Agenda Document Pack - Midlothian Council - 08/10/2024
Midlothian Council · 8 October 2024
Back to Midlothian Council — 8 October 2024 and its agenda
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Notice of Meeting and Agenda Midlothian Council Venue: Council Chambers/Hybrid, Midlothian House, Dalkeith, EH22 1DN Date: Tuesday, 08 October 2024 Time: 11:00 Executive Director : Place Contact: Clerk Name: Democratic Services Clerk Telephone: Clerk Email: democratic.services@midlothian.gov.uk Further Information: This is a meeting which is open to members of the public. Privacy notice: Please note that this meeting may be recorded. The recording may be publicly available following the meeting. If you would like to know how Midlothian Council collects, uses and shares your personal information, please visit our website: www.Midlothian.gov.uk Page 1 of 322
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1 Welcome, Introductions and Apologies 2 Order of Business Including notice of new business submitted as urgent for consideration at the end of the meeting. 3 Declaration of Interest Members should declare any financial and non-financial interests they have in the items of business for consideration, identifying the relevant agenda item and the nature of their interest. 4 Deputations 5 Minutes 5.1 Minute of Midlothian Council 27 August 2024, submitted for approval 5 - 18 5.2 Minute Volume Index 19 - 20 5.3 Action Log 21 - 26 6 Questions to the Council Leader 7 Motions 7.1 Lodge Dalkeith Kilwinning No.10 27 - 28 8 Public Reports 8.1 Medium Term Financial Strategy – 2025/26 to 2028/29, report by Chief Financial Officer / Section 95 Officer 29 - 38 8.2 Education Annual Plan and Report, report by Executive Director Children, Young People and Partnerships 39 - 106 8.3 Chief Social Work Officer Annual Report 2023/24, report by Chief Social Work Officer and Chief Officer Children’s Services, Communities and Partnerships 107 - 140 8.4 Rapid Rehousing Transition Plan 2023/24-2024/25, report by Executive Director Place 141 - 178 8.5 Midlothian Council’s Housing Services Assurance Statement 2024, report by Executive Director Place 179 - 190 Page 2 of 322
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8.6 Midlothian Strategic Housing Investment Plan 2025/26 – 2029/30, report by Executive Director Place 191 - 230 8.7 Edinburgh and South East Scotland City Region Deal (ESESCRD) Annual Report 2023 - 2024 231 - 322 Exclusion of Members of the Public (A) TO CONSIDER RESOLVING TO DEAL WITH THE UNDERNOTED BUSINESS IN PRIVATE IN TERMS OF PARAGRAPHS 6, 9 AND 11 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 No items for discussion 10 Date of Next Meeting The next meeting will be held on Tuesday 12th of November 2024. Page 3 of 322
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Minute of Meeting Midlothian Council Date Time Venue Tuesday 27 August 2024 11:00 am Council Chambers, Midlothian House/Hybrid Present: Provost McCall (Chair) Depute Provost Bowen Councillor Parry (Council Leader) Councillor Cassidy (Depute Council Leader) Councillor Alexander Councillor Curran Councillor Drummond Councillor Imrie Councillor McEwan Councillor McKenzie Councillor McManus Councillor Milligan Councillor Pottinger (attended virtually) Councillor Russell Councillor Scott Councillor Smaill Councillor Virgo Councillor Winchester Religious Representatives: 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 & Social Care: Midlothian HSCP / Chief Officer to Midlothian IJB Alan Turpie, Legal and Governance Manager / Monitoring Officer David Gladwin, Chief Financial Officer (Section 95 Officer) Fiona Clandillon, Head of Development Saty Kaur, Chief Officer, Corporate Solutions Derek Oliver, Chief Officer, Place Janet Ritchie, Democratic Services Officer Hannah Forbes, Assistant Democratic Services Officer Midlothian Council Tuesday 8 October 2024 Item No 5.1 Page 5 of 322
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1. Welcome, Introductions and Apologies The Provost welcomed everyone to this meeting of the Midlothian Council and advised that the meeting was open to the public and would be webcast live. The Provost informed members of the sad recent passing of Linda Melville, who had an incredible 40 years’ service with Midlothian Council, working in Member Support. The chamber was asked to stand for a minute silence in memory of Linda Melville. The Provost also informed the chamber of the retirement of Mike Broadway, Democratic Services Officer, who had in total 40 years’ service in public sector. A round of applause was held for Mike. The Provost highlighted the Knight Brethren of Sir Jeff Palmer, recognising that this was a rare honour and passed on congratulations. Apologies were made to the chamber and to Sir Jeff Palmer that this was not noted at the previous meeting of Midlothian Council on 25 June 2024. 2. Order of Business The order of business was as per the agenda previously circulated. 3. Declarations of interest None. 4. Deputations None. 5. Minutes of Previous Meetings Item No. Report Title Submitted by: 5.1 Minute of Midlothian Council of 25 June 2024 Executive Director Place Outline and Summary of Discussion The Minute of the Meeting of Midlothian Council held on the 25 June 2024 was submitted for approval. Councillor Milligan highlighted an amendment to the minute with regards to Item 8.7 Replacement Beeslack Consultation, where the minute stated that the points that they raised were recorded as a suggestion however the points to be moved for decision. Moved as amended by Councillor Parry and seconded by Councillor McManus. Page 6 of 322
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Decision The Minute of the Meeting of Midlothian Council held on 25 June 2024 was approved with the amendment as recorded above. Action Democratic Services Item No. Report Title Submitted by: 5.2 Minute Volume Index Executive Director Place Outline and Summary of Discussion No minutes submitted to this meeting. Decision n/a Action n/a Item No. Report Title Submitted by: 5.3 Action Log Executive Director Place Outline and Summary of Discussion The Action Log was submitted for consideration. Decision The Action Log was noted. Action Democratic Services 6. Questions to the Leader of the Council None received. 7. Motions Report No. Report Title Submitted by: 7.1 Reports for noting Councillor Virgo and Councillor Smaill Outline and Summary of Discussion The Notice of Motion was proposed by Councillor Virgo and seconded by Councillor Smaill. Page 7 of 322
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Councillor Virgo and Councillor Smaill spoke in support of this motion explaining that this motion is not intended to de-value the reports for noting that are presented to Members. However, the motion is due to the length of time that a report for noting is discussed in the chamber, and that the motion requests that an alternative mechanism is identified to allow more time for Members to debate and discuss complex decisions that they are required to make. Decision The Motion was noted. Action 8. Reports Report No. Report Title Submitted by: 8.1 Financial Monitoring 2024/25 – General Fund Revenue Chief Financial Officer/ Section 95 Officer Outline and Summary of Discussion The Chief Financial Officer/Section 95 Officer presented the report. The purpose of this report is to provide Council with information on projections of performance against service revenue budgets in 2024/25 and to provide commentary on areas of material variance against budget. The budget performance figures as shown in Appendix 1 result in a projected net overspend of £1.773 million which represents 0.6% 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 as of 31st March 2025 is £21.966 million, of which £14.783 million is earmarked for specific use leaving a non-earmarked General Fund balance of £7.183 million. It is recommended that Council: a) Approve a supplementary estimate of £0.330 million to provide an additional 0.2% budget to fund pay costs; and otherwise b) Note the contents of this report. The Provost thanked the Chief Financial Officer for the report and opened it up for questions and comments. Councillors were happy to move the recommendations, however wanted to express the deep disappointment with the overspend and highlighted that there are many overspends that are repetitive i.e. that they have seen before as overspends. A main area of concern highlighted was the insurance costs of potholes. It was stated that Page 8 of 322
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there needs to be better utilisation of the expensive machinery used for potholes and requested a report to come back to Council on its use/application. A question arose to the Chief Financial Officer regarding the ask of 0.2%, and whether it was felt that this was enough from the Councils perspective. It was queried that if the pay offer for the council is similar or greater to other pay offers across public sector then is there a possibility that there will be another ask of 0.2% in the near future. It was queried whether the underspend in the report is due to not borrowing enough as intended, which was similar to last year and is there is a significant deficit, and the Council is not building as much as it intended to. The Chief Financial Officer in responding to questions that were raised confirmed the observation made on debt chargers was correct. The underspend was a consequence of the deferred capital expenditure. With regards to the query on the 0.02% for pay, it is recognised by Government and Trade Unions that Councils cannot afford to go any further than the 3.2% that they are contributing already, if this decision is approved today. It was stated by the Chief Financial Officer that there was not a huge risk for any further additional cost of pay in the current financial year to the Council as this would then require to be funded by the Government. The Director of Health & Social Care: Midlothian HSCP / Chief Officer to Midlothian IJB advised that the Elected Members briefing next week will provide more detail regarding the challenges and the work that is currently ongoing with regards to the IJB financial pressures. Moved by Councillor Parry, seconded by Councillor Milligan. Decision The Council approved the recommendations as set out in the report. Action Chief Financial Officer/Section 95 Officer Report No. Report Title Submitted by: 8.2 Housing Revenue Account – Revenue Budge and Capital Plan 2024/25 Chief Financial Officer/Section 95 Officer Outline and Summary of Discussion The Chief Financial Officer/Section 95 Officer presented the report. The purpose of this report is to provide Council with a summary of expenditure and income to 6th July 2024 for the Capital Plan and a projected outturn for both the Housing Revenue Account (HRA) and Capital Plan for 2024/25. The summarised financial performance for 2024/25 is: • Capital Investment in the year totalling £65.707 million; • A net overspend of £0.417 million on the Revenue Account; • A projected HRA general reserve as of 31st March 2024 of £35.058 million. Page 9 of 322
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It is recommended that Council note the contents of this report. The Provost thanked the Chief Financial Officer for the report and opened it up for questions and comments. A discussion took place around financial constraints of Normandy Court. A question was raised to the Chief Financial Officer regarding how much revenue has been lost since the site has been laying vacant for over a year and the costs incurred to the Council during this time i.e. the security service. Members raised concerns that it has been vacant for so long and is complete with the same reasoning that there are ongoing issues with the alarms, phones and BT. Councillors agreed there was a shared embarrassment for the building lying vacant for a year and a resolution is required as the waiting list for Midlothian is continually growing and the building needs to be occupied as soon as possible. The Executive Director Place responded to the concerns raised, explaining that the financial figures are not to hand however that they can be provided to all members. The Executive Director Place detailed the intentions for the building and confirmed that if no resolution is made a report would be brought back to Council to look at the allocation of the building. The Provost advised that outcome for the report was to note as is and there was a suggestion put forward to the committee that the three Ward Members meet with the Executive Director Place to express their ideas and opinions on the matter. Decision The Council noted the contents of the report. Action Chief Financial Officer/Section 95 Officer: Report to be brought back to Council to look at the allocation of the building and to explain final figures if no resolution reached. Report No. Report Title Submitted by: 8.3 General Services Capital Plan 2024/25 Quarter 1 Monitoring Chief Financial Officer/Section 95 Officer Outline and Summary of Discussion The Chief Financial Officer/Section 95 Officer presented the report. The purpose of this report is to provide Council with: • An update of the General Services Capital Plan (GSCP) incorporating information on further additions to the GSCP for approval and adjustments to existing project budgets (Section 3); • Information on the projected performance against budget for 2024/25 (Section 4); • Update on the Capital Fund (Section 5). It is recommended that Council: Page 10 of 322
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1. Note/approve the adjustments to the project expenditure budgets in the GSCP as set out in Section 3.1; 2. Approve the inclusion of the project in Section 3.2 in the GSCP; 3. Note the forecast outturn for expenditure, funding and borrowing, as outlined in Section 4. The Provost thanked the Chief Financial Officer/Section 95 Officer for the report and opened it up for questions and comments. The Council approved the adjustments, with acknowledgement and excitement with regards to the new Alpine Coaster that will be opening shortly at Hillend Snowsports Centre. Comments were made regarding the costing of the project and if more detail can be passed to Councillors if the project is heavily overspent. The Chief Financial Officer took an action that once the project was completed and operational to provide a final account for clarity to the Elected Members. It was confirmed by the Executive Director Place that the expenditure is in line with the budget. Discussion took place regarding the need for a new Gorebridge High School and the timescale for this completion and it was requested that a report come back to Council regarding this within six months. It was noted that Newbattle High School was at capacity, and that there were pressures from the feeder schools for Newbattle High School and the ongoing house building in the area. The importance of locating a new piece of land for a new Gorebridge High School is essential for the community. Further discussion followed regarding the school roll projections and the Executive Director Children, Young People and Partnerships advised that this has taken longer than anticipated and that the Directorate are working closely with partners to get the data exercise completed. It is hoped that this would be completed in around 8 weeks. Councillor Parry moved the recommendations, seconded by Councillor Virgo. Decision The Council approved the recommendations as detailed in the report. Action Chief Financial Officer: Provide a final account for clarity to the Elected Members. Report No. Report Title Submitted by: 8.4 The Education (Scotland) Bill Executive Director Children, Young People and Partnerships Outline and Summary of Discussion The report was presented by Executive Director Children, Young People and Partnerships. The purpose of the report was to inform Elected Members of the Page 11 of 322
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Scottish Government’s Education (Scotland) Bill ‘call for views’ which opened on 28th June 2024 and the response developed by officers. It is recommended that Council: • note the Education (Scotland) Bill which will bring a new agency, Qualifications Scotland, and His Majesty’s Chief Inspector for Education in Scotland; • note the response by officers to the ’call for views’ on the Education (Scotland) Bill; including assurance that Qualifications Scotland will be based at Wester Shawfair, Danderhall, currently used by the Scottish Qualification Authority (SQA) The Provost thanked the Executive Director Children, Young People and Partnerships for the report and opened it up for questions and comments. Councillors noted the Education (Scotland) Bill and expressed their thanks to officers for all of their hard work. Councillors advised that a letter should be sent to the Scottish Government with regards to the importance of the SQA remaining in Midlothian at Shawfair. The Executive Director Children, Young People and Partnerships confirmed that a letter would be drafted and sent. The Council Leader confirmed that they were also happy to write regarding this matter. Decision The Council noted the recommendations as set out in the report. Action Executive Director Children, Young People and Partnerships: Letter to be sent to the Scottish Government with regards to the importance of the SQA remaining in Midlothian at Shawfair. Report No. Report Title Submitted by: 8.5 United Nations Convention on the Rights of the Child (‘UNCRC’) (Incorporation) (Scotland) Act, Executive Director Children, Young People and Partnerships Outline and Summary of Discussion The report was presented by Executive Director Children, Young People and Partnerships. The purpose of this report was to: (i) update elected members on the incorporation of UNCRC into Scots law; (ii) inform elected members of the actions required to be taken by the Council in response to the incorporation of the UNCRC into Scottish law; and (iii) the current plan for the delivery of those actions. It is recommended that Council note the contents of this report. Page 12 of 322
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The Provost thanked the Executive Director, Children, Young People and Partnerships for the report and opened it up for questions and comments. The Executive Director Children, Young People and Partnerships was thanked for the report, and it was highlighted that the report allows children to have a voice in the planning of the local communities. Councillors also raised a point regarding the importance of learning for an individual in its own heritage and every child having the ability to read and write in their own language. The Executive Director Children, Young People and Partnerships confirmed that the points raised are all covered in the curriculum of excellence. Members commented that the report notes information about the UNCRC, what it means and its practice however this would be important for the public to be made aware of and asked whether there was something the Council could provide to the public. The Executive Director Children, Young People and Partnerships agreed to action this Decision The Council noted the contents of the report. Action Executive Director Children, Young People and Partnerships: Information on what the UNCRC is and what the organisation does to be provided to the public. Report No. Report Title Submitted by: 8.6 Children’s Services 2024/25 Service Plan Executive Director, Children, Young People and Partnerships Outline and Summary of Discussion The report was presented by Executive Director, Children, Young People and Partnerships. The purpose of the report was to provide Council with an update on work undertaken to support Midlothian’s Children and Families 2023/24; and to seek Council’s approval of the priority actions as set out in the Children’s Services 24/25 Service Improvement Plan. It is recommended that Council: • Note the progress made towards improving outcomes for children and families within Midlothian Council; • Approve the priority actions set out the Children’s Services Improvement Plan 2024/25; and • Note that the Children’s Services Improvement Plan will be shared more widely, including on the Council’s website. Page 13 of 322
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The Executive Director, Children, Young People and Partnerships highlighted that since the publication of this report Midlothian Council has won the outstanding Corporate Parent and Stable Foundation awards at the Who Cares Scotland Awards Ceremony. The Provost thanked the Executive Director, Children, Young People and Partnerships for the report and highlighted that Midlothian was the only Local Authority to win two awards and expressed their congratulations to all involved. Thereafter the Provost opened it up for questions and comments. Councillor Scott in moving the recommendations noted the improvements and priority actions set out in the plan and expressed their congratulations to all staff for their hard work under the management of Joan Tranent. Councillor Scott further expressed congratulations to John Brown and their team on the national awards and the outstanding work they do with the young people. It was also noted that Midlothian now have 30 Care Experienced young people who are settled in permanent accommodation with the life skills they require and thanks to the house project who bring together a range of partners to ensure the young people are supported. The Council applauded this. Councillor Virgo echoed the comments made by Councillor Scott and seconded the recommendations. Decision The Council approved the recommendations as stated in the report. Action Executive Director, Children, Young People and Partnerships Report No. Report Title Submitted by: 8.7 Fair Work First – Implementation Update Chief Officer Corporate Solutions Outline and Summary of Discussion The report was presented by the Chief Officer Corporate Solutions. The purpose of the report was to provide Council with information on the steps taken to achieve the Fair Work First requirement. It is recommended that Council: • notes the good practice areas with regards to the Fair Work First agenda; • notes the ongoing work to continue to embed Fair Work First across the organisation; and • notes the work in progress to develop the Workforce Strategy, linked to the Blueprint Transformation Theme 2 – 21st Century Workforce which will be drafted in Autumn 2024. Page 14 of 322
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The Provost thanked the Chief Officer Corporate Solutions for the report and opened it up for questions and comments. Councillor Parry commented positively on this paper and highlighted the good relationship with Trade Unions and that Midlothian Council was the first Council to introduce IVF and Miscarriage policy and the importance of retaining the excellent staff that the Council has. The Provost also commented on the importance of celebrating our staff and their long service with the Council. Further positive comments were made with regards to the recognition of the good work and the 21st Century workstream within the Transformation Blueprint and the challenges noted in the amount of work being delivered to make Midlothian Council an employer of choice. Decision The Council notes the recommendations as detailed. Action Chief Officer Corporate Solutions The meeting adjourned for lunch at 12.28 pm and returned at 12.48 pm. Report No. Report Title Submitted by: 8.8 Housing Programme Update Executive Director, Children, Young People and Partnerships Outline and Summary of Discussion The Executive Director Place presented this report. In approving the Midlothian Housing Allocation Policy review by Council in March 2024, Elected Members requested that further information is provided in relation to the viability of the Housing Revenue Account (HRA) in the long term. On 21st Feb 2023 Council approved the Rent Setting Strategy for Midlothian Council 2022/23-2025/26. The rent strategy beyond 2026/27 will be reviewed next year and will consider continuing investment in the Council’s existing housing stock as well as a significant programme of refurbishment, while also determining any level of new build investment beyond the Council’s current social housing programme commitment. It is recommended that Council notes the contents of this report. The Provost thanked the Executive Director, Place for the report and opened it up for questions and comments. Questions were raised with regards to the budget cut to the Local Authority’s affordable housing programme and whether there were opportunities for developing affordable homes differently. The Executive Director Place confirmed that the last three rows listed in Table 2 on the report would not be taken forward at this stage but that they would explore other options. These included working with Housing Page 15 of 322
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Associations in the area, shared equity, golden share and potentially a process where a value is received from the developer and put back into the housing programme. Positive comments were expressed with regards to the upgrades of Council houses in Danderhall and the exceptional feedback received. Thanks were intimated to the Chief Officer, Place and their team and the contractors involved. Reference was made to the Housing Revenue Financial Model and an ask was made that Councillors who are interested are given the opportunity to scrutinise this. A question was raised with regards to buy backs and off market purchasing and the Executive Director Place advised that in terms of the modelling as they move towards reviewing the rent strategy into next year this was part of the information base that they would share with Councillors when complete. The Executive Director Place further advised that with regards to modular housing there was provision for that within the existing Strategic Housing Investment Programme and provided an update on the progress of the delivery of this and confirmed that there was not provision for buy backs this year. The Executive Director Place further advised on the open market purchasing from the HRA and the analysis taking place with regards to buying rather than developing and the oncosts to bring up to housing standard and would report back once the information was available. In responding to a question raised with regards to Town Centre Regeneration and feasibility work to establish the first phase of this in Dalkeith Town Centre, officers advised that an update was presented to Business Transformation Steering Group and that a paper will be presented to October Council as part of the Midlothian House report. In expanding further, they advised that options were being considered to expand this but as the Council does not own all the land the focus was on acquiring the outstanding properties, but the progress made to date was positive. A question was raised regarding the difference in the grant amounts detailed in Table 1 and officers confirmed that varied grant levels are available but there are also other factors within these calculations, and it was noted that Table 1 shows the grant drawn down on this particular year was not the full grant. It was also highlighted that discussion had taken place with the Minister when they visited Midlothian and the work done with COSLA (the Convention of Scottish Local Authorities) to raise the amount Midlothian receive and that Councillors will continue to raise the financial challenges and pressures that are experienced with Midlothian being the fastest growing Local Authority. Decision The Council noted the contents of the Report. Action Executive Director, Place The Public section of the meeting concluded at 13.04 pm Page 16 of 322
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9. Private Exclusion of Members of the Public In view of the nature of the business to be transacted, the Committee agreed that the public be excluded from the meeting during discussion of the undernoted item, as contained in the Addendum hereto, as there might be disclosed exempt information as defined in paragraphs 6, 9 and 11 of Part I of Schedule 7A to the Local Government (Scotland) Act 1973: - 9.1 Mavisbank House – Compulsory Purchase Order, report by Executive Director, Place 9.2 Beeslack Community High School Replacement – Contract Tender – report by Executive Director, Place 9.3 Destination Hillend – Alpine Coaster Pricing – report by Executive Director, Place Date of Next Meeting The next meeting will be held on Tuesday 8 October 2024 at 11.00am The meeting concluded at 13.51 pm Page 17 of 322
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Midlothian Council Minute Volume Presented to the Meeting of Midlothian Council on Tuesday, 08 October 2024 Page 19 of 322
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1 Minutes of Meetings submitted for Approval 2 Minutes of Meetings submitted for Consideration Minute for Consideration Minute of Local Review Body meeting of 13 May 2024 Minute of the Special Planning Committee meeting of 21 May 2024 Minute of Police and Fire and Rescue Board meeting of 27 May 2024 Minute of Cabinet meeting of 28 May 2024 Minute of Planning Committee meeting of 4 June 2024 Minute of Local Review Body meeting of 17 June 2024 3 Minutes of Meetings submitted for Information Minute for Information Minute of MIJB Audit and Risk meeting - 6 June 2024 Page 20 of 322
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Midlothian Council Action Log No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 1 21/02/2023 Capital Plan Prioritisation Refer approved Council report to BTSG on additional affordability scope and projects. Executive Director Place December 2024 UPDATE: September 2024 – Executive Director provided a verbal update to respective August BTSG & Council meetings. Remaining work streams being concluded to finalise recommendations and agree a revised plan to have an affordable GSCP in the context of a balanced MTFS - a) Learning Estate Strategy options being developed for consideration on conclusion of Edge Analytics pupil product review. b) Climate Change – Net Zero 2030 / 2045 reporting in October Midlothian Council Tuesday 8 October 2024 Item No 5.3 Page 21 of 322
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments c) Fleet & Asset Management Plans reporting in October/November. 2 19/12/2023 8.4 Non-Domestic Rates Relief Policy Review of policy to be undertaken in 6 months – 1 year. Chief Officer Corporate Solutions No later than April 2025 Report to council to be submitted 3 19/12/2023 8.8 Fleet and Plant Asset Replacement Plan Considerations around increasing fleet capacity to be brought to BTSG. Chief Officer Place Report to BTSG and to Council in Oct/Nov 2024 Fleet Management Plan will follow Climate Action Plan as proposing all Refuse Collection Vehicles and Heavy Goods Vehicles remain diesel. 4 26/03/2024 8.3 Midlothian Council Housing Allocation Policy Review 2023/24 1. provide further information in relation to the viability of the Housing Revenue Account (HRA) in the long term 2. consider providing physical assistance for moving as an incentive for tenants to downsize 3. consider increasing the financial incentive for downsizing 4. audit of tenancy allocations Executive Director Place August Council updated Completed No.1. Reported to Council in August 2024 Completed No. 2/3/6 The budget in the HRA for financial incentive for downsizing is £65k, last year we spent £33k against this budget, this financial year it appears spend will be higher at around the £55k as value was already Page 22 of 322
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 5. arrange an Elected Member briefing on tenancy agreements 6. review benefit in kind. increased and extended to mutual exchanges. Action included in the review process for the rent strategy to also pick up the physical assistance element. No.4. Assurance Exercise progressed and near completion. Expect report will be finalised in October. Completed No.5. Briefing held 5 Sep. on Tenancy Agreements and Anti-Social Behaviour. 5 26/03/2024 8.4 Midlothian Council Mixed Tenure Strategy Arrange an Elected Member briefing on arm’s length organisations (ALEOs) Executive Director Place Briefing date to be scheduled post Summer recess. Currently scoping option for special purpose vehicle in development and management & maintenance of Mid Market Rent 6 07/05/2024 8.10 Glyphosate Paper on neighbourhood service operatives would be undertaking a targeted winter programme of work in springtime 2025. Chief Officer Place Springtime 2025 Report to council to be submitted Page 23 of 322
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 8 25/06/2024 8.14 Whitecraig Traveller Site A full cost report to come back to Council for final approval to include early termination cost and reinstatement cost unless the cost for this is nil. Executive Director Place When termination costs are known Align to action jointly with ELC 9 27/08/2024 5.1 Minute of the meeting of 27 August 2024 Minute to be amended as agreed Democratic Services ASAP 10 27/08/2024 8.2 Housing Revenue Account – Revenue Budget and Capital Plan 2024/25 Financial costs of Normandy Court to be provided to all Members. Report to be brought back to Council to look at the allocation of Normandy Court if no resolution reached. Executive Director Place Executive Director Place ASAP If required Email information circulated separately to all elected members. Report to November Council agenda if required. 11 27/08/2024 8.3 General Services Capital Plan 2024/25 Quarter 1 Monitoring Provide a final account for clarity to the Elected Members on Hillend Alpine Coaster project costings Chief Financial Officer GSCP Q3 Financial Monitoring report to Council in February. Coaster operational and project is in its final stage. 12 27/08/2024 8.4 The Education (Scotland) Bill Letter to be sent to the Scottish Government with regards to the importance of the SQA remaining in Midlothian at Shawfair. Executive Director Children, Young People and Partnerships 30 September 2024 Page 24 of 322
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 13 27/08/2024 8.5 United Nations Convention on the Rights of the Child (‘UNCRC’) (Incorporation) (Scotland) Act Information on what the UNCRC is and what it means to be provided to the public. Executive Director Children, Young People and Partnerships December 2024 SG published new statutory guidance on UNCRC 18th September, information for parents/carers and young people will be prepared taking cognisance of the new statutory guidance. 14 27/08/2024 8.3 General Services Capital Plan 2024/25 Quarter 1 Monitoring Report to be presented to Council on a site for Gorebridge High School within six months. Executive Director Place End Feb 2024 Page 25 of 322
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MOTION TO MIDLOTHIAN COUNCIL TUESDAY 8 OCTOBER 2024 Lodge Dalkeith Kilwinning No.10 Midlothian Council recognises and congratulates Dalkeith Masonic Lodge, staff and members on their 300th Anniversary. Dalkeith, like all other towns of any importance, had its Trade Guilds, but the only one which has survived the course of years is the Freemasons. According to the Statistical Account of Scotland, the Weavers were established in 1566, the Hammermen in 1694, Shoemakers in 1714, and the Freemasons in 1724. The antiquity of the latter Operative Lodge must, however, go back many years before this date, as reference to it is made in the records of the Melrose Lodge in 1681. 300 years later, Freemasonry continues to thrive in Dalkeith. Moved: Seconded: Councillor Colin Cassidy Councillor Douglas Bowen Page 27 of 322
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Midlothian Council Tuesday 8th October 2024 Item No 8.1 Medium Term Financial Strategy – 2025/26 to 2028/29 Report by David Gladwin Chief Financial Officer and Section 95 Officer Report for Decision 1 Recommendations a) Note that the Business Transformation Steering Group (BTSG) will continue to consider measures necessary to support delivery of a balanced Medium Term Financial Strategy (MTFS) before any policy measures are presented to Council. b) Note that the financial outlook remains challenging for this term of Council and note the recommendation of the external Auditor that, “as a matter of urgency, officers and elected members need to work together to develop and agree the medium-term financial strategy and progress the Council’s transformation plans”. c) Note the MTFS planning assumptions set out in the report (section 3.2). d) Note that the budget gap for 2025/26, incorporating the planned use of service concession retrospection and a 5% annual Council Tax increase is projected to be £9.406 million, rising to a projected £20.645 million by 2028/29 (section 3.2). e) Approve the Public Consultation and timescales for its launch as outlined in section 4 f) Otherwise note the remainder of the report. Date: 30th September 2024 Report Contact: David Gladwin Chief Financial Officer and Section 95 Officer David.gladwin@midlothian.gov.uk Page 29 of 322
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2 Purpose of Report / Executive Summary 2.1 The report sets out budget projections for 2025/26 to 2028/29 and the main assumptions embedded in these. There is a projected gap of £9.406 million in 2025/26 rising to £20.645 million by 2028/29. 2.2 To provide information on progress made with agreed actions in response to budget challenges and to consider the launch of the public consultation document, 2.3 To provide commentary on emerging fiscal conditions and to outline significant fiscal events between now and setting the 2025/26 budget. 3 Medium Term Financial Strategy 2025/26 to 2028/29 - Background 3.1 The aim of the MTFS is to provide a multiyear financial strategy aligned to the Council’s Strategic Plans. It seeks to support the Council in fulfilling its statutory duty to set a balanced budget and determine Council Tax levels annually with a key aspect being ongoing financial sustainability for the Council where recurring costs are matched by recurring income. 3.2 Council last considered the MTFS on 25th June 2024 where updated projections for 2025/26 to 2028/29 were provided along with the main assumptions underlying those projections. The projected budget gap for 2025/26 was £9.406 million rising to £20.645 million by 2028/29. For reference, the main assumptions in these figures are: • A flat cash Scottish Government Grant settlement to support existing services and an assumption that any new or enhanced Scottish Government policy requirement will be fully funded. It is likely that Midlothian will see an increasing share of the national funding pot as its population continues to grow but it remains unclear how much of this increase will be lost through the funding floor. A 1% increase in Scottish Government Grant from flat cash would yield approximately £2.3 million. • Pay Inflation – 2.5% in 2025/26 and 2% thereafter. This is based on the working assumption that any pay award in excess of this will be funded by the Scottish Government. Every 1% increase in pay equates to a cost change of approximately £2 million. • A continuation of the Employers Superannuation contribution rate (excluding Teachers) at 17.6%. The next triennial revaluation is due in 2026 and may provide opportunity to further reduce contribution rates. • Council Tax Band D – assumed 5% increase per annum. Every subsequent increase of 1% will generate approximately £0.670m of additional income. • Inflation provision for contracts where inflation uplifts are an integral part. • A general provision for demographic growth in learning settings. Page 30 of 322
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• Borrowing costs in-line with the most up to date approved version of the General Services Capital Plan. • Full delivery of savings measures previously approved by Council. • An increase in funding provided to Midlothian Integration Joint Board (MIJB) to cover pay increases and inflationary costs. 3.3 The main areas of sensitivity in projections are outlined in table 1 below. Table 1: Impact on MTFS of changing assumptions Budget Area Change Impact on budget gap (£m) Scottish Government Grant 1% +/- 2.275 Council Tax 1% +/- 0.670 Pay 1% +/- 2.028 Contractual Inflation 1% +/- 0.763 MIJB Funding Flat Cash - 1.128 3.4 Council in June were advised that in addition to ongoing Transformation Blueprint work, officers would prepare further savings options for consideration, and these may include withdrawing from non- statutory areas of service provision, reducing areas of service provision to a statutory minimum level and a tightening of minimum service standards. Economic Commentary 3.5 Economic growth, as measured by Gross Domestic Product (GDP), is forecast to continue to grow on a shallow trajectory rising to not much more than 1% in 2025. 3.6 The Monetary Policy Committee (MPC) reduced the base interest rate by 0.25% to 5% at its August Meeting and agreed to hold the base rate at its September meeting. Prospects remain for a further base rate cut but this is tied very closely to Consumer Price Index (CPI) inflation which now sits at 2.2% with an expectation for some small rises over the remainder of 2024 followed by a gradual reduction in subsequent years. The Bank of England inflation target is 2%. 3.7 Wage Inflation remains a significant factor with both private and public sector pay increases exceeding inflation and for the public sector placing a further pressure on an already challenging financial outlook. The Scottish Government pay policy which runs from the current financial year to 2026/27 contains a pay metric of 3% per annum. UK and Scottish Government Fiscal Events 3.8 The new UK Government will set their first full budget on 30th October 2024, and this will include the first part of the spending review covering Page 31 of 322
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2025/26. The Treasury has indicated that savings are being sought across departments albeit some prioritised areas may see an increase in expenditure. The impact of this on Barnett consequential’s is unclear. 3.9 On the 3rd of September the Scottish Government announced spending cuts of £500 million in the face of pressure on the public purse and recognition of a need for urgent action to tackle this. A number of policy areas may be de-prioritised along with the immediate implementation of spending restrictions on recruitment, overtime travel and marketing across the Scottish Government. 3.10 The impact of governmental financial pressure on the Local Government Finance Settlement is unclear at this stage but the extent of action taken by both governments and also the clear underlying messages on public sector financial pressure heightens the risk of a more challenging settlement for Councils thus potentially adding to the already sizeable budget gaps. 3.11 The Scottish Government announced their Programme for Government 2024 to 2025 on 4th September 2024. Early in October it is expected that the Scottish Government present its Autumn Budget Revision (ABR) outlining how the 2024/25 budget has changed as a result of changes in UK Government funding from the March 2024 budget and underspends from 2023/24 carried forward to 2024/25. 3.12 The Scottish Government are expected to present to parliament their 2025/26 budget on Wednesday 4th December 2024 with the Local Government Finance Settlement following around the 12th of December and running through parliamentary processes until early-March. Key Fiscal Events • 3rd September 2024 – Scottish Government Announcement on Spending Cuts. • 4th September 2024 – Scottish Government publication of Programme for Government 2024 to 2025. • Early-October 2024 – Scottish Government Autumn Budget revision. • 30th October 2024 – UK Government Budget. • 4th December 2024 – Scottish Government Budget. • 12th December 2024 – Draft Local Government Finance Settlement • December – March – Scottish Budget parliamentary processes. Scottish Fiscal Commission 3.13 The Scottish Fiscal Commission, which is the independent fiscal institution for Scotland, published a Fiscal Update report on 27th August 2024 which considered how recent developments in the economic and fiscal outlook could affect the Scottish Budget in 2024/25 and 2025/26. 3.14 The report discussed challenges that the Scottish Government would have balancing its budget against a backdrop of commitments made in a number of policy areas including pay deals, social security spend and a freeze in Council Tax. It also highlights how announcements made at a UK government level will impact on how much funding the Scottish Government receives. Page 32 of 322
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3.15 The SFC report was discussed at BTSG on Wednesday 18th September and also at Audit Committee on Monday 30th September. 4 Public Consultation 4.1 There is a significant funding gap that will impact on what services the Council can continue to deliver and how they are delivered. Reprioritisation and redesign are crucial to reaching a financially sustainable position and urgent action is needed. 4.2 Public consultation is a key part of this process and provides valuable information on which to base decisions. During the period of consultation, engagement will continue with recognised Trade Unions. 4.3 The consultation will provide background information to the financial challenges the Council faces, covers the role of the Transformation Blueprint in addressing these challenges and goes on to invite comment on a variety of budget options across the themes of Transforming Services, Reducing Services, Stopping Services (non- Statutory) and Generating Income. 4.4 Local flexibility to set Council tax levels is a key element of balancing future years budgets thus the consultation invites opinion on the trade- off between protecting services and increasing Council Tax levels. 4.5 The consultation period will run from 9th October to 20th November with the outcomes considered and reported to Elected Members as part of the next MTFS update planned for Council on 17th December 2024. 5 Next Steps 5.1 Outline Timetable for the 2025/26 Budget and Setting Council Tax BTSG – Wednesday 18th September • MTFS Update (this paper) • Discussion on further savings measures • Consideration of Public Consultation document BTSG – Monday 30th September • Further discussion on consultation document • Transformation Blueprint dashboard • Discussion on savings measures Council – Tuesday 8th October • MTFS Update (this paper) BTSG – Monday 4th November • Transformation Blueprint dashboard • Discussion on Savings Measures • Dalkeith Office Campus Options • Digital Transformation Strategy • Contract Management • One-stop shops and Libraries Asset Management Plan Council – Tuesday 12th November • Dalkeith Office Campus Options Page 33 of 322
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• BTSG recommendations (if any at this point) BTSG – Monday 3rd December • Transformation Blueprint dashboard • Public Consultation responses • Agree Savings Measures to progress to Council for decision • Update on MTFS projections Council – Tuesday 17th December • BTSG recommendations • Update on MTFS projections / Base Budget work • Commentary on Scottish Government Budget • Commentary on Local Government Finance Settlement (if possible) BTSG – Tuesday 14th January • Transformation Blueprint dashboard • Large Grants report • Consideration of savings measures • Update on Base Budget • Commentary on Local Government Finance Settlement BTSG – Monday 17th February • Consideration of final budget savings options • Consideration of Council Tax position • Final Base Budget • Final Local Government Finance Settlement Council – Tuesday 25th February • Large Grants • BTSG recommendations on savings options • BTSG recommendation on Council Tax. The scheduled meetings of the Business Transformation Steering Group and Council will support the approval of the MTFS and decisions required to finalise the 2025/26 budget at Council on 25th February 2025. As Council Tax funds the gap between expected income and expenditure, it is necessary to first identify the proposed expenditure to determine the resulting gap that Council Tax needs to fund. If no other action is taken to redress any shortfall, then the Council Tax has to be set at a rate that will do so, otherwise the budget will not balance. Accordingly, Council Tax decisions should not be taken in advance of other budget decisions. 5.2 Midlothian Integration Joint Board The Chief Officer and Chief Financial Officer of the MIJB will continue to be kept updated on the Council’s budget position and are engaged in the development of the MTFS. Page 34 of 322
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The planning assumptions for the indicative budget to be delegated to MIJB for 2025/26 together with future years indicative allocations have been prepared based on a funding increase for pay and contractual inflation. However, it will only be possible to formulate a formal offer for the IJB once the annual grant settlement is available and the quantum of any additional monies for delegated activities and any conditions attached to the settlement are known. MIJB overspent in 2023/24 and are working through a financial recovery plan to keep 2024/25 costs within budget. Failure to do so brings further risk to partner budgets. BTSG will be asked to consider the formal offer arising from the settlement when it meets in January 2025 and this will inform part of the final budget recommendations to Council. 6 Report Implications (Resource, Digital and Risk) 6.1 Resource Whilst this report deals with financial issues there are no financial implications arising directly from it. 6.2 Digital The adoption of digital solutions is a central strand of the Medium Term Financial Strategy. 6.3 Risk Within any financial projections there are inherent risks in making assumptions to arrive at figures and also a risk of costs changing significantly or new pressures emerging. The following key risks and issues are highlighted in the context of this report: • Uncertainly over the Scottish Government’s and Council’s financial position. • The economic outlook and decision by Scottish Government on future years grant settlements and grant distribution. • Impact of UK Government budget announcements and any associated policy revision. • The risk to service provision and service users associated with a continued decline in available resources to fund services. • Future years Public Sector pay policy and current and future year pay award settlements. • Actual school rolls varying from those provided for in the budget. • The impact of the wider economic climate on range of factors including inflation, interest rates, employment, tax and income levels and service demands. • Cost pressures, particularly demographic demand, exceeding budget estimates. Page 35 of 322
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• The reform of public services and the implications for the National Care Service (Scotland) Bill. • The impact of any changes to benefits. • The cost of implementing national policies varying from resources provided by Government. • Potential liabilities arising from historic child abuse. • The financial sustainability of MIJB. • The affordability of borrowing to support capital investment; and • Ability to continue to meet the expectations of communities within a period of fiscal constraint. Developing and updating a MTFS is key to supporting the mitigation of a number of these risks by setting out the key assumptions on which forward plans are based. The risk of not having a balanced MTFS is the potential elimination of available reserves, which in turn would severely limit the Council’s ability to deal with unforeseen or unplanned events and also the imposition of significant cuts at short notice with limited opportunity for consultation. Early agreement of the measures required to balance the 2025/26 budget is crucial. 6.4 Ensuring Equalities The MTFS together with the resource allocation measures which will support financial sustainability will, as far as the constraint on resources allow, be developed within the context of the Council’s priorities, ensuring as far as possible that resources are directed towards the key priorities of reducing inequalities in learning, health and economic circumstance outcomes. The MTFS will continue, as far as is possible, to reflect Midlothian Council’s commitment to the ethos of the Equality Act 2010 with careful consideration of the interests of the most vulnerable in our communities through the preparation of equality impact assessments. Individual EQIA’s will be published in respect of future policy savings measures and an overarching EQIA will be published alongside the MTFS report presented to the Council meeting in February 2025. 6.5 Additional Report Implications See Appendix A Appendices APPENDIX A – Report Implications Page 36 of 322
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Appendix A A.1 Key Priorities within the Single Midlothian Plan The MTFS facilitates decisions on how Council allocates and uses its available resources and as such has fundamental implications for delivery of the key priorities in the Single Midlothian Plan. It helps ensure that resources are available to continue to delivery key priorities. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on delivering Best Value. A.5 Involving Communities and Other Stakeholders The development of the MTFS provides for public engagement. In addition, there has been and will continue to be, engagement with the recognised Trade Unions on the Council’s financial position and the development of the MTFS. A.6 Impact on Performance and Outcomes The MTFS facilitates decisions on how the Council allocates and uses its available resources and as such has fundamental implications for service performance and outcomes. The financial consequences of the pandemic have impacted on the availability and allocation of resources in pursuit of key outcomes as set out in the Single Midlothian Plan for both the immediate and longer term and therefore the ability of the Council to continue to deliver services in a financial sustainable manner. Page 37 of 322
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A.7 Adopting a Preventative Approach An effective Strategic plan supported by a MTFS will support the prioritisation of resources to support prevention activities. A.8 Supporting Sustainable Development There are no direct sustainability issues arising from this report and work will take place to mitigate any sustainability issues which arise as a consequence of the MTFS. Page 38 of 322
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Midlothian Council Tuesday 08 October 2024 Item No 8.2 Education Annual Plan and Report Report by Fiona Robertson, Executive Director Children, Young People & Partnerships Report for Decision 1 Recommendations • Note the statutory duties of the education authority for annual planning and reporting. • Approve the progress report for 2023/24 and the plan for Midlothian for 2024/25. • Thank all those who have contributed to the successes of 2023/24. 2 Purpose of Report/Executive Summary This report presents the 2023/24 – 2027/28 Service Plans for Council approval. 18 September 2024 Report Contact: Michelle Strong Education Chief Operating Officer michelle.strong@midlothian.gov.uk Page 39 of 322
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3 Background 3.1 Education authority duties Under the provisions of the Standards in Scotland’s Schools etc. Act 2000 (section 13) places a duty on education authorities to prepare and publish annual plans. These plans need to describe the steps taken to enhance equity and support improvement within schools, early learning settings and across education services. • Education authorities must prepare and publish annual reports setting out the steps they have taken, over the course of the planning period: ➢ with a view to reducing inequalities of outcome experienced by pupils as a result of socio-economic disadvantage; ➢ to comply with the duties imposed on it by section 3B (3) (to seek and have regard to the views of the persons listed in section 3B (4) and to provide any advice and support the authority thinks appropriate to those persons in relation to its consideration of decisions of a strategic nature about the carrying out of its functions relating to school education, and; ➢ in pursuance of the NIF for Scottish education; ➢ the report must also set out any educational benefits for pupils that the authority considers have resulted from taking those steps. Annual reports and plans must be published by 31 August each year or as soon as possible after that date. Plans must also be shared with Scottish Ministers once plans are published. The education authority is responsible for ensuring that headteachers produce annual plans for their school or setting. These plans are built on consultation with pupils, Parent Council, teachers and volunteers working in the school. A summary of the plan or an accessible version should be available for learners, parents and interested parties. The legislation is intentionally silent on the format that annual plans/reports should take. The Midlothian Plan The annual plan details the progress and achievements made during academic session 2023-24 as well as the improvements planned for session 2024-25. The plan is based on self-evaluation and consultation with stakeholders. Timelines and impact measures are detailed throughout the plan. An accessible version of the plan has been produced and widely circulated. https://read.bookcreator.com/Zv9dmRMUH1Wt8CwHD73O6oU3In32/- CTPUHy4SIqfKXJwiDFmvw Page 40 of 322
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource Resource implications have been considered and identified during individual Service Plan development 4.2 Digital Specific Digital issues are considered within individual Service Plans as appropriate. 4.3 Risk This report seeks to ensure that the Council and partners have strategic and sustainable plans for future service delivery. Chief Officers will consider, on an ongoing basis, possible risk exposures to the successful achievement of all priorities. 4.4 Ensuring Equalities (if required a separate IIA must be completed) 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Education Service Plan 2024/25 Page 41 of 322
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The Single Midlothian Plan informs all Service Plan activity with a key requirement that all plans demonstrate the services contribution to the SMP outcomes and priorities. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above Service Plans identify activities which deliver across the key drivers for change streams. A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above Service Plans identify activities which deliver across the key delivery streams. A.4 Delivering Best Value Service Plans demonstrate the services delivery of Best Value and provide the basis for ongoing oversight and management of Best Value duties. A.5 Involving Communities and Other Stakeholders Service Plans demonstrate the services contribution to the SMP outcomes and priorities which are identified following a range of consultation and engagement activities with communities and stakeholders. A.6 Impact on Performance and Outcomes Service Plans demonstrate the services contribution to the SMP outcomes and priorities and will provide the basis for ongoing performance management. Page 42 of 322
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A.7 Adopting a Preventative Approach All plans consider the adoption of a preventative approach to service delivery. A.8 Supporting Sustainable Development The development of the Single Midlothian Plan and Service Plans represent a robust approach to supporting sound planning of council services. Page 43 of 322
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Page 1 of 62 Education Service Improvement Plan 2024-2025 Improving Outcomes for Learners through an Empowered System Fiona Robertson Executive Director Children, Young People and Partnerships Midlothian Council Fairfield House 8 Lothian Road Dalkeith EH22 3ZG Page 45 of 322
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Page 3 of 62 Table of Contents Section 1: Introduction ..................................................................................................... 6 1.1 Our Directorate Vision ........................................................................................................................... 6 1.2 Our priorities .......................................................................................................................................... 6 1.3 Our Four Key Workstreams ................................................................................................................... 6 1.4 Our Key Drivers ..................................................................................................................................... 6 1.5 Our Key Outcome Measures ................................................................................................................. 8 Section 2: Service Overview .......................................................................................... 10 2.1 Our Context ......................................................................................................................................... 10 Midlothian Schools information. ................................................................................................................. 10 The total number of pupils attending Midlothian Schools is 14,305. .......................................................... 10 • Primary there are 8,144 pupils. .................................................................. 10 • Secondary there are 6,059 pupils. ............................................................. 10 • Special there are 102 pupils. ..................................................................... 10 The percentage of children and young people who have been identified as having additional support needs are 10 • Primary 34.7% ........................................................................................... 10 • Secondary 49.6% ...................................................................................... 10 • Special 100% ............................................................................................. 10 The percentage of children and young people who have a disability are .................................................. 11 • Primary 1.9% ............................................................................................. 11 • Secondary 1.9% ........................................................................................ 11 • Special 100% ............................................................................................. 11 Where English is another language ........................................................................................................... 11 • Primary 6.5% ............................................................................................. 11 • Secondary 9.2% ........................................................................................ 11 • Special 5.9% .............................................................................................. 11 The uptake of free school meals as part of the Healthy Living Survey from March 24 were ..................... 11 • Primary (P6-7) 18.2% ................................................................................ 11 • Secondary 15.0% ...................................................................................... 11 • Special 36.0% ............................................................................................ 11 The percentage of children and young people in Midlothian Schools who are of a non-white ethnicity background Error! Bookmark not defined. • Primary 8.7% ................................................ Error! Bookmark not defined. • Secondary 7.9% ........................................... Error! Bookmark not defined. • Special 11.8% ............................................... Error! Bookmark not defined. The number of young carers: 11 • Primary 1.6% ............................................................................................. 11 • Secondary 4.3% ........................................................................................ 11 • Special 0% ................................................................................................. 11 2.2 Our Services and Teams ..................................................................................................................... 12 The Education Leadership Team ............................................................................................................... 12 The Additional Support Needs Team ......................................................................................................... 12 The Digital Inclusion & Learning Team ...................................................................................................... 13 The Educational Psychology Service ........................................................................................................ 13 The Education Business Support Team .................................................................................................... 14 Section 3: Key Successes and Achievements ................................................................ 15 3.1 Inspections .......................................................................................................................................... 15 Education Scotland inspections ................................................................................................................. 15 Page 47 of 322
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Page 4 of 62 Thematic Visits from Education Scotland .................................................................................................. 17 Care Inspectorate 17 3.2 Evaluation of Education Service Improvement Priorities 2023-2024 .................................................................................................................................. 20 3.2.1 Education Service Improvement Priority 1 ........................................................................................ 20 Learning, teaching & assessment .............................................................................................................. 21 Curriculum 34 Equity 39 3.2.2 Education Service Improvement Priority 2 ........................................................................................ 50 Strengthening safety, belonging and relationships .................................................................................... 51 Promoting and protecting the wellbeing of school staff .............................................................................. 52 Inclusion & targeted support 52 Section 4: Education Service Improvement Plan 2024-2025 .......................................... 57 4.1 Learning, teaching, assessment and curriculum .................................................................................. 57 4.2 Attendance and engagement ............................................................................................................... 57 4.3 Relationship, wellbeing and care ......................................................................................................... 57 4.4 Inclusion, equity and targeted support ................................................................................................. 57 APPENDIX 1: Children’s Rights and Wellbeing Impact Assessment (CRWIA) ............. 58 APPENDIX 2 ....................................................................................................................... 62 Page 48 of 322
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Page 6 of 62 Section 1: Introduction 1.1 Our Directorate Vision is: All children, young people, adults, and communities in Midlothian are supported to be the best they can be. This will be achieved through a nurturing, respectful and collaborative approach that promotes wellbeing, equity, inclusion, and lifelong learning. 1.2 Our priorities The Education Service Improvement Plan is a forward planning document and details how the Education Service contributes to the delivery of Midlothian Council and National Improvement Framework priorities. These priorities are: Midlothian Education Service outcome: We will raise attainment and achievement to ensure that all children and young people in Midlothian achieve outcomes which lead to positive and sustained destinations. The rationale for moving to a single improvement outcome includes clarifying our focus, sustaining our attention and simplifying our actions. Midlothian Single Plan priorities: • Individuals and communities have improved health and skills for learning, life, and work. • No child or household living in poverty. • Significant progress is made towards net zero carbon emissions by 2030. National Improvement Framework priorities: • Placing the human rights and needs of every child and young person at the centre of education. • Improvement in children and young people's health and wellbeing. • Closing the attainment gap between the most and least disadvantaged children and young people. • Improvement in skills and sustained, positive school-leaver destinations for all young people. • Improvement in attainment, particularly in literacy and numeracy. Scottish Government’s wellbeing indicators: safe, healthy, achieving, nurtured, active, respected, responsible, and included. 1.3 Our Four Key Workstreams Our Service Improvement Plan this session has four main workstreams: Learning, teaching, assessment & curriculum. Attendance& engagement, Relationships, wellbeing & care and Inclusion, equity & targeted support. 1.4 Our Key Drivers The key drivers that will help us to deliver our plan are: Page 50 of 322
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Page 8 of 62 1.5 Our Key Outcome Measures We will use the following outcome measures to evaluate our progress. Last Published Data June 2024 June 2025 June 2026 June 2027 ACEL P1-S3 Combined Health and Wellbeing Not available ACEL P1, P4, P7 Combined Literacy 71.64% 71.56% 73.00% 75.00% 77.50% ACEL P1, P4, P7 Combined Numeracy 76.30% 77.00% 79.00% 81.00% 82.00% S3 Literacy 3rd level or better 85.40% 86.50% 88.00% 90.00% 91.00% S3 Literacy at 4th level 48.30% 56.63% 65% 70% 75% S3 Numeracy 3rd level or better 90.50% 91.00% 93.00% 94.00% 95.00% S3 Numeracy 4th level 62.80% 63.03% 66% 68% 70% Leavers Literacy @ Level 5 76.28% 78.00% 79.50% 81.00% 83.00% Leavers Numeracy @ Level 5 71.57% 72.50% 73.50% 74.00% 75.00% Leavers 1+ @ Level 5 86.90% 87.00% 88.00% 89.00% 90.00% Leavers (ASN over time) 1+ @ Level 5 77.97% NA until Feb 25 78% 80% 82% Leavers (Care Experienced) 1+ @ Level 5 78.57% NA until Feb 25 79% 80% 81% Page 52 of 322
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Page 9 of 62 Leavers1 @ Level 6 57.10% 63.00% 64.00% 66.00% 67.00% % Positive Destinations 95.30% 96.00% 96.50% 97.00% 98.00% % Initial Destination in Higher Education 31.90% 38.00% 40.00% 42.00% 45.00% Wellbeing survey GWP use to be rolled out next session Attendance Rate Primary 92.47% 93.00% 93.50% 94.00% 95.50% Attendance Rate Secondary 87.05% 88.00% 89.00% 90.50% 92.00% Participation Measure 3 years post initial destination rate % 94.0% 94.5% 94.5% 95% 95% Exclusion Rate per 1,000 Primary 4.24 3.00 2.00 1.50 1.00 Exclusion Rate per 1,000 Secondary 28.98 25.00 22.50 17.50 15.00 % of schools & ELCs with validated Good or better QI 1.1 77% 77% 84% 88% 90% % of schools & ELCs with validated Good or better QI 1.3 77% 77% 84% 88% 90% % of schools & ELCs with validated Good or better QI 2.3 63% 67% 77% 84% 90% % of schools & ELCs with validated Good or better QI 3.1 67% 65% 79% 85% 90% % of schools & ELCs with validated Good or better QI 3.2 49% 51% 69% 79% 90% In exceptional circumstances some learners will not meet these outcomes and will be supported to achieve the best possible individualised targets as set out in their individual education plan, called a Midlothian Learner Plan. Page 53 of 322
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Page 10 of 62 Section 2: Service Overview 2.1 Our Context Our demographic profile shows growth in all age groups but particularly acute in the 0-15 years and therefore there will be significant demand for early years, schools, and children’s services. 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. Our looked after and accommodated population of children and young people has remained fairly static over the year. Albeit can change on a day-by-day basis. Our child protection numbers over the reporting period have also remained relatively consistent. This data supports our early intervention and preventative approach whereby we are involved with families at an earlier point of contact and work with them to try and prevent a crisis. Year on year we continue to see a rise in the number of children and young people who have additional support needs. This remains an area of significant growth across both children’s services and education. We have a Young Carers project plan and at the start of the academic year in 2023 there were 226 young carers registered on our system a 23.5% increase. Midlothian Schools information. The total number of pupils attending Midlothian Schools is 14,127 • Primary there are 8,162 pupils. • Secondary there are 5,866 pupils. • Special there are 99 pupils. The percentage of children and young people who have been identified as having additional support needs are • Primary 32.7% • Secondary 46.2% • Special 100% Page 54 of 322
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Page 11 of 62 The percentage of children and young people who have a disability are • Primary 1.6% • Secondary 2.6% • Special 100% Where English is another language • Primary 5.6% • Secondary 8.4% • Special 1.00% The uptake of free school meals as part of the Healthy Living Survey from March 24 were • Primary (P6-7) 18.2% • Secondary 15.0% • Special 36.0% The percentage of young carers: • Primary 0.6% • Secondary 1.9% • Special 0% Page 55 of 322
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Page 12 of 62 2.2 Our Services and Teams The Education Service consists of the following services and teams: The Education Leadership Team delivers the following services to fulfil the duties set out in statute: • Provide 1140 hours per year of Early Learning & Childcare to entitled two-year-olds and children from the term after their third birthday. • Provide primary education in 31 primary schools and in Saltersgate School (Additional Support Needs School) • Provide secondary education in 6 secondary schools and in Saltersgate School. • Improve the quality of schools and early learning centres (ELCs) through our Midlothian Quality Improvement Framework. • Support for probationers, newly qualified teachers; non-teaching staff, policy development and quality assurance. • Strategic leadership of the development of learning, teaching, assessment & the curriculum (LTAC) • Strategic planning and delivery of Career Long Professional Learning (CLPL) and the development of leadership at all levels. • Liaison with national groups and forums for education. • Strategic resource planning for schools, ELCs and ASN settings. • Track and monitor learners’ attainment and achievement. • Prepare schools & ELCs for inspections The Additional Support Needs Team delivers the statutory duty to ensure that additional support needs are met through: • Inclusive practices and additional support for learners in all mainstream schools. • Enhanced nurture classes in 13 primary schools and 4 secondary schools. • Specialist ASN classes/provisions within 8 of our mainstream primary schools, 6 secondary ASN provisions in our secondary schools, one all through special school and a stand-alone secondary provision supporting young people with social, emotional and behavioural needs. • Specialist outreach teachers and professionals supporting young people with specific additional needs. Page 56 of 322
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Page 13 of 62 The Digital Inclusion & Learning Team implements and delivers Midlothian’s Digital Inclusion & Learning Strategy, specifically: • Advise on and quality assure the use of technology to organise & enhance learning, teaching, assessment and curriculum in Midlothian schools. • Supporting schools to deliver the statutory duty to safeguard young people’s use of technologies and the internet. • Supporting assistive technology solutions for learners with additional support needs. • Providing professional learning opportunities on the use of digital technology, including in-class support for pupils and teachers. • Facilitating the implementation of online tools for learning, including supporting schools to ensure compliance with data security requirements. • Managing the deployment of iPads and Chromebooks in schools, ELCs & ASN settings. The Educational Psychology Service has a statutory function to provide advice to the local authority, social work services and parents on the education of children and young people with Additional Support Needs. Educational Psychologists support improvement priorities within the local authority and work in partnership with families, schools, and other services to create learning environments which foster and develop children and young people’s inclusion, wellbeing & achievements. To achieve this, Educational Psychologists are involved in a range of activities that are categorised into core functions: • Consultation, assessment, and intervention. • Professional learning and support. • Strategic development and research. Page 57 of 322
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Page 14 of 62 The Education Business Support Team is responsible for: • Pupil placement including school & ELC admissions. • Coordination of wrap around care provision • Coordination of ELC partners’ staff training • Supporting work on statutory consultations • Scheme of devolved school budget management (DSM). • Authorising significant school expenditure and HT purchase cards. • Supporting procurement of essential services. • Staffing allocations and budget setting for schools and ELC settings. • Supporting policy updates. • Job sizing for teachers. • Schools & ELCs staff recruitment. • Partnership funded provider ELC Payments (settings and childminders). • Performance & improvement reporting. • Information management & data analysis. • Subject access requests • FoI administration • Directorate PA service • Admin support for ASN • Child performance and work licencing Page 58 of 322
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Page 15 of 62 Section 3: Key Successes and Achievements (2023-2024) Evidence for the Education Service Improvement Plan is gathered through: • Education Scotland visits to schools & ELCs. • Care Inspectorate visits to ELCs. • Quality Improvement activities including • Analysis of data - Direct observation - Gathering staff, parent/carer, children and young people’s views. • Analysis of school & ELC standards and quality reports. 3.1 Inspections Education Scotland inspections School Leadership of change Learning, teaching & assessment Ensuring wellbeing, equality & inclusion Raising attainment & achievement Newbattle High School n/a Good n/a Satisfactory Lasswade Primary School Very Good Good Good Good Lasswade Primary School and ELC Very Good Good Good Good Lawfield Primary School further visit Further inspection visit within 12 months. Woodburn Primary School n/a Very Good n/a Very Good Woodburn Primary School and ELC n/a Good n/a Good Scots Corner ELC Good Good Very Good Good Sacred Heart Primary School further visit No further engagement required with Education Scotland. Strathesk Primary School and ELC Good Satisfactory Beeslack High School Good Satisfactory Good Satisfactory Page 59 of 322
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Page 16 of 62 The following key strengths were indicated by the inspection teams. Primary Positive relationships across schools based on the school vision and values with happy and respectful children who learn and achieve well in a safe, inclusive and nurturing environment. Children who are proud of their schools and ELC settings who are keen to learn and contribute to the life of the school. Senior leaders who make highly effective use of data to carefully analyse the progress of children. Well planned supports in place which meet the needs of learners well. Staff’s success in addressing gaps in children’s attainment. Staff who maintain a focus on wellbeing across the school and ELC setting. They help develop children who are responsible, able to find solutions to challenges and are proud of their successes. Effective partnership working which is ensuring children benefit from a wide range of universal and targeted supports which is improving outcomes for children. Staff who know children very well, both as individuals and as learners. They engage in professional learning to further develop their knowledge and skills to help them to meet the needs of all children. Secondary The senior leadership team have a clear focus on improving attainment and achievement. This is improving outcomes for young people who are impacted by social, economic disadvantage. Strong leadership in developing a school culture and ethos with a focus on wellbeing and working together. Staff feel they play a key role in improvements. Staff ensure that young people are supported to recognise their own wellbeing needs. Young people are well supported by staff and partners through creative and well considered wellbeing strategies to help them make progress. Staff make skilful use of digital technology to enhance young people’s learning experiences which is helping to develop young people’s skills and is encouraging them to reflect on their learning. Trusting caring relationships between staff and young people which are leading to a calm and respectful learning environment. Young people are proud of their school and eager to learn. Staff work with a range of partners to support improved outcomes for young people. These include ensuring all young people achieve and develop important skills towards positive destinations. Page 60 of 322
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Page 17 of 62 Thematic Visits from Education Scotland As part of a national sample of schools and settings for the national thematic reports, visits were carried out by Education Scotland inspectors in the settings below. Oral feedback is given by the team and the findings will be included in the national reports. These visits gave the opportunity for professional dialogue. St Lukes RCPS Numeracy focus Penicuik HS Numeracy focus Care Inspectorate 18 early years settings were inspected by the Care Inspectorate in session 2023-24. A range of funded providers were inspected including private nurseries and local authority settings. The settings that were inspected in this period were: Local Authority Settings Funded Provider Settings Paradykes ELC Tynewater ELC Kings Park ELC St Davids ELC Mount Esk Nursery School Wizkidz Happy Days Hardengreen Hopefield Castle (2 inspections) Little Hawthorns Happy Days Dalkeith Cranston Country Nursery Chapter One Treetops Scallywaggs Chapter One Shawfair Midlothian SureStart Gorebridge Danderhall Playgroup Newbattle Community Nursery. Page 61 of 322
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Page 18 of 62 Care Inspectorate grades Quality Indicator Total no. of settings inspected Excellent Very good Good Adequate Weak Unsatisfactory How good is our care and support? 18 2 3 10 2 2 0 How good is our setting? 18 0 3 11 4 0 0 How good is our leadership? 18 0 5 9 3 1 0 How good is our staff team? 18 0 6 10 1 1 0 ELC settings’ grades (where there was an Education Scotland inspection) Name of setting QI. 1.3 QI 2.3 QI 3.1 QI 3.2 Lasswade PS ELC Very good Good Good Good Woodburn PS ELC n/a Good n/a Good Scots Corner ELC Good Good Very Good Good Strathesk PS ELC n/a Good n/a Good The following common key strengths were indicated by the inspection teams. How good is our care and support Almost all of our settings in Midlothian provide warm, nurturing support for our children. There has been a stronger focus on children’s learning through effective interactions and questioning which will lead to better outcomes for our children. Page 62 of 322
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Page 19 of 62 How good is our setting Almost all of our indoor and outdoor spaces provide stimulating and challenging learning environments. In the best settings, the spaces are developmentally appropriate and offer a wide range of experiences to support and challenge our children. How good is our leadership This has been an area of focus for our practitioners and impact of recent network and training sessions has been identified. Quality assurance processes, self-evaluation and effective monitoring of practice is beginning to improve outcomes for our children. How good is our staff team The evaluations for this quality indicator show an improvement in practitioners’ knowledge and skill with 33% of evaluations at very good and 88% at good. Strong attachments; good knowledge of children as learners and individuals; and an understanding of nurturing relationships were highlighted through the inspection process. This session, 90% of the children accessing funding were attending settings that had at least good evaluations across the 4 inspection themes or the setting was still awaiting their first inspection (as of June 24). Page 63 of 322
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Page 20 of 62 3.2 Evaluation of Education Service Improvement Priorities 2023-2024 The Excellence and Equity Board has oversight and accountability for all outcomes relating to education service delivery. Midlothian Priority 1 Raising attainment to ensure that all children and young people in Midlothian achieve outcomes which lead to positive destinations • Learning, teaching & assessment • Curriculum • Equity Midlothian Priority 2 All children & young people feel valued & included, and have the same opportunities to succeed • Relationships • Wellbeing & care • Inclusion & targeted support 3.2.1 Education Service Improvement Priority 1 Raising attainment to ensure that all children and young people in Midlothian achieve outcomes which lead to positive destinations • Learning, teaching & assessment • Curriculum • Equity 2023-2024 Performance Measures Excellence Ave. (17-19) Last Published (Dec 23) Target 23/24 Target 24/25 Target 25/26 Target 26/27 Primary combined Literacy 68.86% 68.20% 71.50% 73.00% 75.00% 77.50% Primary combined Numeracy 75.34% 76.05% 77.00% 79.00% 81.00% 82.00% S3 Literacy 69.90% 80.70% 86.50% 88.00% 90.00% 91.00% S3 Numeracy 88.68% 88.50% 91.00% 93.00% 94.00% 95.00% Leavers Literacy & Numeracy @ Level 5 67.55% 66.82% 67.50% 70.00% 72.00% 74.00% Leavers 1+ @ Level 5 85.56% 86.95% 87.00% 88.00% 89.00% 90.00% Leavers 1+ @ Level 6 59.19% 62.87% 63.00% 64.50% 66.00% 67.00% % school leavers initial destination positive 94.55% 95.5% 96.00% 96.50% 97.00% 98.00% Page 64 of 322
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Page 21 of 62 Equity* (the poverty related attainment gap) Ave. (17-19) Last Published (Dec 23) Target 23/24 Target 24/25 Target 25/26 Target 26/27 Primary combined Literacy 28.17% 26.84% 25.50% 24.00% 22.50% 21.00% Primary combined Numeracy 23.82% 24.29% 23.50% 22.50% 21.00% 20.00% S3 Literacy 22.94% 28.87% 24.00% 23.00% 22.00% 20.50% S3 Numeracy 16.35% 22.19% 17.00% 16.50% 16.50% 15.50% Leavers Literacy & Numeracy @ Level 5 26.21% 39.83% 38.00% 35.50% 32.50% 30.00% Leavers 1+ @ Level 5 27.45% 23.08% 30.00% 29.00% 27.50% 25.00% Leavers 1+ @ Level 6 30.25% 41.37% 40.00% 38.00% 37.00% 35.00% % school leavers initial destination positive 29.21% 26.36% 26.00% 25.00% 23.50% 22.00% * Equity measures show the attainment gap as the difference in attainment levels between pupils that are registered for free school meal registered and those learners not registered for free school meals. Learning, teaching & assessment Midlothian Learning, Teaching and Assessment Framework is in place and there is some evidence to show it supports robust self-evaluation. Quality Improvement visits and ongoing school self-evaluation during 2023-2024 has provided baseline data to inform the development of the Midlothian LTA Framework. The framework has also been informed by research and extensive consultation with stakeholders. The Framework outlines the key features of highly effective learning, teaching and assessment. The Framework will be used by schools to improve learning, teaching and assessment where this is required. The Framework will also support our work to raise attainment, through effective learning, teaching and assessment. Professional Learning will be designed to support the use of the LTA framework. Where Midlothian schools and settings have established LTA guidance in place, 21% reported that learners had been fully involved in co-creating this guidance. This remains a next step for session 2024-25 at both Local Authority and school level. Learner Voice will continue to be integral to the development of this framework throughout session 2024/25. The impact of the LTA framework will be closely monitored by the Excellence & Equity Board. Page 65 of 322
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Page 22 of 62 The impact of the Raising Attainment strategy is monitored through analysis of Key Performance Indicators in all schools and settings. All schools have reported individually on the progress made towards raising attainment and improving learning, teaching and assessment. Following the launch of the Midlothian Raising Attainment Strategy Google site in August 2023 regular opportunities throughout session 2023/24 supported schools to engage with the roles and responsibilities outlined in the Strategy. In May 2024 almost all schools report having engaged with the roles and responsibilities either at senior officer or class teacher level with almost one third reporting ongoing engagement with the strategy during collegiate time, to help make connections to school level improvement priorities. In 2024-2025 we will continue to engage schools with the Raising Attainment strategy. The impact of the strategy will be closely monitored by the Excellence & Equity Board. Raising Attainment Team In 2023-2024, the Raising Attainment team was made up of 3 class teachers, with expertise in primary teaching in Literacy and Numeracy. Their support in schools was data informed (including quality improvement visit findings, attainment data, inspection reports and school self-evaluation data) and responsive to the needs of the learners and staff within each setting. The team supported schools to raise attainment through the delivery of professional learning. This included modelling effective learning, teaching & assessment, delivery of our new Literacy and Numeracy Progressions and supporting moderation activity to ensure the judgements teachers made regarding attainment levels were robust and valid. The team also coordinated our Literacy and Numeracy champions networks. Where individual schools/classes benefitted from targeted intervention in reading, writing and/or numeracy, the average increase in attainment for the year group/class from August 2023 to May 2024 was 11%. The Raising Attainment team has worked on several national collaborative projects. In November, they shared work on the new Midlothian Progressions in Writing and Reading at the National Literacy Network and this was well received with other Local Authorities asking for support in their literacy approaches and progression planning. The team also represents Midlothian on the National Response to Improving Maths implementation group and is involved in the national cycle of review of the maths curriculum. Data Development A strategic data development plan is in its second year and is designed to ensure effective use of data for improvement in Midlothian schools. Digital data dashboards are available for all primary schools. School staff monitor and analyse the data. This supports improvement of learner outcomes. Access to the data dashboard also enables analysis of trends in attendance and attainment across Midlothian and informs next steps in improvement. Feedback from primary head teachers in June 2024 showed that just over half (52%) of primary heads were accessing the dashboard weekly or monthly, with the most cited benefit being the ability to track learner data across the four tracking periods of the year (October, January, March and May) This in turn supported Page 66 of 322
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Page 23 of 62 school leaders’ conversations with teachers to support improvement in learner outcomes. As part of a national cycle for improvement, we were asked to share our data progress journey with another local authority as an example of good practice, which was received very positively. A newly formed Data and Performance Strategy group includes members from all school sectors and has agreed a calendar of data points in the year when school leaders and central team officers can expect updated data to be available to support next steps in improvement. A new tracking and monitoring system across the BGE and Senior phase is being developed for session 2024- 2025 in consultation with secondary head teachers and our Principal Data Officer. A dashboard with attendance data is now available to head teachers in primary and secondary schools to support improvements in attendance. All Associated School Groups (ASGs) are expected to implement an improving attendance approach based on effective practice. Page 67 of 322
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Page 24 of 62 Almost all Midlothian schools can evidence improvement in QI 2.3 by at least one grade. This data was not previously collected. We now have a refreshed Quality Improvement Framework which records current and previous QI grades. Most Midlothian schools achieved good or above in the measured QIs. 77% of schools are rated Good or better in QI 1.1 (Self-evaluation) in June 2024. 77% of schools are rated Good or better in QI 1.3 (Leadership of change) in June 2024. 67% of schools are rated Good or better in QI 2.3 (Learning, Teaching and Assessment) in June 2024. 65% of schools are rated Good or better in QI 3.1 (Ensuring wellbeing, equality and inclusion) in June 2024. 51% of schools are rated Good or better in QI 3.2 (Raising attainment and achievement) in June 2024. All schools engage pupils, parents and staff in school self-evaluation processes. All schools involved learners, parents and staff in self-evaluation processes during 2023-24. For example, surveys, focus groups, structured interviews, learning walks and working groups. School NIF Quality Indicators 2023-2024 evaluated as satisfactory or better 1.3 – Leadership of Change and Improvement All 2.3 – Learning, Teaching and Assessment All 3.1 Ensuring wellbeing, equality and inclusion All 3.2 – Raising Attainment and Achievement Almost all Page 68 of 322
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Page 25 of 62 School NIF Quality Indicators 2023-2024 evaluations QI 1.1 Self- evaluation QI 1.3 Leadership of change QI 2.3 Learning, teaching and assessment QI 3.1 Ensuring wellbeing, equality and inclusion QI 3.2 Raising attainment and achievement Total schools/ ELCs/ Provisions 43 43 43 43 43 Number of schools "Excellent" 0 0 0 0 0 Number of schools "Very Good" 4 6 4 6 2 Number of schools "Good" 29 27 25 22 20 Number of schools "Satisfactory" 10 10 14 15 20 Number of schools "Weak" 0 0 0 0 1 Number of schools "Unsatisfactory" 0 0 0 0 0 Number "Good" or above 33 33 29 28 22 % "Good" or above 77 77 67 65 51 2027 target % of schools "Good" or above 90 90 90 90 90 2027 target number of schools "Good" or above 39 39 39 39 39 Number of schools short of 2027 target 6 6 10 11 17 Explanation of terms used by Education Scotland All Almost all Most Majority Minority A few 100% 91% - 99% 75% - 90% 50% - 74% 15% - 49% Less than 15% Page 69 of 322
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Page 26 of 62 Improved attainment within the broad general education stages Trend Data & Target Page 70 of 322
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Page 27 of 62 Curriculum for Excellence, Literacy & Numeracy progress Analysis of provisional 2024 results of Curriculum for Excellence levels shows that targets for P1/P4/P7 in literacy were broadly met (0.18 percentage points above target for numeracy, 0.3 percentage points below target for literacy). However, this does not represent any significant increase on the figure for 2023. Figures for S3 at Third Level or better have decreased from 2023 – a drop of 0.7 percentage points for numeracy and 2.1 percentage points for literacy. Whilst the target for numeracy was met, the target for literacy was missed by 3.5 percentage points. In terms of comparison with the performance of other local authorities, analysis of available data shows a clear pattern, with Midlothian figures consistently above the average for our comparator local authorities, but also consistently below the national average. Page 71 of 322
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Page 28 of 62 Midlothian Stretch Aims In line with the principles of an empowered system the central education team worked closely with those best placed to determine our stretch aims, namely, our head teachers and schools. This ensured that the data was informed by those who best know our learners. Stretch aims are targets we are aiming for in learner attainment, attendance etc. This was the second year of setting stretch aims and head teachers were able to use knowledge of their school’s attainment over time, as well as knowledge of their learners, to set stretch aims. They were asked to reflect on their longer-term stretch aims for 2027 and adjust the stretch aims for 2024, 2025 and 2026 to map out a path towards the 2027 targets. As part of the Quality Improvement process a few schools were asked to be more ambitious in their targets. The stretch aims to reduce the performance gap between learners in the poorest and richest post codes (Scottish Index of Multiple Deprivation (SIMD) Quintile 1 and SIMD Quintile 5) were calculated at local authority level by our Principal Data Officer. As not all schools have pupils in SIMD Quintile 1 and SIMD Quintile 5, schools also use the attainment levels of learners entitled to free school meals versus those not entitled to free school meals to measure their poverty related attainment gap. This information is then used to plan the use of additional Pupil Equity Fund (PEF) monies which schools receive from the Scottish Government. As a result of the work on stretch aims, most school leaders have improved their use of data for improvement. Page 72 of 322
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Page 29 of 62 Attainment within the senior phase Literacy and numeracy for leavers Page 73 of 322
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Page 30 of 62 Attainment in Numeracy at SCQF Levels 4 & 5 was significantly much greater than the Virtual Comparator in 2023, having been greater in 2022, and has been above the national figure for two years. The figure for Level 4 is the highest in over five years. In Literacy, despite a slight drop in 2023, the Level 4 figure was significantly greater than the VC, and Level 5 was in line with the VC, an improvement on 2022 when it was significantly lower than the VC. Level 4 is above the pre-pandemic (2019) figure whereas Level 5 is a percentage point lower. Page 74 of 322
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Page 31 of 62 Improving attainment for all Average complementary tariff scores for school leavers, grouped by attainment It is worth noting that nationally, leaver attainment generally fell in 2023 compared to 2022, dropping to below pre-pandemic (2019) levels. This pattern was matched to a degree in Midlothian, although the figures for the lowest-attaining 20%, middle 60% and highest 20% were all above the VC in 2022 and 2023 (significantly so for the lowest 20% in 2023). The figure for the lowest 20% was (just) above the national for 2023, for the first time in over five years. However the figure for the middle 60% has been consistently below the national figure over this time, as has the highest 20% (for four out of five years). Page 75 of 322
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Page 32 of 62 Senior Phase Qualifications: percentage of leavers with 1 or more, or 5 or more awards at SCQF Levels 5 and 6 (or better) Page 76 of 322
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Page 33 of 62 The percentage of Midlothian leavers achieving one or more award at SCQF Level 5 or better is above the VC for the first time since 2019. The percentage achieving five or more awards at this level has been above the VC for four out of the past five years (including 2022 and 2023). The percentage of leavers achieving one or more award at SCQF Level 6 or better, and five or more or better, has been above the VC for the past two years. It should be noted that nationally, the figures for these four measures all fell from 2022 to 2023. Page 77 of 322
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Page 34 of 62 Curriculum All schools & settings are implementing the Literacy & Numeracy progressions and can evidence engagement with Literacy & Numeracy BGE progressions to support moderation and understanding of standards. All primary schools are engaging with the Literacy and Numeracy Progressions. All primary schools and secondary school English departments received an introduction to the new reading progressions between August and October. Numeracy and Maths Progressions have been developed for Curriculum for Excellence Third Level in collaboration with our secondary school principal teachers of maths, the raising attainment team and our Numeracy Champions. Midlothian Numeracy Progression assessment resources are supporting transition between primary and secondary schools, with secondary teachers reporting a higher level of accuracy in grouping within S1 in 2023-2024. During quality improvement visits carried out between January and March 2024, we confirmed that all primary schools have engaged with the Literacy and/ or Numeracy Progressions and were making use of the assessment data to support learner progress. Examples of effective practice were identified, and teachers were invited to share this at curriculum network meetings. All school staff have received training in the use of the Literacy & Numeracy Progressions. In addition, training for school leaders focussed on strategic leadership of Literacy. Literacy and Numeracy Champions termly meetings have informed development of the Progressions at school level. All schools and settings are engaged with the Curriculum Framework review and are continuing to develop their curriculum. The Midlothian Curriculum Framework is in place and supporting planning for 2024-2025. Working groups in each Associated School Group (ASG) developed curriculum progressions for each area of the curriculum areas (Early to Second levels) and these will be in use from August 2024. Work is ongoing to develop progressions at Curriculum for Excellence Third level. Our Midlothian approach places the needs of our children and young people at the centre of our curriculum design and development. Our curriculum design work includes; • ASG schools collaborating on curriculum progressions for children aged 3-18 • Working with partners to deliver an engaging curriculum Page 78 of 322
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Page 35 of 62 • Increase the effective use of our resources to deliver a refreshed curriculum • Strengthening equity of opportunity across schools and improving the attainment of all children and young people. • Maximising the effective use of our ‘Equipped for Learning’ digital programme to support our Senior Phase curriculum offer through increased collaboration between schools and partners. We will develop in-person and on-line programmes. To facilitate this transformative change the Common School Day was consulted upon and implemented in June 2024. This provided a common start and finish time across all six Midlothian secondary schools. Headteachers also agreed a common timetable, which now enables collaboration across schools. With these foundations in place, the Midlothian Aligned Curriculum Offer (MACO) was offered to S5/S6 pupils in all secondary schools. 170 pupils signed up for the following Level 6 Foundation Apprenticeships: Accountancy, Adult Social Care, Business Skills, Social Care and Early Learning, Global Infrastructure and Built Environment (Level 6, non-FA), Scientific Technologies and IT Hardware (Cyber Security Academy) Many of these courses will provide business/industry experience and a qualification at SCQF Level 6, without a summative examination, allowing pupils to build confidence and succeed in real-life contexts. In addition to this a bespoke, in-school SCQF Level 4/5 Construction and a Future Skills Electric Vehicle and Mechanics course has been offered in partnership with Edinburgh College. Pupils continue to have the option to engage with a wide range of other industry-specific courses through the School to College partnership. The common timetable that is in place enables young people to study a wide variety of traditional qualifications, alongside a comprehensive programme of work-based, industry-supported courses, without having to miss learning due to travel. This offer will be further enhanced by the Digital Aligned Curriculum Offer (DACO). A proposal has been submitted and approved by the Council’s Business Transformation Strategic Group (BTSG). In 2024-2025, we will plan for a refreshed approach to Curriculum for Excellence 3-18 planning, which will underpin the skills required to successfully progress to highly-skilled, positive and sustained destinations. This will include meta-skills required for learning, life and work. All schools and settings engaging in cross-sector ASG moderation In 2023-2024 a further 6 Midlothian teachers undertook the National Quality Assurance and Moderation Support Officer (QAMSO) training offer to develop their skills, knowledge and understanding in supporting teachers with effective assessment of learners. Midlothian QAMSOs met to evaluate where their schools and settings were in relation to good learning, teaching and assessment practice. This supported the work of the Learning, Teaching and Assessment strategic group to develop our approaches to Learning, Teaching and Assessment and share effective practice. Local Authority moderation sessions for P4 and P7 teachers in writing held in November 2023 and March 2024 were well received and supported attainment discussions in primary schools. The development of Midlothian’s “asset-based” Approach to Writing Flowchart has been well used across schools and ASGs and HTs report that this is supporting teachers’ assessment of learners. Page 79 of 322
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Page 36 of 62 One ASG developed moderation videos in Numeracy. This supported teachers to identify gaps in learner knowledge and to plan next steps in teaching and learning. This was used within the Numeracy Champions network to further support moderation across ASGs. ASGs will be supported to further develop moderation of teacher assessment in Literacy and Numeracy in 2024-2025. An input from Education Scotland’s National Improvement Framework officer was delivered to primary head teachers to raise the profile of the QAMSOs role and this will be promoted further to support schools in developing effective moderation practices. Following on from national QAMSO training, a guide to developing high-quality assessments has been piloted and this will feature as part of the QASMO work during 2024-2025. Midlothian skills framework in place and supporting planning for 2024-27. The Embedding Meta Skills Network members participated in professional learning provided by Skills Development Scotland (SDS). This improved understanding around the need for meta skills to be embedded across the Curriculum, Learning, Teaching and Assessment. The group spans Early Years, Primary, Secondary and Third-Party members, across a variety of management levels. All schools are committed to adopting the SDS Meta Skills framework and the group has • defined the purpose of a skills framework • considered examples from across Scotland and internationally • pulled together examples of what implementation might look like • identified the resources required to support practitioners in a Skills Toolkit • considered the tools required to support learners to identify and articulate their skills. Following each engagement, group members consulted with school staff and learners. This feedback informed the collation of resources for the toolkit. Promoting meta skills and embedding them in planning will be the focus of Phase 1 in 2024-2025. The Embedding Skills Across Midlothian Schools interactive resource will be available to support schools from August 2024. Partnerships with colleagues from SDS, Career Ready, Education Scotland and the University of Edinburgh have been crucial in supporting our work to develop positive destinations for all learners. Page 80 of 322
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Page 37 of 62 Use of digital tools to enrich, enhance and improve learning, teaching and assessment. The third year of the Equipped for Learning (EfL) project has brought continued progress in ensuring digital technology is used to positively impact learning, teaching and assessment. The effective use of digital tools has been mapped to the new Learning, Teaching and Assessment framework to support staff to make best use of technology in the classroom. Learning Technologists continue to provide bespoke daily support to teachers and pupils in schools, with 83% of staff identifying this support as beneficial. The Digital Leader Network continues to influence and drive strategic change, producing a Keeping Devices Healthy and Safe guidance document for schools to support the further reduction of device damage rates authority wide to below 5%, down from 8% in February 2023. Keeping devices healthy and safe is crucial to their successful use to support learning, teaching and assessment. A successful ongoing partnership with technology company Texthelp has secured a world-first Free for Families initiative, whereby Midlothian families can now download the Read&Write literacy toolbar for use at home for free. An international case study highlighted the impact of Read&Write on the learning capacity of pupils and staff. EfL has been recognised nationally, winning the Learning Places Scotland Award for Innovation in Education 2023. The project was also shortlisted in the 2024 Bett Awards and was a finalist in the prestigious global award, Gartner Eye on Innovation 2024. Midlothian Council provided the keynote at the Google Leaders Series Event in Edinburgh in June 2024, showcasing the work and impact of the project to an international audience of educationalists and education system leaders. A new Equipped for Learning digital strategy has been produced, in consultation with all stakeholders, detailing the high-level actions required to sustain the progress and impact of Equipped for Learning during Year Four and beyond. Three stakeholder surveys have provided a data set to inform Year Four priorities, including an increased focus on artificial intelligence, digital safety and collaborative approaches to digital pedagogy. • 75% of all the Midlothian schools inspected by Education Scotland in sessions 2022-2023 and 2023-2024 had recognised strengths in the digital experiences provided for young people • 98% of staff would recommend the professional learning offered by Digital Inclusion and Learning team to a colleague • 78% staff believe their own digital skills have improved in the last year • 78% of parents/carers have noticed an increase in their child’s digital skills • 90.7% of all teacher and learner users use accessibility tools daily to support learning, teaching and assessment Page 81 of 322
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Page 38 of 62 Use of digital tools to enrich, enhance and improve learning, teaching, and assessment in senior phase Making the most effective use of digital tools within the Senior Phase has seen extensive work undertaken to support senior students to use Google Workspace and accessibility tools with as much proficiency as possible. Learning Technologists have provided in-class support in all secondary schools and S4 Chromebook Clinics have been implemented to ensure devices are safe and healthy at the start of Senior Phase. Secondary schools have been given enhanced support with device management to ensure no young person is left without access to a device. Significant work has been undertaken this session to prepare the way for increased course choice, delivered through technology as part of the Equipped for Learning project. Scoping work for a Midlothian Digital Campus is now complete, with the goal of an Advanced Higher offer ready to deliver online in 2025-2026, following further scoping and pilot work in 2024-2025. Science, Technology, Engineering & Maths (STEM) This has been the second and final year of the Primary Science Development Officer (PSDO) working in our schools and Early Learning Centres. Achievements have included • the PSDO delivering 1221 cumulative hours of professional learning to 1061 Midlothian practitioners/teachers across the 6 ASG’s in Midlothian Council and practitioners reported an increase in their skill level and confidence in delivering STEM. • the Midlothian STEM Glow Blog has had 74,353 views since its creation in November 2022 and has supported a majority of practitioners to develop their awareness of STEM education. • in October 2022, 67% of teachers and practitioners, identified resourcing for science and STEM as a challenge. The PSDO secured £75,086 in additional funding to increase resources. This funding has enabled schools to access loan kits and school kits including: Micro:bit Weather Stations, Vex Go kits, Strawbees, Makedo, Lego Spike Prime and Lego Spike Essential kits, as well as funding numerous workshops. There has been a very positive response to this from almost all of our schools. • forty-three powerful partnerships have been established by the PSDO to support schools. • the PSDO delivered a variety of engineering workshops and team teaching sessions with colleagues and the percentage of teachers/practitioners who said they now felt confident in teaching engineering increased by 375% from pre-survey to 6 months post-survey. • the PSDO has actively promoted STEM to ensure the best learning opportunities and outcomes for all Midlothian learners and to ensure staff members have had opportunities to increase their confidence and skills to deliver high quality learning and teaching of STEM in their own classrooms. Page 82 of 322
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Page 39 of 62 Equity Reduce the attainment gap between the most and least deprived children, including care-experienced children. Equity Gap as represented by the difference in attainment between pupils that are free school meal registered (FMR) versus pupils that are not (Curriculum for Excellence levels) It is encouraging to note a decrease in the gap in S3 for literacy (decrease of 10.6 percentage points) and numeracy (decrease of 8.9 percentage points), the lowest gaps over the past six years. This is in part due to an overall decrease in performance of least deprived. The increase in the gaps at primary are an area for further analysis and action. Page 83 of 322
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Page 40 of 62 Equity attainment gap for school leavers at SCQF Levels 4, 5 and 6 between those free school meal registered (FMR) and those not FMR The percentage of leavers who were FMR and achieved one or more awards at SCQF Level 4 or better, and one or more awards at SCQF Level 5 or better, is the highest in over five years. The gap between those FMR and not, is the lowest in over five years for Level 5 and Level 6. Page 84 of 322
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Page 41 of 62 All schools & settings can evidence how they are addressing barriers to learning informed by analysis of data relating to poverty, attainment, achievement, wellbeing, participation, engagement and attendance. Excellence and Equity Board The Excellence and Equity Board is now established as a governance group to oversee our improvement work, in particular • improving excellence by monitoring the impact of our work to improve attendance and engagement, improve relationships, wellbeing & care, raise attainment and improve learning, teaching, assessment & curriculum. • improving equity by monitoring our use of Scottish Attainment Challenge (SAC) funding and our work to improve inclusion, equity and targeted support. Terms of reference have been established and initial meetings allowed information sharing related to raising attainment. Next session the Board will review progress of Key Performance Indicators. This will inform our next steps in improvement. Strategic Equity Fund The Strategic Equity Fund (SEF) is used, alongside funds from the Whole Family Wellbeing Fund to provide a Family Wellbeing Service (FWS) across Midlothian. The FWS is a new service and as such, has taken time to recruit and establish a new team. It aims to ensure families engage with the appropriate services at the right time in order to increase family resilience and wellbeing. There have been barriers to collecting data to determine the impact this service is having. However, there are now some high level statistics which evidence the reach of the service in 2023. These include: support for 126 families, support for 183 children and delivery of 477 food packs. Referrals to the service are made through the ‘team around the child’ meetings which is an established process. Referrals have come from all sectors but the majority have come from secondary schools. Reasons include: support for behaviour, children and young people’s mental health, parenting support, parental mental health, school attendance and family support Of the children and young people supported by the FWS to address school attendance in 2023, 84% of them had improved attendance during the period of the intervention. The team leader is aware of the need to collect more robust data to evidence the impact of the SEF. As a result, she is working with our Principal Data Officer to establish systems to collate more specific data around the impact on families. SEF is discussed at the ‘Equity and Excellence’ board above. The sustainability of the FWS and the next steps for SEF will be discussed at a meeting early in 2024-2025. Page 85 of 322
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Page 42 of 62 Pupil Equity Funding In 2023-2024, a new Excellence & Equity workbook was included in schools’ improvement plans. The workbook supports school leaders to consider their equity gaps and set measurable improvement targets to reduce equity gaps in their schools. Quality Improvement officers support school leaders to consider how best to use their Pupil Equity Fund (PEF) additional funding to reduce the equity gaps in their schools. All schools have set targets to reduce the poverty-related attainment gap. Data gathering and scrutiny of PEF plans and PEF spend has ensured schools are focussed on reducing the gap. Where progress to reduce the poverty-related gap is not sufficient, school leaders are supported by Quality Improvement officers. Associated Schools Groups (ASGs) are encouraged to share their approaches to reducing the poverty-related attainment gap. A few ASGs pool some of their PEF budget to employ additional Numeracy, Literacy and Health and Wellbeing teachers. This supports consistency across an ASG and is beginning to improve learning transitions from P7 to S1. In 2023-2024, the PEF workbook supported the financial management of PEF and our Finance Assistants ensured that PEF spend was discussed during their meetings with headteachers. Finance Assistants’ quarterly reports informed the QIMs about progress on PEF spend and allowed careful scrutiny of this. Quarterly reporting by the SAC lead informs the Equity and Excellence Board on progress to reduce equity gaps in our schools. During the summer term, user feedback about the PEF workbook was gathered. As a result of the feedback, the PEF workbook was simplified to make it easier for schools and headteachers to use. Schools who have engaged with the workbook in depth have started to make it work for their contexts eg from Newbattle Shared Inspection Finding which states: “Equity for all learners” The headteacher, supported by all staff, is committed to ensuring equity for all learners. Staff have very effective tracking systems in place to monitor young people with barriers to their learning. As a result, senior leaders are clearly able to demonstrate improvements in the attainment of young people. Staff are closing attainment gaps for young people who receive free school meals, with an ASN, or who live in SIMD one to three. There is a clear plan in place for Pupil Equity Funding (PEF). Senior leaders consult all parents on the use of PEF. Positively, staff have also asked parents if they have seen the impact of PEF on their children’s experiences and outcomes. This is supporting Page 86 of 322
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Page 43 of 62 planning of future spending. PEF has been mainly spent on staffing, such as nurture, mental health and outreach workers. These staff work very well together to target interventions for young people. They, with other staff, have raised attainment through approaches to nurture, transitions and a focus on ensuring learners achieve at least five awards at SCQF level 3 or better. Most learners accessing interventions achieved their targeted level in the BGE or gained five or more awards at SCQF level 3 or better in the senior phase. The attainment advisor is emphasising the need to ensure sustainability as we move into the last 2 years of PEF. This is especially for staff posts/contracts which are paid for from PEF and schools are building on their experiences and analysis of impacts to plan the way forward.” Care Experienced Children and Young People (CECYP) Fund The clear focus of the fund is to deliver equity and improve the educational outcomes of care experienced children and young people (age 0-26). Across Midlothian, from nursery to secondary, there are approximately 380 care experienced young people recorded on our Seemis school information system. However, the number of care experienced young people is larger when we also consider those in kinship care, on the edges of care and young people who have been adopted. All young people with experience of care are included in our planning and targeted support. This support includes: • a partnership with one art therapeutic service that continued to provide bespoke opportunities for 16 care experienced children and young people. The programme aims to support attendance, remove barriers to learning and provide opportunities for skill development. • a therapeutic play service provided an individualised therapeutic service for children aged 3-14. 28 care experienced young people have benefited from this support through a variety of funding sources (6 individuals from the CECYP Fund). Trauma, neglect, and relationships are repeated themes explored through play. • a sports, mentoring and group discussion service has established groups in two of our largest secondary schools. 50% of participants are care experienced. A unique combination of rugby-based sessions, specialist mentoring and group discussion has supported young people to make positive changes to their behaviours, attitudes and mindset and is developing their ability to recognise their personal growth Page 87 of 322
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Page 44 of 62 The Education Support Officer for Equity began work in January 2024. A key part of this role is to: • ensure equity of access to support • monitor the impact of interventions • implement procedures to monitor and track educational outcomes (attendance, exclusions, attainment, wellbeing & positive destinations) of all our care experienced learners. • ensure CECYP are accurately recorded on our Seemis school information system • establish termly tracking meetings with all secondary schools • Establish relationships with the Virtual School Head Teacher Network to monitor CECYP attending schools outwith Midlothian. Collaborative working across Children's Services and wider partnerships is essential to ensure we progress with our work to Keep The Promise in Midlothian. We are in the process of establishing a Promise Lead in each school and working with Who Cares Scotland to provide advocacy and ensure the voice of CECYP is heard. We will support all CECYP to stay on at school and achieve sustained positive destinations by offering a transition plan, support through Grandmentors for those over 16, and our Promise Guarantee of work placements and interviews for CECYP interested in working for Midlothian council. We also aim to raise awareness of our responsibilities under The Promise, to support inclusion and improve outcomes for care experienced learners through the launch of the Promise Award with education staff in 2024-2025. We will use a social media platform/ vlog to share our progress on improving outcomes for CECYP. Our Education Scotland attainment advisor meets with the Education Support Officer Equity regularly over the session to discuss planning and use of the CECYP fund. Initial progress is happening and it has been beneficial to see all the strands of the plan start to come together. These include national outcomes and measures from the “Improving the Education Outcomes of CECYP Framework”, the Midlothian Plan and the five priority areas identified to show “How we will keep The Promise in Midlothian”. The ESO is now in touch with the Centre for Excellence for Looked After Children in Scotland (CELCIS) Virtual Head Teacher (VHT) Network which is useful and supportive. Following a meeting with the Education Scotland Senior Education Officer for Care Experience, the ESO was able to network with other local authority VHTs identified as examples of good practice. Page 88 of 322
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Page 45 of 62 Improved outcomes for vulnerable children and young people, and for those experiencing barriers to learning Outcomes for children and young people with Additional Support Needs (including those classified as looked after) The target for Numeracy in S3 was met in 2023 (10 percentage points above target). The figures for 2023 in Literacy (both primary and secondary) and in primary Numeracy are around 3 percentage points below the target. The targets for leavers were met in 2023: over 5 percentage points above target for one or more awards at Level 4 or better; over 9 percentage points above for Level 5; and over 3 percentage points above for Level 6. Note however that the 2023 figure for Level 5 dropped just under 3 percentage points compared to 2022. The figures for Levels 4 and 5 in 2023 were the highest in over five years. Page 89 of 322
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Page 46 of 62 Attendance procedures are applied consistently and promote equity across all schools & settings. The refreshed attendance policy was launched in January 2024 leading to strengthening of practice and systems to promote attendance. Tracking and monitoring systems have been reviewed and streamlined to align to the new procedures and ensure practice is consistent and equitable. Professional learning in coding has taken place with evidence of variation in the use of codes across schools reducing. A review of the impact and implementation of the policy is underway and will be concluded in the new session to explore impact of procedures and capacity of services for children at different levels of attendance. An attendance self-evaluation tool has been developed in collaboration with school leaders to help schools identify strengths and areas for development as part of the quality improvement processes and in ensuring their practice aligns to the policy. An ASG community-wide communications strategy has been developed and rolled out across all Lasswade schools. All families are receiving a series of letters signed by the Lasswade head teachers along with posters and monthly attendance texts. This has been positively received with the other ASGs preparing a similar systematic approach to communications from August 2024. Partnerships & pathways are piloted to promote attendance at whole-school level, reduce risk of non-attendance and rebuild attendance and engagement in education following absence. This session we have engaged young people as co-researchers as we seek to deepen insight into what will make a difference to attendance. A group of young people with attendance between 70 and 90% have explored the issues impacting their own attendance and designed a survey for young people with similar attendance across Midlothian to explore what would make a difference. The young people have shared new insights and shown commitment and dedication to influencing thinking and decision making. Planning is underway to engage young people with attendance at 0- 20% as co-researchers in September 24. The Attendance Partnership Network (APN) has been established bringing together schools and key partners working towards improving attendance across Midlothian. Partners include EPs, Home School Practitioners, Family Wellbeing Service and the 3rd sector. Feedback from the members of the APN has been overwhelmingly positive noting the value of collaboration, problem solving frameworks and shared commitment and ownership of the issues and solutions. 100% of the members of the Attendance Partnership Network have reported increased confidence, skills and partnerships in supporting attendance and engagement in education. Page 90 of 322
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Page 47 of 62 • 96% strongly agreed that the meetings were helpful in sharing information and insights • 94% strongly agreed that the meetings were helpful in promoting collaboration and partnerships. • 100% strongly agreed that the meetings promoted collaborative problem solving and ways forward. The APN has achieved the following milestones this year: • Explored voice and influence of children and young people in promoting attendance and engagement at individual and strategic levels. • Strengthened partnerships across agencies supporting attendance within each ASG • Clarified roles and responsibilities and effective collaboration • Identified priorities and pathways for improving attendance at the attendance bands 0-19%, 20-69%, 70-89%. • Developed a toolkit of resources to support assessment, problem solving and planning with young people. • Explored use of the google workspace in maintaining connection and engagement with school with a dedicated workshop for partners. Page 91 of 322
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Page 48 of 62 Insight – Leaver Initial Destinations The percentage of leavers in a positive destination has been above the VC for the past five years and has been within a percentage point of the national figure for the last three years. The 2023 figure is 1.5 percentage points above the 2019 figure. Page 92 of 322
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Page 49 of 62 Positive Initial Destinations by type The percentage of leavers moving into employment has been consistently above the national and VC figures; the reverse is the case for those moving into Higher Education. The HE figure for 2023 is the lowest since 2019. The percentage moving into Further Education is above the VC and national figures for the first time since 2020. Page 93 of 322
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Page 50 of 62 Annual Participation Measure The Annual Participation Measure reports on the economic and employment activity of 16 to 19-year-olds in Scotland and is the information source for one of the Scottish Government’s National Performance indicators. The most recent data published in 2024, showed that in Midlothian 94% young people were participating in education, training, or employment. This is above the national rate of 92.7%. 3.2.2 Education Service Improvement Priority 2 All children & young people feel valued & included, and have the same opportunities to succeed • Relationships, Wellbeing and Care • Inclusion and targeted support Performance Measures Ave. (17- 19) 23-24 Target 23/24 Target 24/25 Target 25/26 Target 26/27 Primary attendance rate 94.56% 92.83% 93.00% 93.50% 94.00% 95.00% Secondary attendance rate 89.69% 87.26% 88.00% 89.00% 90.50% 92.00% Primary exclusion rate per 1,000 pupils 11.23 9.18 3.00 2.00 1.50 1.00 Secondary exclusion rate per 1,000 pupils 39.48 25.54 25.00 22.50 17.50 15.00 2014/15 2016/17 2018/19 19/20 2020/21 2021/22 2022/23 2023/24 Pre-Covid Average Primary - Midlothian 94.90 94.79 94.71 93.61 94.65 92.00 92.54 92.83 94.80 Primary - National 95.06 94.89 94.55 94.02 92.18 94.83 Primary - LGBF Ave. 95.50 95.28 95.08 95.09 92.96 95.29 Secondary - Midlothian 90.30 89.44 89.32 89.37 88.32 87.33 87.30 87.26 89.69 Secondary - National 91.80 91.16 90.72 89.08 87.74 91.23 Secondary - LGBF Ave. 92.10 91.53 90.97 89.70 88.08 91.53 Page 94 of 322
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Page 51 of 62 Strengthening safety, belonging and relationships The Framework for Relational Approaches was launched in schools in August following development in the previous school session. This has provided schools with a common framework to review strengths and areas for development in strengthening relationships that promote both safety, belonging, learning and wellbeing. Nurture Leads reported the value of using the Framework to support staff training and enquiry and to support thinking and planning in relation to an individual child. The Nurture Leads Community of Practice brings together Nurture Leads from schools and services with attendance from all ASGs and around 75% schools over the year. Nurture Leads have met together each term as a Community of Practice and achieved the following: • Provided peer support, challenge and opportunities for sharing and problem solving in strengthening nurturing, relational practice • Drafted core principles and procedures and planned engagement process to co-produce our relationship policy and anti- bullying policy. • Identified professional learning needs and co-designed the professional learning programme for 2024-25 (equivalent to NES trauma training level 2). • Provided a support network to promote the wellbeing and resilience of nurture leads. The Directorate Conference in May 24 hosted Graeme Armstrong (author of “The Young Team”) Graeme highlighted the importance of safety, belonging and ‘boundless compassion’ in his keynote presentation. Leaders from across the directorate worked together on what this meant for their service area and how they can strengthen safety and belonging within schools and communities. Page 95 of 322
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Page 52 of 62 Promoting and protecting the wellbeing of school staff Staff wellbeing continues to be a key priority across Midlothian schools. A series of appreciative enquiry sessions have taken place across a range of settings and staff groups including school leaders, nurture leads, Saltersgate and the inclusion and wellbeing teams. Participants have reported on the value of having an open, non- judgemental space to share issues relating to their wellbeing, to feel listened to and hear perspectives of colleagues and explore possible ways forward in promoting wellbeing. Thematic analysis from these enquiry sessions has led to a better understanding of the current issues, what’s already working and enabled thinking and planning around what is needed to promote and protect staff wellbeing in schools. This has led to proposals for action in relation to four key areas to be considered for next session: • Protecting time to focus on core purpose • Developing confidence in meeting learners needs • Feeling appreciated, valued and part of a collective purpose • Building systemic capacity for reflection and care Inclusion & targeted support All gaps in relation to attainment, achievement, wellbeing and attendance are identified for learners who are care- experienced, those who have ASN, and those who are neurodiverse. ASN Review As part of the ongoing ASN review, initial reorganisation has been completed. As a result, from August 2024 there will be four outreach teams: • Speech, Language and Communication in Education (including EAL and Gypsy Travellers and Deaf Education) • Wellbeing • Neurodiversity • Access and Inclusion Outreach services will be provided to all schools from August 2024. This will ensure that learners receive the right support at the right time. Page 96 of 322
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Page 53 of 62 Systems and processes in place to support schools in meeting the needs of all learners The Midlothian Learner’s Plan and associated documents were launched during the In-Service days in August 2023. Over 150 members of school staff attended the workshop sessions. Locality Additional Support Needs (ASN) Education Support Officers were appointed in June 2023. Almost all schools and settings are now using the Midlothian Learner’s Plan to plan and evaluate the impact of support strategies for learners; this will provide a consistent approach around planning for inclusion. The Midlothian Learner’s Plan is now used in 100% of referrals to the Education Resources Group (ERG). The Managing Exclusion policy will be presented to the September 2024 Council. During this session, an Inclusion Website was developed and will be available for all school staff to access. This will provide a single point of access for all information relating to inclusive practice and additional support needs resources. Support for Learning Network The Primary Support for Learning (SfL) Network was re-established in August 2023. The terms of reference were established at the beginning of the session and termly meetings have taken place with over 30 attendees at each session. Professional learning was offered on the five roles of the SfL teacher delivered in conjunction with Education Scotland. This had 22 attendees. Digital Inclusion & Learning training has taken place every 3 months. The feedback from the SfL workforce has shown that most of the teachers now feel more confident in their 5 roles and their knowledge of planning to meet the needs of all leaners has improved. The Secondary Support for Learning Network met four times last year. The terms of reference were established, and the initial focus this year has been on SQA exam arrangements for learners with additional support needs. This was facilitated by one of the principal teachers who had recently undergone an audit of SQA exam arrangements. Feedback from the secondary support for learning staff has shown that all of the Principal Teachers felt more confident about the SQA exam arrangements process and learned from the sharing of effective practice. This was supplemented with a session directly delivered from the SQA. The majority of staff involved in SQA exam arrangements attended this session. This has enabled them to better meet the needs of all learners who require alternative assessment arrangements for the 2024 exam diet. ASN Parent Network An ASN Parent Network was established in 2023-2024. The terms of reference have been agreed and will be reviewed at the first meeting in 2024-2025. The ASN parent working group will play a key role in partnership with senior officers to develop ASN policies and procedures. Page 97 of 322
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Page 54 of 62 ASN Network The ASN Network met quarterly with 75% attendance. Digital Inclusion and Learning training and updates were delivered to the network members in collaboration with CALL Scotland at each meeting. An Education Scotland training session took place, in which learning from recent special school, provision and ASN HMIE inspections was shared. All staff reported that they valued these sessions and were able to implement strategies to support ASN learners within their settings. During 2024-2025, moderation of assessment of learners training will be built into the ASN Network meetings. Dyslexia working party A working party was established to engage professionals from across Midlothian schools to improve the processes for supporting learners with dyslexia. 30 education staff (from across all ASGs) joined the working party, including primary, secondary and ASN staff. The majority of staff attended six meetings during 2023-2024. Staff, parents and Education Scotland were consulted and provided feedback around their individual experiences around identifying and supporting learners with dyslexia. Drafts of all support guidance have been created and will be ready to be consulted on in 2024-2025. Transition ASN 14+ Transition Forum A working party was established to review the forum previously known as the 16+ ASN Forum. Since August 2023 referrals from schools have been encouraged for those 14+ to ensure an appropriate transition to a positive destination. The group have met twice this academic year to adjust the referral paperwork and discuss the best way to track progress of learners with ASN when they leave school. The Education team were represented on the Midlothian Transition Working Group which is looking to develop a multi-agency Transitions policy for learners with complex needs. The group have met twice since October 2023 to set the terms of reference and discuss the outline of the transition guidance. In addition, a self-evaluation of transitions for learners with ASN was undertaken by education staff and was fed back to the wider group to inform next steps. Getting Transitions Right training by Association for Real Change (ARC) was arranged for the ASN Central Team and Principal Teachers of ASN provisions within the authority. 16 education staff attended in May and June 2024. Page 98 of 322
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Page 55 of 62 Professional Learning Midlothian Inclusion Training Team (MITT) - A multi-agency strategy group was established with membership across Education, Community Child Health, Child and Adult Mental Health Service and third sector partners. Key priorities were identified and the following tasks completed: • A research project in two high schools informed the development of professional learning on neuro-affirming practice, accessed by 33 participants, and the development of templates to request support for neurodiversity assessment. • review of assessment tools used to inform assessment of needs, intervention planning and diagnostic assessment The training team have strengthened relationships and partnership working across agencies, with greater understanding of roles and shared purpose. Using feedback from school staff, the MITT team has identified key Speech and Language Therapy provision which is required in 2024-2025 and is developing a staged intervention approach. Social Communication, Emotional Regulation and Transactional Support (SCERTS) SCERTS training was delivered in partnership with the National Autism Implementation Team (NAIT) and NHS Lothian Speech and Language Therapy in January 2024. This was positively received by all who attended. Almost all staff fed back that their knowledge and skills in identifying and planning for leaners had increased. This training has led to 23 Midlothian employees taking part in the 3 day full SCERTs training in May 2024. 19 participants were from our Education service. Inclusion training has been a key feature of this year's Support Staff training programme. The ASN Education Officers have delivered training on Neuro-Affirming Practice, Supporting the Dyslexic Learner, and Transitions from P7-S1. The feedback from this has indicated high levels of satisfaction with the training provided. Between 77% and 100% of attendees for the three sessions agreed, or strongly agreed that the training increased their knowledge and understanding of the area; and the same proportion of participants would recommend the sessions to others. There has been a request to repeat the sessions for those unable to attend the sessions earlier in the year. Inclusive Classroom Training was delivered with over 150 members of school staff attending the workshop sessions. Inclusive Classroom Training is now available as “anytime learning” for all staff in Midlothian. The “My Predictable Day” training programme was rolled out to schools. There has also been “Enhanced Transition” training to support learners with additional support needs who are moving from one stage of education to the next. This training was developed to support our Early Level staff in all schools and settings to meet the increased number of Midlothian learners with complex additional support needs. Page 99 of 322
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Page 56 of 62 The Midlothian Inclusive Education Framework (MIEF) has been developed to provide an overview of training opportunities based on the staged intervention approach within the Midlothian Learners plan. The MIEF provides a core package for all staff in schools and more targeted modules for specific staff. The MIEF incorporates training opportunities from our Educational Psychology team, ASN team, Speech and Language Therapy Service and other partners. The framework will be rolled out in 2024- 2025 and will be updated on a rolling basis. Page 100 of 322
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Page 57 of 62 Section 4: Education Service Improvement Plan 2024-2025 See Appendix 2 for these four workstream plans. These are live documents and will change during the implementation period 2024-2025. 4.1 Learning, teaching, assessment and curriculum 4.2 Attendance and engagement 4.3 Relationship, wellbeing and care 4.4 Inclusion, equity and targeted support Midlothian schools and ELC settings offer a relevant, progressive and motivating strengths-based 3-18 curriculum, that enables all learners, including those with ASN, to move on to highly skilled, sustained positive destinations. Children and young people are active participants in attendance research and influence strategic decisions and planning. A Relationship Policy is co-produced with children and young people and sets out our commitment to a relational and restorative approach. An Inclusion Framework and Policy is co-produced with children and young people and promotes and protects the rights of all learners. The curriculum offer is aligned with the Midlothian Learning, Teaching & Assessment (LTA) framework and incorporates the Midlothian Skills Framework (MSF). Attendance targets are tracked and monitored and the data is quality assured across schools and ASGs. Universal and targeted support is informed by monitoring of children’s sense of safety, belonging and wellbeing and insight into what is important to children in maintaining and promoting wellbeing. A needs-led pathway ensures the right support is available in the right place at the right time. The LTA framework is in place and there is ongoing co-construction of key features and subject and sector specific exemplification. School improvement plans for attendance are informed by self- evaluation against quality indicators at 4 levels: universal, preventative, early support and focused support. A professional learning framework maps out learning at universal, targeted and intensive levels for school leaders and staff in promoting relationships, wellbeing and care. A professional learning framework maps out learning at universal, enhanced universal, targeted and specialist learning to develop a skilled and confident workforce to meet learners needs. A professional learning offer is in place for all teaching staff for the LTAC workstream plan. A Midlothian strategy for communication with children, young people and families about the value of attendance and support available is delivered by each ASG Through workforce reform we build a diverse and relevant workforce that is skilled and confident in meeting learners needs. Quality improvement processes evidence improvement in QI 2.3 LTA. The Attendance Partnership Network promotes collaborative action planning with pathways of assessment and intervention for children and young peoples at 0-25%, 25-75% and 75-90% attendance. Structures of professional support and supervision for school staff are piloted and learning is shared as part of a collaborative enquiry process. Robust data sets enable planning for a sustainable learning estate that enables children and young people to thrive within their local communities. Robust data sets track and monitor educational outcomes for all children and young people. Resources and access pathways for wellbeing and mental health support are mapped out with links to self-help resources and 24/7 care. Robust data sets track and monitor educational outcomes of care experienced children and young people and those affected by poverty. Page 101 of 322
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Page 58 of 62 APPENDIX 1: Children’s Rights and Wellbeing Impact Assessment (CRWIA) Requirement for a CRWIA Article 4 of the UNCRC requires governments ‘to undertake all appropriate legislative, administrative and other measures for the implementation of the rights recognised in the UNCRC’. CRWIAs are one of the general measures of implementation under the Convention. The UN Committee on the Rights of the Child recommends that all levels of government - national, regional and local – should complete a CR[W]IA as part of their policy development. Child Rights and Wellbeing Screening Sheet for Midlothian Council Education Service Improvement plan 2024-2025 Midlothian Council’s Education Service Improvement Plan 2024-2025 outlines the improvements we will make to learner outcomes. This contributes to the National improvement Framework in Scotland. The Education Service Improvement Plan 2024-2025 will affect the following UNCRC Articles GIRFEC wellbeing indicators: Article 2 (non-discrimination) Article 3 (best interests of the child) Article 6 (life, survival and development) Article 12 (respect for the views of the child) Article 19 (protection from violence, abuse and neglect) Article 20 (children unable to live with their family) Article 21 (adoption) Article 23 (children with a disability) Article 24 (health and health services) Article 28 (right to education) Article 29 (goals of education) Article 31 (leisure, play and culture) Article 39 (recovery from trauma and reintegration) Article 40 (juvenile justice) Article 41 (respect for higher national standards) Article 42 (knowledge of rights) Safe Healthy Achieving Nurtured Active Respected Responsible Included Page 102 of 322
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Page 59 of 62 The likely impact on children and young people of the Midlothian Education Service Improvement Plan includes: The improvement of outcomes for all learners (e.g. attendance, exclusion, attainment) The plan will impact all children and young people who attend Midlothian Council schools and ELCs. A CRWIA will be carried out for the following reasons: To check that children and young people have been consulted. To check on the impact on children’s rights, of the Service Improvement Plan. To assess the impact on different groups of children and how we will communicate this to children. To check any negative impacts are necessary and proportionate and can be mitigated against. To check how the plan will affect the UNCRC implementation in Scotland. To check how we will monitor the impact of the plan. Child Rights and Wellbeing Impact Assessment (CRWIA) for Midlothian Council Education Service Improvement Plan There are two key considerations when undertaking a CRWIA: Participation: The United Nations Convention on the Right of the Child (UNCRC) sets out that children have the right to participate in decisions which affect them. When assessing the impacts of the policy/measure, we are recommended to consult with children and young people. We can do this directly, through organisations that represent children and young people or through using existing evidence on the views and experiences of children where relevant. Participation of children and young people should be meaningful and accessible. Evidence: We are recommended to gather evidence when assessing the impact of the policy/measure on children’s rights and also for measuring and evaluating the policy/measure. If we identify any gaps in the evidence base, we are recommended to discuss how we will address these with analytical colleagues. Which articles of the UNCRC does this policy/measure impact on? UNCRC Articles GIRFEC wellbeing indicators: Article 2 non-discrimination Article 3 best interests of the child Article 6 life, survival and development Article 12 respect for the views of the child Article 19 protection from violence, abuse and neglect Article 23 children with a disability Article 28 right to education Article 39 recovery from trauma and reintegration Safe Healthy Achieving Nurtured Active Respected Responsible Included Page 103 of 322
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Page 60 of 62 2. What impact will your policy/measure have on children’s rights? Positive Neutral Negative Key learner outcomes will improve (e.g. attendance, exclusions attainment) Support for children with additional support needs will improve. Children will have a voice in learner conferences, focus groups and other types of consultation. Staff will be able to promote positive relationships and nurturing approaches. 3. Will there be different impacts on different groups of children and young people? Not applicable 4. If a negative impact is assessed for any area of rights or any group of children and young people, can you explain why this is necessary and proportionate? What options have you considered to modify the proposal, or mitigate the impact? Not applicable If options to modify the policy/measure are included here, include associated resource implications where relevant. Not applicable 5. How will the policy/measure give better or further effect to the implementation of the UNCRC in Scotland? The Midlothian Education Service Improvement Plan 2024-2025 will further improve the outcomes for all learners and therefore underpin the highlighted Articles above. 6. How have you consulted with relevant stakeholders, including involving children and young people in the development of the policy/measure? Children and young people were consulted during The National Conversation focus groups. Quality Improvement visits to schools (learner focus groups). Council-wide representative groups for children and young people (eg learner conferences). 7. What evidence have you used to inform your assessment? Page 104 of 322
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Page 61 of 62 See below. 8. How will the impact of the policy/measure be monitored? The Midlothian Education Service Improvement Plan has outcome measures that we use to evaluate the impact of the plan. These are clearly laid out in Section 1.5. The Education Senior Leadership Team reports on progress towards our outcome measures every 3 months. The Excellence & Equity Board monitors our outcomes. 9. How will you communicate to children and young people the impact of the policy/measure on their rights? At the start of the school year, the Education Senior Leadership Team provides a child-friendly summary of the Service Improvement Plan. This can be used by teachers to discuss our improvement plan, and its impact on children’s rights, with children and young people. It can also be used to gather views from children and young people about what is going well and what could improve. 10. Sign & Date Policy Lead Signature & Date of Sign Off: Once signed off, please send to CRWIA@gov.scot Page 105 of 322
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Page 62 of 62 APPENDIX 2 LTAC Workstream Plan Final.xlsx Attendance & Engagement Workstream Plan.xlsx Relationships, Wellbeing and Care Workstream Plan.xlsx Inclusion Workstream Plan.xlsx Photos courtesy of in-house photo library & Pexels Page 106 of 322
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Chief Social Work Officer Annual Report 2023/24 Midlothian Council Tuesday 8 October 2024 Item No 8.3 Report by Joan Tranent Chief Social Work Officer & Chief Officer Children’s Services, Partnerships & Communities Report for Decision 1 Recommendations • Note the incredible amount of work undertaken by social work and social care staff across the many different sectors over the past year. • Agree the Chief Social Work Officer should place a copy of the annual report on the Council website. 2 Purpose of Report/Executive Summary This report provides Council and IJB with the annual report of the Chief Social Work Officer (CSWO). The report offers a high-level overview of activity in each service area and identifies the great work, along with the challenges and changes that have occurred over the past year. Date 08/10/2024 Report Contact: Joan Tranent, CSWO & Chief Officer Children’s Services, Partnerhsips & Communities Joan.tranent@midlothian.gov.uk Page 107 of 322
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3 Background/Main Body of Report The requirement that every local authority should have a professionally qualified Chief Social Work Officer is contained within Section 3 of the Social Work (Scotland) Act 1968. The particular qualifications are set down in regulations. This is one of a number of officers, roles or duties within which local authorities have to comply. In Midlothian Council the role of Chief Social Work Officer is held by the Chief Officer Children’s Services, Partnerships and Communities. The annual reports of all CSWO’s are submitted to the Office of the Chief Social Work Advisor at the Scottish Government in order that a national overview report can be produced. This year’s report offers a high-level overview of some of the great work undertaken however also highlights some of the challenges and changes faced by each area of social work and social care. It was very much a shared endeavour by all staff across the council and the health and social care partnership including our third sector partners that prioritising the safety and health and wellbeing of those who were most in need within our communities, remains our main priority. 4 Report Implications (Resource, Digital and Risk) The report does not make recommendations which entail the allocation of resources. 4.1 Resource Not applicable 4.2 Digital Not applicable 4.3 Risk This report highlights how as CSWO there are well-developed arrangements in place to assess and manage risk both within social work services and in inter-agency contexts 4.4 Ensuring Equalities (if required a separate IIA must be completed) This report does not recommend any change to policy or practice and therefore does not require an Equalities Impact Assessment. 4.4 Additional Report Implications (See Appendix A) Appendix A Appendices Appendix A – Additional Report Implications Appendix B – CSWO Annual Report 2023/24 Page 108 of 322
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan This report focuses on the delivery of statutory functions rather than strategic development of social work services. There are, however, clear links to the three key priorities within the SMP and the role of the CSWO. 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 highlights the involvement and efforts taken across all areas of social work and social care to deliver best practice. A.5 Involving Communities and Other Stakeholders The report highlights good practice where the involvement of users of services have been sought in the development of services. A.6 Impact on Performance and Outcomes The report highlights performance levels across the services and how a commitment to improve outcomes. A.7 Adopting a Preventative Approach It has been critical to adopt a preventative approach across our services and this report highlights these areas of work. A.8 Supporting Sustainable Development Not applicable Page 109 of 322
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Midlothian Chief Social Work Officer Annual Report 2023/24 Page 111 of 322
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Contents • Introduction • Midlothian Profile • Governance, Accountability and Statutory Functions • Resources • Adults • Justice • Children and families • East & Midlothian Public Protection • Looking Forward 2024-25 Page 112 of 322
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Introduction/Reflections 2023-24 I am pleased to present my fourth and final Chief Social Work Officer’s annual report for 2023/24. I shall be retiring in October 2024; therefore, the Chief Social Worker role shall be passed over to Nick Clater, Head of Adult Services. This year’s report will be written on the same template as last year, a fuller report with agreed headings to try and offer some consistency across the 32 CSWO reports. The report is produced for noting to relevant Committees and Council. The report will focus on local governance arrangements, service delivery, resources and workforce. This report along with the 31 other Chief Social Work Officer’s reports will form part of a national summary report which shall evidence some of the changing trends and outcomes across the country as well as highlighting significant achievements and the very many challenges faced by all. Despite the very busy landscape within Midlothian, we have maintained a focus on delivery of services and improvement. Within Adult Services we have had a flurry of activity around inspections. In October 2023 there was the joint inspection of Adult Services with a focus on people with physical, long-term conditions and their unpaid carers. In January 2024 notification was received that an adult support and protection inspection would commence. Children’s Services also had a visit from the Care Inspectorate to inspect our fostering, adoption and continuing care services. Justice continued to have many discussions around the new multi-agency public protection system (MAPPS) that is being rolled out by the Home Officer to better report and monitor those individuals who are assessed as high risk and living within our communities. The new MAPPS proposal remains an area of continuous discussion and controversy across Scotland. There continues to be a great deal of national and local discussions centred on the workforce with there not being enough suitably qualified and experienced social workers, resulting in an over reliance of agency staff. The national context for social work and social care in 2023/24 remains characterised by legislative and policy developments such as the National Care Service (NCS), The Promise, Care and Justice Act, and unaccompanied asylum-seeking children, to name but a few, all which impact on how services are delivered. Demands for new initiatives outstrip financial and human resources, with savings impacting upon core services. In addition, short-term funding makes attempts to meet sustainable local needs difficult. We reported last year on the war in Ukraine and the impact this had on individuals and families fleeing and coming to Scotland with some arriving in Midlothian. At the time of writing the war continues. We have had over 200 Ukrainian people arrive in Midlothian via the various visa routes on offer. This is in addition to families from Afghanistan who are at risk of harm from their home country, fleeing and awaiting accommodation in Britain. Midlothian to date has received and supported 40 Afghanistan people. Another significant factor is the unaccompanied asylum-seeking children who mainly arrive via the small boats which travel across the English Channel. These young people risk life and limb and are often very traumatised when they arrive within Midlothian. Over the past year there have been significant discussions around Page 113 of 322
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the increasing numbers and how local authorities are unable to sustain the current mandated requests for placements. It is not possible to convey every aspect of social work services within one report. The report therefore focuses on key areas of development and improvement, with a view to showing how we continue to prioritise supporting people within their own homes and communities. I wish at this point to also acknowledge the incredible work that has been undertaken in the last year by staff and my appreciation goes out to everyone who works in social work and social care, and those who support this important work. I hope you find the report of interest and that it gives a broad overview of the work that has been undertaken over the last year. Joan Tranent Chief Social Worker Officer Page 114 of 322
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Midlothian Profile Midlothian continues to be the fastest growing local authority in Scotland, which shall 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. The Third Sector plays a vital role in fostering a sense of identity and belonging within communities. They provide essential resources, services and opportunities that enable individuals to actively participate and drive positive change within their communities. 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) Page 115 of 322
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(Scotland) Act 2014. The CSWO’s responsibilities in relation to local authority social work functions continue to apply 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 deliver the Single Midlothian Plan 23-27 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 Social work services in Midlothian are well established and are delivered between Midlothian Council and the Integrated Joint Board (IJB). Adult social work and social care services, including health visiting and school nursing services and justice social work are delegated to the IJB and delivered and managed within the Midlothian Health and Social Care Partnership. 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. The role of the Chief Social Work Officer currently sits with the Chief Officer of Children’s Services, Partnerships and Communities, however as I have already stated the CSWO role shall transfer to Nick Clater, Head of Adult Services in October 2024. The CSWO attends the IJB to provide professional advice and guidance to social work functions which have been formally delegated. Having a children’s services background allows me to have an overview of delegated services which include health visiting and school nursing. 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 anomaly of having health visiting and school nursing out 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. 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 Chief Executives. This partnership allows for sharing of practice and learning across the public protection arena which includes adult support and protection, child protection, violence against women and girls and 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. The social work landscape is probably the busiest it has ever been with so many strategic drivers in all our service areas. It is difficult at times to fully grasp the impact Page 116 of 322
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of all the new developments, policies and agendas that come across the desk of a CSWO. This said 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 fortnightly CSWO meetings where all 32 CSWO’s from across Scotland discuss a very full agenda and offer our views around new initiatives and the potential impact this will have on changes to legislation and any other relevant business. The Head of Adult Services who deputises as CSWO also attends and chairs groups at a national level that involve adult mental health and drug and alcohol groups. As CSWO I also chair the Social Work Scotland Children and Family standing committee which is a national group of not just social workers, but others involved in children and families work. 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. Within the last CSWO report I advised that we were in the early stages of developing a Social Work Assurance Group (SWAG). I am pleased to report this group is now established as of May 2023, with a Terms of Reference and agreed membership. As CSWO I chair the group and have the deputy CSWO as well as two service managers in attendance. The very busy agenda allows us to track progress on recent inspections ensuring that improvement plans are progressing. The remit of the group shall over time evolve to include other aspects of scrutiny and assurance. Currently the group provides strategic assurance, governance and scrutiny to Directors, Chief Executive and where appropriate elected members on the progress of actions derived from Care Inspections, significant complaints and audit 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. Duty of Candour: 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 2023 and 31 March 2024, there has been one incident in a care home where it was deemed that the duty of candour be applied. Resources: Financial pressures continue for both local authorities and health services with demands ever 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 resources. Page 117 of 322
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Within Children’s Services the picture is very similar to last year 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. As a local authority our budget was approved in February 2024 with Children’s Services budget agreeing to a 5.5% increase in foster fees for 2024/25, this was in addition to the new Scottish Recommended Allowance (SRA) being agreed and partially funded by Scottish Government. The SRA ensures that both foster carers and kinship carers receive a standard allowance payment which is consistent across Scotland. As reported last year 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. 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 the Director of Health & Social Care which offers me the opportunity to raise any such concerns. Within adult 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 approaches 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. Workforce: Maintaining a consistent and skilled workforce has been another significant challenge 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 which consists of 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 and Families 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’ Services and the Health & Social Care Partnership in Midlothian. From April 2023 to April 2024 there has been an improved focus on the learning and development frameworks across both areas. A new Learning and Development Practitioner was recruited in October 2023 for Children’s Services who has undertaken a full review of the learning requirement Page 118 of 322
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of the current staffing in post and what the service needs going forward. This has seen an increased investment in Open University Social Work Modules working towards a degree in Social Work. Also 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. Adult Services review of learning has seen an increase in interest and commitment to Practice Education (PE) and Leadership and Management through both Napier and Stirling University. This increased uptake of PE has enabled the services to host more social work students on placement which has always assisted in encouraging newly qualified social workers to come and join Midlothian following their positive practice placements with Midlothian Council. In addition, we have an ongoing successful completion of social workers completing the Mental Health Officer training each year. 2 social works completed it last year and one about to complete this year with another social worker commencing in August 2024. 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. In the last year we have had a total of 87 people completing awards across these levels with an additional 111 currently undertaking an award. There is still a significant waiting list of 76 people across services, but this is due to the increased change of staffing because of the impact of Covid and staff leaving and retiring. 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 Learning and Development team has a dedicated Trauma development worker who commenced in January 2023 and has 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 The 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. Newly Qualified Social Workers (NQSW): The team continue to support the NQSWs and facilitate face to face sessions which prove to be the most popular and effective forum. The team continue to work with East Lothian to offer a bi-monthly joint session for NQSWs across authorities, this has been well received and evaluated. Page 119 of 322
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Social Work student placements: • We provided a total of 13 student social work placements within this time, from the OU, Stirling, Edinburgh and Napier courses as well as 3 Occupational Therapy student placements. • 1 sponsored student completed their SW training within this time. • We had 20 NQSWs during this timeframe. • 6 members of staff completed the Link Worker course. • 2 members of staff completed the Stirling Practice Educator course within this time. • 2 members of staff completed the Leadership & Management course at Stirling and 3 completed the Child Welfare & Protection Course. • 2 staff members completed their Mental Health Officer training and 1 applying for this year. Overall, there is an ongoing dedicated commitment to invest and develop our Social Work and Social Care workforce – providing all the mandatory training necessary for individual roles as well as opportunities to develop their career increasing retention levels enabling Midlothian to have highly skilled and experienced workers across both Adult and Children’s services. Adult Mental Health Social Work Team: Drug and Alcohol Drug Related Deaths (DRD) and Alcohol Specific Deaths are published by the National Records of Scotland and both reports will provide a detailed analysis of the Drug and Alcohol deaths at national, health board and local authority level. DRD published report is due for publication in August 2024 as is the Alcohol Specific Deaths report. Upon receipt of these reports, the services will continue to review locally through our DRD group and take any recommendations forward. 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. The services were evaluated against the Mat standards implementation team, and it is predicted that the services continue to demonstrate sustainable implementation of MAT 1-5. As MAT 6-10 is being rolled out over years 2024 and 2025, the services have been predicted provisional green status which is the highest score for this year required by the Scottish Government by March 2024. Midlothian Services continues to deliver substantial harm reduction work to mitigate the harm associated with substance uses in line with the national priority. Due to the changing picture of substance use in Midlothian, East and Midlothian Drug and Alcohol Partnership (MELDAP) along with both Mid and East Lothian services, developed and formed an ‘Emergence of Psychoactive Substances’ group to deal with 'crisis' events driven by these new substances. This group links to Lothian wide concerns, themes and emerging patterns and national warnings, through RADAR. This group has been proactive and positive in sharing intelligence to deal with specific new trends through Page 120 of 322
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amending key harm reduction messaging and introducing other measures such as the use of drug testing strips. MELDAP continue to commission a range of services in Midlothian which are designed and tailored to best meet individual needs and enable them to remain in treatment for as long as they wish to, empowering the individual to reach their person-centred goals and to safely manage their substance use and promote their own recovery. Services continue to engage and support families and carers to address and support their needs. Mental Welfare Commission reports During 23/24 Midlothian HSCP has received 7 Mental Welfare Commission (MWC) Reports. Within each report there are key finding areas in which Midlothian Mental Health Services, both NHS and Council need to benchmark against and implement recommendations and findings Fuller details are embedded within a report received by the Council and NHS. In the main Midlothian HSCP continues to benchmark positively against the reports received by the MWC and any gaps in areas identified are highlighted and improvement work progressed to meet the recommendations. Midlothian HSCP can provide assurance via the Social Work Assurance (SWAG) on the delivery of all recommendations from the Mental Welfare Commission. Adult with Incapacity (AWI) Midlothian Mental Health Leads over the last year have made significant improvements to the management of AWI, ensuring individuals wishes are respected and they are not waiting for long periods of time in places that do not meet their needs. There has been a commitment to reduce the waiting time for Guardianship applications and improve our local processes. We have increased our Mental Health Officer capacity, and this can be seen to correlate against our improved waiting list times. June 2023 saw a significant investment into the management of waiting times with a 50% reduction in the mean waiting time from 32 weeks to 16 weeks. (See chart below) Page 121 of 322
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Positive outcomes: • Provide consistency of practice to the client and their family. • Enable the case to be closely monitored and reviewed by the original allocated social worker to ensure the other social work tasks are undertaken timeously. • MHO engagement at the right time. • promotes an improved and timely approach to adults with incapacity. Improvement work this year focused on data and the recording of the data. In partnership with the performance team, the development and implementation of a new recording form ‘CC MH Guardianship Application Record’ within our electronic record system enables robust monitoring of the referrals and ownership of each referral and current waiting times. This provides the necessary oversight and management of AWI and assists in maintaining low waiting times. During 2023/2024, 80 Guardianship orders were granted- relating to 77 individuals Current Guardianship waiting lists include 17 individuals (LA = 4, Private = 13) Local training session have been developed on AWI which will be rolled out across all social work and social care teams, to enhance staff’s awareness and role within AWI. The Learning Disability Team: Investment in the housing, specialist support and training aspects of the support for people with complex needs related to learning disability and autism continues to pay dividends. Midlothian remains the area with the fewest inappropriate placements of the 32 partnerships and the lowest rate of people in urgent categories on Dynamic Support Register as detailed in the latest Public Health Scotland (PHS) publication ‘Insights into Learning Disabilities and Complex Needs: Statistics for Scotland’. Several of the housing elements of the Strategic Redesign of Learning Disability Services in Midlothian have moved on significantly. These developments are designed to support people, regardless of the level, range and complexity of need, to live independently with the same choice, control, and protection as any other citizen, in an environment that enables them to stay safe and empower them to participate in their Page 122 of 322
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local community. Building and care tenders are well underway for four people with a profound and multiple learning disability to move into Primrose Lodge in Loanhead in Autumn 2024. The main part of the building will be occupied by four tenants as their permanent home and there are two further bedrooms that will be used for respite and short breaks for people with similar needs. St Cuthbert’s, a newly built development of eight single tenancies in the centre of Bonnyrigg, will be ready for occupation mid-June. The tenants will be a diverse group of young neurodiverse people, and their support will be highly individualised and tailored to their particular needs, strengths and interests. Many will be young people in their first tenancy and there will be 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 community learning disability team and third sector providers to understand the issues and develop a response that was uniquely designed to meet the needs of the young adults. Initial evaluation, as well as sustained attendance by the participants, has evidenced that the workshops are both popular and effective. The next course for a group of young men is currently underway. 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. To date the partnership has delivered 260 regular sessions of developmental community activity for 12 young people with complex needs. Time to reflect on the impacts of the work and contribute to setting subsequent aims as the activity develops and grows is central to the long-term success of this work and tailoring the right support for people with the most complex needs who are making the transition to adult life. The transition development worker has now been in post for six months. A transition working group with cross sector participation has now been convened to oversee the development and delivery of a range of work streams and actions aimed at improving the process for young people transitioning from Children’s Services to Adult Services. This group is supported by a young person’s group and a parent carer group which are now both established. Page 123 of 322
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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. 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. Drug and Alcohol Related Deaths Midlothian Substance Use services continue to make on going improvements to continue the delivery of the 90% target for A 11 (A11 all individuals accessing services will be seen within 21 days from point of referral) Q2 and Q3, seen the services working towards improvement of 90%, where in Q4 Midlothian’s performance has been maintained at 100%. The services continue to provide direct access to timely and appropriate treatment that best meets an individual’s needs, psycho-social support and peer led support for those affected by their or other drugs and/or alcohol use. Community Justice: The model for Community Justice in Scotland came into operation on 1 April 2017, underpinned by the Community Justice (Scotland) Act 2016 (the Act), which places duties on those within our partnership to engage in community justice planning and to report against our nationally-determined outcomes. In preparation of the new improvement plan a participation statement outlined those consultations over the course of the last year and those methods used to gain views. It was imperative to accurately reflect in the new improvement plan views of people most affected by Community Justice in our community. The improvement plan seeks to support the Single Midlothian Plan within the community planning approach to work towards the objective “Making Midlothian Safer”. The current Community Justice improvement plan will be delivered over the next five years (2023-2028) with 26 actions that align with the National Strategy for Community Justice which was published in summer of 2022 and the associated Community Justice Performance Framework. published in March 2023. Page 124 of 322
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Our improvement plan acknowledges the need for robust partnership relationships particularly in the context of budgetary restraints. Our strong emphasis in Community Justice is early intervention, the use of diversion and intervention at the earliest opportunity. We seek to provide the right support at the right time to reduce offending becoming a cyclical pattern. Over the last year we have completed the restorative justice café programme. Midlothian continues to explore how to best use restorative justice offering greater continuity in approach across all services in the community justice partnership. Work progresses to enhance the voice of young people with partners from the third sector presenting collaboratively to schools with peers who have experienced the justice system. Continued strong links with our colleagues in Justice Social Work ensures that Community Justice can offer new opportunities for those navigating the justice system. Community Justice in Midlothian remains a preventative approach with the overarching goal to increase resilience for individuals and communities. Your Chance to Change The Your Chance to Change service continues to support men to undertake the Caledonian Men’s domestic abuse perpetrator programme on a non-Court-mandated basis. Rebranded and relaunched in February 2023, staff have continued activity during 2023/2024 to promote the work of the service, which places responsibility for the abusive behaviour on the man, whilst providing hope that change is possible. The service currently supports a total of five men, which represents a 500% increase on the previous reporting period. Women’s Group Work Service – Midlothian Spring Service Spring is a multi-disciplinary team which recognises the barriers to women accessing services. It provides a group work programme 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. During the reporting period, 43 women were referred to Spring. 5 women graduated during the reporting year. At the end of the reporting period there were 12 women actively involved with the group work programme. Future service development includes the delivery of the phase one trauma intervention, Survive and Thrive, and the establishment of a national network of statutory services supporting women in the Justice field to share and develop best practice. Spring will celebrate its ten-year anniversary in June 2024 and staff and service users have been planning for this. There are many accolades from users of the service that highlight the positive impact this service has had on people’s lives by promoting their confidence, helping understand the trauma they suffered and how these impact on their emotions. Community Payback Orders: Over the reporting year 227 Community Payback Orders (CPO) were imposed; 154 with a supervision requirement and 149 with an Unpaid Work requirement. Page 125 of 322
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Supervision: The aim is to reduce and manage the risk of re-offending, and of causing harm, through providing the individual with opportunities to engage in a process of change; with the aim of increasing their ability to desist from offending in the longer term. A range of supports is provided to clients including our ‘Stride’ programme focused on improving men’s emotional management skills and decision making. We have also utilised a range of supports in the local community from partner services including Venture Trust, Substance Use Service, MELD, Skills Development Scotland, Midlothian Communities and Lifelong Learning Team and Health in Mind. This multi- agency approach to supporting individuals enable the development of individualised case management plans to effectively address the risk and needs associated with an individual’s offending behaviour. Unpaid work: During the reporting year the team completed 309 projects benefitting 236 beneficiaries. This requires working alongside social work teams, community groups and partner organisations to undertake work benefiting the most vulnerable in the Midlothian community. In addition to providing opportunities for clients to make reparation to local communities for their offending behaviour, the unpaid work team continue to deliver a range of training opportunities promoting rehabilitation and increase employability. 110 qualifications were gained by Unpaid Work clients. One development in the reporting year has been the establishment of a SVQ in Work Skills. To support us to increase our pathways to employability a member of staff qualified as an SVQ Assessor. She supported our first two service users to successfully complete this qualification. One of the individuals has used this qualification to successfully apply to college and is due to start a full-time course in August 2024. Supervision of Throughcare Licences and CPOs: Justice Social Work have continued to develop interventions and services to help people who need additional support to live and reintegrate into in their community and to be responsible citizens. The Justice Service have worked closely with colleagues from the Psychological Services Team to ensure that appropriate responses are taken with those with complex needs and to ensure that risk assessments and risk management plans are robust. This is achieved through weekly formulation sessions. Staff from the Justice Service also have access to clinical supervision with a psychologist to ensure that they are supported to manage the complexities of the work and reduce the risk of vicarious trauma. No 11 Allocations Meeting: The Justice Service continues to work with partner agencies to ensure that individuals being liberated from custody have suitable accommodation and are fast-tracked into relevant services including recovery networks. We have consulted with service users to confirm what additional supports can be provided and in 2024-25 we will be working with Health in Mind and Change Grow Live to provide ‘liberation packs’ which will include practical items such as a phone, toiletries and contact details for local addiction and recovery services and support for health and wellbeing. Bail Services: We have continued our commitment to provide early intervention for those involved with the Justice system to help address presenting needs that may lead Page 126 of 322
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to reoffending and to reduce the use of remand. During the reporting year we made the decision to bring the service in-house to ensure that we could provide a consistent level of service. During 2023-24 we completed 33 assessment reports for Supervised and/or electronic monitoring. 5 people were placed on supervised bail as an alternative option to remand. All 5 went on to successfully complete their supervised bail. Children’s Services: In last year’s report we advised of the worrying increase in referrals into social work. Over the past year we have undertaken a significant piece of work to ensure that only those referrals that meet the criteria for social work intervention are coming into the system, and other early supports are utilised for families in need. This has resulted in a significant reduction of referrals; however, child protection work remains high. Child protection work is complex and comes with a high level of risk, therefore it is imperative that the workforce is experienced and knowledgeable. Due to the workforce issues around being unable to recruit experienced workers this leaves us with a significant challenge. Therefore, whilst referrals have reduced due to other forms of intervention from the family wellbeing service being involved at an earlier point of contact, we are now looking at how we can better support those less experienced staff at the front end of the service. Within the practice teams the workloads remain high and again the lack of experienced permanent members of staff is impacting on the service user experience. There remains a great deal of good work happening within all the teams’ ensuring children and young people remain with their own families where it is safe and possible to do so and protecting families from identified risks such as domestic abuse, and drug and alcohol issues. The Midlothian Housing Project is a successful approach we have adopted within Children’s Services fully supported by the council. This approach ensures that care experienced young people who are moving on from care, move into a permanent tenancy with support. This approach takes time to build relationships and ensures the young person is ready to move before any agreement is made. To date over 30 young people have benefited from this project with no tenancy break downs. A very successful team and project. Child Protection and Looked After and Accommodated During this reporting period we devised new Child Protection Procedures across Edinburgh, Midlothian, East Lothian and West Lothian based on the National Child Protection Guidance (2021). These are now embedded in practice. We have also continued to embed the Scottish Child Interview Model (SCIM) into practice despite the lack of funding to backfill social workers who undertake extensive training to take on this role. Feedback is evidencing that the model is supporting better outcomes for children involved in child protection investigative processes. We are training a second person in this approach. Our looked after and accommodated population of children and young people has remained fairly static over the year. Albeit can change on a day-by-day basis. Most Page 127 of 322
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children who need to come into care go and live with family. Our child protection numbers over the reporting period have also remained relatively consistent. This data supports our early intervention and preventative approach whereby we are involved with families at an earlier point of contact and work with them to try and prevent a crisis. Our preventative supports such as family systemic practice and family group decision making, support families to better understand and work through concerns and to plan should things not work out. Our Reviewing Officers offer quality assurance over all children’s plans who are looked after away from home and those on a compulsory supervision order at home. They report to the senior management team on themes and trends they are observing through their chairing of both child protection and looked after meetings. Hawthorn Family Learning Centre (HFLC) Hawthorn Family Learning Centre continues to increase the number of children they work with circa 80 children a week. The manager and service manager both returned from maternity leave in the Autumn of 2023, which was very much welcomed. There have been some improvements made to the centre over the past reporting year. In July 2023 the centre was closed to allow it to be repainted and undertake work externally through refurbishing the play areas with new equipment and increasing the number of car parking spaces. A new kitchen makeover was also undertaken. During this period staff and children moved to Mayfield primary school. Over the reporting period staff have undertaken 142 outings with children, provided £400 worth of food vouchers as well as supplying winter coats and appropriate footwear to children and parents. The dedicated income maximisation worker who attends the centre on Mondays and Fridays, supported parents to ensure they were receiving the correct benefits amounting to £65k extra income for the families by then end of December 2023. This invaluable support also assists parents with debt and money advice. Children with additional support needs Year on year we continue to see a rise in the number of children and young people who have additional support needs. This remains an area of significant growth across both children’s services and education. Our health colleagues at CAMHS have developed two waiting lists one which is for those children and young people with significant mental health issues and the other for those children and young people awaiting a neurodevelopment assessment. The waiting times for those with significant mental health concerns are reported into Scottish Government and regularly scrutinized. The other waiting list for children and young people awaiting on a neurodevelopmental (ND) assessment is not reported on to Scottish Government and currently within Midlothian the waiting list adds around 200 children and young people’s names to it every quarter. There is real concern that children will be ‘aged out’ before ever being seen by a clinician. These concerns are raised at our local children’s planning board and relayed to Scottish Government. Work is being undertaken to consider what early interventions and training can be offered to staff to support families whilst they sit on this lengthy waiting list. Page 128 of 322
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Going forward we are recruiting an experienced service manager to have an overview of disability who shall help us develop a pathway for children affected by disability that ensures all services have clearer awareness as to how many children and young people we need to be planning for within children services, early years and education and into adult services. Self- Directed support (SDS) is available if families meet the criteria, however demand for services far outstrips availability. Going forward we aim to plan for future need by better understanding the demand so that we have sufficient funding and resources in place. Family Wellbeing Service In January 2023, the Family Wellbeing Service (FWS) was created to provide holistic family support to families across Midlothian. The Family Wellbeing Service is one Midlothian’s tangible ways of bringing The Promise, The Whole Family Wellbeing Fund and the Strategic Equity Fund to life. The Service works with families, schools, health and third sector partners to provide holistic support with the aim of supporting families as early as possible and preventing children and young people requiring input from statutory children’s services. Over 23/24 the FWS engaged with: • 309 children referred to Team Around the Child (TATC) • 164 children progressed to allocation in FWS • 161 children allocated to FWS at year end • 477 food packs provided to families Data highlighted that there was a similar number of early years/primary school aged children compared to high school aged children referred to the service. Data collection processes have been reviewed and amended for 2024-25 to enable better data collection and evidence of outcomes of intervention. This includes the staff team being trained in the use of Outcomes star measures to enable qualitative data from families and routine feedback. Good news stories from the last year 84% of children referred based on school attendance had improved attendance during and at the end of the intervention. An 11-year-old was supported to return to school after 5 months of absence A young person increased their attendance from 6% to 44% A Mum who struggled with her mental health was supported to get a diagnosis of ADHD and reports this has improved her self-esteem, self-image and ability to seek support. A Dad who struggled to meet people was supported to engage with therapeutic support and talk about his feelings. Family Centered Care This year has continued to see a high level of staff turnover within this service which has impacted on our performance. The Care Inspectorate arrived in September 2023 Page 129 of 322
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to inspect, fostering, adoption and continuing care. The manager of the service had only been acting into the post for a few months at the time of this announcement. The outcome of the inspection was deemed to be ‘adequate’ which was very disappointing for the team members to hear. This was mainly due to the high turnover of staff, which had impacted on our development and quality assurance work, coupled with our communications with carers not being as good, due to staffing issues. This said there were many positives around children being loved and well cared for within their foster care households. There was an acknowledgement that carers knew the children well in their care and relationships were built on empathy, compassion and trust. There was also cognizance that staff and carers worked hard at keeping siblings together where possible. A robust improvement plan is in place, and this is overseen at the SWAG meetings to ensure everything is on track. We have ensured that regular communications with carers is in place. In October 2023, Scottish Government approved the introduction of the Scottish Recommended Allowance for both foster carers and kinships carers and in February 2024 Midlothian Council agreed to a 5.5% increase to foster carer fees. We have an ongoing recruitment campaign which focuses on general fostering but also considers how we can attract more carers for our unaccompanied asylum-seeking young people given the growth in this area of work. Residential Services The two houses remain at capacity with demand far outstripping placements. Both Woodburn Court and Ladybrae staff continue to support young people beyond their time living within the houses, inviting young people back for dinner and supporting them as they move into their own tenancies. We have also had three unaccompanied asylum-seeking children residing within our houses over the reporting year. The young people have engaged in full time education and joined the local football clubs as well as being supported to attend their local Mosque. The positive impact of living in a safe and nurturing environment has resulted in many of our young people going into further education with one gaining an apprenticeship in a garage. Young Carers We have a Young Carers project plan and at the start of the academic year in 2023 there were 226 young carers registered on SEEMIS, the school recording system a 23.5% increase. The plan illustrates the progress the small team are making in supporting young carers. In August 2023 a full time adult young carer was appointed resulting in 43 young adults (16–25-year-olds) being identified and supported via 1-1 support and supporting them to access social outings. Keeping the Promise & Corporate Parenting The Promise work continues to drive forward our children’s services improvements. Over the reporting year we have continued to work on the promise plan 21-24 set out under the five headings of the Plan. Across Scotland reports evidence that the number of children coming into care is reducing with a 20% reduction in children being looked Page 130 of 322
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after since 2015-16. Further positives are that 82% of looked after children experience no change to their placement and whilst there remains work to do in relation to the remaining 18% who do experience multiple placements this number is decreasing. There are many positives to report however equally there remains a lot of work to do to make sure there is equity for all children across Scotland. On the 28th of June 2023, we launched our Promise Guarantee which has been established to promote our commitment to our care experienced young people, ensuring they have an opportunity to gain valuable work experience throughout the council and beyond. There remains a lot of work to get this piece of work underway. We have met on several occasion and agreed that initially we shall only be considering care experienced young people within Midlothian as we do not have sufficient resource to go wider at this time. However, our ambition is to broaden the scope of this project over the coming years. “Our future priorities include the implementation of our Promise Guarantee which strengthens our existing commitment to care experienced young people in that those who wish to work with the Council, to gain valuable work experience including a guaranteed interview, can do so. Our Elected Members and Senior Officers have also offered a number of mentoring and ‘shadowing’ opportunities should young people and any care leavers wish to know more about the respective roles” Our Corporate Parenting Plan requires a refresh therefore we have commissioned Who Cares? Scotland to establish a new participation strategy to support us in refreshing our existing Champs Board and Corporate Parenting Plan. Whole system approach – children in conflict with the law The partnership approach to children and young people in conflict with the law continues to grow, and over the last year we have re-formed the Task Action Coordination Group. This fortnightly meeting aids a partnership response to anti- social behaviour. This approach has once again evidenced a reduction in the number of young people being referred to Scottish Children’s Reporter Administration (SCRA) on offence grounds. The 23/24 data informs us that despite there being a slight increase in the number of referrals being made to SCRA the number of those based on offence grounds involving children has significantly decreased. This is a clear example of how early and effective interventions can be successful. Mental Health The Midlothian Children & Young People’s Mental Health Strategic Planning Group oversees the allocation of funding and the delivery of early action and prevention services through its administration of the Community Support & Services Framework (Mental Health & Wellbeing) – a funding tranche distributed to local authorities from Scottish Government on an annual basis. Achievements in supporting children and young people’s mental health and wellbeing in 23/24. The Midlothian Children & Young People’s Mental Health Strategic Planning Group oversees the allocation of funding and the delivery of early action and prevention services through its administration of the Community Support & Services Page 131 of 322
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Framework (Mental Health & Wellbeing) – a funding tranche distributed to local authorities from Scottish Government on an annual basis. Between April 2023 and March 2024 the Framework funded 263 children and young people and 103 family members/carers to access supports and services Beneficiaries have reported improvements to mental health and wellbeing, to self-esteem and resilience, and to school attendance and learning engagement following their participation in a range of activities including art therapy, supported play therapy and outdoor play, family counselling and mindfulness programmes; as well as a series of targeted and highly personalised creative development placements aimed at those excluded from school or at great risk of being so. Further Scottish Government funding is provided for the ongoing delivery of a commissioned School Counselling Service which provided one-to-one support to 297 children and young people during the same period, with many more assisted via weekly school drop-in sessions. Public Protection Arrangements 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, Multi-Agency Public Protection Arrangements (MAPPA) 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. In the year, it discharged its functions through quarterly meetings of the following Sub-groups: • Performance and Quality Improvement Sub-group – responsible for the oversight and governance of the performance framework and quality assurance arrangements. • Learning and Development Sub-group – responsible for the development and delivery of the EMPPC Multi-agency Learning and Development Strategy. • Learning Review Sub-group – responsible for the oversight of progress of Learning Reviews undertaken in relation to Adult Support and Protection and Child Protection, development and review of the progress of action plans arising from Learning Reviews and oversight of local Learning Review arrangements. • East Lothian and Midlothian MAPPA Group – responsible for ensuring that the statutory responsibilities placed on local partner agencies for the assessment and management of risk posed by offenders subject to MAPPA are discharged effectively. • Violence Against Women and Girls Delivery Group – responsible for supporting the delivery of the Equally Safe Strategy and overview of local delivery of services. 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. In the year, CSOG continued to be co-chaired by Grace Vickers, Chief Executive of Midlothian Council and her counterpart in East Lothian. Page 132 of 322
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Strategic leaders and operational managers from Midlothian Council and Midlothian Health and Social Care Partnership are represented across all the groups mentioned above. The Chief Social Work Officer has chaired the Performance and Quality Improvement Sub-group since its inception in 2014. In addition, over the past year, staff from Midlothian Council and Health and Social Care Partnership have supported the delivery of multi-agency training in Adult Support and Protection and Child Protection training. In the past year, CSOG and EMPPC undertook a review to ensure strong arrangements for our Public Protection work. Senior Leaders from Midlothian who are directly involved in the work of EMPPC engaged with the following: • CSOG reviewed its existing structure and function, with the support of our Care Inspectorate link inspectors, using the Chief Officers Public Protection Induction Resource materials as a framework for this work. CSOG re-stated its commitment to the continuation of a Public Protection Committee across the two local authority areas. This work has led to streamlined membership, with greater clarity of roles, decision making process and improved reporting processes. • EMPPC held a developmental session in November 2023, which supported a strengthening of its arrangements. This resulted in a welcome addition of two new sub-groups for Adult Support and Protection and Child Protection from April 2024. • A welcome addition in the year was a new standard agenda item for EMPPC members to update EMPPC on developments, operational context and risk from the perspective of their agency. • A Learning Review Sub-group was introduced to provide closer scrutiny over and governance of Learning Reviews for Adult Support and Protection and Child Protection. EMPPC Business Plan The EMPPC Business Plan details the key actions that were progressed during the past year, under the following five priorities/themes: 1. We will continue to strengthen our leadership arrangements in Public Protection 2. We will provide and support the implementation of multi-agency procedures and guidance for staff working in Public Protection. 3. We will continue to develop our performance framework and approach to quality improvement. 4. We will promote a learning culture by providing staff with multi-agency learning and development opportunities in Public Protection. 5. We will raise awareness of Public Protection through communications and engagement with staff and communities. Given the breadth and scope of the Public Protection arrangements, this resulted in a plan of 51 actions. Progress of actions were kept under close review by EMPPC and CSOG, with a prioritisation exercise during the year to address staffing gaps and resource pressures, effectively managing risk and reduced resources. Page 133 of 322
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Joint Inspection of Adult Support and Protection in Midlothian In January 2024, we received notification of a joint inspection of Adult Support and Protection in Midlothian, with the first Professional Discussion taking place in March 2024, and multi-agency Position Statement was prepared in the early part of the year. The inspection carried on into the new financial year, with the final report being published in June 2024. The findings will be reported in the next Annual Report, but I can report a strong level of confidence and assurance about the Adult Support and Protection work that is undertaken in Midlothian. I recognise the significant amount of partnership work undertaken by staff and senior leaders across our core partner agencies in the preparation for, and involvement in inspection. In particular, the Committee and CSOG have acknowledged the continual cycle of inspection across the Police ‘J’ Division, which includes West Lothian and Scottish Borders, and for NHS Lothian, which includes City of Edinburgh and West Lothian. The EMPPC Partnership was also involved in two external inspections in the past year in East Lothian and across them all, there are common themes in areas for improvement, which will feature in our planning for the coming year: • Seeking, collating and using the views of children, families and adults involved in Adult Support and Protection and Child Protection Processes to inform service improvements. • Developing a multi-agency approach to audit and quality assurance. Data and Performance Information Adult Support and Protection The graph below shows an increase in Adult Support and Protection referrals for the third year in a row, with a doubling of referrals since the first year of the pandemic. There was an increase by 10.55% in 2023/24 from the previous year. Inquiries similarly increased for the third year in a row, by 28.19% in the last year. There has been no corresponding increase in Council Officer resource in that period, and no publicity campaigns to encourage referrals about Adult Support and Protection. However, we know from the wide range of referral sources in Midlothian that there is good awareness of the need to refer concerns. This seems to be line with the national picture of increasing referrals. Following receipt of any referral to Adult Social Work to the Midlothian Council Contact Centre, the referral is screened by the dedicated Adult Support and Protection Team, within a standard 24 hours of receipt. The performance in meeting this standard has been excellent over a number of years now, with a well embedded system in place. Page 134 of 322
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EMPPC implemented revised Multi-agency Adult Support and Protection Procedures in November 2023. This brought our Adult Support and Protection practice in line with the Adult Support and Protection (Scotland) Act 2007 Code of Practice which was updated in 2022. A key achievement in Midlothian was moving to one inquiry for Adult Support and Protection, supported by improvements to our social work system recording templates. There is strong operational management oversight of Adult Support and Protection work in Midlothian. In Midlothian we also successfully introduced the National Minimum Dataset for Adult Support and Protection from July 2023. Child Protection The Scottish Government published the Children’s Social Work Statistics 2022-23 – Child Protection on 26th March 2024. This covers data on children subject to Child Protection processes. The data relate to the reporting period 1st August 2022 to 31st July 2023. From the table below, we can see that the number of Inter-agency Referral Discussions (IRDs) again remained significantly higher than the Scottish average, but with a slight reduction from 31.9 per 1,000 the previous year. The higher rate has been regularly scrutinised through the EMPPC Performance and Quality Improvement Sub- group. We can see that the corresponding rates of our local partners (Edinburgh and the Lothians Multi-agency Child Protection Procedures) are also higher. Our local IRD processes are closely aligned to the National Guidance for Child Protection in Scotland. I am confident that our IRD processes are robust, with an IRD Overview Group meeting fortnightly to review IRDs and the interim safety plans and undertake quality assurance activity. Traditionally in Midlothian we see larger family groupings featuring in IRDs and Child Protection Planning Meetings. 501 681 690 536 468 453 674 929 1027 276 305 223 189 177 196 325 415 532 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 Midlothian - ASP Referrals and Inquiries Referrals Inquiries Page 135 of 322
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[Note 1] Rate per 1,000 children for 2022 and 2023 is calculated using National Record Statistics mid-2021 population estimates (0-15 years). Rates may vary slightly from previous publications due to updated mid-year population estimates. [Note 2] The rate shown in this table includes unborn children who are on the Register. 27.6 24.5 17.5 14.7 13.2 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 Shetland Islands Midlothian Moray Scottish Borders West Lothian Dundee City Orkney Islands North Ayrshire East Lothian Aberdeen City Clackmannanshire Falkirk East Ayrshire West Dunbartonshire City of Edinburgh Angus Perth and Kinross Scotland South Lanarkshire Argyll and Bute North Lanarkshire Renfrewshire Dumfries and Galloway Na h-Eileanan Siar Highland Inverclyde Aberdeenshire East Dunbartonshire Glasgow City South Ayrshire Fife Stirling East Renfrewshire Rate of IRDs per 1,000 children 01/08/22 - 31/07/23 117 115 136 118 126 160 165 137 133 87 122 152 135 127 77 66 79 72 79 89 96 82 77 53 83 90 72 80 0 20 40 60 80 100 120 140 160 180 Q1 2020/21 Q2 2020/21 Q3 2020/21 Q4 2020/21 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Q1 2022/23 Q2 2022/23 Q3 2022/23 Q4 2022/23 Q1 2023/24 Q2 2023/24 Aug- Oct Nov-JanFeb-AprMay-Jul Aug- Oct Nov-JanFeb-AprMay-Jul Aug- Oct Nov-JanFeb-AprMay-Jul Aug- Oct Nov-Jan Midlothian - Inter-agency Referral Discussions by Quarter Number of children subject to IRDs starting Number of IRDs starting Page 136 of 322
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From the above table we can see there is no trend in Child Protection registration with a spike in Quarter 4, 2022/23 (April to June 2023). On discussion at our P&QI Sub- group although we did not identify any particular reason for this increase (i.e., there was no change in practice or process or specific campaigns) the high level of complexity of issues facing children locally in Midlothian and associated implications for service provision were recognised. There is a very low number of children who are re-registered within Midlothian. Audits completed by Children’s Services’ Managers three months after a child’s name is removed from the Child Protection Register, provide assurance about the impact of supports and intervention for children subject to Child Protection processes. We implemented the Edinburgh and the Lothians Multi-agency Child Protection Procedures in December 2023, and this is well embedded within Midlothian. We also introduced a new version of the Child Protection National Minimum Dataset. This now categorises concerns at Child Protection Registration by identifying vulnerability factors and impacts on/abuse of the child. In Midlothian, the most frequently identified concerns included the following: • Vulnerability factors - domestic abuse was the most frequently identified, which we believe reflects the embedding of the Safe & Together approach within Midlothian Children’s Services. The other two most frequently identified vulnerability factors were substance use (alcohol and/or drug use), and services finding it hard to engage. • Types of harm - emotional abuse, neglect and physical abuse. The are some early signs that the implementation of the EMPPC Neglect Toolkit is supporting staff in their identification of neglect. 16 28 25 14 17 7 17 17 25 15 22 43 26 6 35 45 37 38 32 30 33 24 47 41 45 67 55 2930 18 33 13 23 9 14 26 2 21 18 21 38 32 0 10 20 30 40 50 60 70 80 Q1 2020/21 Q2 2020/21 Q3 2020/21 Q4 2020/21 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Q1 2022/23 Q2 2022/23 Q3 2022/23 Q4 2022/23 Q1 2023/24 Q2 2023/24 Aug-OctNov-JanFeb-AprMay-JulAug-OctNov-JanFeb-AprMay-JulAug-OctNov-JanFeb-AprMay-JulAug-OctNov-Jan Midlothian - Child Protection Registration by Quarter Number of Registrations Number on Register Number of De-Registrations Page 137 of 322
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MAPPA 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 2024 was 60. 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 & Girls 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 rates of incidents of domestic abuse in Midlothian have been higher than the Scottish average for the last two years up to March 2023, and higher in the three quarters of 2023/24 than the previous year. 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. 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 125 victims heard at Marac meetings in Midlothian in the year, a reduction of 12 from the previous year. To meet this demand, there were two additional Marac meetings, bringing the total number of Marac meetings to 15. 119 victims were female and six were male. Page 138 of 322
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Looking Forward to 2024-25 I do not think we can underestimate the funding challenges that the coming years will bring. This coupled with the significant increase in our local population are going to result in some very challenging discussions and difficult decisions being made. Work is well underway to look at a redesign of adult social work, bringing together the many small teams and developing a more holistic and flexible approach to those that require support from adult services. Within children’s services there will be a change in personnel as I retire from the organisation and a new Chief Officer comes into position. Working with our colleagues in Adult Services and Education the new service manager shall help 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. In addition, we shall be developing and monitoring our improvement plan for any inspections held over the coming year. 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. 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 2023-24. 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, alongside facilitation of prompt discharge from inpatient care, 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 empowers, supports and protects people. Page 139 of 322
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Midlothian Council Tuesday 8 October 2024 Item No 8.4 Rapid Rehousing Transition Plan 2023/24-2024/25 Report by Kevin Anderson, Executive Director - Place Report for Information 1 Recommendations Council is recommended to note the updated Rapid Rehousing Transition Plan, which is due to be submitted to the Scottish Government by 11 October 2024 2 Purpose of Report/Executive Summary This report presents the annual review of Midlothian Council’s progress in delivering the Rapid Rehousing Transition Plan (RRTP), and the challenges facing housing and homelessness services, which is due to be submitted to the Scottish Government in October 2024. Date 2 September 2024 Report Contact: Name: Matthew McGlone Tel No: 07785 440 478 matthew.mcglone@midlothian.gov.uk Page 141 of 322
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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 Homeless and Rough Sleeping Action Group. 3.2 Following the publication of this action plan all Local Authorities were required to publish 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 and 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 £796,941between 2018/19 to 2023/24. A further £120,000 has been awarded for 2024/25. As in previous 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 continued compliance with the Homeless Persons (Unsuitable Accommodation) (Scotland) order 2014. Within the RRTP, Section 2 provides an overview of the emerging trends and pressures faced by housing and homeless services in Page 142 of 322
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2023/24. Section 3 provides an update on some of the actions that have taken place in 2023/24 to help achieve this vision. Section 4 details the Council’s priorities in 2024/25. Section 5 sets out the resources required to effectively deliver those activities. 3.5 During 2023/24 Midlothian Council continued to make significant progress in transforming the services provided to 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 being placed on the Council’s homeless and temporary accommodation services. 3.6 Specific achievements during 2023/24 include: • Continued compliance with the Unsuitable Accommodation, ensuring no breaches were recorded during 2023/24. • Continued reduction in the number of households residing in temporary accommodation for over two years. • A further 139 households had their temporary accommodation converted to a Scottish Secure Tenancy during 2023/24, reducing the need for multiple moves before being permanently housed, allowing for links to be maintained in the local community. • Completing a review of the Housing Allocation Policy; maintaining the target of allocating 60% of properties to those on the homeless list. The Policy also introduced additional measures which aim to help those in housing need and prevent homelessness from occurring. • Continuing to deliver projects to support those at most risk of recurring homelessness, and those with multiple/additional support needs such as the National House Project and also Housing First. • The launch 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, reinvesting savings realised by ending the use of Bed and Breakfast type accommodation, and 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) Page 143 of 322
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The content of the RRTP was considered under the Council’s Integrated Impact Assessment and this is published online: Equality and Diversity reports | Integrated Impact Assessment Rapid Rehousing Transition Plan Revised August 2024 (midlothian.gov.uk) 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 144 of 322
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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. 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. The review of contracts to deliver support services to homeless people ensures people are provided with effective support at the earliest Page 145 of 322
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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 use of Jarnac Court 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 146 of 322
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APPENDIX B Background Papers/Resource Links Rapid Rehousing Transition Plan link: Rapid Rehousing Transition Plans | Rapid Rehousing Transition Plan 2022/23 - 2023/24 (midlothian.gov.uk) Page 147 of 322
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OFFICIAL Midlothian Council: Rapid Rehousing Transition Plan 2024-2025 Page 149 of 322
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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 24 Page 150 of 322
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OFFICIAL 1. Introduction Following the publication of the Scottish Governments 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’s original RRTP set out a vision that by 2024: “An increased number of households will obtain permanent accommodation, no homeless household will be accommodation in Bed and Breakfast type accommodation, and the average time taken for the Council to complete its homeless duty will be halved from 104 weeks to 52 weeks.” Midlothian Council has published a revised RRTP each year, the most recent version was approved by Council in August 2023 and identified the following outcomes to support this vision: • The supply of permanent accommodation for homeless households has increased. • When 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 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. Initial Grant (development 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 Total £876,941 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 2024/25 was not confirmed until March 2024, 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 2023/24 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 Midlothian Council will continue the work undertaken to deliver these projects in 2024/25 within the resources available. Midlothian Council believes these projects are crucial to further reduce the time Page 151 of 322
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OFFICIAL 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 2023/24. 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 2023/24 increased by 28% compared to the previous year and reflects an increase of 68% when compared to 2021/22 when homeless applications were at the lowest rate since the start of the RRTP. Table 2 shows the proportion of applications from households with dependent children has continued to rise in each of the last two years. It is thought this increase in presentations is partially linked to the limited availability of other affordable housing options in the area. Midlothian has the fifth highest average house selling price in Scotland. The average price for properties sold in Midlothian has increased by 67% in the last 10 years, with the number of completed sales falling slightly in each of the last two years (Source: Registers of Scotland – House Price Statistics) Table 2: Number of homeless applications by year 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Total homeless applications 560 492 480 496 441 579 742 % of households with dependent children 42% 42% 42% 40% 36% 47% 48% % of households with no children 58% 58% 58% 60% 64% 53% 52% Table 3 shows this increase in applications is not consistent across all age bands. The applications received from people aged 18-59 has increased by 35% in 2023/24. Whereas the number of applications made by those aged 16-17 reduced by 38%, with the exception of 2019/20 this is the lowest number of presentations from that age group since 2002. Table 3: Number of homeless applications by year 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 16-17 34 (6%) 29 (6%) 20 (4%) 14 (3%) 23 (5%) 29 (5%) 18 (2%) 18-25 151 (27%) 129 (26%) 111 (23%) 157 (32%) 124 (28%) 141 (25%) 206 (28%) 26-59 355 (63%) 309 (63%) 319 (67%) 303 (61%) 272 (62%) 374 (64%) 486 (65%) 60+ 20 (4%) 25 (5%) 30 (6%) 22 (4%) 22 (5%) 35 (6%) 32 (5%) In Midlothian’s 2022/23 RRTP highlighted a sizable increase in the number of homeless applications from males who are single parents (a 143% increase compared to 2021/22) was reported. During 2023/24 the number of applications from this demographic increased again by 34%. Meeting the temporary accommodation requirements of this group continues to be challenging, with 44 households being placed in unsuitable temporary accommodation in the last six months of 2023/24. The Unsuitable Accommodation Order (UAO) places a legal duty on the Council to move those households within seven days so as not to breach the order. Despite these additional pressures Page 152 of 322
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OFFICIAL Midlothian did not breach the UAO during 2023/24, if the demand for accommodation continues at the same rate during 2024/25 it is likely the Council will breach the UAO. During 2024/25 Midlothian Council will monitor the impact of the changes to homeless legislation introduced in November 2022 regarding local connection. The changes remove the ability for a local authority to refer an unintentionally homeless person to another Scottish local authority. During the first 18 months of these changes’ Officers noticed no obvious impact in Midlothian. However, Officers are now reporting an increase in people approaching the council for assistance seeking alternative options as neighbouring councils struggle to provide accommodation that meets the households needs/wishes. 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 64 on 2022/23 to 79 in 2023/24. 39 of those applications were from female households, 24 of which had children. 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 was the primary reason for seeking assistance from Midlothian Council during 2023/24, with an additional 139 applications compared to the previous year, an increase of 77%. In 2022/23 the majority of applications were made by people following a relationship breakdown, while still accounting for a high proportion of applications presentations for this reason decreased by 18% in 2023/24. There has been a slight increase in the number of applications made after action being taken by the landlord to end a tenancy. This is likely to be as a result of the temporary measures in place through the Cost of Living (Tenant Protection) (Scotland) Act 2022 coming to an end during the year. There was another slight increase in the number of people who gave up secure accommodation, which may reflect a small number of people struggling to sustain their accommodation from an affordability perspective. During 2023/24 16 people seeking homeless assistance reported that they slept rough the night before presenting to Midlothian Council, in the preceding three years no applicants were reported as sleeping rough. This increase is following the introduction of a new IT system which allows for more accurate reporting of those who sleep rough prior to seeking assistance. Table 4: Technical reason for homeless application 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Asked to leave 186 133 102 147 135 180 319 Dispute within household / relationship breakdown: non-violent 86 101 141 151 130 188 154 Dispute within household: violent or abusive 116 77 78 68 54 64 79 Other reason for leaving accommodation / household 25 36 4 6 2 2 30 Fleeing non- domestic violence 1 2 9 9 4 15 28 Other reason for loss of accommodation 44 20 41 47 58 46 25 Other action by landlord resulting in the 38 64 37 10 15 20 24 Page 153 of 322
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OFFICIAL termination of the tenancy Termination of tenancy / mortgage due to rent arrears / default on payments 21 10 13 5 4 5 18 Applicant terminated secure accommodation 6 5 9 2 2 10 14 Overcrowding 11 22 25 24 12 23 14 Discharge from prison / hospital / care / other institution 15 17 13 14 13 12 13 Harassment 3 1 1 4 7 5 12 Loss of service / tied accommodation 3 1 2 0 2 4 6 Forced division and sale of matrimonial home 5 2 5 3 3 3 4 Emergency (fire, flood, storm, closing order from Environmental Health etc.) 0 1 0 6 0 2 2 After the introduction of the RRTP in 2018 Midlothian Council made significant progress in reducing the number of homeless households waiting to be rehoused in Midlothian. Table 5 shows the progress made in those early years of the RRTP with the initial target of reducing the number of open homeless cases to 860 by the end of 2023/24 being exceeded in 2019/20. An ambitious revised target was introduced to reduce open cases to 500 by the end of 2023/24. Due to the rise in presentations reported earlier this target has not been achieved. However, the number of homeless cases closed during 2023/24 remained the same as the previous year. Table 5 shows that the proportion of people who secured some form of permanent accommodation (Scottish Secure or Private Residential Tenancy) continued to increase in 2023/24 from 68% in 2022/23 to 72% in 2023/24. This has largely been achieved through changes to the Council’s Housing Allocation Policy which increased the proportion of lets to homeless households, and the number of properties completed as part of the new build housing programme. The number of people securing a Private Residential Tenancy reduced further in 2023/24, with only six homeless cases being closed after securing a tenancy of that type, reflective of the limited availability of this type of housing with rents which are within Local Housing Allowance rates. This limited availability of alternative affordable housing options in the areas continues to place additional pressures on social housing in Midlothian. Table 5: Number of closed and ongoing homeless cases in Midlothian 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Number of cases closed 563 669 529 536 598 611 611 Number of open cases on 31st March 1082 899 843 802 666 634 765 % closed to LA or RSL tenancy 44% 47% 52% 54% 57% 66% 71% Page 154 of 322
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OFFICIAL % Closed to Private rented accommodation 2% 9% 7% 10% 5% 2% 1% One of the key objectives of Midlothian Council’s 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 6 shows this reduced further in 2023/24 to 63 weeks. The average length of stay in temporary accommodation (Table 7) has also continued to reduce to 45 weeks. Table 6: Average case duration (weeks) 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Average case duration 106 106 108 115 97 80 63 Table 7: Length of stay (weeks) in temporary accommodation 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Average total time in temporary accommodation - - 72 104 75 67 45 Long term, the activities undertaken as part of Midlothian Council’s transformation of services will continue to focus on reducing the time taken to make an offer of permanent housing and reducing the length of time in temporary accommodation. 3. Midlothian Council’s RRTP progress This section provides an update on activities undertaken by Midlothian Council as part of its RRTP during 2023/24. 3.1. Revised housing allocation policy Midlothian Council revised its allocation policy in Spring 2020 as one of the first actions intended to contribute towards the objectives of the RRTP. As noted in Section 2 and in previous years this made a significant contribution to improving outcomes for homeless households in Midlothian. A review of the policy was completed in 2023/24 to ensure it was still addressing the needs of people in Midlothian in the greatest housing need. After consulting stakeholders an updated Housing Allocation Policy was approved by Council in March 2024. The revised policy maintains the target of allocating 60% of void council tenancies to applicants who are on the homeless list. Other changes sought to take a more preventive approach to allocating housing and reducing future need for homelessness assistance including: • Introducing 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 harassment and domestic abuse. • Revising the approach taken to waiting time for those on the homeless list to ensure that the person who has been registered as homeless the longest is offered housing more quickly. • To further integrate 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 result in the average time to close as case to increase in the short term as the number of long-term homeless cases is further reduced. Page 155 of 322
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OFFICIAL 3.2. Updated housing support services contract During 2023/24 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. 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 2023/24 a further 18 people were accepted for Housing First in Midlothian, this means a total of 68 people have been accepted for Housing First since its launch in June 2020. While 10 tenancies have ended for a range of reasons there have been no evictions from a Housing First tenancy in Midlothian. There are 10 people who remain in their Housing First tenancy who are no longer actively receiving support from the support provider, and a further 14 in the ‘step down’ stage of receiving a reducing level of support. Of the 68 people accepted for Housing First 16 are female. 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 8. Table 8: Number of referrals accepted for Housing First by service 2020/21 2021/22 2022/23 2023/24 Total Alcohol/drug services 5 2 5 6 18 Homeless services 3 11 5 6 25 Justice services 1 5 7 2 15 Joint Mental Health Team - 1 1 2 4 Through-care/After-care - 1 - 2 3 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. 27 young people were referred to the service during the first two months, examples of the positive impact made by the service include: • Young people being supported to establish a home after securing their first tenancy, including applying for assistance to furnish the property from a range of source including referrals to sources of assistance not traditionally available to people in Midlothian • Young people supported to set up utility accounts and provided with ongoing support to help with budgeting including setting up payment methods for a range of bills. • Support has been given to prevent young people from accruing rent arrears by providing them with advice on the different payment methods allowing the young person to make an informed decision about the option which works best for them. • Homelessness has been prevented by the provision of mediation between young people and their parents. Enabling the young person to safely return to the family home after a short period in supported accommodation. The Midlothian House Project has been operating since July 2020. The project supports young people leaving care to establish their own home and live connected a fulfilled lives within the local community. Continuing support is provided through the project the ensure longer term tenancy sustainment. Since Page 156 of 322
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OFFICIAL its launch 39 young people have entered the programme, included 11 in 2023/24, and 25 young people are now moved into their home (7 during 2023/24). 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 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. 484 households have had their accommodation converted in this way since 2019 including 139 in 2023/24. 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. Over the last two years it has become increasingly difficult for households to access the private rented sector due to limited availability of properties that are affordable, resulting in just six homeless cases being closed after securing a Private Residential Tenancy in 2023/24. There is some evidence that expanding eligibility for deposit assistance to those seeking housing advice is preventing homelessness as 7 of the 13 households provided with a deposit were not yet recorded as being homeless in the next two months. 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 Page 157 of 322
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OFFICIAL 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 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 2024/25 - 2028/29. 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. Page 158 of 322
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OFFICIAL 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. 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 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 159 of 322
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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 2023/24 Target indicator 2024/25 Resource requirement Comments 1.1 Increase number of Scottish Secure Tenancies allocated to homeless households in Midlothian Midlothian Council, RSLs Ongoing 430 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 1.2 Fully implement updated Housing Allocations Policy Midlothian Council, RSLs Ongoing 56.5% 60% lets to homeless households Existing resources Below target in 2023/24 due to the impact of completed new builds allocated through LLI 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 6 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 This reflects the continued limited availability and increased demand for affordable private rented accommodation. 1.6 Target open market purchases for council housing to areas and property types in demand from homeless households Midlothian Council Ongoing 27 6 purchases in 2024/25, subject to National Acquisition Programme Funding. A reduced target from 12 in previous years. 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 Total – 167 Page 160 of 322
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OFFICIAL The Affordable Housing Supply Programme funding for 24/25 was reduced and finance has been prioritised towards Midlothian Council's New Build Programme. Midlothian Council is self-financing a small programme of six Open Market Purchases in 24/25. The Scottish Government's National Acquisition Programme funding may allow further OMPs once the details of the programme have been released. 1.7 Reduce the average number of weeks taken to close a homeless case Midlothian Council RSLs Ongoing 64 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 1.8 No homeless household will spend longer than 2 years in Temporary Accommodation Midlothian Council, RSLs Ongoing 139 households had their temporary accommodation converted to a permanent tenancy in 2023/24 All households who have been in their current temporary accommodation for nine months or more have been offered this opportunity, where the 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 Page 161 of 322
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OFFICIAL property is suitable. 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 2023/24 Target indicator 2024/25 Resource requirement Comments 2.1 Ensure no breaches of the Unsuitable Accommodation Order Midlothian Council Ongoing 0 0 Existing resources 2.2 Reduce the average time spent in emergency family accommodation. Midlothian Council Ongoing 65 days Families will spend no longer than 28 days in emergency accommodation - 2020/21 – 36 2021/22 – 34.9 2022/23 – 60 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 N/A N/A Existing resources Initial review of staffing resources at each accommodation unit completed as part of procurement exercise in 2024. This will be monitored as part of the contract with the support provider. Page 162 of 322
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OFFICIAL Further comprehensive review of support accommodation commencing in Autumn 2024. 2.4 Ensure full compliance with the Temporary Accommodation Standards Framework published in April 2023 Midlothian Council, Third Sector, H+SC Partnership 2023/24 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 2.5 Improve tenant satisfaction with the quality of temporary accommodation Midlothian Council Ongoing 92.5% 226 Surveys were completed, 209 were either very satisfied or fairly satisfied. 85% Existing resources 2022/23 – 72 surveys completed, 49 (68%) responded as very satisfied or fairly satisfied. 2.6 Consider the recommendations of the Supported Housing Task and Finish Group and explore feasibility/possible options in Midlothian. (Regarding supported accommodation for the small proportion of people who are unable to live in mainstream housing.) Midlothian Council, Third Sector, H+SC Partnership 2025/26 - - Existing resources Outcome 3: Homeless households with support needs are supported to access and sustain permanent accommodation What Actions are planned Lead Partners Timescale Current indicator 2023/24 Target indicator 2024/25 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 2% % of applicants who slept rough the night before applying 0% Existing resources 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 Midlothian Council, H+SC Partnership Ongoing 18 People supported into accommodation during 2023/24 Up to 20 new housing first tenancies established a year* Yes – see page 22 Due to a high turnover a staff in the support service during Jan/Feb 2024 a reduced number of people were Page 163 of 322
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OFFICIAL needs to access and sustain permanent housing. accepted into the project to ensure the focus remained on tenancy sustainment. *Number of tenancies created will continually be reviewed to ensure tenancy sustainment is prioritised. 3.3 Complete full review of Housing First in Midlothian with a view to creating a long-term sustainable model of delivery that can be mainstreamed. Midlothian Council H+SC Partnership Complete Review completed as part of the Homeless/Tenan cy Support services contract. Resulting in Housing First being funded by Midlothian Council for the duration of the contract. A long-term model for Housing First is in place for 2023/24 Existing resources 3.4 Complete review of tenancy support provision to ensure it meets the needs of the Housing/Homeless/Arrears teams with a focus on tenancy sustainment and homeless prevention Midlothian Council Complete Review completed as part of the Homeless/Tenan cy Support services contract. Ensuring focus on tenancy sustainment, reducing poverty and providing services from a trauma informed perspective. N/A Existing resources 3.5 Develop an Equally Safe Housing and Homeless policy Midlothian Council Complete - - - Further review to be completed when relevant sections of the Housing (Scotland) Bill 2024 are enacted. Page 164 of 322
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OFFICIAL 3.6 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 3.7 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 provided with accommodation on release from prison 100% Percentage of people identified as having no accommodation available on release are provided with accommodation on release from prison 100% 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. 3.8 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’. 3.9 Develop and procure a dedicated Youth Prevention and Support Service Midlothian Council Complete Youth Homeless Prevention and Support Service launched in Feb 2024. Youth homeless support service in place Yes – see page 22 On going monitoring through contract Outcome 4: Housing options and support are in place to prevent homelessness What Actions are planned Lead Partners Timescale Current indicator 2023/24 Target indicator 2024/25 Resource requirement Comments 4.1 Reduce the number of open homeless cases Midlothian Council, RSLs By 2023/24 765 500 Existing resources *Exceeds original RRTP target of 860 by 2023/24, but an increase from Page 165 of 322
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OFFICIAL 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 13 households provided with deposit assistance 45 Households provided with deposit assistance Yes – see page 22 Reduced from 18 in 2022/23 reflective of the challenges accessing the private rented sector described in Section 3. Although demonstrates the preventative approach taken to provided assistance. 4.4 Continue to provide housing education courses in Midlothian Secondary Schools Midlothian Council Ongoing 4 School talks completed during 2023/24 All secondary schools have housing education on curriculum Existing resources School talks will be completed by the Youth Homeless Support Service for the duration of the contract. 4.5 Ensure a person-centred approach is taken to the delivery of all housing options, homelessness and tenancy management functions by having a trauma informed workforce. Midlothian Council, H+SC Partnership, NHS Lothian Ongoing Continued roll out of training. 100% of Homelessness, Housing and Temporary accommodation officers have received trauma informed training. Existing resources 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 Page 166 of 322
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OFFICIAL staff within Communities and Lifelong Learning, and Support Assistants who support Housing Services. 4.7 Continue work with the Edinburgh, Lothian’s and Border 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 2024/25 Monitoring framework to be developed. Reducing percentage of section 11 notices that result in a homeless presentation. Existing resources Not progressed in 2023/24 due to staffing resources and pressures on HML service 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 2024/25 Monitoring framework to be developed Reducing percentage of section 11 notices that result in a homeless presentation. Existing resources Not progressed in 2023/24 due to staffing resources and pressures on HML service 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 2 Households discussed at the forum have been evicted for arrears during 2023/24 Reducing number of evictions that result in a homeless presentation. Existing resources Improved monitoring of outcomes to be implemented during 2024/25. 4.11 Develop pathways to prevent homelessness for groups who are predictably at highest risk of becoming homeless including, Midlothian Council 2024/25 Equally Safe Housing and Homeless Policy in place. - 1 FTE Grade 6 officer. See page 22 Page 167 of 322
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OFFICIAL 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 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. 4.13 Monitor the effectiveness of prevention activities as set out in Single Midlothian Plan. Midlothian Council Ongoing 30% 55% Existing resources 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. Midlothian Council Ongoing - - Existing resources Page 168 of 322
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OFFICIAL libraries, GP surgeries, Local Job Centre Plus 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 Develop a Midlothian Homeless Monitor Framework to measure impact of RRTP work, pressures on homelessness/housing and to identify opportunities for prevention Midlothian Council 2024/25 - Monitoring framework is in place Existing resources 4.17 Introduce a revised framework to monitor quality/consistency of decision making and housing options work undertaken to prevent homelessness Midlothian Council 2024/25 - Monitoring framework is in place Existing resources 4.18 Review Mutual Exchange process to improve customer journey, reduce staff time processing applications and reduce number of unsuitable applications received. Midlothian 2024/25 - - Existing resources Page 169 of 322
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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 2023/24 RRTP – Coordinator 0.5 FTE £23,944 Housing First co- ordinator 0.25 FTE £13,040 Crisis Intervention Fund £30,000 Private Rented Deposit Scheme £32,000 1 FTE grade 6 officer £37,158 Housing Options Training Toolkit £1,244 Youth Prevention and Housing Support Service £184,660 Total £322,047 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 Midlothian House 40-46 Buccleuch Street Dalkeith EH22 1DN 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 170 of 322
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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 2023. 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. Page 171 of 322
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OFFICIAL Appendix 1 Scottish Government Ending Homelessness Together Fund 2023/24 Monitoring Report Page 172 of 322
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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. An additional question which aims to capture how RRTP funding is improving efficiency and achieving value for money has been added to the template for the 2023/24 reporting period. This year’s return will report on the final year of the original five-year RRTP period. We have asked five questions which ask local authorities to provide qualitative information to capture an overview of rapid rehousing transition plan (RRTP) progress and challenges between 2019-2024. 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 2023-2024 and updated EQIA by 11 October 2024 to: RapidRehousingTransitionPlansMailbox@gov.scot. Page 173 of 322
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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. • 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 has been able to reduce the average time taken to rehouse homeless households from 106 weeks in 2018/19 to 63 weeks in 2023/24. A variety of RRTP activities have contributed to achieving this including. • A revised Housing Allocation Policy which increased the proportion of lets made to those on the homeless list to 60%, encouraged homeless applicants to consider an increased number of areas where council housing is more readily available and more property types. • Introducing a model of Housing First which provides permanent housing for homeless people with long term recurring instances of homelessness, whose experience of homelessness is compounded by multiple and 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. • In the early stages of the RRTP Midlothian Council was able to make good use of the private rented sector with an increased number of homeless households securing this type of accommodation. Due to a lack of affordable accommodation in this sector this number has reduced in the last two years. Number of homeless households securing private rented accommodation by year 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 58 39 56 31 15 6 Page 174 of 322
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OFFICIAL How has implementation of your RRTP affected the numbers of households in temporary accommodation and the time spent there? Due to 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 days in 2023/24. Many of the activities referenced as helping to speed up the process of rehousing homeless households also contribute to this. The activities described below provide additional support to reduce the time spent in temporary accommodation. • Since 2019, 368 households have had their temporary accommodation converted to a permanent Scottish Secure Tenancy, including 139 in 2023/24. 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 declined the opportunity to have 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? As part of its RRTP Midlothian Council committed improving the quality of temporary accommodation provided to homeless people, including a commitment to end 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 the 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. • 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: • Increased demand for homelessness assistance in 2022/23 and 2023/24, with a 68% increase in the number of homeless applications received since 31st March 2022. Page 175 of 322
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OFFICIAL • An 18% increase in the number of households in temporary accommodation at the end of the 2023/24. • 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. Details of funding recipient Local authority Midlothian Council Reporting period 01/04/2023 to 31/03/2024 Reporting officer Matthew McGlone Position Housing Options Development Officer Date completed Total RRTP funding carried over from 2022-23 £229,231.17 RRTP funding received for 2023-24 £113,941 RRTP spend 2023-24 £71,064.31 Total RRTP funding carried over to 2024-25 £272,107.86 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 2023/24 a further 18 people were accepted for Housing First in Midlothian, this means a total of 68 people have been accepted for Housing First since its launch in June 2020. While 10 tenancies have ended for a range of reasons there have been no evictions from a Housing First tenancy in Page 176 of 322
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OFFICIAL Midlothian. There are 10 people who remain in their Housing First tenancy who are no longer actively receiving support from the support provider, and a further 14 in the ‘step down’ stage receiving a reducing level of support. Of the 68 people accepted for Housing First 16 are female. Midlothian Council ensured 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) - Justice - Children and Families - Joint Mental Health Team Care Support Scotland (formerly WithYOU) 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 2023/24: £ SG RRTP funding Local authority funding Other £72,125.59 - - 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. Page 177 of 322
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OFFICIAL • 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 2024/25: £ SG RRTP Funding Local Authority funding Other - £83,534 - 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 included the provision of Housing First as one of the ‘lots’ in a wider procurement exercise for all of its housing and homeless support services. As part of this Midlothian Council took steps to fund the delivery of the housing first support service Homelessness budget for the duration of the contact. While this means Housing First will not be dependent on external funding for the duration of the contract it has only been possible to fund the service at its current level. At present there has been no impact on the number of new Housing First tenancies created. However, if the number of people receiving ongoing support continues to increase it is likely we would be unable to accept new people into the service at the same rate without additional funding to increase capacity. Page 178 of 322
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Midlothian Council Tuesday 8 October 2024 Item No 8.5 Midlothian Council’s Housing Services Assurance Statement 2024 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 (SHR) by 31 October 2024. 2 Purpose of Report/Executive Summary To comply with the Scottish Housing Regulator’s 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 standards and outcomes. Following Council approval, the AAS will be published on the SHR and Midlothian Council’s websites. Date 13th September 2024 Report Contact: Claire Douglas, Housing Services Manager 0131 271 6685 Email: Claire.Douglas@midlothian.gov.uk Page 179 of 322
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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 current framework came into force in April 2019, and it requires all social landlords to submit an AAS providing assurance that their organisation complies with the relevant requirements of Chapter 3 of the framework. 3.4 The AAS provided at Appendix 1 replaces the AAS submission for 2023 approved by Council on 10th October 2023. 3.5 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. 3.6 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 2024) and a 2023 report to tenants. 3.7 During 2023/4 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 March 2024/25 details; to assess the risk to people who are threatened with or experiencing homelessness. Midlothian Council is to focus on the assessment of homelessness applications, the provision of appropriate temporary accommodation and the outcomes of people who are homeless. 3.8 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 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. Page 180 of 322
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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. 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 B – Annual Assurance Statement Appendix C – Annual Assurance Statement Assessment of Compliance Page 181 of 322
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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: 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 x 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 x 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 support 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. Page 182 of 322
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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. A.7 Adopting a Preventative Approach Not applicable. A.8 Supporting Sustainable Development Not applicable. Page 183 of 322
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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 2024 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 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 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 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 8 October, 2024 Signed: Date of Signing: Councillor Stuart McKenzie, Cabinet Member for Housing Services Page 185 of 322
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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. Committee Report and Appendices. The AAS is published on the Council website at http://www.midlothian.gov.uk/info/917/housing/323/housing_strategy_and_pe rformance and can be provided in other formats as requested. Completed and published 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 also met with SHR on 25th July 2024. Governance of the Assurance Statement Executive Director has regular meetings with the housing portfolio elected member 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 Scottish Housing Network benchmarking and annual presentation. Regular meetings held with the Housing portfolio elected member 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. SHN 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 Safety Team is supported by contractors to 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 Safety testing is carried out as required. We have implemented a new recorded for Electrical Safety tests, increasing compliance for EICRs. The Rapid Rehousing Transition Plan sets out our priorities for Homelessness Service. Our mixed temporary accommodation stock meets the needs of the households. Numbers of Homelessness is increasing along with the demand for Temporary Accommodation, with each day a challenge to ensure the Council meets the UAO. Full compliance of all EICRs is anticipated 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 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 Commissioner's Office as a purpose for which they are acquiring data under the Data Protection Act 2018 We comply and submit information as required. Page 187 of 322
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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. Published on the SHR website. 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 preferences. 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_strat egy_2024-2027 Funding is provided to support tenant participation and engagement. Feedback from homeless service users has shaped the Council's RRTP in respect of further transforming services. Ongoing tenants walkabouts, forums, community meeting continue to ensure tenants and service users views are heard and inform priorities for the Housing Service development. 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. 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 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. Information is included in newsletters are available online and promoted via social media. 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 of the Charter data, Scottish Housing Network benchmarking data, Homelessness statistics. 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 this will be 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 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 will provide annual reminder information on reporting significant performance failures. Page 188 of 322
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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). 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. 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 tenant newsletter provides 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. Our system holds templates outlining Stage 1 and Stage 2 and how to escalate to the SPSO appropriately. 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. With this data, we have recently created a new complaints team to ensure quick resolution and turnaround. 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 of that represent all the protected characteristics, to establish arrangements to encourage feedback on future policies, plans, strategies. 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. September 2023 transferred all of our data to a new Housing Management system which has the ability to record all protected characteristics in line with Data protection regulations. Page 189 of 322
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Midlothian Council Tuesday 8 October 2023 Item No 8.6 Midlothian Strategic Housing Investment Plan 2025/26 - 2029/30 Report by Kevin Anderson, Executive Director - Place Report for Decision 1 Recommendations Council is recommended to approve the Strategic Housing Investment Plan (SHIP) 2025/26 – 2029/30, which will be submitted to the Scottish Government in October 2024 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) 2025/26 – 2029/30, which details the priorities for investment in new affordable housing in Midlothian. Date: 8 October 2023 Report Contact: Fiona Clandillon, Head of Development email: fiona.clandillon@midlothian.gov.uk Page 191 of 322
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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 297 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, it also records a 66% increase in the number of households on the waiting list between 2021 and 2024. Despite significant levels of investment in new housing, there is still a shortage against the demand for affordable housing in Midlothian with 6517 households now on the Council’s Housing List. 3.4 Midlothian Council has 12 projects named in the SHIP which are not yet on site. Partner Registered Social Landlords (RSLs) have an additional 38 projects listed in the SHIP which are not yet on site. Some of these projects contain several phases of development, each having its own prioritisation and SHIP entry. 3.5 A total of £158.975 million of Scottish Government grant funding will be required by the Council and RSLs to deliver the identified units over the next five years. This is a decrease of £10.165 million from the previous Strategic Housing Investment Plan. 3.6 The number of Midlothian Council new build properties to be built over the course of the SHIP is 732 with an additional 30 properties bought via the Open Market Purchase Scheme. The number of RSL new build properties planned over the same period is 1,350. Overall, the SHIP aims to deliver 2,082 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 programmes reported by the Registered Social Landlords has increased and overall SHIP numbers have increased by 47 units. Table 1: Changes re SHIP 24/25 and SHIP 25/26 Page 192 of 322
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Midlothian Council New Build Programme Registered Social Landlord(s) New Build Programme Total number of new build affordable homes (MC + RSLs) SHIP 2024/25 - 2028/29 832 1203 2035 SHIP 2025/26 - 2029/30 732 1350 2082 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) with the Scottish Government was reduced by 20% in 24/25 to £8.470m (which includes an additional £471k from the National Acquisition Programme). The projects which are of the highest priority in the SHIP are deliverable within current financial restraints and are scheduled for Scottish Government funding approval. The remaining projects are not current Scottish Government funding priorities however prioritisation will continue to influence funding approvals for future Midlothian Resource Planning Assumptions. Scottish Government Resource Planning Assumption ‘carry forward’ limits for 2025/26, 2026/27 and 2027/28 will be 80/60/40 per cent respectively of the 24/25 RPA e.g. 80% of the funding for 2025/26 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 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. As per Midlothian Council’s Mixed Tenure Strategy, alternative models of affordable housing will be considered to ensure units continue to be delivered. 4.2 Digital N/A 4.3 Risk Were the development of new affordable housing not supported the level of housing need will increase with negative consequences for Page 193 of 322
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Midlothian’s communities. Similarly as is referenced in the separate reports on the council agenda for the Annual Housing Assurance Statement and the Rapid Rehousing Transition Plan, there is a risk in potentially breaching our statutory requirements in housing and homelessness services. 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. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 194 of 322
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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 x Sustainable Transformational x Preventative x Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you x 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 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 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. 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 Page 195 of 322
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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 2025/26- 2029/30 are scheduled to meet greener standards. Page 196 of 322
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1 Midlothian Council Strategic Housing Investment Plan 2025/26 - 2029/30 Page 197 of 322
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2 Front page photographs Top: Completed homes by Midlothian Council, Campview Bottom: Completed homes by Melville Housing Association in Penicuik Page 198 of 322
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3 Contents 1 Introduction and Strategic Links ................................................................................................. 5 Housing to 2040 ................................................................................................................ 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 ............................................................................................ 7 Social Housing Demand .................................................................................................... 7 Affordable Housing Development in Midlothian ............................................................... 11 Open Market Purchases .................................................................................................. 12 Open Market Shared Equity ............................................................................................ 13 Mid-Market Rent (MMR) .................................................................................................. 14 3 Partnership Working .................................................................................................................. 14 Health and Social Care .................................................................................................... 15 Edinburgh and South East Scotland City Region Deal ..................................................... 16 Edinburgh & South East Scotland Regional Delivery Alliance .......................................... 16 Town Centre Regeneration .............................................................................................. 17 4 Investment Priorities and Resources ...................................................................................... 18 Council Development Priorities ........................................................................................ 19 RSL Development Priorities ............................................................................................. 20 Addressing Potential Development Constraints ............................................................... 23 Scottish Government Affordable Housing Supply Funding Required ............................... 24 Specialist Housing ........................................................................................................... 24 Midlothian Council Resources ......................................................................................... 25 Commuted Sums ............................................................................................................. 25 Empty Homes, Second Homes and Council Tax Discounts ............................................. 25 Gypsy Traveller Accommodation ..................................................................................... 26 Non-Traditional Financial Models of Development ........................................................... 27 Housing Infrastructure Fund ......................................................................................... 27 5 Conclusion ................................................................................................................................... 28 Equality Impact Assessment (EIA) and Strategic Environmental Assessment ................. 28 Appendix 1: SHIP Project Tables .................................................................................................... 29 Page 199 of 322
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5 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. 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 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 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. Page 201 of 322
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6 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 purchase of three new build properties via the Ukrainian Resettlement Scheme • The Open Market Purchase Scheme in 24/25 will focus on properties for larger families who require 3+ bedrooms 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. Table 2.1: Main Settlements in Housing Sub Market Areas Midlothian West (A) Penicuik, Loanhead, Bilston, Roslin, Straiton, Auchendinny Midlothian East (B) Dalkeith, Bonnyrigg, Gorebridge, Rosewell, Mayfield, Easthouses, Pathhead, Newtongrange, Danderhall/Shawfair 1 Child Poverty Action Reports | Child Poverty Action Report Year 5 (22/23) (midlothian.gov.uk) Page 202 of 322
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7 Figure 2.1: 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. Housing Tenure in Midlothian The most common housing tenure in Midlothian is owner occupied housing (67%) followed by social rented housing by the council or housing association (24%). In addition private rented homes comprise 8% of the housing stock.2 Social Housing Demand An analysis of social housing in Midlothian shows: • There are 7,170 Council homes in Midlothian. The majority of stock has two bedrooms (3,905 homes), followed by properties with three bedrooms (1,938 2 Supporting documents - Scottish Household Survey 2022: Key Findings - gov.scot (www.gov.scot) Page 203 of 322
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8 homes). There are fewer properties with one bedroom (990 homes) and 4 or more bedrooms (337 homes). • There are currently 3,489 RSL properties in Midlothian. Table 2.2 below, shows how many properties each landlord has. • 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 (21% and 62% accordingly) whilst only 17% of applicants require 3 and 4 bed homes (12% and 5% accordingly). Table 2.2: Number of Registered Social Landlord (RSL) properties in Midlothian3 Registered Social Landlord (RSL) Number of properties Melville Housing Association 2017 Castle Rock Edinvar Housing Association 1075 Bield Housing Association 116 Dunedin Canmore Housing Association 164 Trust Housing Association 35 Viewpoint Housing Association 34 Blackwood Housing Association 23 Link Housing Association 20 Ark Housing Association 5 Total 3489 3 Scottish Housing Regulator August 2024 Page 204 of 322
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9 Chart 2.1 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 2026’4 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. Chart 2.1: Waiting list demand by bedroom size Chart 2.2 below, shows the number of council lets in recent years. It shows that between 2015/16 and 2023/24 allocations have 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. 4 Executive Summary - Best Start, Bright Futures: tackling child poverty delivery plan 2022 to 2026 - gov.scot (www.gov.scot) Chart 2.1: Midlothian Council waiting list demand by bedroom size 1 bedroom 2 bedrooms 3 bedrooms 4 bedrooms Page 205 of 322
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10 Chart 2.2: Midlothian Council Lettings Chart 2.3 shows that the number of households on Midlothian Council waiting lists increased by 66% between 2021 and 2024. The ‘Choice’ waiting list (where there is no housing need but a preference to move) was removed in 2020 which resulted in a sharp reduction in waiting list numbers rather than a lessening of demand for social housing which is evident in the number of households currently waiting for housing. 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. Chart 2.3: Number of Households on Midlothian Council Housing List 2018 – 2024 0 100 200 300 400 500 600 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 No. of Midlothian Council lets 0 1000 2000 3000 4000 5000 6000 7000 2018 2019 2020 2021 2022 2023 2024 No. of households on Midlothian Council waiting lists Page 206 of 322
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11 Chart 2.4 below shows the number of homeless applications received by Midlothian Council since 2015/16. It clearly shows a 68% increase in the number of applications received between 2021/22 and 2023/24. This dramatic increase has been evidenced across all demographics and is synonymous with the nationwide housing affordability and cost of living crises. Chart 2.4: Number of Homeless Applications per 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 1,603 council homes have been built, and a total of 2,253 council and RSL affordable units have been built overall. It should be noted that these figures report completions by calendar year up to March 2024 and don’t include open market purchases or shared equity purchases which have been recorded seperately. 0 100 200 300 400 500 600 700 800 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24No. of Homeless Applications Page 207 of 322
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12 Table 2.3: New Affordable Housing in Midlothian since 20065 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 Total 1603 650 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. In previous years Midlothian Council received Scottish Government funding towards the scheme however a reduced Affordable Housing Supply Programme budget in 2024/25 has meant that Open Market Purchases in this financial year will be funded solely by the Council. The number of purchases will be far lower as a result. Table 2.4 below details the number of Open Market Purchases carried out in recent years. 5 Housing statistics quarterly update: new housebuilding and affordable housing supply - gov.scot (www.gov.scot) Page 208 of 322
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13 Table 2.4: Number of Open Market Purchases6 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 Total 145 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 Midlothian7 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 Total 770 6 Midlothian Council Housing Strategy and Performance statistics 7 Scottish Government More Homes Division Page 209 of 322
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14 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 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. 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. Page 210 of 322
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15 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). 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, available here: What we do Information - Midlothian Health and Social Care Partnership Page 211 of 322
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16 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 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 in addressing housing need with the 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 to increasing the use of offsite construction methods. • Establish 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 To take forward the opportunity to increase the use of offsite construction methods, the Edinburgh & South East Scotland Regional Delivery Alliance seeks to create a programme of housing that will be delivered to standardised typologies and performance standards with the use of offsite construction processes for a pipeline of sites across the city region. Midlothian Council undertook a review of its garage and lock up sites as a potential source of future housing sites. From this review, and a wider look at land in Council ownership that had potential for housing development, a number of sites were put forward for further assessment as part of the feasibility stage of the Regional Delivery Alliance. The approximate capacity of the suitable Midlothian sites is 11 homes, within an overall regional pipeline of 141 homes. Midlothian Council has entered into a Memorandum of Understanding to embed collaborative working across this programme. The pipeline sites have been procured appointing a single Contractor using existing framework options and are now in pre-construction phase. Page 212 of 322
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17 Table 3.1 contains details of the proposed Housing Demonstrator sites in Midlothian. Table 3.1: Proposed Housing Demonstrator sites in Midlothian Site name Location Approx No. of homes Build type Eastfield Drive Penicuik 4 Houses/Cottage Flats Lyne Terrace Penicuik 7 Houses/Cottage Flats At this stage, these sites are being assessed for suitability for housing development before they form a confirmed part of the affordable housing supply programme. A catalogue of agreed housing design typologies has been developed, which will deliver a certain performance standard, aiming to achieve net zero. However, these typologies are not designed to deliver homes to a passivhaus standard, which should be noted. Discussions are ongoing regarding how we could achieve an energy performance as close to passivhaus standard as possible using off site manufacture. A contractor for these sites has been procured by Midlothian Council in partnership with other housing authorities in the region. The route to procurement and timing was co-ordinated to achieve economies of scale, on the basis that the contractor will respond to a series of co-ordinated procurements across the region. If a collective approach is not viable the sites will be progressed by Midlothian Council in the use of offsite construction. The nature of the off-site / mass customisation methodology to be used to deliver these homes will be determined by the contractor. Alternative approaches for the future use of other garage or lock up sites which are currently underused will also be taken forward. This will include options such as demolition, sale or re-use for other purposes. 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 centre, a New Future for Scotland’s Town Centre was published in February 2021 by the Scottish Government. This and NPF4 support town centre living (TCL) and recognised 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 Dalkeith8 and Newtongrange9 town centres to provide 8 Have your say: Dalkeith Town Centre Regeneration | Creating a fresh vision for Dalkeith town centre | Midlothian Council 9 Newtongrange and Stobhill and Lady Victoria | Masterplans | Midlothian Council Page 213 of 322
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18 more and better housing, enhance their role as 20 minute neighbourhoods and realise greener buildings and town centres in order 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 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 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. 1-5 Constraints Issues such as Section 75 requirements that have yet to be resolved would be given a lower score. 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 particular needs housing, mixed tenure development e.g. shared equity. 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. 1-5 Table 4.2: Area Project Prioritisation Score Rank Area Points 1 Bonnyrigg/Lasswade/Poltonhall Loanhead, Newtongrange, Danderhall/Shawfair Small Settlements including Pathhead, Roslin, Rosewell, Bilston 5 2 Dalkeith, Penicuik 4 3 Gorebridge, Mayfield/Easthouses 2 Page 214 of 322
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19 Housing Need Land Availability Ability to Start on Site Constraints Equalities Needs Environmental Impact Total Plot AA2/AA3, Newton Church Road, Millerhill, (Bellway): T36399 5 5 5 5 4 3 27 Edmonstone Road, Danderhall: P43720 5 5 3 4 4 3 24 Church Halls, Newtongrange (MC): P43742 4 5 3 4 3 5 24 Main Street, former swimming pool, Newtongrange (MC): P47183 5 4 3 3 4 5 24 Open Market Purchases 5 3 3 5 3 4 23 Lyne Terrace, Penicuik, Regional Delivery Alliance (formerly EHD): P43740 4 4 3 3 3 5 22 Eastfield Drive, Penicuik, Regional Delivery Alliance (formerly EHD): P43740 4 4 3 3 3 5 22 Auchendinny (Bellway): P43835 5 3 3 4 4 3 22 Plot P,Shawfair, (Lovell Homes): P43738 5 3 3 3 3 4 21 Rullion Road, Penicuik (MC): P46386 4 5 3 4 4 4 24 Lingerwood (Springfield): P41724 5 3 3 3 4 3 21 2027/28 2028/29 Craighall Village, Millerhill (Cala): P43739 5 3 3 3 3 4 21 2029/30 2025/26 Projects 2026/27 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. Council Development Priorities The table below sets out the priorities for proposed Council projects over the next 5 years. Key notes: • 12 development projects are proposed by Midlothian Council over the next 5 years. • Projects which are currently onsite do not need to be prioritised as they are already in the process of being built. • 6 of the remaining 12 projects are considered high priority while 6 are medium priorities. There are no projects judged to have a low priority. Table 4.3: Council Housing Development Priorities Page 215 of 322
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20 RSL Development Priorities The table below sets out the priorities for proposed RSL projects over the next 5 years. It should be noted that each RSL prioritised their proposed sites using Midlothian Council guidelines. Key notes: • 26 development projects are proposed by RSLs over the next 5 years. • Some of these projects contain several phases of development, each having its own prioritisation and SHIP entry. • Projects which are currently onsite do not need to be prioritised as they are in the process of being built. • 11 of the remaining 26 projects are high priority while 15 scored as medium priority. No projects scored with a low priority. • 5 RSLs have indicated their plans to develop during this period including: - Castle Rock Edinvar (11 projects) - Melville Housing Association (7 projects) - Dunedin Canmore Housing Association/Wheatley Homes (6 projects) - Link Housing Association (1 project) - Viewpoint Housing Association (1 project) Page 216 of 322
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21 Table 4.4: RSL Housing Development Priorities Housing Need Land Availability Ability to Start on Site Constraints Equalities Needs Environmental Impact Total Dalhousie South Ph2 (Wheatley Homes HA) 5 4 5 5 4 3 26 Cauldcoats Phase 1 (Castlerock Edinvar HA) 5 4 3 4 5 4 25 Auchendinny Phase 1 (Wheatley Homes HA) 5 4 5 4 3 3 24 Shawfair R1/R2 - Social Rent (Castlerock Edinvar HA) 5 4 3 4 3 4 23 Shawfair Woolmet W2 - Phase 1 (Castlerock Edinvar HA) 5 4 3 4 3 4 23 Newbattle High School Site B (Melville HA): P41772 2 5 4 4 3 4 22 Bilston Phase 3, Taylor Wimpey (Melville HA) 5 3 3 3 4 3 21 Thornybank (Link HA) 4 2 2 2 5 4 19 Dalhousie South Ph3 (Wheatley Homes HA) 5 4 5 5 3 3 25 Cauldcoats Phase 2 (Castlerock Edinvar HA) 5 4 3 4 5 4 25 Shawfair Woolmet W1 - Phase 2 & 3 (Castlerock Edinvar HA) 5 4 3 4 3 4 23 Bannock Wood West, Bonnyrigg, Taylor Wimpey (Melville HA) 5 3 3 3 4 3 21 Land at end of Old School Crescent, Mayfield Phase 1 (Melville HA) 2 5 3 3 5 4 20 Penicuik, Wellington School, Lochay Homes (Wheatley Homes HA) 4 3 3 4 3 3 20 Glenesk (Viewpoint HA): T36514 4 5 4 3 5 5 26 Cauldcoats Phase 3 (Castlerock Edinvar HA) 5 4 3 4 5 4 25 Land at end of Old School Crescent, Mayfield Phase 2 (Melville HA) 2 5 3 3 5 4 22 Lothian Drive, Easthouses Phase 1 (Melville HA) 2 5 3 3 5 4 22 Shawfair TC North Bellway Plots F1 to F4 (Castlerock Edinvar HA) 5 3 3 4 3 4 22 Shawfair Town Centre (Rettie) Plots K2, 6 & 7 (Castlerock Edinvar HA) 5 3 3 4 3 4 22 Redheugh, Gorebridge Phase 1 (Castlerock Edinvar HA) 2 4 3 3 3 4 19 Lothian Drive, Easthouses Phase 2 (Melville HA) 2 5 3 3 5 4 22 Redheugh, Gorebridge Phase 2 (Castlerock Edinvar HA) 2 4 3 3 3 4 19 Shawfair Town Centre, Avant (Wheatley Homes HA) 5 2 2 3 3 3 18 Old Craighall Road, Shawfair (Wheatley Homes HA): P41836 5 2 2 3 3 3 18 2029/30 Cauldcoats Phase 4 (Castlerock Edinvar HA) 5 4 3 4 5 4 25 2026/27 Projects 2027/28 Projects 2028/29 2025/26- Projects Page 217 of 322
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22 Given the reduction in the Affordable Housing Supply Programme budget, the projects in the following table are of the highest priority in the SHIP; they are deliverable within current financial restraints and are scheduled for Scottish Government funding approval. The remaining projects are not current Scottish Government funding priorities however prioritisation will continue to influence funding approvals for future Midlothian Resource Planning Assumptions. Table 4.5 SHIP 2025/26 – 2029/30 Highest Development Priorities Developing Landlord Project Scheduled site start No. of units SG Funding required10 Midlothian Council Polton Street, Bonnyrigg, Complex Care: P41758 On site 46 £3.176m Midlothian Council Newton Church Road, Danderhall, former leisure centre: P43833 2025/26 23 £0.548m Melville Housing Association Newbattle High School, Site B: P41772 2025/26 28 £1.815m Wheatley Homes Auchendinny, Phase 1 (Bellway) 2025/26 24 £1.920m Scottish Government Resource Planning Assumption ‘carry forward’ limits for 2025/26, 2026/27 and 2027/28 will be 80/60/40 per cent respectively of the 24/25 RPA e.g. 80% of the funding for 2025/26 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 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. 10 This does not include funds which may have already been claimed e.g. acquisition payments Page 218 of 322
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23 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, a number of 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 which has resulted in developing landlords ‘front funding’ sites until further Scottish Government funding is available. • Uncertainty surrounding future Resource Planning Assumption provision. • Obtaining required Planning Approval. • Rising inflation and the cost of materials and labour. • A diminishing number of Midlothian Council owned sites mean that many future sites will be controlled by a third party. • Building and Procurement Constraints. • 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. • As per Midlothian Council’s Mixed Tenure Strategy, alternative models of affordable housing will be considered to ensure units continue to be delivered e.g. Golden Share, section 75 commuted sums. • Maximising National Acquisition Programme funding for Open Market Purchase Scheme • Wider procurement procedures for Regional Delivery Alliance Page 219 of 322
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24 Scottish Government Affordable Housing Supply Funding Required The Strategic Housing Investment Plan details potential sites for 2,082 new affordable homes to be built between 2025/26 and 2029/30, of which: • House types: 1,865 are general needs homes and 217 are specialist provision homes. • Built form: 2,052 will be new build housing and 30 will be ‘off the shelf purchases’ • Tenure type: 732 homes will be council housing and 949 will be social rented housing by an RSL, 14 will be Low Cost Home Ownership – Shared Equity housing by an RSL and 387 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. • 223 units will be developed in sub-area A (Midlothian West) • 1,829 units are to be developed in sub-area B (Midlothian East). A total of £158.975 million of Scottish Government grant funding is required by the Council and RSLs to deliver the identified units over the next 5 years: • The year which requires the most grant funding is 2026/27, with a requirement of £38.593 million. • 732 of the units will be new Council housing requiring £42.220 million grant funding. • 1,350 of the units will be RSL housing requiring £116.755 million Government funding. • The required level of grant funding to deliver this number of units greatly exceeds the stated level of funding available. Council Officers will continue to discuss resource requirements with the Scottish Government to ensure that projects receive appropriate levels of grant funding. Specialist Housing • The Strategic Housing Investment Plan includes sites which will deliver 217 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) 11 Housing strategy documents | Wheelchair Accessible Housing Targets 2022/23 - 2026/27 (midlothian.gov.uk) Page 220 of 322
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25 • 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. 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. To date, £7,885,215.43 has been used in this way. In 2023/24 no commuted sums were received from private housing developers. 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. Page 221 of 322
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26 The most recent data indicates a total of £66,232.82 was raised between 2016/17 and 2022/23 which is being used to support Midlothian’s New Build Council Housing Programme12. Midlothian Council does not have a dedicated ‘Empty Homes Officer’ and therefore advocates 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 4.5 below, illustrates the number of long-term empty13 and second homes in Midlothian during the same period and compares them to the Scottish average. It is evident that Midlothian has very few long-term empty properties and second homes; in 2023 the figures for Midlothian were just 29% and 7% of the Scottish average respectively. Table 4.6: Number of Second and Long Term Empty Properties 2020-202314 2020 2021 2022 2023 No. of long term empty properties (Midlothian) 388 379 359 423 No. of long term empty properties (Scottish average) 1479 1368 1340 1444 No. of second homes (Midlothian) 50 48 57 54 No. of second homes (Scottish average) 765 747 759 752 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. 12 Appendix A 13 Vacant for 12 months or longer 14 Housing statistics: Empty properties and second homes - gov.scot (www.gov.scot) Page 222 of 322
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27 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 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 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. 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 223 of 322
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28 Further information on the Housing Infrastructure Fund can be found here: Housing Infrastructure Fund - More homes - gov.scot (www.gov.scot) 5 Conclusion The Midlothian Strategic Housing Investment Plan 2025/26 – 2029/30 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 2,082 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 Midlothian House 40-46 Buccleuch Street Dalkeith EH22 1DN 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. Midlothian Council carried out an Equality Impact Assessment to ensure that the Strategic Housing Investment Plan takes the needs of all equality strands into account. The assessment found no evidence that any direct discrimination will arise from any part of the strategy. The SHIP is also subject to pre-screening as part of Strategic Environmental Assessment requirements. Page 224 of 322
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Appendix 1: SHIP Project Tables Table 1 - AFFORDABLE HOUSING SUPPLY PROGRAMME 2025/26-2029/30 Page 225 of 322
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PRIORITY Low / Medium / High Social Rent Mid Market Rent LCHO - Shared Equity LCHO - Shared Ownership LCHO - Improvement for Sale PSR Total Units GN Specialist Provision Type of Specialist Particular Need (If Known) Total Units by Type 2025/ 26 2026/ 27 2027/ 28 2028/ 29 2029/ 30 TOTAL COMPLETIONS OVER PERIOD OF SHIP TOTAL AHSP FUNDING REQUIRED OVER SHIP PERIOD Plot P,Shawfair (Lovell Homes): P43738 Medium Midlothian Council 38 38 38 38 38 38 3.767 Edmonstone Road, Danderhall: P43720 High Midlothian Council 28 28 28 28 28 28 1.797 Rullion Road, Penicuik (Cala): P46386 High Midlothian Council 48 48 48 48 48 48 4.534 Craighall Village, Millerhill (Cala): P43739 Medium Midlothian Council 72 72 72 72 30 30 7.138 Area C, Craighall Village, Millerhill (Cala) TBC 25 25 25 25 25 25 TBC Lingerwood (Springfield): P41724 Medium Midlothian Council 113 113 113 113 28 28 28 84 7.935 Auchendinny (Bellway): P43835 Medium Midlothian Council 74 74 74 74 25 25 24 74 5.195 Newbyres Crescent, Gorebridge (Cruden): T34262 Midlothian Council 75 75 62 13 Extra Care, Bariatric and Wheelchair Bungalow 75 75 75 0.000 Polton Street, Bonnyrigg, Complex Care (MC): P41758 Midlothian Council 46 46 46 Complex Care 46 46 46 3.176 Easthouses Road, former Newbattle High School, Mayfield, phase 1 (Ogilvies): P42523 Midlothian Council 90 90 84 6 WFS, Wheelchair House 90 90 90 0.000 Newton Church Road, Danderhall, former leisure centre (MC): P43833 High Midlothian Council 23 23 23 Amenity 23 23 23 0.548 Lyne Terrace, Penicuik, Regional Delivery Alliance (formerly EHD): P43740 Medium Midlothian Council 7 7 7 7 7 7 0.661 Eastfield Drive, Penicuik, Regional Delivery Alliance (formerly EHD): P43740 Medium Midlothian Council 4 4 4 4 4 4 0.378 Church Halls, Newtongrange (MC): P43742 High Midlothian Council 5 5 5 WFS 5 5 5 0.181 Main Street, former swimming pool, Newtongrange (MC): P47183 High Midlothian Council 20 20 20 20 20 20 1.890 Plot AA2/AA3, Newton Church Road, Millerhill (Bellway): T36399 High Midlothian Council 34 34 34 34 34 34 3.370 Open Market Purchases High Midlothian Council 30 30 29 1 Amenity Bungalow 30 0 1.650 UNITS - TYPEPROJECT DEVELOPER UNITS - TENURE UNITS - COMPLETIONS Page 226 of 322
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Cauldcoats, Phase 1, Social Rent High Places for People HA 58 58 58 58 58 58 6.430 Cauldcoats, Phase 1, MMR High Places for People HA 29 29 29 29 29 29 2.310 Cauldcoats, Phase 2, Social Rent High Places for People HA 29 29 29 29 29 29 3.215 Cauldcoats, Phase 2 , MMR High Places for People HA 19 19 19 19 19 19 1.514 Cauldcoats, Phase 3, Social Rent High Places for People HA 34 34 34 34 0 3.769 Cauldcoats, Phase 3, MMR High Places for People HA 16 16 16 16 0 1.275 Cauldcoats, Phase 4, Social Rent High Places for People HA 89 89 89 89 0 4.933 Cauldcoats, Phase 4, MMR High Places for People HA 39 39 39 39 0 1.553 Shawfair Woolmet W2, Phase 1, Social Rent (Miller Homes) High Places for People HA 10 10 10 10 10 10 1.109 Shawfair Woolmet W1, Phase 2, Social Rent (Miller Homes) High Places for People HA 11 11 11 11 11 11 1.219 Shawfair Woolmet W1, Phase 3, Social Rent (Miller Homes) High Places for People HA 8 8 8 8 8 8 0.886 Shawfair Woolmet W1, Phase 3, MMR (Miller Homes) High Places for People HA 15 15 15 15 15 15 1.195 Shawfair R1/R2, Social Rent (Cruden/Mac&Mic) High Places for People HA 26 26 26 26 26 26 2.882 Shawfair R1/R2, MMR (Cruden/Mac&Mic) High Places for People HA 9 9 9 9 9 9 0.717 Shawfair Town Centre North, Plots F1 to F4- SR (Bellway) Medium Places for People HA 44 44 38 6 44 44 44 4.878 Shawfair Town Centre North, Plots F1 to F4- MMR (Bellway Medium Places for People HA 30 30 30 30 30 30 2.389 Shawfair Town Centre North, Plots F1 to F4- SE (Bellway) Medium Places for People HA 14 14 14 14 12 12 0.630 Shawfair Town Centre, Plots K2, 6 & 7, SR (Rettie) Medium Places for People HA 102 102 90 12 102 102 102 11.308 Shawfair Town Centre, Plots K2, 6 & 7, MMR (Rettie) Medium Places for People HA 102 102 90 12 102 102 102 8.124 Page 227 of 322
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Redheugh, Gorebridge Phase 1, Social Rent (Barratt) Medium Places for People HA 25 25 25 25 25 25 2.771 Redheugh, Gorebridge Phase 1, MMR (Barratt) Medium Places for People HA 10 10 10 10 10 10 0.797 Redheugh, Gorebridge Phase 2, Social Rent (Barratt) Medium Places for People HA 25 25 25 25 25 25 2.771 Redheugh, Gorebridge, Phase 2, MMR (Barratt) Medium Places for People HA 10 10 10 10 10 10 0.797 Dalhousie South, Ph1 (Springfield) Medium Wheatley Homes 30 30 30 30 30 30 0.000 Dalhousie South, Ph2 (Springfield) Medium Wheatley Homes 25 25 23 2 wheelchair/amenity 25 12 13 25 2.724 Dalhousie South, Ph3 (Springfield) Medium Wheatley Homes 25 25 23 2 wheelchair/amenity 25 12 13 25 2.724 Auchendinny, Phase 1 (Bellway) High Wheatley Homes 24 24 18 6 amenity 24 24 24 1.920 Shawfair Town Centre (Avant) Medium Wheatley Homes 70 30 100 80 20 amenity 100 25 25 3.600 Wellington School, Penicuik (Lochay Homes): P43726 Medium Wheatley Homes 12 12 11 1 Wheelchair 12 12 12 1.284 Old Craighall Road, Shawfair (Mactaggart and Mickel): P41836 Medium Wheatley Homes 48 48 46 2 WFS 48 20 20 5.136 Newbattle High School, Site B: P41772 High Melville 28 28 28 28 28 28 1.815 Bilston, Phase 3 High Melville 54 54 46 8 Amenity/Wheelchair 54 54 54 6.045 Bannock Wood West, Bonnyrigg High Melville 91 91 75 16 Amenity/Wheelchair 91 34 57 91 10.039 Land at Old School Crescent, Mayfield, Phase 1 High Melville 30 30 27 3 Wheelchair 30 30 30 3.477 Land at Old School Crescent, Mayfield, Phase 2 High Melville 31 31 27 4 Amenity 31 31 31 3.772 Lothian Drive, Easthouses, Phase 1 High Melville 13 13 13 13 13 13 1.000 Lothian Drive, Easthouses, Phase 2 High Melville 13 13 13 13 13 13 1.050 Thornybank Medium Link HA 42 42 38 4 wheelchair 42 42 42 4.697 Glenesk, Dalkeith High Viewpoint 30 30 30 Older People 30 30 30 0.000 Total 1681 387 14 0 0 0 2082 1865 217 2082 148 539 266 262 483 1698 158.975 Page 228 of 322
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Midlothian Council 8 October 2024 Item No 8.7 Edinburgh and South East Scotland City Region Deal (ESESCRD) Annual Report 2023 - 2024 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 2023-2024. 2 Purpose of Report/Executive Summary This report summarises the key findings on the appended City Region Deal Annual Report as approved by the City Region Deal Joint Committee on 6 September 2024. Each year, the City Region Deal Programme Management Office is required to produce an annual report to assess how well the City Region Deal is aligning towards the overall vision and inclusive growth outcomes for the city region. Date 17 September 2024 Report Contact: Kevin Anderson, Executive Director Place Kevin.Anderson@midlothian.gov.uk Page 231 of 322
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3 Background/Main Body of Report 3.1 The Edinburgh and South East Scotland City Region Deal Annual Report summarises progress of the Programme for the sixth year since the signing of the 15-year programme by the First Minister, Prime Minister and City Region Leaders on 7 August 2018 3.2 The report contains a City Region Deal overview, Financial Statement (for the financial year 2023-24), a short summary of progress on each project and programme and expected milestones to be achieved in the next year. Six case study videos are embedded in the report to demonstrate how the Deal’s projects and programmes are benefiting people. 3.3 The report shows significant progress across the 22 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. • 1 project is in Stage 1: Define, which means that the project’s business case is yet to be completed (2 in 2023) • 8 are Stage 2: Implement, which means that the project’s business case has been approved by Joint Committee and is in the process of being implemented (9 in 2023) • 14 are Stage 3: Deliver, which means that the project has been implemented and is working towards delivering its objectives (12 in 2023) • 16 projects are considered to be on target to be completed on time (green score) or have been completed on time (15 in 2023) • 6 projects are moderately delayed, but considered to be within an acceptable range, with management action in place to address the issue (amber score). (6 in 2023) • 16 projects are considered to be in sound financial health (green score)) or have been completed within the specified budget (17 in 2023); • 3 projects are considered to be financially stable, but with some low to moderate financial concerns (amber score) (2 in 2023) and • 1 project is considered to have moderate to high financial concerns (1 in 2023) 3.5 As well as delivering on the projects in the Deal, the annual report Page 232 of 322
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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: • Developing business cases for projects identified in the Regional Prosperity Framework Delivery Plan, and when funding has been made available, progressing these into delivery; • Developing a Strategic Sites Investment Prospectus, to suggest ways to unlock housing and infrastructure in this growing region. • Continuing to develop ESESCommunities portal to assist with delivering community benefits across the programme; and • Working with CLES to develop and implement of the ‘Community Wealth Building Framework for Action’ 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There is no financial impact relating directly to this report. The Financial Statement shows that £38.1 million of Government money was drawn down in 2023/24, with £33.9 million on Capital Projects and £4.2 million on the Revenue Programme. 4.2 Digital Not applicable 4.3 Risk Not applicable 4.4 Ensuring Equalities (if required a separate IIA must be completed) An IIA is not required 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – ESESCRD Annual Report Page 233 of 322
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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 Not applicable A.5 Involving Communities and Other Stakeholders 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. A.6 Impact on Performance and Outcomes Not applicable A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Scottish and UK Government have provided joint guidance for project Page 234 of 322
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owners on managing potential carbon emissions associated with Scottish City Region and Regional Growth Deal projects. It accords with HM Treasury Green Book requirements and supports the quantification and minimisation of whole life carbon Appendix B – ESESCRD Annual Report 2023-2024 City Region Deal Annual Report 2023/24 (interactive version) City Region Deal Annual Report 2023/24 [PDF, 2.3MB] City Region Deal Progress Report - 30 August 2024 (PDF, 476KB] Page 235 of 322
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Client Confidential Progress Report Last updated: 30 August 2024 Page 1: Dashboard Risk Impact Like loho od Sever -ity Resolution Plan or Mitigating Action Cost inflation (materials and labour) and related government policies, (e.g. rise in interest rates and changes to taxation) affects the ability to deliver projects to the standards required. 4 4 16 • Regular updating of progress report and monthly financial forecasts to ensure PMO is aware of issue(s) at an early stage and can raise with Government, Executive Board and Joint Committee as appropriate. • Budget RAG scores report on in-year performance, are monitored closely by the PMO, and are reported on at every major Board meeting. • Regular discussions on finance between project leads and PMO, Directors of Finance and PMO and PMO and Governments to capture issues arising. Financial profile across programme is not met. 3 3 9 • Aim to continue to spend according to agreed profile. • Aim to achieve business case approval in line with Deal Implementation Plan. • Quarterly meetings with regional Directors of Finance to consider profile and highlight problem areas • Quarterly review meetings with Government. • Partners asked to be realistic with their projections and to inform early if anticipating an underspend. • Accountable body to challenge underspend and asked for reasons behind the slippage. Failure to maximise the legacy from the City Region Deal, should IRES funding cease after 8 years (31/3/27) 3 3 9 • Investigate IRES funding and activity beyond the initial 8 years period, in order to potentially align with the 15 year duration and help retain staff who have built up knowledge and skills in this area. • Ensure that legacy is part of future benefits realisation work. • Planning for IRES - phase 2 is in progress to position the programme to seek/respond to future skills needs and funding opportunities. Recent Achievements and Milestones Financial Summary *Funding issued by Transport Scotland and SG Housing not included in this total Top 3 Risks (from PMO Risk Register) Achievement/Milestone Date West Edinburgh Transport Improvement Plan approved by Joint Committee Jun 24 Regional Prosperity Framework Annual Update noted by Joint Committee Jun 24 Transport Programme Annual Update noted by Joint Committee Jun 24 Overall Status Last Period Overall Status This Period Green Green Total CRD grant CRD grant drawn down to date 24/25 CRD grant allocation 24/25 grant drawn down £600m £326.3m 54% £41.8m* £3.4m* Upcoming Milestones (expected) Target Date City Region Deal Annual Report to Joint Committee Sep 24 Internal Audit – Update to Joint Committee Sep 24 Construction Inflation – Internal Audit report to Joint Committee Sep 24 Regional Housing Programme – update to Joint Committee Sep 24 Strategic Sites Investment Prospectus complete Oct 24 Page 237 of 322
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Client Confidential Page 2: Guidance 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 Project Stages RAG Status Definition - Timeline Definition - Budget Mitigation Green Progressing in line with Implementation Plan or complete. Project is in sound financial health. No significant financial concerns. Spending is largely in line with profile. No mitigation required. Amber 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. Red Delay is significant Project has some moderate to high financial concerns. Significant concerns 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. Score Description 1 (Low) •There are opportunities for links with one or two other CRD themes that may add value to the proposal. •Partnership working with wider stakeholders, to add value to the proposal has not been thoroughly considered, but may be possible, and should be explored. •One or two of the five ““inclusive growth” measures listed in the Deal Document could be incorporated into the delivery of the project. 2 (Mediu m) •There are opportunities for links with two or three other CRD themes that may add value to the proposal. •Partnership working with wider stakeholders, to add value has been factored into the business case to some extent, but there are opportunities to enhance. •Two or three of the five ““inclusive growth” measures listed in the Deal Document could be incorporated into the delivery of the project. 3. (High) •There are opportunities for links with three of four other CRD themes that may add value to the proposal. •Partnership working with wider stakeholders, e.g. private/third sector is already taking place and strategic added value effects are clear. •Three, four or five ““inclusive growth” measures listed in the Deal Document could be incorporated into the delivery of the project. Strategic Added Value Score Red, Amber, Green T=Timeline, B=Budget Page 238 of 322
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Client Confidential Page 3: Financial Summary *Project with funding gap. Overall Total Project 24/25 Project Budget Total CRD Funding Total CRD Funding Drawn Down CRD Funding Drawn Down as % Funding Allocation Draw down in Q1 Full Year Forecast Full Year Variance Finances Managed via PMO £113.3m £32.5m £32.5m 100% Bayes Centre £0.0m £0.0m £0.0m £0.0m £29.1m £15.0m £2.9m 20% Borders Innovation Park* £1.0m £0.1m £1.0m £0.0m £114.0m £20.0m £12.1m 60% Dunard Centre* £0.0m £0.0m £0.0m £0.0m £57.1m £17.4m £17.4m 100% Easter Bush £0.0m £0.0m £0.0m £0.0m £68.0m £10.9m £1.6m 14% Easter Bush Link Road* £1.1m £0.1m £1.0m -£0.1m £289.1m £57.9m £57.9m 100% Edinburgh Futures Institute £0.0m £0.0m £0.0m £0.0m £58.0m £30.0m £6.1m 20% Edinburgh Innovation Hub £18.8m £1.5m £18.8m £0.0m £134.1m £79.6m £65.3m 82% Edinburgh International Data Facility £8.8m £0.0m £8.8m £0.0m £58.0m £35.0m £20.3m 58% Fife i3 Programme £7.5m £0.6m £7.5m £0.0m £22.5m £22.5m £22.4m 100% National Robotarium £0.3m £0.3m £0.3m £0.0m £101.2m £49.2m £49.2m 100% Usher Institute £0.0m £0.0m £0.0m £0.0m £36.0m £20.0m £0.3m 2% West Edinburgh Transport Improvement Programme £0.4m £0.0m £0.4m £0.0m £32.2m £25.0m £16.7m 67% Integrated Regional Employability & Skills Programme £3.9m £0.9m £3.9m £0.0m £1,112.6m £415.0m £304.8m 73% Total £41.8m £3.4m £41.7m -£0.1m Finances Managed directly with SG £120.0m £120.0m £6.6m 5% Sheriffhall Roundabout Transport Scotland delivering project. £263.0m £15.0m £15.0m 100% New Housing Partnership - Edinburgh Living City Region Deal funding fully drawn down. £50.0m £50.0m £0.0m 0% Strategic Sites Funding £433.0m £185.0m £21.6m 12% Total Full Deal £1,545.6m £600.0m £326.3m 54% Full Deal Total £326.3m of £600m SG/UKG funding drawn down. Page 239 of 322
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Client Confidential Page 4: Research, Development and Innovation Theme Data-Driven Innovation T: Time; B: Budget; SAV: Strategic Added Value score Project Stage Last Milestone Next Milestone T B S A V Comments Bayes Centre Deliver Sep 18: Opening N/A G G 3 Major objective is to re-energise the EIE Investor Showcase event and continue to build momentum around Entrepreneurship ecosystems within the City Region. National Robotarium Deliver Sep 22:Grand Opening N/A G G 2 Commercial and research partnerships continue to strengthen. Edinburgh Futures Institute Deliver Spring 24: Complete construction N/A G G 3 Building open with phased occupancy underway. Usher Institute Deliver Apr 24: Opening N/A G G 2 Building open with occupancy commencing April 24. Easter Bush Imple ment Jul 23: Continue to strengthen leading- edge data intensive research capabilities. Jul 24: Recruit into priority areas which foster development of key data-driven activity within Agritech A G 2 Major objective is to develop Engineering Biology Mission Hub for Food Systems (in conjunction with other Institutes) and continue academic recruitment for leads of the four proposed DDI Agritech centres. Easter Bush A701 Relief Road and A702 Spur Road Design Route selection Q2 24: Specimen design planning application A R 2 Specimen design is progressing with the target of submitting a planning application for the Bush Loan Junction Q2 2024 and for the Relief Road Q4 2024. (Bush Loan planning application will be submitted August 2024). Revision to alignments due to landfill avoidance and required increase in roundabout sizes at Bush Loan and the A702 Spur Road junctions. Funding gap has increased to £38m. Revised alignment avoiding landfill adopted. Levelling Up Fund bid was unsuccessful. Alternative funding currently under consideration. February Council approved the progressing of Phase 1 (Bush Loan Junction) and Phase 2 (Active Travel Corridor) as the initial phases for delivery. Edinburgh International Data Facility Deliver Nov 23: - First local authority completed for IoT in Schools service Deployment N/A G G 2 Major objective is to ensure that key future DDI initiatives are included in the EIDF development roadmap and develop a service catalogue. Award of Exascale computer development is now being pursed (up to £900m).Page 240 of 322
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Client Confidential Page 5: Research, Development and Innovation Theme Edinburgh Innovation Park (QMU Food and Drink Innovation Hub)Hub) T: Time; B: Budget; SAV: Strategic Added Value score Project Stage Last Milestone Next Milestone T B SAV Comments Edinburgh Innovation Park ( Edinburgh Innovation Hub) Imple- ment . Contractor progress meeting held. Design guardian Stage 4 review and reports issued Continue to progress advertising consent for signage Fire and security meeting workshop Monitor the construction and administer the contract. A1 signage progressing. Project bank account to be establishedVarious procurement workstreams being progressed G G 2 Construction work progressing to programme Page 241 of 322
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Client Confidential Page 6: Research, Development and Innovation Theme Projects in Fife and Scottish Borders Project Stage Last Milestone Next Milestone T B SAV Comments Borders Innovation Park Implement Development Partner model being developed with assistance of Hub SE. Start of design team tender exercise for Phase 3 development A G 1 Construction of the road and service infrastructure for Phase 3 is ongoing. Preferred tenant has been selected to let the remaining space within the Phase 1 building. The delivery programme for Phase 3 remains under review and an update is under consideration by Scottish Government. Design and procurement of Phase 2 office building is underway. Fife Industrial Innovation Investment (Fi3P) Implement / Deliver Q1 24/25: Levenmouth Task Force Units: substation energised. Q2 24/25: Fife Interchange North – wind and watertight. Q2 24/25: Levenmouth Task Force Units: Construction complete. Q2 24/25: Planning determined for new development at John Smith Business Park, Kirkcaldy. Q2 24/25: Construction Starts at Phase 3 Flemington Road, Glenrothes G G 2 Demand for completed units remains strong, good market interest for serviced sites. Page 242 of 322
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Client Confidential Page 7: Integrated Regional Employability and Skills Theme (1/3) Project Stage Last Milestone Next Milestone T B SAV Comments IRES Programme Deliver IRES board was held on 13 August 2024, with positive discussion on projects and next steps. A strategic workshop took place on 27June to develop thinking around regional delivery, governance, finance, priorities and vision. Following the sharing of findings from the strategic workshop at the IRES board on 13 August 2024, actions are being agreed for developing a new programme proposition. G G 3 • The IRES board was held on 13 August 2024 with updates and discussion on Housing and Construction Infrastructure – Global Infrastructure project, the Labour Market Research programme, strategic workshop outcomes as well as Financial and Quarterly report updates. The next IRES board is on 19 November 2024. • The Strategic Workshop covered achievements to date and next steps including future funding beyond March 2027. Other breakout sessions focused on Vision & Priorities, Governance, and Alternative Skills Delivery e.g. Bootcamps. Integrated Knowledge System (IKS) Deliver The Helix system is providing accurate reports for No One Left Behind, City Region Deal and UK Shared Prosperity Fund projects across the region. Midlothian migration went live in Helix on 1 July 2024. Community Learning & Development reporting is to be developed based on Midlothian requirements. West Lothian data to be built into demo version of Helix for training and testing ahead of migration. Use of Community Benefits module to go live for testing. Development of Grant Applications to be completed. G G 3 • Helix holds all employability delivery data from Edinburgh, East Lothian and Scottish Borders Council; UKSPF delivery for Midlothian and West Lothian, all Intensive Family Support Service and Integrated Employer Engagement data for clients, training, events, employers and vacancies. • Migration from Midlothian Council took place on 1 July with 15,000 clients now in Helix. This is also the first use of Community Learning & Development in Helix. • Trial of Helix to track community benefits under way with East Lothian, Edinburgh, Integrated Employer Engagement and other partners. • New functionality being development for Grant Applications within Helix. Labour Market Analysis and Evaluation (LMAE) Deliver Completed Creative Industries research. Delivered final report for Digital Health Skills research. Delivered refreshed Regional Skills Investment Plan (now called Collaboration Plan). Further develop research ideas and commission for 2024/25 programme. Progressing economic inactivity research. G G 2 • Tenders assessed for economic inactivity research and contract awarded to consultant at end of July 2024. • Paper presented to IRES Board on 13 August to update on progress of research and seek ideas for next piece of research. Page 243 of 322
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Client Confidential Page 8: Integrated Regional Employability and Skills Theme (2/3) Project Stage Last Milestone Next Milestone T B SAV • Comments Integrated Employer Engagement (IEE) Deliver ‘Understanding Domestic retrofit qualification’ – delivery complete for all 96 places. Retrofit sectoral awareness campaign official schedule complete. IEE confirmed to deliver the Skills component of the Regional Energy Masterplan. Submitted funding application to MCS Foundation to deliver community focused retrofit qualification. All 6 bus driver roadshows complete. Filming to complete for Usher Institute. Agree process for phase 2/3 of Borders Innovation Park community benefits. Launch Community Wealth Building (CWB) Pledge commitment on behalf of IRES. Launch annual report films (Retrofit, Usher, Bus Driver Campaign). Phase 2 Dunard Centre community benefit design to start. Support Social Enterprise (SE) Scotland with national SE directory after success of ESES launch. G G 3 • FORT year 3 launched; 55 job outcomes so far. • FORTY 1 course complete – 9 clients completed course. • ESESCommunities have delivered 102 matches between suppliers and good causes. • Exploring the functionality within Helix to support the local authorities to migrate their Community Benefit tracking onto Helix • Regional Energy Masterplan (REM) – Component E ‘Skills’ o IEE pitched to REM partners to deliver the skills component with The Verdancy Group as delivery partner o Confirmed by all 6 Local Authorities o Delivery June 2024 – February 2025 o Conduct curriculum need analysis linking to skills needs / evaluations already underway o Phase 1 will produce a report outlining all needs across the region o Phase 2 will produce a prioritised list including specifications and proposed costs for curriculum design • CWB Pledge – working with UoE to commit to pledge asks, led by Social Impact team at UoE; commitment from IRES and PMO. • Bus Driver Recruitment Roadshows -33 jobseekers engaged so far and 6 Bus Operators attended. • CTTS (Cable Telecoms Training Services) pre-employment course designed, launch August/September 2024 – funding for 6 Borders jobseekers Intensive Family Support (IFS) Deliver IFS in person Collaborative event held, sharing resources and learning focus. Research focus groups were carried out with all six delivery partners. Workshop delivered with City of Edinburgh Council & Poverty Alliance - working with IFS families on stigma charter resource. Exploration of links between IFS & IRES workstreams continues. Filming complete for stigma resources. Awaiting final edit. Launch of Anti-stigma Charter. IFS Board Meeting scheduled to discuss programme evaluation/next steps. PhD Research on IFS ongoing. Website to host stigma charter being explored. Meetings with all six partners scheduled. G G 3 • 689 individuals registered on Helix engaging with IFS. • 292 new engagements in Phase 2. • 59 employment outcomes recorded: 26 FT employment outcomes, 29 PT employment outcomes recorded, 3 in work progression, 1 retained employment. • 154 education outcomes across all categories (including employability training, vocational training, volunteering). • 55 re-engagements in education where there was non- attendance in school. • 24 individuals have entered full-time education and 14 individuals have entered part time education. • 24 qualifications have been gained to date. • Ongoing Helix support in place for service providers.Page 244 of 322
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Client Confidential Page 9: Integrated Regional Employability and Skills Theme (3/3) Project Stage Last Milestone Next Milestone T B S A V • Comments Housing and Construction Infrastructure (HCI) Skills Gateway Deliver Start of final year of three-year funded HCI programmes, including Climate Smarter and FE College provision. Expansion and mainstreaming of HCI Green Skills provision through forthcoming funding announcement. Agreement to extend HCI PM part-time to August 2025 from current March 2025 end date. G G 3 • Start of Year 2 of the Net Zero Innovation and Delivery Officer role, with excellent feedback received from funder Innovate UK on project progress. • Significant coverage of the HCI-supported West Lothian Woodworking Initiative achieved: The Edinburgh Reporter Fix Radio Project Scotland Scottish Construction Now - Project Coverage Scottish Construction Now - Interview with Graeme Binnie STV News That's TV Data Skills Gateway (DSG) Deliver DSG Advisory Board on 13 May focused on embedding AI across the programme. Recruitment started for 2024/25 Teacher Professional Learner programmes. Data Skills in Work (DSW) awarded funding to upskilling Training Providers in partnership with Tay Cities City Region. Recruitment underway for 2024/25 Teacher Professional Learner programmes run by Data Education in Schools team. Preparations underway for delivery of programmes for academic year 2024/25 across the Data Education in Colleges portfolio. G G 3 • Data Education in Schools won Education Initiative of the Year at British Data Awards in May 2024. • The Data Education in Colleges interactive dashboard is now available online to provide live data on programme participants. The website also provides details of recruiting courses / CPD opportunities Data Education in Colleges – Digital, Data and AI Training in Scotland (datacolleges.education) • Discussions underway to embed DSG activities across various employability programmes across the region, including working closely with IFS team. Workforce Mobility (WFM) Deliver ‘Bus Driver Career’ launch event with Transport Minister held on 2 May with IEE, then organising a series of five further ‘Bus Driver Careers’ roadshows – now complete. November 2024 IRES Board – Year 3 Performance Review. G G 3 • Developing Regional Transport Strategy Delivery Plan; part of RPF with SEStran. • Developing Regional EV Charging infrastructure collaboration with SEStran/SFT. • Using data and the tools developed to help inform Strategic Transport Planning at ELC, and Local Development Plan evidence reports at MLC and SBC. • Multiple Local Authorities out with City Deal boundary interested in the use of data, the tools and processes that the project team have developed. • Supporting the SBC procurement of new services from the Bus Network Review, which will be shared with all Local Authority partners. • Commenced data collection from businesses in Midlothian. Analysis of Mobile Phone and other data sources to aid project development with MLC. • Positive discussions with Fife and CEC on potential data projects. • Work to be developed with WLC in the coming months. Page 245 of 322
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Client Confidential ESESCR Deal Progress Report – August 2020 Page 10: Transport Theme Project Stage Last Milestone Next Milestone T B SAV Comments A720 Sheriffhall (last updated Aug 2024) Define Public Local Inquiry concluded on 8 February 2023 Scottish Ministers to publish decision regarding the scheme following conclusion of the PLI (timing TBC) A G 1 • City Region Deal Joint Committee ratified their support for the scheme as published on 3 September 2021, following the consideration of further technical information. • Responses issued to all objections raised against the draft Orders – ongoing engagement with objectors to try to resolve issues wherever possible. • Public Local Inquiry held between 30 January and 8 February 2023. • DPEA Reporter issued their report to the Scottish Ministers’ advisors on 10 October 2023, subsequent decision from the Scottish Ministers regarding the scheme to be published in due course. • Transport Scotland provided an update report on the project to the Joint Committee meeting of the 7 June 2024 West Edinburgh Transport Improvements Programme Define Present OBC to Edinburgh’s Transport & Environment Committee. Provide update to EMOC. Transport Scotland to review final OBC. Secure Approval to promote statutory orders from Edinburgh’s TEC and relevant West Lothian Committee Transport Scotland to review final FBC G A 1 • OBC approved by City Region Joint Committee June 2024 • Procurement of Consultancy team to develop FBC and technical designs in Jun 24 • Early contractor engagement procurement exercise • Consent secured from Edinburgh TEC to promote statutory orders (end 2024) • Continued dialogue with Transport Scotland Active Travel Investment Fund (ATIF) team to secure ATIF contribution • Preparation of stakeholder engagement and communications plan for the FBC stage T: Time; B: Budget; SAV: Strategic Added Value score Page 246 of 322
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Client Confidential Page 11: Culture Theme T: Time; B: Budget; SAV: Strategic Added Value score Project Stage Last Milestone Next Milestone T B SAV Comments Dunard Centre Implement Site Clearance complete Stage 4 Design complete Advanced works complete IMPACT tender acceptance – Nov 24. Main construction start- Feb 25. A A 2 Advanced works complete, Site clearance and No.35 basement works achieved practical completion in June 2024 which marks the conclusion of all enabling works. SRM’s stage 2 tender could not be recommended as providing value for money by the cost consultants within the current market. Trustees have approved a recommendation to re-tender, and a PCSA was signed with Balfour Beatty at the end of April. No overarching programme impact anticipated with the target completion projected for later in 2028. Page 247 of 322
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Client Confidential Page 12: Housing Theme T: Time; B: Budget; SAV: Strategic Added Value score Project Stage Last Milestone Next Milestone T B SA V Comments Affordable housing Deliver & Define At the end of April 2024, Scottish Govt announced £80m over two years to enable Councils to acquire properties and bring them into use for affordable housing and help reduce homelessness. Awaiting update on how fund can be utilised – expected in Sep 24. N/A N/A 2 • Partners will work collaboratively with Scottish Government, agencies, RSLs and other stakeholders to secure more investment, innovation, commitment and partnerships to address the challenges above and deliver at scale and pace. Strategic sites Implement & Define Strategic Site Leads Meeting on 18 June 2024. Develop Strategic Sites Investment Prospectus and economic modelling. A A 2 • Business case development progressing for Blindwells, Granton Waterfront and Tweedbank. Regional Delivery Alliance Implement Project Manager recruited. A regional knowledge hub to support the initiative, deploy the RDA resources and share skills and learning is being developed and will be launched in winter 2024. A N/A 3 • Consider standardised housing types, procurement and delivery models to increase offsite. manufacturing and delivery of net- zero homes across the city region. . Housing company Deliver Draw down of funds completed Ongoing Delivery G G 2 • The City of Edinburgh Council and Scottish Futures Trust will continue to share learning and financial models with partners, to explore regional delivery models. Page 248 of 322
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ANNUAL REPORT 2023 – 2024 Page 249 of 322
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2Annual Report 2023 – 2024 Contents Executive Summary 3 1. Forewords 7 2. City Region Deal Overview 9 3. Financial Statement 16 4. The Deal – summary of progress 19 5. Benefits Realisation Update 67 6. Regional Prosperity Framework 71 7. The Year Ahead 72 8. Contacts and Further Information 73 Page 250 of 322
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3Annual Report 2023 – 2024 Executive Summary Key Achievements £2.2bn of Gross Value Added to the City Region, Scottish and UK economy. More than 900 micro, small and medium sized enterprises supported. Over 20,000 job opportunities created or supported by City Region Deal activities. Over 500 apprenticeships and internships supported. 100% of total Government allowance for 23/24 has been drawn down. City Region Deal construction projects retain 80% of labour and 82% of spend locally. Over 100,000 students have completed data courses, exceding the overall target. Over £100,000 donated to regional good causes. DDI has secured over £200m in research funding. IRES has leveraged an additional 45% on government funding drawn down thus far. Page 251 of 322
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4Annual Report 2023 – 2024 Executive Summary Timeline Oct 2023 Edinburgh chosen to host the UK’s first next-generation supercomputer, the Exascale, capable of performing one billion billion calculations per second Nov 2023 The Generative AI Laboratory (GAIL) launched, solidifying the DDI Programme’s leadership in AI research Jan 2024 Construction of the Food and Drink Innovation Hub commenced Mar 2024 End user occupation commenced at the Usher Institute Apr 2024 The Childlight programme received a major funding boost to fight the global scourge of online child sexual exploitation and abuse May 2024 Construction completed at the Edinburgh Futures Institute May 2024 The Data Education in Schools (DES) team won Education Initiative of the Year at the 2024 British Data Awards May 2024 Ministerial launch of the bus driver recruitment campaign Jun 2024 Site clearance and enabling works completed at Dunard Centre Jun 2024 West Edinburgh Transport Improvement Plan Business Case approved by Joint Committee Page 252 of 322
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5Annual Report 2023 – 2024 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. Edinburgh Innovation Hub (QMU) A flagship development delivered by East Lothian Council and Queen Margaret University, the Edinburgh Innovation Hub will offer an opportunity to capture, support and grow innovation-led enterprises alongside other like-minded organisations. The Hub is designed for companies seeking labs and offices, with a range of service including meeting rooms and business support all under one roof. We spoke to the construction team working on the Edinburgh Innovation Hub as well as those managing the delivery of this project to find out more. Sustainable Transport Corridor The Bush Loan Junction is the first phase of the A701 Improvement programme (Midlothian). This programme of enabling transport infrastructure will improve traffic flow in the A701 corridor, promote active travel and enhance public transport infrastructure, supporting a shift away from private car usage in this area. The upgraded junction at Bush Loan will allow further expansion at the University of Edinburgh’s Easter Bush campus and across the Midlothian Science Zone, which is a key economic driver for the region. Data Skills Credits Part of the City Region Deal’s Data Skills Gateway strand, the Data Skills Credit scheme is delivered by DataLab and has surpassed 1000 participants. it is focused on improving the data and digital skills of people in the region. DataKirk applied to DataLab for the Data Skills Credits, allowing them to deliver courses for disadvantaged communities. Using data to support public services Team members from the City of Edinburgh Council’s Housing and Homelessness department have been taking part in the University of Edinburgh’s Bayes Centre Data Management Fundamentals course, aiming to enhance decision making, develop more insights, improve efficiency and ,ultimately, service delivery. Bus Driver Recruitment Campaign The Workforce Mobility Project, Integrated Employer Engagement team, bus operators and regional employability partners delivered a series of bus driver recruitment roadshows across the city region through May and June 2024. Launched by the Minister for Agriculture and Connectivity, the roadshows were a great example of collaborative working across the region to help operators overcome a shortage of bus drivers, while creating new connections with employability partners. It has also showcased the importance of bus drivers to support our communities and economy, while highlighting the fantastic career opportunities that are available with operators across our region. Ongoing recruitment support is still available at Bus Driver Careers Helix. Page 253 of 322
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6Annual Report 2023 – 2024 Executive Summary Retrofit Curriculum Development The Integrated Employer Engagement project has established a curriculum offering which addresses localised Retrofit skills training needs. Working with The Verdancy Group, a NOCN accredited Level 2 Understanding Domestic Retrofit qualification was created and launched in early 2024. Over 100 delegates across the region have taken part in the award including college lecturers, advanced level college students, local authority employees and employers across the region. Usher Building Community Impact McLaughlin and Harvey, the main contractor responsible for constructing The Usher Building, part of the University of Edinburgh’s Usher Institute, have exceeded all social value targets outlined in the construction contract. The project has achieved excellent community engagement, surpassing all set priorities in areas such as employability, enterprise, and environmental initiatives. Page 254 of 322
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7Annual Report 2023 – 2024 Cllr Lawrence Fitzpatrick 1. Forewords The Edinburgh and South East Scotland City Region Deal goes from strength to strength. Now worth over £1.5bn, it provides the greatest return on investment of any city region or growth deal in Scotland. It is providing economic growth, enhancing infrastructure, creating sustainable communities and making sure that people in all parts of the region benefit with over 20,000 job opportunities created and over 3.600 new homes having been built. This has been achieved through a strong and effective regional partnership led by our six local authorities, four universities, six colleges and the Regional Enterprise Council. The opening of Edinburgh Futures Institute, which has transformed the much-loved Old Edinburgh Royal Infirmary, provides over 21,000 square metres of space devoted to work, study, research to devise new solutions to global challenges. The revitalised building is open to the public and I was honoured to Chair the Edinburgh and South East Scotland City Region Joint Committee meeting there in June. The Usher Institute, which utilises data to develop innovative models of health and social care that improve lives, is also now operational. The Edinburgh Innovation Hub, a joint venture between East Lothian Council and the Queen Margaret University, is under construction and represents a flagship development for innovation and tech-based enterprise. In Fife, Tranche 3 of the Fife Industrial Innovation Investment programme was approved; the programme is working well in addressing market failure in the private sector provision of essential business infrastructure required to increase the stock of serviced employment land. The Integrated Regional Employability and Skills (IRES) Programme continues to evolve, streamline, and integrate the region’s employability and skills system. Over 336,000 skills enhancements and 7,899 job outcomes have been delivered through the programme to increase employment and career progression opportunities for the region’s residents. The programme already surpassed its eight year targets and is essential to ensure that everyone has the ability to benefit from the opportunities created by the Deal. IRES was nationally recognised with the project team winning the Project and Programme Management Award at the annual Scottish Public Service Awards last December. The approval of the West Edinburgh Transport Improvement Programme (WETIP) in June means that that 19 of the Deal’s 20 projects are now either in implementation or delivery. WETIP will advance an essential package of public transport and active travel interventions which are needed to: provide early sustainable development; support mode shift towards public and active travel; and target an improvement in air-quality in an area earmarked for substantial growth. Greater detail about each project can be found in Section 4 of this report, and six new case-study videos have been produced to highlight the positive impact that projects are having on our residents’ lives. Cllr Lawrence Fitzpatrick Convener, Edinburgh and South East Scotland City Region Deal Joint Committee Page 255 of 322
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8Annual Report 2023 – 2024 Next year, we will continue to build upon the Deal’s core projects whilst utilising our strong partnership to tackle our region’s major challenges. The ambitious and dynamic series of programmes set out in Regional Prosperity Delivery Framework are being developed into a number of regional business cases that will address: climate and net zero ambitions; visitor economy and culture opportunities; regional energy plans; strategic housing delivery; regional transport projects; and support the Forth Green Freeport. In the coming years I also look forward to the Deal’s key role in supporting the development of the seven major strategic sites as identified in the City Region Deal document. Together these sites will deliver over 41,000 new homes, create, 8,400 jobs and contribute over £30 billion to the wider economy. The commitment from the Scottish Government of at least £50 million will allow the Joint Committee to consider investment- ready business cases for all seven sites. As Leader of West Lothian Council, I am keen for there to be positive discussions on the creation of a railway station for Winchburgh. I would like to extend my heartfelt gratitude to all our partners, stakeholders, and community members for their continuing support and dedication to the regional partnership. As we embark on another year of progress and innovation, I am confident that we will continue to build on our successes and create a brighter, more prosperous future for the Edinburgh and South East Scotland City Region. Page 256 of 322
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9Annual Report 2023 – 2024 1. Forewords It has been a pleasure to reflect on the significant progress made in Year 6 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. In directly participating on the Joint Committee and Elected Member Oversight Committee, we represent business, social enterprise and wider third sector across the region and help to ensure that the benefits from the Deal support our shared ambition for achieving sustainable and inclusive economic growth throughout the city region. 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. We are pleased to say that we have witnessed great progress around the six Data-Driven Innovation hubs, with building work now complete at Edinburgh Futures Institute and the Usher Institute. Both hubs will become fully operational in the coming months joining Bayes Centre, National Robotarium, Easter Bush and Edinburgh International Data Facility in the delivery phase. We have high expectations around these hubs collaborating with businesses, the wider third sector and the public sector to use data to innovate – and look forward to reporting back on achievements in future years. The construction phase of the Edinburgh Innovation Hub has begun with completion of the build scheduled for 2025. The facility based at Queen Margaret University will deliver flexible laboratory and office space to small to medium sized enterprises (SMEs) within the food and drink sector and other important economic sectors, including tech and life sciences. This project will provide great opportunities for existing and new businesses, and we are keen to work closely to maximise the benefits. Following the successful delivery of Phase 1 and 2 of the Fife i3 programme, we are pleased to see Phase 3 having been approved and the programme is on track to provide 10,266m2 of new business accommodation. The pragmatic nature of the deal has also been evident in the decision to revisit the plans for Borders Innovation Park Phase 2 to meet market demand. Following the REC’s support for the successful Forth Green Freeport bid, we were pleased to visit Forth Ports earlier this year to be updated on progress and are delighted that the initiative is now officially “Open for Business” with a strong focus on quality jobs, upskilling, small business facilities and a ‘Just Transition’ away from hydrocarbons. The REC previously helped develop the Regional Prosperity Framework vision as well as shape the related Delivery Framework. Although funding has been challenging, it’s encouraging that progress on the ambitious 20-year economic plan has begun with initial Net Zero Accelerator Hub feasibility work, Climate Ready South East Scotland consultation and Visitor Economy research. Neil McLean Vice Chair, Regional Enterprise Council Garry Clark Chair, Regional Enterprise Council Page 257 of 322
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10Annual Report 2023 – 2024 We consider the Integrated Regional Employability and Skills (IRES) programme to be the red blood cells in the City Region Deal, carrying oxygen to the rest of the programmes. IRES has already exceeded its overall targets at the 5-year point of the 8-year programme and scooped the coveted Project & Programme Management Award at the Scottish Public Service Awards in December 2023. The REC feel strongly that IRES should continue for the full 15 years of the Deal and intend to play our part in developing a proposal for post March 2027 aligned to businesses, social enterprises and the wider third sector across the region. Page 258 of 322
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11Annual Report 2023 – 2024 2. City Region Deal Overview Status of Projects and Finances The Edinburgh and South East Scotland City Region Deal is now a £1.5 billion, 15-year programme aimed at driving productivity and reducing inequalities through five key themes: Research, Development and Innovation £930 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 259 of 322
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12Annual Report 2023 – 2024 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 2024 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 Midlothian Mar 21 2. Implement 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 260 of 322
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13Annual Report 2023 – 2024 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 2024 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 * No Government funding through the City Region Deal Page 261 of 322
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14Annual Report 2023 – 2024 2. City Region Deal Overview Stages As of 1 August 2024: Time and Budget are considered to be financially stable, but with some low to moderate financial concerns (amber score) 3Projects 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 14Projects 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) 6Projects are considered to be in sound financial health, with spending largely in line with profile (green score) 17Projects considered to have some moderate to high financial concerns (red score) 1Project Page 262 of 322
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15Annual Report 2023 – 2024 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 Central Borders Innovation Park Integrated Regional Employability/ Skills Board Bus Partnership Fund Subgroup Six DDI Projects IMPACT Project Board Housing Partners Group Seven IRES Projects West Edinburgh and Sheriffhall Projects MC SBC WLCCEC ELC FC Page 263 of 322
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16Annual Report 2023 – 2024 3. Financial Statement This City Region Deal identifies new and more collaborative ways that partners will work with UK Government and Scottish Governments to deliver change to the city regional economy. The Governments are jointly investing £600 million over 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 £1.5 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 £1.5 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 2.24 30.31 11.95 68.75 113.26 Borders Innovation Park 15.00 0.00 14.14 0.00 29.14 Easter Bush 1.27 16.10 27.29 12.47 57.14 Easter Bush Link Road 0.00 10.90 57.10 0.00 68.00 Edinburgh Futures Institute 2.24 55.68 137.45 93.76 289.13 Edinburgh Innovation Hub 1.42 28.58 27.98 0.00 57.98 Edinburgh International Data Facility 0.67 78.93 29.95 24.56 134.11 Fife i3 Programme 35.00 0.00 23.04 0.00 58.04 National Robotarium 1.43 21.04 0.00 0.00 22.47 Usher Institute 0.73 48.46 24.07 27.91 101.17 Total Research, Development & Innovation 60.00 290.00 352.97 227.46 930.43 Dunard Centre 10.00 10.00 94.00 0.00 114.00 Total Culture 10.00 10.00 94.00 0.00 114.00 Integrated Regional Employability & Skills Programme 25.00 0.00 0.00 7.15 32.15 Total Integrated Regional Employability & Skills 25.00 0.00 0.00 7.15 32.15 Page 264 of 322
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17Annual Report 2023 – 2024 3. Financial Statement Project SG (£m) UKG (£m) Partner Capital (£m) Partner Revenue (£m) Total Funding (£m) A720 Sheriffhall Roundabout* 120.00 0.00 0.00 0.00 120.00 West Edinburgh Public Transport Improvement Programme 20.00 0.00 16.00 0.00 36.00 Total Transport 140.00 0.00 16.00 0.00 156.00 New Housing Partnership – Edinburgh Living** 15.00 0.00 248.00 0.00 263.00 Housing Infrastructure Fund** 50.00 0.00 0.00 0.00 50.00 Total Housing 65.00 0.00 248.00 0.00 313.00 Grand Total 300.00 300.00 710.93 234.61 1,545.58 *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 265 of 322
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18 3. Financial Statement The City Region Deal Financial Summary for the period of April 2023 to March 2024 is set out in Table 3. Total expenditure for the year amounted to... Table 3 Edinburgh and South-East Scotland City Region Deal 2023/24 Total expenditure for the year amounted to £38.12 million with on capital projects £33.91 million and on the revenue programme £4.21 million 2023/24 Cumulative (2018/19 - 2023/24) Project CRD Expenditure (£m) CRD Expenditure (£m) CRD Expenditure as % of Funding Bayes Centre 0.00 32.55 100% Borders Innovation Park 0.50 2.83 19% Easter Bush 0.87 17.37 100% Easter Bush Link Road 0.58 1.48 14% Edinburgh Innovation Hub 3.38 4.58 15% Edinburgh Futures Institute 0.00 57.92 100% Edinburgh International Data Facility 14.38 65.30 82% Fife i3 Programme 6.54 19.77 56% National Robotarium 1.88 22.16 99% Usher Institute 0.08 49.21 100% Total Research, Development & Innovation 28.21 273.17 70% Dunard Centre 5.29 12.08 60% Total Culture 5.29 12.08 60% Integrated Regional Employability & Skills Programme 4.21 15.76 63% Total Integrated Regional Employability & Skills 4.21 15.76 63% A720 Sheriffhall Roundabout* 0.26 6.57 5% West Edinburgh Public Transport Improvement Programme 0.15 0.32 1% Total Transport 0.41 6.89 5% New Housing Partnership – Edinburgh Living** 0.00 15.00 100% Housing Infrastructure Fund** 0.00 0.00 0% Total Housing 0.00 15.00 23% Grand Total 38.12 322.89 54% *Scottish Government funded. Transport Scotland taking forward scheme delivery. ** Funding issued by Scottish Government (Housing). Across the Deal programme, £322.89 million of the £600 million government funding has been drawn down to March 24. This includes funding issued by Transport Scotland and Scottish Government Housing Department. Page 266 of 322
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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. Page 267 of 322
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20Annual Report 2023 – 2024 4. The Deal – summary of progress Data-Driven innovation In 2018, the signing of the Edinburgh and South East Scotland City Region Deal set us on an exciting journey to become the ‘data capital of Europe’. The Data-Driven Innovation (DDI) initiative is at the heart of this journey, a visionary collaboration between the University of Edinburgh and Heriot-Watt University. The DDI initiative is a network of hubs where academic experts and external partners come together to tackle some of the world’s most pressing issues. All six DDI hubs are now open in their physical locations, sparking innovation and addressing real-world challenges. Take Edinburgh Futures Institute, for example. It has transformed the historic Royal Infirmary building into a vibrant space for exchanging ideas and debating solutions. Meanwhile, the new Usher Institute uses data to revolutionise health and social care. In May, the Data Education in Schools (DES) team scooped top prize for Education Initiative of the Year at the British Data Awards. In July, the University of Edinburgh and Fife College announced Space Bridges, a training programme to recruit a range of skilled professionals and tradespeople to take up opportunities within the UK’s growing space sector. In April, the National Robotarium announced it had purchased Ameca from Engineered Arts, making it the first facility in the UK to host the ‘world’s most advanced’ humanoid robot. Page 268 of 322
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21Annual Report 2023 – 2024 4. The Deal – summary of progress Date Milestone Oct 23 Edinburgh was chosen to host the UK’s first next-generation supercomputer, the Exascale, ccapable of one billion billion calculations per second. The change of Government has seen this, along with all research compute be subject to a review, under the new UK Government's Artificial Intelligence (AI) Opportunities Action Plan. University of Edinburgh are inputting to this, to continue to make the case for EXASCALE, and its benefits for the UK. Nov 23 The Generative AI Laboratory (GAIL) launched; a hub for developing safe and effective AI solutions for industry and government, solidifying our leadership in artificial intelligence research. Apr 24 The Childlight programme received a major funding boost to fight the global scourge of online child sexual exploitation and abuse. Led by Professor Debi Fry, Childlight also published the first global index on online child abuse, providing vital insights to combat this issue. May 24 The Data Education in Schools (DES) team won Education Initiative of the Year at the 2024 British Data Awards. Since its inception, DES has engaged around 40,000 participants, from schoolchildren to adults returning to the workforce, enhancing data literacy in over 850 schools. Key Milestones and Achievements This past year has been remarkable for the DDI initiative, with several significant milestones: Broader Impact and Future Outlook These milestones are part of a larger story of progress and impact. In the 2022-23 academic year alone, the DDI initiative achieved: • 35,000 course completions, equipping learners with essential skills for the data and AI era. • £127 million in research activity, surpassing our target by 125%. • Support for 41 data-centric technology companies, bringing our total to 433 innovative start-ups driving fresh ideas and solutions in our region. (2023-24 Key Performance Indicators will be verified in December.) Page 269 of 322
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22Annual Report 2023 – 2024 4. The Deal – summary of progress This year has seen considerable growth in the entrepreneurship programmes at Bayes, in its role as the DDI Hub for Entrepreneurship. A partnership with Barclays Eagle Labs, funded by the Department for Science, Innovation & Technology, enabled the Venture Builder Incubator programme to support founders in the Robotics & Autonomous Systems sector with support from the National Robotarium. Work continued with Cancer Research Horizons to support a cohort of founders working in oncology innovation. The established co-located community at Bayes has grown to nearly 40 organisations of all sizes and across sectors. This year, a number of exciting collaborations between partners, academics and students have taken place, using data science and Artificial Intelligence (AI) to create innovative solutions in everything from consumer goods to medical images. The Bayes Research team has continued to develop three key programmes for the Centre. Bayes Innovation Fellows is coming to the end of its inaugural year, with five Fellows concluding a programme offering unrivalled training, mentoring and support to high-value research commercialisation concepts. £100k of Bayes Seed Funding has also been distributed among 15 Data Science and AI-related research projects with a focus on interdisciplinarity and/or industry engagement. The Centre’s Data Assets Strategy is similarly well underway with the development of a Virtual Research Assistant tool to revolutionise data discoverability and utilisation in research. The AI hub for Causality in Healthcare AI (CHAI) launch event Prof Sotos Tsaftaris, Hub Director, at the CHAI launch event Prof Mark Logan, Chief Entrepreneurial Advisor to the Scottish Government at EIE24 Prof Kim Graham, Provost of University of Edinburgh welcomed guests to the EIE24 Gala Dinner Research, Development and Innovation Page 270 of 322
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23Annual Report 2023 – 2024 4. The Deal – summary of progress Headline achievements in the past year • Bayes Entrepreneurship: The entrepreneurship portfolio of programmes supported a total of 57 new start-up and scale-up propositions in 23/24. • Bayes Education: 843 enrolments on Data Upskilling Shorts Courses and a further 53 new students enrolled on pathways related to the online Data Science, Technology and Innovations Masters programme. • Bayes Community: The Business Development team played a significant role in engaging industry partners and securing £24m in funding from the Engineering and Physical Science Research Council (EPSRC) for the AI Hubs CHAI (Causality in Healthcare AI with Real Data) and APRIL (AI for Productive Research and Innovation in Electronics) over 5 years. Bayes will continue to support both hubs and work closely with the CHAI Hub as a delivery partner. • Bayes Research: First Bayes Innovation Fellows programme fully operational and next cohort of Fellows appointed for 24/25 session. Next milestones Due Date Milestone Oct 24 Grow entrepreneurship programmes, scaling Venture Builder Incubator to support up to 25 founders with an enhanced focus on Health and Social Care and scaling AI Accelerator to support up to 16 companies across all DDI sectors. Oct 24 Complete user testing of the Virtual Research Assistant Minimum Viable product to accelerate data sharing proposition in collaboration with EIDF. Apr 25 Successful rollout of ten new 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. Jul 25 Secure up to six strategically significant projects led or supported by Bayes with leading industry or public sector partners to establish a robust innovation pipeline for the DDI Platform, resulting in income of up to £1.2m. Research, Development and Innovation Strategic added value • 67 staff from the City of Edinburgh Council’s Housing and Homelessness Department successfully completed a bespoke Data Management Fundamentals course. • Secured over £500k from the UK Space Agency, in partnership with Fife College, to address the identified skills shortages in the UK space sector. • Relaunched EIE, a series of events over two days in April 2024, to showcase Scotland’s tech ecosystem in Scotland. Attended by founders, ecosystem partners and approximately 100 investors from the UK and beyond. Keynote speakers at the events included Mark Logan, Scotland’s Chief Entrepreneur and Hannah Jones, CEO of the Earthshot Prize. Page 271 of 322
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24Annual Report 2023 – 2024 4. The Deal – summary of progress The Easter Bush Agritech Hub, nucleated within the Royal (Dick) School of Veterinary Studies, continues to leverage world-class facilities, expertise and data infrastructure to maintain a global beacon of Agritech excellence. The Hub’s exceptional research and commercialisation facilities, including colocation spaces for start-ups, provide a multidisciplinary network of experts from higher education, commercial, public and third-sector organisations with the ideal environment to meet the world’s most pressing agricultural and one health challenges. This unique foundation of in-depth Agritech understanding and capability fosters powerful collaboration between researchers, government and industry, informing food and environmental policies that bridge global food system transformation, sustainable agriculture, net zero carbon, and animal and human health, ageing and disease. The Hub’s experts are using data to develop genetics and health innovations for agricultural science and business. In the past year the Hub has seen significant research and adoption growth in areas such as engineering biology, innovative models for medicine, veterinary vaccinology, precision breeding and diagnostics, and aquaculture. The resulting data, analyses and innovations will transform agriculture on a global scale. The Hub’s educational programmes are addressing skills shortages across the industry. Short courses, CPD and postgraduate training foster innovation, with alumni already joining or setting up their own micro-Agritech companies. A new collaborative colocation space opened in spring 2024 within the Roslin Innovation Centre, extending the Hub’s capacity to support entrepreneurial talent within Agritech. Research, Development and Innovation Page 272 of 322
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25Annual Report 2023 – 2024 4. The Deal – summary of progress Headline achievements in the past year 1. Launch of a new Roslin Innovation Centre Field Station and dedicated Agri Hub space. The Field Station will facilitate the attraction of agriculture-based tenants to the region, with three new tenants already in situ at the time of opening. The Agri Hub space, based at the Roslin Innovation Centre and funded by DDI Capital, provides vital office and interaction space to support the Hub’s growing cohort of Small and Medium Enterprises. 2. Enhancement of research capabilities. The Hub’s work continues to leverage data, expertise and technical capability to push the boundaries of agricultural science and innovation: • Genetic technique makes breeding healthy animals more accessible to small and medium-scale fish farming producers. • A team of scientists studying bird flu has been awarded £3.3 million to further investigate the disease, including understanding immunity in wild birds • Honey bee genetic data resource has potential to cut research costs and help scientists identify key genes for healthy breeding. • A Roslin-led initiative to advance vaccine development for livestock and zoonotic diseases is being supported with a funding award • A project to understand bone health in laying hens aims to support their health and welfare, and inform breeding selection as industry moves towards non- caged systems. • A TB vaccine study extends previous research that showed the effectiveness of a standard TB vaccine when it was given in the first day of life. The finding enables easier administration of vaccines across a greater timespan to cattle herds during calving season. The outcome represents an important step towards managing TB, a significant livestock disease for which control measures cost at least £100 million each year in England alone 3. Appointment of an Innovation Fellow. Dr Daniel Tolhurst has joined the hub as an Innovation Fellow. These competitive fellowships were developed to harness the research and adoption potential of innovative researchers meeting the world’s most pressing challenges through Agritech. 4. First round of BBSRC Campus Innovation Account (CIA) awards. The awards are for companies and potential companies to innovate, recognising the importance of entrepreneurship in the Hub eco-system. Three project awards were made to staff and student start-ups, all of which continue to contribute to the innovation environment on campus. Three further awards were made to companies to enable access to specific capabilities and expertise on campus, two of which have resulted in partnerships and further collaboration within the Hub. Research, Development and Innovation Page 273 of 322
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26Annual Report 2023 – 2024 4. The Deal – summary of progress Research, Development and Innovation 5. Significant advances in data-driven engineering. Researchers at Roslin have accrued vast datasets over two decades on the sequence, expression and regulation of the chicken genome. They recently harnessed this data to engineer chickens able to transmit donated genetic material, with diverse applications. To do this, the team devised a strategy to remove specialised cells that give rise to sperm and eggs (so called primordial germ cells, or PGCs) upon the addition of a harmless chemical. This required the team to identify a gene only expressed in PGCs and couple it to a gene that is lethal to PGCs only in the presence of the chemical. When this is done during embryo development, the resulting chickens are sterile as they lack sperm or eggs. However, these embryos are capable of acting as surrogate hosts for donated genetic material. While the surrogate embryo is developing, PGCs from another chicken (or which have been modified by genome editing), can be precisely injected into the bloodstream via a window in the shell. These ultimately then give rise to sperm or eggs from the donor. If this is done with both male and female embryos, then mating of the resulting chickens results in offspring that only carry the donated genetic material. This technology is being put to many uses, both with businesses and across academia. For example, PGCs can be frozen such that it is no longer necessary to keep flocks alive in case they may be needed in the future; thereby creating a ‘frozen aviary’ and priming contracts to cryopreserve the genetic resources of a global poultry breeder. It has also accelerated the process of making edited lines, for example which carry mutations that confer resistance to avian influenza. Hens can also be engineered to produce high-value proteins in their eggs as ‘bioreactors’. The technology has attracted diverse collaborations and Roslin is sharing its expertise and training others, including via annual Edinburgh Gallus Genomics & Embryonic Development (EGGED) workshops. Next milestones Commencement of building a new veterinary First Opinion Practice and STEM-focused High School adjacent to the Campus Planning application has been submitted for this project, with building to commence in early 2025. The veterinary facility will provide the next generation of vets with a learning experience fit for the future, ensuring greater opportunities for first-opinion clinical practice material for teaching students and, crucially, a dedicated programme centred on the financial and practical business skills that graduates need to thrive. This will expand access to first opinion facilities to the Midlothian area, as well as enable expanded outreach and research opportunities in partnership with Beeslack Community High School, which is relocating to land adjacent to Easter Bush from August 2026. Appointment of further Innovation Fellows These planned appointments will aim to attract new innovative talent to the campus eco-system. Second around of BBSRC Campus Innovation Account awards Another round of CIA will be awarded to companies and potential start-ups with potential innovation interactions within the Agritech Hub, recognising the importance of entrepreneurial thinking to the campus eco- system. In addition, we will look to fundraise for a founder programme to grow pre-seed entrepreneurial activity at Roslin. Page 274 of 322
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27Annual Report 2023 – 2024 Further development and evolution of activity The Hub will continue to develop and evolve its research and adoption activity, which engages with innovative areas such as engineering biology, innovative models for medicine, veterinary vaccinology, aquaculture, and precision breeding and diagnostics, to enable data generation and analysis that will improve the agriculture industry worldwide. Strategic Added Value • An independent Benefit Impact Assessment of the first five years of Roslin Innovation Centre (RIC) found that RIC has delivered qualitative benefits, including establishing an entrepreneurial and innovative culture, enhancing the Easter Bush Ecosystem and enabling tenant companies to access research grant and inward investment funding. Many tenants said their location within the Easter Bush Hub was influential in securing research grants, and approximately half of those interviewed felt it had helped them secure private investments. Since taking up occupancy, tenant companies have received, on average, one or more investments totalling over £100k - this includes several examples of inward investment from outside the UK. Tenants also believed there were ‘plentiful’ opportunities for further collaboration within Roslin Innovation Centre. The review found clear evidence of positive engagement with schools, colleges, the wider Midlothian community, and the Edinburgh area by Roslin Innovation Centre tenants. It was argued that the most reasonable estimate was an economic return equivalent to £2.86 for every £1 invested (a return of 286%). In addition to economic growth, the report specifically evidenced the impact on regional job employment and regional growth. Download a copy of the report. • Independent analysis was undertaken on the Roslin Institute which details economic contribution of Roslin Institute to the local, national and global economies. Research carried out at the Roslin Institute contributed almost £20 billion to the global economy, largely through productivity improvements in agriculture and aquaculture, according to an independent economic analysis. This figure includes a contribution of almost £325 million to the UK economy, more than £80 million to Scotland and almost £50 million to the local economy, according to the report from BiGGAR Economics. Their report finds that Roslin’s work supports more than 1600 jobs worldwide, including 1325 in the UK and more than 1000 in Scotland. For every £1 of public funds received, Roslin generated £3.40 in Scotland and £13.50 for the UK. Download a copy of the report. Page 275 of 322
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28Annual Report 2023 – 2024 4. The Deal – summary of progress Edinburgh Futures Institute Edinburgh Futures Institute opened the doors in June 2024 to a data-driven, co- creative, innovation hub at the heart of the University of Edinburgh and the city region. The Futures Institute is an entrepreneurial campus creating a thriving ecosystem with the co-location of research centres, civic and commercial partners alongside students and University staff. Interdisciplinary by design, the Institute’s postgraduate, undergraduate and professional education portfolio supports data-driven innovation and is equipping students with the critical leadership, data and analytical and creative skills needed in a fast-changing world. The Institute’s research culture consolidates the University of Edinburgh’s leadership in data-driven innovation research and is delivering impact through multi-million pound research grants in leading-edge fields including the design of responsible AI and robotics. The Institute is developing research capacity across the region by supporting the incubation and growth of interdisciplinary clusters and centres. Major partnerships have been established through the Institute’s key sectors: Financial Services; Creative Industries; Tourism and Festivals; and Public Services, co-creating projects that deliver meaningful impact derived from world-leading research. Regional impact • Culmination of the five-year Creative Informatics programme with a series of events and the launch of a new book. The project has led to the creation or retention of 455 jobs and created 212 new products, services, and experiences, which has in turn generated over £7.6 million in further funding and investment. Research, Development and Innovation Main entrance Beautifully renovated historic building Page 276 of 322
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29Annual Report 2023 – 2024 4. The Deal – summary of progress • The Scottish Prevention Hub, a co- directed national partnership between Public Health Scotland, Police Scotland, and Edinburgh Futures Institute, established its physical base in the new Futures Institute in spring 2024. • Launched the new data-driven, collaborative partnership The Centre for Purpose Driven Banking with NatWest Group, with nine new projects underway, including successful delivery of its first projects: Healthy Habits, which explored correlations between health and spending data; and Quantum Technologies for Machine Learning, which aimed to narrow the gap between academic research and business applications. • Hosted Joint Committee Meeting for the Edinburgh and South East Scotland City Region Deal, and the City of Edinburgh Council Planning Committee in the newly opened building. Headline achievements in the past year 1. Welcomed the second cohort of postgraduate students to campus and online study, and launched a range of transformative scholarships to support widening postgraduate opportunities on our data driven, interdisciplinary portfolio, including the Luksic Foundation Scholarship, The George David Family Scholarship, and British Standards Institute Scholarships. 2. Delivered the Autumn 2023 public event season ‘Power Trip’ including Edinburgh Futures Conversations events on the Future of Leadership and 12 co-created, original events with over 3,000 tickets sold and viewers from all six continents. 3. Welcomed the first co-located partners to the Futures Institute building, including Police Scotland and Public Health Scotland, Smart Data Foundry, Architecture & Design Scotland and others as the start of a strong pipeline of partners across our key sectors who will be co-located in the Institute alongside students and researchers. 4. Hosted major research initiatives focused on collaborative and creative AI futures: • Generative AI Laboratory (GAIL) will unite the University’s world-leading research and innovation in AI to develop safe solutions and systems for industry and government and bring substantial benefits to those who use them. • BRAID, the Bridging Responsible AI Divides programme, helps organisations develop solutions around the responsible use of AI. • UKRI AI Centre for Doctoral Training in Responsible and Trustworthy in-the-world Natural Language Processing will train students in the technical, social, design and legal aspects of natural language processing, which underpins many leading-edge AI applications such as personal assistants, chatbots and generative AI applications. 5. Opened the doors of the transformed Old Royal Infirmary building as the Edinburgh Futures Institute and welcomed local communities and the wider public with tours and open days, along with a successful press launch with coverage in local and national media. Research, Development and Innovation Page 277 of 322
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30Annual Report 2023 – 2024 Due Date Milestone August 24 Edinburgh International Book Festival in the new Futures Institute building. Autumn 24 Host visit of the City Region Deal’s Regional Enterprise Council. Autumn 24 Welcome the third cohort of postgraduate students and second cohort of undergraduate Interdisciplinary Futures programme students. Two new postgraduate programmes begin. Autumn 24 Deliver the Autumn 2024 public event season, including Edinburgh Futures Conversations on the Future of Education. Autumn 24 Host Doors Open Day weekend programme of public engagement activities for local communities and stakeholders. Spring 25 Deliver official opening event and public events programme for Spring 2025. Summer 25 Complete onboarding of partner companies and members of Futures Institute. Next milestones Page 278 of 322
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31Annual Report 2023 – 2024 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 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; and, • 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 279 of 322
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32Annual Report 2023 – 2024 4. The Deal – summary of progress Headline achievements in the past year EIDF’s focus in 2023/24 has been on the development of novel data and analytical services. We launched a series of data science services for DDI partners and stakeholders. This includes: a GPU Service for high-power compute, 2 Cerebras for AI research, a major upgrade of the Trusted Research Environment to host Safe Haven services and several underpinning data transit and hosting services. EIDF gets nine applications for access each month, which includes a steady stream of regional companies, and some from wider afield, seeking access to EIDF expertise and resources such as, Legal-Pythia and Advai ATIL. The IoT Service has completed the roll-out of IoT in Schools sensors in West Lothian with pilots and further progress advancing in other areas. Furthermore, IoT sensors and data capture infrastructure is now in place for the new Care Testbed environment to support studies on dementia using longitudinal data. View all EIDF services. Research, Development and Innovation Date Delivered Milestone Nov 23 Launched Graphcore IPU-POD64 system as part of EIDF, to provide additional novel compute capability to support AI research and development. Dec 23 Upgraded the Cerebras CS-2 service to a two-machine cluster, to enable research with even larger Large Language Models. Aug 23 Launched the GPU Service to general use. This has become the most popular reason for applying for EIDF access. Dec 23 Working with UKRI and EPSRC on the development of the Business Case for Exascale, to be hosted in the Edinburgh and South East Scotland City Region, progressing to a UKRI-led Procurement of the system. Feb 24 First authority (West Lothian) completed for the IoT in Schools sensor network. Feb 24 Announced the Safe Haven Container Execution service to enable more flexible use of software in Trusted Research Environments and widen access to Safe Havens beyond UK researchers. Apr 24 First public Research Data Set for EIDF available for use by anyone. Launched EIDF S3 https://s3.eidf.ac.uk to enable cloud-based data transits. Apr 24 Two key papers on COVID outcomes have been published recently, both of which used the Outbreak Data Analysis Platform (ODAP) hosted and managed by EPCC’s Safe Haven Services. Jun 24 Launched the EIDF Catalogue where researchers can find Research Data Sets hosted on EIDF. https://catalogue.eidf.ac.uk/ Jun 24 Launched the EIDF Notebook https://notebook.eidf.ac.uk/ where researchers can collaborate on Python, R and Julia code to undertake data science on EIDF from the comfort of their own web browser. No software installations or terminal incantations required. Page 280 of 322
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33Annual Report 2023 – 2024 4. The Deal – summary of progress Research, Development and Innovation Next milestones EIDF will keep its focus on expanding data science services whilst preparing for a ten- fold increase in users. Its operating model is to engage with stakeholders on DDI projects using existing EIDF services and infrastructure, identify commonality and synergies between projects and from these develop new generic services. This approach has proven successful to date. EIDF will continue its work with the other DDI Hubs to develop Data Strategies for each Hub. For the IoT Service, looking forward important new relationships with external organisations are being developed to that enable delivery of significantly improved coverage for our LoRaWAN-based SeNSES regional sensor network, and to build out our engagements to meet the needs of the utilities industries in the adoption of IoT. Activities are also aligning with the City Region Deal Regional Prosperity Framework, to support the development of its future projects. Finally, work has been paused preparing the Advanced Computing Facility as the hosting location for the UK’s first Exascale HPC system in the Edinburgh and South East Scotland City Region, as this is subject to the new UK Government’s Artificial Intelligence (AI) Opportunities Action Plan. The University and its partners continue to forward the case for this form of research compute, that would further cementing the Region’s Digital, Al, and data reputation. Date Delivered Milestone Jun 24 IoT sensors and data capture infrastructure in place for the new Care Testbed environment to study dementia with longitudinal data. Jul 24 Added five companies to increase commercial use and nine projects for the Scottish Government to increase public sector use of EIDF. Jul 24 Preparation of CR4 to host Exascale, placed on hold to allow UK Government's Artificial Intelligence (AI) Opportunities Action Plan to be developed. Aug 24 Launch new version of the EIDF Application Portal to make applications quicker, assessments of applications quicker and capture DDI sector information. Page 281 of 322
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34Annual Report 2023 – 2024 4. The Deal – summary of progress Next milestones Research, Development and Innovation Due Date Milestone Sep 24 EIDF engagement plan agreed to establish a wide userbase from different sectors across commercial and public organisations. Oct 24 EIDF pricing model agreed for a sustainable infrastructure, which accounts for regional organisations, commercial and public sector organisations and amount of resource requested. Nov 24 Awaiting confirmation of the decision by UK Government on the AI Research Resource Plus (AIRR+) Programme. If successful in being selected as a preferred site for the AIRR+ this will be an increase in accelerated AI computing capability by 600%, as part of the National AI Research Resource. Nov 24 Promote the work of the EIDF, EPCC, DDI and University of Edinburgh at Supercomputing 2024 (SC’24) International Conference. Dec 24 Launch EIDF Harbor service to facilitate containerisation of applications to make data science tasks repeatable, reproducible and transportable. Feb 25 Introduce public-facing customer satisfaction metrics in an EIDF Dashboard, such as average waiting time to finish data science tasks, time from application to decision, helpdesk ratings. Jun 25 Expand compute and storage capacity by adding more data storage and a variety of types of compute resources. Jul 25 Continue to work with industry, with an aim of doubling the number of regional companies using the EIDF directly. Ongoing Continue working with UKRI and EPSRC on the delivery of Exascale, to be hosted in the Edinburgh and South East Scotland City Region, undertaking the preparatory site works at the ACF for the power and cooling, and supporting the progression of the UKRI-led Procurement of the system. Page 282 of 322
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35Annual Report 2023 – 2024 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 35+ 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. 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, as well as raising awareness more generally of the positive benefits that robotics and AI bring to people’s work, lives and health. With a thriving portfolio of live projects, the National Robotarium advise industry – from SMEs to global conglomerates – how they can catalyse their business through the adoption of robotics, engineering and automation to solve current and future challenges, and improve safety, efficiency and productivity. Research, Development and Innovation Ameca humanoid robot CEO Stewart Miller at Westminster Industry event at National Robotarium Page 283 of 322
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36Annual Report 2023 – 2024 4. The Deal – summary of progress Research, Development and Innovation 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 offer 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. The facility also provides business acceleration and incubation support for entrepreneurial technology and robotics companies and is currently at capacity with a dozen start-up 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. Headline achievements in the past year • 14 live industry projects; • 10 new partnerships formed; • 120+ people working in robotics and AI at the facility on a daily basis; • 6148 young people (and 259 adults) engaged with the National Robotarium through school visits, competitions, outreach activities 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; • Pipeline of 180+ companies engaged in discussions to explore robotics solutions for their business; • 7 ongoing research collaborations; • 24 research grant applications submitted, inc. 2 multimillion-pound Horizon Europe bids; • The launch of UKRAS-STEP, a joint initiative to grow the UK’s network of RAS (Robotics and Autonomous Systems) technicians and support their professional development; • 13 companies, startups and entrepreneurs utilising business incubation support, with access to labs, equipment, engineering expertise and wider networks; • Robotics Revolution policy plan launched at Westminster to an audience of 50+ leading figures from government, industry, science and funding bodies; Robot petting zoo for Edinburgh Science Festival Robotic arms project Page 284 of 322
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37Annual Report 2023 – 2024 4. The Deal – summary of progress Research, Development and Innovation • 708 PR and media hits across national and international TV, radio, online and print; and • Sustained social media and digital engagement – 2666 new followers on LinkedIn (total 6716), 2308 followers on X, 2.5k new website visitors. Next milestones Strategic Added Value As a Global Research Institute at Heriot- Watt, 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 our colleagues across the DDI programme. These examples include: • with Bayes Centre and Edinburgh Innovations: joint activities in Robotics and Autonomous systems across University of Edinburgh and Heriot-Watt University, and both DDI hubs, including events, funding applications and cross-institutional support to start-up and spinouts from Heriot-Watt University and University of Edinburgh, most notably via the Venture Builder Incubator and Deep Tech Launchpad; • with Edinburgh Futures Institute: joint activities and events around developing trustworthy robotic and AI systems for greater accessibility and adoption; • with the Usher Institute: Exploring and developing opportunities for joint collaboration and enterprise opportunities; and • 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. 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. Due Date Milestone Aug 2024 Launch of robotics and AI capability maturity model programme for business-readiness. Dec 2024 Lead the UK-level discussions for the establishment of a network of Robotariums across the UK. Jan 2025 Establish Robotics Scotland with the Scottish Government as a catalytic change programme for economic development and growth. Mar 2025 Establish engagement partners for enhanced regional and national outreach. Page 285 of 322
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38Annual Report 2023 – 2024 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 and Higher Education, the Children’s Parliament, occupational therapy and physiotherapy students from nearby Edinburgh Napier University and The Ability Centre, a community partner that supports adults aged 16-65 with physical disabilities. Feedback from The Ability Centre directly informed further adjustments to the building to improve accessibility and navigation for those with additional mobility requirements. Other highlights from the last year include the successful delivery of a proof-of-concept for the science and pharmaceutical sector. A team of MSc Robotics with Industrial Applications students from Heriot-Watt undertook a paid internship and leveraged robotic and automated technologies to rapidly develop an innovative robotic solution that addressed an existing limitation within their production lines. 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 unit 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). 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, and developing a holistic policy plan that considers elements from ethics and regulation to economic growth and public perception. Page 286 of 322
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39Annual Report 2023 – 2024 4. The Deal – summary of progress Usher Institute Through the application of data science, the Usher Institute is driving innovation in health and social care that improves lives. It will establish a world-leading innovation hub where public, private and third sectors can collaborate to enable data-driven advances in the delivery of health and social care. The Usher Institute works with people, populations and their data to understand and advance the health of individuals and populations in the community and beyond. It supports the use of data and digital technologies to improve outcomes for patients and encourage the adoption of those with the greatest potential to transform health and social care. The activity will deliver the infrastructure, resources, and expertise essential for the data-driven transformation of the health and social care sector in the City Region and beyond. This includes the creation of high-quality education and training in the application of data skills within health and care; a unique regional data service, DataLoch, as a foundation innovation asset; and a membership-based innovation community bringing together service, academic and industry interests to collaboratively develop solutions to our most pressing health and social care challenges. Research, Development and Innovation Usher Institute interior social area The Usher Institute building Image: Craig Nicholl Page 287 of 322
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40Annual Report 2023 – 2024 4. The Deal – summary of progress Research, Development and Innovation Headline achievements in 23/24 Construction of the Usher Building within Edinburgh BioQuarter is now complete, offering a modern, welcoming space where public, private and third-sector minds can collaborate to enable data-driven advances in health and social care, delivering value across the City Region, nationally and internationally. The last year saw significant further development of our high-quality education and training programme, focussed on the application of data skills to support the development of talent within health and care; a unique regional data service, DataLoch; and growth of an innovation community consisting of academic teams, health professionals, third-sector and industry partners seeking to collaboratively tackle some of our most pressing health and social care challenges. • MSc Leading Digital Transformation in Health and Care programme: first cohort reaching the end of their first year of study, with 40 course participants from the health, social care and housing sectors. • New short-courses have been officially launched within the Talent portfolio, upskilling the health and social care workforce in the region. These include Health Data Science courses with: – 771 Bitesize course participants (390 earning certificates) – 163 professional CPD course participants – 185 PPD course participants • DataLoch: the service is actively developing heart disease and mental health registries to support these NHS service priorities. Strategic Priorities Three strategic priorities for 2024/25 are: 1. To develop open-access data skills resources with health and social care professional societies; 2. To support data federation at scale as part of a Scottish and UK network; and 3. To co-design an implementation pathway for the deployment of data-enabled and digital technologies within the NHS. Page 288 of 322
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41Annual Report 2023 – 2024 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 City Region. Located next to Queen Margaret University on land owned by East Lothian Council the Hub will be a catalyst for the development of a 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 City 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. Research, Development and Innovation Edinburgh Innovation Hub Atrium Edinburgh Innovation Park Masterplan Page 289 of 322
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42Annual Report 2023 – 2024 4. The Deal – summary of progress Research, Development and Innovation Due Date Milestone Jul 2025 Completion of the construction of the Hub. Sep 2025 Hub Operational. Date Milestone Sep 23 Planning permission for the Hub granted. Dec 23 Appointment of contractor. Jan 24 Commencement of construction works. Next milestones Headline achievements in the past year 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. 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. Page 290 of 322
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43Annual Report 2023 – 2024 Strategic Added Value • The Hub forms a key part of an ecosystem of Innovation themed projects promoted by the Edinburgh Southeast Scotland City Region Deal. • Collaboration across the Higher Education and Further Education network within the Edinburgh Southeast Scotland City Region Deal is ongoing. QMU is, for example, through its existing collaborative partnership with Edinburgh Napier University assessing the opportunity for Edinburgh Napier University to contribute to the Edinburgh Innovation Park development in terms of providing innovation support to SMEs additional to or supplementary to the QMU service offering. • 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 those 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 Edinburgh Innovation Park. • 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 Page 291 of 322
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44Annual Report 2023 – 2024 4. The Deal – summary of progress The Fife Industrial Innovation Investment (i3) Programme is a £58 million, ten-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 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 five years of the Programme. 6.09 Ha of employment land has been unlocked and site servicing took place at two sites to unlock 3.89 ha which is now immediately available for private sector investment, along with almost 3,250 m2 of newly developed business space. The new units are more than 95% occupied. Headline achievements in the past year • Tranche 2 of the Fife i3 Programme is underway. • Business Case for Tranche 3 prepared and signed off by Joint Committee. • Construction underway at Fife Interchange North and Levenmouth to create new business units. • High interest from potential occupiers in both these Business Units. Research, Development and Innovation Fife Industrial Investment Innovation Fife Interchange Levenmouth Units Easy Living Development Artist Impression, The Avenue, Lochgelly Page 292 of 322
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45Annual Report 2023 – 2024 4. The Deal – summary of progress Research, Development and Innovation Next milestones Strategic Added Value The Fife i3 Programme works closely with the Scottish Borders Council to share Lessons Learned and is also engaged with the DDI Programme around Innovation opportunities. These linkages will widen with the next phase of the DDI Programme underway with the DDI hubs open in their physical locations. Fife Council’s inclusive growth priority is the Mid-Fife Area. However, all projects contribute to inclusive growth. The locations for investment were initially selected based 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. The site selection process for Tranche 2 and 3 business cases was widened to include these sustainability criteria: • Greenfield sites are generally not preferred unless they fulfil other sustainability criteria or make a significant contribution to other strategic objectives. • Can the site accommodate a Passivhaus design, particularly in relation to the orientation of the building to maximise passive solar gain? • Does the site have access to any renewable energy source (e.g. district heat network, air source or solar power)? • Will the project remediate vacant and derelict land or property? 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 Sep 2024 Levenmouth Business Units Complete. Q2 24/45 Planning determined for new development at John Smith Business Park, Kirkcaldy. Q2 24/45 Construction Starts at Phase 3 Flemington Road, Glenrothes. Q3 24/45 Construction Starts at John Smith Business Park, Kirkcaldy. Q4 24/25 Fife Interchange North Units Complete. Q2 25/26 Commence Site Servicing Project at Levenmouth. Page 293 of 322
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46Annual Report 2023 – 2024 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 digital learning programme, occupies part of the other floor. The rest of the building has now been let to an innovation active business. The Pandemic also impacted 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. Work has now begun on developing an office building within the site of the original Phase 2 and there has also been progress on developing road and service infrastructure to unlock the land for Phase 3 development. 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 Page 294 of 322
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47Annual Report 2023 – 2024 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, particularly Fife Council, the University of Edinburgh and Heriot- Watt University, 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 also 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 23 Start of development of Phase 3 road and service infrastructure. Jan 24 SOSE grant award of £3m towards project costs. Apr 24 Agreement to let remaining space in Phase 1 building to tenant. May 24 Start of design and procurement stage for Phase 2 office building. Jul 24 Start of design team tender exercise for Phase 3 development. Due Date Milestone Oct 2024 Completion of design team tender exercise for Phase 3 development. Nov 2024 Scottish Borders Council meeting regarding project next steps. Dec 2024 Joint Committee meeting regarding project next steps. Jul 2025 Start of construction of Phase 2 office building. Page 295 of 322
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48Annual Report 2023 – 2024 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. 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 336k skills improvements engagements, achieved 7,869 job outcomes, supported 463 people to progress in their career and secured an additional £7.15m 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 296 of 322
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49Annual Report 2023 – 2024 4. The Deal – summary of progress Integrated Regional Employability and Skills 1 Headline achievements in the past year Integrated Knowledge Systems (IKS) • Helix (the new MIS/CRM developed through IKS) has expanded to cover 60,000 clients and 800 users with increased use across all functionalities including events, training, enterprise records and vacancy management. • UK Shared Prosperity funded projects from five Local Authorities (City of Edinburgh, East Lothian, Midlothian, Scottish Borders, and West Lothian) are all being managed through Helix. • First stages of data analysis projects from Helix have been completed. • Migrate Midlothian Council data into Helix using new CLD functionality. 2 Labour Market Analysis & Evaluation (LMAE) • Delivery of regional research into digital skills needs of the health and social care sector. • Development and agreement of a regional skills collaboration plan. • Commissioned research into economic inactivity in the region and the role of the skills system in tackling. Integrated Employer Engagement (IEE) • In 2023 IEE Employer Fund supported 51 businesses with their ‘start up’ 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 27 jobs as a result of the small grants programme. • Since the launch of the IEE fund programme in 2020, IEE have awarded 231 businesses small grants totalling £223,000 across the region. This contributed to the development of 70 jobs and the retention of 145 jobs. • McLaughlin Harvey, the lead contractor for The Usher Institute building worked with the IEE team and identified local organisations to support through a community grants programme as part of their community benefit obligations. Over the duration of the build, this programme was delivered across two phases and consisted of 33 donations totalling £10,320. 3 1 3 Page 297 of 322
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50Annual Report 2023 – 2024 4. The Deal – summary of progress Integrated Regional Employability and Skills Headline achievements in the past year 4 Intensive Family Support Service (IFSS) About IFSS • An audit of IFSS projects was completed which focussed on ensuring efficient and robust systems were embedded across all practice. The audit identified good practice examples and areas for improvement and projects are being supported to enhance and refine systems to ensure consistent approaches are being used across providers. • IFSS facilitated an anti-Stigma Charter workshop with families across the region. The Charter aims to reduce negative attitudes and discrimination against people living in poverty. The Charter promotes positive social change by encouraging understanding, compassion, and respect for those engaging in services. • A joint research proposal with Strathclyde University focusing on the Intensive Family Support Service has successfully secured funding. PhD Researcher Rose Watson will conduct a three-year study on the service to understand the programme’s scope. • The ‘Green Economy Jobs’ Sectoral Awareness Campaign launched in summer 2023. This campaign developed a suite of promotional products for use across our employability networks within the region (and beyond) to demystify the terms green jobs, green skills and green economy jobs. The reach of the campaign widened throughout the year with IEE sponsoring The Scotsman Green Skills Conference where the short film was promoted. The full campaign audience reached over 736,000 citizens and is continuing to be used throughout the region. • IEE commissioned the development of a NOCN accredited Level 2 award in Understanding Domestic Retrofit. Working with a local training provider and curriculum development team, 96 funded places were created to support the regional colleges, local authorities and businesses across our region with upskilling in this priority area. Page 298 of 322
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51Annual Report 2023 – 2024 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 • UK Government endorsement of HCI Skills Gateway-funded Timber Skills Action Plan, in partnership with Timber Development UK and NMITE, in DEFRA’s Timber in Construction Roadmap – highlighted as an innovative and relevant training approach to increase the use of timber in construction with an appropriately skilled and competent workforce. • Extending the range of learners engaged in sustainable and inclusive construction learning, from supporting the award-winning West Lothian Woodworking Initiative – now reaching over 60 early primary and nursery locations with hands-on carpentry and joinery activities – to funding 45 women and minority- gender people to take part in ConStructEd 2024 in partnership with Equate Scotland, a three-day experiential learning experience to enhance construction employability. • Over 2,000 school pupils across the region have now obtained SCQF Level 4 qualifications in STEM Leadership thanks to HCI working with Prosper (formerly the Scottish Council for Development and Industry) to deliver Climate Smarter. Of these 2,005 pupils, 1,432 come from SIMD 20 and 40 areas. 6 Data-Driven Innovation (DDI) Skills Gateway What is the DDI Skills Gateway? – YouTube • Data Education in Schools won Education Initiative of the year at this year’s British Data Awards. • Data Skills for Work funded over 1,000 learners through the Data Skills Credit initiative. • A total of around 5,900 people have now participated in SQA-certified courses at SCQF levels 3 to 8, and around 285 individuals have had the opportunity to progress to university from SCQF levels 7 and 8 as part of the Data Education in Colleges programme. Page 299 of 322
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52Annual Report 2023 – 2024 7 Workforce Mobility (WFM) • Delivered a new data analysis tool 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. • Worked with SEStran & Scottish Futures Trust to gain approval 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. • Following the successful Ministerial Launch of Bus Driver Careers campaign on 2nd May 2024, the Bus Driver Career’s website went live on Helix.scot 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. • Delivered the East Lothian Council Journey Hub and Active Travel Plan, which is based on various data sets provided by WFM Project and a comprehensive community consultation. Headline achievements in the past year 4. The Deal – summary of progress Page 300 of 322
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53Annual Report 2023 – 2024 4. The Deal – summary of progress Integrated Regional Employability and Skills Next milestones Due Date Milestone Ongoing 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. Dec 2024 Ongoing Integrated Knowledge Systems (IKS) • Migrate West Lothian Council data into Helix with site and data language mapping. • Develop and roll out new functionality across Helix including Community Benefits tracking, grant applications and management. Nov 2024 Labour Market Analysis & Evaluation (LMAE) • Delivery of report and recommendations around economic inactivity research. Sep 2024 Ongoing Integrated Employer Engagement (IEE) • Open the first dedicated Telecoms Training Academy in Scotland providing 6 funded places for local people to embark on a career in this industry. The programme will be accredited and guaranteed support and interviews offered upon successful completion. • A regional community benefits plan has been co-signed by IEE and Heron Bros who are the awarded contractor for the Edinburgh Innovation Hub at Queen Margaret University. The plan is now being embedded across activity. Dec 2024 Mar 2025 Aug 2025 Intensive Family Support Service (IFSS) • Following further development of The Anti-Stigma Charter, a launch event involving families, delivery partners and stakeholders, who have taken part in the co-design of the Charter and its resources, will be organised to launch the Charter across Scotland. • Phase two of the IFSS research programme will commence focussing on refining the research questions. These will guide the methodology, data collection, analysis to understand the service impact. • Second audit of IFSS projects to be completed. Aug 2025 Housing, Construction, and Infrastructure (HCI) Skills Gateway • To conclude all current HCI-funded skills programmes except for FE Colleges courses, which are on track to significantly exceed original HCI targets. This includes an increase of children from SIMD areas engaging in construction (with at least a SCQF Level 4 qualification). People being supported into employment and securing more senior roles and additional training and skills improvements for underrepresented groups. • To deliver two in-depth feasibility studies on domestic retrofit requirements, in partnership with the Innovate UK-funded Net Zero Innovation and Delivery Officer based at Fife Council and working across the ESES region. • To develop a future construction skills strategy for housing aligned to the ESES Strategic Sites Programme and Investment Prospectus, to inform future funding requirements. Jun 2025 Data-Driven Innovation (DDI) Skills Gateway • Data Education in Colleges aims to reach 10,000 student participants in the programme and 1,000 college staff members through the Data Education in Colleges-funded Professional Learning. • At least 200 schools across the region will have the IOT infrastructure in place to enable them to engage fully in the Data Education in Schools programme. • Embed a data component into the teacher training programme at QMU as part of the Data Education in Universities programme. Page 301 of 322
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54Annual Report 2023 – 2024 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 region. By supporting local and regional ambition the IRES project has contributed to national policy to help shape future investment for the region. As the partnership supporting IRES develops, further opportunities for wider alignment have developed, including: • Delivery of clear, integrated and inclusive pathways into industry. • Driving cross cutting themes within regional networks such as Community Wealth Building. • Ongoing research to tackle climate emergency, green skills, and skills gaps. • Engagement with stakeholders to support regional agendas including the development of the Regional Prosperity Framework. • Informing future policy through ongoing engagement with stakeholders. Due Date Milestone Dec 2024 Mar 2025 Aug 2025 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. • the Regional Transport Strategy Delivery Plan in partnership with SEStran, which is programmed to have the first phase of regional project prioritisation complete by December 2024. A funding plan will be developed in 2024 to enable consultancy support to be commissioned to develop the priority projects through the appropriate project development frameworks in 2025. • Commence the procurement of the main recommended bus services in the Scottish Borders Council Bus Network Review. Page 302 of 322
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55Annual Report 2023 – 2024 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 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 the non-motorised user facilities included in the proposed Scheme Visualisation of the non-motorised user facilities included in the proposed Scheme Page 303 of 322
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56Annual Report 2023 – 2024 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. • Submission in October 2023 of the independently appointed Reporter’s report following the Public Local Inquiry conducted for the project to consider objections raised and maintained in response to publication of the draft Orders for the proposed Scheme. • The report, which sets out the Reporter’s conclusions and recommendations, 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 Scottish Ministers decision to be made on the scheme. 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 304 of 322
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57Annual Report 2023 – 2024 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. Headline achievements in the past year • Conclusion of Outline Business Case (OBC) as approved by Joint Committee in June, which included the following activities: – Public and Stakeholder engagement events to secure feedback of concept designs proposals; – Finalisation of Concept Design plans; – Scheme Prioritisation Exercise concluded; and – Publication of Socio Economic Case including a Benefit Cost Ratio of 1.7 for delivery of initial measures. • Commencement of Final Business Case Stage including: – Approval of the OBC by the City Deal Joint Committee including approval to progress to Final Business Case Stage; and – Appointment of technical consultancy team to progress preliminary/detailed technical drawings. Transport Page 305 of 322
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58Annual Report 2023 – 2024 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 Summer 2024 Commencement of RIBA Stage 3 (developed design) including major site investigation works. Early 2025 City of Edinburgh Council/West Lothian Council Committee approvals to publish statutory road orders. Summer 2025 Conclusion of RIBA Stage 3 including publication of Statutory Road orders. Summer 2025 Commencement of RIBA Stage 4 – Technical Design. Autumn 2025 Principal Contractor Procurement Strategy concluded. Page 306 of 322
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59Annual Report 2023 – 2024 4. The Deal – summary of progress Dunard Centre The Dunard Centre, supported by Royal Bank of Scotland, will be Edinburgh’s first purpose- built concert hall for more than a century. Designed by David Chipperfield Architects and Nagata Acoustics, this all-purpose performance venue will have at its heart a world-class auditorium that champions the very best in live performance across all genres and ensures everyone can be part of it. It will be an open and welcoming space for life-enhancing and life-changing experiences, crossing generations and communities. Designed to slot into a bustling city centre site fringed by heritage buildings, its 1,000- seat auditorium, bars, workshop rooms and recording facilities will host a diverse programme encompassing classical music to spoken word, hip-hop and pop to folk, jazz and rock. Its innovative and wide-reaching community engagement programme will foster connections between artists, audiences and communities in year-round opportunities for lifelong learning. Nestled in the heart of Edinburgh’s New Town, visitors will be able to stream into the venue on foot and bicycle, by bus, tram and train. Though the plot is little bigger than a football pitch, the ingenious design of the hall will transform the previously screened- off site into a dynamic new public precinct, opening up music-making for all. This landmark building will serve as a home for the Scottish Chamber Orchestra and a principal new venue for the Edinburgh International Festival, with the core purpose of bringing more music to more people, more often. It will hum with life all day every day, matching the vibrancy and diversity of the city’s August festival period in a year- round offer. Culture Dunard Centre Dunard Centre auditorium Image: David Chipperfield Architects and Hayes Davidson Dunard Centre halll stage Image: David Chipperfield Architects and Hayes Davidson Page 307 of 322
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60Annual Report 2023 – 2024 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 transformative partnership between the UK and Scottish Governments and Edinburgh City Council. Through the support of Royal Bank of Scotland, the Dunard Centre will be built in the heart of Edinburgh, tucked behind and directly connected to the Bank’s historic registered office at 36 St Andrew Square. The city centre site has spent the last year undergoing a range of enabling works, including the careful demolition of a five-storey office block, which are nearing completion. IMPACT Scotland, the charity responsible for building and running the venue, is now preparing for the next phase: Dunard Centre’s four- year main construction period. Culture Next milestones Strategic Added Value The Dunard Centre will be a 21st century space dedicated to musical excellence and artistic experimentation, a place that offers audiences and artists incredible sound and a great experience; and a venue that encourages and enables as many people as possible to access the extraordinary benefits of live music. Our inclusive ambition of operating as a ‘hall for all’ saw the start of the first phase of work to build a detailed understanding of prospective audiences. Gathering insights into how citizens currently engage with music in all formats means we can reflect this lived experience in our own community engagement and communications campaigns. The ambitious quantitative and qualitative study into consumer attitudes and behaviour – completed in May this year - will be used to inform future messaging, artistic development and audience mobilisation efforts. We also anticipate using the data to help shape ongoing and standalone campaigns across our Community Benefits commitments once the main construction phase begins. Working with expert, Edinburgh-based JRS Consortium, the research began with Edinburgh and South East Scotland citizens, before widening out the sample to Scotland as a whole. It has provided our team with rich baseline findings to build upon at a local and national level. As a data-driven organisation we will continue to share research with City Region Deal stakeholders and sector partners, actively exploring opportunities to involve the wider network in our sampling and reporting efforts. Insight-driven programme development and marketing is our focus; just one example of IMPACT Scotland’s wider pursuit of building excellence: both on site and within our own organisational development. Due Date Milestone Aug 2024 Recruitment underway seeking new Trustees and Committee Members. Oct 2024 Main construction PCSA agreement with Balfour Beatty complete. Nov 2024 IMPACT Scotland Stage 2 tender acceptance. Early 2025 Main construction begins. Page 308 of 322
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61Annual Report 2023 – 2024 4. The Deal – summary of progress Regional Housing Programme There are significant challenges associated with accommodating the region’s population and economic growth for ESES Local Authorities, with four Local Authorities (The City of Edinburgh Council, Fife Council, Scottish Borders Council and West Lothian Council), having declared local housing emergencies due to the unprecedented and unsustainable pressure on housing and homelessness service. In response, the Region has five housing priorities: • Affordable Housing Delivery; • Retrofit; • Strategic Sites; • Regional Delivery Alliance; and • Future Town Centres and New Delivery Models. Regional partners also collaborate, share best practices and lessons learned on homelessness, infrastructure, innovation, and delivering net-zero carbon housing. A overview of key progress is provided below. Affordable Housing Delivery In recent years, the region has delivered a significant proportion of Scotland’s new affordable homes. In 2023/24 the region collectively delivered over 1,500 affordable home approvals, over 1,700 site starts and nearly 2,300 completions, with a spend of £186m of which nearly £48m was made up of charitable bonds. This exceeded targets for spend, approvals and completions. At the beginning of the year, the Scottish Government announced a budget cut of around £200m from the national affordable housing programme budget and limited availability of charitable bonds. The region’s Local Authorities have experienced around a 24% cut to affordable housing programme budgets/Resource Planning Assumptions (RPAs). When compared with what could be delivered without the funding cut, the region estimates that this year’s affordable housing approvals will be down by just over 640 homes and site starts will be down by nearly 420 homes and completions similarly. This will have serious implications for future completions across affordable housing and housing of all tenures. This will also have significant consequences for those in need of a housing, homelessness services and the economy. Affordable housing is often the catalyst for establishing new communities and infrastructure paving the way for private investment and development. This will also affect future jobs, supply chains, SMEs and the industry’s ability to accelerate housing development. Blindwells Granton Page 309 of 322
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62Annual Report 2023 – 2024 4. The Deal – summary of progress Regional Housing Programme Strategic Sites Work continues to deliver over 41,000 homes across the seven strategic sites at Blindwells, Calderwood, Dunfermline, Edinburgh’s Waterfront, Shawfair, Tweedbank and Winchburgh. Vacant and derelict land is being transformed to delivery: net zero carbon homes; green energy solutions; regeneration; and a just transition to a zero-carbon future. Progress on business case development with Blindwells, Granton Waterfront and Tweedbank is outlined in the table below: Across the seven strategic sites (Blindwells, Calderwood, Dunfermline, Edinburgh’s Waterfront, Shawfair, Tweedbank and Winchburgh) a total of 386 social and 220 mid- market rent and 558 market homes have been started over the last year, and a total of 217 social and 33 mid-market rent and 1,035 market homes have been completed. The number of market homes completed this year is nearly 50% higher than last year. A breakdown is provided in the tables below: Strategic Site Business Case/Status Granton Waterfront • Full Business Case – Phase 1 and Heat Network – Spring 2025 Tweedbank • Final Business Case – Summer 2025 Blindwells • Strategic Outline Business Case – Autumn/Winter 2024 • Outline Business Case – Summer 2025 Delivery (starts) 23/24 Tenure Mix Social Rent MMR Market Blindwells 23 0 52 Calderwood 0 0 196 Dunfermline 0 0 0 Granton Waterfront 243 220 0 Shawfair 120 0 120 Tweedbank 0 0 0 Winchburgh 0 0 190 Total 386 220 558 Delivery (starts) 23/24 Tenure Mix Social Rent MMR Market Blindwells 60 0 174 Calderwood 76 33 176 Dunfermline 0 0 258 Granton Waterfront 0 0 0 Shawfair 60 0 240 Tweedbank 0 0 0 Winchburgh 21 0 187 Total 217 33 1,035 Table 2 – Strategic Site Delivery – CompletionsTable 1 – Strategic Site Delivery – Site Starts Page 310 of 322
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63Annual Report 2023 – 2024 4. The Deal – summary of progress Regional Housing Programme Strategic Site Investment Prospectus Building on constructive engagement with the Minister for Housing in October 2023, Regional Housing Partners and Strategic Site Lead Officers agreed to develop a Strategic Site Investment Prospectus. This includes demonstrating the infrastructure challenges associated with unlocking the sites; capital and revenue requirements; potential delivery mechanisms; and the transformational opportunities, benefits and outcomes associated with delivering over 41,000 homes across these sites. The University of Edinburgh and the City Region Deal PMO have worked closely with Strategic Site Lead Officers on an economic impact model which demonstrates the economic and societal benefits of delivering the sites. Scottish Government economists have been consulted on the assumptions and methodology being used for this model. Engagement is ongoing with Scottish Government and Scottish Futures Trust to develop this work and conclude before the end of 2024. Regional Delivery Alliance This project 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 Regional Housing partners have committed to fund the Regional Delivery Alliance to March 2026. A Project Manager was successfully recruited in July 2024 to deliver Regional Delivery Alliance objectives. A regional knowledge hub to support the initiative, deploy the Regional Delivery Alliance resources and share skills and learning is being developed and will be launched in winter 2024. Town Centres and New Delivery Models Regional partners recognise there are opportunities to re-purpose surplus office accommodation, empty retail units, and spaces above shops into affordable homes to help to arrest the decline in town centres, deliver high quality placemaking principles and increase town centre living Throughout 2023, Edinburgh Living continued to purchase homes for mid- market rent from the City of Edinburgh Council’s housebuilding programme with a total of 72 homes added to the portfolio. In September, approval in principle was provided to purchase a further 220 homes from the City of Edinburgh Councils House Building programme. There is a need for innovation and new delivery models to find new ways to deliver homes across all tenures. Page 311 of 322
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64Annual Report 2023 – 2024 4. The Deal – summary of progress Regional Housing Programme Headline achievements in the past year • Granton – Gas holder frame refurbishment nearing completion, commencement of public realm works due summer 2024 • Granton – Contract award for 143 Net Zero Homes for rent at Silverlea – June 2024 • Granton – Phase 1 planning approval submitted - June 2024 • Dunfermline – Next strategic transport intervention being installed to allow current strategic site to keep building beyond trigger in S75. • Dunfermline – Subsequent transport intervention being advanced and delivered in conjunction with major Council project to avoid longer term disruption to local communities. • Dunfermline – Second tranche of HIF Grant funding drawn down and discussions commenced on second grant award process for the next parliamentary period. • Shawfair – 20km of pipework and energy centre for Shawfair District Heat Network now in place and agreement now in place to connect additional 620 homes at CALA development at Newton and Wellington Farm. • Shawfair – Community Centre built and handed over to Council at Millerhill • Shawfair – 1,300 homes either constructed, under construction, consented or being progressed for planning shortly with a number of new developers due to go on site shortly, such as Robertson Group on site in July 2024 • Shawfair – Inner ring road now complete/open • Shawfair – Next infrastructure works will comprise education remediation work • Shawfair – Midlothian Council have acquired key town centre site in Shawfair to deliver school provision as part of town centre development. • Edinburgh Living – acquired 574 homes by the end of December 2023 Page 312 of 322
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65Annual Report 2023 – 2024 4. The Deal – summary of progress Regional Housing Programme Next milestones Due Date Milestone Sep 2024 Granton Early Action – Western Villages, 444 net zero Homes for sale and rent – residents moving into first block completions. Sep 2024 Granton Early Action – Homes Demonstrator Plot D1 – 75 net zero homes and 3 commercial units, residents moving into completed development. Sep 2024 Granton Early Action – Silverlea site start. Autumn 2024 Shawfair – Heat on for heat network with first connections due. Early 2025 Granton Early Action – Gasholder park opens to the public. Nov 2024 Granton Phase 1 – Detailed Planning consent. May 2025 Granton Phase 1 – Full Business Case Phase 1 (Homes and District Heat Network). Jun/Jul 2025 Granton Phase 1 – Development agreement and concession agreement award. Jul 2025 Granton Early Action – Completion Western Villages. Aug 2025 Granton Phase 1 – Site start for Enabling and Infrastructure – Aug 2025. Summer 2025 Tweedbank – Settlement Expansion Full Business Case approval. 2024/25 Dunfermline • Planning application to be submitted for a major bridge which is the first jigsaw piece for a significant strategic transport corridor and will provide a secondary access to a strategic site, creating the opportunity to build out a strategic site from two areas simultaneously. • Completion of our second strategic transport mitigation measure and the third to be in under construction, if not completed. • Applications expected for the first phases for three other strategic sites that already benefit from planning permission in principle. 2024/25 Shawfair • Remediation of school site underway by SLLP. • New town centre strategy for Shawfair to be agreed. 2024/25 Regional Delivery Alliance • Regional planning engagement around house types. • RDA website and knowledge hub launch. • Establish procurement route for collaborative procurement. • Engagement on further site bundles. • Review and maintain regional design and performance standard. • Review and maintain regional house and flat types. • Annual Pipeline review. 2024/25 Edinburgh Living is expected to purchase 250 homes. Page 313 of 322
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66Annual Report 2023 – 2024 4. The Deal – summary of progress Regional Housing Programme Strategic Added Value • The seven strategic sites can collectively deliver transformational economic and social change both in terms of housing supply, circa. 40,000 homes, and for the local, regional and national economy, through maximising the economic benefits from the construction of new homes an ensure that jobs, training and apprenticeships are targeted towards disadvantaged areas across the region. • Our Strategic Site Investment Prospectus 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. The Strategic Site Investment Prospectus and programme is active, dynamic programme and will continue to work with City Region partners to identify future strategic sites. • These sites all require further work and business case development with most of these homes anticipated to be delivered over the next 10-20 years. Several of the sites therefore require a long-term commitment and investment from Government, agencies and key stakeholders. Page 314 of 322
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67Annual Report 2023 – 2024 5. Benefits Realisation Update In 2023/24 great progress was made in benefit realisation monitoring and reporting. Overview Research, Development and Innovation 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 Talent – CPD & MOOCs The programme has officially exceeded its end of programme target by 118% Research The programme is currently 115% ahead of schedule for meeting its end of programme target Adoption The programme are currently only able to report figures from National Robotarium. The University of Edinburgh aims to report full figures towards the end of the year, however early indications show that they are ahead of schedule Entrepreneurship The programme has officially exceeded its end of programme target for number of companies engaged by 15% Page 315 of 322
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68Annual Report 2023 – 2024 5. Our Approach to Benefits Realisation The Data-Driven Innovation programme has performed well across its five categories of Key Performance Indicators (KPIs): Talent, Research, Adoption, Datasets, and Entrepreneurship (TRADE). • Talent: 103,991 course completions (reference figure) and 74,181 CPD completions (uplift). (above target). • Entrepreneurship: Over 500 enterprises supported (above target). • Research Spend: £207.7m has been achieved (on track to achieve target). • Adoption statistics are currently being worked on. There has also been good progress across the non-DDI elements within this theme. The Edinburgh Innovation Park in East Lothian has made a great deal of progress in its construction, which is been highlighted in one of this year’s annual report videos. Borders Innovation Park also continues to make progress toward its development. The Fife Industrial Innovation Investment programme continues to be successful, with 29 businesses operating from the park, supporting 216 jobs. 25 of the 29 businesses have committed to paying at least the real living wage, and the average investment per unit is now £24,000. The programme has currently generated over £14m in Gross Value Added and has leveraged an additional £438,000 from the private sector. Skills The IRES project has been hugely successful when examining the original KPIs for the project. The IRES project, now in its fifth year of an eight-year programme, is exceeding its business case targets and is on track to achieve these two years ahead of schedule: 14,700 336,000 5,300 7869 500 463 Headline targets ››› Outcomes to date ››› Skills improvements Job outcomes Career progression 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 £7.15 million in funding has been secured, representing a 45% increase on government funding drawn down by the IRES programme so far. Page 316 of 322
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69Annual Report 2023 – 2024 5. Our Approach to Benefits Realisation An additional £7.15m Generating and aligning community benefits across the Deal remains a priority for the IRES programme. Six of the capital builds have contributed to the following achievements: 386 apprentices & trainees employed on site Over £102k of financial contributions have been made to regional good causes 80% 82% of labour from within 40-mile radius of CRD sites spent locally within a 40-mile radius of CRD sites Click here to view the live IRES Impact Data Dashboard The breakdown of target groups and geographic spread of the IRES project will be examined further, and findings presented in the September Joint Committee 2024. Transport The two Transport projects at West Edinburgh and Sheriffhall have not yet 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. Culture The Dunard centre remains under construction; the benefits from this have been reported in the overall construction figures for the Deal. Additionally, there has been a concerted effort to ensure groundwork is being done with communities across the region to understand how best the Dunard centre can work with groups to support the cultural development and provide opportunities for all backgrounds to engage with the centre on opening. Housing Significant collaborative effort has been put into monitoring and evaluation of the benefits of housing projects this year. Against the initial KPIs of the theme, the housing projects are currently delivering benefits above expectations when delivered. To date, 3,622 confirmed homes have been built with 1,162 of these being classed as affordable. This has returned over £1.2bn in GVA for the region and supported over 7,335 jobs. Page 317 of 322
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70Annual Report 2023 – 2024 The increase in homes has well-documented positive impacts on health, poverty and overall well-being of citizens, and particularly in the context of a housing emergency being declared within the region. Going forward, further work will be developed to both quantitatively and qualitatively evaluate the impact of the housing projects in the region, and one area of further discussion is that of carbon neutrality and the impact on biodiversity on sites. All sites have committed to being carbon neutral by 2050, and work can be undertaken to ensure the sites do not have a negative impact on biodiverse spaces and may be able to increase these spaces. With the demand for housing in the region so clear, further projection work has been undertaken to understand what benefits have been achieved thus far, and what may be possible if housing projects are fully supported in the future. Next Steps In 2024/25, work will continue to be conducted to improve the monitoring and evaluation in benefits realisation reporting. The Deal’s Benefits Realisation Officer will continue to work with other Deals to share learning and collaborate to ensure the highest quality, accuracy and presentation of project benefits. More work will also take place to determine how the benefits can be maximised within projects, and disbenefits can be minimised. Finally, work will be undertaken to revise the benefits realisation plan to update the timescales, monitoring and other details to ensure the document remains accurate, practical and effective in guiding the approach to benefits realisation, monitoring and evaluation. Page 318 of 322
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71Annual Report 2023 – 2024 6. Regional Prosperity Framework In September 2021, the Joint Committee approved the Regional Prosperity Framework and the Regional Prosperity Framework Delivery Plan in March 2023. The Regional Prosperity Framework (RPF) 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 also in terms of regional collaboration. It aims to provide a blueprint for regional economy over the next 20 years and provide future direction for major projects and investment. The RPF Delivery Plan set out an ambitious series of four key programmes to deliver the region’s ambitions: • Green Regeneration; • Infrastructure for Recovery and Prosperity; • Visitor Economy and Culture; and • Data Driven Innovation (DDI) Economy. The 2024/25 Scottish and UK budgets did not include any funding commitments for the RPF Delivery Plan. City Region Partners want the Delivery Plan to be supported through a medium to long term, integrated, place- based funding allocation based on shared outcomes. Officers are developing the case for this funding approach and will present this to Scottish and UK Governments. Notwithstanding this, regional partners have continued to develop projects identified in the RPF Delivery Plan, and when funding has been made available, progressed projects into delivery. For example, with UK Government Shared Prosperity Funding (UKSPF), the six Local Authorities have pooled some of their individual funding to deliver priority projects within the RPF. A list of projects that have progressed over the last year is provided below: • Regional Climate Risk and Opportunity Assessment (Climate Ready South East Scotland); • Regional Net Zero Skills Accelerator Feasibility Study; • Visitor Economy and Culture Programme; • Regional Energy Masterplan; • Strategic Site Investment Prospectus; • Regional Delivery Alliance; • Forth Green Freeport; and • Regional Transport Delivery Plan. Further detail on the above projects can be found in the RPF – Annual Update which was approved by the Joint Committee, on the 7 June 2024. Regional Prosperity Framework Page 319 of 322
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72Annual Report 2023 – 2024 7. The Year Ahead 2024 2025 to Date Milestone Aug 24 Edinburgh International Book Festival in the new Futures Institute building. Sep 24 Joint Committee meeting where the following items will be considered: • City Region Deal Annual Report. • City Region Deal Benefits Realisation: Six-Monthly update. • Internal Audit – Update. • Housing Programme Annual Update. • Internet of Things in Schools: Progress Update. • Strategic Sites Investment Prospectus. Sep 24 Open the first dedicated Telecoms Training Academy in Scotland providing six funded places for local people to embark on a career in this industry. The programme will be accredited and guaranteed support and interviews offered upon successful completion. Sep 24 Levenmouth Business Units Complete (part of the Fife I3 Programme). Dec 24 Joint Committee meeting where the following items will be considered: • A720 Sheriffhall Six-Monthly update from Transport Scotland. • Borders Innovation Park (Phase 2) Change Control. • Culture Programme Annual Update. • Edinburgh and South East Scotland City Region Innovation Action Plan. • Integrated Regional Employability and Skills Annual Update. Early 25 Main construction begins at Dunard Centre Jan 25 Establish Robotics Scotland with the Scottish Government as a catalytic change programme for economic development and growth. Mar 25 Joint Committee meeting where the following items will be considered: • City Region Deal Benefits Realisation: Six-Monthly Update. • Data-Driven Innovation Programme Annual Update. Mar 25 Fife Interchange North Units Complete (part of the Fife I3 Programme). Spring 2025 • Granton Waterfront Final Business Case complete. Jun 25 Joint Committee meeting where the following items will be considered: • A720 Sheriffhall six-monthly update from Transport Scotland. • Transport Programme Annual Update. Jul 25 Start of construction of Phase 2 office building at Borders Innovation Park. Jul 25 Completion of the construction of the Edinburgh Innovation Hub at Queen Margaret University. Page 320 of 322
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73Annual Report 2023 – 2024 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 321 of 322
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