respectively. Table 4.6: Number of Second Empty and Long-Term Empty Properties 2022- 202414 2022 2023 2024 No. of long-term empty properties - Midlothian 359 423 332 No. of long-term empty properties - Scottish average 865 884 987 No. of second homes (empty) - Midlothian 416 477 389 No. of second homes (empty) - Scottish average 2153 2196 2036 Despite the low number of second and empty homes, Midlothian Council’s Council Tax levy protocol exists to financially support affordable housing in the area. Gypsy Traveller Accommodation Improving the lives of Gypsy/Traveller communities is a significant human-rights commitment for Midlothian Council and is crucial if we are to tackle deep-rooted inequalities and deliver a fairer society. The new joint Scottish Government/COSLA Gypsy/Traveller Action Plan is in the process of being finalised and will include a commitment by the Scottish Government that funding for Gypsy/Traveller accommodation can be accessed alongside housing under the Affordable Housing Supply Programme from 2026-27 onwards. To date Midlothian Council has not sought Gypsy/Traveller Accommodation Funding and will continue to monitor budgetary guidance for doing so. The Gypsy/Traveller site managed by East Lothian Council on behalf of East and Midlothian Councils closed in June 2021 following extensive vandalism. East Lothian and Midlothian Councils are now in the process of determining future accommodation 13 Vacant for 12 months or longer 14 Housing statistics: Empty properties and second homes - gov.scot (www.gov.scot) Page 137 of 356
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options for Gypsy/Travellers. Midlothian’s Local Development Plan 2 (LDP2)15 is currently being drafted with the Evidence Report including Gypsy/Traveller housing need and demand reports and details of the community engagement process which will help influence future accommodation options. The LDP2 process includes a ‘Call for Ideas and Opportunities’ to provide individuals, communities, landowners, developers or any other interested people, businesses or organisations with the chance to put forward ideas, opportunities or suggestions on matters or sites they would like to have included in MLDP2. It is envisaged that future site provision will be included at this stage. Non-Traditional Financial Models of Development The use of innovative financial models is being encouraged in Midlothian to accelerate the development of new affordable housing. Innovative approaches to development often do not require traditional grant funding and can therefore increase the total number of new affordable homes built. In 2023/24 and 2024/25 several new build sites benefitted from the Charitable Bond Programme; a loan scheme for Registered Social Landlords (Housing Associations) to finance new development, with the interest then reinvested as grants into the social rented sector. This allowed traditional Affordable Housing Supply Programme investment to be targeted towards Midlothian Council sites. Housing Infrastructure Fund The Scottish Government’s Housing Infrastructure Fund (HIF) is aimed at supporting housing development through loans and grants with priority being given to those projects which will deliver affordable housing. The fund enables funding for housing developments that have stalled or can’t proceed due to the excessive cost or nature of the infrastructure works to be delivered. Eligible works for HIF could include on-site and off-site elements. Works will include physical infrastructure generally required to start a project, such as roads, sewers, SUDS ponds, decontamination, flood remediation and demolition work. Where a Section 75 obligation requires it, certain off-site infrastructure is also eligible. The fund does not support the provision of community infrastructure required as a consequence of new housing development, for example, funding for schools. As part of developing the SHIP, Midlothian Council will work with partners to identify and prioritise those sites which are of strategic importance and cannot proceed or have stalled due to the extent and costs/financing of infrastructure works involved, and with HIF’s support, unlock these sites for the delivery of housing16. The Council will work with partners in examining the identified projects to ensure that such projects are eligible for the fund17. Further information on the Housing Infrastructure Fund can be found here: Housing Infrastructure Fund - More homes - gov.scot (www.gov.scot) 15 Midlothian Local Development Plan 2 | Development plans and policies | Midlothian Council 16 https://www.gov.scot/policies/more-homes/housing-infrastructure-fund/ 17 https://www.gov.scot/publications/housing-infrastructure-fund-guidance-for-applications/ Page 138 of 356
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Lar Housing Trust LAR Housing Trust is an established affordable housing provider set up to create permanent below market rent options for households that would otherwise be at risk of financial hardship. LAR is financed using loan funding from the Scottish Government and therefore does not require any direct subsidy. Lar Housing Trust have submitted plans for two sites which are included in this SHIP under ‘non- Affordable Housing Supply Programme projects’. Table 4.7: Lar Housing Trust Midlothian Programme Location No. of new homes Estimated year of completion Wester Cowden 15 2028/29 Fordel 24 2028/29 Page 139 of 356
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5 Conclusion Midlothian Council officers continue to actively manage the new build housing programme through funding shortages, adverse market conditions and rising levels of private housebuilding generating more sites where a 25% affordable housing requirement must be met. In addition, evolving national policy and regulatory changes continue to drive additional costs across projects. Funding the social housing programme remains challenging, strengthening the argument for an increased Midlothian Resource Planning Assumption. The Midlothian Strategic Housing Investment Plan 2026/27 – 2030/31 identifies the priorities for the development of affordable housing and where development will be undertaken over the next 5 years. It identifies sites which can deliver 1,583 units during the next 5 years to meet the increasing level of housing need in Midlothian. This will not only ensure best value in the use of resources but also ensure the delivery of the right mix of houses in the most pressured areas. If you have any comments or queries on the content of this document, please contact the Housing Development Section at Midlothian Council for more information. Development Midlothian Council Fairfield House 8 Lothian Road Dalkeith EH22 3AA housing.enquiries@midlothian.gov.uk Telephone: 07808 903454 Equality Impact Assessment (EIA) and Strategic Environmental Assessment Midlothian Council is committed to ensuring equality of opportunity and combating discrimination through a series of equal opportunities and anti-discriminatory policies. The Council has embedded equalities principles into strategic planning as well as service delivery. Housing policies and services are regularly monitored, reviewed and reported on to ensure that they comply with equalities requirements. Equality is central to all housing and housing services delivery. An Integrated Impact Assessment (IIA) has been undertaken on the Local Housing Strategy 2021-26 to ensure that the needs of local communities have been fully considered. The SHIP reflects identified needs and draws on findings from the IIA when considering the implications flowing from the translation of strategic aims into housing policies. Page 140 of 356
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Appendix 1: SHIP Project Tables Table 1 - AFFORDABLE HOUSING SUPPLY PROGRAMME 2026/27-2030/31 Page 141 of 356
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Shawfair Woolmet W1 - Phase 2 - Social Rent High PFP 18 18 18 18 18 18 2.185 Shawfair Woolmet W1 - Phase 2 - MMR High PFP 15 15 15 15 15 15 1.328 Shawfair R1/R2 - Social Rent High PFP 26 26 26 26 26 26 0.000 Shawfair R1/R2 - MMR High PFP 9 9 9 9 9 9 0.777 Shawfair Bellway Plots E2 & F1 - SR - Phase 1 Medium PFP 26 26 26 26 26 26 4.405 Shawfair Bellway Plots E2 & F1 - MMR - Phase 1 Medium PFP 16 16 16 16 16 16 1.728 Shawfair Bellway Plot F2 - SR - Phase 2 Medium PFP 26 26 26 26 26 26 4.405 Shawfair Bellway Plot F2 - MMR - Phase 2 Medium PFP 16 16 16 16 16 16 1.728 Old Craighall Road, Millerhill - Barratt - SR Medium PFP 21 21 21 21 21 21 2.549 Old Craighall Road, Millerhill - Barratt - MMR Medium PFP 9 9 9 9 9 9 0.797 Dalhousie South Ph1 Medium WHE 30 30 30 0 30 0 0.000 Dalhousie South Ph2a High WHE 26 26 18 8 wheelchair/amenity 26 26 26 2.275 Dalhousie South Ph2b high WHE 24 24 24 24 24 24 3.000 Auchendinny Phase 1 High WHE 24 24 24 24 24 24 1.777 Shawfair Town Centre Medium WHE 70 30 100 80 20 amenity 100 25 25 6.000 Wellington School, Penicuik: P43726 low WHE 12 12 11 1 Wheelchair 12 12 12 1.392 Old Craighall Road, Shawfair (Mactaggart and Mickel). P41836 Low WHE 48 48 46 2 WFS 48 20 20 5.136 Thornybank Medium Link 33 33 30 3 wheelchair 33 33 33 4.479 Pods C and B2, Craighall Village, Millerhill (Cala) High TBC 46 46 46 46 46 46 4.686 Total 1322 261 0 0 0 0 1583 1430 153 0 1583 205 420 304 118 135 1182 127.178 Page 144 of 356
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Midlothian Council Tuesday 21 October 2025 Item No 8.5 Rapid Rehousing Transition Plan 2025 - 2026 Report by Kevin Anderson, Executive Director Place Report for Information 1 Recommendations Council is recommended to note the updated Rapid Rehousing Transition Plan 2025/26, which is due to be submitted to the Scottish Government in October 2025. 2 Purpose of Report/Executive Summary This report presents the annual review of Midlothian Council’s progress in delivering the Rapid Rehousing Transition Plan, and the challenges facing housing and homelessness services, The annual review is to be submitted to the Scottish Government in October 2025. Date 2 September 2024 Report Contact: Matthew McGlone, Housing Services Team Leader matthew.mcglone@midlothian.gov.uk Page 145 of 356
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3 Background/Main Body of Report 3.1 The Scottish Government published its Ending Homelessness Together Action Plan in 2018. The plan sets out how the Scottish Government, local authorities and partners would implement the recommendations of the previously established Homelessness and Rough Sleeping Action Group. 3.2 Following the publication of this action plan all Local Authorities were required to develop a Rapid Rehousing Transition Plan (RRTP) setting out: • How they will move to a model of rapid rehousing in no more than five years • How homeless demand and any backlog of homeless cases will be addressed. Midlothian Council submitted its first RRTP in December 2018 followed by updated versions each year after. 3.3 Local authorities have been supported in the delivery of these plans through funding provided by the Scottish Government’s Ending Homeless Together Fund. Midlothian has received funding totalling £876,491 between 2018/19 to 2024/25. A further £130,000 has been awarded for 2025/26. As in prior years the amount received is based on the average number of homeless applications received in the previous three years. 3.4 Midlothian Council’s revised RRTP sets out a vision that “An increased number of homeless households will obtain permanent accommodation; households will be able to access support to prevent homelessness and sustain their accommodation. Households will spend a reduced amount of time in temporary accommodation, and the average time taken to complete its homeless duty will reduce to 52 weeks.” Four key outcomes have been identified to support the delivery of this vision: • The supply of permanent accommodation for homeless households has increased. • Where temporary accommodation is required, it is of a good standard with access to effective support. • Homeless households with support needs are supported to access and maintain permanent accommodation. • Housing options and support is in place to prevent homelessness. The updated RRTP shows how the Council will continue the work undertaken in previous years to achieve this vision and explains how we will address the next phase of its approach to transforming services provided to those in housing need, including compliance with the Homeless Persons (Unsuitable Accommodation) (Scotland) order 2014. Page 146 of 356
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Within the RRTP, Section 2 provides an overview of the emerging trends and pressures faced by housing and homeless services in 2024/5. Section 3 provides an update on some of the actions that have taken place in 2024/25 to help achieve the vision. Section 4 details the Council’s priorities in 2025/26. Section 5 sets out the resources required to effectively deliver these activities. 3.5 During 2024/25 Midlothian Council continued to make significant progress in transforming the services provided to those households experiencing homelessness or threatened with becoming homeless, building on the foundations established in previous years. However, as referenced in Section 2 of the RRTP significant pressures are placed on the Council’s homeless and temporary accommodation services. 3.6 Specific achievements during 2024/25 include: • A further reduction in the average time to close a homeless case. • A further 171 households had their temporary accommodation converted to a Scottish Secure Tenancy during 2024/25, reducing the need for multiple moves before being permanent housed, allowing for supportive links to be maintained in their local community. • Achieving the target of allocating 60% of properties to those on the homeless list set out in the Housing Allocation Policy • Continuing to deliver projects to support those at most risk of recurring homelessness, and those with multiple/additional support needs such as National House Project and Housing First. • Continued delivery of the Youth Homeless Support and Prevention Service to provide bespoke support to 16–25-year-olds experiencing or at risk of becoming homeless. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource RRTP activities are funded through a combination of; grants provided by the Scottish Government, also reinvesting savings realised by ending the use of Bed and Breakfast type accommodation and the existing service budgets. 4.2 Digital None 4.3 Risk The RRTP sets out key actions and priorities to meet legal duties in respect of homeless households or those who are at risk of, or threatened with, future homelessness. 4.4 Ensuring Equalities (if required a separate IIA must be completed) The content of the RRTP was considered under the Council’s Integrated Impact Assessment and this is can be viewed on the Council's website: Document downloads - Equality and diversity | Midlothian Council. Page 147 of 356
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4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 148 of 356
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Preventing homelessness, or where this is not possible providing good quality temporary accommodation, and reducing the time taken for people to be permanently housed improves the quality of life for households concerned, leading to sustainable communities and reducing the gap in health outcomes. 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 Key actions included in the RRTP reduce the financial burden on the Council in respect of significantly reducing future use and spend for temporary accommodation. A.5 Involving Communities and Other Stakeholders Internal consultation has taken place with relevant services and Tenant Panel members. The RRTP consultation was also incorporated into the Local Housing Strategy 2021-26. The LHS for the next period 2026- 2031 is progressing through the process and public consultation prior to reporting to council and its planned adoption by April 2026. A.6 Impact on Performance and Outcomes The RRTP sets out an ambitious plan to transform services provided to homeless households in Midlothian and is subject to annual review by the Council and the Scottish Government. Page 149 of 356
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The review of contracts to deliver support services to homeless people ensures people are provided with effective support at the earliest opportunity promoting sustainable communities and tenancy sustainment. A.7 Adopting a Preventative Approach The RRTP contains activities that focus on the prevention of homelessness, increasing tenancy sustainment, and reducing the need for costly temporary accommodation, resulting in sustainable communities. Other activities ensure when temporary accommodation is required it is of a good standard and people are able to quickly access the support they need to prevent recurring homelessness in the future. A.8 Supporting Sustainable Development The repurpose and property conversion in the use of Jarnac Court accommodation reduces further the financial burden on the Council and ensures the effective re-use of vacant buildings is maintained, resulting in sustainable use of Council assets. This is achieved whilst not precluding the potential to redevelop Dalkeith town centre to provide further permanent affordable housing. Page 150 of 356
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APPENDIX B Background Papers/Resource Links Rapid Rehousing Transition Plan link: Rapid Rehousing Transition Plans | Rapid Rehousing Transition Plan 2024/25 (midlothian.gov.uk) Page 151 of 356
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OFFICIAL Midlothian Council: Rapid Rehousing Transition Plan 2025-2026 Page 153 of 356
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OFFICIAL Contents 1 – Introduction Page 3 2 – Homelessness in Midlothian Page 4 3 – Midlothian Council’s RRTP progress Page 7 4 – Midlothian Council Rapid Rehousing Transition Plan Page 9 5 – Resource plan Page 22 6 – Monitoring Equalities and Consultation Page 22 Appendix 1 - Rapid Rehousing Transition Plans Monitoring Report Page 23 Page 154 of 356
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OFFICIAL 1. Introduction Following the introduction of the Scottish Government’s Ending Homelessness Together Action Plan all local authorities were required to publish a Rapid Rehousing Transition Plan (RRTP) by December 2018. These plans were to demonstrate the following: • How the local authority will move to a model of rapid rehousing over a period of no more than five years. • How both homelessness demand will be met and how any backlog of homeless households currently in temporary accommodation will be addressed. Midlothian Council has published a revised RRTP each year, the most recent version was approved by Council in October 2024 and set out a revised vision that: “An increased number of homeless households will obtain permanent accommodation; households will be able to access support to prevent homelessness and sustain their accommodation. Households will spend a reduced amount of time in temporary accommodation, and the average time to complete its homeless duty will reduce to 52 weeks.” The following outcomes were identified to support this vision: • The supply of permanent accommodation for homeless households has increased • Where temporary accommodation is required, it is of a good standard with access to effective support • Homeless households with support needs are supported to access and maintain permanent accommodation • Housing options and support is in place to prevent homelessness Midlothian Council has received support from the Scottish Government’s Ending Homelessness Together Fund to help deliver RRTP activities. Table 1 gives details of the confirmed funding allocated to Midlothian. Table 1 Ending Homelessness Together (EHT) funding received by Midlothian Council Funding Amount Initial Grant (developmental funding) £32,000 2019/20 EHT funding £141,000 2020/21 EHT funding £137,000 Winter Support Fund 2020/21 £85,000 2021/22 EHT funding £127,000 2022/23 EHT funding £121,000 2023/24 EHT funding £113,941 2024/25 EHT funding £120,000 2025/26 EHT funding £130,000 Total £1,006,941 Midlothian Council made decisions on which projects could be delivered within the funding made available, prioritising those it believes will have the most significant impact on reshaping homelessness in Midlothian. Details of the work undertaken, and the progress made is provided in Section 3. It will not be possible to fully transform the way services are delivered without securing additional resources. Funding for 2025/26 was not confirmed until May 2025, this along with uncertainty of funding in future years makes it difficult to plan for the continuation of some RRTP projects. A copy of the 2024/25 RRTP Monitoring and Spend Report, to be submitted to the Scottish Government is included as Appendix 1. Section 2 of this updated RRTP includes a summary of the progress made in 2023/24 and highlights the ongoing pressures relating to homelessness in Midlothian. Section 4 of the RRTP sets out how Page 155 of 356
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OFFICIAL Midlothian Council will continue the work undertaken to deliver these projects in 2025/26 within the resources available. Midlothian Council believes these projects are crucial to further reduce the time spent in temporary accommodation, improving the quality of temporary accommodation and continuing to deliver Housing First. 2. Homelessness in Midlothian This section gives an update on homelessness trends in Midlothian during 2024/25. All data presented in this section is sourced from Midlothian Council’s HL1, HL2 and HL3 returns to the Scottish Government. The number of households who applied to Midlothian Council for homeless assistance during 2024/25 reduced by 2%. This remains a significant increase in applications in comparison to the period between April 2018 and March 2023. Table 2 shows that the proportion of applications from households with dependent children has remained relatively unchanged in each of the last three years. It is thought the higher number of homeless presentations over the last two years is partially linked to the limited number of other affordable housing options in the area. Midlothian continues to have the fifth highest average house selling price in Scotland. Although the average selling price in Midlothian fell by around £4,000 in 2024 this remains 40% higher than the 2014 average (Source: House price statistics - Registers of Scotland) Table 2: Number of homeless applications by year. 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Total homeless applications 492 480 496 441 579 742 725 % of households with dependent children 42% 42% 40% 36% 47% 48% 47% % of households with no children 58% 58% 60% 64% 53% 52% 53% Table 3 shows the majority of this reduction in homeless presentations has been from people aged 25 and under, with presentations from 16 and 17 years olds being relatively unchanged. Table 3: Homeless applications by age of main applicant. 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 16-17 29 (6%) 20 (4%) 14 (3%) 23 (5%) 29 (5%) 18 (2%) 19 (2.5%) 18-25 129 (26%) 111 (23%) 157 (32%) 124 (28%) 141 (25%) 206 (28%) 188 (26%) 26-59 309 (63%) 319 (67%) 303 (61%) 272 (62%) 374 (64%) 486 (65%) 489 (67.5%) 60+ 25 (5%) 30 (6%) 22 (4%) 22 (5%) 35 (6%) 32 (5%) 29 (4%) In previous RRTP’s Midlothian Council highlighted a sizeable increase in the number of homeless applications from males who are single parents (a 143% increase in 2022/23 and a further 34% increase in 2023/24). During 2024/25 the number of presentations from this group reduced by 16% compared to 2023/24, although this remains a 167% increase since 2021/22. Meeting the temporary Page 156 of 356
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OFFICIAL accommodation needs of this group continues to be challenging, with 63 placements in unsuitable accommodation during 2024/25. The Unsuitable Accommodation Order (UAO) places a legal duty on the Council to move anyone placed in unsuitable accommodation within seven days. During 2024/25 Midlothian Council breached this order on six occasions. In addition to breaches of the UAO, Midlothian Council reported it failed to provide temporary accommodation on two occasions at the time of first request in 2024/25, on each occasion temporary accommodation was provided on the same day as the initial request. Table 4 gives a breakdown of the reason given when requesting homeless assistance from Midlothian Council. People being asked to leave accommodation by the person they were staying with continues to be the most common reason for seeking assistance with an additional 34 presentations in 2024/25 compared to the previous year. The number of presentations due to a relationship breakdown reduced by 58% during 2024/25. In the last RRTP Midlothian Council reported a slight increase in the number of presentations resulting from action being taken by the landlord to end a tenancy, following the removal of the measures in place through the Cost of Living (Tenant Protection) (Scotland) Act 2022. During 2024/25 the number of presentations due to action being taken by a landlord due to rent arrears or mortgage default doubled from 18 to 36, of those 21 were from a private rented tenancy, nine from a Scottish Secure Tenancy, three homeowners and three from another form of tenancy. In September 2023/24 Midlothian Council introduced a new IT system which allows for more accurate recording of people who sleep rough prior to seeking assistance. In the last six months of 2023/24 16 people reported that they had slept rough the night before presenting for assistance, during 2024/25 29 people reported as doing this. It is important to recognise that women and children are more likely to require assistance as a result of domestic violence. The number of people seeking homeless assistance as a result of domestic violence or other violence in the household increased from 79 on 2023/24 to 86 in 2024/25. 67 of those applications were from female households, 39 of which had children. Table 4: Technical reason for homeless application. Reason 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Asked to leave 133 102 147 135 180 319 353 Dispute within household / relationship breakdown: non-violent 101 141 151 130 188 154 64 Dispute within household: violent or abusive 77 78 68 54 64 79 86 Other reason for leaving accommodation / household 36 4 6 2 2 30 55 Fleeing non-domestic violence 2 9 9 4 15 28 35 Other reason for loss of accommodation 20 41 47 58 46 25 2 Other action by landlord resulting in the termination of the tenancy 64 37 10 15 20 24 20 Termination of tenancy / mortgage due to rent arrears / default on payments 10 13 5 4 5 18 36 Applicant terminated secure accommodation 5 9 2 2 10 14 11 Overcrowding 22 25 24 12 23 14 9 Page 157 of 356
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OFFICIAL Reason 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Discharge from prison / hospital / care / other institution 17 13 14 13 12 13 22 Harassment 1 1 4 7 5 12 15 Loss of service / tied accommodation 1 2 0 2 4 6 11 Forced division and sale of matrimonial home 2 5 3 3 3 4 6 Emergency (fire, flood, storm, closing order from Environmental Health etc.) 1 0 6 0 2 2 0 In November 2022 revised homeless legislation was introduced in relation to local connection. The changes removed the ability for a local authority to refer an unintentionally homeless person to another Scottish local authority. Analysis of homeless applications received in 2024/25 shows that for 661 cases the postcode of the last settled address was known and in Scotland. Of those cases 476 (72%) were from a postcode in the Midlothian area, Table 5 provides a breakdown of the postcodes of last settled address by area in Midlothian. Note: It cannot be assumed a person does not have a local connection to Midlothian based on the postcode of the last settled address. Midlothian will continue to monitor the impact of these changes and is working with IT providers to more accurately report information relating to local connection. Table 5: Postcode of last settled address in Midlothian Postcode area Number of presentations EH18 6 EH19 73 EH20 31 EH22 209 EH23 63 EH24 5 EH25 13 EH26 76 When the RRTP was first introduced there were 1082 open homeless cases on 31st March 2018. Due to the initial progress made in reducing the number of open cases Midlothian Council set an ambitious revised target to reduce the number of open cases to 500 by the end of 2023/24. Table 6 shows the number of open cases on 31st March 2025 was relatively unchanged after the significant increase in 2024. The number of cases closed during 2024/25 increased significantly. During 2024/25 485 homeless households secured a Scottish Secure Tenancy, an increase of 34 compared to the previous year. This has largely been achieved through changes to the Council’s Housing Allocation Policy which increased the proportion of void properties let to homeless households to 60%. This target was retained following a review of the policy in 2024. In 2023/24 only six homeless cases were closed after securing a private residential tenancy this increased to 26 household during 2024/25. Table 6: Number of closed and ongoing homeless cases in Midlothian 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Number of cases closed 669 529 536 598 611 611 701 Number of open cases on 31st March 899 843 802 666 634 765 731 Page 158 of 356
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OFFICIAL % closed to LA or RSL tenancy 47% 52% 54% 57% 66% 71% 69% % Closed to Private rented accommodation 9% 7% 10% 5% 2% 1% 4% One of the key objectives of the RRTP is to reduce the time taken to close a homeless case in Midlothian. It was acknowledged that this would increase during the early stages of implementing the RRTP as a number of actions focused on reducing the number of long-term legacy cases. Table 7 shows that this continued to reduce during 2024/25, this was only a slight reduction due to one longstanding homeless case being closed during the year. The average time spent in temporary accommodation by homeless applicants (Table 8) remained the same as the previous year. Table 7: Average case duration (weeks) 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Average case duration 106 108 115 97 80 63 61 Table 8: Length of stay (weeks) in temporary accommodation. 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Average total time in temporary accommodation - 72 104 75 67 45 45 3. Midlothian Council’s RRTP progress This section provides an update on activities undertaken by Midlothian Council as part of its RRTP during 2024/25. 3.1. Revised housing allocation policy In Spring 2020 Midlothian Council introduced a revised housing allocation policy as one of the first actions intended to contribute to the objectives of the RRTP. As reported in previous years this made a significant contribution to improving outcomes for homeless households in Midlothian. Following a consultation exercise with stakeholders an updated Housing Allocation Policy was approved in March 2024 and implemented on 1st June 2025. The revised policy retains the target of allocating 60% of void council tenancies to applicants who are on the homeless list. During 2024/25 Midlothian Council met this target allocating 60.5% of void properties to homeless households. Other measures that have been incorporated in the updated policy aim to take a more preventative approach to allocating housing and reducing the need for homelessness assistance including: • Additional points for people in private rented accommodation in receipt of a valid Notice to Leave, where no decree for eviction has been granted by the First Tier Tribunal. • Additional safety points to support those experiencing domestic abuse and other forms of harassment. • Revising the approach taken to waiting time for those on the homeless list to ensure households registered as homeless the longest are offered housing more quickly. • Integrating initiatives for specific groups such as the National House Project and Housing First into the allocations policy. The effectiveness of these changes will be monitored over the coming years. Some of the changes such as the change to waiting time for homeless applicants may impact in the average time to close a case in the short term as the number of legacy cases continues to reduce. Page 159 of 356
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OFFICIAL 3.2. Updated housing support services contract On 1st July 2025 Midlothian Council completed a tender exercise to procure a provider to deliver the following services: • Temporary Homeless Accommodation Management and Support • Tenancy Support • Housing First support. As part of this exercise the specification of each area of the contract was reviewed to ensure the support provided is delivered from a trauma informed perspective, and person centred to meet the needs of the household. Including provision for a female only supported accommodation unit. The review also included revised minimum staffing levels in supported accommodation to ensure the accommodation provides a safe environment where residents are able to access effective support at the earliest opportunity. 3.3. Housing First During 2024/25 a further 20 Housing First tenancies were created, bringing the total number of tenancies created to 92. While 28 tenancies have ended for a range of reasons there have been no evictions from a Housing First tenancy in Midlothian. Of the ongoing tenancies 23 people are currently receiving either a lower level of support or are no longer in need of ongoing support. 22 females have been accepted for Housing First since launch. Midlothian Council has ensured a multi-agency approach is taken to the delivery of Housing First. This is demonstrated through the agencies referring people to available Housing First properties summarised in table 9. Table 9: Number of referrals accepted for Housing First by service 2020/21 2021/22 2022/23 2023/24 2024/25 Total Alcohol/drug services 5 2 5 6 2 20 Homeless services 3 11 5 6 5 30 Justice services 1 5 7 2 4 19 Joint Mental Health Team - 1 1 2 - 4 Through-care/After-care - 1 - 2 2 5 Third Sector - - - - 1 1 3.4. Youth Homelessness Midlothian Council launched a Youth Homeless Prevention and Support service in partnership with the Rock Trust on 1st February 2024. The service is available to young people aged 16 to 25 who are homeless or at risk of becoming homeless in Midlothian. The service is delivered from a person centred and trauma informed perspective by a team of project workers who have a background in youth work. During 2024/25 the service supported 89 young people, with 1,202 individual contacts. Notable success include: • 28 young people were provided with support to prevent homelessness. • 41 individuals were supported in accessing and settling in their own accommodation. • 59 young people have been supported in moving into employment, education, or training. Rock Trust have developed positive relationships with 30 other agencies in the Midlothian area to further enhance the support provided to young people. A series of drop-in sessions are also delivered in the area with the aim of further preventing homelessness through early intervention. 3.5. Reducing time in temporary accommodation Since 2019 Midlothian Council has offered households in temporary accommodation the opportunity to have their temporary accommodation converted to a permanent tenancy, where the property is suitable to be converted in this way. This contributes to several positive outcomes including, reducing Page 160 of 356
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OFFICIAL the time spent in temporary accommodation, reducing the number of moves needed before securing settled permanent housing, and enabling for supportive networks within the community to be maintained on a longer-term basis. 655 households have had their accommodation converted in this way since 2019 including 171 in 2024/25. All households who have been in their current temporary accommodation for nine months or longer have been given the opportunity to convert their tenancy in this way or are in accommodation not suitable to be converted. 3.6. Maximising housing options Following the introduction of the Private Residential Tenancy in 2018 local authorities have been able to discharge their homeless duties to this type of accommodation in the same way they can to a Scottish Secure Tenancy. During the early stages of the RRTP Midlothian Council was successful in supporting an increased number of households to secure private rented accommodation and included measures to assist more households including increasing the funding available to secure deposits. In recent years it became proved difficult for households to access the private rented sector due to limited availability of properties that were affordable, with just six homeless cases being closed after securing a Private Residential tenancy in 2023/24. During 2024/25 this number increased to 26 households. During 2024 Midlothian Council recruited a part time Housing Officer to support households in larger properties who were looking to downsize. Since being in post one household has successfully moved to a smaller property that was is more affordable and has an easier to manage garden. The Housing Officer ensured additional support was in place to support the household with practical arrangements for moving etc. This enabled the four-bedroom property to be allocated to a family in need from the waiting list. At present a further five households are being supported in this way. On 26th March 2024 Midlothian Council approved the adaptation of its Mixed Tenure Strategy. The strategy aims to provide more choices to those in housing need through the promotion of a range of mixed tenures to meet the need for affordable homes, actions identified include: • To deliver a range of affordable ownership tenures in partnership with Registered Social Landlords (RSLs). • To support more homes being made available for discounted sale through Golden Share Schemes • To approve the delivery of Mid-Market Rent in partnership with RSLs ensuring preference is given to Midlothian residents in housing need and give further consideration to Midlothian Council directly delivering Mid-Market Rented accommodation. 4. Midlothian Council Rapid Rehousing Transition Plan 4.1. Key objectives Midlothian Council’s original RRTP set out four key outcomes that would achieve the overall vision of the RRTP: Midlothian’s vision for the Rapid Rehousing Transition Plan is that by 2024: “An increased number of homeless households will obtain permanent accommodation, no homeless household will be accommodated in bed and breakfast accommodation, and the average time to complete its homeless duty will have halved from 105 weeks to 52 weeks” It is recommended that Midlothian continues to publish an annually updated RRTP with a revised vision which reflects the achievements made while recognising the challenges currently facing homelessness services. The revised vision for the RRTP is: An increased number of homeless households will obtain permanent accommodation; households will be able to access support to prevent homelessness and sustain their accommodation. Households will spend a reduced amount of time in temporary accommodation, and the average time to complete its homeless duty will reduce to 52 weeks. Page 161 of 356
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OFFICIAL The outcomes identified to achieve this vision are detailed below, it will only be possible to achieve these outcomes if the Council and key stakeholders work in partnership. More details on the proposed actions are provided in Section 4.2. The outcomes and activities will be revised periodically to ensure that the RRTP remains a relevant strategic document. Outcome1: The supply of permanent accommodation for homeless households has increased. Achieving a significant increase in the supply of affordable housing is key to providing homeless households, and others in housing need, with a settled housing outcome as soon as possible. The low supply of affordable housing been the biggest contributor to issues such as length of time taken to close a homeless case and lengthy periods spent in temporary accommodation. It is thought the limited number of available and affordable housing options out with social housing in recent years has further contributed to the rise in homeless applications received since 2022. There has been significant investment in new housing over a sustained period of time in Midlothian. It is important that this investment continues as set out in the Strategic Housing Investment Plan 2025/26 - 2029/30. This investment alone will not be sufficient to deliver the wider aims of the RRTP. It is important to maximise the opportunities to prevent homelessness from occurring, and for homeless households to have access to the widest choice of housing options including improving access to the private rented sector. Outcome 2: Where temporary accommodation is required, it is of a good standard with access to effective support. While Bed and Breakfast type accommodation has not been used by Midlothian Council since 2020 it is important for measures to be in place that ensure there is no risk of using accommodation of this type in the future. Good progress continues to be made to reduce the number of households who have been in temporary accommodation for over two years. To ensure the overall objective of reducing this number to zero, access to permanent accommodation for homeless households will need to continue to increase. To reduce the number of households entering temporary accommodation households must be able to access support to prevent homelessness from occurring. To ensure accommodation meets the needs of homeless households in Midlothian a review of council owned supported accommodation will be completed. Partnership working with other agencies including those from the Health and Social Care Partnership must continue to ensure support needs can be assessed at the earliest opportunity. Outcome 3: Homeless households with support needs are supported to access and maintain permanent accommodation To ensure people who have experienced long term/repeated homelessness with multiple/enduring support needs are supported to live a sustainable way of life, Midlothian Council will continue to deliver up to 20 Housing First tenancies a year. Midlothian Council will continue to work with the Health and Homeless Steering Group to review and improve service provision to maximise opportunities to prevent homelessness and improve outcomes across all services. To deliver comprehensive support to homeless people, effective partnership working practices with other organisations to ensure people’s wider support needs are also addressed alongside housing need. Midlothian Council will develop services to meet the needs of young people who are homeless or at risk of becoming homeless. Including delivering a bespoke youth prevention and support service, housing education within schools, and the Midlothian House Project for young people leaving care. Outcome 4: Housing options and support is in place to prevent homelessness In Midlothian it is important that opportunities for homeless prevention and housing options activities are maximised due to the low supply of social rented housing. Page 162 of 356
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OFFICIAL The Housing Options process begins when the local authority is approached by anyone in housing need. To achieve the aims of the RRTP it is important for people to have access to the widest choice of housing options, at the earliest opportunity. The advice should also cover other circumstances which may not be housing related, such as debt, employment, mediation, and mental health issues. To deliver services effectively it is important that staff delivering the Housing Options service are well trained and provide a person-centred response. As many people may not seek face-face advice in the first instance it is important that housing options advice is available through as many sources as possible, including digitally, and in a variety of locals settings. The RRTP also identifies a need to make greater use of the private rented sector and consider innovative ways to prevent homelessness through a crisis intervention fund. It is important that these initiatives are available to people at the earliest opportunity, and not only those at risk of losing their accommodation in the next 56 days. As the Housing (Scotland) Bill 2024 is progressed through the Scottish parliament Midlothian Council will work with partners to implement the forthcoming duty to prevent homeless and wider duties on relevant organisations to ‘ask and act’ and take reasonable steps to prevent homelessness from occurring. Page 163 of 356
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OFFICIAL 4.2. Action Plan Midlothian Council Rapid Rehousing Transition Plan: Action Plan (Updated August 2024) Outcome 1: The supply of permanent accommodation to homeless households has increased. What Actions are planned Lead Partners Timescale Current indicator 2024/25 Target indicator 2025/26 Resource requirement Comments 1.1 Increase number of Scottish Secure Tenancies allocated to homeless households in Midlothian Midlothian Council, RSLs Ongoing 485 let to homeless households by Council and RSLs 350 let to homeless households by Council and RSLs Existing resources 2021/22 – 343 2022/23 – 405 2023/24 - 430 1.2 Fully implement updated Housing Allocations Policy Midlothian Council, RSLs Ongoing 60.5% 60% lets to homeless households Existing resources Further review due to be completed 2026/27 1.3 Review & Update Housing Allocations Policy Midlothian Council Complete Revised policy in place - Existing resources Review no later than April 2029 1.4 Review nominations agreement with RSLs to ensure homeless households are housed more quickly Midlothian Council RSLs Ongoing - - Existing resources Review completed in 2023/24. Will be kept under ongoing review, as required and when RSL new sites are developed. 1.5 Provide settled accommodation to homeless households in the private rented sector Midlothian Council, Private landlords Ongoing 26 Homeless cases closed after securing private rented accommodation 35 Homeless cases closed to private let. Yes – see page 22 55 in 2022/21, 31 in 2021/22 15 in 2022/23 6 in 2023/24 1.6 Target open market purchases for council housing to areas and property types in demand from homeless households Midlothian Council Ongoing 6 10 purchases SHIP development plan funding Original RRTP target of 80 properties by 2023/24 has been achieved: 2018/19 – 39 2019/20 – 44 2020/21 – 14 2021/22 – 15 2022/23 – 28 2023/24 – 27 2024/25 – 6* Total – 173 *Reflective of reduced funding from the Affordable Housing Page 164 of 356
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OFFICIAL Supply Programme funding for 2024/25 1.7 Reduce the average number of weeks taken to close a homeless case Midlothian Council RSLs Ongoing 61 weeks Average 52 weeks to close a homeless case Existing resources Reducing from 118.1 in 2020/21 2021/22 – 98.7 2022/23 – 78.4 2023/24 – 64 1.8 No homeless household will spend longer than 2 years in Temporary Accommodation Midlothian Council, RSLs Ongoing 171 households had their temporary accommodation converted to a permanent tenancy in 2024/25 All households who have been in their current temporary accommodation for nine months or more have been offered this opportunity, where the property is suitable. All households in temporary accommodation for over 9 months will have been offered the opportunity to have the property converted to permanent housing, where the property type is suitable for this to happen. Existing resources 2019/20 – 189 2020/21 – 52 2021/22 – 51 2022/23 – 53 2023/24 - 139 Page 165 of 356
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OFFICIAL Outcome2: Where temporary accommodation is required, it is of a good standard with access to effective support. What Actions are planned Lead Partners Timescale Current indicator 2024/25 Target indicator 2025/26 Resource requirement Comments 2.1 Ensure no breaches of the Unsuitable Accommodation Order Midlothian Council Ongoing 6 during 2024/25 0 Existing resources 2.2 Reduce the average time spent in emergency family accommodation. Midlothian Council Ongoing 79 days Families will spend no longer than 28 days in emergency accommodation - 2020/21 – 36 days 2021/22 – 34.9 days 2022/23 – 60 days 2023/24 – 65 days The increase since 2022 reflects the increased demand for temporary accommodation from single people with access to children, and the need to prioritise temporary accommodation for that group to prevent breaches of the Unsuitable Accommodation Order. All emergency family accommodation is considered suitable in terms of the Unsuitable Accommodation Order 2.3 Following completion of Jarnac Court complete a review of all supported accommodation to make sure it provides the services and support required Midlothian Council, H+SC Partnership 2024/25 Work undertaken to use an existing supported accommodation facility for women only. N/A Existing resources 2.4 Ensure full compliance with the Temporary Accommodation Standards Framework published in April 2023 Midlothian Council, Third Sector, H+SC Partnership Complete N/A All temporary accommodation, and associated services provided meet the published standards Existing Resources Review currently on going to ensure full compliance as per 2.3 Page 166 of 356
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OFFICIAL 2.5 Improve tenant satisfaction with the quality of temporary accommodation Midlothian Council Ongoing 87.6% 154 Surveys were completed, 134 were either very satisfied or fairly satisfied. 85% Existing resources 2022/23 – 72 surveys completed, 49 (68%) responded as very satisfied or fairly satisfied. 2023/24 – 226 Surveys completed, 209 (92.5%) were either very satisfied or fairly satisfied. Outcome 3: Homeless households with support needs are supported to access and sustain permanent accommodation What Actions are planned Lead Partners Timescale Current indicator 2024/25 Target indicator 2025/26 Resource requirement Comments 3.1 Ensure accommodation and support is available to those in crisis to ensure no rough sleeping occurs in Midlothian Midlothian Council Ongoing % of applicants who slept rough the night before applying 4% % of applicants who slept rough the night before applying 0% Existing resources 2% 2023/24 (Oct to Mar) The increase in 2023/24 results from the introduction of a new IT system which allows for more accurate reporting of this measure. 3.2 Support people with a history of long-term homelessness with multiple/high support needs to access and sustain permanent housing. Midlothian Council, H+SC Partnership Ongoing 20 People supported into accommodation during 2024/25 Up to 20 new housing first tenancies established a year* Yes – see page 22 3.3 Develop an Equally Safe Housing and Homeless policy Midlothian Council Complete - - - Review completed 01/07/2025 3.4 Continue to support improved health and wellbeing outcomes for homeless households through the Health and Homelessness Steering Group Midlothian Council; H+SC Partnership, NHS Lothian Ongoing - - Existing resources The group will continue to review the forthcoming “ask and Act” duties as more details are confirmed following the introduction of the Housing (Scotland) Bill 2024 3.5 Ensure compliance with SHORE standards is maintained. Midlothian Council, H+SC Partnership, SPS Ongoing Percentage of people identified as having no accommodation available on release are Percentage of people identified as having no accommodation available on release are Existing resources A review of procedures for Homelessness Services will be completed in Autumn 2024, to ensure they are fit for purpose and the Council is meeting all statutory duties. Page 167 of 356
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OFFICIAL provided with accommodation on release from prison 100% provided with accommodation on release from prison 100% 3.6 Revise working practices to ensure all individuals seeking Housing Options Advice/Homelessness Assistance are provided with a Personal Housing Plan to ensure early identification of support needs Midlothian Council Ongoing - 100% of individuals seeking Housing Options Advice/Homelessne ss Assistance are provided with a Personal Housing Plan Existing resources Procedures will be fully revised to reflect changes enacted following the recommendations of the Prevention Review Group and incorporate forthcoming duties through ‘Ask and Act’. Outcome 4: Housing options and support are in place to prevent homelessness What Actions are planned Lead Partners Timescale Current indicator 2024/25 Target indicator 2025/26 Resource requirement Comments 4.1 Reduce the number of open homeless cases Midlothian Council, RSLs By 2023/24 715 500 Existing resources *Exceeds original RRTP target of 860 by 2023/24, but an increase from 587 at end of 2022/23 4.2 Ensure people effected by cost- of-living crisis and/or rising energy costs are supported to maximise income and remain in their current accommodation Midlothian Council Third Sector Ongoing - - Cost of Living Task Force Established in June 2022. Council to set up cost of living taskforce | Midlothian Council 4.3 Make better use of the private rented sector by increasing the number of households given assistance to access a deposit. Midlothian Council, Private Landlords Ongoing 6 households provided with deposit assistance 45 Households provided with deposit assistance Yes – see page 22 Reduced from 18 in 2022/23 and 13 in 2023/24 reflective of the challenges accessing the private rented sector described in Section 3. Although demonstrates the preventative approach taken to provide assistance. 4.5 Ensure a person-centred approach is taken to the delivery of all housing options, Midlothian Council, H+SC Ongoing Continued roll out of training. 100% of Homelessness, Housing and Existing resources Page 168 of 356
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OFFICIAL homelessness and tenancy management functions by having a trauma informed workforce. Partnership, NHS Lothian Temporary accommodation officers have received trauma informed training. 4.6 Roll out of the Housing Options Training tool kit to all appropriate staff teams Midlothian Council Ongoing Monitoring of progress embedded in MPM framework for staff from Housing Services All housing staff have completed HO tool kit training Yes – see page 22 All Housing and Homeless staff were provided with access to the tool kit at launch in January 2022. Modules 4, 5 and 6 launched in March 2024. Regular reviews in place to ensure all new staff are given access to the training. The training has also been made available to a number of staff within Communities and Lifelong Learning, and Support Assistants who support Housing Services. 4.7 Continue work with the Edinburgh, Lothians and Borders Housing Options HUB to identify and share best practice across the region, and to ensure joint working on homeless prevention activates. Housing Hub membership areas. Scottish Government Ongoing N/A N/A Existing resources 4.8 Reduce the number of evictions from RSLs following receipt of a Section 11 notice. Liaise with RSLs to develop joint working protocols based on the good practice identified through the North HUB. Develop a recording and monitoring framework to measure the effectiveness of the work Midlothian Council, RSLs 2026/27 Monitoring framework to be developed. Reducing percentage of section 11 notices that result in a homeless presentation. Existing resources Page 169 of 356
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OFFICIAL 4.9 Develop an improved response to Section 11 Notices received from private landlords and mortgage lenders. Develop a recording and monitoring framework to measure the effectiveness of the work Midlothian Council 2025/26 Monitoring framework to be developed Reducing percentage of section 11 notices that result in a homeless presentation. Existing resources 4.10 Develop processes to improve the response to those at risk of being evicted from Council tenancies in Midlothian Midlothian Council H+CP Children and Families Ongoing 7 Households discussed at the forum have been evicted for arrears during 2024/25 Reducing number of evictions that result in a homeless presentation. Existing resources 2 evictions in 2023/24 Review of processes including monitoring of outcomes commenced May 2025. 4.11 Develop pathways to prevent homelessness for groups who are predictably at highest risk of becoming homeless including, ensuring polices reflect the needs of vulnerable groups: • Women and children experiencing domestic abuse. • Young people • Individuals up to the age of 26 who were previously looked after by the local authority • Gypsy/travellers • Individuals with a history of offending • Individuals discharged from hospital or other institutions Midlothian Council 2024/25 Equally Safe Housing and Homeless Policy in place. - 1 FTE Grade 6 officer. See page 22 4.12 Develop partnership working with internal teams and third sector support providers to deliver more effective responses across all services. Midlothian Council, RSLs, H+SC Partnership, Third Sector Ongoing - - Existing resources Working practices will be kept under continued review to ensure the needs of service users are met. Page 170 of 356
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OFFICIAL 4.13 Monitor the effectiveness of prevention activities as set out in Single Midlothian Plan. Midlothian Council Ongoing 20% 55% Existing resources 30% - 2023/24 4.14 Review Housing Advice availability in the Midlothian Council area including: • Review and develop bite sized housing options leaflets • Review housing options content on Midlothian Council website • Ensure housing options advice is accessible in a variety of settings i.e. libraries, GP surgeries, Local Job Centre Plus Midlothian Council Ongoing - - Existing resources 4.15 Ensure staff from a variety of partner agencies have a basic understanding of housing options advice and availability of other services in Midlothian through the delivery of awareness sessions. Midlothian Council, H+SC Partnership Ongoing Four information sessions have been provided to a variety of third sector organisations. Number of Housing/Homeless Sessions delivered per year: 4 Existing resources H&SCP Sessions no longer take place. 4.16 Introduce a revised framework to monitor quality/consistency of decision making and housing options work undertaken to prevent homelessness Midlothian Council Complete - Monitoring framework is in place Existing resources Framework in place new measure to track implementation see 4.17 4.17 Audit 10% of cases to ensure consistency of decision making and provision of housing options advice. Midlothian Council Ongoing NEW 10% of advice cases, homeless decisions & closed homeless cases are audited each month Existing resources Framework in place monitoring to commence Summer 2025. 4.18 Review Mutual Exchange process to improve customer Midlothian 2024/25 - - Existing resources Page 171 of 356
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OFFICIAL journey, reduce staff time processing applications and reduce number of unsuitable applications received. Page 172 of 356
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OFFICIAL 5. Resource plan Table 9 provides an estimate of the resources required to deliver the RRTP in 2024/25. Midlothian Council is confident it will deliver the projects within these costs. However additional resource will be required to deliver projects beyond 2024/25. For this reason, Midlothian Council’s RRTP will be subject to continual review and therefore possible amendment. Table 9: Projected resources required by activity. Activity Resources required 2025/26 RRTP – Coordinator 0.5 FTE (grade 7) £25,315 Crisis Intervention Fund £30,000 Private Rented Deposit Scheme £32,000 1 FTE grade 6 officer £44,174 0.5 FTE Grade 5 officer £19,715 Housing Options Training Toolkit £1,244 Youth Prevention and Housing Support Service £78,037 Total £230,485 6. Monitoring, Equalities and Consultation Midlothian Council provides opportunities for consultation and engagement with tenants and other service users. If you have any comments or queries on the content of this document, please contact the Housing Planning & Performance Section at Midlothian Council for more information. Matthew McGlone Housing Options Development Officer Customer and Housing Services Midlothian Council Fairfield House 8 Lothian Road Dalkeith EH22 3AA matthew.mcglone@midlothian.gov.uk Midlothian Council is committed to ensuring equality of opportunity and combating discrimination through a series of equal opportunities and anti-discriminatory policies. The Council has embedded equalities principles into strategic planning as well as service delivery. Housing policies and services are regularly monitored, reviewed and reported on to ensure that they comply with equalities requirements. Page 173 of 356
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OFFICIAL Midlothian Council carried out an Integrated Impact Assessment when publishing its original Rapid Rehousing Transition Plan to ensure that the needs of all equality strands were considered. This has been reviewed in June 2025. Additional Integrated Impact Assessments have been completed for individual activities. These assessments found no evidence that any direct discrimination will arise from any of the activities. Where relevant Midlothian Council has continued to consult with tenants and service users when developing activities related to this plan. Appendix 1:Rapid rehousing transition plans monitoring report. Page 174 of 356
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OFFICIAL Scottish Government Ending Homelessness Together Fund 2024/25 Monitoring Report Page 175 of 356
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OFFICIAL Rapid Rehousing Transition Plans Monitoring Report Last year we asked all local authorities to provide a written report detailing the outcomes of their rapid rehousing transition plan including how RRTP funding is improving efficiency and achieving value for money. For the 2024-25 return there is an additional question which seeks to understand the mainstreaming of RRTP activity. These questions are designed to identify where RRTP funding has improved outcomes for people experiencing homelessness, to identify best practice and highlight where more support is needed. It is a free text return designed to allow local authorities to capture successes and challenges. We are also seeking anonymised case studies of people who have directly benefitted from the implementation of RRTPs in local authority areas. This information will be used in the consideration of future funding. Please complete this report and include it with the latest version of your RRTP for 2024-2025 and updated EQIA by Friday 3 October 2025 to: RapidRehousingTransitionPlansMailbox@gov.scot. Page 176 of 356
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OFFICIAL Please provide an overview of progress/outcomes since the implementation of your RRTP including anonymised case studies where helpful to demonstrate outcomes. Word guide: approximately 250 words per question. Can you describe how implementation of your RRTP has helped prevent homelessness? Midlothian Council has included several measures within its RRTP which aim to prevent homelessness including: • Establishing a homeless prevention forum – This multi-agency forum discusses households who are at most risk of court action being taken as a result of rent arrears. Organisations who attend the meeting identify opportunities where their service may be able to support people to resolve any issues contributing to the arrears and prevent people being evicted from their Council tenancy. • Homeless Prevention Fund – This is a small discretionary fund staff are able to utilise to prevent homelessness. A small number of people have been provided with assistance through provision of the first months’ rent to secure private rented accommodation and removing the need for temporary accommodation. Others have had some low-level rent arrears paid through the fund enabling them to remain in their current accommodation. Others have had flooring provided to prevent the risk of action being taken as a result of noise complaints. • Housing First – People who have experience of long-term or repeated homelessness with multiple/complex support needs are provided with support to help establish and sustain their tenancy reducing the risk of recurring homelessness. • Expanding the assistance given to help people access the Private Rented Sector. – The budget to assist people to access private rented accommodation through the provision of a deposit was increased in April 2021. At the same time the scheme was expanded to people seeking housing options advice before they were at risk of homelessness. • Midlothian House Project – The project is part of the National House Project and designed to meet the needs of young people leaving care. Providing them with support to prepare for independent living and getting their property ready to become their home. The Midlothian House Project was designed in consultation with the Care Leavers Group and also incorporates activities relating to health and wellbeing, transport and safety, and the involvement of family and friends. Can you describe how implementation of your RRTP has helped speed up the process of rehousing homeless households? Since introducing the initial RRTP Midlothian Council has been able to reduce the average time taken to rehouse homeless households from 106 weeks in 2018/19 to 61 weeks in 2024/25. A variety of RRTP activities have contributed to achieving this including: • A revised Housing Allocation Policy which increased the proportion of lets to those on the homeless list to 60%, encourages homeless applicants to consider an increased number of areas where council housing is more readily available and more property types. Those measures were retained following the most recent review of the policy and approved by Council in March 2024. • Introducing a model of Housing First which provides permanent housing for homeless people with long term or recurring instances of homelessness, whose experience of homelessness is compounded by multiple or complex support needs. • Increasing the supply of council housing in areas where there is the greatest shortfall in meeting demand through the purchasing of properties through the open market, with the support of funding from the Scottish Government More Homes Division. • Trialling a project to work closely with tenants in larger properties who may be looking to downsize for a variety of reasons, with a view to ensuring they are maximising their options and ready to move when alternative accommodation is secured. It is hoped this will make those larger properties available for families on the waiting list in need of this accommodation. • Midlothian Council was able to make good use of the private rented sector during the early stages of the RRTP, with an increased number of homeless households securing this type of accommodation. Due to the lack of available and affordable accommodation in the sector this Page 177 of 356
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OFFICIAL number reduced in 2022/23 and 2023/24. During 2024/25 Midlothian has seen this number increase slightly again. Number of homeless households securing private rented accommodation by year 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 58 39 56 31 15 6 26 How has implementation of your RRTP affected the numbers of households in temporary accommodation and the time spent there? Due to the measures introduced in the RRTP Midlothian Council has successfully reduced the average time spent in temporary accommodation from a peak of 104 weeks in 2020/21 to 45 weeks in 2024/25. Many of the activities referenced as helping to speed up the process of rehousing homeless households also contribute to this. The activities described below provided additional support to reduce the time spent in temporary accommodation. • Since 2019, 539 households have had their temporary accommodation converted to a permanent Scottish Secure Tenancy, included 171 in 2024/25. Reducing the number of moves households need to make before being permanently housed and enabling supportive connections to be maintained in the local community. All those in their current temporary accommodation for nine months or longer have either had their accommodation converted in this way or are in accommodation that is not suitable to be converted. • As part of the RRTP Midlothian Council developed projects to be used as emergency temporary accommodation for families with children and/or a pregnant person in the household. The RRTP set an objective that “families will spend no longer than 28 days in emergency accommodation” due to the increased pressures on temporary accommodation since the introduction of the revised Unsuitable Accommodation Order it has not yet been possible to achieve this target. How has the implementation of your RRTP improved efficiency in the provision of homelessness services? Do you have any examples of demonstrated cost-savings or improved value for money achieved through RRTP implementation e.g. through successful prevention or reducing use of expensive forms of temporary accommodation? As part of its RRTP Midlothian Council committed to improving the quality of temporary accommodation provided to homeless people, including ending the use of bed and breakfast type accommodation. This has been achieved with the last person moving out of B&B in November 2020, the cost of using this type of accommodation in 2019/20 was £526,930. As part of the plan to improve temporary accommodation a new supported accommodation project has been completed with the redevelopment of Jarnac Court in Dalkeith. The project opened in 2022 and provides supported accommodation for 22 households that is of good quality with access to support appropriate to the needs of the individual, including 14 double bedrooms. Residents are able to access two fully fitted kitchens, two communal livings areas, and laundry facilities, a number of bedrooms have en-suite facilities. After opening Jarnac Court older buildings used as temporary accommodation were closed with a combined total of nine rooms. While there is still a considerable cost to providing supported accommodation of this nature, it is far more cost effective than providing accommodation through third party contractors. Delivering Housing First has also provided many efficiencies including, reducing the time spent in temporary accommodation, relatively low levels of rent arrears, reduced levels of re-offending, tenants securing employment. While difficult to evidence the full extent of the cost savings the benefits have been realised across a wide range of partner organisations. Is your local authority on track for making the planned transition to rapid rehousing? If not, what major factors are hindering progress? During the first stages of delivering, it’s RRTP Midlothian Council made significant progress towards achieving many of the key objectives including: • Ending bed and breakfast type accommodation. • Delivering a model of Housing First. • Improving the quality of temporary accommodation provided. • Reducing the number of open homeless cases. Page 178 of 356
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OFFICIAL • Reducing the average time taken to close a homeless case. • Reducing the average time spent in temporary accommodation. • Making sure those facing homelessness are able to access the widest range of housing options available. While much of this progress has continued, it is proving increasingly difficult to sustain for a variety of reasons including: • Continued high demand for homeless assistance in each of the last three years, with 579 applications in 2022/23, 742 in 2023/24 and 725 in 2024/25 in comparison to 441 in 2021/22. 742Increased demand for homelessness assistance in 2022/23 and 2023/24. • The total number of households in temporary accommodation at the end of each period remaining relatively unchanged. • Reduced availability of affordable housing options such as low-cost homeownership and private rented accommodation. Resulting in many households who would have previously sought those options resorting to social housing. • The cost of delivering existing services at the current levels continues to increase, resulting in many of the savings from initiatives such as ending B&B accommodation being used to maintain existing services at their current level. • While some projects such as Housing First have been mainstreamed the continuation of other projects such as the Youth Homelessness Service cannot be committed to beyond the current contracts. Due to increasing costs of delivering services and pressure on other budgets, it will not be possible to commit to the future of RRTP projects without the continuation funding to support RRTP work. Changes to legislation such as the revised Unsuitable Accommodation Order and changes to local connection continue to place additional pressures on homeless services. Including additional properties having to be repurposed as temporary accommodation to avoid breaches and people not happy with the accommodation offered (or not being offered) temporary accommodation by neighbouring Councils. Is your local authority mainstreaming rapid rehousing activity, or does it plan to do so? Is your local authority maintaining a live rapid rehousing transition plan, or is RRTP activity being integrated into another plan, e.g. Homelessness Strategy or Local Housing Strategy? Midlothian Council intends to develop rapid rehousing activities that, wherever possible, can be mainstreamed at the earliest opportunity. The current intention is to deliver these activities through a Rapid Rehousing Transition Plan that is reviewed on a regular basis. This will be reviewed after a review of Customer and Housing Services with a Homelessness Strategy being developed after this review has concluded. Page 179 of 356
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OFFICIAL Details of funding recipient Local authority Midlothian Council Reporting period 01/04/2024 to 31/03/2025 Reporting officer Matthew McGlone Position Housing Options Development Officer Date completed 04/08/2025 Total RRTP funding carried over from 2023-24 £272,107.86 RRTP funding received for 2024-25 £120,000 RRTP spend 2024-25 £149,307 Total RRTP funding carried over to 2025-26 £248,534 Housing First Housing First tenancies Provide a short brief overview of your progress and any obstacles to progression of Housing First in your area. During 2024/25 a further 20 new Housing First Tenancies were created in Midlothian. Of those 13 were people newly accepted into the project and 7 for existing Housing First tenants who were moved to an alternative property. In total 81 people have been accepted for Housing First since its launch in June 2020. While 28 tenancies have ended for a range of reasons there have been no evictions from a Housing First tenancy in Midlothian. There are 5 people who remain in their Housing First tenancy who are no longer actively receiving support from the support provider, and a further 18 in the ‘step-down’ stage receiving a reduced level of support. Of the 81 people accepted for Housing First 21 are female. Midlothian Council has ensured a multi-agency approach is taken to the delivery of Housing First with a range of partners being able to make referrals to properties which become available. Housing First partners Provide detail of all Housing First partners who are supporting the delivery of Housing First. Midlothian Council - Housing Services - Rents/arrears - Revenues (processing Scottish Welfare Fund applications) Page 180 of 356
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OFFICIAL - Justice - Children and Families - Joint Mental Health Team Care Support Scotland Change Grow Live Health in Mind Health and Social Care Partnership Mid & East Lothian Drug and Alcohol Partnership East and Midlothian Women’s Aid Allocation spent on Housing First 2024/25: £ SG RRTP funding Local authority funding Other - £81,638 - Impact of Housing First: Any evidence of the impact of Housing First including anonymised case studies where appropriate Some examples of the positive impact of Housing First are summarised below: • A male residing in supported temporary accommodation was accepted for housing prior to entering a 12-week residential rehab programme. We were able to ensure the rent for their Housing First tenancy was paid for the period he was in rehab using the Homeless Prevention Fund. Support workers were able to apply to the Scottish Welfare Fund and make arrangements for the property to be furnished prior to leaving rehab, enabling the person to move directly into their tenancy removing the need for a further placement in temporary accommodation. • Several people accepted for housing first have been supported to set up a tenancy and engage with a range of services including Social Work and are now able to have overnight access to their children which would not have been possible before. • A number of people accepted for housing first have engaged with the support provided to access and sustain either full or part time employment. With ongoing support provided to ensure rent and other accounts are managed successfully. Future spend planned on this activity in 2025/26: £ SG RRTP Funding Local Authority funding Other - £80,000 - Page 181 of 356
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OFFICIAL Future plans for Housing First : Provide detail of the future of Housing First delivery in your local area, including timescales and progress towards Housing First being the default option for people with multiple and complex needs experiencing homelessness. Midlothian Council has taken steps to fund the delivery of the Housing First support service from the Homelessness Budget for the duration of the current contract. While this means Housing First is not dependant on external funding for the duration of the contract it has only been possible to fund the service at the pre-existing level. This means the capacity of the service to accept new referrals is limited and dependant on existing tenants exiting or reducing the level of support required. Page 182 of 356
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Midlothian Council Tuesday 21 October 2025 Item No 8.6 Midlothian Council’s Housing Services Assurance Statement 2025 Report by Kevin Anderson, Executive Director Place Report for Decision 1 Recommendations Council is recommended to approve the Annual Assurance Statement (AAS) attached at Appendix 1 for submission to the Scottish Housing Regulator by 31 October 2025 and authorise the signing off by the Cabinet Member for Housing. 2 Purpose of Report/Executive Summary To comply with the Scottish Housing Regulator’s (SHR) Regulatory Framework, the Council must approve and submit an AAS each year providing assurance that it is meeting legislative and regulatory standards for social housing in Scotland. This report explains the Regulatory Framework and appends an Assurance Statement for approval by Council. The AAS confirms the Council fully meets the SHR required standard and outcomes. Following Council approval, the AAS will be published on the SHR and Midlothian Council’s websites. Date 24 September 2025 Report Contact: Claire Douglas, Housing Services Manager 0131 271 6685 Email: Claire.Douglas@midlothian.gov.uk Page 183 of 356
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3 Background 3.1 The Housing (Scotland) Act 2010 sets out the requirement for a Scottish Social Housing Charter (SSHC) and the statutory objectives, functions, duties and powers of the SHR. 3.2 The SSHC sets the standards and outcomes that all social landlords should aim to achieve when performing their housing activities. The SHR monitors, assesses and reports on the SSHC. The SHR’s statutory objective is to safeguard and promote the interests of current and future tenants, people who are homeless, factored owners and Gypsy/Travellers. Scottish Social Housing Charter November 2022 - gov.scot (www.gov.scot) 3.3 A Regulatory Framework sets out the approach to regulation. Regulatory Framework | Scottish Housing Regulator The SHR monitors, assesses, reports and intervenes (as appropriate) in relation to Scottish social landlord performance and housing activities. The SHR implemented a revised Regulatory Framework on 1st April 2024, following a consultation process. The previous framework remains, requiring all social landlords to submit an AAS providing assurance that their organisation complies with the relevant requirements of Chapter 3 of the framework. Updates include, a new provision allowing the SHR to request explicit assurance on specific issues withing the AAS, an enhanced emphasis on landlords listening to tenants and service users and clarified definitions of regulatory status to better indicate non-compliance situations. 3.4 As the governing body, Midlothian Council is required to approve Midlothian Council’s Housing Services Assurance Statement annually, provided at Appendix 1, and an Annual Assurance Statement of Compliance, provided at Appendix 2. 3.5 All Scottish social landlords are required to report performance to the SHR annually through the Annual Return on the Charter (Midlothian Council submitted this in May 2025) and an annual report to tenants. 3.6 During 2024/5 SHR reviewed and compared the data for all local authorities from the Scottish Government’s national homelessness statistics and the Annual Returns on the Charter. The SHR also spoke with all local authorities to gather further information and assurance about their homelessness services. Midlothian’s Engagement Plan 2025/26 details: • how people access the homelessness services provided by Midlothian; the provision of temporary accommodation by Midlothian to people who are homeless; and • outcomes for people who are homeless. • Compliance with Electrical Safety Requirements for all homes. 3.7 Midlothian Council has a statutory responsibility to anyone threatened with or experiencing homelessness. Midlothian Council has existing scrutiny and performance structures in place to ensure assurance can Page 184 of 356
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be given that housing services are delivered in accordance with legislation, regulatory standards and best practice guidance. Midlothian Council can give assurance in compliance with all of the statutory obligations, including The Homeless Persons (Unsuitable Accommodation) (Scotland) Amendment Order 2017. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no additional resource implications related to this report. 4.2 Digital None 4.3 Risk There are no risk implications related to this report. The evidence bank combines reports, policies, advice and information which the Council monitors and oversees on an ongoing basis through the year to provide continuous evidence that our landlord duties are compliant and assurance with safety requirements. 4.4 Ensuring Equalities (if required a separate IIA must be completed) An IIA is not required as there are no people implications. 4.5 Appendices Appendix 1 – Annual Assurance Statement Appendix 2 – Annual Assurance Statement Assessment of Compliance Page 185 of 356
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Delivering housing services in accordance with legislation, regulatory standards and best practice guidance contributes to reducing the gap in health outcomes and economic circumstances. Improving the quality of life for Midlothian’s citizens and safeguarding housing assets for future generations. 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 AAS supports the delivery so that tenants and other customers receive services that provide best value for money for the rent and other service charges they pay. We continue to secure continuous improvement in performance while maintaining an appropriate balance between quality and cost. A.5 Involving Communities and Other Stakeholders Information sharing and consultation takes place with the Midlothian Tenants Panel. The AAS will be made available on the Council’s website along with the SHR’s Landlord Performance Report and Engagement Plan. A.6 Impact on Performance and Outcomes The SHR requires all social landlords to submit an AAS providing and evidencing assurance. Page 186 of 356
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A.7 Adopting a Preventative Approach Not applicable. A.8 Supporting Sustainable Development Not applicable. Page 187 of 356
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Corporate Solutions Place Directorate Midlothian Council Midlothian House 40-46 Buccleuch Street Dalkeith Kevin Anderson EH22 1DN Executive Director Place Midlothian Council Assurance Statement 2025 Midlothian Council confirms to its tenants and the Scottish Housing Regulator that it complies with its duties, obligations and responsibilities placed on landlords set out in Chapter 3 of the Scottish Housing Regulatory Framework. This includes that we: • Achieve all the standards and outcomes set out in the Scottish Social Housing Charter for tenants, people who are homeless and others who use our services; • Comply with our statutory and legal obligations related to housing and homelessness, equality and human rights and tenants and resident safety. I can confirm I have considered sufficient evidence, which consists of a bank of reports; policies; advice and information which the Council monitors and oversees on an ongoing basis to provide continuous evidence and which to the best of my knowledge and belief, gives assurance of compliance with the Regulatory Framework. We approved our Annual Assurance Statement at the Council meeting held on 21/10/2025. Signed: Date of Signing: Councillor Stuart McKenzie, Cabinet Member for Housing Services Page 189 of 356
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Appendix 2 Assured Scottish Housing Regulator (SHR) - Annual Assurance Statement (AAS) Assessment of Compliance SHR Requirement Status Evidence Action Prepare an AAS in accordance with published guidance, submit it to the SHR between April and 31st October each year, make it available to tenants and other service users. Council Report and Appendices. The ASS is published on the Council website and can be provided inother formats as requested - http://www.midlothian.gov.uk/info/917/housing/323/housing_strategy_and_pe rformance. Complete and publish future annual statements as required. Notify the SHR during the year of any material changes to the assurance on our AAS. We are reporting the Electrical Installation Condition Report (EICR) figures monthly to the SHR. The Council provides the SHR with regular performance information and updates on areas for improvement identified in the Council's Engagement Plan. Officers meet annually with SHR. Governance of the Assurance Statement Executive Director for Housing has weekly meetings with the Cabinet Member for housing for governance and performance reporting purposes and the Chief Officer of Place has quarterly meetings. Once a year we hold a housing briefing session for elected members. We also participate in the SHN benchmarking and annual presentation. Regular meetings held with the Cabinet Member for Housing to ensure compliance with the requirements and standards and space to disclose areas to improve. Quarterly housing reports and monthly performance indicators. Local hub meeting for benchmarking against other landlords. Internal audits. Feedback from our customer complaints/requests. Risk register. Estates Safety and Maintenance group. Building Maintenance Service restructure. Whistleblowing policy. Scottish Housing Network events. Business Continuity Plan. Have assurance and evidence that we are meeting all our legal obligations associated with housing and homelessness services, equality and human rights, and tenant and resident safety. We work in partnership with Police Scotland and the Scottish Fire and Rescue Service on tenant and resident safety (e.g. joint fire safety inspections, Multi Agency meetings and community initiatives). Our Gas team supported by contractors carry out gas repairs and servicing. Asbestos is managed through current procedures and allocated to an asbestos contractor. All lifts are serviced regularly, timescales are depending on type and age. Water Hygiene testing is carried out as required. We have implemented a new record for Electrical Safety tests, increasing compliance for EICRs. Our accommodation stock meets the needs of the households. We have a planned programme of works to ensure to ensure that properties are maintained to the required standards and compliance in Gas Safety; Water Hygiene; Asbestos Safety and dampness & mould being met. Full compliance of all EICs are anticipated in October 2025. Notify the SHR of any tenant and resident safety matters which have been reported to or are being investigated by the Health and Safety Executive, or reports from regulatory or statutory authorities, or insurance providers, relating to safety concerns. No health and safety matters have been required to be reported to the Health and Safety Executive in the last 12 months. Make our Engagement Plan easily available and accessible to our tenants and service users, including online. The Council's current Engagement Plan is published on the Council website at http://www.midlothian.gov.uk/info/917/housing/323/housing_strategy_and_pe rformance Register all requirements for providing data to the SHR with the Information Commissioners Office as the purpose for which they are acquiring data under the Data Protection Act 2018 We comply and submit information as required. Submit an Annual Return on the Charter to the SHR each year in accordance with the SHR published guidance. The Annual Return was completed and submitted in April 2025. Published on the SHR website. Page 191 of 356
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Involve tenants and, where relevant, other service users, in the preparation and scrutiny of performance information. We must: agree our approach with tenants; ensure that it is meaningful - that the chosen approach gives tenants a real and demonstrable say in the assessment of performance; publicise the approach to tenants; ensure that it can be verified and be able to show that the agreed approach to involving tenants has happened; involve other service users in an appropriate way, having asked and had regard to their needs and wishes. Funding is provided to support tenant participation and engagement. Feedback from homeless service users has shaped the Council's Rapid Rehousing Transition Plan in respect of further transforming services. The Tenant Participation and Customer Engagement Strategy 2024-27 sets out the framework for tenant scrutiny opportunities and is available on the Council's website at https://www.midlothian.gov.uk/downloads/file/5233/tenant_participation_stra tegy_2024-2027 Tenant Participation Officer. Ongoing tenants walkabouts, forums, community meetings & consultations continue to ensure tenants and service users views are heard and inform priorities for the Housing Service development. Also Tenants day event held on 1st July 2025. Report our performance in achieving and progressing towards the Charter outcomes and standards to our tenants and other service users. We must agree the format of performance reporting with tenants, ensuring that it is accessible for tenants and other service users, with plain and jargon free language. There are a range of ways tenants can engage with the Housing Service to discuss performance and influence the format and design of the annual performance report. The annual performance report is provided to tenants and is available on the Council's website at http://www.midlothian.gov.uk/info/917/housing/323/housing_strategy_and_pe rformance Information is included in newsletters and available online and promoted via social media channels. When reporting our performance to tenants and other service users we must: provide them with an assessment of performance in delivering each of the Charter outcomes and standards which are relevant to the Council; include relevant comparisons - these should include comparisons with previous years, with other landlords and with national performance; set out how and when we intend to address areas for improvement; give tenants and other service users a way to feed back their views on the style and form of the reporting. In addition to published quarterly performance data reported to the Performance, Review and Scrutiny Committee, the annual performance report provides a comparison with other councils based on the Scottish Housing Network's peer group system. The report compares the Council's performance with the Scottish average and if performance has improved or deteriorated over the previous year. A narrative is provided highlighting key points and identifies areas for improvement. Annual Return on the Charter(ARC) data, SHN benchmarking data, Homelessness statistics. Annual Newsletter https://www.midlothian.gov.uk/download/downloads/id/5254/midlothian_ council_annual_performance_report_2023-24.pdf Make the SHR report on our performance easily available to our tenants, including online. The current SHR report is available on the Council's website at http://www.midlothian.gov.uk/info/917/housing/323/housing_strategy_and_pe rformance The tenant newsletter provides information on how to access the SHR reports and published on the Council's website. Have effective arrangements and a policy for whistleblowing by staff and elected members, which it makes easily available and which we promote. The Council's Whistleblowing Policy was last reviewed 17th August 2018. Details are available for staff on the Council's intranet site. Policies in respect of fraud, corruption and bribery are also available to members of the public on the Council's website and staff undertake mandatory eLearning training. Concerns can be reported by telephone and email. https://www.midlothian.gov.uk/forms/form/57/en/report_a_possible_crime_fr aud_or_similar_concern Make information on reporting significant performance failures, including the SHR leaflet, available to tenants. A link to the SHR website is available on the Council's website at http://www.midlothian.gov.uk/info/917/housing/323/housing_strategy_and_pe rformance The tenant newsletter provides annual reminder information on reporting significant performance failures. Provide tenants and other service users with the information they need to exercise their right to complain and seek redress and respond to tenants within the timescales outlined in our service standards, in accordance with guidance from the Scottish Public Services Ombudsman (SPSO). Leaflets are available in Council buildings used by members of the public and referred to in written and verbal communications as appropriate with customers. The complaints process is highlighted at the new tenant settling-in visit undertaken within the first 4-6 weeks of tenancy start date. The complaints handling process is available on the Council's website (and link provided on the front page of the website) at https://www.midlothian.gov.uk/info/670/have_your_say/132/complaints_proce dure. The tenant newsletter will provide annual reminder information on the complaints handling procedure. The tenants handbook also provides details. Information on how to contact the regulator if dissatisfied with services is available on housing pages on the Council Website. We record and close complaints timeously on the complaints database, which holds templates outlining Stage 1 and Stage 2 and how to escalate to the SPSO appropriately. Page 192 of 356
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Ensure we have effective arrangements to learn from complaints and from other tenant and service user feedback, in accordance with SPSO guidance. Complaints performance data is considered at the Housing Services monthly performance review meeting attended by senior officers. This includes details of complaints received, outcomes and lessons learned where service failures are identified and remedial action is taken to improve service. Housing Services complaints data is reported to the Council's Cabinet and the Performance, Review and Scrutiny Committee. Mandatory eLearning training on Customer First and Complaints handling is undertaken by all staff to ensure they have the necessary skills, knowledge and confidence. A Council wide complaints system has was launched April 2023. Complaints and opportunities to learn from failures in the services are discussed at team meeting and as part of individual performance monitoring as necessary. There are a range of methods to communicate/complain and our communications are regulalrly reviewed to consider different methods as they become available. Through the tenant satisfaction survey the information gathered allows us to plan how better to communicate with tenants, Have assurance and evidence that we consider equality and human rights issues properly when making all of our decisions, in the design and review of internal and external policies, and in day to day service delivery. The Council's Equality Plan 2021-25 commits all services to meeting the requirements of equalities legislation and promoting an equal opportunities culture. This report and other reports is published on the Council's website at https://www.midlothian.gov.uk/download/downloads/id/4197/midlothian_equ ality_plan_2021_-2025.pdf The Council's Integrated Impact Assessment (IIA) tool is used to ensure the consideration of equality and human rights issues and the impact of decisions on those with protected characteristics. All new and existing housing policies and procedures are considered as part of a wider scope in the IIA, including socio-economic inequality, health inequality, human rights, environmental and sustainability matters. The Council's Equality/Diversity Officer is consulted when new policies, plans, strategies are being reviewed, renewed or developed though the IIA process. This helps to ensure that the needs of all our customers are met. The Council meets its legal requirements in respect of the corporate reporting. Equalities considerations are a standing item for consideration in all Council Reports being considered by Elected Members and the Corporate Management Team. The Council's Equality / Diversity Officer delivers appropriate training to the staff teams regarding equality and diversity awareness and IIA toolkit and guidance. Undertake discussions with the Council's Engagement Officer and Midlothian Peoples Equality Group, which is a group that represents all the protected characteristics, to establish arrangements to encourage feedback on future policies, plans, strategies. The Council are currently developing a new equality plan. To comply with these duties, we must collect data relating to each of the protected characteristics of our existing tenants, new tenants, people on waiting lists, governing body members and staff. We must also collect data on protected characteristics for people who apply to us as homeless and those who live on our Gypsy / Traveller site. Midlothian Council collects data relating to protected characteristics for the specified groups. Housing application and Homelessness applications. In September 2023 transferred all of our data to a new Housing Management system which records protected characteristics in line with Data protection regulations. Page 193 of 356
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Midlothian Council Tuesday 21 October 2025 Item No 8.7 Edinburgh and South East Scotland City Region Deal (ESESCRD) Annual Report 2024 - 2025 Kevin Anderson, Executive Director Place Report for Noting 1 Recommendations Council is recommended to note the Edinburgh and South East Scotland City Region Deal (ESESCRD) Annual Report 2024-2025. 2 Purpose of Report/Executive Summary 2.1 This report summarises the key findings on the appended City Region Deal Annual Report as approved by the City Region Deal Joint Committee on 5 September 2025. 2.2 The City Region Deal Programme Management Office produces an annual report each year to assess how effectively the City Region Deal is progressing towards its overall vision and inclusive growth outcomes for the city region. This Edinburgh and South East Scotland City Region Deal Annual Report covers the seventh year of the 15-year programme (August 2024 to July 2025). 2.3 The report provides a comprehensive overview of the City Region Deal, including: a Financial Statement for 2024-25; progress summaries for each project and programme; and expected milestones for the coming year. Seven case study videos demonstrate the tangible benefits the Deal's projects and programmes are delivering for people across the region. Date 19 September 2025 Report Contact: Kevin Anderson, Executive Director Place Kevin.Anderson@midlothian.gov.uk Page 195 of 356
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3 Background 3.1 The Annual Report for 2024/25 is an overall progress report for the City Region Deal programme between 1 August 2024 and 31 July 2025. The Financial Statement covers the financial year 2024/25. 3.2 The report reveals substantial progress across all projects and programmes delivered through the City Region partnership. All projects have now advanced to Implementation or Delivery phases, with the exception of the A720 Sheriffhall programme, which remains under consideration by the Scottish Government as they review objections alongside the independent Reporter's conclusions and recommendations from the Public Local Inquiry before completing the statutory decision-making process. 3.3 Despite ongoing cost inflation affecting some project budgets, delivery timelines remain on track across the portfolio. Budget performance is also strong, with all projects operating within acceptable parameters except for the Easter Bush Link Road, which continues to be managed through established governance procedures. 3.4 The report shows significant progress across all projects and programmes within the City Region Deal. While cost inflation continues to affect the budget of some of the projects which are in delivery, all projects are considered to be within acceptable time parameters and all but one project is considered to be within acceptable budget parameters. 3.5 It contains a City Region Deal overview, Financial Statement, a short summary of progress on each project and programme and expected milestones to be achieved in the next year. Seven case study videos showcase the tangible impact of the Deal’s projects and programmes, demonstrating how investments are directly improving lives, creating opportunities and strengthening communities across the region. There is also an update on the Regional Prosperity Framework Delivery and Benefits Realisation. 4 Implementation Stages • 1 project in Stage 1 (Define) implementation not yet begun (unchanged from 2024) • 8 projects in Stage 2 (Implement) business cases approved by Joint Committee and currently being implemented (9 in 2024) • 15 projects in Stage 3 (Deliver) implemented and working towards objectives (14 in 2024) Page 196 of 356
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Time Performance: • 16 projects on target for completion or completed on time (Green) (unchanged from 2024) • 7 projects moderately delayed but within acceptable range, with management action in place (Amber) (unchanged from 2024) Financial Performance: • 17 projects in sound financial health or completed within budget (Green) (18 in 2024) • 4 projects financially stable with low to moderate concerns (Amber) (3 in 2024) • 1 project with moderate to high financial concerns (Red) (unchanged from 2024) £41.9 million of Government money was drawn down in the 2024/25, with £37.9 million on Capital projects and £3.9 million on the Revenue programme. 5 Key achievements 5.1 Key achievements in the last 12 months, highlighted in the report include: • The launch of the Strategic Sites Programme Prospectus in October 2024; • The shortlisting of the Regional Prosperity Framework at the Scottish Public Service Awards in December 2024; • The topping out ceremony at the Edinburgh Innovation Hub in December 2024; • The publication of the second edition of the Social Business Directory in March2025; • The official opening of the Edinburgh Futures Institute in April 2025; • The official opening of the Usher Institute in June 2025; • The approval of the Blindwells Strategic Outline Business case in June 2025; • The launch of the South East Regional Delivery Alliance Knowledge Hub in June 2025. 5.2 As well as delivering on the projects in the Deal, the annual report demonstrates that the Governance structure, established to manage City Region Deal activity, has also enabled effective and strong regional partnership working on important cross-regional activities, including: Page 197 of 356
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• Developing Next Generation Deal proposals and sharing these with Governments; • Developing the ESES Regional Innovation Action Plan in partnership with Innovate UK and Scottish Enterprise and launching the plan in March 2025; • Developing business cases for projects identified in the Regional Prosperity Framework Delivery Plan, and when funding has been made available, progressing these into delivery; and • Continuing to develop ESES Communities portal to assist with delivering community benefits across the programme. 6. Midlothian Local Impact 6.1 Edinburgh & South East Scotland Regional Delivery Alliance The South East Regional Delivery Alliance (SE-RDA) was established in 2024 to support the delivery of new build affordable housing through aggregating demand, promoting higher performing homes towards net zero carbon, enabling more efficient procurement utilising off site construction and knowledge sharing. The City Regional Deal South East Scotland Annual Report 2024-25 highlighted benefits of this approach including: • Increased quantity of homes: 24% increase in unit numbers compared to target site density for Pilot 3. • Reduced design team costs: A cost saving of £765 per unit for design team fees for the feasibility and preconstruction phases of Pilot 3. • Performance: 35% reduction on space heating performance, calculated through University of Edinburgh's Interim evaluation of Pilot 1. • Knowledge Hub Launch – https://www.se-rda.org.uk/ was launched in June 2025. This online resource holds key documents that are intended to streamline the delivery of affordable housing projects. Midlothian Council is participating in the SE-RDA with one site listed in the South East Regional Housing Pipeline. 6.2 Key housing investment areas in Midlothian that are being supported through the City Region Deal include: • Supporting a 10-year affordable housing programme across the region with Scottish Government grant funding. • Supporting local authority borrowing and share financing risk of infrastructure delivery for key development sites. • Provision of a £50 Million housing infrastructure fund of predominantly private sector loans to be spent on projects that will unlock housing in strategic development sites across the region. • Collaborating to develop innovative approaches which increase the use of offsite construction methods. • Establishing a council-owned regional housing company to deliver mid-market and private rented sector housing (City of Edinburgh Council’s Edinburgh Living). Page 198 of 356
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6.3 Integrated Regional Employability and Skills (IRES) Programme Impact The IRES programme is a change programme dedicated to advancing regional labour market policy and practice to drive inclusive growth. Through its seven themes, the IRES programme has established an extensive network of partners and providers including six local authorities, educational institutions, private enterprises, and non-profit organisations. Together, the network collaborates to share expertise and resource whilst leveraging economies of scale to address the complex skills demands crucial for the region’s growth. 7 Report Implications (Resource, Digital and Risk) 7.1 Resource There is no financial impact relating directly to this report. The Financial Statement shows that £41.9 million of Government money was drawn down in 2024/25, in line with the financial plan. 7.2 Digital Not applicable 7.3 Risk Not applicable Page 199 of 356
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7.4 Ensuring Equalities (if required a separate IIA must be completed) An IIA is not required 7.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – ESESCRD Annual Report Page 200 of 356
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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 City Region Deal Benefits Realisation Plan (BRP) was approved on 4 September 2020. This incorporates indicators that align with the Scottish Government’s Inclusive Growth Framework. The impact on equalities, human rights and sustainability will also be measured A.5 Involving Communities and Other Stakeholders Seven case study videos demonstrate the tangible benefits the Deal's projects and programmes are delivering for people across the region. A.6 Impact on Performance and Outcomes A Benefits Realisation Measurement Framework was approved by Joint Committee in March 2023, and six-monthly updates on benefits realisation are scheduled. Annual updates are programmed for each of the five themes which demonstrate the progress of projects in terms of sustainability and inclusion. Page 201 of 356
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A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Inclusion and sustainability are key drivers for the City Region Deal. Business cases for projects included demonstrate how they will reduce inequalities and tackle the inclusion challenges specific to the city region. Page 202 of 356
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Appendix B – ESESCRD Annual Report 2024-2025 Full Report - https://esescityregiondeal.org.uk/s/ESES-CRD-Annual-Report-24-25.pdf Interactive version City Region Deal – Annual Report 2024 – 2025_FINAL Page 203 of 356
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ANNUAL REPORT 2024 – 2025 Page 205 of 356
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2Annual Report 2024 – 2025 Contents Executive Summary 3 1. Forewords 7 2. City Region Deal Overview 11 3. Financial Statement 16 4. The Deal – summary of progress 19 5. Benefits Realisation Update 68 6. Regional Prosperity Framework 73 7. The Year Ahead 80 8. Contacts and Further Information 81e Page 206 of 356
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3Annual Report 2024 – 2025 Executive Summary Key Achievements £3bn of Gross Value Added to the City Region, Scottish and UK economy. More than 1000 local businesses suported by deal activites. Over 22,000 job opportunities created or supported by City Region Deal activities. Over 550 apprenticeships and internships supported. 100% of our government funding was utilised for 24/25. City Region Deal construction projects retain over 75% of labour and of spend locally. Over 124,000 students have completed data courses. Over £100,000 donated to regional good causes. DDI Driven Innovation projects have secured over £360m in research funding. Our skills programme has leveraged an additional £11m of funding. Page 207 of 356
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4Annual Report 2024 – 2025 Executive Summary Timeline Oct 2024 ESES City Region Strategic Sites Programme launched Dec 2024 Regional Prosperity Framework shortlisted at the Scottish Public Service Awards Dec 2024 Topping out ceremony at Edinburgh Innovation Hub Mar 2025 Second edition of the Social Business Directory published Mar 2025 ESES Regional Innovation Action Plan launched May 2025 Next Generation Deal proposal shared with Governments Apr 2025 Official opening of Edinburgh Futures Institute Jun 2025 Official opening of Usher Institute Jun 2025 Outline business case approval for Blindwells strategic site Jun 2025 Launch of Regional Delivery Alliance Knowledge Hub Page 208 of 356
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5Annual Report 2024 – 2025 Executive Summary Video Highlights A showcase of the diverse and innovative initiatives supported by the Edinburgh and South East Scotland City Region Deal, featuring the people and organisations behind the projects, their delivery partners across the region, and those who are benefiting. City of Dunfermline Strategic Growth Through the Housing Infrastructure Fund, Dunfermline will see enhanced transportation infrastructure, reducing congestion, improving connectivity and making commuting more efficient and environmentally friendly. New schools, parks, and community amenities will enhance quality of life and support a vibrant, inclusive community. Dunfermline’s strategic growth will benefit the local area and contribute to the broader regional and national economy. Supporting Individuals at Risk of Homelessness Through close collaboration with NHS Lothian, the DataLoch team has improved the data underlying the Cyrenians InReach service that supports individuals at risk of homelessness. By allowing address data to be updated more accurately and reliably every month – which hadn’t been possible previously – the latest information about emergency-accommodation locations allows Cyrenians to better prioritise where they focus their efforts. SE-RDA: Affordable Housing The South East Regional Delivery Alliance (SE-RDA) was established in 2024 to support the delivery of new build affordable housing through aggregating demand, promoting higher performing homes towards net zero carbon, enabling more efficient procurement and knowledge sharing. Tweedbank Expansion Expansion at Tweedbank is delivering premium business space through the Borders Innovation Park, while the adjacent Lowood Estate is one of the city region’s seven strategic sites, delivering much-needed housing. This is attracting inward investment, strengthening local businesses, and tackling inequality by providing quality employment and affordable housing. The site is well-connected via the nearby Borders Railway terminus. Fife Industrial Innovation Investment The Fife Industrial Innovation Investment (i3) Programme is a £58 million, ten-year programme delivered by Fife Council with funding support from the Edinburgh and South East of Scotland City Region Deal. The investment delivers new business premises and immediately available serviced employment land. These are located within existing business clusters in mid and south Fife, adjacent to the M90 and A92 growth corridors. Page 209 of 356
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6Annual Report 2024 – 2025 Executive Summary Granton Waterfront Regeneration Over the next 10-15 years, the Granton Waterfront regeneration programme will create a new residential-led mixed-use community, home to around 8,000 people on Edinburgh’s waterfront. It will deliver around 3,500 net zero carbon homes, a low carbon heat network, a primary school, a health centre, commercial and cultural space and a new coastal park. Data Skills Gateway Pathways and Progression The partnership between Data Education in Colleges and the third sector is embedding clear progression pathways for learners. Access to Industry shares how this collaboration has enabled them to offer new SQA accredited data skills courses, creating opportunities that previously didn’t exist for their learners. We also hear from students themselves, as they reflect on their journeys into further and higher education and employment, demonstrating the transformative impact of these pathways in helping them reach their full potential. CTTS Telecoms Academy Programme The pilot CTTS Telecoms Academy was launched in the Scottish Borders, providing entry-level telecoms training to six local jobseekers. Previously only available in the South of England, this new centre aims to support Scotland’s telecoms workforce through upskilling while also creating opportunities for local jobseekers. Following the pilot’s success, CTTS has expanded training delivery across the region and beyond. Page 210 of 356
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7Annual Report 2024 – 2025 1. Forewords The Edinburgh and South East Scotland City Region Deal is delivering exceptional results. Now worth over £1.6 billion, it generates the greatest additional investment of any Scottish city region or growth deal. The programme is driving economic growth, enhancing critical infrastructure and creating sustainable communities, while ensuring benefits reach all parts of the region. To date, it has created over 22,000 job opportunities and delivered more than 5,500 homes and supported over £2.8 billion in Gross Value Added. These achievements reflect the strength of our regional partnership, which brings together six local authorities, four universities, six colleges, and the Regional Enterprise Council in a coordinated approach to regional development. The official openings of the Usher Institute and the Edinburgh Futures Institute were particular highlights last year. The Usher Institute brings together researchers, healthcare professionals to address population health and social care challenges and to position Edinburgh and South East Scotland as a global leader in data-driven health innovation. The Edinburgh Futures Institute is one of the largest interdisciplinary teaching institutes in the United Kingdom and, working with industry government and the third sector, seeks to develop new solutions to major global issues. The Edinburgh Innovation Hub adjacent to Queen Margaret University will be operational in November. Fife’s flagship Industrial Innovation Investment (i3) programme has delivered new facilities and serviced sites in three locations. The new office building opposite Tweedbank Railway Station built in the first phase of the Borders Innovation Park is fully occupied. It hosted the Joint Committee meeting in June which approved Phase 2 of the programme. The award-winning Integrated Regional Employability and Skills Programme continues to deliver transformational outcomes across the region, supporting over 8,300 individuals into employment and delivering over 127,000 skills improvements. This programme is essential in ensuring that everyone can benefit from the opportunities created by the Deal and is critical to the region’s future prosperity and inclusive growth. Innovation is crucial to addressing our existing challenges, adapting to new ones and ensuring we can continue to grow the economy. Councillor Jane Meagher Convener, Edinburgh and South East Scotland City Region Deal Joint Committee Councillor Jane Meagher Page 211 of 356
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8Annual Report 2024 – 2025 To address the rapid population growth in the region, we have developed a Strategic Sites Investment Prospectus. As well as being a fundamental human right, housing cannot be divorced from economic policy. Building sufficient homes will benefit workforce mobility, reduce inequalities, drive productivity growth and deliver a huge economic return. The Regional Innovation Action Plan that partners developed jointly with Innovate UK and Scottish Enterprise can drive inclusive growth through its focus on skills, innovation and entrepreneurship. Greater detail about each project in our deal can be found in Section 4 of this report, and seven new case-study videos have been produced to highlight the positive impact that projects are having on our residents’ lives. We are in active discussions with the Scottish and UK Governments on how best to build upon the success of the City Region Deal and to enable the region to address delivery challenges and accelerate growth. Our Regional Prosperity Framework Delivery Plan focuses on four delivery programmes: housing delivery; implementing the Regional Innovation Action Plan; skills; and transformational regional transport and net zero infrastructure. I want to thank all our partners, stakeholders, and community members who have contributed to these achievements and to driving inclusive growth for everyone across the Edinburgh and South East Scotland City Region. Page 212 of 356
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9Annual Report 2024 – 2025 1. Forewords It has been a great pleasure to see the excellent progress made in Year 7 of the Edinburgh and South East Scotland City Region Deal. The Regional Enterprise Council (REC) was formed in November 2018 to advise the Deal’s decision-making body, the Joint Committee, on the delivery of projects across the city region and to encourage further investment opportunities. We work directly with the Joint Committee and Elected Member Oversight Committee, representing businesses, social enterprises, and community groups to make sure the Deal delivers real benefits for everyone. REC members bring a broad range of experience, expertise and wide networks to best represent business, social enterprise and wider third sector across the city region. Over the past year, REC members have visited the Edinburgh Futures Institute and Usher Institute, both of which formally opening during the period. We visited these alongside the National Robotarium and the Dunard Concert Hall construction site. These are all major projects that have only been possible through partnership working and joint funding, and they will bring significant benefits to people across the region. We encourage anyone interested in the Deal to watch the case study videos embedded in this annual report, which bring the projects to life. The Data Driven Innovation Hubs continue to surpass expectations on all their targets for Talent, Research, Adoption, Data, and Entrepreneurship “TRADE” and the Regional Innovation Action Plan launched in March 2025 will help to coordinate future innovative activity across the region. The City Region Deal is supporting the delivery of the Fife Industrial Innovation Investment (i3) programme. In the past year, new business units have opened in three locations, including Levenmouth Business Park, which is now occupied with a range of business tenants. The Deal investment and recently opened Levenmouth Rail link have created a particularly strong catalyst for the local area and region. The REC also look forward to the completion of the Edinburgh Innovation Hub this November. Located next to Queen Margaret University, it will provide lab and office space for small and medium businesses in life sciences and food & drink sectors, creating opportunities for existing and new businesses. Inclusive Growth is a key part of the Deal. In January, universities and colleges across the region signed the Community Wealth Building pledge, committing to: • Support local SMEs through procurement • Strengthen community-based ownership and resilience • Promote fair employment practices and accessible career pathways The REC previously helped develop the Regional Prosperity Framework vision as well as shape the related Delivery Framework in 2023. We are pleased to see the ongoing attention given to evaluation and review, with a refreshed plan under development. Neil McLean Vice Chair, Regional Enterprise Council Garry Clark Chair, Regional Enterprise Council Page 213 of 356
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10Annual Report 2024 – 2025 We have previously stated that the Integrated Regional Employability and Skills (IRES) programme represents the red blood cells in the City Region Deal, carrying oxygen to the rest of the programmes. IRES has already far exceeded its overall targets at the six-year point of the eight-year programme. The REC commend the work taking place producing propositions for the continuation of the IRES programme for the full 15 years of the Deal and intend to play our part in developing these and important work on a second generation ESES City Region Deal to build on the successes to date. Page 214 of 356
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11Annual Report 2024 – 2025 2. City Region Deal Overview Status of Projects and Finances The Edinburgh and South East Scotland City Region Deal is now a £1.6 billion, 15-year programme aimed at driving productivity and reducing inequalities through five key themes: Research, Development and Innovation £964 million Integrated Regional Employability and Skills £32 million Transport £156 million Culture £114 million Housing £313 million Integrated Regional Employability and Skills (IRES) activity spans across the whole City Region and is integrated into all projects. Research, Development and Innovation Transport Culture Strategic Housing Sites This map shows where the projects are located across the region Page 215 of 356
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12Annual Report 2024 – 2025 2. City Region Deal Overview The City Region Deal projects are listed in the Table below. More detail on the projects, including their current status in Section 4. Table continues overleaf Table 1: Status of Programmes and Projects – July 2025 Theme/Programme/Project Location (Expected) Business Case Approval Stage On Time? On Budget? Edinburgh International Data Facility Edinburgh/Midlothian Dec 18 3. Deliver Bayes Centre City of Edinburgh Dec 18 3. Deliver National Robotarium City of Edinburgh Dec 18 3. Deliver Edinburgh Futures Institute City of Edinburgh Mar 19 3. Deliver Usher Institute City of Edinburgh Sep 19 3. Deliver Easter Bush (Road) Midlothian Mar 21 2. Implement Easter Bush Midlothian Mar 21 3. Deliver Edinburgh Innovation Park (Food and Drink Innovation Hub) East Lothian Jun 21 2. Implement Fife Industrial Innovation Investment Fife Mar 19 2. Implement Borders Innovation Park Scottish Borders Mar 19 2. Implement Integrated Knowledge Systems Cross-Regional Jun 19 3. Deliver Labour Market Analysis and Evaluation Cross-Regional Jun 19 3. Deliver Integrated Employer Engagement Cross-Regional Jun 19 3. Deliver Intensive Family Support Cross-Regional Mar 19 3. Deliver Data-Driven Innovation Skills Gateway Cross-Regional Mar 19 3. Deliver Housing and Construction Infrastructure Skills Gateway Cross-Regional Mar 19 3. Deliver Workforce Mobility Cross-Regional Jun 19 3. Deliver Research, Development and Innovation Integrated Regional Employability and Skills Cross-Regional Dec 18 Page 216 of 356
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13Annual Report 2024 – 2025 Theme/Programme/Project Location Business Case Approval Stage On Time? On Budget? Transport West Edinburgh City of Edinburgh Jun 24 2. Implement A720 (Sheriffhall Roundabout) Edinburgh/Midlothian TBC 1. Define Culture Dunard Centre City of Edinburgh Mar 22 2. Implement Regional Housing Programme Cross-Regional Sep 19 (work prog report) Affordable Housing Programme Cross-Regional N/A 3. Deliver N/A N/A Seven Strategic Sites Cross-Regional Winchburgh: Aug 18 Dunfermline: Jun 21 Others TBC 2. Implement Regional Delivery Alliance Cross-Regional N/A 2. Implement N/A Housing Company Cross-Regional N/A 3. Deliver 2. City Region Deal Overview The City Region Deal projects are listed in the Table below. More detail on the projects, including their current status in Section 4. Table 1: Status of Programmes and Projects – July 2025 RAG Status Definition – Timeline Definition – Budget Mitigation Progressing in line with Implementation Plan or complete. Project is in sound financial health. No significant financial concerns. Spending largely in line with profile. No mitigation required Moderate Delay. Project is financially stable. Some low to moderate financial concerns. Spending is for the most part in line with profile. Project team must have actions in place for improvement. Project should be closely monitored by senior management and relevant boards. Delay is significant. Project has some moderate to high financial concerns. Significant conerns with slippage. Project team must have actions in place to establish a strategy to urgently address issues, with oversight from senior management and relevant boards. Stage no. Definition 1. Define Business case being developed, and not yet approved by Thematic Board and Joint Committee. 2. Implement Business case has been approved by Thematic Board and Joint Committee, and is being implemented. In a capital project, this may be construction; for skills projects this may be establishing a course or system. 3. Deliver Project is in place and benefits realisation framework to assess if it is achieving its objectives. 4. Legacy Project has resulted in mainstreaming or improvements to business as usual (impact) that is generated beyond the funded period. T: Timeline B: Budget Project Stages Page 217 of 356
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14Annual Report 2024 – 2025 2. City Region Deal Overview Stages As of August 2025: Time and Budget are considered to be financially stable, but with some low to moderate financial concerns (amber score) 4Projects are considered to be on target to be completed on time (green score) or have been completed on time 16Projects Deliver, which means that the project has been implemented and is working towards delivering its objectives 15Projects are in Stage 3 Implement, which means that the project’s business case has been approved by Joint Committee and is in the process of being implemented 8 Projects are in Stage 2 Define, which means that the project’s business case is yet to be completed 1Projects are in Stage 1 are delayed, but considered to be within an acceptable range, with management action in place to address the issue (amber score) 7Projects are considered to be in sound financial health, with spending largely in line with profile (green score) 16Projects considered to have some moderate to high financial concerns (red score) 1Project Page 218 of 356
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15Annual Report 2024 – 2025 2. City Region Deal Overview Governance The City Region Deal has a comprehensive governance structure as shown below. This is summarised in the diagram below. There is more detail on the Boards and Groups in Section 3 of the Deal Document: Functioning Governance UK GOVERNMENT TRANSPORT SCOTLAND STRATEGIC PLANNING OFFICER GROUP SCOTTISH GOVERNMENT ADVISE DECIDE DELIVER Joint Commitee Executive Board Elected Member Oversight Cttee Regional Enterprise Council Directors’ Group HE/FE Group Finance Directors’ Group Transport Appraisal Board DDI Operational Board Culture Board (longer term) Housing Board QMU Food & Drink Innovation Fife i3 Borders Innovation Park Integrated Regional Employability/ Skills Board Six DDI Projects IMPACT Project Board Housing Partners Group Seven IRES Projects West Edinburgh and Sheriffhall Projects MC SBC WLCCEC ELC FC Page 219 of 356
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16Annual Report 2024 – 2025 3. Financial Statement This City Region Deal identifies new and more collaborative ways that partners will work with UK and Scottish Governments to deliver change to the city regional economy. The Governments will jointly invest £600 million over the next 15 years and regional partners committed to adding in excess of £700 million, overall representing a deal worth £1.3 billion. Since the Deal was signed, partner investment projections have increased by over £200m. As a result, the value of the Deal is now £1.6 billion. A summary of the City Region Deal total over a fifteen-year period is shown in the Table 2. and regional partners adding in excess = £1.3 billion £700 million Table 2: Edinburgh and South-East Scotland City Region Deal Financial Summary The Governments will jointly invest over 15 years £600 million £1.6 billion Deal Value worth Partner investment projections have increased £200 million Table continues overleaf Project SG (£m) UKG (£m) Partner Capital (£m) Partner Revenue (£m) Total Funding (£m) Bayes Centre 2.2 30.3 12 48.4 92.9 Borders Innovation Park 15.0 0.0 14.1 0.0 29.1 Easter Bush 1.3 16.1 27.3 19.2 63.8 Easter Bush Link Road 0.0 10.9 57.1 0.0 68.0 Edinburgh Futures Institute 2.2 55.7 145.7 130.0 333.6 Edinburgh Innovation Hub 1.4 28.6 27.6 0.0 57.6 Edinburgh International Data Facility 0.7 78.9 2.7 36.7 118.9 Fife i3 Programme 35.0 0.0 23.5 0.0 58.5 National Robotarium 1.4 21.0 0.0 0.0 22.5 Usher Institute 0.7 48.5 22.0 47.4 118.7 Total Research, Development & Innovation 60.0 290.0 332.0 281.7 963.6 Dunard Centre 10.0 10.0 94.0 0.0 114.0 Total Culture 10.0 10.0 94.0 0.0 114.0 Integrated Regional Employability & Skills Programme 25.0 0.0 0.0 11.2 36.2 Total Integrated Regional Employability & Skills 25.0 0.0 0.0 11.2 36.2 Page 220 of 356
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17Annual Report 2024 – 2025 3. Financial Statement Project SG (£m) UKG (£m) Partner Capital (£m) Partner Revenue (£m) Total Funding (£m) A720 Sheriffhall Roundabout* 120.0 0.0 0.0 0.0 120.0 West Edinburgh Public Transport Improvement Programme 20.0 0.0 16.0 0.0 36.0 Total Transport 140.0 0.0 16.0 0.0 156.0 New Housing Partnership – Edinburgh Living** 15.0 0.0 248.0 0.0 263.0 Housing Infrastructure Fund** 50.0 0.0 0.0 0.0 50.0 Total Housing 65.0 0.0 248.0 0.0 313.0 Grand Total 300.0 300.0 690.0 292.9 1,582.8 *Includes £120m for Sheriffhall roundabout to be delivered by Transport Scotland. ** Funding issued by Scottish Government (Housing). Partner contribution of £248m relates to CEC on-lending. Page 221 of 356
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18 3. Financial Statement The City Region Deal Financial Summary for the period of April 2024 to March 2025 is set out in Table 3. Table 3: Edinburgh and South-East Scotland City Region Deal 2024/25 Total expenditure for the year amounted to £41.9 million with on capital projects £37.9 million and on the revenue programme £3.9 million 2024/25 Cumulative (2018/19 - 2024/25) Project CRD Expenditure (£m) CRD Expenditure (£m) CRD Expenditure as % of Funding Bayes Centre 0.0 32.5 100% Borders Innovation Park 0.2 3.0 20% Easter Bush 0.0 17.4 100% Easter Bush Link Road 0.5 2.0 18% Edinburgh Innovation Hub 20.7 25.3 84% Edinburgh Futures Institute 0.0 57.9 100% Edinburgh International Data Facility 10.1 75.4 95% Fife i3 Programme 5.7 25.5 73% National Robotarium 0.3 22.5 100% Usher Institute 0.0 49.2 100% Total Research, Development & Innovation 37.6 310.7 89% Dunard Centre 0.0 12.1 60% Total Culture 0.0 12.1 60% Integrated Regional Employability & Skills Programme 3.9 19.7 79% Total Integrated Regional Employability & Skills 3.9 19.7 79% A720 Sheriffhall Roundabout* 0.0 6.4 5% West Edinburgh Public Transport Improvement Programme 0.3 0.7 3% Total Transport 0.4 7.1 5% New Housing Partnership – Edinburgh Living** 0.0 15.0 100% Housing Infrastructure Fund** 0.0 0.0 0% Total Housing 0.0 15.0 23% Grand Total 41.9 364.6 61% *Scottish Government funded. Transport Scotland taking forward scheme delivery. ** Funding issued by Scottish Government (Housing). Across the Deal programme, £364.6 million of the £600 million government funding has been drawn down to March 25. This includes funding issued by Transport Scotland and Scottish Government Housing Department. Page 222 of 356
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19 4. The Deal – summary of progress This section summarises the themes, programmes and projects within the City Region Deal. It details the progress that has been made in line with the Implementation Plan. Quarterly performance reports are shared between the Project Management Office (PMO) and Governments throughout the year and are published at each Joint Committee meeting. This section summarises the themes, programmes and projects within the City Region Deal. It details the progress that has been made in line with the Implementation Plan. Page 223 of 356
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20Annual Report 2024 – 2025 4. The Deal – summary of progress Data-Driven innovation The Data-Driven Innovation (DDI) initiative is a 15-year, £661 million investment and innovation programme launched in August 2018. It secured £270 million in capital funding from the UK and Scottish Governments as part of the Edinburgh and South-East Scotland City Region Deal. The initiative developed a network of six hubs bringing together academic disciplines and external partners to solve some of the world’s most pressing issues. The hubs connect private, academic, and public organisations to foster innovation opportunities around technology and data. For researchers and innovators, this presents an opportunity to benefit from the scale and resources of large organisations through collaboration, while delivering economic and social benefits in the regions where they reside and work. The hubs are based at the University of Edinburgh and Heriot-Watt University and contribute 55,000 square metres of innovation space to the city region. Critically, they also provide a focus for increased collaboration across Higher Education Institutions in the region, as evidenced by the joint leadership of the National Robotarium, based at Heriot-Watt University, as well as partnership working with Further Education Colleges, aligned to the Data Skills Pathway. Over the past year, DDI has concluded its investment phase, with two final Hub headquarters completed. The Edinburgh Futures Institute has been transformed from the Victorian Royal Infirmary building on Lauriston Place into a centre for modern- day contagion of ideas and dialogue around real-world challenges. It is home to a suite of interdisciplinary centres, external partners, Bayes Centre Edinburgh International Data Facility Easter Bush Agritech Hub Usher Building Page 224 of 356
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21Annual Report 2024 – 2025 4. The Deal – summary of progress new companies, and students. The new Usher Building has also opened; based in Edinburgh’s BioQuarter Health Innovation district, this Institute brings together specialists working at the intersection of data, health, artificial intelligence, social care and public health. A key goal for this past year was ensuring the six hubs work together to maximise their impact as a single outward-facing DDI ‘platform’. By leveraging this innovation platform, the University has enhanced the capacity of the institution and the city region to drive inclusive economic growth, share experience and knowledge, and avoid competition over external engagement. DDI’s key performance indicators are based on Talent, Research, Adoption, Data, and Entrepreneurship (TRADE). The most recent verified KPIs were signed off by University of Edinburgh Court in June 2025. This marked a successful year for CPD (Continuing Professional Development) and MOOC (Massive Open Online Courses) programmes under the Talent stream, representing 89% of DDI’s total activity to date. The programme has now exceeded its end target by 130%. £160 million in research activity was recorded with a 24% increase compared with 23/24. The initiative delivered £589million of activity in total, which represents 60% of DDI’s total research target. In the Adoption stream, £73.9 million income was generated, exceeding the end of programme target by 35%. Finally, DDI supported 47 early-stage data- centric companies in the first half of 24/25, and has surpassed its end of programme target by 42%. The programme has also exceeded its follow-on funding targets by 311%. Edinburgh Futures Institute National Robotarium Page 225 of 356
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22Annual Report 2024 – 2025 4. The Deal – summary of progress This year, the Bayes Centre has welcomed nine new companies to its community, including three international companies who have chosen it as their location for their UK base, taking the number of Members and Partners to 37. Several academic collaborations with companies based in Bayes have focused on local and societal impact. These include: using data science & AI to improve cycle routes in Edinburgh; track endangered Scottish seabirds; and monitoring biodiversity through birdsong. By the end of Q3, Bayes had led two and supported 13 strategically significant R&D and consultancy projects across the College of Science & Engineering, achieving an expected income of £9.2 million, far exceeding its target of £1.2 million. Working with Schools from the College of Science and Engineering, Edinburgh Futures Institute and Edinburgh Law School, the Bayes Centre established a new programme of Space Bridges Courses, to bridge the gap in key short to medium space workforce skills in partnership with Fife College and on behalf of the UK Space Agency. This saw 145 enrolments onto the five university-led courses which focussed on helping people progress or transition into careers within the space sector and for professionals working alongside the sector. Bayes continued to increase its support for entrepreneurial activity at the university and across the region supporting 90 founders, startups and scale ups across entrepreneurial programmes and events: the Venture Builder Incubator; AI Accelerator; and EIE25. The AI Accelerator cohort 8 Photograph by Stewart Attwood The Venture Builder Incubator cohort 5 Photograph by Neil Hanna Research, Development and Innovation Page 226 of 356
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23Annual Report 2024 – 2025 4. The Deal – summary of progress Headline achievements in the past year • The Bayes Centre hosted its largest ever Academic and Industry Meeting Day (AIMDay) with over 100 delegates participating in discussing 25 industry challenges. Five of these challenges went on to successfully secure up to £10,000 of EPSRC project funding each. • EIE returned this year, bigger and better, showcasing emerging innovation and companies from Scottish Universities to a unique audience of 276 investors, founders and members of the Scottish tech ecosystem. By co-hosting the event with Tech Tour Growth Deeptech 25, EIE25 brought together 120 global investors with 42 deep tech startups and scaleups from across Europe. • A new self-paced online course was launched for professional services staff at the University of Edinburgh on Generative AI. In the first two months, over a 1000 staff enrolled to upskill and became familiar with using GenAI to support their work. Research, Development and Innovation Next milestones Strategic added value • Introduction of the Bayes Lounge, including e-zone, to the Bayes Centre building. The public access ground floor extends opportunities to external partners including founders, investors, companies, mentors and ecosystem builders to seamlessly engage with university teams working in entrepreneurship, enterprise and commercialisation alongside academics. • InnoConnect funding of £50,000 enabled nine companies of various sizes, to access interdisciplinary expertise and specialist research facilities at the university to support the growth and innovation of their business. Due Date Milestone Q2 25/26 Venture Builder Incubator (VBI) is partnering with Techscaler, funded by the Scottish Government, to grow VBI into the national tech incubator for Scottish Universities. The ambition is to support up to 20 additional researchers or postgraduate students, from any Scottish University, to start or grow their tech business. By Q2 25/26, the cohort will include researchers and postgraduate students from at least four other universities in Scotland. Q4 25/26 Redesign, write and launch an updated version of the flagship online Data Science MSc with a development focused on a coherent curriculum that emphasises careers and practical applications of Data Science. The programme will begin recruiting students to start in September 2026. Q4 25/26 Introduce opportunities for new industry and public sector organisations to hold their Away Day at Bayes, to curate bespoke away days at the university with specific input from an academic on a themed topic. Five away days will be held by Q4. Q4 25/26 Bayes community to be grown to 45 co-located organisations and/or units, including Student Enterprise and other University units with a presence in the building, maximising their visibility and collaboration across University Schools. Page 227 of 356
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24Annual Report 2024 – 2025 4. The Deal – summary of progress The Easter Bush Agritech Hub, continues to leverage world-class research and commercialisation facilities to establish itself as a global leader in Agritech excellence, fostering collaboration between researchers and companies. Experts are utilising data to advance genetics and health innovations in agricultural science and business, as well as initiatives and novel systems designed to enhance production traits and other factors within food systems. Investment in Engineering Biology and Aquaculture capabilities has been secured, capitalising on strengths in data innovation. In the past year, a new DNA encoding method has been developed at the Hub, further aiding data- driven research and enhancing data insights and impact. With the recent appointments of Maria Forlenza and Nick Wade to the aquaculture team, aquaculture offerings have been strengthened and expanded to include both genetic and immunological capabilities. This development has enabled the Hub to join industry alliances focused on tackling disease resistance within the sector and secure a prosperity partnership with a key local industry partner. The DDI investment is transforming the scale and impact of agricultural technology, both in teaching and entrepreneurship. A new online data-driven breeding postgraduate programme has been approved, trained policymakers on the future of farming science, while Animal Health, Agritech, and Aquaculture (A3) companies continue to attract significant equity funding for their next stages of growth. The Agritech Hub fosters an interactive community that brings together researchers and industry participants. This is exemplified by the Industrial Doctoral Landscape Award application this year, where 23 companies formed a consortium to support 21 PhD studentships with the Roslin Institute, ensuring the delivery of essential skills for the bio-economy. Additionally, an A3 company is leading a large UK consortium initiative with DEFRA. Research, Development and Innovation Page 228 of 356
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25Annual Report 2024 – 2025 4. The Deal – summary of progress Headline achievements in the past year 1. Securing leverage strategic investment of over £5 million from the BBSRC, Roslin Foundation and Bill and Melinda Gates Foundation to strengthen the Engineering Biology for Animals and Food Systems via a new Engineering Biology Hub. 2. Strengthened and in the process of expanding the aquaculture offer with a wide range of industry alliances and partnerships: £8.5 million for Prosperity Partnership with Mowi; forming Industry Alliance to protect oyster production; contributing to Genome Map for Mussels; undertaking research vital for aqua industry; and helping industry to improve Mussel productivity. 3. New data methods and data-driven research that increase insight and impact: • Experts examine DNA changes that shaped life on Earth. • DNA encoding method aids data-driven genetics research. • Genetic insights inform manta ray conservation 4. Gene-edited technology developed by Roslin Scientists making pigs resistant to a virus has now been approved for use in food supply in USA – demonstrating the impact of the hub’s research on food production. 5. Spinout Rhizocore Technologies Ltd won £1 million to lead a consortium focused on tackling agricultural pollution. Roslin Innovation Centre continues to support companies to secure funding to grow their business: Cytomos; Dyneval; Betabugs and Raygonal. Research, Development and Innovation Next milestones Due Date Milestone Ongoing Continue to take a leadership role in the animal component of UK Engineering Biology initiatives through the newly established engineering biology hub for precision breeding in animals. Collaborate effectively with the engineering biology hub for health, also located at the University of Edinburgh, to strengthen partnerships with other UK institutions and industry partners. This collaboration will significantly enhance the precision breeding capabilities, ensuring that the region remains at the forefront of agricultural science and innovation. Ongoing Maintain the goodwill established within the Roslin Innovation Centre consortium, which includes 23 industry and public bodies supporting 21 studentships. This will help foster collaborative initiatives beyond the initial studentships. Additionally, aim to expand the consortium through industry-focused events. Ongoing Enhance the aquaculture capabilities on campus to support the growing activity in this area, which will include investing in specialised equipment for disease-resistant aquaculture. Ongoing Advance plans for a new veterinary first opinion practice to provide the next generation of veterinarians with a learning experience tailored for the future. This practice will ensure greater access to first opinion clinical practice materials for teaching students and, importantly, offer a dedicated programme focused on the financial and practical business skills necessary for graduates to thrive. This initiative will also expand access to first opinion facilities in the Midlothian area and facilitate increased outreach and research opportunities. Page 229 of 356
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26Annual Report 2024 – 2025 4. The Deal – summary of progress Edinburgh Futures Institute (EFI) aims to ensure that the next generation of technologies are developed and used with social good and human flourishing at their core, baking in solutions rather than running to catch up with unintended consequences. This is done by connecting technical expertise with an understanding of human culture and society, forging partnerships beyond academia, offering a futures- focussed portfolio of training and education, and providing a space where new ideas are incubated, interrogated and translated into real-world impact. Research at EFI is characterised by being radically interdisciplinary, impactful and in partnership. EFI supports innovation by bringing together diverse disciplines, communities, and data-driven approaches to co-create solutions for societal and global challenges. While working across all disciplines in the university, a strong concern with the human and the social is central to the work with technology. Undergraduate and postgraduate students at the EFI work with practitioners on live projects focussed on the great global challenges. Open and bespoke executive education opportunities equip professionals at all stages of their careers with skills and understanding across technical capabilities, ethical considerations and practical applications. Co-location and convening is central to the EFI’s mission. With more than 300 people from over 50 organisations working in the building alongside students, researchers and academic colleagues, EFI convenes and catalyses cross-sector conversations and collaboration to enable newly integrated solutions. EFI engages the public in its work through its events programme, website and podcasts, ensuring an understanding of what it does and how it contributes to the city, region and world. Research, Development and Innovation Performers from In the Shadow of Tomorrow from EFI’s Making Waves events season Photo: Chris Scott The Edinburgh Seven Tapestry at EFI Photo: Chris Scott Molly Danter from Scottish Dance Theatre and the CoSTAR Realtime Lab team work together to blend live performance with virtual production Photo: Alan Richardson Page 230 of 356
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27Annual Report 2024 – 2025 4. The Deal – summary of progress Headline achievements in the past year • Official opening of the building in April 2025 by the Chancellor of the University, Her Royal Highness The Princess Royal. Attendees included Scottish, UK and local government representatives alongside those involved in building and working in the Edinburgh Futures Institute. • Fourth Creative Tech Gathering brought together over 140 creative tech and data- driven innovation practitioners from across the creative industries to share, network, showcase their work and explore innovation within creative technology. • Centre for Net-Zero High Density buildings based at EFI, with a £4.5 million funding boost from UK Research and Innovation (UKRI), launched in May 2025. The Centre aims to transform the way urban buildings (tenements, flats, and commercial properties) are designed, retrofitted and maintained so that they are more energy- efficient, affordable to heat, and sustainable for future occupants. • Compassion in Financial Services Hub launched to help develop a more inclusive, sustainable and compassionate financial system. Early work includes an innovative partnership with Young Scot to re-imagine and redesign financial products and services for young people that not only meet their needs but also have a positive impact on communities and the planet. • Appointment of new Director for the Edinburgh Futures Institute and the creation of a refreshed vision which shows the ambition to support the economic development ambitions of the DDI network more broadly, through EFI’s distinctive mandate around marrying development with social and human good. Research, Development and Innovation Due Date Milestone Q2 25/26 Develop a plan for new incubator programme to support and accelerate DDI contribution to economic development. Q3 25/26 Undertake a holistic review of education portfolio. Q4 25/26 Develop the futures-focused professional education portfolio in human-centred and socially responsible technology. Q4 25/26 Develop specific plans to scale research ambition in key flagship areas where EFI has early success. Next milestones The Futures Institute has developed a new vision for 2025-26 with the following key objectives: Strategic Added Value As part of the UKRI-funded CoSTAR network and in partnership with Abertay University, Code Base and Chroma Developments Limited, the Realtime Lab at First Stage Studios, Edinburgh is a collaborative space for industry leaders, creative visionaries, and researchers to explore virtual production. Looking at the integration of real-time and AI technologies, this lab is a hub for experimenting with dynamic interactive experiences. Connected through the Realtime Cloud Lab to the facilities at Abertay University, it will open doors for Scotland’s creative professionals, providing them with next-generation production technologies to experiment and push the boundaries of their work. Resources are accessible through various open programmes, allowing companies and creatives to test, develop, and refine their ideas. Page 231 of 356
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28Annual Report 2024 – 2025 4. The Deal – summary of progress Edinburgh International Data Facility (EIDF) Achieving the aims of the DDI initiative requires a powerful, high-capacity, and flexible data infrastructure capable of responsive and secure delivery of an ever-expanding range of complex and bespoke data and analytical services. These activities also demand a level of service (e.g., resilient to the loss of power, redundancy of equipment to mitigate the impact of sudden failures) that is not normally required for research computing applications and was not supported by previous facilities. The Edinburgh International Data Facility (EIDF) City Region Deal investment was made up of four complementary components: • EIDF computer room: a new high resiliency computer room (CR4) at the EPCC’s Advanced Computing Facility in Midlothian, to complement the pre- existing three computer rooms, focused on supercomputing system provision for research users; • Data and software Infrastructure: the underlying Data Science Cloud computing and data infrastructure to support the DDI initiative. As part of this component open source, and paid-for advanced data analytics, compute and other software infrastructure is being deployed; • Internet of Things (IoT) Service: a regionally focused IoT network is being deployed across the City Region area, supporting both school-pupil engagement, as well as wider research and industry development; • Regional Data Haven: the capacity for a regional data repository, with data provided by City Region Deal Partners, created to support a smart data generation infrastructure, aligned to work at a national level, such as Research Data Scotland, COG-UK, the Smart Data Foundry, and the Regional Health DataLoch Service. Research, Development and Innovation Archer2 Advanced Computing Facility from the air Nvidia H100 AI Processors Apollo Server (housing GPU Processors) Page 232 of 356
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29Annual Report 2024 – 2025 4. The Deal – summary of progress Headline achievements in the past year EIDF’s focus in 2024/25 was to upgrade existing services to meet the growing demand and to provision storage solutions that enable easy integration of these services. Upgrades included: a major software upgrade; 160 units added to the EIDF GPU Service; an upgrade to the latest Cerebras hardware (doubling its capacity); adding 144 GPUs to the Safe Haven Services to meet the rising demand for AI research and innovation on sensitive data held in Trusted Research Environments. This enabled the EIDF to act as a regional AI Factory. EIDF received 11 (up 30% from last year) applications for access each month, which included a steady stream of regional companies, and some from wider afield, seeking access to EIDF expertise and resources. The target of five out of six City Region Deal Local Authorities signing up to a full deployment of the IoT in Schools Service was also achieved. The first year of the NERC-funded Soprano eco-acoustic EdgeAI research project was completed, which is using the Internet of Things Service network during development. This has already generated four further collaborative projects working with the Bat Conservation Trust, Forest Research and the Natural Capital Ecosystem Assessment Programme, the James Hutton Institute and, locally, the Pentland Land Managers Association. View all EIDF services. Research, Development and Innovation Date Delivered Milestone Aug 24 Launched EIDF Edge to enable EIDF projects to host research web services from EIDF Virtual Desktops. Aug 24 IoT in Schools Memorandum of Agreement with Fife Council in place. Sep 24 Added 144 A100 NVIDIA GPUs to the Safe Haven Services. This was to meet the demand for AI research and innovation on sensitive data in Trusted Research Environments. Oct 24 Launched EIDF Gitlab service to enable EIDF projects to collaborate on source code and project management globally. Jan 25 IoT in Schools Memorandum of Agreement with Midlothian Council in place. Feb 25 IoT in Schools Memorandum of Agreement with The City of Edinburgh Council in place. Mar 25 Major upgrade to EIDF Cerebras Service from two CS-2 units to four CS-3 units. This was to enable research with even larger Large Language Models, reducing energy use. Mar 25 Added SteatoSITE as the eighth Safe Haven to be hosted through EPCC Safe Haven Services. The focus of this Trusted Research Environment is on Nonalcoholic Fatty Liver Disease in partnership with industry. Mar 25 EIDF Engagement Manager started. They will increase use of EIDF and improve service offerings. Post is fully funded by HPE. Page 233 of 356
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30Annual Report 2024 – 2025 4. The Deal – summary of progress Research, Development and Innovation EIDF maintains its focus on enhancing engagement and collaboration with our DDI partners while expanding our services to ensure sustainability into the future. In the coming year an EIDF Container Registry Service will be introduced – a digital storage space for users’ software packages. Data science tutorials will also continue to be developed. To provide users, and EPCC, with a clear understanding of operational costings, an updated system of cost estimates based on expected usage, will be implemented. EPCC will also be undertaking a series of targeted EIDF events and activities to foster community interaction and support the ongoing refinement of EIDF services to meet user needs. This approach has proven successful to date. EIDF will collaborate with DDI hubs, coordinating activities to enhance service offerings and attract further users and partners. This collaborative environment will extend service capabilities to ensure they align with client requirements and evolving industry demands. Such synergy is crucial to maintain EIDF’s position as a key player in advancing regional Digital, AI, and Data expertise. The IoT Programme will complete its rollout of the IoT in Schools service to all schools within the City Region Deal local authorities that have signed up to the service. It will also commence engagement with local authorities in the region regarding the long-term continuation of the IoT in Schools service. Finally, the activity in support of preparing the Advanced Computing Facility as the hosting location for the UK’s next National Supercomputing Service, as announced in the Spending Review, has been re-started. In addition, EPCC was announced as the first UK National Supercomputing Centre in the Compute Roadmap in July. Work to support the delivery of this and to support the actions set out in the UK Government’s Artificial Intelligence (Al) Opportunities Action Plan, particularly around access to AI compute infrastructure, are being undertaken. Date Delivered Milestone Apr 25 IoT in Schools Memorandum of Agreement with Scottish Borders Council in place. Apr 25 Major upgrade to the GPU Service to incorporate features requested by users. Added 80 NVIDIA H200 and 80 H100 NVIDIA GPUs to bring the total GPUs in EIDF to 576. This was to meet the growing demand for GPUs for AI research and innovation. May 25 Launched CephFS as the shared file system across EIDF GPU, Virtual Desktop and Notebook services. Jun 25 EIDF received 30% more project applications between Jan - May 2025 than between Jan - May 2024. In 2025, 10 per cent of applications were from commercial organisations. Jun 25 EPCC was reconfirmed as the host for the next UK Supercomputing Service. Working with DSIT and UKRI on the development of the revised Business Case for the Next National Supercomputing Service, with work on the procurement of the system and enabling works at the ACF to follow in early 2026. Jun 25 Rollout of the IoT in Schools Service to all primary and secondary schools in Midlothian Council completed. Page 234 of 356
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31Annual Report 2024 – 2025 4. The Deal – summary of progress National Robotarium The National Robotarium is the UK’s centre for robotics and Artificial Intelligence. The state-of-the-art facility at Heriot-Watt University’s Edinburgh campus is home to cutting-edge research and technology, which bridges the gap between science and industry, developing robotic solutions that address global challenges driven by sectoral and societal need. With a core team of 30 full-time staff, the centre is also home to world-renowned researchers working with partners across Scotland, the UK and beyond to advance knowledge and drive innovation to ensure the ethical and responsible adoption of robotics and AI technologies. The centre is now home to over 140 people engaged in Robotics and AI. Since its official opening in September 2022, the National Robotarium has solidified its position as a leader in the UK robotics sector, testing and developing new robotic applications to address real- world challenges. The centre has achieved significant success in growing its profile, particularly with policymakers from the UK and Scottish governments, including: hosting First Minister John Swinney for a national announcement around healthcare technology; continued discussions with Neil Gray around robotics for NHS Scotland; and the Deep Tech supercluster pilot launch with Scottish Enterprise. The UK Government’s commitment of £40 million for regional robotics hubs demonstrates the centre’s influence in shaping national robotics policy. With a thriving portfolio of live projects, the National Robotarium advises industry—from SMEs to global conglomerates—on how they can catalyse their business through the adoption of robotics, engineering and Research, Development and Innovation Ameca humanoid robot Scotland’s First Minister launches public services innovation plan at The National Robotarium Industry event at National Robotarium Page 235 of 356
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32Annual Report 2024 – 2025 automation to solve current and future challenges, and improve safety, efficiency and productivity. Through its dedicated engineering and project management teams, experts in the facility work with organisations to explore, develop, design, implement and test robotic and AI solutions for deployment. In addition, the Business Development team offers expert advice and guidance on robotics strategy development, workforce training, investment case development, funding sources and infrastructure needs for effective robotic applications. The centre also has a thriving outreach and engagement programme, which is committed to raising awareness of the benefits that robots, AI and automated systems can have on our everyday lives, building robotics skills and capabilities in the workforce, and inspiring the next generation of roboticists. This past year this outreach has expanded to have UK national reach with involvement in three national programs, one led by The National Robotarium. Total engagement numbers are now in excess of 27,000. The facility also provides business acceleration and incubation support for entrepreneurial technology and robotics companies and is currently at capacity with a dozen start-ups and spinouts utilising the facility’s labs, office spaces, equipment, and engineering expertise to develop their ideas, attract inward investment, and shape the future of robotics. In addition further support is given to 10 robotics companies not located in The National Robotarium but working closely with it. The early residents are now progressing to production and manufacturing, the main aim of the support given. 4. The Deal – summary of progress Research, Development and Innovation Robot petting zoo for Edinburgh Science Festival Robotic arms project Page 236 of 356
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33Annual Report 2024 – 2025 4. The Deal – summary of progress Research, Development and Innovation Launch of Blue Robotarium The International Blue Economy Robotarium (Blue Robotarium) represents a groundbreaking expansion of the National Robotarium’s capabilities, leveraging Orkney’s unique marine environment and renowned technology expertise to advance the global blue economy. With a team of 400 service specialists, the Blue Robotarium harnesses the combined strengths of established Orkney-based companies alongside the National Robotarium to deliver innovative robotics, AI and autonomous systems solutions. Based in Orkney’s distinctive archipelagic setting—with its strong focus on renewable energy, oil and gas, fisheries, aquaculture, and marine conservation—the facility provides an ideal testing ground for robotic and automated solutions across diverse marine sectors. The Blue Robotarium’s mission centres on exploring, developing and applying robotics, AI and data management technologies to facilitate the safe and sustainable growth of the global blue economy, delivering benefits to island and coastal communities whilst advancing priority programmes including offshore wind automation, decommissioning robotics, and geographical digital twinning for critical marine infrastructure. Headline Achievements in the past year • 10 live industry projects. • 20+ new partnerships formed. • 140 people working in robotics and AI at the facility on a daily basis. • 8,000 young people and 1,000 adults engaged with the National Robotarium through school visits, competitions, outreach activities, bespoke work experience programmes for learners from across the UK, and science events/festivals, promoting the benefits of robotics and AI, and encouraging greater participation and diversity in computer science, data, engineering and other STEM subjects across the UK. The total number of people engaged since the launch is now over 27,000. • Pipeline of 100+ companies engaged in discussions to explore robotics solutions for their business • 2 ongoing research collaborations. • The successful expansion of UKRAS-STEP, a joint initiative with The University of Leeds to grow the UK’s network of RAS (Robotics and Autonomous Systems) technicians and support their professional development, with multiple events hosted and increased visibility of RAS technical capabilities at the National Robotarium. The partnership has delivered two events—in London in June and Leeds in September last year— bringing together technicians from around the UK. The Centre have also offered placements to technicians which took place this year. • 20+ companies, start-ups and entrepreneurs utilising business incubation support, with access to labs, equipment, engineering expertise and wider networks • Implementation of the Robotics Revolution policy plan, which led to the UK Government’s £40 million commitment for robotics adoption hubs, following the successful launch at Westminster and ongoing conversations with Department for Science, Innovation & Technology and Department for Business & Trade. • 572 PR and media hits across national and international TV, radio, online and print. • Sustained social media and digital engagement – 2422 new followers on LinkedIn (total 9098) and 27,503 website visitors; • The launch of The National Robotarium’s Instagram account, accumulating 24,000 impressions since launching in October 2024. Page 237 of 356
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34Annual Report 2024 – 2025 Next milestones Due Date Milestone Sep 25 First UK Robotics Expo launch. Oct 25 Secure exhibition space in members area of Scottish Parliament to engage with MSPs ahead of 2026 Scottish Parliamentary Elections. Dec 25 Lead the UK-level discussions for the establishment of a network of robotics adoption hubs across the UK. Jan 26 Establish Robotics Scotland with the Scottish Government as a catalytic change programme for economic development and growth. Mar 26 Establish engagement partners for enhanced regional and national outreach. Apr 26 Funding to launch regional UK robotics adoption hubs begins. Aug 26 Launch of robotics and AI capability maturity model programme for business-readiness. Strategic Added Value As a Global Research Institute at Heriot-Watt University, the National Robotarium leads world-class research that addresses global challenges and delivers benefits for industry, society and the environment. The centre delivers on its themed objectives, which are aligned to the overarching strategic aims of both Heriot-Watt University and the Data Driven Innovation initiative, led by The University of Edinburgh. The National Robotarium actively identifies opportunities with colleagues across the DDI programme. The centre has funded a role within the Data Driven Innovation to support an Events Communications Lead, which helps work the hubs together through public engagement and strategic planning. The Data Driven Innovation communications forum has hosted monthly meetings in the different hubs, enabling a richer understanding of shared resources and capabilities. These collaborative examples include: • With Bayes Centre and Edinburgh Innovations: joint activities in Robotics and Autonomous systems across the University of Edinburgh and Heriot-Watt Univeristy, and both DDI hubs, including events, funding applications and cross- institutional support to start-ups and spinouts from Heriot-Watt Univeristy and University of Edinburgh, most notably via the Venture Builder Incubator and Deep Tech Launchpad, including co-hosting Tech Tours with Edinburgh Innovations. • With Edinburgh Futures Institute: joint activities and events around developing trustworthy robotic and AI systems for greater accessibility and adoption, including co-hosting the sold-out EFI launch event in October 2024, featuring humanoid robot Ameca and Head of Robotics Dr Ingo Keller being interviewed by writer Jeanette Winterson. • With the Usher Institute: exploring and developing opportunities for joint collaboration and enterprise opportunities. • With the Edinburgh International Data Facility: encouraging collaboration and facilitating access to advanced computational technologies for academic and industrial partners, e.g. EIDF GPU Service for data processing and industrial AI. 4. The Deal – summary of progress Page 238 of 356
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35Annual Report 2024 – 2025 4. The Deal – summary of progress Public engagement and outreach are integral parts of the National Robotarium's activities, providing a leading and socially conscious voice that encourages and inspires people of all ages to enhance their skills and knowledge to better understand the positive benefits robotics can bring to their lives and work. Through the delivery of a sustained programme of engagement focused on robotics and artificial intelligence, the in- house engagement team puts audiences at the heart of its activities, increasing public understanding and critical appreciation of robotics and AI. Through its own engagement strategy and its ongoing collaboration with the Heriot- Watt Engage team, the National Robotarium has been focused on the delivery of an ambitious Community Benefits plan, creating inclusive growth through youth and school engagement, work experience placements and job creation. In the past 12 months, the centre has hosted and supported activities that are beneficial to the local community including robotics clubs, national robotics competitions for young people in school, further education and higher education (including UK-wide robotics competitions such as the FIRST Tech Challenge), events at Panmure House with Heriot-Watt's Computer Science and Robotics Engagement Lead, Dr Alistair McConnell. Notable commercial achievements for tenant companies include Frontier Robotics making their first commercial sale to the Offshore Renewable Energy Catapult, and Bioliberty launching their first commercial product and branching out by establishing office space in the US where they are working to further advance the product with clinicians. These successes demonstrate the centre's effectiveness in supporting spinout companies from concept to market readiness. Engineers at the facility have also been at the forefront of developing new innovations in soft robotics, harnessing expertise from both Heriot-Watt and The University of Edinburgh, to develop soft tentacle-like manipulators to improve sensing capacity and inspection of offshore units for a global energy company. The National Robotarium also provides space for students in the Edinburgh Centre for Robotics, a collaboration between Heriot-Watt University and the University of Edinburgh, which delivers CDTs (Centres for Doctoral Training) for Robotics and Autonomous Systems (CDT-RAS) and Dependable and Deployable AI for Robotics (CDT-D2AIR), including hosting the first annual Robotics Summer School with Edinburgh Centre for Robotics. The National Robotarium is fully engaged in informing policy on robotics and AI, advising government through a number of high-profile visits. The facility's success in driving Scotland and the UK's innovation and technology agenda includes developing a holistic policy plan that considers elements from ethics and regulation to economic growth and public perception. Page 239 of 356
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36Annual Report 2024 – 2025 4. The Deal – summary of progress Robotics Readiness The National Robotarium's Robotics Readiness programme has successfully delivered six workshops since April, engaging organisations across various industry sectors in comprehensive assessments of their robotics capabilities and strategic adoption pathways. Four additional workshops are scheduled for the remainder of the year, alongside three bespoke workshops tailored to specific client requirements—one completed and two forthcoming. The programme continues to build strong awareness and understanding of robotics opportunities across industry, with participants gaining valuable insights into how robotics can enhance their operations. Enhanced follow-on support mechanisms are actively being developed to facilitate the transition from assessment to implementation, with encouraging early engagement from clients exploring proof-of- concept opportunities. The National Robotarium continues to assess and develop robotics capabilities across industry, providing comprehensive support to organisations seeking to understand and implement robotic solutions. Through detailed capability assessments and readiness evaluations, the centre helps businesses identify opportunities for automation and develop strategic approaches to robotics adoption. Page 240 of 356
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37Annual Report 2024 – 2025 4. The Deal – summary of progress Usher Institute The Usher Institute is transforming health in society by working with people, populations and data. It has been a big year for the Usher Institute, working up to the official opening of the Usher Building on 26 June 2025. Dr Tedros Adhanom Ghebreyesus, Director-General of the World Health Organisation opened the Usher Building alongside the Rt. Hon. Ian Murray MP and Maree Todd MSP. Ahead of the official opening, a number of key events and conferences have been held in the building, bringing together public, private and third sector colleagues to collaborate and enable data-driven improvements to the delivery of health and social care. Over 100 organisations have been welcomed into the building to engage in meetings and events exploring research priorities and real-world challenges. The Usher Institute continues to champion the role that data and digital technologies have to improve outcomes for individuals and populations, and brings together expertise from across multiple disciplines as diverse as social scientists, engineers, machine learning/AI experts and clinicians and other health and care professionals. Professor Cathie Sudlow OBE took up the role of Director in May 2025, shortly after publishing her independent review of the UK’s health data landscape. DataLoch, based at Usher, is a partnership between the University of Edinburgh and NHS Lothian. It brings together data collected as part of people’s day-to-day use of health and social care services. After successful application, researchers from diverse organisations can securely access de-identified data extracts to investigate a wide range of issues and work on innovative solutions that ultimately improve care services and address health inequalities. Research, Development and Innovation Usher building interior social area The Usher building Image: Craig Nicholl Page 241 of 356
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38Annual Report 2024 – 2025 4. The Deal – summary of progress Research, Development and Innovation Headline achievements in the past year • Official opening ceremony led by Dr Tedros Adhanom Ghebreyesus, Director- General of the World Health Organisation, alongside the Rt. Hon. Ian Murray MP and Maree Todd MSP in June 2025. • Kathy Harrison, Programme Lead for DataLoch won Digital Leader Award at the 2025 Holyrood Connect Digital Health and Care Awards. • Research led by Dr Ahmar Shar concluded NHS Scotland must boost treatment by a fifth to cut backlog exacerbated by the COVID-19 pandemic • Data scientists and clinical researchers are working with high street opticians for the first time to develop a digital tool that can predict a person’s risk of dementia from a routine eye test. • The Usher Building featured in Doors Open Day in September 2024, when members of the public were treated to a curated programme of science activities and engagement. Due Date Milestone Autumn 2025 Build and grow stakeholder relationships coming out of events, conferences and activity in the Usher Building. Autumn 2025 Complete onboarding of partners into office space in Usher Building in final available neighbourhoods. Ongoing Deliver public events in the Usher Connects programme, including annual lecture in McEwan Hall on 25 September 2025. Ongoing Continue to deliver education programme, including new short courses on the newly launched University short courses platform. Next milestones Page 242 of 356
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39Annual Report 2024 – 2025 4. The Deal – summary of progress Edinburgh Innovation Hub The Edinburgh Innovation Hub is a £40m flagship development by Queen Margaret University (QMU) and East Lothian Council (ELC). Development of the Hub signals the project partners’ ambition to create a nationally significant facility to capture, support and grow innovation-led enterprise in East Lothian and the Edinburgh region. Located next to Queen Margaret University on land owned by East Lothian Council the Hub will be a catalyst for the development of the wider Edinburgh Innovation Park. The Hub will be a best-in-class innovation facility developed as the first phase of Edinburgh Innovation Park, a new and unique development for innovation-led enterprise adjacent to QMU and minutes by train from Edinburgh City Centre. The Hub will significantly enhance the already successful offering of the Edinburgh region for innovation and tech-based enterprise by providing serviced and fitted commercial laboratory and office space for high growth tech and innovation-based businesses. The Hub will become a vibrant innovation cluster where high growth SMEs and innovation-led businesses co-locates with research and business networks under one roof to deliver a specialist service offering for commercial innovation. The Hub will provide a nucleus where people will congregate to network. It will provide high quality meeting space that can be configured for conferences, seminars, meetings, training and social events. The Hub will be a regional and national resource that will enable cross-sector collaborations and interactions at all levels. Businesses will benefit from a network of business support and people and businesses will be brought together to share knowledge and skills at the ‘crossing point’ between R&D and commercialisation. Companies locating to the Hub will benefit from facilitated access to the University, its social and intellectual capital and to its business support services. Co-location will encourage mentoring and peer support. Close access to business development staff and business support intermediaries will enhance the support on offer, facilitating connections with investors and enabling business collaboration. Research, Development and Innovation Edinburgh Innovation Hub: Development Site Edinburgh Innovation Hub: Development Site Page 243 of 356
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40Annual Report 2024 – 2025 4. The Deal – summary of progress Research, Development and Innovation Due Date Milestone Oct 2025 Handover of the construction of the Hub. Nov 2025 Hub operational. Date Milestone Jan 2024 Commencement of construction. Dec 2024 Topping Out Ceremony. Next milestones Headline achievements in the past year The close linkages and proximity to the University Departments, their students and expertise is an important aspect of this initiative. Target markets for the Hub will be companies and enterprises that are innovation-led. In particular, the Hub will target companies in important growth sectors with specialist needs, including Life Sciences, Food & Drink, Technology, Startups, Spins outs and Enterprise initiatives. The Hub is phase 1 of the development of a wider Edinburgh Innovation Park (EIP). Strategic Added Value • The Hub forms a key part of an ecosystem of Innovation themed projects promoted by the ESES City Region Deal. • Collaboration across the Higher Education and Further Education network within the ESES City Region Deal has been ongoing. QMU has been, for example, through its existing collaborative partnership with Edinburgh Napier University assessing the opportunity for Edinburgh Napier University to contribute to the EIP development in terms of supporting Innovation support for SMES additional to or supplementary to the QMU service offering. Arising out of this, QMU has, with Edinburgh College, adopted the Bright Red Triangle model of entrepreneurial support first developed at Edinburgh Napier University. This means that more students, graduates and researchers in Scotland will have the opportunity to access an entrepreneurial education and to view entrepreneurship as a viable career path. • QMU continues to liaise with other Scottish City Region Deals that have Innovation focussed activity to ensure alignment and collaboration in the national context. • The Hub will generate job opportunities in the sector for highly skilled graduates both through the innovation led growth of the businesses located there, and through providing access to the space, facilities and services for graduate start-up companies. • The wider project will contribute to job density improvement for the wider city region by making available infrastructure/ construction opportunities and employment opportunities within the Hub and the EIP. • The Joint Venture structure created by the Hub partners enabled them to reclaim VAT on the Hub construction. These amounts were reinvested in the project budget to enable further positive impacts to the facility and the strategic business case. • Linking in with the Capital City Partnership to capture through the procurement process a range of community benefits. Page 244 of 356
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41Annual Report 2024 – 2025 4. The Deal – summary of progress The Fife Industrial Innovation Investment (i3) Programme is a £58 million, 10-year programme delivered by Fife Council. The investment is delivering new business premises and immediately available serviced land. The new business accommodation is located within existing business clusters in mid and south Fife, adjacent to growth corridors (M90 and A92). It aims to facilitate more joint working between the region’s universities and Fife businesses, to drive up productivity and to deliver higher value, skilled, permanent jobs from data driven innovation. The new industrial and commercial stock will ensure that Fife’s industrial estates provide flexible space for innovative manufacturing industries with cutting-edge digital and energy capabilities. Five sites have been developed in Glenrothes, Kirkcaldy, Dalgety Bay, Lochgelly and Dunfermline during the first six years of the Programme. 6.59ha of employment land has been unlocked for private sector development and 6,209 m2 of new business accommodation has been delivered. Demand remains high for new business units. Headline achievements in the past year • Tranche 2 and 3 of the Fife i3 Programme are in delivery. • Construction completed for Levenmouth Task Force Units. • Construction completed for Fife Interchange North, City of Dunfermline. • Construction started at Levenmouth Phase 2. • Construction started at John Smith Business Park, Kirkcaldy. • Construction started at Flemington Road, Glenrothes – refurbishment//new build business units. • Three sites totalling 5.1ha sold to private sector for investment. Research, Development and Innovation Fife Industrial Investment Innovation Fife Interchange Levenmouth Units Easy Living Development Artist Impression, The Avenue, Lochgelly Page 245 of 356
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42Annual Report 2024 – 2025 4. The Deal – summary of progress Research, Development and Innovation Next milestones Strategic Added Value The Fife i3 Programme works closely with Scottish Borders Council to share Lessons Learned. It has engaged with the DDI Programme around innovation opportunities. These linkages will deepen through the implementation of the Edinburgh and South East Scotland City Region Innovation Action Plan. Fife Council’s inclusive growth priority is the Mid-Fife Area. However, all projects contribute to inclusive growth. The investment projects were selected on these criteria: • Ability to support strategic business clusters; • Location / connectivity to strategic growth corridors (M90, A92); • Fit with existing predominant land use; • Potential impact on sensitive or incompatible land uses; and • Potential to deliver lower-cost business space. Work continues to develop and refine the Programme’s approach to sustainable construction and social value on a project- by-project basis. Due Date Milestone Q2 25/26 Construction starts at Tranche 3 Levenmouth Site Servicing Project. Q2 25/26 Construction starts at Tranche 3 John Smith Business Park, Kirkcaldy Site Servicing Project. Q2 25/26 Flemington Road, Glenrothes Business Units – construction completes. Q2 25/26 Plot 7a & 7b, The Avenue purchase concludes. Q2 25/26 Levenmouth Business Units Phase 2 – construction completes. Page 246 of 356
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43Annual Report 2024 – 2025 4. The Deal – summary of progress Borders Innovation Park The Borders Innovation Park, situated next to the Borders Railway terminus at Tweedbank, will deliver much-needed high quality business space to the Scottish Borders. Costing £29 million and being constructed in three phases, the programme is intended to stimulate growth for local businesses and inward investors together with associated job creation. As with many other rural economies, the Scottish Borders must overcome the problem of market failure caused by a combination of remote locations and poor infrastructure, a lack of supply of modern business premises and the increasing obsolescence of existing stock. The first building to be completed in Phase 1 of the Borders Innovation Park opened in July 2022 having been delayed owing to the COVID-19 pandemic. The IT firm, CGI, has leased one floor in the building while Inspire Learning, a trading digital learning programme, occupies part of the other floor. The rest of the building is occupied by Mainetti, a manufacturing business. The pandemic also impacted on the programme in that the aspirations to build out speculative office space in Phases 2 and 3 were exposed by changes in market conditions for this type of accommodation. This led to a review of the planned mix of developments in these phases. The development of road and service infrastructure to unlock the land for Phase 3 development has been undertaken. Approval has now been given for Phase 2, which will extend the existing office facility from Phase 1 with the construction in 2025-26 of another 1,141 m2 of office space designed for flexible division into four separate offices to accommodate future tenant needs. In summary, the Borders Innovation Park will greatly enhance the inward investment offer in the Scottish Borders, particularly to high value sectors, as well as assisting existing businesses to improve their competitiveness. It will also help to address inequalities in the area through providing access to better quality, higher paid jobs. Research, Development and Innovation Borders Innovation Park Page 247 of 356
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44Annual Report 2024 – 2025 4. The Deal – summary of progress Research, Development and Innovation Headline achievements in the past year Next milestones Strategic Added Value Scottish Borders Council is working with strategic partners including Fife Council, the University of Edinburgh, Heriot-Watt University and South of Scotland Enterprise to maximise the benefits of data-driven innovation and its potential to increase the number of innovation-active businesses, both regionally and locally. This work is taking place within the context of both the Borders Innovation Park programme and the relevant strands of the Regional Prosperity Framework. Scottish Borders Council is also working with South of Scotland Enterprise to maximise the business support and advice available to businesses as well as other aspects of the Borders Innovation Park programme. As a participant in the City Region Deal Housing, Construction and Infrastructure (HCI) Skills Gateway, the Council will look to develop new talent through utilising the construction opportunities during the build phases of the innovation park. Date Milestone Nov 2024 Submission of Stage 1 Hub report for Phase 2. May 2025 Submission of Stage 2 Hub report for Phase 2. May 2025 Approval of Phase 2 Change Control by Scottish Borders Council. Jun 2025 Approval of Phase 2 Change Control by City Region Deal Joint Committee. Due Date Milestone Aug 2025 Start of construction of Phase 2 office building. Jun 2026 Phase 3 FBC to Joint Committee. Jun 2026 Completion of construction of Phase 2 office building. Page 248 of 356
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45Annual Report 2024 – 2025 4. The Deal – summary of progress Integrated Regional Employability and Skills Integrated Regional Employability and Skills The Integrated Regional Employability and Skills (IRES) Programme and its cross-sector partnership seeks to evolve regional labour market policy and practice to help drive inclusive growth. The programme continues to focus on five improvement pillars targeting known areas of weakness or opportunity. The IRES partnership is funded by £25 million investment (over eight years) and has a target of delivering an additional 14,700 skill improvements; 5,300 people into employment; and a further 500 career enhancements through its 7 themes: 1. Integrated knowledge management systems 2. Labour market analysis and evaluation 3. Integrated employer engagement 4. Intensive family support service 5. Housing construction and infrastructure (HCI) targeted skills gateway 6. Data-driven innovation (DDI) targeted skills gateway 7. Workforce mobility The IRES programme has already delivered 127k skills improvements, achieved 8,300 job outcomes, supported 622 people to progress in their career and secured an additional £11.2m funding to enhance IRES activity. The IRES programme continues to evolve, streamline, and integrate the region’s employability and skills system to enhance our capacity and capability to drive inclusive growth and create added value for stakeholders. The Integrated Regional Employability and Skills (IRES) Programme and its cross-sector partnership seeks to evolve regional labour market policy and practice to help drive inclusive growth. The programme continues to focus on five improvement pillars targeting known areas of weakness or opportunity. PROJECT: Labour Market Analysis and Evaluation PILLAR 1: Regional Leadership and Improvement Capacity Integrated Regional Employability and Skills (IRES) Board and supporting working groups and partnership structures PROJECT: Integrated Employer Engagement PROJECT: Integrated Knowledge Systems PILLAR 3: Building Strong Employer and Citizen Relationships PILLAR 4: Targeted Skills Development PILLAR 5: Active Opportunity Matching PROJECT: Intensive Family Support PROJECT: HCI (Housing, Construction and Infrastructure) Skills Gateway PROJECT: Workforce Mobility INCLUSIVE LABOUR MARKET DEVELOPMENT REVISE PLAN DOREVIEW PILLAR 2: Understanding Need and Opportunity PROJECT: DDI (Data Driven Innovation) Skills Gateway PROJECT: Labour Market Analysis and Evaluation PILLAR 1: Regional Leadership and Improvement Capacity Integrated Regional Employability and Skills (IRES) Board and supporting working groups and partnership structures PROJECT: Integrated Employer Engagement PROJECT: Integrated Knowledge Systems PILLAR 3: Building Strong Employer and Citizen Relationships PILLAR 4: Targeted Skills Development PILLAR 5: Active Opportunity Matching PROJECT: Intensive Family Support PROJECT: HCI (Housing, Construction and Infrastructure) Skills Gateway PROJECT: Workforce Mobility INCLUSIVE LABOUR MARKET DEVELOPMENT REVISE PLAN DOREVIEW PILLAR 2: Understanding Need and Opportunity PROJECT: DDI (Data Driven Innovation) Skills Gateway PROJECT: Labour Market Analysis and Evaluation PILLAR 1: Regional Leadership and Improvement Capacity Integrated Regional Employability and Skills (IRES) Board and supporting working groups and partnership structures PROJECT: Integrated Employer Engagement PROJECT: Integrated Knowledge Systems PILLAR 3: Building Strong Employer and Citizen Relationships PILLAR 4: Targeted Skills Development PILLAR 5: Active Opportunity Matching PROJECT: Intensive Family Support PROJECT: HCI (Housing, Construction and Infrastructure) Skills Gateway PROJECT: Workforce Mobility INCLUSIVE LABOUR MARKET DEVELOPMENT REVISE PLAN DOREVIEW PILLAR 2: Understanding Need and Opportunity PROJECT: DDI (Data Driven Innovation) Skills Gateway The IRES partnership is funded by £25 million investment (over eight years) and has a target of delivering an additional 14,700 skill improvements; 5,300 people into employment; and a further 500 career enhancements through its 7 themes: 1. Integrated knowledge management systems 2. Labour market analysis and evaluation 3. Integrated employer engagement 4. Intensive family support service 5. Housing construction and infrastructure (HCI) targeted skills gateway 6. Data-driven innovation (DDI) targeted skills gateway 7. Workforce mobility The IRES programme has already delivered 127k skills improvements, achieved 8,300 job outcomes, supported 622 people to progress in their career and secured an additional £11.2m funding to enhance IRES activity. The IRES programme continues to evolve, streamline, and integrate the region’s employability and skills system to enhance our capacity and capability to drive inclusive growth and create added value for stakeholders. Page 249 of 356
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46Annual Report 2024 – 2025 4. The Deal – summary of progress Integrated Regional Employability and Skills 1 Headline achievements in the past year Integrated Knowledge Systems (IKS) • Midlothian Council migrated to Helix bringing their employability data and their work under Community Learning and Development (CLD) into the system. • All the work was completed to allow West Lothian Council to migrate at the very beginning of 25/26, with a test system, data mapping, training and extensive engagement. • Helix functionality and usage was expanded to include Grant Applications - with pilot use for City of Edinburgh Council No One Left Behind commissioning, work to show a Provider Directory and new delivery across the different partners. 2 Labour Market Analysis & Evaluation (LMAE) • Delivery of regional research into economic inactivity and the skills system’s potential response. • Delivery of research into supply and demand of skills in key sectors. Integrated Employer Engagement (IEE) • In 2024 IEE Employer Fund supported 49 businesses with their ‘growth’ phase across the region. Through engagement with Business Gateway, the eligibility criteria has been widened to businesses who have been trading for under 24 months from 18. The follow-up engagement has reported the creation of 25 jobs, 20 jobs retained, 22 people upskilled, 19 businesses were able to develop their net zero delivery, and 33 businesses have requested support with fair work. • Through the Regional Energy Masterplan, IEE has led the ‘Skills Supply’ component which has resulted in analysing the qualification landscape within the region for curriculum options across heat decarbonisation and retrofit. The second phase saw a priority list of qualifications created with comprehensive specifications for each new proposed award, including costs and possible awarding bodies. Early testing is underway with one of the proposed qualifications; IBT (Insulation Building Treatments) through an experienced worker route and having engaged with SQA, supporting making the SVQ SQA route available in Scotland. • IEE supported the launch of the CTTS Academy (Cable Telecoms Training Services) in the Scottish Borders, allowing local businesses to access accredited utility training previously only available in England. An IEE-funded pilot saw six employability clients complete training and move into local employment. 3 Page 250 of 356
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47Annual Report 2024 – 2025 4. The Deal – summary of progress Integrated Regional Employability and Skills Headline achievements in the past year 4 Intensive Family Support Service (IFSS) • Building on the anti-Stigma Charter workshop co-designed with families across the region, the commitment has evolved into a regional campaign - Change the Story, developed throughout 2024–25. The campaign aims to challenge negative attitudes and discrimination towards people experiencing poverty. Organisations across the region are invited to sign the commitment and take meaningful action to end poverty-related stigma. A dedicated website, campaign materials, and a regional launch event are being planned to extend campaign’s reach and laythe foundation for long-term impact. • Discussions with The City of Edinburgh Council and Fife Council have helped shape local implementation of the campaign. In Edinburgh, a partnership approach has emerged, with council staff receiving training on poverty-related stigma awareness. The campaign has also supported the development of a series of animated videos to raise awareness and promote understanding across services. • Following the successful funding of a joint research proposal with Strathclyde University, PhD researcher Rose Watson has begun a three-year study exploring the scope and impact of the Intensive Family Support Service. The research, which focuses on relational approaches within whole family support, is now underway, with fieldwork taking place across multiple local authority areas. Early findings will be shared through webinars and conferences, contributing to the wider evidence base on effective family support interventions. • Scottish Borders Council has used Whole Family Wellbeing Funding to extend the Intensive Family Support Service model into the region, establishing a new team of eight dedicated staff. This represents a significant step forward, as no formal whole family support infrastructure previously existed in the area. The investment has enabled earlier, more coordinated intervention for families experiencing multiple and complex challenges, laying the groundwork for long-term, place-based support. The model has since been replicated in the Scottish Borders using UK Shared Prosperity Funding and expanded into East and Midlothian, with potential rollout in Edinburgh through Capital City Partnership’s Vocational Training Framework (VTF). CTTS, based in Lincoln, owns a UK-wide City and Guilds framework for cabling and utilities - also a route into offshore wind - and is in talks with Skills Development Scotland to adapt it into a Scottish apprenticeship model, with IRES involved in early discussions. Page 251 of 356
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48Annual Report 2024 – 2025 4. The Deal – summary of progress Integrated Regional Employability and Skills Headline achievements in the past year 5 Housing, Construction, and Infrastructure (HCI) Skills Gateway HCI Skills Gateway – YouTube • A consortium including HCI Skills Gateway successfully bid for £4.5 million to establish the Centre for Net Zero High Density Buildings to support civic and industry partners in Edinburgh and Glasgow City Regions and in partnerships across the UK. The submission was selected under the UKRI (R&D) Call for Green Economy Centres. £750,000 will be utilised to progress skills- based net zero projects. • Edinburgh Napier University, hosts of HCI Skills Gateway, secured a multi-million-dollar renewal of the Trimble Inc Technology Lab in Edinburgh. HCI’s work with Trimble – including COP26, Timber TED, and the Global Infrastructure qualification – has been intrinsic to securing this investment. • Four HCI Further Education Partners – Borders College, Edinburgh College, Fife College and West Lothian College – have achieved over 5,000 enrolments to HCI- funded net zero and sustainable construction short courses, including installation of EV-charging, insulation and building treatments, and waste management. • Pioneering Timber TED delivery partners NMITE celebrated the announcement of a new £2 million Future of Work Skills Hub, together with a further £111,000 in UK Shared Prosperity Fund support specifically for HCI programme Timber TED. • Thanks to HCI funding, over 20 secondary schools in Edinburgh and South East Scotland joined the Powering Futures SCQF Level 6 Metaskills challenge, with 1,500 S5 and S6 pupils solving real-life sustainability challenges set by business partners. 6 Data-Driven Innovation (DDI) Skills Gateway • As of June 2025, the Data Education in Colleges programme has achieved a significant milestone, reaching a total of 10,000 learner participations. Key participation demographics include: • 1,893 learners self-identified as having a recorded disability. • 256 learners were classified as women returners. • 361 learners reported care-experienced backgrounds. • 996 enrolments were from students identifying as Black, Asian, or Minority Ethnic (BAME). • This continued growth reflects the programme’s commitment to widening access and supporting underrepresented groups in data education. • In 2025, the Data Education in Colleges team has made significant progress in learner achievement across the progression pathway of SQA Data Science qualifications at SCQF Levels 3 to 8. The following table outlines achievement rates by course and level: Page 252 of 356
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49Annual Report 2024 – 2025 7 Workforce Mobility (WFM) • A new data analysis tool was delivered for Local Authorities across Scotland that enables them to fully analyse their bus services data quickly and in a way that provides more detailed information to allow quick and informed decision making. The data dashboards utilise graphs and charts as an effective communication tool for senior officers, Elected Members and the public. • Through work with SEStran and Scottish Futures Trust, approval was gained across nine Local Authorities to investigate regional collaboration for EV charging expansion delivery and the creation of a common set of contract and procurement documents. • The ‘Bus Driver Careers’ website went live in May 2024 on Helix.scot and has received positive feedback from bus operators. A series of recruitment events took place across the region in collaboration with bus operators. • The East Lothian Council Journey Hub and Active Travel Plan were delivered in May 2024, which is based on various data sets provided by Workforce Mobility Project and a comprehensive community consultation. Headline achievements in the past year 4. The Deal – summary of progress Course Level Achievement (%) NQ Data Skills 3 91% NQ Data Skills 4 90% NPA Data Science 4 90% NPA Data Science 5 91% NPA Data Science 6 73% Python for Data Science 6 100% NPA Data Science 7 75% NPA Data Science 8 79% Page 253 of 356
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50Annual Report 2024 – 2025 4. The Deal – summary of progress Integrated Regional Employability and Skills Next milestones Dec 2025 IRES programme strategic development • Work is progressing to co-create a proposition for a regional skills programme post- March 2027 when the current IRES programme is scheduled to finish. Skills bootcamp pilot activity will take place in December to test the model in one of the key sectors ahead of implementing more widely during second generation phase. The proposal for the second- generation IRES programme will be submitted to ESES CRD Joint Committee for approval in December, after which liaison with Scottish and UK Government colleagues will be increased regarding possible funding for Second Generation IRES Programme, or component project elements. Dec 2025 Ongoing Ongoing Integrated Knowledge Systems (IKS) • Fife Council data transferred into Helix with site and data language mapping. • Expand use of Helix to include CLD for Scottish Borders and East Lothian Council. • Develop and roll out new functionality across Helix including Community Benefits tracking, grant applications and management. Mar 2026 Labour Market Analysis & Evaluation (LMAE) • Complete new research to be agreed. Jul 2025 Jul 2025 Aug 2025 Aug 2025 Integrated Employer Engagement (IEE) • Promote small grants programme through regional Business Gateway teams to support the development of innovative skills projects. • Conduct industry consultation to understand local employer needs for ongoing employer engagement enabling support through a future IRES, this consultation also identifies curriculum gaps. • Launch community benefit schedule of delivery for the Dunard Centre with the awarded contractor, Balfour Beatty. • Launch community benefit schedule of delivery for the Borders Innovation Park (Phase 2/3) with the awarded contractor; Morrison Construction. Oct 2025 Oct 2025 Oct 2025 Intensive Family Support Service (IFSS) • Deliver the official regional launch of Change the Story, including an event, public release of the campaign website, and coordinated communications activity across City Region partners to promote the commitment and drive organisational sign-up. • Publish initial findings from the Strathclyde University PhD research on relational approaches in whole family support, and research on families’ perceptions of change, capturing how those directly supported by the service understand and experience progress in their lives, alongside The Improvement Service’s Social Return on Investment (SROI) and impact evaluation reports for Intensive Family Support services, providing robust evidence to inform future policy and commissioning decisions. • Ongoing engagement with service delivery partners and families will remain a priority throughout 2025–26. This includes facilitating a regional reflective event for all IFSS partners to support peer learning and continuous improvement, providing regular reflective practice opportunities for frontline staff, and continuing to offer storytelling opportunities for families to share their lived experiences and influence future service development. Page 254 of 356
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51Annual Report 2024 – 2025 4. The Deal – summary of progress Integrated Regional Employability and Skills Next milestones Due Date Milestone Dec 2025 Mar 2026 Jun 2026 Housing, Construction, and Infrastructure (HCI) Skills Gateway • To develop strategic next steps for a regional approach to inclusive, net zero construction skills training, in partnership with the Centre for Net Zero High Density Buildings, Regional Prosperity Framework Net Zero Skills Accelerator, FE and HE partners, and ESES Strategic Sites Programme and Investment Prospectus. • HCI 2025/26 small grantees programme (focusing on hard-to-reach groups) to conclude, engaging 200 trainees and 500 young people with eight key third-sector partners across Edinburgh and South East Scotland. • HCI 2025/26 FE College programme (£65,000 to each of the four Colleges for piloting next stage net zero construction training) to conclude. Aug 2025 Sep 2025 Sep 2025 Ongoing Ongoing Ongoing Ongoing Data Skills Gateway • A joint Showcase of AI Resources for Scottish Teachers is to be run by the Data Education in Schools team, in conjunction with Scottish AI Alliance and the Children’s Parliament. • Professional Learning courses are to run with an AI literacy component for primary and secondary teachers. • Further embedding of data and Ai content across courses at Edinburgh Napier and Queen Margaret universities. • Borders, Edinburgh, and Fife Colleges are collaborating to integrate Core, Artificial Intelligence, Data, and Meta Skills into programmes at SCQF Levels 4 and 5. Edinburgh College will pilot this integrated delivery model during the 2025/26 academic year, with plans for future scaling across all SCQF Level 4 courses. Although no longer directly funded by the Data Skills Gateway, this progress has been enabled by the investment provided through the initial phase of the programme. • A Data and AI community programme will be delivered as a professional learning initiative to over 20 staff members from Midlothian Community Learning. This initiative includes the pilot delivery of newly developed SQA Artificial Intelligence units at SCQF Levels 4, 5, and 6 through community-based courses. The programme aims to build staff capacity and extend access to AI education within community learning settings. • Data Skills for Work to lead on the editing, designing and publishing of White Paper to illustrate the gaps in data and AI skills. This will be complemented by the development of a workshop and skills tool to assess data and Ai literacy levels and help organisations to upskill (number of organisations to be engaged with still to be agreed. • Work will commence on evaluating activity across the programme and on shaping a follow- on Data and Ai skills proposition to run beyond the initial IRES funding. A range of funding sources will be targeted. Mar 2026 Mar 2026 Mar 2026 Workforce Mobility (WFM) • Continue the roll-out and development of PowerBi Templates to Local Authorities to better analyse the bus services data that they receive from Bus Operators to aide proactive identification of issues and opportunities. • Develop a Business Case for the continuation of the Workforce Mobility Project and gain approval of the principles through City Deal governance, with a clear plan of how a sustainable funding solution can be delivered. • Work with Planning teams across the region to utilise the Transport Assessment tools that have been developed by the project to inform the next versions of Local Development Plans and any Regional Spatial Strategies. Page 255 of 356
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52Annual Report 2024 – 2025 4. The Deal – summary of progress Integrated Regional Employability and Skills Next milestones Strategic Added Value Inclusive growth remains at the centre of the IRES Programme with the aim of supporting long term sustainable destinations for those who live and work within the ESES city region. By supporting local and regional ambition, the IRES project has contributed to national policy to help shape future investment for the region. IRES provides the key human aspect of the ESES City Region Deal, supporting citizens to upskill, reskill and progress in key industry sectors that are crucial to the growth of the region. To achieve these goals, IRES has focused on several key strategic activities: • Bringing together a wider range of partners and stakeholders to develop new Skills Gateways and Bootcamps, as part of the co-design process shaping the IRES Programme beyond 2027. • Establishing links to key regional economic drivers such as Forth Green Freeport, Regional Innovation Action Plan, Seven Strategic Sites for Construction, Net Zero and Retrofit Challenge. • Key focus on tackling climate emergency through addressing established skills gaps in partnership with Centre for Net Zero High Density Buildings. • Development of new Skills Bootcamp model to establish employer-led, integrated and inclusive pathways into key sectors. • Driving cross cutting themes within regional networks such as Community Wealth Building. Page 256 of 356
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53Annual Report 2024 – 2025 4. The Deal – summary of progress A720 (Sheriffhall Roundabout) The Sheriffhall Roundabout is currently the only junction on the A720 Edinburgh City Bypass that is not grade separated, which means the City Bypass is at the same level as the A7 and A6106 local approach roads. This at-grade, six-way junction, often experiences significant queuing, especially during peak hours. The Scottish Government’s commitment through the Edinburgh and South East Scotland City Region Deal includes £120 million to support improvements to the A720 Edinburgh City Bypass for the grade separation of Sheriffhall Roundabout. The project is being delivered by Transport Scotland and is subject to Transport Scotland’s normal governance procedures. The proposed new flyover arrangement at Sheriffhall will separate local traffic, including public transport, from strategic traffic on the bypass and will improve traffic flow on the bypass at this location, improving road safety and journey times for all users. In addition, the proposed new active travel facilities, consisting of nearly two miles of segregated shared surface and five dedicated grade separated subways under the new roundabout and A720 linking the A6106 and the A7 either side of the junction, will provide cyclists and pedestrians with their own safer dedicated alternative routes, removing the existing barrier and transforming the way they cross the A720 City Bypass. Transport Visualisation of the proposed Scheme looking from the South-West Visualisation of Proposed Dedicated Active Travel Factilities Visualisation of Proposed Dedicated Active Travel Factilities Visualisation of Proposed Dedicated Active Travel Factilities Page 257 of 356
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54Annual Report 2024 – 2025 4. The Deal – summary of progress Transport The project will: • Address the bottleneck on the strategic road network by improving operating conditions and connectivity at Sheriffhall and help to reduce the traffic impact of proposed developments on the area. • Provide high quality active travel facilities to deliver a step change in accessibility for walking and cycling. • Support future development in the region, including the South East Wedge development, inclusive growth and the removal of physical barriers to growth through delivery of programme of construction across the region. • Contribute towards the requirement to provide Community Benefits in line with the requirements of the Procurement Reform (Scotland) Act 2014. • Support wider skills development in the construction sector. Next milestones Strategic Added Value Headline achievements in the past year • Continued engagement with the City Region Deal partners on progress and scheme development. • The Reporter’s report, which sets out the Reporter’s conclusions and recommendations following the Public Local Inquiry, is currently under active consideration prior to advice being provided to and a decision being made by Scottish Ministers on the scheme. Due Date Milestone TBC Following detailed consideration of the Public Local Inquiry Reporter’s Report and all objections received the Scottish Ministers will make a decision on whether the Orders for the scheme should be made. Subject to a positive Ministerial decision, the next stages in the development of the proposed scheme will be to compete the statutory authorisation process. Delivery of the proposed scheme can only commence if it is approved under the relevant statutory procedures and thereafter a timetable for progress can be set. Page 258 of 356
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55Annual Report 2024 – 2025 4. The Deal – summary of progress West Edinburgh Transport Improvement Programme (WETIP) West Edinburgh is recognised as a key national economic asset and perhaps the most important gateway to Scotland. West Edinburgh will offer significant economic investment opportunities with potential to be internationally competitive. The vision for West Edinburgh and the unlocking of the proposed business and residential development cannot be delivered without significant investment in an integrated package of transport intervention measures. These include a core package of sustainable transport improvement measures along the A8/A89 corridor that provide long term resilience and support strong connectivity between neighbouring authorities and communities. The transport intervention measures are centred around sustainable transport enhancements between Broxburn and Maybury and are necessary to mitigate the impacts of new developments and meet current agreed modal share/shift targets. This proposal is in line with the City Region Deal vision and is supportive of local plans and policies which look to accelerate the rate of investment and economic performance by capitalising on our existing world class assets through inclusive and sustainable growth model. Transport Headline achievements in the past year Date Achievenment March 2025 Commencement of RIBA Stage 3 (developed design) including major site investigation works. Page 259 of 356
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56Annual Report 2024 – 2025 4. The Deal – summary of progress Transport Next milestones Strategic Added Value The purpose of the West Edinburgh Transport Improvement Programme is to progress the delivery of the public transport and active travel measures identified in the 2016 WETA Refresh study. Interventions will support a wide range of objectives including, but not limited to, the promotion of sustainable travel to a range of destinations; improving regional connectivity and accessibility for all to jobs, education, healthcare and leisure; and delivering an improved active travel and public transport mode share within West Edinburgh to support net zero carbon emission targets. The Programme has adopted a collaborative approach and brings together a range of key stakeholders and partners contributing to successful delivery. Key stakeholders and partners include the City of Edinburgh Council, West Lothian Council, Bus Operators, Transport Scotland, Active Travel Groups, Bus User Forums, SEStran, Sustrans, Network Rail, Edinburgh Airport, Major Developers and statutory consultees. In due course, this project will be procured as a construction project, and links with the Housing and Construction Infrastructure Skills Gateway will be established. The improvement of public transport provision in this area has the potential to unlock housing development opportunities and ease congestion in the corridor between West Lothian and Edinburgh. Due Date Milestone Autumn 2025 Conclusion of RIBA Stage 3 including commencement of Statutory Road Orders process. Page 260 of 356
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57Annual Report 2024 – 2025 4. The Deal – summary of progress Dunard Centre The Dunard Centre, supported by Royal Bank of Scotland, will be Edinburgh’s first new purpose-built concert hall in over 100 years, opening up a new public realm in the heart of the city and delivering a world-class asset for Edinburgh, Scotland and the UK. Designed by David Chipperfield Architects, it will be the first Nagata Acoustics hall in the UK, bringing together exceptional architecture, extraordinary acoustics and bold, ambitious programming to rival the best in the world in acoustic quality and audience experience. Located in the heart of Edinburgh’s New Town, the Dunard Centre will serve as the permanent home of the Scottish Chamber Orchestra, and a new venue for the Edinburgh International Festival, supporting the exceptional quality and diversity of its festival offerings year-round and cementing Edinburgh’s international reputation as a cultural capital. Beyond its role as a premier performance space, the Dunard Centre’s vision is to provide a free-to-access, inclusive hub for artistic development, lifelong learning, skills development and community engagement. Its wide-reaching community engagement programme, delivered in partnership with a network of cultural and third sector organisations, will create meaningful pathways for lifelong learning, connecting artists, audiences and communities. Culture The Dunard Centre auditorium Image: Andy Smith The Dunard Centre café terrace Image: David Chipperfield Architects The Dunard Centre’s Caledonia Hall auditorium Image: David Chipperfield Architects Page 261 of 356
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58Annual Report 2024 – 2025 4. The Deal – summary of progress The Dunard Centre benefits from the generous support of the Dunard Fund — a long-term funder of the arts and music in Scotland — and is the cultural centrepiece of the Edinburgh and South-East Scotland City Region Deal. A vital investment in the city’s infrastructure, the venue will deliver wide- reaching benefits to the culture, tourism, hospitality and transport sectors as well as bolstering region-wide creative education provision, and increasing access to the arts through digital technology and regional partnerships. Culture Next milestones Due Date Milestone Aug 2025 IMPACT Scotland Stage 2 tender acceptance. Autumn 2025 Main construction begins. The Dunard Centre’s Caledonia Hall auditorium Image: David Chipperfield Architects The Dunard Centre’s Caledonia Hall auditorium Image: David Chipperfield Architects Due Date Achievements Mar 2025 IMPACT Scotland welcomed four new trustees to the board: Yvette Hopkins, Shonaig Macpherson, Katherine Peskett, Roddy Hart. Apr 2025 Jo Buckley, CEO, presented alongside First Minister, John Swinney on the importance of creativity to Scotland’s identity at Carnegie Hall as part of Tartan Week 2025. Jun 2025 Newly commissioned Dunard Centre Economic and Social Impact reports published. Jun 2025 Carnegie Corporation of New York awarded Dunard Centre a grant of $1 million. Jun 2025 IMPACT Scotland received a tender offer from Balfour Beatty for the construction of the Dunard Centre. Page 262 of 356
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59Annual Report 2024 – 2025 4. The Deal – summary of progress Strategic Added Value The Dunard Centre’s mission to create a ‘Hall for All’ is firmly centred around inclusion and access for everyone. Our vision is to deliver a bustling creative hub which will not only boost Scotland’s economy and create jobs and career pathways, but increase access to the arts for people across all ages and stages, and create a welcoming, free-to-access public space in the heart of Edinburgh. As an insight-driven organisation, our business strategy – from audience development and engagement, to programming and operations – is underpinned by a wealth of research. This has included market research undertaken by JRS Consortium in 2023, independent public polling by Whitestone Insight in 2025 and, most recently, an independent assessment of the Centre’s economic and social impact. The reports demonstrate that the Centre’s operations are projected to generate £169.4 million in gross value added (GVA) over its first 20 years, supporting 289 FTE jobs. Based on an estimated 200,000 visitors annually, the hall is projected to increase spending in Edinburgh and the surrounding region by £8.6m a year. Our social engagement plan is absolutely central to our work. Our wide-ranging community engagement programme is expected to benefit around 17,000 people each year. This includes increased opportunities for skills development leading to improved workplace pathways, as well as lifelong- learning initiatives, digital programmes and affordable programming. The Dunard Centre is also committed to becoming a beacon for sustainable working in the 21st century. Our ambition to become a zero-carbon building within a decade of opening is supported by an assessment and strategy from environmental design consultants Atelier 10. Plans to achieve our sustainability targets include the building design itself, a circular economy approach, and an assessment of carbon performance in line with the UK Green Building Council Net Zero Carbon Framework process. Culture Page 263 of 356
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60Annual Report 2024 – 2025 4. The Deal – summary of progress Regional Housing Programme The Edinburgh and South East Scotland City Region is experiencing a housing crisis. Five of the six local authorities have declared local housing emergencies, a situation compounded by the region’s population growth rate – the fastest in Scotland. In response to these challenges, regional partners have identified five priority areas for collective action to address the housing crisis and accelerate the delivery of affordable housing across all tenures: • Affordable Housing Delivery; • Retrofit; • Strategic Sites Programme; • Regional Delivery Alliance; and • Innovative Funding Models and Infrastructure Delivery. Affordable Housing Delivery ESES continues to deliver a significant proportion of Scotland’s new affordable homes. In 2024/25 the region collectively delivered over 1,290 affordable home approvals, over 1,700 site starts and nearly 2,200 completions, with a spend of nearly £126m. This exceeded all annual targets for spend, approvals, site starts and completions. A further £4.4m funding was utilised by City of Edinburgh Council and West Lothian Council to bring 615 void homes back into occupation. Compared to last year, there are 110 fewer homes approved, site starts are very similar and completions are down by 111 homes. The funding that has been available/spent is around £60m less in comparison to 2023/24. Regional Affordable Housing Pipeline Through local Strategic Housing Investment Plans (SHIPs), 15,360 homes have been identified that could be completed between 2025-2030. However, this target is currently unachievable due to insufficient funding. Local authority partners have funding available or expect to secure funding for 4,619 homes, representing 30% of the affordable housing pipeline. With increased funding beyond current levels, regional partners estimate they could complete 9,268 homes, achieving 60% of the total pipeline. Strategic Sites Work continues to try to accelerate delivery of the seven strategic sites at Blindwells, Calderwood, Dunfermline, Edinburgh’s Waterfront, Shawfair, Tweedbank and Winchburgh. The Strategic Sites Programme, approved by Joint Committee in October 2024, highlights that the collective socio-economic impact of the seven strategic sites would: • deliver 41,000 new homes (10,000 affordable); • create 8,000 jobs; and • contribute an additional £30 billion in Gross Value Added. It would also unlock a strategic delivery pipeline and be a catalyst for at least £4.1 billion private and institutional investment and wider public benefits. Page 264 of 356
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61Annual Report 2024 – 2025 4. The Deal – summary of progress Regional Housing Programme Significant progress has been made towards the delivery of the seven strategic sites this year, and especially in recent months. On 6 June 2025, the ESES City Region Deal Joint Committee considered three key reports and made the following key decisions: • Endorsed the Blindwells Strategic Outline Business Case, for submission to UK and Scottish Government for consideration; • Approved Fife Council progressing an application to access the second phase of funding for Dunfermline amounting to £6.1m (in line with the approved Full Business Case); and • Approved a progress report outlining progress on the preparation of an Outline Business Case to support the case for the development of a new railway station at Winchburgh and proposed approach to Scottish Government to secure gap funding. It is also anticipated that the full business cases for Granton Waterfront and Tweedbank Phase 1 will come forward in autumn 2025. Across the seven strategic sites over 1,000 social rent and over 3,600 market homes have been started over the last year. A total of 400 social homes, 253 mid- market rent homes and 795 market homes have been completed. A full breakdown is provided in the tables here: Delivery (starts) Tenure Mix Social Rent MMR BTR Market Blindwells 42 0 0 93 Calderwood 0 0 0 147 Dunfermline 637* 0 0 2544* Granton Waterfront Silverlea 92 51 0 0 Shawfair 107 0 0 348 Tweedbank 0 0 0 0 Winchburgh 134 32 0 487 Total 1,012 83 3 3,619 Delivery (starts) Tenure Mix Social Rent MMR BTR Market Blindwells 42 0 0 93 Calderwood 0 0 0 121 Dunfermline 1396 0 0 5584 Granton Waterfront 214 173 0 470 Shawfair 85 9 0 313 Tweedbank 0 0 0 0 Winchburgh 85 0 0 223 Total 1,822 182 0 6,804 Delivery (completions) Tenure Mix Social Rent MMR BTR Market Blindwells 23 0 0 111 Calderwood 42 33 0 182 Dunfermline 0 0 0 322 Granton Waterfront (Western Villages & D1) 243 220 0 0 Shawfair 18 0 0 41 Tweedbank 0 0 0 0 Winchburgh 74 0 0 139 Total 400 253 0 795 Table 2 – Strategic Site Delivery – Site Starts * numbers relate to total units approved within the relevant planning permissions which have began on site. Table 1 – Strategic Site Delivery – Site Approvals Table 3 – Strategic Site Delivery – Completions Page 265 of 356
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62Annual Report 2024 – 2025 4. The Deal – summary of progress Regional Housing Programme Regional Delivery Alliance The South East Regional Delivery Alliance builds on the Edinburgh Home Demonstrator Project which aimed to deliver a new model for delivering affordable Net Zero homes. The model is centred around collaborative procurement, whole life costing, development pipeline, and increased standardisation of housing types. The South East Regional Delivery Alliance’s Knowledge Hub was launched in June 2025. This online resource holds key documents that are intended to streamline the delivery of affordable housing projects, including: • A five-year pipeline of affordable housing projects, created using SHIP data; • 18 flat and house typologies and their associated Housing for Varying Need checklists; and • A Design & Performance Standard, which is a written specification utilising Modern Methods of Construction (MMC) and is net- zero ready. Stronger collaboration has taken place with Registered Social Landlords (RSLs) which led to the first RSL sites being included in a collaborative feasibility study. A Regional Pipeline was created to provide a clearer view of housing projects, including those that are funded and deliverable. The current return of investment for collaborative Bundle 1 has resulted in a cost saving of £765 per unit for the design team fees for the feasibility and pre-construction phases of Pilot 3. Key achievements over the last year include: • Increased quantity of homes – 24% increase in unit numbers compared to target site density for Pilot 3. • Reduced design team costs – A cost saving of £765 per unit for design team fees for the feasibility and pre-construction phases of Pilot 3. • Performance – 35% reduction on space heating performance, calculated through University of Edinburgh’s Interim evaluation of Pilot 1 Innovative Funding Models and Infrastructure Delivery With continued pressure on funding and financing for housing and enabling infrastructure, innovative funding models are playing a key role in unlocking development potential. Partners and national agencies are actively sharing learnings and delivery models currently being utilised or under development across the region. Three key approaches are being explored: risk-sharing models (successfully implemented at Winchburgh); outcome- based approaches (demonstrated at Granton Waterfront); and Growth Accelerator Models. On Friday 28 March 2025, regional partners held a Strategic Sites Workshop examining infrastructure delivery mechanisms, innovative funding solutions, and examples of successful strategic site delivery from across the UK. Workshop participants included regional Chief Finance Officers, Strategic Site Lead Officers, leading academics, the National Wealth Fund, Scottish National Investment Bank, and the Scottish Futures Trust. Page 266 of 356
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63Annual Report 2024 – 2025 4. The Deal – summary of progress Regional Housing Programme Retrofit Regional partners have agreed to deepening collaboration with a focus on sharing data and learning on standards, costs, property condition, Local Heat & Energy Efficiency Strategies (LHEES) and fuel poverty. In May 2025, the University of Edinburgh completed a pilot archetype study to support retrofit and heat decarbonisation planning for LHEES, Work is ongoing to build upon and maintain momentum of the innovative archetype project. Edinburgh Living Since September 2024, Edinburgh Living has purchased a total of 141 new homes at three sites. This brings the total number of homes owned by Edinburgh Living to 715. Headline achievements in the past year Date Achievement Oct 2024 Special Joint Committee meeting to approve the ESES City Region Strategic Sites Programme. This included a socio-economic impact assessment demonstrating the collective benefits form the Strategic sites. The economic model was developed by the University of Edinburgh and the City Region Deal PMO and both Scottish and UK Government economists. Jun 2025 Joint Committee Business case approval of Blindwells Outline Business Case and Dunfermline Phase 2 Delivery. Jun 2025 Launch of the Regional Delivery Alliance digital Knowledge Hub resource. Page 267 of 356
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64Annual Report 2024 – 2025 4. The Deal – summary of progress Regional Housing Programme Strategic Site Headline Achievements Blindwells • In October 2024, the strategic context for Blindwells was further progressed by approval of the Strategic Sites Programme by Regional Partners, which was developed with input from both Governments and provides a context to address the opportunities and challenges associated with the project via business case development, including capital and revenue support; • In December 2024 East Lothian Council decided to progress a Strategic Outline Business Case for Blindwells, and during early 2025 the Council led close joint working with Scottish Futures Trust and the landowners and developers involved to enable formation of a Project Team and the SOBC to be drafted; • In June 2025, Reginal Partners and East Lothian Council approved the Blindwells Strategic Outline Business Case for submission to both Governments for their consideration, setting out the strategic benefits and impact that the new settlement can deliver at UK, national, regional and local levels. Granton • Working with Government officials throughout 2024, The City of Edinburgh Council secured a commitment from Scottish Government to support Granton Waterfront Phase 1 as announced by the Cabinet Secretary in her budget announcement in December 2024. • Gas holder park was completed Dec 2024; this included restoration of the frame and the installation of a city park. The restoration of this structure permits development of the surrounding Phase 1 housing development sites. • 75 net zero homes for social and mid- market rent alongside three commercial units were completed at Granton Station View in January 2025. Residents have now moved in. • 388 net zero homes for social and mid- market rent are complete at Western Villages. Residents are now moving in. • Commencement of 143 net zero homes for social and mid-market rent at Silverlea; completion is due in late 2025. Shawfair • 20 kilometres of pipework and energy centre for Shawfair DHN is now in place with the first heat customers in December 2024. More homes have been added to the network, with 86 homes expected to be added by the end of the year. • Remediation of the site for Shawfair all- through Education Campus has begun. • Continued installation of pipework for Shawfair District Heat Network to serve 3000 homes. • Over 900 new homed either constructed, under construction, consented or being progressed for planning permission. Blindwells Granton Page 268 of 356
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65Annual Report 2024 – 2025 4. The Deal – summary of progress Regional Housing Programme Strategic Site Headline Achievements Dunfermline • The third of the 10 sites that comprise of the Dunfermline Strategic Site commenced on site in April 2025. This site will have 1400 units, brining the total number of consented sites that are now active to 2544 units. • Secured support of ESES Joint Committee to progress with submitting an application for accessing Dunfermline Phase 2 Delivery. • The second strategic transport intervention was delivered. Tweedbank • Strategic site master plan for 15 years was approved by CBRE – a £250 million investment. • Initial focus is on the next five years, which is to deliver 156 homes plus and retail. CBRE also updated their market analysis report for the five-year plan. • Major planning application for Tweedbank Care Village was submitted in September 2024. The approval process is ongoing. Calderwood • Now over 1,700 occupations. • A developer funded feeder bus service is now being provided to Kirknewton Railway Station pending agreement on an expansion of the Park & Ride Facility at the station. Winchburgh • Now over 1,300 occupation. • Significant progress being made towards delivery of the railway station although a funding package remains to be agreed. • A new non-denominational primary school at Hawkhill under construction to be ready for the new academic year 2025/26. Page 269 of 356
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66Annual Report 2024 – 2025 4. The Deal – summary of progress Regional Housing Programme Next milestones Due Date Milestone Summer 2025 • Regional Delivery Alliance: A webinar programme to aid engagement and communication with Local Authorities, Registered Social Landlords and the private sector will take place in August. • Regional Delivery Alliance: A collaborative feasibility for Bundle 3 will be arranged to gain efficiencies in scale of affordable housing projects. • Edinburgh Living: A further 99 homes are expected to be purchased prior to the end of September 2025. Autumn 2025 • Granton: Completion of 444 net zero homes for sale and rent at Western Villages. • Granton: Seeking Council Committee approval in September for the Full Business Case and to enter into development agreement for phase 1 of Granton Waterfront Regeneration, 847 homes and 14 commercial units alongside mobility hub and active travel. • Granton: Seeking Council Committee approval in September to enter into concession agreement for the Granton Waterfront Low Carbon Heat Network. • Shawfair: Feasibility Study is currently being concluded and District Heating Network routing selection finalised to connect Royal Infirmary to the MEL Heat Network that works for NHS Lothian. • Tweedbank: Strategic Site Full Business Case – Phase 1 submission. • Regional Delivery Alliance: The collation, procurement and feasibility of Bundle 3, from September 2025. • Regional Delivery Alliance: A whole life carbon exercise will be completed on seven of the 18 typologies. Winter 2025/26 • Granton: Site start for Phase 1 and the district heat network. • Granton - Completion of 143 Social Rent and mid-market rent net zero homes at Silverlea. • Shawfair: Millerhill Recycling and Energy Recovery Centre (RERC), operated by FCC Environment, will capture waste heat and pipe it to 59 homes in Shawfair by the end of 2025. First heat customers expected before the end of the summer 2025. • Edinburgh Living: Seeking Council Committee approval to progress next phase of 145 acquisitions. • Regional Delivery Alliance: Progression of Bundle 2 into preconstruction. • Seek to establish a Strategic Sites Working Group with Scottish, UK Government and national agencies with a tri-partite approach to progress delivery of the Strategic Sites Programme. • Establish shared governance arrangements around the Blindwells project through the Strategic Sites Working Group • Blindwells - The Project Team anticipates a Government decision on the Strategic Outline Business Case winter 2025/26. If progression to Outline Business Case is approved by Governments, the next anticipated key milestones are included below. Page 270 of 356
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67Annual Report 2024 – 2025 4. The Deal – summary of progress Regional Housing Programme Strategic Added Value Due Date Milestone Winter 2025/26 • Blindwells - on-going joint working with both Governments, Scottish Futures Trust, National Wealth Fund, Scottish National Investment Bank and the landowners and developers involved to focus on identifying ‘in principle’ strategic solutions for infrastructure and services, financial innovation and delivery vehicles that can feature in the development of the Outline Business Case and Blindwells Area Design Framework (non-statutory planning guidance in support of the Outline Business Case); • Blindwells - develop a draft Outline Business Case and draft Blindwells Area Design Framework targeting Winter 2025/26 Spring 2026 • Regional Delivery Alliance: A successful business case to extension of the programme beyond its current date of March 2026. • Shawfair: The remediation of the town centre site by Shawfair LLP is getting underway currently and construction on the campus is targeted to start once this is complete in 2026. Summer 2026 • Edinburgh Living: Acquisition of homes currently onsite (145) subject to viability criteria being met. • Blindwells – submit an Outline Business Case targeting summer 2026, which has been co-produced with both Governments and the Project Team and other as relevant. The Regional Housing Programme and delivery of the strategic sites can help address inequality, child poverty, improve health and wellbeing and create sustainable mixed communities and successful places that enable effective transformation and a just transition to net zero while responding to the climate and nature emergencies. This will also allow regional partners to retain, create and attract the high-quality workforce needed in South East Scotland to deliver our shared economic ambitions, which can enhance prosperity and contribute to productivity of the wider national and UK economy. The Strategic Sites are a key part of the Regional Prosperity Framework (RPF). The RPF Delivery Plan has an ambition and vision to protect the environment and make best use of our extraordinary built and natural assets. This will ensure that our Region delivers a just transition to a net zero economy. There are three main goals of the RPF Delivery Plan: to reduce economic exclusion; sustained and increased competitiveness; and accelerate a fair transition to Net Zero. The Strategic Site Programme and economic modelling demonstrates the collective impact of the seven Strategic Sites. They can deliver over 41,000 homes, over £30bn Gross Value Added, and support over 8,000 jobs. Together they can deliver transformational change in terms of housing supply and economic growth. For every £1 of public cost, £2.4 of GVA will be generate both in the region and elsewhere. Page 271 of 356
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68Annual Report 2024 – 2025 5. Benefits Realisation Update In 2023/24 great progress has been made in benefit realisation monitoring and reporting. Theme-specific benefits realisation progress: Culture The projected benefits to be realised over 15 years for the Dunard Centre Project have been refreshed in line with newer data, this has highlighted a higher estimation of benefits than originally estimated. Currently, the project is estimated to generate £107.5m in Gross Value Added (GVA) over its first 20 years of delivery, this is an increase of £30m in GVA from the original estimates from 2021. We continue working with our colleagues at IMPACT Scotland to improve and sophisticate our measurement of all the impacts and benefits that will be delivered by the construction and delivery of the Dunard Centre initiative. Page 272 of 356
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69Annual Report 2024 – 2025 5. Our Approach to Benefits Realisation Integrated Regional Employability and Skills (IRES) The IRES project has been hugely successful when examining the original KPI’s for the project. The IRES project, now in its seventh year of an eight-year programme, is exceeding its business case targets and how now achieved these ahead of schedule: Central to the success of the IRES programme is its extensive network of partners. This collaboration has fostered a culture of cross-sector regional collaboration, driving innovative approaches to address skills demands and opportunities. As a result, an additional £11.22m in funding has been secured, representing a 45% increase on government funding drawn down by the IRES programme so far. Click here to view the live IRES Impact Data Dashboard for more in-depth data on the projects within the IRES programme. Theme-specific benefits realisation progress: Culture The projected benefits to be realised over 15 years for the Dunard Centre Project have been refreshed in line with newer data, this has highlighted a higher estimation of benefits than originally estimated. Currently, the project is estimated to generate £107.5m in Gross Value Added (GVA) over its first 20 years of delivery, this is an increase of £30m in GVA from the original estimates from 2021. We continue working with our colleagues at IMPACT Scotland to improve and sophisticate our measurement of all the impacts and benefits that will be delivered by the construction and delivery of the Dunard Centre initiative. Integrated Regional Employability and Skills (IRES) The IRES project has been hugely successful when examining the original KPI’s for the project. The IRES project, now in its seventh year of an eight-year programme, is exceeding its business case targets and how now achieved these ahead of schedule: Central to the success of the IRES programme is its extensive network of partners. This collaboration has fostered a culture of cross-sector regional collaboration, driving innovative approaches to address skills demands and opportunities. As a result, an additional £11.22m in funding has been secured, representing a 45% increase on government funding drawn down by the IRES programme so far. Click here to view the live IRES Impact Data Dashboard for more in-depth data on the projects within the IRES programme. Housing A great deal of work has been done to improve the sophistication of benefits reporting in housing, having worked with colleagues in the University of Edinburgh, the UK Government and Scottish Government we have developed a model for assessing the impacts of the strategic housing development, with the key benefits outlined in this dashboard: Skills improvements Job outcomes Career progression 127,287 Goal: 14700 (+765.9%) Goal: 5300 (+56.6%) Goal: 500 (+24.4%) 8,300 622 Page 273 of 356
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70Annual Report 2024 – 2025 5. Our Approach to Benefits Realisation Housing A great deal of work has been done to improve the sophistication of benefits reporting in housing, having worked with colleagues in the University of Edinburgh, the UK Government and Scottish Government we have developed a model for assessing the impacts of the strategic housing development, with the key benefits outlined in this dashboard: Page 274 of 356
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71Annual Report 2024 – 2025 Innovation Data-Driven Innovation Hubs The DDI Hubs have continued effectively delivering above expectation against the key performance indicators outlined in the business cases for them, with a summary of these below (please note the KPI for data is still being configured and will be reported as soon as possible): Status of Programme Status Commentary Talent – Courses Both UoE and HWU are ahead of projected targets to date, and are on track to exceed the end of programme target of 84,000 students Talent – CPD & MOOCs The programme is over its end-of-programme target by 130%, and generated between £6-10m of economic impact between 22/23 – 23/24 Research The programme is currently £1m ahead of its end-of- programme target Adoption The programme has exceeded its actual income target for the end of the programme by 35% Entrepreneurship – Companies The programme has officially exceeded its end-of-programme target for the number of companies engaged by 42% Entrepreneurship – Follow-on Funding The programme is over its end-of-programme target for follow-on-funding received by DDI companies by 311% 5. Our Approach to Benefits Realisation Fife Innovation Zone Great progress has been made in Fife Innovation Zone where there are now 26 innovation action companies in the industrial units. These companies have created or safeguarded 151 jobs in Fife, and are utilising innovative new approaches to energy to create more sustainable and affordable energy solutions for tenants. Borders Innovation Park Borders Innovation Park situated next to Tweedbank Station and in the current Lowood Estate. The initiative is predicted to ultimately create around 350 jobs and an estimated Gross Added Value for the Borders economy of over £200m. Currently, 3 businesses are operating in Borders Innovation Park, with more benefits expected to be realised as the park continues to grow and develop. Transport Currently Transport projects have not begun delivery. However, work has begun to research how benefits monitoring, and evaluation can capture benefits such as reduced travel times, reduced carbon emissions and improved connectivity within the region. Page 275 of 356
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72Annual Report 2024 – 2025 5. Our Approach to Benefits Realisation Construction City Region Deal construction sites have supported a great deal of economic activity and are engaged in inclusive, community wealth building practices. Key benefits are highlighted below: Going Forward Currently there is an internal audit taking place on benefits realisation, following this the recommendations will be implemented to continue improving our approach to benefits realisation. A consultation with project leads has been undertaken to revise the benefits realisation plan, the revision of this will be published this year. An evaluation of the IRES project is underway which will have a published report in September, and the Benefits Realisation Officer continues working with other deals across the UK to share learning and promote a coordinated approach to benefits realisation, monitoring and evaluation. Page 276 of 356
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73Annual Report 2024 – 2025 6. Regional Prosperity Framework The Regional Prosperity Framework (RPF) outlines a 20-year economic vision for Edinburgh and South East Scotland and captures the regions current economic priorities to deliver inclusive growth, increased competitiveness and a just transition to net zero. The Framework is the articulation of the next phase of the development of the regional economy, building upon the successes of the City Region Deal both in terms of the programmes and in terms of regional collaboration. The Regional Prosperity Framework Delivery Plan was published in April 2023, focusing on priority projects identified for implementation within the subsequent two- year period. Over the past year, regional partners have advanced projects identified in the RPF Delivery Plan, progressing them into delivery as funding becomes available. A notable example is the collaborative approach taken with UK Government Shared Prosperity Funding (UKSPF), where the six Local Authorities pooled just over £1m of their individual allocations to deliver priority RPF projects. This funding has supported essential development work including feasibility studies, economic impact assessments, and design activities that lay the groundwork for future implementation. Regional Prosperity Framework Page 277 of 356
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74Annual Report 2024 – 2025 6. Regional Prosperity Framework Project Name Funding Source Output Next Steps Climate Ready SE Scotland UKSPF (Local Authority pooled) & Scottish Government Climate risk and opportunity assessment produced for the region. New economic analysis and coastal change modelling. Collated local knowledge and lived experience. Developing business cases and detailed proposals for priority regional actions identified in the risk assessment and develop options for a sustainable partnership model. Regional Energy Masterplan UKSPF (Local Authority pooled) Four key projects completed in 24/25 1. Development of regional data sharing agreement(s). 2. Climate Action Map – creation of online GIS map tool to support regional net zero planning and stakeholder engagement. 3. Pilot archetype study to support retrofit and heat decarbonisation planning for Local Heat & Energy Efficiency Strategies (LHEES). 4. Skills & training study for retrofit and heat decarbonisation including identification of skills gap, workforce capability evaluation, training needs assessment, policy alignment and recommendations. Identifying groups of potential collaborative energy investment opportunities; and building upon and maintain momentum of the innovative archetype project. Net Zero Accelerator Hub UKSPF (Local Authority pooled) Feasibility Study has been completed which evaluates the potential for a Net Zero Accelerator Hub addressing net zero demands and future delivery needs for the six Local Authorities encompassing net zero housing new build, retrofit housing, retrofit non-domestic buildings and low carbon transport infrastructure. The next phase of the project is to enable the NZAH to deliver on its full potential will require capital investment of circa £20- 25m to create physical space ‘barns’ in each College in the region and provide capacity required to deliver net zero training requirements. Page 278 of 356
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75Annual Report 2024 – 2025 6. Regional Prosperity Framework Project Name Funding Source Output Next Steps Visitor Economy and Culture UKSPF (Local Authority pooled) Regional Visitor Economy Partnership established. 4 projects completed in 24/25: 1. Cycling – aim of becoming a leading cycling holiday destination. Developed a Cycling Tourism Strategic Vision Framework; Conducted a Regional Cycling Tourism Feasibility Study; and Created a Destination Development Plan with prioritisation matrix. Target short term low budget actions to be delivered immediately; Business case development for larger scale longer term recommendations; Summer 2025 workshop to take recommendations forward and allocate lead organisation. 2. Culture – aiming to provide an enhanced cultural offer across the city region could be achieved by a new Regional Creative Content and Touring Framework. Capitalise on Edinburgh’s reputation as a world-class festival city. Understand current audiences for performing arts offers within the region, identifying levels of latent demand – 89% adults in the market for some form of performing arts. Business modelling undertaken and a feasible business model for a regional creative content and touring framework following phase one market intelligence reports. In-person workshop with all Local Authority partners, current project leads and their research team, to discuss proposal in more operational and practical detail to consider implementation. 3. The Forth – Developed a comprehensive strategic plan for cruise tourism in region. To maximise economic, environmental, cultural, and community benefits while managing visitor capacity responsibly. – Project Group targeting short term low budget actions to be delivered immediately. – Summer workshop to take recommendations forward and allocate lead organisation. – Business case development for larger scale longer term recommendations. Page 279 of 356
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76Annual Report 2024 – 2025 6. Regional Prosperity Framework Project Name Funding Source Output Next Steps 4. Data – Using multiple datasets to optimise the regional planning and managing of large-scale events, overlaying transport, accommodation, and event data. The work demonstrated how data integration can pinpoint transport and bed- space pinch-points, quantify worst-case overloads and generate actionable insights for planners, operators and businesses. Work to secure data across short term lets, hotel occupancy, festival data, mobile network data, and more to plug gaps. Conduct scoping study into Tourism Data Commons Trust and Explore use of digital twin technology with UoE to test long-range tourism and festival scenarios across the city region. Strategic Sites Programme Existing Resources Strategic Sites Programme developed underpinned by economic modelling undertaken by University of Edinburgh and Programme Management Office. Seven sites can collectively deliver 41,000 new homes, of which around 10,000 will be affordable, create 8,000 jobs, £30bn GVA and be a catalyst for at least £4.1 billion private and institutional investment and wider public benefits. Work to est. a Strategic Sites with UK and Scottish Government, National Wealth Fund and Scottish National Investment Bank and others to accelerate delivery, streamline and co-produce business case solutions and ensure strategic alignment and collective action to unlock strategic sites and joint outcomes. Page 280 of 356
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77Annual Report 2024 – 2025 6. Regional Prosperity Framework Project Name Funding Source Output Next Steps SE Regional Delivery Alliance Existing Resources Project is based on pipeline coordination, regional typologies and design and performance standards, as well as collaborative procurement, the delivery model aims to facilitate the development of affordable housing projects with Local Authorities and Registered Social Landlords for greater use of modern methods of construction to transform the performance of housing across the region and enable the move towards affordable homes built to net zero carbon standards. Benefits realised so far include: • Increased quantity of homes: 24% increase in unit numbers compared to target site density for Pilot 3. • Reduced design team costs: A cost saving of £765 per unit for design team fees for the feasibility and pre- construction phases of Pilot 3. • Performance: 35% reduction on space heating performance, calculated through University of Edinburgh's Interim evaluation of Pilot 1. • Knowledge Hub Launch – https://www.se-rda.org.uk/ was launched in June 2025. This online resource holds key documents that are intended to streamline the delivery of affordable housing projects. Procurement is ongoing for the feasibility of Bundle 2, comprising of 5 sites with 4 Clients and an estimated 218 units. Progression of Bundle 2 into preconstruction is anticipated in early 2026 with the collation, procurement and feasibility of Bundle 3, underway in September 2025. The project team is developing a business case seeking extension of the programme beyond its current end date of March 2026. Page 281 of 356
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78Annual Report 2024 – 2025 6. Regional Prosperity Framework Project Name Funding Source Output Next Steps Forth Green Freeport Existing and External Became operational on 12 June 2024 and is set to attract new businesses and new jobs into Burntisland, Grangemouth, Leith and Rosyth. The Full Business Case is currently being reviewed by both the UK and Scottish Governments. If Full Business Case is approved, it will unlock £25m of seed funding capital to address the key underdeveloped sites within the Freeport and attract inward investment. Regional Transport Strategy Delivery Plan Funding required A Regional Transport Masterplan, of non-Transport Scotland infrastructure, does not currently exist for the Region, and therefore we have a gap in regional knowledge and justification for projects. A list of prioritised regional projects (transport services, infrastructure and innovation) has been id entified with regional partners, SEStran and the lead officers from the other RPF priority projects. Need funding to secure consultancy support to develop the priority projects through the appropriate design process to enable them to be ready for delivery and future funding. Page 282 of 356
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79Annual Report 2024 – 2025 6. Regional Prosperity Framework Project Name Funding Source Output Next Steps Regional Intelligence Hub Funding required In December 2022, the Regional Economic Policy Advisory Group established by Scottish Government, published its review of regional economic policy delivery and made recommendations for how regional economic policy can be improved and delivered successfully in Scotland. A key recommendation by the Advisory Group, was for the Scottish Government to work with regional partners to explore establishing Regional Intelligence Hubs with areas prioritised to pilot Hubs. The University of Edinburgh, Smart Data Foundry and regional partners have developed a proposition and undertaken detailed scoping work involving a network of regional stakeholders and developed a demonstration dashboard for near-time regional data. Continue to seek funding and support to set up and resource a Hub. A workshop was held at the end of February 2025, to provide the opportunity for RPF projects to showcase and highlight key outputs ahead of funding coming to an end for UKSPF projects in the 24/25 financial year. A RPF Impacts Document is currently under development and captures these key deliverables achieved so far. The RPF Delivery Plan is a live document, and a review and refresh of the projects has been taking place throughout the summer 2025 to ensure projects are still relevant and deliverable. This work has been developed with the City Region Deal Directors and elected member input. Further information on future priorities can be found in the RPF Update and Two-Year Refresh report which will also be considered at the 5 September 2025 Joint Committee meeting. Page 283 of 356
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80Annual Report 2024 – 2025 7. The Year Ahead 2025 2026 to Date Milestone Aug 25 Start of construction of Phase 2 office building, Borders Innovation Park. Aug 25 Launch community benefit schedule of delivery for Borders Innovation Park and Dunard Centre construction. Sep 25 First UK Robotics Expo launch. Sep 25 Joint Committee meeting where the following items will be considered: • City Region Deal Annual Report. • City Region Deal Benefits Realisation: Six-monthly Update. • Dunard Centre – Stage 2 Procurement update. • Internal Audit Annual Update. • Regional Housing Programme Annual Update. • Regional Innovation Action Plan – Update on Delivery Plan and Governance. • Regional Prosperity Framework Annual Update. Autumn 25 Start of construction of Dunard Centre. Autumn 25 Completion of 444 net zero homes for sale and rent at Western Villages, Granton. Nov 25 Edinburgh Innovation Hub operational. Dec 25 Complete onboarding of partners into office space in Usher Building in final available neighbourhoods. Dec 25 Joint Committee meeting where the following items will be considered: • Tweedbank Strategic Site – Full Business Case. • A720 Sheriffhall six-monthly update from Transport Scotland. • Granton Waterfront Strategic Site: Full Business Case for Phase 1 and FBC for Heat Network. • Integrated Regional Employability and Skills Annual Update and Proposal for next stage. Winter 25/26 Site start for Phase 1 and the district heat network in Granton, and and Completion of 143 Social Rent and mid-market rent net zero homes at Silverlea. Jan 26 Establish Robotics Scotland with the Scottish Government as a catalytic change programme for economic development and growth. Mar 26 Joint Committee meeting where the following items will be considered: • City Region Deal Benefits Realisation: Six-monthly Update. • Data-Driven Innovation Programme and Internet of Things Annual Update. Mar 26 Construction complete at two business units in Fife: Flemington Road, Glenrothes and Levenmouth (Phase 2). Jun 26 Joint Committee meeting where the following items will be considered: • A720 Sheriffhall six-monthly update from Transport Scotland. • Transport Programme Annual Update. Jun 26 Completion of construction of Phase 2 office building, Borders Innovation Park. Page 284 of 356
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81Annual Report 2024 – 2025 8. Contacts and Further Information Programme Management Office • Andy Nichol, Programme Manager: andy.nichol@edinburgh.gov.uk • Mark Baillie, Lead Communications Officer: mark.baillie@ei.ed.ac.uk • David Baxter, Senior Programme Officer: david.baxter@edinburgh.gov.uk • Adam Dunkerley, Integrated Regional Employability and Skills Manager: Adam.Dunkerley@fife.gov.uk • David Hanna, Senior Programme Officer: david.hanna@edinburgh.gov.uk • Lisa Howden, Accountant: lisa.howden@edinburgh.gov.uk • Nicola Raine, IRES Strategy & Governance Manager: nicola.raine@capitalcitypartnership.org • Graeme Rigg, Senior Programme Officer, graeme.rigg@edinburgh.gov.uk • Daniel Stevens, Benefits Realisation Officer, daniel.stevens@edinburgh.gov.uk • General enquiries: esescr.citydeal@edinburgh.gov.uk Further Information • Keep up to date with the latest news and join the mailing list at www.esescityregiondeal.org.uk • Data-Driven Innovation website • Download all Joint Committee reports including approved business cases at The City of Edinburgh Council Committee library website. • Visit the webcast library to view recordings of each Joint Committee meeting Page 285 of 356
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Midlothian Council Tuesday 21 October 2025 Item No 8.8 Midlothian Chief Social Work Officer DRAFT Annual Report 2024-25 Report by Nick Clater, Head of Adult Services & Chief Social Work Officer Report for Information 1 Recommendations Council is requested to note the information in the Midlothian Chief Social Work Officer DRAFT Annual Report 2024-25. 2 Purpose of Report/Executive Summary The report advises of the social work activities undertaken in Midlothian on behalf of the Chief Social Work Officer in 2024-25. This is a statutory report that is provided to the Scottish Government by 31st October 2025. Date: 26th September 2025. Report Contact: Nick Clater (Head of Adult Service and Chief Social Work Officer). nick.clater@midlothian.gov.uk Page 287 of 356
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3 Background/Main Body of Report 3.1 The Social Work (Scotland) Act 1968 requires local authorities to appoint a single Chief Social Work Officer (CSWO). The CSWO role was established to ensure the provision of appropriate professional advice in the discharge of a local authority’s statutory functions. As a matter of good practice, it is expected that the CSWO will undertake the role across the full range of a local authority’s social work functions to provide a focus for professional leadership and governance for these functions. The CSWO should assist local authorities and their partners in understanding the complexities and cross-cutting nature of social work service delivery - including in relation to particular issues such as corporate parenting, child protection, adult protection and the management of high-risk offenders - and also the key role social work plays in contributing to the achievement of a wide range of national and local outcomes. The CSWO also has a contribution to make in supporting overall performance improvement and management of corporate risk. CSWOs’ reports seek to provide an overview of the social work services in the area by providing carefully selected information. The reports when analysed together should provide a concise overview of the social work services nationally. Together, the reports can be used to highlight experiences, challenges, learning opportunities, and good practice. The reports should also enable CSWOs to present focussed reports for local governance structures. The social work landscape both nationally and locally remained busy and challenging in 2024-25. There remained uncertainty over the development of a National Care Service for much of the year. Within Adults Services (which are part of Midlothian Health and Social Care Partnership), alongside the expected Care Inspectorate service inspections of registered services, there was a multi-agency Joint Inspection of Adult Support and Protection undertaken by the Care Inspectorate, Health Improvement Scotland and HMICS. Children’s Services continued to have visits from the Care Inspectorate in relation to their registered services. Children’s Services also continue to lead in Midlothian on our response to those unaccompanied children seeking asylum. Justice continued to have discussions regarding the proposed implementation of the Multi-agency Public Protection System (MAPPS) that is being developed by the Home Office to better report and monitor those individuals who are assessed as high risk in our communities. Staffing and resources across all areas of social work remain a challenge. We welcomed a number of newly qualified social workers in 2024-25 and have developed a programme to support them in their first year with us but staffing all areas of social work requires more work. Acuity and demographic changes are placing particular pressures on the transitions of young people with disabilities to adult services, mental health services for all ages, services for those who are care experienced and, care for older people. Social work and social care, Page 288 of 356
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either via direct service provision or through commissioned services, are under significant pressure to meet rising demand and complexity. It is not possible to convey in detail every aspect of social work within one report. The report focuses on key achievements, activities, outcomes and learning. This report offers a high-level summary of some key developments, improvements and challenges across social work and social care services in Midlothian during 2024-25. The operating environment for social work and social care remains both complex and fluid with a high degree of uncertainty regarding the future arrangements for service delivery and governance as well as a busy legislative and policy development landscape, challenges in relation to workforce capacity and availability, constrained resource availability and increased demand. The report highlights clear challenges in relation to unmet need and a requirement to continue to improve timely access to services within our communities, ensuring that we prioritise a preventative approach. Maintaining a balance of focus and prioritisation of the provision of support for people in the community will be of critical importance in the coming year. Despite the challenges social work and social care services face across Midlothian, in conjunction with our third sector providers we continue to evidence a high level of commitment in providing good quality care that ameliorates risk, and empowers, supports and protects people. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no direct resource requirements arising from this report. 4.2 Digital There are no digital implications related to this paper 4.3 Risk There are no risks attached to this paper beyond those set out within the body of the report.. 4.4 Ensuring Equalities (if required a separate IIA must be completed) There are no equalities issues arising from this report. 4.4 Additional Report Implications (See Appendix A) See Appendix A Page 289 of 356
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Appendices: Appendix A – Midlothian Chief Social Work Officer Annual Report 2024- 25 Page 290 of 356
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Midlothian will be Safer A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value A.5 Involving Communities and Other Stakeholders The Midlothian Chief Social Work Officer Annual Report 2024-25 is submitted to the Scottish Government. As part of performance management collaborative feedback is sought from service users to ensure effective service provision and information provided is appropriate and relevant. A.6 Impact on Performance and Outcomes To ensure that the statutory duties of social work are discharged effectively numerous groups and committees are convened and reported through. They are set out in the Midlothian Chief Social Work Officer Annual Report 2024-25. Page 291 of 356
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A.7 Adopting a Preventative Approach A fundamental purpose of social work is early intervention and prevention. Within legislation there are a number of monitoring interventions and strategies which agencies can use as part of preventative measures. A.8 Supporting Sustainable Development Not applicable Page 292 of 356
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Midlothian Chief Social Work Officer Annual Report 2024-25 (Roslin Glen, Midlothian) Page 293 of 356
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Contents SECTION PAGE NUMBER Introduction 3 Midlothian Profile 5 Governance, accountability, and statutory functions 6 Service Quality and Performance • Introductory Considerations • Public Protection • Children’s Services • Adults • Community Justice & Justice 10 Resources 34 Workforce 36 Looking ahead 40 Page 294 of 356
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Introduction I am pleased to present my first Chief Social Work Officer Annual Report for 2024- 25. As Head of Adult Services, I succeeded Joan Tranent (formerly Head of Children’s Services) in the role in October 2024. Joan retired in October 2024 and my thanks go to her for her contribution to social work in Midlothian over many years. The Social Work (Scotland) Act 1968 requires local authorities to appoint a single Chief Social Work Officer (CSWO). The CSWO role was established to ensure the provision of appropriate professional advice in the discharge of a local authority’s statutory functions. As a matter of good practice, it is expected that the CSWO will undertake the role across the full range of a local authority’s social work functions to provide a focus for professional leadership and governance for these functions. The CSWO should assist local authorities and their partners in understanding the complexities and cross-cutting nature of social work service delivery - including in relation to particular issues such as corporate parenting, child protection, adult protection and the management of high-risk offenders - and also the key role social work plays in contributing to the achievement of a wide range of national and local outcomes. The CSWO also has a contribution to make in supporting overall performance improvement and management of corporate risk. CSWOs’ reports seek to provide an overview of the social work services in the area by providing carefully selected information. The reports when analysed together should provide a concise overview of the social work services nationally. Together, the reports can be used to highlight experiences, challenges, learning opportunities, and good practice. The reports should also enable CSWOs to present focussed reports for local governance structures. The social work landscape both nationally and locally remained busy and challenging in 2024-25. There remained uncertainty over the development of a National Care Service for much of the year. Within Adults Services (which are part of Midlothian Health and Social Care Partnership), alongside the expected Care Inspectorate service inspections of registered services, there was a multi-agency Joint Inspection of Adult Support and Protection undertaken by the Care Inspectorate, Health Improvement Scotland and HMICS. Children’s Services continued to have visits from the Care Inspectorate in relation to their registered services. Children’s Services also continue to lead in Midlothian on our response to those unaccompanied children seeking asylum. Justice continued to have discussions regarding the proposed implementation of the Multi-agency Public Protection System (MAPPS) that is being developed by the Home Office to better report and monitor those individuals who are assessed as high risk in our communities. Staffing and resources across all areas of social work remain a challenge. We welcomed a number of newly qualified social workers in 2024-25 and have developed a programme to support them in their first year with us but staffing all areas of social work requires more work. Acuity and demographic changes are Page 295 of 356
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placing particular pressures on the transitions of young people with disabilities to adult services, mental health services for all ages, services for those who are care experienced and, care for older people. Social work and social care, either via direct service provision or through commissioned services, are under significant pressure to meet rising demand and complexity. It is not possible to convey in detail every aspect of social work within one report. The report focuses on key achievements, activities, outcomes and learning. It is an immense honour and privilege to serve as the Chief Social Work Officer for Midlothian. I am ably assisted by the Deputy Chief Social Work Officer, Rebecca Hooton, who succeeded Joan Tranent as Head of Children’s Services. I am fortunate also to have the support of a skilled and committed group of staff across all the areas of social work who perform consistently under challenging circumstances. Moreover, the work of third sector and commissioned services should also not go unappreciated. My thanks go to them all for all their hard work in 2024-25. Nick Clater Chief Social Work Officer – Midlothian Council. Page 296 of 356
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Midlothian Profile Midlothian‘s population in the 2022 census was 96,600. This is an increase of 16.1% from the 2011 census. Between 2021 and 2022, the number of households in Midlothian grew from 40,993 to 41,009 and is still projected to increase in the future. Midlothian’s current population can be characterised by 19% being over 65 years of age, 63% between 15-64 years of age, and 17.8% under 14 years of age. Midlothian continues to be the fastest growing local authority in Scotland, and will see a growth rate of 13.8% until 2028 compared to the Scottish average of 1.8%. Our demographic profile shows growth in all age groups but particularly acute in the 0-15 years and over-75 age groups and therefore there will be significant demand for early years, schools, children’s services and older people’s services. There is a gap in outcomes for people in different parts of Midlothian. Some areas have poorer levels of employment; lower wage rates; lower average life expectancy, greater concentrations of people who are elderly or disabled; poorer access to physical amenities such as shops, health care, public spaces and play facilities; lower than average qualifications and higher levels of crime. In Midlothian there are 3 communities in the top 20% of most deprived areas in Scotland. These are Central Dalkeith/Woodburn; Mayfield/Easthouses and Gorebridge. Page 297 of 356
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Governance, Accountability and Statutory Functions The Chief Social Work Officer (CSWO) role ensures the provision of appropriate professional advice in the discharge of a local authority’s statutory functions as set out in Section 3 Social Work (Scotland) Act 1968. The role also has a place set out in integrated arrangements brought in through The Public Bodies (Joint Working) (Scotland) Act 2014. The CSWO’s responsibilities in relation to local authority social work functions continue to apply to functions which are being delivered by other bodies under integration arrangements. The appointment of a CSWO is a statutory requirement of the local authority. The strategic direction for the role and contribution of social work and social care services in protecting and improving the wellbeing and outcomes of Midlothian residents sits within the context of community planning and the integration of health and social care. The Midlothian Community Planning Partnership and associated sub-groups deliver the Single Midlothian Plan 2023-27 which has 3 outcomes covering the next 4 years: • 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. In their role, the CSWO sits on the Community Planning Partnership Board, which is a Board comprising senior leaders across Midlothian in both statutory and third sector organisations. It is chaired by the Leader of Midlothian Council. Social work services in Midlothian are well established and are delivered between Midlothian Council and the Integration Joint Board (IJB). Adult social work and social care services, and Justice social work are delegated to the IJB and delivered and managed within the Midlothian Health and Social Care Partnership (HSCP). Children’s social work services are managed within the Council structure as part of the People and Partnership Directorate which includes Education and Community Lifelong Learning and Employability. As highlighted in the Introduction to this report, the role of the Chief Social Work Officer currently sits with the Head of Adult Services, which is a role within the Health and Social Care Partnership. The CSWO attends the IJB as a non-voting member to provide professional advice and guidance to social work functions which have been formally delegated. Midlothian IJB is well established and evidences good governance and accountability. This arena allows for robust discussions around the pressures within both council and health services and for solutions to be sought at a strategic level. The importance of the role of the CSWO was highlighted within the IJB when discussing the efficiencies required to set a balanced budget. The Professional Leads (CSWO, Chief Nurse, Chief Allied Health Profesisonal and Clinical Director) provided a paper outlining their position on the efficiencies and how these should be managed in a way which prioritised safety, statutory responsibilities and protecting the most vulnerable. The CSWO contributes fully to the strategic planning processes within the IJB and the consequent variety of plans: • Strategic Commissioning Plan 20225-25; Page 298 of 356
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• Strategic Plan 2025-35; • Carers Strategy 2022-25; • IJB Directions. The anomaly of having health visiting and school nursing within the IJB but not aligned with Children’s Services requires good engagement and communication between the services at all levels which is evident within the Integrated Children’s Services Plan 2023-2026. The Getting it Right For Every Child (GIRFEC) Board and associated sub-groups has 12 priorities and is also key to ensuring the progression of the aforementioned Integrated Children’s Services Plan 2023-2026. The GIRFEC Board is chaired by the Head of Children’s Services and Deputy CSWO and whilst the CSWO sits on the Board, attendance was sporadic and is an area of development. Within Midlothian we have a joint public protection committee across Midlothian and East Lothian. The Chief Social Work Officer attends the East and Midlothian Public Protection Committee (EMPPC) as well as being a member of the Chief Scrutiny Oversight Group (CSOG) along with other Chief Officers and both Council Chief Executives. This partnership allows for the sharing of practice and learning across the public protection arena which includes adult support and protection, child protection, violence against women and girls, Multi-agency Risk Assessment Conferences (MARAC) and Multi-agency Public Protection Arrangements (MAPPA). The inception of a joint Public protection committee in 2014 means it is well established and has over the years evidenced robust challenge and scrutiny. Having a Public Protection Committee has reduced the risk of the Public Protection agenda being fragmented into siloed committees. This recognises that there are cross- cutting issues and areas for learning and has made the agenda more streamlined for the CSWO. MAPPA governance, whilst sitting with CSOG, is also managed via a pan-Lothian and Scottish Borders Strategic Oversight Group (SOG). The SOG, chaired by the CSWO in East Lothian brings the 5 CSWOs in Lothian and the Scottish Borders together with the MAPPA Office, NHS Lothian, NHS Borders and Police Scotland. It is a key decision-making body for MAPPA policies, practice and procedures and, for example, is playing a fundamental role in the approach to the implementation of MAPPS in Lothian and the Scottish Borders. Midlothian and East Lothian have a joint Alcohol and Drug Partnership (MELDAP) and this is chaired by myself as CSWO. The social work landscape has remained busy with a large number of strategic drivers in all our service areas. It is challenging for an established, never mind new, CSWO to fully grasp the impact of all the new developments, policies and agendas that come across the desk of a CSWO. This challenge is further exacerbated by the modern reality in social work whereby a CSWO invariably has experience in either Adults, Justice or Children and seldom experience in all areas. In relation to Children’s Services, I am reliant on the managers there, not least the Head of Service, to keep me appraised of issues and developments. I meet with her every Page 299 of 356
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week and, in reality, we speak nearly every day. Developing that close working relationship has been key and works well. It is vitally important that as leaders we can engage in strategic discussions so that we can influence policy and share any concerns we may have. As CSWO I attend the fortnightly CSWO meetings operated by Social Work Scotland where all 32 CSWOs from across Scotland discuss a very full agenda and offer our views around new initiatives and the potential impact this will have, changes to legislation and any other relevant business. I also chair the Mental Health Officer sub-group for Social Work Scotland and am Vice-Chair of the Adults Standing Committee. Work is ongoing to ensure the Adults Standing Committee has a larger and sufficiently senior membership. In early 2025, Social Work Scotland established a group to look more closely at how social work has a sufficient voice within a health and social care integration space and I am involved in that group. The Head of Children’s Services who deputises as CSWO also attends groups at a national level that involve Children’s Services and a Group Service Manager in the HSCP is significantly involved in the Justice committees in Social Work Scotland. In addition, many Service Managers across the three areas are involved in national arenas thereby sharing their own experiences and gaining knowledge and information from others which may be helpful in improving their own areas of work. For a small local authority, Midlothian has historically had significant involvement in Social Work Scotland work, recognising that it is the main professional body for social work in Scotland. Consequently, we have been able to both contribute to national debates and also take learning and information from other areas. Moreover, by having so many people involved in national work, it reduces the onus on the CSWO to take sole responsibility for this. Not only is this positive for staff development, it also ensures that knowledge is not held solely by one individual. This creates resilience in strategic thinking within the social work services in Midlothian. My predecessor reported in the previous two CSWO Reports that we were in the early stages of developing a Social Work Assurance Group (SWAG). This group was established in May 2023, with a Terms of Reference and agreed membership. As CSWO I chair the group and have the Deputy CSWO and the Group Service Manager in attendance. Since inception, the group has developed and matured. What started out as a group to essentially get assurance on a small number of registered care areas, has become a group that provides governance and assurance for all areas of social work in Midlothian including the following: • Service inspections and associated improvement plans; • Strategic inspections and associated improvement plans; • Mental Welfare Commission Reports learning; • Approval and oversight of policies and procedures; • Learning Review oversight; • Freedom of Information Request oversight; • Complaints oversight, patterns and learning (including SPSO notifications); • SSSC Registration issues. It is fair to say that some of these areas remain works in progress for the group but there is ambition there and it is the one meeting in Midlothian for social work that covers all areas. It is important for me as CSWO that this group provides me with the Page 300 of 356
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level of assurance I seek for all areas of social work particularly in relation to the area of practice. The group provides strategic assurance, governance and scrutiny to Executive Directors, the Chief Executive and where appropriate Elected Members on the progress of actions derived from the aforementioned work. The group also provides leadership to create a culture of transparency and openness to support learning and practice improvement as well as overseeing the approval of policies within children and families and adult services. Sessions on the work of the group have been delivered to staff. The work of the group is reported to Elected Members through both Council Cabinet and the Performance, Review and Scrutiny Panel. All social work and social care services in Scotland have a duty of candour. This is a legal requirement which means that when unintended, or unexpected events happen that result in death or harm as defined in Health (Tobacco, Nicotine etc. and Care) (Scotland) Act 2016, the people affected understand what has happened, receive an apology and the organisations learn from the experience and put in place improvements. An important part of this duty is the requirement for organisations to provide an annual statement detailing how the duty of candour is implemented across services. Between 1st April 2024 and 31st March 2025, there was one incident in a care home where it was deemed that the duty of candour be applied. Learning from complaints is an area, as noted above, that we have been keen to bring under the auspices of SWAG. This remains one of the works in progress. 2024- 25 did not see any notable change in pattern in complaints across social work services. There remains an issue that many of the complaints are complex and require to be triggered to Stage 2 of the process but, again, this is managed in line with the policy. I am assured that learning is taken from any SPSO notifications via reporting through SWAG. In conclusion, the governance and accountability functions for social work are well met within Midlothian. This is despite the challenges integration brings and the management of social work sitting in different directorates. The ongoing embedding of the Social Work Assurance Group (SWAG) is a definite positive and gives me as CSWO a degree of confidence that the while system is being considered. Nationally, the landscape remains challenging but Midlothian is well-placed through engagement with Social Work Scotland to keep abreast of national workstreams and we are well embedded in regional work in all areas of social work. Scrutiny is provided via SWAG, the Care Inspectorate, Midlothian Council and Midlothian IJB and is both meaningful and sufficiently challenging and supportive. It is important to recognise that the role of the CSWO in terms of governance, accountability and statutory functions cannot be done in isolation and that support is provided by a range of staff. This is well managed in Midlothian and further enhances robustness around the assurances sought by myself as CSWO. Page 301 of 356
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Service Quality and Performance Introductory Considerations In an ever changing landscape, social work is still often seen through the prism of three key areas: Children and Families, Community Care (or Adults and Older People) and Justice (and Community Justice). This report sets that out below but it is worth highlighting some context in relation to this. Firstly, it is now unusual for social workers (including CSWOs) to have significant experience of ALL Areas of social work – most have experience of one or two. For a CSWO this means that, more than ever, there needs to be good working relationships between the CSWO and key staff and managers. Secondly, there is increasing overlap between service areas. This is evidenced in Midlothian by the existence of No.11, our Recovery Hub which comprises NHS, social work and third sector staff from Justice, Substance Use and Mental Health. Moreover, we are also working increasingly across Adult’s and Children’s Services around disabilities, particularly young people transitioning into adult disability services. The Alcohol and Drug Partnership is a further example of overlap. Lastly, whilst the sections below are divided in line with the three aforementioned three key areas, I want to start with a section on Public Protection which is more cross cutting. Public Protection is central to what social workers do and recent years have seen greater scrutiny and greater complexity. It is right, I believe that I set this area of work out as distinct. Public Protection Public Protection Arrangements Through the Critical Services Oversight Group (CSOG), the Chief Officers of our core partners (Councils, NHS and Police) provide strategic leadership, scrutiny, governance and direction to EMPPC. The East Lothian and Midlothian Public Protection Committee (EMPPC) is the local strategic partnership that is responsible for the overview of policy and practice in relation to Adult Support and Protection, Child Protection and Violence Against Women and Girls. The primary aim of the Committee is to provide leadership and strategic oversight of Public Protection activity and performance across East Lothian and Midlothian. The reporting arrangements are shown below. The Committee is chaired by Keith Mackay who works independently. A number of sub-groups sit below the EMPPC. The East Lothian and Midlothian Public Protection Office (EMPPO) supports the delivery of the operational and strategic objectives and priorities of the EMPPC and its Sub-groups. Page 302 of 356
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Joint Inspection of Adult Support and Protection The Joint Inspection of Adult Support and Protection in Midlothian came to its conclusion with the publication of the report in June 2024. A lot of the work to prepare for and engage in the inspection had taken place in the previous reported year. The inspection programme involved the analysis of a Position Statement which was developed on a multi-agency basis, where we identified our strengths and areas for development. Inspectors also reviewed the findings of a staff survey of 77 staff from a range of organisations, including Health, Police, Social Work and Third Sector providers, scrutinised 90 records, held focus groups with staff and engaged in Professional Discussion with strategic leaders. The inspection was broadly very positive with a number of areas of strength and some areas for improvement and a subsequent improvement plan was developed which is reported back through SWAG and to the Care Inspectorate at intervals. Adult Support and Protection There continued to be an increase in the number of referrals received under Adult Support and Protection. Consequently, there was an increase in the number of Investigations undertaken (with or without the use of Investigatory Powers), in 2024 - 2025 Council Officers undertook 472 investigations, a 14% increase on the number completed in 2022-2023. In the majority of cases the risk was reduced or mitigated without the need to apply for a Protection Order under the Adult Support and Protection Act. One Banning Order was successfully applied for which prevented the perpetrator of the harm from contacting the adult at risk. In total, 46 Adult Support and Protection Case Conferences were held during the reporting year; 20 were Initial Case Conferences and 26 were Review Case Conferences. Page 303 of 356
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Child Protection The number of children on the Child Protection Register (CPR) in Midlothian (95 children across 2024-25) remained relatively stable in 2024-25 with some expected fluctuations, particularly around the end of the school summer term. This pattern was consistent with previous years and was likely linked to education colleagues protectively raising concerns in advance of the long summer break where children are less visible to professionals. A notable shift in 2024-25 was observed in the categories of registration. Across the year parental mental health emerged as the most frequent category of registration. While domestic abuse has historically been the leading reason for registration, both this and emotional abuse now followed closely behind parental mental health. This change reflects both a broader recognition of the impact of adult mental health on children’s wellbeing and improved multi-agency identification and recording practices. This evolving profile of risk highlights the importance of a trauma-informed, 501 681 690 536 468 453 674 929 1027 953 276 305 223 189 177 196 325 415 532 472 0 200 400 600 800 1000 1200 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Midlothian-number of ASP referrals and inquiries by year Referrals Inquiries Page 304 of 356
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family focussed approach to child protection and underscores the continuing need for close collaboration with multi agency partners and adult services. The joint East and Midlothian Public Protection Committee and wider partnership continue to monitor trends in registration categories and work proactively to strengthen early identification, assessment and multi-agency planning around child at risk of significant harm. Multi-Agency Public Protection Arrangements (MAPPA) MAPPA stands for Multi-Agency Public Protection Arrangements, a statutory framework in the UK that brings together agencies like the police, Scottish Prison Service, and social work to assess and manage the risks posed by violent and sexual offenders in the community. The goal of MAPPA is to protect the public by ensuring these individuals are appropriately supervised and monitored through coordinated efforts and shared information. Quarterly reporting of MAPPA arrangements in Midlothian is made to the East and Midlothian Management Group (EMMG) Sub-group of EMPPC. The number of registered sex offenders being managed in the community on 31st March 2025 was 71. In relation to the number Justice social work were supervising in the community, this number was 27 on 31st March 2025. MAPPA is functioning efficiently and effectively, with no registered sex offenders reported for any sexual re-offending, and audits of MAPPA cases identifying strengths in risk management and partnership working. Violence Against Women and Girls (VAWG) Looking at the national figures, we estimate that over 3,500 children in Midlothian are likely to have experienced domestic abuse – these are children we all know in our nurseries, schools, health settings and community groups. The victims and perpetrators live and work in our communities and encounter our health and social work and social care services on a regular basis. The Domestic Abuse (Scotland) Act 2018 came into force on 1st April 2019. This law focuses on the behaviour of the perpetrator, requiring a course of behaviour rather than a discrete incident. An increased use of this legislation is welcomed as it recognises the complexity of domestic abuse. The number of cases recorded by Police under this legislation increased from 35 to 51 between 2023 and 2024 in Midlothian. Domestic abuse as a vulnerability factor features most commonly at Child Protection Planning Meetings. Each and every one of us who works and lives in Midlothian has a responsibility in challenging and tackling gender inequality and working together to improve outcomes for some of the most vulnerable people and communities in Midlothian. In recognition of this, partners in Midlothian came together to develop an Equally Safe in Midlothian Strategy, which was approved by the Community Planning Board in March 2024. This has been an important step in acknowledging and tackling gender- based violence and delivering the national Equally Safe Strategy needs, to be led and owned on a multi-agency basis, and across all services, not just the core services with operational responsibility for responding to domestic abuse. A Leadership Group was established, which the CSWO chairs, to take forward the priorities on a multi-agency basis. Page 305 of 356
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We continue to deliver Multi-Agency Risk Assessment Conferences (Marac) in Midlothian as our key response to supporting the victims at the highest risk of domestic abuse. Marac is a local meeting where representatives from statutory and non-statutory agencies come together to discuss individuals at high risk of serious harm or murder as a result of domestic abuse and develop safety plans to reduce risk and increase safety. There were 123 victims heard at Marac meetings in Midlothian in the year, a reduction of 2 from the previous year. The total number of Marac meetings was 15. 120 victims were female and three were male. Children and Families Early support and intervention To keep The Promise and better support children, young people and their families Children’s Services engaged in tests of change in 2024-25, redesigned service delivery and realigned budgets to adapt how we deliver our statutory and voluntary services. Central to these changes was the increase of early intervention supports, holistic family support, supports that address the cost-of-living crisis and those living in poverty and strengthening the way children, young people and their families’ voices are included in decision making. This is a process of continual improvement, and we are committed to listening to how this feels and impacts the families we work with. Family Wellbeing Service The Family Wellbeing Service (FWS) was established in January 2023 to address the gap in support between universal and statutory services. The FWS works with children aged 0-17, their families’, schools, health and third sector partners to improve low school attendance, and other wellbeing concerns. In 2024 referral numbers to the FWS rose by 56%, with a total of 285 received. On average the team support 150 individual children/young people at any time. Key Successes: • The combined Team Around the Child (TATC) referral and resource allocation processes for early years and primary and high school age groups are now well established. With this comes an agreement by third sector and council services to identify the most suitable support and allocate without need for additional referral processes to minimise delays. • The team is working with several families where it is recognised that without the scaffolding of support provided by the FWS, these families would require statutory social work intervention. Additional capacity for social work level assessment and planning has been created in the team with the recruitment of a second senior practitioner to supports efforts to keep families together and out of statutory services in line with the aspirations of The Promise. Impact on Families: • A 13 year old was supported by the FWS and a multi-agency plan to rebuild relationships with school and move from online learning to being back in school for the first time in over a year. • A mother of 2 children was experiencing low mood and struggling to manage the competing needs of her children. The parent was able to engage in support with FWS where she built up confidence and addressed health needs, routines and poor sleep patterns in the home. The parent and Page 306 of 356
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professionals could see a significant improvement in how she was feeling and coping which has had a positive impact on the children’s school attendance, the conditions of the home environment and the parent’s engagement with health services. Hawthorn Family Learning Centre (HFLC) Hawthorn continues to be the only service of its kind in Midlothian, providing support to children, parents and carers in Midlothian via Early Years placements for 60+ children, groups, outreach, and other supports. The centre works closely with both Children’s Services and Education to provide high quality learning and support to families. Across 2024-25, Hawthorn supported an increasing number of children who had complex care and health needs. 72% of Hawthorn children have additional support needs including being on the child protection register, developmental needs, a diagnosis of Autism or have a severe and complex medical need. Recruitment and staffing remain one of the biggest challenges for Hawthorn, particularly given the increasingly complex support and health needs of the children as this requires additional staffing and training. At the end of 2024, Hawthorn was successful in receiving funds via the UK Shared Prosperity Fund to support the 2025 Supper Club activities and to develop the centre’s ‘Secret Garden’. This work has now taken place, enhancing the available outdoor space, to create fun, secure breakout spaces for children and their families. During 2024-25, Hawthorn staff teamed up with staff from FWS to deliver monthly supper clubs to families. These events are open to anyone in the community. Feedback from families and staff attending these events was overwhelmingly positive and every family attending received a gift prompting family learning to take home. Income Maximisation As part of our effort to reduce child poverty, Children’s Services work with Citizens Advice Bureau to fund three income maximisation projects. This work has been prioritised based on evidence that child protection concerns and care experience is more prevalent in areas of deprivation and for those living in poverty. The provision now enables any family who has contact with Children’s Services to access income maximisation, this includes those referred to Team Around the Child or dropping in at Hawthorn, families do not need to be allocated to our service. The project workers work directly with families to increase household income and reduce debt. Since 2021 the income maximisation projects in Children’s Services have collectively generated over £1,213,000 for 365 individual families. Young Carers Over the past few years Midlothian have invested in identifying and supporting our young carers. School are now well versed in completing carers statements and linking young carers with support and activities targeted at these young people. Over the past 3 years we have gone from approximately 150 identified young carers to almost 500 young carers who are supported via 1:1 and group supports. Page 307 of 356
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Systemic Family Practice (SFP) SFP focuses on improving communication, reducing conflict and improving relationships in families. In 2021 we committed to 2 workers having a dedicated role to support systemic family practice. Since 2021 the team have had over 191 referrals and supported 88 families. Families reflect ‘these sessions are a set time the family is together and can talk about the difficult stuff’ Evaluation following a period of Systemic intervention demonstrated improved communication, family cohesion, improved relationships and family resilience and a reduction in family conflict. Families have also reported that the intervention supported them to remain together as a family. In 2024-25 our family systemic workers started our ‘Calm and Collected’ group. Group work sessions are based on the principles of Non-Violent Resistance (NVR) - a systemic family intervention approach that focuses on changing how parents address challenging behaviours rather than focus on changing the child’s behaviour. Feedback from parents attending the programme has been positive. Family Group Decision Making Family Group Decision Making (FGDM) is now firmly embedded into practice across Children’s Services and fully encompasses the foundations of the Promise supporting children and their families being centrally involved in decision making. Our lifelong links service continues to support those who become looked after to remain connected with those who are important to them. The service remains small but does important work with those young people who wish to explore their heritage and identity and reconnect with those once important to them. We have recently increased the number of FGDM co-ordinators to 3 FTE. Children Disability, ASN and Transitions The Children's Disability Team was created in November 2024, as a recognition of the growing number of children and young people with disability who are requiring support to reach their potential. In line with much of Scotland, numbers of ASN have grown, with 44% of Midlothian’s children supported with an additional support need in school. The growing CAMHS’s waiting lists have seen the demand for support from Children’s services for those affected, primarily by neurodiversity, grow. As a result, in Midlothian our focus has shifted to parenting support for those without a diagnosis and utilising Self-directed support for those with a diagnosis. High levels of demand have resulted in having to create clear parameters for the team, which at times is challenging. The overlap between the Promise and Self-Directed Support (SDS) principles and values is evident within their work, supporting children to remain in their family home and being creative and responsive in that approach. Challenges have included supports coming too late, and families already at breaking point. This has resulted in some children with disabilities being accommodated, with little hope of return home. Positively the team provide over 215 packages of care, many via direct payments, promoting choice and empowering family to create their own support. Whilst this highlights the principles of SDS, a continued dearth of services has resulted in this being a necessity. Success has focused on key outcomes, identified with families. Page 308 of 356
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Key trends for support has been around social activities for children to feel included and achieve and respite for parents. Good Transitions has continued to be a focus, with a workstream under Midlothian’s GIRFEC Board leading on improving practice. A worker seconded from Adult Services to Children’s Services has helped improve practice, skilling up workers to consider those points of transition and early preparation. The development of an assessment forum, a reflective space for workers to bring their assessment and discuss outcomes and agree budgets, has been pivotal in raising standards of practice, considering the challenges provided. However there remain challenges around the differing eligibility criteria between Adults and Children’s, and those falling between services or hitting cliff edges of support. The greatest challenge facing the team is the sheer number of young people with additional support needs requiring statutory assessments. This has led to further waiting lists for families. As numbers grow, conversations continue around where the most appropriate place for support lies, and the role of community and engagement – who is best placed to support this child. Looked After and Accommodated Children The overall number of children looked after away from home was relatively stable throughout the first nine months of the year, with a decline in the last three months. The total in April 2024 was 218 reducing to 198 in March 2025, with a yearly average of 213. Throughout 2024-25 we continued to support approximately 40% of children who required alternative care to remain with family members in kinship placements (ranging between 144 and 168 children, with an average of 159). The number of children placed with Midlothian foster carers reduced throughout 2024-25, from 59 to 54, with an average of 58 throughout the year. We have also seen an increase in the complexity of needs of children, meaning that at times it has been difficult to identify appropriate resource, sometimes for quite young children. The number of children in external residential placements ranged between six and eight throughout 2024-25 but was a slightly higher overall percentage at the end of the year, rising from 3.7% to 4%. We reduced by 60% the number of children in external foster placements over the course of the year (reducing the total from 15 to six). Throughout 2024-25 the number of children looked after away from home on a voluntary basis rose by around 17% (from 63 children to 74 children) which, in the context of a decreasing overall figure, could be seen to indicate positive working relationships with families. We have achieved positive outcomes with a significant number of children being supported to return to their parents or moved on to alternative permanent care. All of this is in the context of significant issues with social worker recruitment, particularly of experienced staff, who have the skills and expertise to support complex homes circumstances. Page 309 of 356
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Children Looked After at Home The number of children looked after at home saw a gradual decline over 2024-25, with the figure dropping from 45 to 37, with an average of 42 children looked after at home each month. Unaccompanied Asylum-Seeking Children (UASC) We have continued to work with our Home Office colleagues to support the distribution of UASC who arrive mainly in Kent on small boats. Across 2024 we supported a number of young people via the Home Office National Transfer Scheme alongside a small number of spontaneous arrivals. The young people are well supported by our local team of workers and offered the same opportunities as our local Care Experienced young people. Most local authorities in Scotland are at capacity with no more foster carer or residential capacity to accommodate these young people. We are trying to develop more creative solutions and further capacity to meet this ongoing demand. Whole System Approach – Children in Conflict with the Law Early and Effective Intervention (EEI) and Whole System Approach (WSA) are key components of Scotland's youth justice framework aimed at reducing youth offending and improving outcomes for children involved in or at risk of offending behaviour. EEI focuses on providing timely and proportionate responses to children's offending behaviour, ideally diverting them from formal court processes. Early Intervention is at the heart of diversionary meetings in Midlothian. Once a fortnight the Police Scotland Youth Justice Officer meets with the Early Intervention Manager to discuss the Police Scotland Concern Reports and agree a way forward, often involving existing supports/ relationships. Midlothian House Project The Midlothian House Project is an additional support for care experienced young people as they move into adulthood. The Project supports young people move from care towards independent living arrangements. The approach promotes quality relationships which are trusting, secure, and consistent. Core to the project is long term support and learning that supports young people into adulthood. This is especially significant for our care experiences young people who generally have less informal or family supports to help navigate this process. The fifth cohort of young people to be supported by the project started in Autumn 2024. There are currently forty-six young people involved with the project. Only two young people have disengaged from this support since the team began and we continue to have no tenancy breakdowns or evictions for young people supported by the team. This work has been well supported by positive working relationships with partners, most notably colleagues within housing. Family Centred Care Following inspection in September 2023 the Family Centred Care (FCC) team has continued to strengthen. Based on a growing trend of children being assessed for permanence a decision has been taken to resume adoption assessments and wider post adoption support. This has been supported by permanent funding being Page 310 of 356
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approved for an additional FCC Team Leader and Supervising Social Worker within the team. Whilst foster carer recruitment remains a challenge both locally and nationally, we have invested in a tailored fostering recruitment campaign and have a number of carers being assessed as a result. We aim to adopt a more flexible fostering approach over the coming year to respond to the differing needs of the children and young people requiring alternative care and to fully utilise the broad range of skills across our foster carer group. Over the past year the kinship service has been re positioned into the FCC team. In response to ever-growing kinship numbers, we have ringfenced a further dedicated kinship role within the FCC raising our kinship worker numbers to 1.5 FTE. We have strengthened our relationship with third sector partners to ensure kinship support is available and accessible for all our kinship carers. Our updated kinship policy is due to be rolled out across the service in coming months which will ensure clear review processes and a pathway for kinship support is in place and understood. Residential Services Our children’s residential service has continued to flourish. A recent unannounced inspection concluded with a VERY GOOD grading and the following key messages; • Children and young people experienced therapeutic trauma informed care; • Management had a clear vision and ethos for the service; • Children and young people had opportunities to express their views; • The service worked well with family members and external professionals; • Transitions from the service were well managed and planned at the young person's timeframe. The service has continued to strengthen working relationship and with colleagues in health and education and work closely with our educational psychologists to ensure that trauma informed individual profiles are created and understood for all young people using the service. These have proved invaluable to staff in residential services, across the wider service and with partners in ensuring consistent trauma and nurture informed care and response. Edge of Care Service In recognition of an increasing number of young people having to be placed in out of authority foster of residential care placements due to lack of internal resource and the increasing demand for intensive support at points of crisis, funding has been approved to create an Edge of Care Service. This service is in the early stages of development however aims to maintain young people within the care of their family and within their local communities, to support fostering, adoption or kinship placements to prevent breakdown and to support the rehabilitation of young people placed externally back into Midlothian. Recruitment into four children and Families practitioner posts is progressing and we are hopeful that our new service will be operational by end October 2025. Page 311 of 356
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Adult Services Drug and Alcohol Misuse Deaths In 2024 there was a total of 17 Drug Misuse Deaths (DMD) a small but welcome reduction of 3 from the 2023 figure. The deaths involved 13 males and 4 females. Like the national rate the highest rate of deaths involved people aged 35-44 years. Most deaths involved poly-drug use with an average of 4 drugs being implicated in deaths. Opioids, methadone, street benzodiazepines and Gabapentin were the drugs most frequently cited. There has been the increasing presence of Nitazenes in Drug Misuse Deaths. These drugs, many times more potent than heroin are often hidden within other illicit drugs and counterfeit pills greatly increasing the risk of drug poisoning and overdose. This type of drugs and their derivatives are likely to pose an increasing risk to people who use drugs. There has also been a significant increase in cocaine and crack cocaine being implicated in Drug Misuse Deaths. Based on national data it is likely that Drug Misuse Deaths are more likely to occur in the Midlothian’s most deprived communities Scottish Index of Multiple Deprivation (SIMD) with deaths in the most deprived communities SIMD1 15 times higher than the least deprived communities SIMD 10. Midlothian and East Lothian Drugs and Alcohol Partnership (MELDAP) and its partners continue to use a number of evidence led interventions including assertive outreach approaches to engage with people most at risk of harm, providing a range of harm reduction interventions, making it as easy as possible for people to access treatment services including same day start, choice of medication as part of the national 10 Medication Assisted Treatment (MAT) standards. Services also work hard to distribute Naloxone kits to revers the effects of opioid overdose. See below for further details. 20 people died from an Alcohol Specific Death in 2024. This is 5 more than in 2023. In 2021 and 2020 there were 18 deaths in each year. The 3 year average is 17 and the 5 year average is 18. The highest number we have had in the last 10 years is 23 in 2018. It is recognised that alcohol-related harm cuts across a range of services and is a nuanced challenge for health and social care. Substance Use Service (SUS) Treatment Service The Midlothian Substance Use Service (MLSUS), Mid and East Lothian Drugs (MELD) and Health In Mind Peer Support as part of Mid and East Lothian Drug and Alcohol Partnership (MELDAP) services continue to implement and progress the Medication Assisted Treatment (MAT) Standards. MLSUS is based at our Recovery Hib at No.11 which co-locates Justice, Substance Use and Mental Health Services. MLSUS comprises nursing and social work staff. Performance indicators regarding access to treatment, including rehabilitation placements remained positive throughout 2024-25. The development and implementation of the Vulnerable Person Database reports (VPD) evidenced partnership working between SUS treatment service and Police Scotland, where individuals were highlighted directly to services where the police have attended someone’s home and have concerns about their alcohol and drug use. Page 312 of 356
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Mental Health Wait Times Mental Health Assessment refers to assessments by Mental Health Social Workers not Mental Health Officers (MHO). Work continues to look at how best to improve the wait times but, due to staffing capacity which has also been impacted on due to long term absence in 2024-25, continued to demonstrate an average longest wait of 19 weeks. The waiting list is monitored weekly, and priority is given to urgent referrals which also impacts on the longest waits. Further consideration needs to be given to a reasonable target wait for mental health social care waiting list, but assurance can be given that the service continues to meet the needs of high-risk priority individuals in a timely manner. The Mental Health service continues to experience challenges due to the lack of dedicated mental health providers for specialist packages of care as well as a lack of appropriate mental health housing, mainly complex care where an individual requires a step down from acute/Rehab but still requires the 24/7 nursing intervention which can be provided through a hospital-based model or community setting. Mental Health Officers (MHO) - Adult with Incapacity (AWI) Midlothian Mental Health performance indicator over 2024-25 continued to demonstrate significant improvements to the management of AWI, through the commitment to reduce the waiting time for Guardianship applications and ensure all reports are allocated to a dedicated MHO within 12 weeks, Some positive outcomes in 2024-25 were as follows: • MHO engagement at the right time means that complex issues related to decisions about finances and care can be dealt with as quickly as possible; • Early MHO allocation means that people can be moved from inappropriate environments and safeguarded sooner rather than later; • Hospital discharges are always prioritised however early MHO involvement means that any further admissions or changes to care can be managed more efficiently; • The rights of individuals living without capacity are properly overseen within the framework of AWI legislation; • Promotes an improved and timely approach to adults with incapacity; • Provides consistency of practice to the client and their family. During 2024-2025, Welfare Guardianship Orders could be broken down as follows: Period Granted Individuals 2024-25 53 52 Application 2024-25 Local Authority 26 Private 27 Page 313 of 356
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Type Granted 2024-25 Interim Guardianship Order Granted 2 Welfare & Financial 18 Welfare only 33 Mental Health Care and Treatment Scotland Act 2003 Emergency Detention Order (EDC) In 2024-25, there was a slight increase of 1 in EDC’s carried out for Midlothian compared to 2023-24. 27 EDCs were granted, of which 16 were conducted out of hours, 3 not recorded and 8 within hours. On 13 occasions MHO’s were involved in the EDC compared to 10 not involved and 3 not recorded. Short Term Detention Order (STDO) In 2024/25 there has been a 15% increase in the use of STDO orders, In 2024-25, there were 129 Short-term Detention Orders (STDOs) and 32 Compulsory Treatment Orders (CTOs) issued in Midlothian. This represents a 15% increase in STDOs (from 84 to 97) and a 22% decrease in CTOs (from 41 to 32) compared with the previous year. The table below provides a summary by age groups. Page 314 of 356
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Age Group 2023-24 CTO 2024-25 CTO % of Total CTOs (2024-25) 2023-24 STDO 2024-25 STDO % of Total STDOs (2024-25) Under 18 <5 <5 6% <5 <5 3% 18–64 21 21 66% 45 60 63% 65 and over 19 9 28% 35 33 34% Total 41 32 100% 84 97 100% Approximately 0.13% of the Midlothian population were subject to STDOs during the reporting year. The largest share involved adults aged 18–64, who accounted for nearly 63% of STDOs and 66% of CTOs. Social Circumstances reports A key aim of improvement over 2024-25 in Midlothian was to ensure there was improvement in completion of social circumstances reports completed. MHO service continues to make steps to improve in this area. Dementia Team The Midlothian Dementia service comprises 4 social workers and 2 community care assistants. Currently in Midlothian, social work waiting times continue to be monitored within the agreed performance target of being allocated to a Social Worker or Community Care Assistant within 6 weeks - the service continues to demonstrate in 2025 improvement and consistency within the agreed performance target. The Social Work team continue to receive a high volume of referrals, most of which are in a crisis. The Social Workers are also managing a high number of Guardianships and Corporate Appointeeships. The Social Work team have been working hard to reduce wait times for allocation for an assessment and have been Page 315 of 356
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proactively liaising with the Team Leader when they are able to be allocated more cases. Social workers continue to use person centred, outcomes focused approaches to keep people supported in their homes for longer and assessing for long-term care where all other options have been exhausted. There have been several cases of younger people with dementia who have required intensive case management, not only for the younger people with dementia but also their carers (mainly parents and partners). The bulk of their work is with assessment of need to recommend supports to keep people living as independently as possible but very often needing to place people in long-term care placements. There is a shortage of suitable care home vacancies, meaning the social workers are managing ongoing high-risk situations to support people and their carers whilst awaiting an appropriate care home placement. There is also a lack of appropriate and available care accommodation for individuals aged under-65 with mental health issues. Disabilities Disabilities services within Midlothian remained extremely pressured throughout 2024-25. St Cuthbert’s, a newly built development of eight single tenancies for people with learning disabilities in the centre of Bonnyrigg, was opened in late-2024. The tenants are a diverse group of young neurodiverse people, and their support will be highly individualised and tailored to their particular needs, strengths and interests. Many are young people in their first tenancy and there is a strong focus on enhancing and transforming the health and wellbeing of tenants using innovative digital technologies. Making Choices Keeping Safe Midlothian is designed to support young people who expose themselves to risk whilst navigating the complex world of relationships and social media. It is a series of themed workshops developed and designed around the lived experience of six young people with the aim of supporting them to stay safe whilst promoting their right to healthy relationships and a full life. The project demonstrates the value of partnership working and early intervention by bringing together the different perspectives of the young people themselves, their families and carers, the social work learning disability team, Police Scotland, The Enable Local Area Coordination Service. The Pavilion Project is an imaginative developmental day opportunities programme for neurodiverse young adults with complex needs for whom group day services aren’t suitable. A close collaboration between the learning disability social work and community health teams, Midlothian Leisure, Midlothian day services, and a number of third sector providers has created a programme of highly individualised, developmental opportunities for young neurodiverse adults which builds upon their skills and discovers new interests. Midlothian provides support at any one time to approximately 350 adults with a learning disability. We have seen an increase in the number of people transitioning Page 316 of 356
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from Children’s Services with complex needs and, as has been highlighted elsewhere, a Transitions Group was established in 2024-25 to work on a more ageless model of assessment and care management for people with disabilities. We still had a number of people attending day service provision out of area (usually City of Edinburgh) and we are keen to address this as whilst there should remain choice for people, we are concerned that people spend long parts of their day travelling which could be avoided were people to have day opportunities closer to their homes. We have seen increasing pressures in our physical disabilities services particularly in relation to respite provision and care packages. This is further impacted by the lack of under-65 specialist residential provision. It is fair to say that, overall, disabilities account for some of our largest financial pressures and wait times for assessment can also be longer than we would like. Overall however, I am assured that our day opportunities particularly provide positive outcomes for people and the internal day services are consistently evaluated well by the Care Inspectorate. Carers The HSCP has continued to work with and invest funding in third sector partners to expand the offer and range of opportunity for support within the community for unpaid carers. VOCAL, carer support and carer centre, have led new service developments expanding services to develop locality provision; promote and support future planning including Power of Attorney; and increasing community capacity to support carers at the beginning or wherever they connect with support on their caring journey. The range of engagement from very early intervention via grass-root activities, though to specialist support with issues such as legislative orders has seen Third Sector partners work collaboratively to deliver the diverse range of support needed. Looking forward, we plan to develop a new Carer’s Strategy for 2025-28 that will also link to a changed commissioning model. Self-Directed Support (SDS) Development of social work practice in relation to Self-Directed Support continues to be an important area of work. An SDS planning officer is taking forward the implementation of SDS standards within Midlothian. Work is being progressed in several priority areas for development that includes support planning, resource allocation systems and a system of accountability. This is across the age span and focuses on areas where we have less traction in SDS – children and young people and people with mental health issues. Old Age Social Work Our Inreach Team continued to provide a service to all Midlothian clients who require social work support to return home from hospital. In 2024-25, Unscheduled Care money was used to further recruit 4 additional social workers. Using our new additional staffing we have located clusters of social workers for acute wards and the longer stay awards. The allocation of workers to acute wards has allowed a faster process of work. This allows ward movement on acute units, freeing up valuable beds for scheduled care and is a much better place for someone to decide about care home choices. We have built up links with wards at Midlothian Community Hospital, including psychiatry and rehabilitation staff to allow discharge outcomes to be achieved. Page 317 of 356
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There continue to be challenges with clients who have lost capacity to make decisions but have no legal proxy. However the Team leader is now a qualified MHO which is has good overall understanding and linking with the mental health teams and mental health officers to have hospital work allocated quickly to MHO’s and progress Welfare Guardianships as required. Our Old Age Social Work Team also increased in capacity in 2024-25, albeit with largely newly qualified staff. This reflected the acuity and demand from the community as the old age population grows. Care Homes and Extra Care Housing Midlothian HSCP operate a care home (Newbyers), an intermediate care facility (Highbank) and an Extra Care Housing complex (Cowan Court). Newbyres remained open with a reduced bed base due to staffing challenges and the need consolidate improvements made to the service. The decision to reopen the remaining beds remains with the Social Work Assurance Group (SWAG). Highbank is an intermediate Care facility, opening in 1987. In 2011, Highbank changed to focus on short term support and intermediate care. There are 40 rooms, located in 6 units (Skye, Mull, Lewis, Iona, Jura and Harris), accommodating 3 beds for respite support, and 37 beds for assessment, rehabilitation, waiting accommodation and Interim for long term Care Home placement. Clients can be admitted to Highbank Intermediate Care from hospital or home. Looking forward, the home is due to move to a new site in 2025-26. Cowan Court continued to provide a service to older people in Midlothian who have been assessed as requiring extra care housing. There is an inhouse staff group to support residents and emergency support is provided as required. A second Extra Care Housing complex is due to open at a new site in Bonnyrigg which should open in early 2026. Care at Home Midlothian care at home services delivers on average 9000 hours per week. However the longest wait for community packages of care sits at around 52 weeks. This is expected to significantly improve with dedicated social workers and OT’s reviewing each one. The percentage of staff within care at home qualified for their post sits around 84%, this does change if staff retire and new staff commence who require to be supported to undertake their SVQ 2. Staff retention increased by around 25% with our external care at home providers which therefore created more consistency of care and an improved service for the client. The inhouse service was inspected in November 2024 and the service were awarded the following grades: Page 318 of 356
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How well do we support people's wellbeing? 5 - Very Good How good is our leadership? 5 - Very good How good is our staff team? 5 - Very Good How well is our care and support planned? 4 - Good Justice & Community Justice Community Justice Improvement Plan The current Community Justice Improvement Plan (CJOIP) is over five years (2023- 2028) with 26 actions that align with the National Strategy for Community Justice. The reporting period is the second year of the plan. Changes in staffing in 2024-25 across a number of community justice partners created challenges in maintaining effective partnership working; key changes in personnel included two changes of Community Justice Co-ordinator. No.11 Allocation Service The No.11 Allocation Service is a bespoke multi-agency meeting, operated through our Recovery Hub at No.11, that was set up in 2019 to ensure that the needs of Midlothian residents, on leaving custody were met following the suspension of the Scottish Prison Service’s Throughcare Service staff. The aims of the service are to: • Share and review information; • Coordinate support services for individuals due from release from custodial sentences. The No.11 Allocation Service brings together key partners from statutory and third sector agencies within the Community Justice Partnership to consider the release of men and women indicating that they will be returning to Midlothian at the end of their period in custody and ensure that they have ease of access to key services to ensure that they are able to reintegrate into their local community and are supported to achieve desistance from further offending. The evaluation of the service focused on qualitative and quantitative data from 1st September 2023 and 30th June 2024 and is based on 56 cases, all of whom were male. The following outcomes were noted: • Recidivism: Of the 56 cases discussed at the No.11 Allocation Service between 1st September and 30 June 24, 85% of individuals discussed (n=48) were not convicted of a further offence that resulted in them being returned to a custodial setting. 8% of names discussed (n=8) committed an offence that resulted in a period of further imprisonment; • Housing & accommodation: In terms of accommodation, all individuals had accommodation on release. For those that did not have a fixed abode on release, 22 individuals were provided with secure accommodation on liberation and 10 clients were placed in temporary accommodation with a homelessness application completed. These were mostly council tenancies but there are 2 Housing Association tenancies noted. Most of these Page 319 of 356
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individuals have successfully maintained their properties, unless they were again placed in custody; • Substance use: of the 56 individuals, 10 were linked in with the Substance Use Service. The Allocations Service ensured that: most people were released with a prescription or were seen on the day of release to have their script continued. Continuity of treatment has a significant positive impact on helping reduce people’s potential of relapse. To support ongoing evaluation partners have agreed priorities for the next two years as part of an improvement plan agreed priorities will support ongoing evaluation of the service against the following outcomes: • Individuals leaving custody have access to high quality community interventions to meet criminogenic needs and support desistance; • Individuals referred to the No.11 Allocation Service will have access to stable accommodation on release; • There is a reduction in the number of individuals caught up in the revolving door of custody; • Service users are able to access health and wellbeing seeing services at the earliest possible opportunity; • All Midlothian clients leaving custody have access to voluntary throughcare. Women’s Justice Network The Women's Justice Network is a national forum founded by Midlothian Justice Social Work Service in 2023 to share best practices, advocate for women's issues and inform prevention policy into practice and service delivery. During the reporting period the Network prepared and planned for it’s biggest event to date featuring Professor Jane Monkton Smith, to discuss and review her theoretical framework: the Homicide Timeline. This Timeline is based on research analysing hundreds of intimate partner homicide cases and identifying a common pattern of coercive control and stalking behaviours and is used to support professionals assess risk and predict potential threats. The research is key to developing robust safety plans and, where necessary, effective risk management plans. Service User Involvement in Justice Service User Involvement is important. It is essential to establishing and maintaining confidence in community-based sentences that there is assurance that robust action is taken on non-compliance. To be able to comply with the requirements of the order the individual has understand the expectations and consequences of non- compliance and therefore how this information is communicated is critical. Staff have been working closely with colleagues in Speech and Language, Communications and in collaboration with service users to ensure that the information and communications we send out is accessible and trauma informed. This has resulted in all leaflets and letters, including formal warnings, being reviewed and updated. The new documents have been used from the start of 2025 and have been positively received. Work has also been undertaken to ensure that we maximise the potential for service users, and those with lived experience, to provide feedback to mould partnership actions and shape service delivery. It was acknowledged that here have been a number of consultations over the past few years on a number of issues impacting on Page 320 of 356
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Midlothian residents. As such we undertook a rapid review of previous engagement activities that link to community justice, to avoid duplication of questions and findings. These included, evaluation feedback, consultation reports, discussions with staff and people experiencing and using services. The following themes were identified and will continue to be considered as part of the work streams within the current Community Justice Improvement Plan. Families Outside worked in collaboration with Edinburgh College media students to create a film highlighting the challenges faced by families of those in prison, aiming to reduce stigma and promote the work of Community Justice. The film will be featured at upcoming events over 2025-2026. Agencies within the Community Justice Partnership are also involved with the Local Employability Partnership to ensure that progress is maintained in addressing the barriers to volunteering and employability for those completing Community Payback Orders. Work was undertaken by Midlothian Community Action and Access to Industry to raise the profile of the benefits of volunteering to individuals as a progression pathway for completing their Community Payback Order. A session was delivered to individuals which focused on the routine, positive structure and social connections that can be made through volunteering alongside gaining key skills, experience and evidence of commitment as well as being a point for reference. Attendees noted concern about the impact of disclosing their convictions and offending history becoming known through local knowledge. This led to a partnership approach to provide training to third sector organisations to support recruitment of staff and volunteers who have criminal records. The information session aimed to 1) Increase understanding and confidence in: what to do if conviction information come back on a PVG/Disclosure during recruitment, assessing the relevance of conviction information to the role being offered, considering the risks, making reasonable adjustments and considering details within disclosure letters and 2) Encourage more organisations to provide people with a ‘second chance’. The session was delivered in February 2025 to 8 representatives who had influence on recruitment in their organisation. Feedback was received from 7 attendees which overwhelming indicated that the aims had been achieved: Increase in people presenting with complex needs (e.g. neurodiversity & mental health) Increase in older people struggling to get back into employment Social isolation Lack of transport links Support required to negotiate recovery pathway Difficulty in securing temporary housing More accessible communications Improved partnership working Improved connections amongst stakeholders Increasing services for the remand population Frustrations with changes supporting those receiving statutory services Support to keep people safe online Page 321 of 356
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• 100% Strongly agree to feeling better informed about recruiting volunteers/staff with convictions; • 100% Strongly agree/agree to feeling more confident and willing to engage individuals with criminal records; • 100% Strongly agree/agree to feeling able to ensure a robust & fair recruitment process is in place within their organisations. The success of the session meant that it will be delivered again in June 2025. Justice Social Work Individuals become formally involved with Justice Social Work at the point of conviction when a Court makes a request for a Justice Social Work Report. The main type of report is the Justice Social Work Report (JSWR) and these are requested by a Sheriff or Judge to inform sentencing. The Justice Service also compete reports for Scottish Prison Service and the Parole Board for those who are progressing through their custodial sentence. During the reporting year the Justice Service completed 440 Justice Social Work Reports. Staff in the Justice Service work with men and women supervises men and women aged 16 and over, subject to Community Payback Orders, Parole, Life and Non- Parole Licences, Extended Sentences and Supervised Released Orders. People present with a wide range of presenting risk and needs, including mental health, substance use, adverse childhood experiences, trauma and negative experiences of education and or employment. Staff working within Justice Services require the appropriate level of support and training to enable them to effectively engage with people in order to progress interventions towards positive changes in behaviour. The interventions the service undertakes with people are informed by effective practice research and underpinned by the ideals of reparation, rehabilitation and reintegration. On 31st March 2025 the Justice Service were supervising 242 people on a statutory order or licence. Of this total 228 people were subject to a Community Payback Order, which is the community-based sentence and can have several requirements attached to it. The most frequently imposed requirements are Supervision and Unpaid Work. During 2024-2025 men and women subject to Unpaid Work completed 8143.5 hours to the benefit of the local community. Through work undertaken as part of unpaid work we aim to provide meaningful benefit to local communities. In the reporting year the service completed 207 projects supporting vulnerable beneficiaries, victims of crime, community groups and charities. The table below highlights the categories of beneficiary and the percentage of referrals within each category. Page 322 of 356
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Beneficiary Percentage of referrals Disability 39% Mental Health 28% Social Work Involvement 12% Charity 8% Community Group 4% Elderly 4% Victims of Crime 3% Not recorded 1% Homeless Less than 1% NHS Referral Less than 1% In addition to providing opportunities for those subject to unpaid work to make reparation for their offending and provide clients with opportunities to complete certified training courses to improve their employability and promote desistance from further offending. In the reporting year, 96 people gained 120 qualifications as noted in the table below. These qualifications are delivered by Unpaid Work staff alongside colleagues from Community Lifelong Learning, Access to Industry and through Open University online training courses. Qualification and Provider Number of qualifications Health and Safety in the Workplace (Level 4) 72 Other 39 Emergency First Aid at Work 1 CSCS card 7 First Aid at Work 1 The Justice Service also provides a range of early intervention and prevention interventions. These include bail services, structured deferred sentences and groupwork services for both men and women at risk of becoming involve in the justice system. During the reporting year the service worked with 17 people on pre- sentence interventions (Bail Supervision Order or a Structured Deferred Sentence). Your Chance to Change The Your Chance to Change service allows men to participate in the Caledonian Programme domestic abuse perpetrator programme on a non-Court-mandated (voluntary basis). The service received 6 referrals in the reporting period, one of which progressed to a full assessment for the programme. Over the course of the year, four men completed their involvement with Your Chance to Change. Spring Service The Spring Service is a multi-disciplinary team which recognises the barriers to women accessing services. It is for women in Midlothian who may have experienced past or current trauma, may be struggling with their mental health and/or substance misuse and may be in contact with the Justice system. In June 2024 Spring Page 323 of 356
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commemorated its ten-year anniversary. The occasion was marked within Spring and a number of women celebrated with staff and senior managers from partner agencies. Marking the anniversary included promoting of the service across community groups and partners contributing to a 23% increase in the number of referrals (n=53). Engaging with service users is key to understanding the impact of the service and ensuring that we meet the needs of women. Women are asked to contribute to the planning and delivery of justice services and to provide feedback. Women engaged with Spring have supported the review of written communications (letters and leaflets) used by the Justice Service and been involved in recruitment of Justice social work staff and in the planning events for the 10 year anniversary of the Spring Service. The positive impact engaging with Spring has on women is evidenced by the 9 women who successfully completed the programme and move onto employment or further education, taking time out to travel or starting a family. During the reporting year staff from Spring facilitated delivery of Survive and Thrive, a 10-week groupwork programme. 7 women progressed from assessment phase to groupwork. Men’s Groupwork Service The Men’s Groupwork Service is for men on statutory supervision or subject to a Supervision Release Order, Structured Deferred Sentence or subject to an Unpaid Work requirement. There are currently two groups available: a 6-week programme focused on supporting men to recognise their thoughts feelings and behaviour and to manage their mental health and emotions in positive ways and a 20-week trauma responsive intervention based on neurophysiological and neurobiological principles. Based on feedback from men undertaking the decider skills programme (Stride) the length of delivery increased from an initial 4 weeks to 6. This provided attendees with • I found it all to be really beneficial. How to cope with emotions really helped me. SPRING has put me in touch with the forest group at Rosewell which was really good. Meeting new people was also good. I also done survive and thrive which helped me to get a better understanding of how I cope with things and how I react. Spring has enlightened me the importance of every emotion and it’s all normal. I have learn[ed] about communication and how it is split into 3 categories. And now I am aware how other person see us when we communicate with them Page 324 of 356
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additional time to spend on skills development and reflection to embed the learning and to provide space for external services to meet with men to support engagement by reducing barriers to access. The focus within Stride is to offer strategies to better process their different experiences with emotions. Initially a 4-week programme, following feedback from men we have increased delivery to 6 weeks. Following completion of the Decider Skills programme we have collaborated with Venture Trust, Skills Development Scotland and Access to Industry to support men to consider next steps and move onto a positive pathway to increase employability. 25 men were referred to the programme and 10 successfully completed. Throughout the year managers in the Justice Service undertook a range of quality assurance and audit activities to ensure that staff had completed relevant training and key performance indicators were being met. Working in collaboration with staff from the Community Intervention Service for Sex Offenders, an audit of the use of the Stable and Acute Risk Assessment tool was completed. This identified that assessments were being completed on time and used a good range of sources to inform the assessment. Feedback was provided to all staff and updated training and guidance provided were required. Trauma Work around trauma is cuts across all areas of social work and beyond. The Midlothian Trauma Awareness Steering Group is chaired by myself as CSWO. A Trauma Informed Practice Lead Officer is employed by Midlothian Council and they are managed via Adult Services. Their role is wide0ranging and includes strategic development and training. Page 325 of 356
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Resources It is not realistic to have any conversation about social work services without referencing the challenging financial landscape. Since previous CSWO Reports, the financial position for social work has not shown any notable improvement. Financial pressures continue for both local authorities and health services with demand and complexity increasing. As the fastest growing local authority in Scotland the increase in families and older people residing within our communities is growing at a rate that far outweighs our current resources. Within Children’s Services the picture is very similar to previous years with a continued shortage of foster carers across both the local authority and Scotland coupled with the ever-increasing demand upon us being mandated to receive unaccompanied asylum-seeking children (UASC) which is placing significant pressure on local resources. Again, the ongoing concerns around ring-fenced or short-term funding streams do not promote confidence for future planning within services. The demands on children and adult services are ever increasing in Midlothian due to the population growth therefore budgets need to be aligned to this growth. Moreover, there are examples of what might be Scottish Government priorities that may not align with priorities a CSWO may have. The best example of this has been the money the Scottish Government has provided to unscheduled care. Whilst it is undeniable that unscheduled care is an area requiring attention and focus, it could reasonably be argued that there is greater risk and acuity in the community and that areas such as mental health and learning disability, where the balance of care has shifted from hospital to the community in recent years, are more pressured and more in need of additional resource. It is frustrating that “social care” is too often seen through the prism of delayed discharge. Within adult social work and social care there are significant budget pressures one of which is attributable to demographic pressures within the learning disability population. These pressures arise from a combination of an increasing number of young people with complex needs transitioning to adult services and increased life expectancy. Steps are being taking to ensure we have clearer and more consistent approach to the transitioning of young people with additional support/complex needs into adult services and that our planning and budgeting are more transparent within all 3 service areas, children, education and adult services. Furthermore, we are developing a more ageless transitions model that aims to ensure budgeting siloes are no more within this area of work. Depending on progress, this is a model we would look to replicate in other service areas, most notably mental health and justice. Much time was taken up in 2024-25 by the financial challenges in the IJB. The pressures regarding the social care element of the budget were considerable and attributable to the aforementioned demographic and acuity issues. A raft of savings measures were brought forward, the majority of which were related to social care elements of the budget. The key pressures were on the Resource Panel which was the main means of allocating adult social care and linked to assessed care packages. We undertook a large-scale piece of work whereby every care package Page 326 of 356
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was reviewed against eligibility criteria. This reduced some spend but it did not achieve enough to fully close the gap. Consequently, other decisions such as care at home spend reductions and reductions in commissioned day care services have had to be made with the likely impact that this will increase waits for services. As CSWO, my role is to seek assurance that risk can be mitigated and that those who most require support receive it. Within the HSCP, the Executive Leadership Team met every week to discuss progress against the financial savings plans. Templates were completed for each saving measure with evidence attached and I was consulted as CSWO. The templates included sections for highlighting risk. As CSWO, it was important I contributed to these and was certainly afforded the opportunity to do so. Whilst the budgetary pressures in Children’s Services are not quite as pressing, there remain pressures around external placement costs and staffing costs. These are discussed at the departmental management meetings but the Head of Children’s Services also discusses them with myself as CSWO and we continually discuss ways to mitigate against these pressures. Justice Services in Midlothian have, historically, managed adequately with the level of funding they receive and 2024-25 continued this trend. The funding algorithm for Justice is via a direct s.27 Scottish Government grant and is ring fenced. This algorithm is helpful and ensures that the money is spent directly on Justice services. As CSWO, I meet with the relevant Service Manager to be assured regarding spending plans and how they impact on positive outcomes for people. As CSWO I attend budget setting meetings in both the Council and the IJB and would assess that there are sufficient processes in place that allow me to share or voice any concerns around potential efficiencies that would impact or increase the risk to those we work with. I have monthly meetings with my Chief Executive and regular meetings with key finance managers. Looking forward, concerns remain around the level of budget required to manage the demand. Within the HSCP, a transformation programme was initiated in 2024-25 and will become more fully developed in 2025-26 but it should be noted that whilst there is undoubtedly scope to transform the way some services are provided and delivered, not least day care provision, transport and some mental health services, there will remain a resource gap in all areas of social work and statutory work will clearly have to take precedence over preventative work which may, ultimately, result in costs being higher in the long run. This short-term way of working can be frustrating and it would be my aspiration as CSWO to have longer-term commissioning arrangements in place for third sector organisations. We plan to work on a different commissioning framework which takes account of the financial challenges but also aims to direct resources to those most in need. I am also keen to ensure there is relevant financial training for managers – budgetary management can be an area that social work managers find challenging and more training would be helpful. Finally, I will contribute to the burgeoning work Social Work Scotland is undertaking regarding financial pressures in social work. It is an increasing area of focus for the fortnightly CSWOs meeting and is an area I intend to contribute to. Page 327 of 356
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Workforce Maintaining a consistent and skilled workforce has been a significant challenge again, particularly in the social care sector, however social work has also been impacted. Within Midlothian we are fortunate to have a dedicated practice learning and development team for social work which comprises a range of highly skilled and experienced trainers, practitioners, assessors and administrative staff. The team skills are diverse and cover a range of training areas and development opportunities. Although the team sits under the Head of Adult Social Care, it also reports into other directorates including Children’s Services and Education due to the range of training delivered to staff in these service areas. Developing the workforce continues to be a key priority for both Children’s Services and the Health and Social Care Partnership in Midlothian. In 2024-25, there was a continued focus on the learning and development frameworks across both areas. In recent years, Midlothian has increased our investment in Open University Social Work Modules that enable staff to work towards a degree in Social Work. Whilst this route is welcomed, we increasingly have to balance service needs with our ability to send people via this training route. In Children’s Services in 2024-25, we continued to see experienced social workers and team leaders undertaking a range of post qualifying courses including Child Welfare and Protection, Practice Education, Leadership and Management along with PG Cert Young People in Conflict with the Law. In Adult Services we continued to see staff commit to the Practice Educator and Adult Protection post-graduate training. In addition, we have an ongoing successful completion of social workers completing the Mental Health Officer training each year. We generally send two social workers every year and 2024-25 continued this trend. This policy of internally managing our MHO cohort is helpful to us and we are looking at ways of ensuring MHO knowledge is then shared across our teams. The SVQ Assessment centre continues to deliver a range of programmes across SCQF frameworks from level 5 up to SCQF 8 for our social care staff across Adult and Children’s services. This includes Foundation and Modern Apprenticeships for Health and Social Care as well as Children and Young people. An investment in an SVQ assessor is being developed to meet this demand to ensure all staff meet the registration and qualification requirements in the appropriate timescale for the SSSC registration. The Public Protection Office for Midlothian and East Lothian continue to run a range of training for staff across the full spectrum of Public Protection albeit with a particular focus on Child Protection and Adult Protection. In the last year the social work Learning and Development Team have delivered and coordinated over 1000 learning opportunities. This covers a broad range from SVQ programmes (Levels 2, 3 and 4) to Adult Support and Protection, Child Protection, Team Teach, Trauma Informed Practice, Motivational Interviewing, Dementia Awareness and Medication training. Page 328 of 356
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Course Attended 01/04/2024 to 31/03/2025 Number of attendees Child Protection Level 1 (Health & Social Care Staff only) 88 Level 1 Adult Support and Protection - all services 85 Medication Training/Workshop for Care at Home Staff 59 Motivational Interviewing 15 Safe & Together Model - Certified Trainer 1 Safe & Together Model Core Training 4 days 3 Self Directed Support (SDS): For H&SC Children & Families Staff ONLY 23 Stoma Care for Health and Social Care Staff 16 SVQ Core Skills: Information, Communication & Technology SCQF 5 5 SVQ Core Skills: Numeracy SCQF 5 4 SVQ Foundation Apprenticeship – CYP 12 SVQ Foundation Apprenticeship – H&SC 6 SVQ: Assessor Award L&D9DI 1 SVQ: Introduction to Unit CHS3 Administer Medication to individuals 37 SVQ2: Social Services & CYP SCQF6 3 SVQ2: Social Services & Healthcare SCQF6 23 SVQ3: SVQ Social Services & Health Care SCQF7 17 SVQ3: SVQ Social Services CYP SCQF7 4 SVQ4: Social Services & CYP SCQF9/10 3 SVQ4: Social Services & Healthcare SCQF9/10 (L4) 3 SVQ4: SVQ in Management SCQF 9/10 5 Team Teach Level 1 - New Training for Foster Carers 5 Team Teach Level 1 (6 hours) (Education only) 56 Page 329 of 356
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Team Teach Level 1 (6 hrs) (Health & Social Care staff) 64 Team Teach Level 2 (12 hours) (Education Only) (From Jan 2024) 31 Team Teach Level 2 (12 hours) (From Jan 2024) 27 Team Teach Level 2 Refresher (6 hours) 14 Transportation of Children 25 Trauma Informed Training - Level 1 235 Trauma Informed Training - Level 2 48 Grand Total 918 In addition to this staff have also staff accessed post graduated courses through the University of Edinburgh, Glasgow Caledonian University, Stirling University, The Open University and Napier University. Midlothian has committed itself fully to the Foundation and Modern Apprenticeship scheme for Health and Social Care. 102 people completed Foundation and Modern Apprenticeships for Health and Social Care as well as Children and Young people in 2024-25. The requirements for newly qualified social workers (NQSW) is to be welcomed and in 2024-25, Midlothian supported 23 NQSWs with 9 completing their first year in 2024-25: • 18 x 2 hour predominantly in-person NQSW Supported Year briefings delivered to 13 Team Leaders and 18 NQSWs; • 13 x 2.5 hour in-person NQSW Forum Meetings: wellbeing and progress check ins, and peer support and guest speakers/topics including: o Child Protection and LAC/LAAC Processes; o Values wor, including anti-discriminatory and anti-racist practice; o Transitions Briefing; o Impact of Transforming Connections Trauma Training on practice and trauma-informed self-care; o Resilience Research/Discussion and MLC Wellbeing Supports; o Joint Mental Health Team & Role Briefing; o Midlothian Mental Health and Resilience Service (MHARS) Briefing; o Family Group Decision Making, Life Long Links and MLC Systemic Family Service Briefing; o Coercive Control, Domestic Abuse and the importance of the Safe & Together Model Briefing; o Y2K Overview; o Who Cares Scotland Overview; o CLLE Overview; o Meet the CSWO; • 1 x additional Teams briefing: Self-Directed Support Overview and Awareness; Page 330 of 356
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• 5 x Protected Learning Days in-person: opportunity for NQSWs to work collaboratively on Mandatory Learning Activities (MLA), peer and PL&D support and protected time to work on lengthier MLA’s and CPL Review Template; • Development of local resources to supplement SSSC resources and creation of NQSW intranet page; • Supported/chaired 19 x key meetings + ad-hoc 1:1 meetings with NQSWs and/or TLs when required; • 1 x Quality Assurance Support meeting with SSSC: sampled 3 x Midlothian Council NQSW CPL Review Templates. In 2024-25, Midlothian co-ordinated 18 social work student placements across all areas of social work. Internally, we supported 21 staff to undertake social work training and these progressed at varying stages in 2024-25. In 2024-25, two senior managers were undertaking the CSWO post-graduate diploma. Use is made of Learn Pro for social work staff and LearnPro modules relevant to registered staff are fully up to date and compliance to completion is around 90 per cent on a consistent basis. Midlothian Council has a dedicated Trauma Development Worker who is managed within the HSCP. In 2024-25, they delivered training to a wide range of staff across Midlothian as follows: • Total number trained: 558 participants; • Total number of training events – 53 training events; • Level 1 - 446 participants; • Level 2 - 112 participants. A Trauma Steering Group is chaired by myself as CSWO and the accompanying Trauma Strategy focusses on working towards a more trauma-informed community in Midlothian. The training has been well received and staff are feeling more confident in supporting people who may have experienced trauma in their lives. Both the HSCP and Midlothian Council have developed Workforce Strategies and social work is central to both. We have been involved in career fairs, university visits and have considered various recruitment campaigns. Whilst we continue to experience some recruitment challenges, particularly in Children’s Services, we are planning on doing more targeted and focused recruitment campaigns that links also to our work around practice standards and induction. We do make use of agency staff but are working to reduce that. Whilst starting some of this work in 2024-25, it was expected that the bulk of this activity would not be undertaken until 2025-26. Staff wellbeing is at the core of our Workforce Strategy. The HSCP has invested in a dedicated Wellbeing Lead and they offered a range of supports in 2024-25 from 1-1 support through to Team developments. The latter had a particular focus on areas that experienced high volumes of sickness absence and a range of supports were offered including activities such as yoga as well as wellbeing spaces for staff. A HSCP Staff Communication and Engagement Plan was also developed and linked in with the Wellbeing offer. Page 331 of 356
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Looking Ahead It has been highlighted already but the biggest issues facing social work are resource challenges and workforce. Funding for local government remains precarious and Midlothian IJB also faces significant budgetary pressures, particularly on the social work and social care side of the business. This coupled with the significant increase in our local population is going to result in some very challenging discussions and difficult decisions having to be being made. One of the most significant pieces of work being undertaken is a review of Adult Social Work (and Occupational Therapy). This forms part of a wider Transformation Programme within the HSCP. The high-level purpose of the project is to streamline and identify gaps and effective working in Social Work and Occupational Therapy practice within Midlothian Council and to better meet the needs of the population of Scotland. Since the creation of sub-teams within Social Work and Occupational Therapy in 2017, there has been no formal review carried out. The intended review was impacted and delayed due to the Covid 19 Pandemic. Following a survey circulated in 2024 and completed by staff working within Social Work and Occupational Therapy in Midlothian, it was identified that staff experience some areas of difficulty within organisational service structure and procedures. There is increasing demand and pressure (workforce, complexity, resources, collaboration) on Social Work and Occupational Therapy staff. It is possible that the existing processes could be developed and improved to provide staff with more effective, and clearer, direction and approaches to practice. This could support in reducing worker stress that results from confusion, and support to address the lack of consistency arising from different approaches/understanding of processes. Initial work streams have been proposed to take this next phase of work forward: 1. Policies and Procedures; 2. Learning, Development, and Improving Practice; 3. Service Structure; 4. Engagement and Communication; 5. Data Collection and Analysis. This work is complex and multi-layered. The review will ensure that all relevant areas of Social Work and Occupational Therapy are included and reflects the different legislation and policy guidance that current teams and professionals are required to adhere to. It is anticipated that the review will be concluded by mid-2026. As alluded to elsewhere in this report, a significant area of work is our transitions work, primarily with young people with disabilities but also Justice, mental health and older people. Working with colleagues in Adult Services and Education a Service Manager in Children’s Services and a dedicated Planning Officer continue to develop and improve our transition processes to ensure that young people transition between Children’s Services, Education and Adult Services will do so in a seamless manner ensuring the right support at the right time. Page 332 of 356
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Across all areas of social work, we will continue to develop Practice Standards and recording around undertaking risk assessments and good case recording. A particular area of focus is induction for staff that is specific for the area of social work they are employed in. We are considering how best we lift aspects of our aforementioned NQSW programme for all staff coming to work in Midlothian. A further aspiration is to better use the annual SSSC data that tracks the workforce. Currently, we do not utilise that report sufficiently and it is an area for development In terms of the wider context, we will track progress in respect of the development of the proposal for a National Care Service, as well as the many other pieces of legislation and policy that require input from CSWO’s and others. The National Social Work Agency will develop further in 2025-26 and the intention would be to participate fully in this area of work. On a pan-Lothian basis, we would like to see a greater commitment to commissioning services on a more regional basis, particularly in relation to people with learning disabilities. Currently the commissioning frameworks whereby individual HSCPs commission with the same service providers are problematic. Within mental health, we will continue to develop our community resources, particularly community rehabilitation, and I would wish to see a greater shift from acute hospital care to community accommodation and a stronger social work and MHO voice. The Head of Children’s Services is doing work around service development in terms of communication and engagement with staff and induction as per above. We will also do a focussed piece of work regarding external placements and how we bring more children and young people back to Midlothian. Within Justice, there will be continuing work on the implementation of MAPPS as well as a focus on ensuring the allocated budget meets justice and community justice strategic priorities. I am also keen to ensure Justice staff are consistently include within the HSCP structures. In conclusion, this report offers a high-level summary of some key developments, improvements and challenges across social work and social care services in Midlothian during 2024-25. The operating environment for social work and social care remains both complex and fluid with a high degree of uncertainty regarding the future arrangements for service delivery and governance as well as a busy legislative and policy development landscape, challenges in relation to workforce capacity and availability, constrained resource availability and increased demand. The report highlights clear challenges in relation to unmet need and a requirement to continue to improve timely access to services within our communities, ensuring that we prioritise a preventative approach. Maintaining a balance of focus and prioritisation of the provision of support for people in the community will be of critical importance in the coming year. Page 333 of 356
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Despite the challenges social work and social care services face across Midlothian, in conjunction with our third sector providers we continue to evidence a high level of commitment in providing good quality care that ameliorates risk, and empowers, supports and protects people. (Vogrie Country Park, Midlothian) Page 334 of 356
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Midlothian Council Tuesday 21 October 2025 Item No 8.9 Midlothian Council’s Employee Wellbeing Charter Report by Saty Kaur, Chief Officer Corporate Solutions Report for Information 1 Recommendations Council is asked to: • Note that October is designated as the Council’s Employee Wellbeing Month • Note the new Employee Wellbeing Charter 2 Purpose of Report/Executive Summary This report sets out the background relating to how our approach to wellbeing has grown within the Council and our ongoing commitment with links to “nurture” – one of the 5 pillars of the workforce journey contained in the Council’s Workforce Strategy 2024-2034. . Date: 04/09/2025 Report Contacts: Louise Bell, HR Strategic Lead (Acting) Louise.Bell@midlothian.gov.uk Page 335 of 356
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3 Main Report 3.1 Midlothian Council is committed to supporting employee wellbeing. The Council provides a range of wellbeing supports including an Employee Assistance Programme for access to free counselling, health and wellbeing advice on different topics on the intranet; Occupational Health support to assist in the management of health conditions and injury; Physiotherapy rehabilitation and the provision of mental health first aiders. 3.2 Wellness@Midlothian is a resource to support employees and managers with training, wellbeing resources, and 1-1 advice and information. Wellness@Midlothian was awarded the Healthy Working Lives Gold Award from Public Health Scotland nine years in a row. 3.3 There is also a staff wellbeing directory developed in partnership with Health and Social Care Partnership (HSCP), NHS and Third Sector which signposts staff to support services. We continue to work in partnership with HSCP and share resources where possible. The Council has access to the National Wellbeing Hub intranet site, created by Public Health Scotland in 2020, to hold wellbeing resources for HSCP staff and carers. 3.4 In 2024 the Council undertook a staff survey to inform the development of the Workforce Strategy 2024-2034. The staff survey gave employees the chance to express their thoughts and feelings on matters affecting their job roles, changes to work practices, safety, and wellbeing. 3.5 Following on from this, the Council’s Employee Wellbeing Charter (Appendix B) has been developed. This is the overarching plan for wellbeing which sets out our priorities, goals, initiatives, and measures of success. This reinforces our CREST values and demonstrates a proactive commitment to supporting our employees in 3 key areas – healthy mind, healthy body and healthy workplace. A summary of the supports available to staff is shown in Appendix C as a one page visual that will be used for promotion amongst staff. 3.6 Furthermore, to support and promote employee wellbeing, the Council has identified October as its Wellbeing Month. Appendix D outlines the range of activities that are being delivered for the Council’s first month of Wellbeing. Feedback will be sought from employees to inform this annual event. Page 336 of 356
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource No implications. 4.2 Digital No implications 4.3 Risk No implications 4.4 Ensuring Equalities (if required a separate IIA must be completed) No implications Appendices Appendix A Report Implications Appendix B Wellbeing Charter Appendix C One page visual Appendix D Calendar of activities October Wellbeing Month Page 337 of 356
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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 The Wellbeing Charter outlines our proposed outcomes and the October 2025 highlights partnership working to contribute to the Single Midlothian Plan Vision “Midlothian will be a Great Green Place to Grow by achieving our healthier ambitions”. A.7 Adopting a Preventative Approach Midlothian Services contributing to the October 2025 wellbeing activities are promoting a healthy lifestyle in promoting exercise and positive mental health; self- care; healthy eating; safety and financial wellbeing. There are preventative measures which employees can adopt to improve their health and to assist family members or clients, in leading a healthier lifestyle. Page 338 of 356
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A.8 Supporting Sustainable Development Develop active and sustainable habits to ensure that employees take advantage of services in Midlothian which can help them improve their health and those of others. Page 339 of 356
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Wellbeing Charter Page 341 of 356
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Contents Foreword Page 3 Introduction Page 4 Our Values Page 5 Our Achievements to Date Page 6 Employee Voice Page 7 A Healthy Mind Page 8 A Healthy Body Page 9 A Healthy Workplace Page 10 Page 342 of 356
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Foreword At Midlothian Council, our people are at the heart of everything we do. Every day, I see the difference you make in our communities – through your dedication, your creativity, and the care you show to the people we serve. It is your commitment that brings our vision of “A Great Green Place to Grow” to life. I also know that the last few years have been unique as we supported our communities through the Covid-19 pandemic, then the cost-of-living crisis at the same time as coping with a year-on-year increase in demand for the vital services we provide. I have never been so proud to see how teams continue to go above and beyond to put our citizens first and I want to thank you sincerely for this ongoing commitment. Our Wellbeing Charter is our collective commitment to creating a supportive, inclusive and healthy workplace. It sets out how we will work together to foster a culture where mental, physical and emotional wellbeing are valued and protected. By focusing on three key themes – Healthy Mind, Healthy Body, and Healthy Workplace – we will invest in initiatives that promote resilience, encourage early support and build an environment where everyone can thrive and flourish. Listening to your voice is essential and through surveys, and everyday conversations your feedback continues to shape our approach. Together with colleagues, leaders, trade unions and partners we will build a culture where wellbeing is not an add-on, but a way of life at work. By living our values of Celebrate, Respect, Excellence, Support and Together we can ensure that Midlothian Council is not only a great place to work, but also an organisation that truly cares for its people. On behalf of the Corporate Management Team, I thank you for your ongoing commitment and contribution. This charter is our pledge to you: to prioritise your wellbeing, to listen, and to support you through challenges and to work with you to make Midlothian Council a truly great place to work. Dr Grace Vickers Chief Executive Page 343 of 356
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Introduction Our Workforce Strategy 2024-34 makes a commitment to focus on staff wellness and the provision of a fit for purpose working environment. Within this there is also a strategic aim in the longer term to create a workforce and leadership culture focusing on the health and wellbeing of a demographically balanced workforce that reflects the community it serves. Midlothian Council recognises that our workforce is key to our success. We value the expertise, creativity, resilience, and dedication our employees bring recognising that their skills and contributions are the driving force behind service delivery which make a positive difference to the community of Midlothian. Our Wellbeing Charter is based on Midlothian’s vision to be “A Great Green Place to Grow.” We are committed to shaping a healthier future by championing wellbeing, protecting our environment, strengthening communities, and fostering sustainable economic growth. We recognise that there are many external factors that have impacted our people over the last few years including the pandemic, the cost-of-living crisis, and the greater pressure on our public healthcare system. We also recognise that our people are under pressure to deliver more with less and therefore it is vital that we nurture and protect their health and wellbeing so that they continue to do their best and have influence on peoples’ lives. Against this background, we are committed to creating a healthy, inclusive, and supportive workplace where all employees can thrive, physically, mentally, emotionally, and socially, while delivering high-quality public services to the community. We will listen to your ideas and views on how we can continue to support our peoples’ health and wellbeing through employee surveys, listen & learn exercises and focus groups. We look forward to working together alongside colleagues, leaders, managers, and trade unions. We will focus in this charter on the 3 key themes – Healthy Mind, Healthy Body and Healthy Workplace. Our priorities will be to offer a proactive and practical approach to wellbeing. This will mean investment in targeted resources, which will have the most impact to address employee physical and mental health needs, in a compassionate and caring manner. Employees will be encouraged to seek support for their physical health and mental wellbeing at an early stage, to ensure they receive the support they need to aid their recovery. Page 344 of 356
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Our Values We continue to actively promote a healthy workplace, where colleagues; managers, partners, and stakeholders, all work collaboratively and safely together, to respect difference and be supportive of one another, in line with our organisational values: CREST • Celebrate - Recognise, celebrate, and share all our achievements. • Respect - Respect each other’s differences in a culture of trust and flexibility. • Excellence - Make the most of opportunities to develop ourselves and our teams to provide excellent services. • Support - Lead by example and be approachable and supportive of each other. • Together - Work together to make a difference for Midlothian. Our Wellbeing Charter is our pledge of support to employees to show our commitment to their wellbeing. Page 345 of 356
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Our Achievements to Date We are committed to providing employee services accessible to all employees: • An Employee Assistance Programme is accessible 24/7 for free counselling, health, and wellbeing lifestyle advice. • A physiotherapy provision offered free of charge to help with rehabilitation of musco-skeletal injury and health conditions. • We provide an Occupational Health service to support positive management of health issues. • Support available from a Macmillan Cancer Support Welfare Officer based within Midlothian Council. • An employee discount scheme Vivup and save as you earn scheme with Capital Credit Union to support financial wellbeing. • An employee discounted membership of Midlothian Council Sport & Leisure facilities. • The establishment of mental health first aiders and promotion of external partners providing mental health support. • An intranet resource with HR policies, procedures and health and wellbeing information dedicated to health and wellbeing. • An HR and a Health and Safety team of advisers and partners, offering advice and training to support employee wellbeing. • A Trauma Lead offering training to ensure that all employees work in a trauma informed way to support clients. • The delivery of first aid training from the Sport & Leisure team. • Strong partnerships are established with organisations including Scottish Government, NHS, NES; HSCP, DWP, COSLA, SSSC, and Trade Unions who are all integral by informing our work on health and wellbeing. Page 346 of 356
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Employee Voice Through employee surveys and staff engagement exercises held in 2024 and 2025, employees have taken the opportunity to express their thoughts and feelings on matters affecting their job roles, changes to work practices, safety, and wellbeing. Having open dialogue in the workplace, helps the organisation to adapt, change and grow to meet the increasing demands and challenges to deliver services within Midlothian communities. Employee feedback has been captured in the three themes of Healthy Mind, Healthy Body, and Healthy Workplace: “Mental health training would be welcome to support customers under pressure “ “Staff work to support the most vulnerable in society and need recognition for their work.” “Improvements have been made in our team this year. This has helped staff morale and wellbeing.” “I feel the team work well and I am supported by my manager but would like more regular supervision meetings.” “Feeling valued at work is really important.” “I love my job, but it can be physically demanding as you get older, more information on flexible working would be helpful.” “Attending physiotherapy offered by the Council helped me recover well from an injury.” Page 347 of 356
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A Healthy Mind A Healthy Mind: Promote mental wellbeing and resilience to enable colleagues to effectively manage stress, cope with challenges, be heard and thrive in their personal and professional lives. What we will achieve • Cultivate a climate that supports a proactive approach to mental health with targeted resources and employee training opportunities. • Empower employees to take responsibility for their health. • Foster resilience to help colleagues cope with the effects of trauma by being trauma informed through trauma awareness training and support from managers, colleagues, and employee services. • Create a supportive environment where colleagues and teams feel comfortable discussing job pressures experienced by them and where supportive conversations become normal practice. • Decrease stigma associated with mental health and reduce any barriers to support our employees. How will we achieve this? • Actively promote tools and materials to support employee mental health and wellbeing. • Promote national campaigns to employees for suicide prevention and mental health awareness through communication channels including the manager forum. • Develop mental health guidance materials for employees and managers. • By increasing the number of trained mental health first aiders in Midlothian Council. • Record and monitor the number of sickness absence levels due to stress and mental health issues to provide a mapping exercise of areas of concern within the organisation. • Record and monitor the number of occupational health referrals. • Feedback following training and development sessions, including transference of behaviours into the workplace. Page 348 of 356
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A Healthy Body A Healthy Body: Promote physical health and wellbeing with an emphasis on prevention and early intervention. What we will achieve • Encourage employees to consider their physical activity and levels of fitness and consider if they need to make positive changes to enhance their wellbeing. • Promote local sports and leisure facilities including Midlothian Council facilities, classes, and activities. • Provide education on healthy eating and nutrition habits including taking regular lunch breaks. • Educate and inform on effective sleep habits and meditative practices like mindfulness. • Contribute to health and wellbeing advice for staff through our Active travel team and use of bikes and e-bikes. • Adopt a preventative approach to musculoskeletal conditions, which include access to physiotherapy services, DSE awareness and support agencies including Access to Work. • Implementing reasonable adjustments for employees experiencing health conditions or disabilities to ensure that they are supported at work. How will we achieve this? • Work with partner organisations to deliver best-practice campaigns targeting physical health. • Continue to offer employee discounted membership to Midlothian Council sport & leisure facilities. • Develop staff led initiatives to support and promote health and wellbeing in the workplace. • Work collaboratively with our Occupational Health provider to provide information and support when required. Page 349 of 356
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A Healthy Workplace A Healthy Workplace: A workplace culture where collaborative working is key to the safety and wellbeing of our staff who are prioritised and supported. What we will achieve • Embed our People Values of Crest in how we collaborate with colleagues, managers, partners, and stakeholders to deliver services and create a supportive culture in Midlothian. • Continue to develop our Leadership and Management training and invest in employee skills positively for the organisation. • Establish the themes of psychological safety and being valued within individuals, teams, and departments. • Foster mutual support both within teams and across partnerships within Midlothian. • Ensure that new colleagues feel welcome and are provided with an induction and best start, to flourish. • Create a climate where early intervention becomes an increasingly important method of dealing with any issues. • Strive for a culture of continuous improvement by regularly seeking feedback and developing mindsets to adapt to change; to new technologies and the way that we do things within the organisation. How will we achieve this? • Deliver regular learning sessions focusing on improving knowledge of working practices, policies, procedures to create impact on our operational and strategic issues within Midlothian Council. • Launch and evaluate our new corporate induction programme. • Develop new leadership and management training opportunities, resources, and activities. • Provide ongoing support to aspiring leaders and current leaders. • Develop a new appraisal process creating mechanisms for regular supportive conversations, feedback, and learning. • Work with trade unions on the Unison violence in the workplace charter and encourage open dialogue with all Trade Unions. Page 350 of 356
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Retail Discounts & benefits Cycle 2 work & Car scheme Free Employee Assistance Programme Occupational Health support Generous Annual Leave Pension Benefits Corporate Induction for new starts Scottish living wage employer Flexible Working Paid sick leave Career break options Physiotherapy for health issues Gym membership discount Financial Education & Additional Voluntary Contributions (AVC) Capital Credit Union Saving & Loan products Carer Passport, Time Off & Menopause Policies Flexible family leave options Free bike hire for workplace travel Car Scheme for workplace travel First Aid Training Mental Health First Aiders Trolley service with healthy snacks Flexible Retirement arrangements Retirement planning courses Team work & collaboration encouraged Regular Supervision Meetings Leadership Open Door Policy Wellbeing Charter Midlothian Council are committed to employee wellbeing. Employees have services, training and tools, to support their wellbeing and undertake duties safely. This charter illustrates our commitment. £ Page 351 of 356
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Your Wellbeing Matters You are invited to join Midlothian Council and partners for a series of staff wellbeing activities. All employees are welcome.Page 353 of 356
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All Employees Welcome Wed 1 Oct. Capital Credit Union drop-in at Stobhill Depot Training Room, 1.15pm – 3.30pm Fri 3 Oct. Family Arts & Craft session at Aim High CLLE Hub, 14 Woodburn Avenue, Dalkeith for Midlothian Council staff and children. 9.30am – 11.30am, Spaces for 8 families. Booking Link: www.eventbrite.co.uk/e/1590976005059?aff=oddtdtcreator Heather Ferguson Community Life Long Learning & Employability team Mon 6 Oct. Capital Credit Union drop-in at Newbattle High School Library, 11am – 1.15pm Capital Credit Union drop-in at Danderhall Library, 2pm - 3.45pm Menopause Café in the Community, 7pm, The Dean Tavern, Newtongrange All welcome: FREE. Sandra Davidson, Community Life Long Learning & Employability Booking Link: www.eventbrite.com/e/menopause-cafe- newtongrange-tickets-1607255958839?aff=oddtdtcreator Tues 7 Oct. Macmillan Cancer Support Coffee Morning, 10am – 12 noon, Fairfield House Atrium, Bake Sale/ Tombola. Andrew Jones Welfare Rights Officer Macmillan Cancer Support and Midlothian Council Catering Team Tasters of Brownies/Flapjacks and recipe discussion in FFH 10.30am – 11.30am in main atrium. All sales of baked goods will be donated to Macmillan Cancer Support. Catering staff work across Midlothian Council in schools and cafes providing healthy meals to children and young people. Come along and meet the teams. Supporting Financial Wellbeing with MoneyHelper, 2pm-2.45pm (online) Kevin Duffy, Partnership Manager from the Money and Pensions Service (MaPS) will provide an overview of the free, impartial information and tools available from MoneyHelper to support financial wellbeing. MoneyHelper is designed to make your money and pension choices clearer. Kevin will help you to cut through the jargon and complexity. He will explain what you might need to do and how you can do it. Join the MS Teams webinar Wed 8 Oct. Manager On Line Forum - Risk Assessments in the workplace, 11am -11.45am. Health & Safety Manager, David Robertson Lasswade Centre Sports & Leisure Pilates Class with Laura Wendell, Sports Coach, 2pm – 2.45pm. To book email: Laura.wendell@midlothian.gov.uk by 3 Oct. 2025. Thu 9 Oct. Dalkeith Arts Centre Lunchtime Health & Wellbeing Awareness Drop-in, 12 noon – 2pm. Raffle Prizes, Tea/Coffee, Snacks. Health checks; Shibashi Tai Chi Qigong demo for fitness 12 noon – 12.30pm; 15 Info stalls: Home Energy Scotland; Citizen Advice; Vocal Carer Centre; GMB; Unison; Midlothian Physiotherapy Services; Health & Social Care Partnership Wellbeing; Midlothian Council teams - Active Travel; Catering; Community Lifelong Learning & Employability; Libraries; Health & Safety; HR; Employment & Reward; Countryside Rangers Service; Sport & Leisure. Lets Talk Menopause Seminar at St Johns & Newton Church, from 2.15pm opening for Tea/Coffee/Cake. Presentation: 2.30pm – 4pm Ruth Devlin – Coping with the Menopause To book email: wellness@midlothian.gov.uk Fri 10 Oct. Family Arts & Craft session, Aim High CLLE Hub, 14 Woodburn Avenue, Dalkeith. For Midlothian Council staff and children. 9.30am – 11.30am. Spaces for 8 families. Booking link: www.eventbrite.co.uk/e/1590976005059?aff=oddtdtcreator Community Life Long Learning Employability Team World Mental Health Day Building Resilience Session (online), Ciara Burke, Midlothian Council Trauma Lead, 10.30am – 11.30am. Join the MS Teams webinar Mon 13 Oct. Wellbeing Air Fryer Cooking Session at Woodburn Hub, 9.30am – 12.30pm Adult Learning class from Community Lifelong Learning & Employability Team. 12 places available Booking Link: www.eventbrite.co.uk/e/1590773348909?aff=oddtdtcreator Wed 15 Oct. Manager On Line Forum: Health & Wellbeing for your team, 2pm – 2.40pm Matt Kelly , Service Manager Neighbourhood Services FREE Family Activity: Pond Dipping at Vogrie Country Park, 1.30pm – 3.30 pm (For parents and children, drop-in from 1.30pm) Countryside Rangers Service: Jo Cooke / Alan Krumholds To book email: www.eventbrite.co.uk/e/pond-dipping-at- vogrie-tickets-1615030382349?aff=oddtdtcreator Page 354 of 356
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Thu 16 Oct. Try Shibashi at Fairfield House Atrium, 12 noon – 12.30pm. Drop-in session. Mark McCafferty, Sport & Leisure. Shibashi is a series of 18 gentle Tai Chi Qigong exercises. This practice, known for its flowing movements and emphasis on breath control, encourages relaxation and the release of stress. Shibashi improves balance and flexibility as well as giving a sense of mental clarity and emotional well-being. FREE Family activity: Den building and Kelly Kettle Tea at Vogrie Park, 1.30pm – 3.30pm (Parents and children) Countryside Rangers Service: Jo Cooke / Alan Krumholds Booking link: www.eventbrite.co.uk/e/den-building-at- vogrie-country-park-with-afternoon-hot-chocolate-tickets- 1615301533369?aff=oddtdtcreator Mon 20 Oct. Wellbeing Air Fryer Cooking Session at Woodburn Hub, 9.30am – 12.30 Adult Learning class from Community Lifelong Learning & Employability Team. 12 places available Booking Link: www.eventbrite.co.uk/e/1590773348909?aff=oddtdtcreator Staff Health checks drop-in at Penicuik Library, 10am – 3.30pm. All staff welcome for blood pressure check, leaflets and information. George Kenderdine Sport & Leisure. Tues 21 Oct. Capital Credit Union Highbank Staff drop-in at Highbank Care Home, 10.45am – 12 noon. Capital Credit Union drop-in at Lasswade High Library 12.30pm – 2pm. Wellbeing during the Menopause (online) Wendy Armitage, HSCP Staff Wellbeing Lead, 2pm – 2.45pm. Join the MS Teams webinar Staff Health checks drop-in at Loanhead & Leisure Centre 10am - 3.30pm. All staff welcome for blood pressure check, health leaflets and information. George Kenderdine Sport & Leisure. Volunteer conservation task at Vogrie – Help us care for our wild flower meadows, with scythes and rakes at Vogrie . We’ll end with a campfire cuppa and toasted marshmallows to finish off the day. 10am – 3pm. (adults only). Booking link: www.eventbrite.co.uk/e/volunteer-event- to-help-cut-wildflower-meadows-at-vogrie-country-park- tickets-1615537308579?aff=oddtdtcreator Wed 22 Oct. Newbyres Staff Health checks drop-in at Newbyres Care Home 9am – 4pm. Newbyres staff are welcome for blood pressure check, health leaflets and information. George Kenderdine Sport & Leisure. Lasswade Centre Sports & Leisure FREE Yoga Class with Laura Wendell Sports Coach, 12.30pm – 1.30pm. To book email: Laura.wendell@midlothian.gov.uk by Mon 20 Oct. and Laura will reply on Tues 21 Oct. Meditation & Mindfulness Wellbeing for you (online), 11am – 12 noon. Sandra Davidson, Community Life Long Learning Employability. As a busy worker, sometimes self-care can be low on your priorities which can then have an impact on your mental health and wellbeing. This session will look at a range of simple, self-care tips and techniques to help improve your sense of wellbeing. along with a Mindfulness and meditation exercise to help you to relax. Booking link: www.eventbrite.co.uk/e/wellbeing-and- mindfulness-tickets-1559425546789?aff=oddtdtcreator Thu 23 Oct. Try Shibashi Class in Fairfield House Atrium, 12 noon – 12.30pm. Mark McCafferty Sport & Leisure My Money Matters (online), 3.45pm – 4.15pm Financial wellbeing has never been more important and having peace of mind that you’re taking steps to look after yourself in retirement is a big part of that. However - how do you know if you’re doing enough? What more can you do to ensure you have the income you need when you stop working? Please join the team from My Money Matters who will guide you through An Introduction to Shared Cost AVCs – an exclusive way of topping up for your retirement, available only to Local Government Pension Scheme members. You’ll learn: • How the scheme works • How it could save you money on tax and National Insurance, and • How to get started Join the MS Teams webinar Fri 24 Oct. Capital Credit Union drop-ins at Gorebridge Library, 10.15am – 11.45am or No. 11 St Andrews Street Centre, 12.30pm – 2.30pm Building Resilience Newbyres Staff session at Newbyres Care Home, 2pm – 3pm, for Newbyres staff only. Ciara Burke Midlothian Council Trauma Lead. Mon 27 Oct. Meditation session at Dalkeith Arts Centre, 12.15pm – 1.15pm. An opportunity to meet colleagues for a meditation practice session with Sandra Davidson, Community Lifelong Learning & Employability Officer. Booking link: www.eventbrite.co.uk/e/lunchtime-mindfulness- and-meditation-session-dalkeith-arts-centre-tickets- 1559431655059?aff=oddtdtcreator Page 355 of 356
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Tues 28 Oct. Health checks at Gorebridge Library, 12 noon – 3pm, George Kenderdine Sport & Leisure. Health & Wellbeing for everyone: your self-care (online), 3.30pm – 4.15pm. Matt Kelly, Service Manager, Neighbourhood Service Join the MS Teams webinar Staff lunchtime walk: Newbattle & Lord Ancrum Woods, 12.30pm – 1.15pm. Meet at Fairfield House entrance hall and sign in area. Join countryside ranger Alan Krumholds, for a 2 mile stroll to discover the rich history of Newbattle and its diverse wildlife. (Countryside walking route: unsuitable for wheelchairs). To book email: wellness@midlothian.gov.uk Wed 29 Oct. Lasswade Centre Sports & Leisure: FREE Pilates Class with Laura Wendell Sports Coach, 12.30pm – 1.30pm. To book email: Laura.wendell@midlothian.gov.uk by Mon 27 Oct. and Laura will reply on Tues 28 Oct. Healthy Eating Online Quiz, 2pm – 2.40pm. Tania Hasim, Midlothian Council Food Nutritionist Join the MS Teams Quiz Thu 30 Oct. Health Checks Staff drop-in, Stobhill Depot Training room, 9am – 4pm. All staff welcome for blood pressure check, health leaflets and information. George Kenderdine, Sport & Leisure Team Try Shibashi Class in Fairfield House, 12noon – 12.30pm. Mark McCafferty Sport & Leisure Wellbeing Awareness Days & Campaigns in October 2025: National Work Life Week (2 – 9 October) World Mental Health Day (10 October) World Menopause Day (18 October) Breast Cancer Awareness Month Sober October – Alcohol Awareness Stoptober – Help to stop smoking Menopause Awareness Month National Cholesterol Month Information on the campaigns and awareness days can be found at Midlothian Council intranet Health and Wellbeing page - Health & Wellbeing Page 356 of 356