-993
Notice of meeting and agenda
Midlothian Council
Venue: Council Chambers, Midlothian House, Dalkeith, EH22 1DN
Date: Tuesday, 02 October 2018
Time: 11:00 - 13:00
John Blair Director of Resources
Contact: Clerk Name: Verona MacDonald Clerk Telephone: 0131 271 3161 Clerk Email: [email protected]
Further Information:
This is a meeting which is open to members of the public.
Recording Notice: Please note that this meeting will be recorded. The recording will be publicly available following the meeting, including publication via the internet. The Council will comply with its statutory obligations under the Data Protection Act 1998 and the Freedom of Information (Scotland) Act 2002.
Page 1 of 218
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 Declarations of Interest
Members should declare any financial and non-financial interests they have in the items of business for consideration, identifying the relevant agenda item and the nature of their interest.
4 Deputations No deputations have been received for consideration.
5 Minutes of Previous Meeting Minute of Meeting of Midlothian Council of 21 August 2018 submitted for approval as a correct record.
Minutes of Meetings for noting, information and consideration of any recommendations contained therein - Minute Volume attached.
Minute Volume Index 5 - 6
6 Questions to the Council Leader No questions were received for consideration.
7 Motions 7.1 Motion by Councillor Winchester, seconded by Councillor Russell
8 Public Reports
8.1 Nuclear Free Local Authorities - Report by Director, Resources 9 - 10
8.2 Short LIfe Working Group on Schedule of Meeting Dates 2019 and 11 - 24 2020 - Report by Director, Resources
8.3 2018 Review of United Kingdom Parliament Constituencies in 25 - 30 Scotland by the Boundary Commission for Scotland – ‘Final Recommendations’ - Report by Chief Executive
Page 2 of 218
8.4 Creating a World-Class Education Service Positive Destination 31 - 74 Update - report by Acting Head of Education
8.5 Chief Social Work Officer Annual Report 2017-2018 75 - 96
8.6 Jarnac Court, Dalkeith - Proposed Remodelling for Homeless 97 - 128 Accommodation - Report by Head of Customer and Housing Services
8.7 Financial Monitoring 2017-18 Recovery Plans - Report by Head of 129 - 154 Finance and Integrated Service Support
8.8 Financial Strategy 2019-20 to 2022-23 - Report by Head of Finance 155 - 178 and Integrated Service Support
8.9 Garden Waste Charging Implementation and Impact Mitigation 179 - 194 Measures - Report by Head of Commercial Operations
8.10 Severe Weather 2018-19 Pre Winter Update - Report by Head of 195 - 218 Commercial Operations
8.11 Community Asset Transfer Framework - Report by Director, Resources (To Follow)
9 Private Reports
(A) TO CONSIDER RESOLVING TO DEAL WITH THE UNDERNOTED BUSINESS IN PRIVATE IN TERMS OF PARAGRAPHS 1 AND 9 OF PART 1 OF SCHEDULE 7A TO THE LOCAL GOVERNMENT (SCOTLAND) ACT 1973 - THE RELEVANT REPORTS ARE THEREFORE NOT FOR PUBLICATION; AND (B) TO NOTE THAT NOTWITHSTANDING ANY SUCH RESOLUTION, INFORMATION MAY STILL REQUIRE TO BE RELEASED UNDER THE FREEDOM OF INFORMATION (SCOTLAND) ACT 2002 OR THE ENVIRONMENTAL INFORMATION REGULATIONS 2004.
9.1 Borders Railway Contribution - Report by Head of Finance and Integrated Service Support
• 9. Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services.
9.2 Minutes of Special Meeting of Cabinet held on 26 September 2018 (To Follow)
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Page 4 of 218 Midlothian Council Minute Volume
Presented to the Meeting of Midlothian Council on Tuesday, 02 October 2018
Page 5 of 218
1 Minutes of Meetings submitted for Approval
Midlothian Council 21 August 2018 3 - 22
2 Minutes of Meetings submitted for Consideration
Approved Minutes for Noting, Information and Consideration of any recommendations contained therein
Cabinet 22 May 2018 23 - 38
Local Reveiw Body 22 May 2018 39 - 48
Police and Fire & Rescue Board 4 June 2018 49 - 54
Performance Review and Scrutiny Committee 5 June 2018 55 - 64
Planning Committee 19 June 2018 65 - 78
General Purposes Committee 19 June 2018 79 - 82
Special Local Review Body 20 June 2018 83 - 94
3 Minutes of Meetings submitted for Information
Approved Minutes of Outside Organisations to which Council appoints representatives
Midlothian Integration Joint Board 3 May 2018 95 - 110
Special Midlothian Integration Joint Board 7 June 2018 111 - 118
Page 6 of 218 Midlothian Council Tuesday 2 October 2018 Item No 7.1
Page 7 of 218
Page 8 of 218 Midlothian Council Tuesday 2 October 2018 Item No 8.1
Nuclear Free Local Authorities
Report by Director, Resources
1 Purpose of Report
This report seeks to clarify the position with regards to the Council’s membership of Nuclear Free Local Authorities.
2 Background
2.1 At the Council meeting on 21 August 2018, during consideration of a report on the “Transportation of Defence Nuclear Materials”, the position with regard to the Council’s membership of the Nuclear Free Local Authorities was raised.
2.2 At the time, as there was uncertainty as to the current position, the matter was continued in order to allow for a further report to be brought back to the next (this) meeting of the Council clarifying the position.
3 Current Position
The Council at its meeting on 27 June 2017, agreed appointments to a wide range of outside bodies, including the Nuclear Free Local Authorities, with Councillor Russell Imrie being appointed as the Council’s representative.
4 Report Implications
4.1 Resource Membership of NFLA for the period 1 April 2018 to 31 March 2019 is £1340.00.
4.2 Risk Not applicable
4.3 Single Midlothian Plan and Business Transformation Themes addressed in this report:
Community safety Adult health, care and housing Getting it right for every Midlothian child Improving opportunities in Midlothian Sustainable growth Business transformation and Best Value None of the above
4.4 Key Priorities within the Single Midlothian Plan Not applicable
Page 9 of 218 2
4.5 Impact on Performance and Outcomes Not applicable
4.6 Adopting a Preventative Approach Not applicable.
4.7 Involving Communities and Other Stakeholders Not applicable.
4.8 Ensuring Equalities Not applicable.
4.9 Supporting Sustainable Development Not applicable.
4.10 IT Issues Not applicable.
5 Recommendation
The Council is invited to note the appointment of Councillor Russell Imrie as the Council’s representative to the Nuclear Free Local Authorities.
7 September 2018
Report Contact: Verona MacDonald Tel No 0131 271 3161 E-mail [email protected]
Background Papers:
(a) Report to Council on 21 August 2018 – Transportation of Defence Nuclear Materials
Page 10 of 218 Midlothian Council Tuesday 2 October 2018 Item No 8.2
Short Life Working Group - Schedule of Meeting Dates 2019 and 2020
Report by Director, Resources
1 Purpose of Report
This report invites the Council to approve a schedule of meeting dates for Council, Cabinet and Committee meetings for 2019 and 2020.
2 Background
2.1 The Council on 21 August 2018, unanimously agreed:-
(a) to set-up a Short Life Working Group consisting of 1 – 2 members from each of the 3 political groups, plus appropriate officer support; (b) that the Short Life Working Group’s remit would be to consider the proposed schedule of meeting dates with particular reference to the timings of the meetings and; (c) to continue consideration of the proposed schedule of meeting dates until the meeting of the Council on 2 October 2018 with a report on the Group’s findings being considered at that time.
2.2 The Short Life Working Group met on 11 September 2019 and their recommended schedule of meetings/dates is shown at Appendix 1.
3 Report Implications
3.1 Resource There are no direct resource implications arising from this report.
3.2 Risk The availability of the schedule of meeting dates contributes to the mitigation of risk by:
• facilitating forward planning for meetings; • contributing to the governance framework which allows the Council to conduct its business; and • providing a timetable to which officers can work to ensure that reports are submitted timeously.
3.3 Single Midlothian Plan and Business Transformation Themes addressed in this report:
Community safety Adult health, care and housing Getting it right for every Midlothian child Improving opportunities in Midlothian Sustainable growth Business transformation and Best Value None of the above
Page 11 of 218 2 3.4 Key Priorities within the Single Midlothian Plan The availability of a meetings schedule supports the decision making process of the Council, but does not otherwise impact on the key priorities in the Single Midlothian Plan.
3.5 Impact on Performance and Outcomes The absence of a meetings schedule will adversely impact on the performance reporting and the Council decision making process.
3.6 Adopting a Preventative Approach Not applicable.
3.7 Involving Communities and Other Stakeholders Not applicable.
4.8 Ensuring Equalities Not applicable.
3.9 Supporting Sustainable Development Not applicable.
3.10 IT Issues Not applicable.
4 Recommendation
The Council is invited to:-
(a) Note and approve the Note of Meeting of the Short Life Working Group held on 11 September 2018 and; (b) approve the schedule of meeting dates for 2019 and 2020 recommended by the Short Life Working Group, as shown at Appendix 1.
12 September 2018
Report Contact: Verona MacDonald Tel No 0131 271 3161 E-mail [email protected]
Background Papers: (a) Proposed Schedule of Meeting dates for 2019 and 2020 (Appendix 1) (b) Note of Meeting of the Short Life Working Group held on 11 September 2018 (Appendix 2)
Page 12 of 218 3 Proposed Schedule of Meeting Dates 2019 and 2020 Appendix 1
January 2019 Monday 14 10.00 Local Review Body Site Visits Monday 14 13.00 Local Review Body Tuesday 15 11.00 Cabinet Thursday 17 14.00 MIJB – Development Workshop Monday 21 14.00 Planning Site Visits Tuesday 22 10.00 General Purposes Tuesday 22 13.00 Planning Tuesday 22 14.00 MNCT Monday 28 11.00 Business Transformation Steering Group Tuesday 29 10.00 Audit
February 2019 Tuesday 5 10.00 Petitions Tuesday 5 11.00 Performance, Review and Scrutiny Tuesday 5 14.30 JCG Tuesday 12 11.00 Midlothian Council Monday 18 11.00 Police, Fire and Rescue Board Thursday 14 14.00 MIJB Monday 18 14.00 Planning Site Visits Tuesday 19 10.00 General Purposes Tuesday 19 13.00 Planning Tuesday 26 11.00 Cabinet
March 2019 Tuesday 5 10.00 Local Review Body Site Visits Tuesday 5 13.00 Local Review Body Thursday 7 14.00 MIJB – Audit & Risk Monday 11 11.00 Business Transformation Steering Group Tuesday 12 10.00 Audit Tuesday 12 14.00 MNCT Thursday 14 14.00 MIJB – Joint Special Board Meeting/ Development Workshop Tuesday 19 10.00 Petitions Tuesday 19 11.00 Performance, Review and Scrutiny Tuesday 19 14.30 JCG Tuesday 26 11.00 Midlothian Council April 2019 Page 13 of 218 4 Monday 1 14.00 Planning Site Visits Tuesday 2 10.00 General Purposes Tuesday 2 13.00 Planning Tuesday 9 11.00 Cabinet Thursday 11 14.00 MIJB Tuesday 16 10.00 Local Review Body Site Visits Tuesday 16 13.00 Local Review Body Tuesday 23 14.00 MNCT Monday 29 11.00 Business Transformation Steering Group Tuesday 30 10.00 Petitions Tuesday 30 11.00 Performance, Review and Scrutiny Tuesday 30 14.30 JCG
May 2019 Tuesday 7 11.00 Midlothian Council Monday 13 14.00 Planning Site Visits Tuesday 14 10.00 General Purposes Tuesday 14 13.00 Planning Thursday 16 14.00 MIJB – Development Workshop Tuesday 21 11.00 Cabinet Tuesday 28 10.00 Audit
June 2019 Monday 3 11.00 Police, Fire and Rescue Board Tuesday 4 10.00 Local Review Body Site Visits Tuesday 4 13.00 Local Review Body Thursday 6 14.00 MIJB – Audit & Risk Monday 10 11.00 Business Transformation Steering Group Tuesday 11 10.00 Petitions Tuesday 11 11.00 Performance, Review and Scrutiny Tuesday 11 14.00 MNCT Thursday 13 14.00 MIJB Monday 17 14.00 Planning Site Visits Tuesday 18 10.00 General Purposes Tuesday 18 13.00 Planning Tuesday 18 14.30 JCG Tuesday 25 11.00 Midlothian Council SUMMER RECESS
Page 14 of 218 5
August 2019 Tuesday 20 11.00 Midlothian Council Tuesday 20 14.00 Audit Thursday 22 14.00 MIJB Monday 26 11.00 Police, Fire and Rescue Board Monday 26 14.00 Planning Site Visits Tuesday 27 10.00 General Purposes Tuesday 27 13.00 Planning
September 2019 Tuesday 3 11.00 Cabinet Thursday 5 14.00 MIJB – Audit & Risk Tuesday 10 10.00 Local Review Body Site Visits Tuesday 10 13.00 Local Review Body Thursday 12 14.00 MIJB – Joint Special Board Meeting/ Development Workshop Monday 16 11.00 Business Transformation Steering Group Tuesday 17 10.00 Petitions Tuesday 17 11.00 Performance, Review and Scrutiny Tuesday 17 14.00 MNCT Tuesday 24 10.00 Audit Tuesday 24 14.30 JCG
October 2019 Tuesday 1 11.00 Midlothian Council Monday 7 14.00 Planning Site Visits Tuesday 8 10.00 General Purposes Tuesday 8 13.00 Planning Thursday 10 14.00 MIJB Tuesday 15 11.00 Cabinet Tuesday 22 10.00 Local Review Body Site Visits Tuesday 22 13.00 Local Review Body Monday 28 11.00 Business Transformation Steering Group Tuesday 29 10.00 Petitions Tuesday 29 11.00 Performance, Review and Scrutiny Tuesday 29 14.00 MNCT
November 2019
Page 15 of 218 6 Tuesday 5 14.30 JCG Tuesday 12 11.00 Midlothian Council Thursday 14 14.00 MIJB – Development Workshop Monday 18 11.00 Police, Fire and Rescue Board Monday 18 14.00 Planning Site Visits Tuesday 19 10.00 General Purposes Tuesday 19 13.00 Planning Tuesday 26 11.00 Cabinet
December 2019 Monday 2 10.00 Local Review Body Site Visits Monday 2 13.00 Local Review Body Tuesday 3 10.00 Audit Tuesday 3 14.00 MNCT Thursday 5 14.00 MIJB – Audit & Risk Monday 9 11.00 Business Transformation Steering Group Tuesday 10 10.00 Petitions Tuesday 10 11.00 Performance, Review and Scrutiny Tuesday 10 14.30 JCG Thursday 12 14.00 MIJB Tuesday 17 11.00 Midlothian Council
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January 2020 Monday 13 10.00 Combined Local Review Body and Planning Site Visits Monday 13 13.00 Local Review Body Tuesday 14 10.00 General Purposes Tuesday 14 13.00 Planning Tuesday 21 11.00 Cabinet Monday 27 11.00 Business Transformation Steering Group Tuesday 28 10.00 Audit Tuesday 28 14.00 MNCT
February 2020 Tuesday 4 10.00 Petitions Tuesday 4 11.00 Performance, Review and Scrutiny Tuesday 4 14.30 JCG Tuesday 11 11.00 Midlothian Council Monday 17 11.00 Police, Fire and Rescue Board Tuesday 18 10.00 Local Review Body Site Visit Tuesday 18 13.00 Local Review Body Monday 24 14.00 Planning Site Visits Tuesday 25 10.00 General Purposes Tuesday 25 13.00 Planning
March 2020 Tuesday 3 11.00 Cabinet Monday 9 11.00 Business Transformation Steering Group Tuesday 10 10.00 Audit Tuesday 10 14.00 MNCT Tuesday 17 10.00 Petitions Tuesday 17 11.00 Performance, Review and Scrutiny Tuesday 17 14.30 JCG Tuesday 24 11.00 Midlothian Council Tuesday 31 10.00 Local Review Body Site Visits Tuesday 31 13.00 Local Review Body
Page 17 of 218 8
April 2020 Monday 6 14.00 Planning Site Visits Tuesday 7 10.00 General Purposes Tuesday 7 13.00 Planning Tuesday 14 11.00 Cabinet Tuesday 21 14.00 MNCT Monday 27 11.00 Business Transformation Steering Group Tuesday 28 10.00 Petitions Tuesday 28 11.00 Performance, Review and Scrutiny Tuesday 28 14.30 JCG
May 2020 Tuesday 5 11.00 Midlothian Council Monday 11 10.00 Combined Local Review Body and Planning Site Visits Monday 11 13.00 Local Review Body Tuesday 12 10.00 General Purposes Tuesday 12 13.00 Planning Tuesday 19 11.00 Cabinet Tuesday 26 10.00 Audit
June 2020 Monday 1 11.00 Police and Fire and Rescue Board Tuesday 2 10.00 Petitions Tuesday 2 11.00 Performance, Review and Scrutiny Tuesday 2 14.00 MNCT Monday 8 11.00 Business Transformation Steering Group Tuesday 9 10.00 Local Review Body Site Visits Tuesday 9 13.00 Local Review Body Monday 15 14.00 Planning Site Visits Tuesday 16 10.00 General Purposes Tuesday 16 13.00 Planning Tuesday 16 14.30 JCG Tuesday 23 11.00 Midlothian Council
SUMMER RECESS Page 18 of 218 9
August 2020 Tuesday 25 11.00 Midlothian Council Tuesday 25 14.00 Audit Monday 31 11.00 Police and Fire and Rescue Board Monday 31 14.00 Planning Site Visits
September 2020 Tuesday 1 10.00 General Purposes Tuesday 1 13.00 Planning Tuesday 8 11.00 Cabinet Monday 14 11.00 Business Transformation Steering Board Tuesday 15 10.00 Local Review Body Site Visits Tuesday 15 13.00 Local Review Body Tuesday 22 10.00 Petitions Tuesday 22 11.00 Performance, Review and Scrutiny Tuesday 22 14.00 MNCT Tuesday 29 10.00 Audit Tuesday 29 14.30 JCG
October 2020 Tuesday 6 11.00 Midlothian Council Monday 12 14.00 Planning Site Visits Tuesday 13 10.00 General Purposes Tuesday 13 13.00 Planning Tuesday 20 11.00 Cabinet Monday 26 11.00 Business Transformation Steering Group Tuesday 27 10.00 Local Review Body Site Visits Tuesday 27 13.00 Local Review Body
Page 19 of 218 10
November 2020 Tuesday 3 10.00 Petitions Tuesday 3 11.00 Performance, Review and Scrutiny Tuesday 3 14.00 MNCT Monday 9 11.00 Police and Fire and Rescue Board Tuesday 10 14.30 JCG Tuesday 17 11.00 Midlothian Council Monday 23 14.00 Planning Site Visits Tuesday 24 10.00 General Purposes Tuesday 24 13.00 Planning Monday30 10.00 Local Review Body Site Visits Monday 30 13.00 Local Review Body
December 2020 Tuesday 1 11.00 Cabinet Tuesday 1 14.00 MNCT Monday 7 11.00 Business Transformation Steering Group Tuesday 8 10.00 Audit Tuesday 8 14.30 JCG Tuesday 15 11.00 Midlothian Council
Page 20 of 218 11 Appendix 2
Note of Meeting of Short Life Working Group
Short-Life Working Group – Schedule of Meeting Name Meetings and Dates for 2019 and 2020
Venue Committee Room, Midlothian House
Date 11 September 2018
Time 11.40 am
Present:
Councillor Kenneth Baird Councillor Jim Muirhead Councillor Peter Smaill
In attendance:
Verona MacDonald Democratic Services Team Leader
1. Welcome and Apologies
No apologies were received.
2. Order of Business
The order of business was as set out in the Agenda.
Page 21 of 218 12 3. Declarations of interest
None 4. Reports
Item No Agenda Item 4.1 Membership and Terms of Reference
The Group noted its remit as outlined by the Council on 21 August 2018 - to consider the proposed schedule of meeting dates with particular reference to the timings of the meetings and report back to the Council on 2 October 2018.
Item No Agenda Item 4.2 Proposed Schedule of Meeting dates for 2019 and 2020
The list of proposed meeting dates for 2019 and 2020, circulated prior to the meeting, was considered by the Group in terms of the remit.
Thereafter, the Group agreed that the proposed schedule be amended as follows:-
• General Purposes Committee commence at 10 am rather than 11 am;
• Planning Committee commence at 1 pm rather than 2 pm;
In addition, Members agreed that:-
• the Audit Committee commence at 10 am provided the independent Chair of the Audit Committee was agreeable to this change. It was noted that the proposed August meetings of the Audit Committee would need to commence at 2 pm as per the schedule due to meetings of the Council taking place on the same day at 11.00 am;
• The remainder of the meetings on the proposed schedule commence at the times listed
Members further noted that a review of the Council’s governance arrangements was pending. Decision The Short Life Working Group agreed to recommend to the Council that:- • The Schedule of Meeting dates as amended and included as an Appendix hereto be approved in respect of 2019 and 2020;
• In principle, the Audit Committees included within the Schedule, with the exception of the August dates, could commence at 10 am provided the independent Chair of the Committee is agreeable to the change; Page 22 of 218 13 • That prior to the Council meeting on 2 October 2018, the Democratic Services Team Leader, check with the independent Chair of the Audit Committee with regard to the change of time to 10.00 am (with the exception of the August meetings)
• that a report by the Working Party be placed before the Council on 2 October 2018 with a recommendation that the schedule (Appendix 1) be approved and;
• that a Note of Meeting of the Working Party be appended to the said report for approval by the Council on 2 October 2018
Action by Democratic Services Team Leader
The meeting terminated at 12.46 pm
Page 23 of 218
Page 24 of 218 Midlothian Council Tuesday, 2 October 2018 Item No 8.3
2018 Review of United Kingdom Parliament Constituencies in Scotland by the Boundary Commission for Scotland – ‘Final Recommendations’.
Report by Dr Grace Vickers, Chief Executive
1 Purpose of Report
1.1 This report is to inform the Council that The Boundary Commission for Scotland submitted to the Secretary for State for Scotland, on 5 September 2018, Report entitled “2018 Review of UK Parliamentary Constituencies” containing their ‘Final Recommendations’ for UK Parliamentary Constituencies in Scotland and that subsequently these were laid before the UK Parliament on 10 September 2018.
The report is available at www.bcomm-scotland.independent.gov.uk
2 Background
2.1 The Boundary Review commenced in 2016 with the remit from the UK Parliament that the 59 current constituencies covering Scotland be reduced to 53.
2.2 The Boundary Commission for Scotland published its ‘Initial Proposals’ for UK Parliamentary Constituencies in Scotland in October 2016 for public consultation.
2.3 In Midlothian the ‘Initial Proposals’ were for the current UK Midlothian County Parliamentary Constituency to be expanded southwards into the Scottish Borders Council area to include Ward 1 – Tweeddale West and part of Ward 2 Tweeddale East and to be named ‘Midlothian and Peebles County Constituency’.
2.4 Midlothian Council considered the Commission’s proposals at its meeting, on 8 November 2016, when the view was expressed that a response to the consultation be made and in this regard that comments be sought from elected members.
2.5 On 20 December 2016 it was reported to Midlothian Council that no further comments/submissions had been made by Elected Members and it was agreed that the Council’s submission, reflecting the views expressed by Elected Members, be made by the Chief Executive in consultation with the Leader of the Council and the Labour Group Leader.
2.6 The formal submission was made and it stated that Midlothian Council had no specific comments to make on the proposals.
2.7/ Page 25 of 218
2
2.7 In October 2017 the Commission published its ‘Revised Proposals’ which in respect of Midlothian proposed changing the name of the constituency from ‘Midlothian and Peebles County Constituency’ to ‘Midlothian and Upper Tweeddale County Constituency’. In addition an alteration was made to the eastern boundary by the addition of Cardrona (about 616 electors).
2.8 On 7 November 2017 Midlothian Council considered the Commission’s ‘Revised Proposals’ and approved a motion by Councillor Milligan and seconded by Councillor Hackett that the UK Parliamentary Constituency should be co-terminus with the Midlothian local government area. Accordingly, the Commission were informed of this decision.
3 Boundary Commission for Scotland Report
3.1 The Report “2018 Review of UK Parliamentary Constituencies” by the Boundary Commission which contains its ‘Final Recommendations’ for UK Parliamentary Constituencies in Scotland was submitted to the Secretary of State for Scotland on 5 September 2018 and subsequently it was laid before the UK Parliament on 10 September 2018.
3.2 For Midlothian Constituency no changes have been made from those made at the ‘Revised Proposals’ stage – ie the name of the constituency remains ‘Midlothian and Upper Tweeddale County Constituency’ and that its eastern boundary includes Cardrona (along with the Scottish Borders Council area of Ward 1 – Tweeddale West and part of Ward 2 - Tweeddale East.) For information a map of the proposed Constituency is attached as an Appendix.
4 Report Implications
4.1 Resource
Not applicable
4.2 Risk
Not applicable.
4.3 Single Midlothian Plan and Business Transformation
Themes addressed in this report:
Community safety Adult health, care and housing Getting it right for every Midlothian child Improving opportunities in Midlothian Sustainable growth Business transformation and Best Value None of the above
4.4 Key Priorities within the Single Midlothian Plan
Not applicable.
4.5/ Page 26 of 218 3
4.5 Impact on Performance and Outcomes
Not applicable.
4.6 Adopting a Preventative Approach
Not applicable
4.7 Involving Communities and Other Stakeholders
This is part of a statutory review procedure for which the Boundary Commission for Scotland places great emphasis in maintaining public confidence in the process. The first stage was a 12 week public consultation procedure which included public hearings at 5 locations around Scotland.
Consultation responses were published by the Commission for public scrutiny and comment during Spring 2017. In response to the representations received the ‘Revised Proposals’ were published in October 2017 and were the subject of an eight week public consultation period. Following this the ‘Final Recommendations’ were evolved by the Commission and their Report has now been submitted to the Secretary of State for Scotland.
4.8 Ensuring Equalities
The Boundary Commission for Scotland carried out the Review in terms of the statutory procedures.
4.9 Supporting Sustainable Development
There are no sustainability issues arising from this report.
4.10 IT Issues
Not applicable.
5 Recommendation
Midlothian Council is asked to note:
(a) That the Boundary Commission for Scotland Report to the Secretary of State for Scotland – “2018 Review of UK Parliamentary Constituencies” - in so far as its ‘Final Recommendations’ are in respect of the Midlothian Constituency makes no changes from those made at the ‘Revised Proposals’ stage of the Review; and
(b) That accordingly, the constituency name becomes ‘Midlothian and Upper Tweeddale County Constituency’ (and includes Scottish Borders Ward 1 – Tweeddale West and part of Ward 2 - Tweeddale East including Cardrona).
18 September 2018
Report Contact: Allan R Brown, Elections Officer Tel No: 0131 271 3255 [email protected] Page 27 of 218
6
Background Papers:
- Boundary Commission for Scotland 2018 Review of UK Parliamentary Constituencies – Public Consultation - Initial Proposals - Boundary Commission for Scotland 2018 Review of UK Parliamentary Constituencies – Public Consultation - Revised Proposals
- Boundary Commission for Scotland Report – “2018 Review of UK Parliamentary Constituencies” - to Secretary of State for Scotland containing the ‘Final Recommendations’.
Page 28 of 218 Boundary Commission for Scotland - 2018 Review of UK Parliament Constituencies Midlothian and Upper Tweeddale County Constituency
0 5 miles Crown Copyright and database right 2018. All rights reserved. Ordnance Page 29 of 218 Survey licence no. 100022179 0 5 km
Page 30 of 218 Midlothian Council Tuesday 2 October 2018 Item No 8.4
Creating a World-Class Education Service: Positive Destination Update
Report by Maria Lloyd, Acting Head of Education
1. Purpose of Report
The purpose of this report is to inform Midlothian Council of the number of young adults aged 16 to 19 years that have secured and sustained a positive destination. The School Leaver Destination Report is published annually in June and sets out the percentage of sustained destinations of the 2016/17 cohort of leavers. There is a new additional measure the participation measure which came into effect from August 2017, the Annual Participation Measure was adopted within the Scottish Government’s National Performance Framework, published annually in August it provides information on Participation Measure, which includes destinations of all young people aged 16 to 19 years and outlines the performance across the 32 local authorities.
2. Background
2.1 Positive Destinations in Midlothian In Midlothian Council 94.4% of school leavers secured a positive destination (school leaver destinations report 19th June 2018 - 5th year of an increase 1.6% - this figure focuses on pupils leaving at summer and winter 2016/17). The Participation Measure advises 94.3% have been in a sustained destination published 28th August 2018. These are the highest recorded figures that Midlothian have ever achieved. Midlothian is now 1.5% and 2.5% higher than the national average. Midlothian is ranked 9th and 8th place respectively. (The Annual Participation Measure published on 28th August 2018 provides information on sustained destinations of young people aged 16 -19 years and outlines the performance across the 32 local authorities.)
The Participation Measure report marks the fourth release of statistics on the participation of 16-19 year olds at a national and local authority level, and is the third year using the annual participation measure reporting methodology. The annual participation measure takes account of all statuses for individuals over the whole year (1st April – 31st March) as opposed to focusing on an individual’s status on a single day, as adopted by the 2015 snapshot methodology. For each of the individuals included within the annual measure cohort, the headline participation classification (participating, not participating and unconfirmed) is based on the headline classification with the highest number of days.
The Annual Participation Measure report published by Skills Development Scotland on 28th August 2018 confirmed that Midlothian Council has significantly improved positive destinations. A copy of this report is included as appendix 1. We are delighted to report that we have a continued pattern of improvement, and that 94.3% of our young adults have now secured a positive destination, this is up 0.7% on last year. This improvement pattern is important because in 2014/15 only 85.3% of young adults aged 16 to 19 years were in a positive destination, thus showing a 9% improvement over the four year period 2014/15-2017/18. Participation Measure is now 2.5% higher than the national average with Midlothian Council ranking 8th place when comparing the 32 local authorities in Scotland.
Page 31 of 218
This significant and continued improvement has been achieved through the dedication and persistence of staff from Lifelong Learning & Employability, Education Service, Skills Development Scotland, Developing Midlothian’s Young Workforce partners and through effective partnership working with public agencies and third sector. We are continuing to work closely with all our partner agencies to ensure positive destinations for all our young adults.
This includes:
Supporting young people at risk of negative destinations through:
• Activity Agreements and one to one support. • Using Data Hub information to target resources • Partnership working with Edinburgh College • Increasing vocational pathways in the senior phase and post school. • Strengthening school/college partnerships • Improving young people’s employability skills • Expanding the work experience offers • Introducing foundation apprenticeships in schools • Promoting pathways in science, technology, engineering and maths • Increasing employer engagement through business breakfasts Page 32 of 218 3 • Partnership working the Regional DYW Group for example our excellent Live Job Fairs 400 live vacancies from 27 employers and over 300 young people attended. • 156 Duke of Edinburgh Awards were gained an increase of 42%, where young people’s volunteering contribution equated to 5,580 worth £22,599. • Strengthening school-business partnerships • Expanding use of the online market place and guarantee for those in Midlothian. 200 Midlothian young people have signed for job alerts
3. Report Implications
3.1 Resource We now have had confirmation of external funding from Scottish Government for youth activity agreement funding £102,248 for 18/19 which will assist us in maintaining these key services. Three key worker temporary posts have also been sustained as per Council decision in 2018. Access to tests of changes through the Lottery Mental Health System Change funding £836,000 will support young people to build resilience and maintain positive health and wellbeing increasing their chances to secure and keep a positive destination.
3.2 Risk Whilst we are ambitious that all young people secure a positive destination we cannot take for granted the sustained effort and resources that will be required to achieve this level of performance.
3.3 Single Midlothian Plan and Business Transformation Themes addressed in this report:
Community safety Adult health, care and housing Getting it right for every Midlothian child Improving opportunities in Midlothian Sustainable growth Business transformation and Best Value None of the above
3.4 Key Priorities within the Single Midlothian Plan Positive destinations for young people
3.5 Impact on Performance and Outcomes This work is a key priority for Midlothian Community Planning Partnership.
3.6 Adopting a Preventative Approach Key elements of our current and future approaches for Positive Destinations are to work with younger students including nursery and primary and families to assist them to make positive transitions in a preventative manner.
3.7 Involving Communities and Other Stakeholders Involving all sectors of our communities in support of young people and involving young people in designing and coproducing our approach and future opportunities is vital.
3.8 Ensuring Equalities The approach undertaken will continue to target those at risk of not achieving a positive destination from identified equalities groups and ensure individual needs are proactively taken into account when supports and opportunities are developed.
Page 33 of 218 3.9 Supporting Sustainable Development This positive five year trend of young adults sustaining a positive destination enables young people to actively contribute to the economy of Midlothian.
3.10 IT Issues None
4 Recommendations
Midlothian Council is recommended to note the content of the report and the recommendations below:
• Congratulate Midlothian’s young adults on positively securing their future. • Note the sustained progress made in positive destinations. • Thank staff, partners and the third sector for their continued hard work and commitment, which supports young people to maintain their positive destinations. • Continue as a local authority to prioritise work placements, trainee posts, apprenticeships, mentoring and educational opportunities where appropriate.
10 September 2018
Report Contact:
Lesley Cairns and Annette Lang [email protected] [email protected]
Background Paper: Appendix 1 – Annual Participation Measure for 16 – 19 year olds in Scotland 2018
Page 34 of 218
Annual Participation Measure for 16 – 19 year olds in Scotland 2018
The 4th annual statistical publication reporting on learning, training and work activity of 16-19 year olds in Scotland
Published on 28th August 2018
Page 35 of 218
Contents
2018 Annual Participation Measure Summary of Key Results ...... 1
Executive Summary ...... 2
1. Introduction ...... 3
2. Annual Participation Measure Headline Statistics ...... 5
3. Annual Participation Measure by Age and Status ...... 6
4. Annual Participation Measure Time Series ...... 8
5. Analysis of those with an Unconfirmed Status ...... 10
6. Equalities ...... 11
6.1 Gender ...... 12
6.2 Ethnicity ...... 13
6.3 Disability ...... 14
7. Participation Rates Across Scotland ...... 15
7.1 Local Authority ...... 15
7.2 Scottish Index of Multiple Deprivation (2016) ...... 19
8. Analysis of those Not Participating ...... 21
9. Summary ...... 23
Appendix 1: Notes to Readers ...... 25 a) Identification of the Annual Participation Measure cohort ...... 25 b) Annual Participation Measure Calculation Methodology ...... 25 c) Handling the scenario when no largest number of days exists ...... 26 d) Handling Summer Transitions for those leaving school ...... 26
Page 36 of 218 Annual Participation Measure 2018 – Published 28 th August 2018. e) Handling individuals with gaps in their status history ...... 26 f) Allocation of a local authority within the annual measure ...... 27 g) Participation Measure Status Definitions ...... 28
Participating Classification ...... 28
i. Education Group ...... 28 ii. Employment Group ...... 28 iii. Training and Other Development Group ...... 29 Not Participating Classification ...... 30
iv. Unemployed and seeking employment or training: ...... 30 v. Unemployed and not seeking employment or training ...... 31 Unconfirmed Classification ...... 31
CSS Statuses excluded from the measure ...... 31 h) Coverage of the annual participation measure ...... 33 i) Record creation on CSS ...... 33 j) Recording and updating statuses on CSS...... 33 k) Comparability to other published statistics ...... 35
2018 Annual Participation Measure for 16 – 19 year olds in Scotland 1
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Table of Revisions
Revision Revision Details Date
2018 Annual Participation Measure for 16 – 19 year olds in Scotland 2
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2018 Annual Participation Measure Summary of Key Results
2018 Annual ParticipationMeasure Summary ofKey Results
211,255 individuals
91. 8% 3. 4% 4.7 %
of 16-19 year olds were were not participating; those with an unconfirmed status with participating in education, unemployed seeking employment over 62% being 19 years old. training or employment. and others unemployed and not It is believed a proportion of those seeking e.g. economically inactive. reported here could be in employment but this cannot be confirmed. 1 An increase of 0.7 A decrease of 0.3 A decrease of 0.6 percentage points percentage points percentage points from 91.1% in 2017. from 3.7% in 2017. from 5.3% in 2017.
71. 3% 1.7 % The annual participation measure takes account of the 71.1% in 2017 status for all 16-19 year olds from 1 st April 2017 to 31 st March 2.1% in 2017 2018. All statuses are combined to calculate the participation headline classification and the 18. 7% 1.7 % status grouping displayed.
18.1% in 2017 (Percentages may not total due to rounding) 1.6% in 2017 1 Skills Development Scotland continues to work with the Scottish Government and HMRC to make progress in obtaining employment related data made possible through provisions 1. 9% within the Digital Economy (Act) 2017. Information sharing will improve service delivery and further enhance the annual participation measure. This should bring benefits in reducing the number of unconfirmed statuses. The parties are in the process of carrying out a Proof of Concept with HMRC to test whether accessing tax data will enhance the coverage of young people who are in employment and bring about these benefits. 1.8% in 2017 Page 39 of 218 Annual Participation Measure 2018 – Published 28 th August 2018.
Executive Summary This report marks the fourth release of statistics on the participation of 16-19 year olds at a national and local authority level, and is the third year using the current Annual Participation Measure reporting methodology. The annual methodology takes account of all statuses for 16-19 year olds in Scotland over one calendar year (1 st April – 31 st March). For each of the 211,255 individuals included within the annual measure cohort, the headline participation classification (participating, not participating and unconfirmed) is based on the classification within which each individual spent the greatest number of days.
Since August 2017, the Annual Participation Measure has been the source of the National Performance Framework indicator, “increase the proportion of young people in learning, training or work”.
The proportion of 16-19 year olds participating in education, training or employment in the 2018 Annual Participation Measure was 91.8% compared to 91.1% in 2017. This is an increase of 0.7 percentage points (pp). Annual Participation rate for: 16 year olds was 98.9%, an increase of 0.1 pp (98.8% in 2017). 17 year olds was 94.6%, an increase of 0.6 pp (94.0% in 2017). 18 year olds was 89.9%, an increase of 1.0 pp (88.9% in 2017). 19 year olds was 84.5%, an increase of 1.1 pp (83.4% in 2017).
The proportion of 16-19 year olds not participating in the 2018 Annual Participation Measure was 3.4% compared to 3.7% in 2017. This is a decrease of 0.3 pp. Non - Participation rate for: 16 year olds was 0.9%, a decrease of 0.1 pp (1.0% in 2017). 17 year olds was 3.6%, a decrease of 0.3 pp (3.9% in 2017). 18 year olds was 4.9%, a decrease of 0.2 pp (5.1% in 2017). 19 year olds was 4.2%, a decrease of 0.3 pp (4.5% in 2017).
The proportion of 16-19 years reported as unconfirmed in the 2018 participation measure was 4.7% compared to 5.3% in 2017, a decrease of 0.6 pp. Unconfirmed rate for: 16 year olds remained static at 0.2%. 17 year olds was 1.8%, a decrease of 0.3 pp (2.1% in 2017). 18 year olds was 5.1%, a decrease of 1.0 pp (6.1% in 2017). 19 year olds was 11.3%, a decrease of 0.7 pp (12.0% in 2017).
Nineteen local authorities had an annual participation rate above the national rate, thirteen were below this rate. The variation between the highest and the lowest annual participation rate within local authorities was 8.8 pp, a reduction from the variation of 9.3 pp in 2017.
2018 Annual Participation Measure for 16 – 19 year olds in Scotland 2
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1. Introduction In 2012 the Scottish Government made an explicit commitment to offer a place in learning or training to every 16-19 year old in Scotland not in employment, education or training. This pledge, detailed in Opportunities for All (OfA) , aims to ensure all young people are supported in their path to sustainable employment.
To deliver this commitment, the Government asked organisations involved in supporting young people to share their information relating to individuals to create a single shared data set. This would enable those organisations to provide informed support as and when a young person might need it.
The Annual Participation Measure (APM) reports on the economic and employment activity of the wider 16-19 year old cohort, including those at school. The measure is used to inform policy, planning and service delivery and to determine the impact of the OfA commitment. The APM was subsequently incorporated into the Scottish Government’s National Performance Framework from August 2017 as the source of the indicator, “increase the proportion of young people in learning, training or work” , replacing the school leaver destination follow-up. The measure is published alongside other national indicators here .
The measure uses the shared data set which is managed by Skills Development Scotland (SDS) and held on the agency’s Customer Support System (CSS). Central to the maintenance of the shared dataset is the sharing of information between partners to identify what young people are doing in ‘real time’ between the ages of 16-19. It also allows SDS and partners to improve service delivery and provide a more tailored offer, helping to identify the right time to engage with customers.
The APM could be further strengthened by the inclusion of employment related data from HMRC. SDS continues to work with the Scottish Government and HMRC to obtain this data. This key development in information sharing will further enhance the APM and help improve service delivery.
To have been included in the 2018 APM, an individual must have had a customer record on CSS and been between 16 and 19 years of age on the 31st March 2018.
2018 Annual Participation Measure for 16 – 19 year olds in Scotland 3
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Report background This report marks the fourth release of data on the participation of 16-19 year olds at a national and local authority level. It is the third publication that uses APM rather than the previous snapshot measure. The current methodology takes account of all statuses for individuals over the course of the year. This contrasts with the methodology used in 2015 which focused on an individual’s status on a single day (the ‘snapshot’ methodology). The participation classification of each customer is calculated by combining the number of days spent in each status between 1st April 2017 and 31st March 2018. The overall participation classification (participating, not participating and unconfirmed) is based on the classification which accounts for the greatest number of days.
This fourth report contains analysis of the 2018 outcomes and, where possible, compares these to 2017 and 2016, including:
• Participation by status and age • Participation by equality characteristics including gender, ethnicity and disability • Participation by geography including local authority and SIMD (2016).
Throughout this report the term ‘percentage point’ (pp) is used to describe the difference between two percentages.
Appendix One outlines notes to readers. This includes definitions and the background to the methodology used to populate the annual measure.
In addition, Supplementary Statistics Tables are available in excel format on the SDS website.
Any comments or suggestions regarding the content of this report are welcome and can be emailed to [email protected] .
2018 Annual Participation Measure for 16 – 19 year olds in Scotland 4
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2. Annual Participation Measure Headline Statistics The headline APM statistics are set out in Table 1 below. These are based on the status records for the 211,255 individuals within the 2018 APM cohort (inclusion criteria are defined in Appendix 1). • The proportion of 16-19 year olds participating in education, training or employment between April 1 st 2017 and 31 st March 2018 (the 2018 APM figure) was 91.8%, an increase of 0.7 pp compared to the equivalent 2017 APM figure (91.1%).
• The proportion of 16-19 year olds with an unconfirmed status was 4.7%, a reduction of 0.6 pp since 2017. As was the case in 2017, the majority of these (62.2%) were 19 year olds.
• The number of individuals captured within the 2018 APM cohort was 6,235 less than the 2017 measure. This change is in line with National Records of Scotland population estimates 1. SDS continues to work to reduce the proportion of those aged 18-19 with an unconfirmed status. This includes ongoing discussions with HMRC to carry out a Proof of Concept with HMRC to test whether accessing tax data will enhance the coverage of young people who are in employment.
Table 1: 2018 Annual Participation Measure (%) Age APM Headline 16 17 18 19 16 to 19 Count of 16-19 Year old Participating 50,104 49,176 48,003 46,712 193,995 % 16-19 Participating 98.9% 94.6% 89.9% 84.5% 91.8% Count of 16-19 Not Participating 436 1,852 2,626 2,328 7,242 % 16-19 Not Participating 0.9% 3.6% 4.9% 4.2% 3.4% Count of 16-19 with Unconfirmed Status 104 940 2,746 6,228 10,018 % Status Unconfirmed 0.2% 1.8% 5.1% 11.3% 4.7%
Count of 16-19 Cohort 50,644 51,968 53,375 55,268 211,255
1 The National Records of Scotland (NRS) 2016 based population estimates stated that the number of people aged 16-19 years old was expected to decrease by 6,976 between 2017 and 2018. The annual participation measure cohort coverage has remained at 93% of the NRS projected population for 16 to 19 years olds, which is the same as the 2017 cohort.
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3. Annual Participation Measure by Age and Status Table 2 provides a breakdown of the APM by age. The results show that the participation rate decreases with age. Conversely, the percentage not participating or with an unconfirmed status was higher in the older age groups. Notably: • Participation was highest amongst 16 year olds (98.9%) with the majority of 16 year olds at school (90.9%). • The lowest rate of participation was amongst 19 year olds (84.5%). This is 1.1 pp higher than in 2017 (83.4%). 19 year olds were most likely to be in higher education (40.5%). • 3.4% of 16-19 year olds were counted as not participating. This group included those who were unemployed and seeking employment (1.7%), as well as those who were economically inactive and others not seeking employment (1.7%). • 71.3% of 16-19 year olds were in secondary or tertiary education, an increase of 0.2 pp on 2017: o 40.5% were in school (a decrease of 0.3 pp on 2017) o 19.8% were in higher education (an increase of 0.5 pp on 2017) o 11% were in further education (a decrease of 0.1 pp on 2017) • 18.7% were reported as being in employment. This included those undertaking a Modern Apprenticeship and individuals employed on a full-time, part-time or self- employed basis. Of those in employment, 50.5% were in full-time employment and a further 34.9% were undertaking a Modern Apprenticeship. • Of the 1.9% of 16-19 year olds in the training and other development status, 30.3% were accessing support from the Employability Fund 2. The next largest proportion had an Activity Agreement 3 status (29.5%).
2 The Employability Fund is designed to support individuals to develop the skills needed to secure a job or progress to more advanced forms of training. Further details are available at www.skillsdevelopmentscotland.co.uk/what-we-do/employability-skills/employability- fund/ 3 Activity Agreements help school leavers to gain skills and confidence by offering access to a personal programme of learning and activity.
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Table 2: 2018 Annual Participation Measure by age (%)
Age 16-19 year Status Group Status 16 17 18 19 old Total Participating School Pupil 90.9% 64.7% 10.8% 0.2% 40.5% Higher Education 0.0% 2.6% 33.7% 40.5% 19.8% Education Further Education 4.4% 12.4% 16.7% 10.3% 11.0% Number in Education 48,313 41,398 32,629 28,193 150,533 % Participating in Education 95.4% 79.7% 61.1% 51.0% 71.3%
Modern Apprenticeship 1.0% 5.0% 9.5% 10.1% 6.5% Full-Time Employment 1.1% 5.6% 12.6% 17.5% 9.4% Part-Time Employment 0.3% 1.4% 4.2% 4.4% 2.6% Employment Self-Employed 0.0% 0.0% 0.1% 0.2% 0.1% Number in Employment 1,241 6,311 14,080 17,777 39,409 % Participating in Employment 2.5% 12.1% 26.4% 32.2% 18.7%
Employability Fund Stages 2 – 4 0.4% 1.0% 0.7% 0.2% 0.6% Activity Agreement 0.5% 1.0% 0.5% 0.3% 0.6% Other Formal Training 0.1% 0.3% 0.3% 0.2% 0.2% Training and Personal/ Skills Development 0.1% 0.3% 0.4% 0.4% 0.3% Other Personal Voluntary Work 0.0% 0.2% 0.4% 0.2% 0.2% Development Number in Training & Other 550 1,467 1,294 742 4,053 Development % Training & Other 1.1% 2.8% 2.4% 1.3% 1.9% Development
Not Participating Unemployed Number Unemployed Seeking 314 1,191 1,396 785 3,686 Seeking % Unemployed Seeking 0.6% 2.3% 2.6% 1.4% 1.7%
Economically Inactive 0.2% 0.8% 1.5% 1.8% 1.1% Unavailable - Ill Health * * 0.7% 0.9% 0.5% Unemployed Custody * * 0.1% 0.1% 0.1% not seeking Number unemployed not 122 661 1,230 1,543 3,556 seeking % Unemployed Not Seeking 0.2% 1.3% 2.3% 2.8% 1.7%
Notes: See note (k) in “Appendix 1 - Notes for Readers” for information about comparison to other published statistics. Percentages may not total 100% due to rounding * Withheld due to disclosure control
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4. Annual Participation Measure Time Series As detailed in Table 3, the 2018 figures show that participation continued to increase across all age groups. Points of note include:
• The largest increase in participation was amongst 18 and 19 year olds (1 pp and 1.1 pp respectively). • The rate of employment amongst 16-19 year olds increased by 0.6 pp between 2017 and 2018, and by 1.8 pp between 2016 and 2018. • The proportion of those classed as not participating decreased by 0.3 pp. This included a reduction, when compared with the 2017 figures, in those who were unemployed seeking (decreased by 0.4 pp) offset by a slight increase in those who were unemployed and not seeking (0.1 pp). • The proportion of young people with an unconfirmed status has fallen steadily over the three-year period, with the largest decrease among 18 year olds – down 1 pp since 2017, followed by 19 year olds with a 0.7 pp decrease.
Analysis of the data for 16-19 year olds with a post-school status shows that:
• The participation rate for 16-19 year olds with a post-school status was 86.3% in 2018. This is an increase of 1.4 pp on the 2017 figure. A breakdown of the 2018 post-school participation rate by age shows that it was: o highest amongst 18 year olds (88.7%) o lowest amongst 19 year olds (84.5%) o increasing across all age groups. The highest rate of increase from 2017 to 2018 was amongst 16 year olds (2.4 pp), while the lowest increase was observed amongst 19 year olds (1.1 pp).
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Table 3: Annual Participation Measure comparison between 2016, 2017 and 2018 Status Grouping 2016 Annual 2017 Annual 2018 Annual Percentage Percentage Participation Participation Participation Point Point Measure Measure Measure Change 2018 Change 2018 on 2017 on 2016 Total 16-19 Cohort (222,580) (217,490) 211,255 -6,235 -11,325 Participating 90.4% 91.1% 91.8% 0.7 1.4 16 year olds 98.7% 98.8% 98.9% 0.1 0.2 17 year olds 93.9% 94.0% 94.6% 0.6 0.7 18 year olds 88.0% 88.9% 89.9% 1.0 1.9 19 year olds 81.7% 83.4% 84.5% 1.1 2.8 % Participating in Education 71.3% 71.1% 71.3% 0.2 0 16 year olds 95.3% 95.7% 95.4% -0.3 0.1 17 year olds 79.6% 79.7% 79.7% 0.0 0.1 18 year olds 60.7% 60.8% 61.1% 0.3 0.4 19 year olds 51.7% 50.7% 51.0% 0.3 -0.7 % Participating in 16.9% 18.1% 18.7% 0.6 1.8 Employment 16 year olds 2.0% 2.0% 2.5% 0.5 0.5 17 year olds 11.0% 11.7% 12.1% 0.4 1.1 18 year olds 24.6% 25.6% 26.4% 0.8 1.8 19 year olds 28.9% 31.5% 32.2% 0.7 3.3 % Training & Other 2.1% 1.8% 1.9% 0.1 -0.2 Development 16 year olds 1.4% 1.2% 1.1% -0.1 -0.3 17 year olds 3.3% 2.6% 2.8% 0.2 -0.5 18 year olds 2.7% 2.5% 2.4% -0.1 -0.3 19 year olds 1.1% 1.2% 1.3% 0.1 0.2 Not Participating 4.0% 3.7% 3.4% -0.3 -0.6 16 year olds 1.0% 1.0% 0.9% -0.1 -0.1 17 year olds 3.7% 3.9% 3.6% -0.3 -0.1 18 year olds 5.5% 5.1% 4.9% -0.2 -0.6 19 year olds 5.8% 4.5% 4.2% -0.3 -1.6 % Unemployed Seeking 2.7% 2.1% 1.7% -0.4 -1 16 year olds 0.8% 0.8% 0.6% -0.2 -0.2 17 year olds 2.7% 2.8% 2.3% -0.5 -0.4 18 year olds 3.5% 2.9% 2.6% -0.3 -0.9 19 year olds 3.5% 1.9% 1.4% -0.5 -2.1 % Unemployed Not seeking 1.3% 1.6% 1.7% 0.1 0.4 16 year olds 0.2% 0.2% 0.2% 0.0 0 17 year olds 0.9% 1.1% 1.3% 0.2 0.4 18 year olds 2.0% 2.2% 2.3% 0.1 0.3 19 year olds 2.2% 2.6% 2.8% 0.2 0.6 Status Unconfirmed 5.6% 5.3% 4.7% -0.6 -0.9 16 year olds 0.3% 0.2% 0.2% 0.0 -0.1 17 year olds 2.4% 2.1% 1.8% -0.3 -0.6 18 year olds 6.6% 6.1% 5.1% -1.0 -1.5 19 year olds 12.6% 12.0% 11.3% -0.7 -1.3
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5. Analysis of those with an Unconfirmed Status The percentage of 16 to 19 year olds with an unconfirmed status has decreased year on year from 2016 to 2018. This definition applies to individuals, within the shared data set, whose predominant status is ‘unconfirmed’ within that year. This means, that despite multi-partner data sharing and tracking of individuals, as part of service delivery, it has not been possible to identify full status information.
Table 4 below provides a breakdown, by age, of those whose status was reported as unconfirmed. Points of note include:
• The number of individuals in 2018 with an unconfirmed status was 10,018 (4.7%). • 18 and 19 year olds are markedly more likely to have an unconfirmed status compared to the 16 and 17 year old groups. • The majority of those with an unconfirmed status were aged 19 (62.2%). It could be that many of these individuals have taken up employment but it has not been possible to confirm this as SDS does not currently have any regular administrative data feed of employment information. • An unconfirmed status was more common amongst males than females; the gender split for those with an unconfirmed status was 43% female and 57% male. • Those with an unconfirmed status were also more likely to be in areas of higher deprivation (over a third lived in the 20% most deprived areas of Scotland). • There was a decrease in unconfirmed status amongst all age groups. The largest decrease was amongst the 18 year old group with a 1.0 pp decline between 2017 and 2018.
Table 4: Status unconfirmed by Age
2018 Annual Participation Measure % of age % of age Age 16-19 Count & % split % of age group pp group pp Cohort of Unconfirmed group Change 2018 Change 2018 Status on 2017 on 2016 16 50,644 104 (1%) 0.2% 0.0 -0.1 17 51,968 940 (9.4%) 1.8% -0.3 -0.6 18 53,375 2,746 (27.4%) 5.1% -1.0 -1.5 19 55,268 6,228 (62.2%) 11.3% -0.7 -1.3 16-19 211,255 10,018 4.7% -0.6 -0.9
Percentages may not total 100% due to rounding
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6. Equalities SDS has a legal duty, under the Equality Act, to ensure that services are inclusive and accessible to a diverse range of customers. To support this, equality data is collected to enable uptake of services to be monitored and any barriers faced by particular groups to be identified and addressed.
SDS’ revised Equality Outcomes for 2017 – 2021 include the outcome, “Increased participation in education, training or employment amongst young people who are disabled, from a minority ethnic group, or are care experienced.” It was agreed the 2016 APM would form the baseline for reporting against this outcome.
SDS recognises that care experience is not a protected characteristic but, in line with the commitment made in our Corporate Parenting Plan 2015-18, we aim to treat care experience in the same way we treat groups with protected characteristics. We are not yet able to fully quality assure our care experience data from the shared data set and have, therefore, agreed with the Scottish Government’s Children and Young People Statistics Unit not to publish a breakdown of the measure by care experience. SDS continues to work collaboratively to progress a data quality exercise to enable the publication of statistics for those with care experience in the future.
The section of the report that follows provides analysis of participation by:
• Gender, • Ethnicity; and • Disability
The equalities data within the shared data set is sourced from school management information systems. Customer records can subsequently be updated by SDS advisers after receipt of information from the individual or their representative.
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6.1 Gender Table 5 provides a breakdown of participation status by gender. The results show that females (92.5%) were more likely to be participating in education, employment or training than males (91.2%). Females (76%) were more likely to be participating in education than males (66.7%), and 7.0 pp more likely than males to be participating in higher education. Conversely, there were more males than females in employment, with the figures showing a 7.4 pp difference. Almost two thirds (63.1%) of all unemployed seeking customers were male.
Table 5 shows that the percentage of both females and males participating increased between 2017 and 2018, continuing a trend from the 2016 – 2017 APM. The participation rate remained higher for females than males although the gap narrowed from 1.1 pp in 2017 to 0.7 pp in 2018.
Between 2016 and 2018 the percentage not participating fell for both females and males. This reduction was the result of a fall in those classed as unemployed seeking which has outweighed the rise in the percentage unemployed not seeking. Unconfirmed statuses have continued to decrease uniformly (0.5%) for both females and males, with males more likely to have an unconfirmed status.
Table 5: Participation statuses broken down by gender Female Male All 16-19 year olds 2018: 16-19 Cohort (count) 102,877 108,341 211,255 % of 2018 Cohort 48.7% 51.3% Status Grouping / Year 2016 2017 2018 2016 2017 2018 2016 2017 2018 Participating 91.0% 91.6% 92.5% 89.7% 90.5% 91.2% 90.4% 91.1% 91.8% % Participating in Education 75.9% 75.6% 76.0% 66.9% 66.9% 66.7% 71.3% 71.1% 71.3% % Participating in Employment 13.4% 14.5% 14.9% 20.3% 21.5% 22.3% 16.9% 18.1% 18.7% % Training & Other Development 1.7% 1.5% 1.6% 2.5% 2.2% 2.2% 2.1% 1.8% 1.9% Not Participating 3.9% 3.6% 3.3% 4.2% 3.7% 3.6% 4.0% 3.7% 3.4% % Unemployed Seeking 2.1% 1.7% 1.3% 3.2% 2.5% 2.1% 2.7% 2.1% 1.7% % Unemployed Not seeking 1.8% 1.9% 2.0% 0.9% 1.2% 1.4% 1.3% 1.6% 1.7% Status Unconfirmed 5.1% 4.7% 4.2% 6.1% 5.7% 5.2% 5.6% 5.3% 4.7%
Note: There were 37 individuals who indicated they would not wish to disclose their gender. These individuals have been excluded from the above gender analysis. Percentages may not total 100% due to rounding.
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6.2 Ethnicity Table 6 provides a summary of participation rates by ethnicity. At 95.2%, the participation rate among non-white ethnic groups was 3.4 pp higher than for those identified as white. While participation rates increased across both groups the participation ‘gap’ increased by 0.1 pp between 2017 and 2018.
The percentage of young people from non-white ethnic groups participating in education was 87.1%. This was 15.8 pp higher than the national average. Over half (51.6%) participated in school compared to a national average of 40.5%. A similar disparity existed in higher education where participation amongst 16-19 year olds from non-white ethnic groups was 6.0 pp higher than the national average.
The dominance of education as a post 16+ choice for those from non-white ethnic groups resulted in lower representation in other statuses. Those from non-white ethnic groups were:
• less likely to be in employment; • less likely to be unemployed; • less likely to have an unconfirmed status.
Table 6: Participation statuses broken down by ethnicity Mixed or Multiple; 1Note: The White ethnicity group includes young Asian; African; Not Known / Not people from the following ethnicity categories: Caribbean or Black; White 1 White – Scottish, White – Other British, White – Disclosed Irish, White – Polish, Gypsy/Traveller and White – and Other ethnic Other groups 2018: 16-19 Cohort (count) 10,719 196,568 3,968 % of 2018 Cohort 5.1% 93% 1.9% Status Grouping / Year 2016 2017 2018 2016 2017 2018 2016 2017 2018 Participating 92.9% 94.3% 95.2% 90.3% 91.0% 91.8% 89.2% 85.4% 84.1% % Participating in Education 84.6% 85.8% 87.1% 70.5% 70.5% 70.6% 76.3% 64.2% 62.1% % Participating in Employment 7.1% 7.2% 7.0% 17.6% 18.6% 19.3% 10.6% 18.4% 19.7% % Training & Other Development 1.3% 1.2% 1.1% 2.2% 1.9% 2.0% 2.4% 2.8% 2.2% Not Participating 2.2% 2.0% 1.6% 4.1% 3.7% 3.5% 3.8% 5.7% 5.4% % Unemployed Seeking 1.4% 1.3% 0.9% 2.7% 2.1% 1.8% 2.5% 3.1% 2.6% % Unemployed Not seeking 0.8% 0.8% 0.7% 1.4% 1.6% 1.7% 1.4% 2.7% 2.8% Status Unconfirmed 4.9% 3.7% 3.2% 5.6% 5.3% 4.7% 6.9% 8.9% 10.5%
Note: Percentages may not total 100% due to rounding
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6.3 Disability
The quality assurance process undertaken in preparing this report identified some inaccuracies in the number of people reported as having a disability within the shared dataset. Further investigation into the data revealed that due to a data coding error the field used to identify those with a disability for statistics reporting purposes had not been correctly imported from the Schools Census to the CRM system.
As a result, disability statistics are not reported in this publication. This issue does not affect any of the other statistics in this report and all other figures in the 2018 APM have passed quality assurance and are fit for publication. All records in relation to disability will be individually audited to ensure they are accurately reported. The disability breakdown will be published upon completion of this full review and before the end of November 2018.
While this issue has had an impact on our reporting of official statistics, it has not impacted on customers or the service that they receive.
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7. Participation Rates Across Scotland As part of the development work for the participation measure, several options were considered to report participation at a local authority level. Following consultation, a methodology was agreed that retains a link to the local authority where the individual was schooled for a set period before adopting the local authority in which they subsequently reside. Further detail on the methodology is provided in the background notes in Appendix 1.
In addition to local authority reporting, data based on the Scottish Index of Multiple Deprivation (SIMD) is also presented, which uses the postcode of individuals within the participation measure cohort.
7.1 Local Authority Table 7 provides a breakdown of the APM results by local authority for 2016, 2017 and 2018. This is followed by Graph A which shows the percentage point change in the APM broken down by local authority. In summary, the results show that:
• Between 2017 and 2018 the participation rate rose in 27 of the 32 local authorities. • Nineteen local authorities had a participation rate above the Scottish average (the remaining thirteen fell below this rate). • The variation between the highest and lowest participation rate was 8.8 pp. The highest participation rate was in Eilean Siar at 97.6%, a rise of 0.7 pp on 2017. The lowest participation rate was in Dundee City at 88.7%, an increase of 1.1 pp on 2017. • In comparison to 2017, there were reductions in the non-participation rate for 19 authorities and reductions in the rate of unconfirmed statuses for 22 local authorities.
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Table 7: Participation Cohort by Local Authority
Percentage point Percentage point 2018 Annual change between 2018 change between 2018 Participation Measure and 2017 and 2016
Local Authority % Participation %Non- participation % Unconfirmed status % Participation %Non- participation % Unconfirmed status Participation Non- participation Unconfirmed status Scotland 91.8% 3.4% 4.7% 0.7 -0.3 -0.6 1.4 -0.6 -0.9 Aberdeen City 89.8% 4.2% 6.1% 0.4 0.3 -0.6 0.9 -0.4 -0.5 Aberdeenshire 93.4% 2.2% 4.4% -0.1 -0.3 0.4 0.2 -0.3 0.1 Angus 92.2% 3.6% 4.3% 0.3 -0.1 0.0 0.6 0.4 -0.9 Argyll & Bute 94.2% 2.7% 3.1% 1.2 -0.1 -1.1 0.0 -0.4 0.4 Clackmannanshire 89.3% 6.8% 3.9% -0.4 -0.7 1.1 1.1 -1.8 0.8 Dumfries & Galloway 92.2% 3.4% 4.4% -0.3 0.0 0.3 1.6 -0.3 -1.3 Dundee City 88.7% 5.6% 5.7% 1.1 -1.3 0.2 1.0 -2.7 1.7 East Ayrshire 89.3% 3.2% 7.5% 1.2 -0.6 -0.7 0.0 -0.8 0.8 East Dunbartonshire 96.2% 1.0% 2.8% 0.2 -0.3 0.0 0.6 -0.7 0.2 East Lothian 94.7% 2.5% 2.8% 1.6 -0.7 -1.0 4.1 -1.0 -3.1 East Renfrewshire 96.8% 1.8% 1.4% 0.6 0.0 -0.5 0.4 0.4 -0.8 Edinburgh City 92.1% 3.7% 4.2% 1.3 -0.2 -1.1 2.2 0.0 -2.2 Eilean Siar 97.6% 1.0% 1.4% 0.7 -0.1 -0.6 1.8 -0.7 -1.2 Falkirk 92.2% 4.2% 3.6% 1.1 -0.3 -0.7 2.4 -1.6 -0.8 Fife 90.1% 4.3% 5.6% 1.4 -0.5 -0.9 1.8 -0.7 -1.1 Glasgow City 88.8% 4.7% 6.5% 0.6 -0.2 -0.4 2.0 -0.5 -1.5 Highland 93.8% 1.7% 4.5% 0.8 -0.5 -0.3 0.4 -0.6 0.2 Inverclyde 91.6% 4.2% 4.2% -0.3 0.3 0.1 0.4 -0.5 0.1 Midlothian 94.3% 3.1% 2.6% 0.7 0.2 -0.9 5.6 -1.1 -4.5 Moray 91.2% 3.6% 5.2% 1.4 0.1 -1.6 0.2 0.0 -0.2 North Ayrshire 91.1% 3.0% 5.9% 0.8 0.0 -0.8 1.2 -0.1 -1.2 North Lanarkshire 90.5% 4.0% 5.5% 0.3 0.0 -0.4 1.2 -0.5 -0.7 Orkney Islands 95.3% 2.0% 2.7% 1.5 -0.3 -1.2 1.2 -0.4 -0.9 Perth & Kinross 94.0% 3.1% 2.9% 0.9 0.6 -1.5 1.2 0.4 -1.5 Renfrewshire 91.6% 3.3% 5.1% 0.2 0.1 -0.3 0.9 0.2 -1.1 Scottish Borders 92.8% 2.2% 5.0% 0.3 -0.8 0.5 1.4 -0.5 -0.9 Shetland Islands 95.9% 1.3% 2.8% -0.2 0.0 0.2 -1.5 -0.3 1.8 South Ayrshire 91.6% 2.9% 5.5% 0.5 0.0 -0.4 0.7 -0.6 -0.1 South Lanarkshire 92.5% 2.8% 4.7% 1.3 -0.5 -0.9 2.1 -1.6 -0.4 Stirling 94.4% 2.7% 3.0% 0.1 0.0 0.0 2.3 -1.6 -0.6 West Dunbartonshire 90.1% 5.3% 4.6% 1.8 -0.2 -1.6 1.7 -0.2 -1.5 West Lothian 92.1% 3.5% 4.4% 1.3 -0.4 -0.9 2.4 -0.6 -1.8 Note: Percentages may not total 100% due to rounding
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Graph A: Percentage point change in the participation rate by Local Authority
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Map A: Percentage Participation at a Local Authority Level
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7.2 Scottish Index of Multiple Deprivation (2016) Graph B and Table 8 provide an overview of 16-19 year old activity broken down by SIMD (2016) deciles. The 2018 annual participation rate increased over every deprivation decile compared to 2017. Overall, those who lived in more deprived areas were less likely to be reported as participating within the annual measure than those from the less deprived areas. There was a 12.9 pp difference in the participation rate between those from SIMD 1 (the 10% most deprived areas) and SIMD 10 (the 10% least deprived areas) deciles. Those from the less deprived areas were more likely to remain in education compared to those from more deprived areas. The proportion of 16-19 year olds reported as participating in education from the least deprived areas (SIMD decile 10) was 83.9% compared to 61.8% for those from the most deprived areas (SIMD decile 1), a difference of 22.1 pp. A higher proportion of 16-19 year olds from more deprived areas were unemployed seeking compared to those from less deprived areas. For example, 4.0% of those from SIMD 1 were unemployed seeking compared to 0.4% from SIMD 10. Similarly, there was a higher percentage of 16-19 year olds from more deprived areas who were unemployed not seeking compared to those from less deprived areas – 3.6% from SIMD 1 were unemployed not seeking compared to 0.5% from SIMD 10.
Graph C shows that the participation gap between those living in the 20% most deprived areas and those in the 20% least deprived areas continued to narrow, with the rate of variance dropping to 10.8 pp in 2018. This is a reduction from 12.9 pp in 2016 and 11.5 pp in 2017.
Graph C: Participation Gap Between 20% Graph B: Overview by SIMD (2016) Most Deprived Areas and 20% Least Deprived Areas
More information on the Scottish Index of Multiple Deprivation can be found at: http://www.scotland.gov.uk/Topics/Statistics/SIMD
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Table 8: Participation statuses by SIMD Decile (2016) Percentage of cohort
SIMD % 4 2016 Split
Decile Not Within Within Within Status TOPD Seeking Seeking Education Education Not seeking Not seeking Employment Employment Unemployed Unemployed Participating Participating Participating Unconfirmed Unconfirmed
1 11% 84.2% 61.8% 18.7% 3.7% 7.7% 4.0% 3.6% 8.1% 2 11% 87.3% 64.5% 19.8% 2.9% 5.9% 3.2% 2.7% 6.9% 3 89.1% 65.3% 21.3% 2.4% 4.8% 2.6% 2.3% 6.1%
Most Most Deprived 10% 4 10% 91.1% 67.8% 21.1% 2.2% 3.7% 1.9% 1.8% 5.2% 5 10% 92.2% 69.8% 20.6% 1.8% 2.9% 1.4% 1.5% 4.9% 6 10% 93.7% 71.9% 20.5% 1.4% 2.4% 1.1% 1.2% 3.9% 7 10% 94.5% 73.4% 19.7% 1.4% 1.9% 0.8% 1.1% 3.6% 8 10% 95.5% 77.1% 17.3% 1.1% 1.5% 0.7% 0.8% 3.0% 9 10% 96.0% 80.2% 14.9% 0.9% 1.3% 0.6% 0.6% 2.7% 10 97.1% 83.9% 12.3% 0.8% 1.0% 0.4% 0.5% 2.0%
Least Least Deprived 9% Note: Percentages may not total 100% due to rounding
4 Note: (TOPD). This is the status grouping Training and Other Personal Development
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8. Analysis of those Not Participating Those identified as not participating include those who are unemployed (both unemployed seeking and unemployed not seeking ). The unemployed and seeking group are those who are known to SDS to be actively seeking employment, education or training. These may include individuals who are not accessing Department for Work and Pensions services or benefits.
Analysis of those unemployed seeking and unemployed not seeking revealed the following characteristics:
• Those 16 to 19 year olds who were unemployed seeking or unemployed not seeking were concentrated in the most deprived areas - just under half of both unemployed seeking (46.1%) and unemployed not seeking (42.2%) lived in areas ranked within the 20% most deprived in Scotland. This was the same for both males and females. • Irrespective of deprivation, those 16 to 19 year olds who were not participating were more likely to live in an urban area. The majority of both unemployed seeking (79.4%) and unemployed not seeking (74.3%) lived in urban areas 5. This was broadly the same for both males and females. • Glasgow City, Fife and North Lanarkshire accounted for a third (33.4%) of the national total of unemployed seeking and over a quarter (28.0%) of the national total of unemployed not seeking. • The two participation groups did differ by gender composition. The majority, almost two thirds (63.1%) of those unemployed seeking were male, conversely the majority (56.9%) of those unemployed not seeking were female. • All age groups have shown a decrease in the proportion of individuals that were unemployed and seeking employment. The 2018 figure has reduced by 0.4 pp since 2017, and 1 pp since 2016. • The age group with the largest proportion of ‘unemployed seeking’ were 18 year olds. Combined with 17 year olds, these two age groups accounted for more than two thirds (70.2 %) of those reported as unemployed seeking. • The highest proportion of those unemployed but not seeking employment, were 19 years old. Together with 18 year olds, these made up just under four fifths (78.0%) of the unemployed not seeking cohort. • Between 2017 and 2018 the largest decrease in the unemployed seeking status was amongst the 17 and 19 age groups, both of which saw a 0.5 pp reduction in comparison with 2017.The largest reduction between the 2016 and 2018 figures was amongst 19 year olds, where there was a reduction of 2.1 pp – more than one full percentage point higher than the reduction for any other age group.
5 Large Urban Areas or Other Urban areas as per: https://www.gov.scot/Topics/Statistics/About/Methodology/UrbanRuralClassification
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Table 9: Unemployed seeking employment or training by age, comparison between 2016 and 2017 2018 Annual Participation Measure % of age % of age Age 16-19 Count / % % of age group pp group pp Cohort split within group who are Change 2018 Change 2018 U/E seeking U/E seeking on 2017 on 2016 16 50,644 314 (8.5%) 0.6% -0.2 -0.2 17 51,968 1,191 (32.3%) 2.3% -0.5 -0.4 18 53,375 1,396 (37.9%) 2.6% -0.3 -0.9 19 55,268 785 (21.3%) 1.4% -0.5 -2.1 16-19 211,255 3,686 (100%) 1.7% -0.4 -1.0 Percentages may not total 100% due to rounding
The percentage of 16-19 year olds unemployed not seeking employment or training has remained relatively stable between 2017 and 2018, the largest increases were in the 19 year old age group.
Table 10: Unemployed Not seeking employment or training by age, comparison between 2016 and 2017 2018 Annual Participation Measure % of age % of age Age 16-19 Count / % % of age group pp group pp Cohort split within group who are Change 2018 Change 2018 U/E Not U/E Not on 2017 on 2016 seeking seeking 16 50,644 122 (3.4%) 0.2% 0.0 0.1 17 51,968 661 (18.6%) 1.3% 0.1 0.3 18 53,375 1,230 (34.6%) 2.3% 0.1 0.3 19 55,268 1,543 (43.4%) 2.8% 0.2 0.6 16-19 211,255 3,556 (100%) 1.7% 0.1 0.3000 Percentages may not total 100% due to rounding
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9. Summary This report has set out the key results of the fourth Annual Participation Measure. As the source of the National Performance Framework indicator “increase the proportion of young people in learning, training or work” , the measure will be published on Scotland Performs in September 2018.
The statistics presented in this report show an increase in participation rates amongst 16- 19 year olds in Scotland. This continues the positive trends in participation reported in previous APM reports. The 2018 figures are based on a cohort of 211,225 individuals. This is 6,235 less than the 2017 population, a reduction that is broadly in line with national population projections. The 2018 results show: • The proportion of 16-19 year olds participating in education, training or employment in 2018 was 91.8%. This is an increase of 0.7 pp on the 2017 figure, and 1.4 pp on the 2016 figure. • In 2018 participation was highest amongst 16 year olds (98.9%) and lowest amongst 19 year olds (84.5%). • The participation rate in 2018 increased the most amongst 19 year olds (1.1 pp) and least amongst 16 year olds (0.1 pp). • Substantial progress continued in reducing the proportion of 16-19 year olds with an unconfirmed status. In 2018, 4.7% had an unconfirmed status, down from 5.3% in 2017. The majority (89.6%) of those with an unconfirmed status in 2018 were aged 18 (27.4%) or 19 (62.2%). • The participation rate in 2018 was driven by an increase in employment (0.6 pp), education (0.2 pp), and training and other development (0.1 pp). • Between 2017 and 2018 the participation rate rose in 27 of the 32 local authorities. Although substantial variation remains in the participation rate by local authority, the gap between the highest and lowest participation rates reduced from 9.3 pp in 2017 to 8.8 pp in 2018. • Females (92.5%) were slightly more likely to participate than males (91.2%). This difference was primarily driven by a higher rate of participation by females in education (76.0% versus 66.7%). This was offset, to a large extent, by greater participation in employment by males than females (22.3% versus14.9%). • The participation rate amongst non-white ethnic groups (95.2%) was higher than that for those from a white ethnic group (91.8%). This difference was primarily driven by a higher rate of participation in education (87.1% versus 70.6%). • The quality assurance process undertaken in preparing this report identified some inaccuracies in the number of people reported as having a disability within the shared dataset. Further investigation into the data revealed that due to a data coding error the field used to identify those with a disability for statistics reporting purposes had not been correctly imported from the Schools Census to the CRM
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system. As a result, disability statistics are not reported in this publication. This issue does not affect any of the other statistics in this report and all other figures in the 2018 APM have passed quality assurance and are fit for publication. All records in relation to disability will be individually audited to ensure they are accurately reported. The disability breakdown will be published upon completion of this full review and before the end of November 2018. While this issue has had an impact on our reporting of official statistics, it has not impacted on customers or the service that they receive. • The participation gap between those who lived in the 20% most deprived areas and those in the 20% least deprived areas continued to narrow with a gap of 10.8 pp in 2018 (compared to 12.9 pp in 2016 and 11.5 pp in 2017). • Those with an unconfirmed status were more likely to be in areas of higher deprivation (over a third lived in the 20% most deprived areas of Scotland). • Those who were unemployed seeking and unemployed not seeking were more likely to live in areas of higher deprivation (46.1% and 42.2% respectively lived in the 20% most deprived areas of Scotland). • Individuals who were unemployed seeking or unemployed not seeking were not distributed evenly amongst Scottish Local Authorities. Glasgow City, Fife and North Lanarkshire were over represented accounting for a third (33.4%) of the national total of unemployed seeking and over a quarter (28.0%) of the national total of unemployed not seeking (while accounting for 24.6% of Scotland population). • Almost two thirds (63.1%) of those unemployed seeking were male, conversely the majority (56.9%) of those unemployed not seeking employment were female. • Most of those unemployed seeking were 18 years old (37.9%), followed by 17 year olds (32.3%). 19 year olds were less likely (21.2%) to be classed as unemployed seeking. • The majority of those unemployed and not seeking employment were 19 years old (43.4%). 18 and 19 years old comprised just under four fifths (78.0%) of the unemployed not seeking cohort
The next statistics for the APM will be published in August 2019.
Appendix One provides background notes to the publication which outlines the definitions and the methodology used. In addition, Supplementary Statistics Tables are available in excel format on the SDS website. Any comments or suggestions regarding the content of this report are welcome and can be emailed to [email protected] .
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Appendix 1: Notes to Readers
A joint work stream between the Scottish Government and SDS oversaw the development work to define the annual participation measure and agree its content. As this is now being used within the Scottish Government’s National Performance Framework, these notes have been prepared to support users by outlining the reporting methodology used. a) Identification of the Annual Participation Measure cohort The participation measure cohort is based entirely on records held on the SDS customer support system (CSS). This is a shared data set to which partners contribute through data sharing arrangements. The following rules apply: i. Age: To be included in the annual measure the age of the individual on the last day of the period of interest must be between 16 and 19. The age used within the measure is the age of the customer on the last day of the period of interest i.e. 31st March. ii. Primary Status Coverage: to be included in the annual participation measure an individual must have status data covering the whole period of interest 1st April 2016 – 31st March 2018. Therefore, records created mid-year without a full status history for the year have been excluded from the measure. iii. Excluded Statuses: individuals who meet the above criteria but have a moved out with Scotland or deceased status within the shared data set are excluded from the measure. b) Annual Participation Measure Calculation Methodology i. Headline Classification: The method used to calculate the annual participation measure is to assign each individual in the cohort with a headline classification of participating, not participating or unconfirmed. Each individual status available on the shared data set has been allocated to a headline classification, as outlined in (d) below. The annual headline classification for each person has been calculated by adding up all the days an individual spends in each status and the classification with the largest number of days has been assigned to the individual. Each individual’s headline classification has then been used to calculate the proportion of individuals participating, not participating and unconfirmed. ii. Status Grouping: Once the annual headline classification has been calculated for each individual, the same methodology is used to calculate the status grouping. The status grouping for each person has been calculated by adding up all the days an individual spends in each status within the annual headline classification and the status grouping with the largest number of days has been assigned to the individual. iii. Status: The status for each person has been calculated by adding up all the days an individual spends in each status within the assigned status grouping and the status with the largest number of days has been assigned to the individual.
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Page 63 of 218 Annual Participation Measure 2018 – Published 28 th August 2018. c) Handling the scenario when no largest number of days exists There were a small number of instances where the highest sum of days could not be used as the sum of days was equal. The following rules used to identify the participation headline, group and status: i. Headline Classification: Where the highest sum of days between participating and unconfirmed was equal, the headline classification was recorded as unconfirmed. Where the highest sum of days between not participating and unconfirmed was equal, the headline classification was recorded as not participating. Where the highest sum of days was equal between participating and not participating, and the not participating sum was higher than unconfirmed then the headline classification was not participating else the headline classification was recorded as unconfirmed. ii. Status Grouping: Participating: where the highest sum of days was equal between two or more of the status groups, their final status grouping would be recorded using a hierarchy (1) Employment, (2) Education and (3) Training & Other Development. Not participating: where the highest sum of days was equal between the status groups, their final status grouping would be recorded using the hierarchy (1) Unemployed Seeking then (2) Unemployed not Seeking. iii. Status: Where more than one status had the same number of days within the same status grouping the most recent status was identified from the status records and this status would be reported. d) Handling Summer Transitions for those leaving school The period between 1 st May and the first Monday in October was identified as a period of transition from school. Where an individual left school within this period and they transitioned from a school status to a participating status, the period between the date left school to the start of the new status was filled with a transition status. When calculating participation classification and other subcategories these transition statuses are counted within the category being transitioned into. e) Handling individuals with gaps in their status history Where an individual had one or more statuses covering the whole year, then the sum of all the days should total 365 days. Where gaps existed in an individual’s status history the deficit of days were counted as unconfirmed days until each individual had a total of 365 days.
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Page 64 of 218 Annual Participation Measure 2018 – Published 28 th August 2018. f) Allocation of a local authority within the annual measure Several options were considered to report participation at a local authority level and following consultation with th e National Reference Group, whose members have responsibility to provide oversight for data governance of the shared data set, it was agreed to adopt the following reporting methodology. For school pupils, we will report the local authority of the school for publicly funded secondary and special schools. For individuals attending residential schools the local authority of their home area is used. For those who have left school we would continue to report the individual against the local authority of their school of leaving for a fixed period and thereafter the individual would be reported against the local authority linked to their postcode. If no postcode was available for mapping to a local authority, the SDS centre attached to the customer record would be used. All SDS centres are linked to local authority areas. It was agreed that the link to the school of leaving would be retained for one year based on fixed points in the year. The change from reporting the local authority of the school to an individual’s postcode would happen, as follows:
Date Local School Leaving Date Fixed Cohort Leave Authority link between: Date changes from School to Postcode
1st January School census day to the 28 th 1st January (12 months after the February (Spring Term) (Prior to the start of the Spring Term) fixed leave date) 1st March (Spring Term) to 1st June 1st June the day before the census (Within the Summer (12 months after the day Term) fixed leave date)
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Page 65 of 218 Annual Participation Measure 2018 – Published 28 th August 2018. g) Participation Measure Status Definitions
Participating Classification i. Education Group School Pupil Relates to individuals reported on the roll of a local authority or grant-aided secondary or special school. It also includes young people who are receiving education through local authority purchased places at specialist provision, residential schools, those attending college or other providers but are on a school roll. In line with “Getting it Right for Every Child” (GIRFEC), the local authority should ensure each school maintains an accurate pupil roll. They should ensure their management information system is updated with information related to when a young person is planning to or has actually left school and this will be notified to SDS through regular data sharing.
Higher Education Relates to individuals enrolled at a University, Higher Education Institution or College to follow a course of study at SCQF level 7 or above. This includes degree courses, courses for the education and training of teachers, higher level courses for professional qualification and Higher National Certificate / Diploma or equivalent. The individual could be enrolled on a Full-Time, Part-Time or distance learning basis.
Further Education Those enrolled at college or other provider and studying below SCQF level 7, e.g. National Qualifications, Access courses, portfolio courses, portfolio preparation, pre-vocational courses and special programmes. The individual could be enrolled on a Full-Time, Part-Time or distance learning basis. Where an individual is attending college but they remain on the roll of a school, they will be recorded within the school pupil status.
ii. Employment Group
Employment (full-time & part-time) and Self-Employment Covers all individuals who consider themselves to be employed through undertaking paid work. This is based on self classification adopted by the Labour Force Survey. Individuals will be considered to be working full-time if they undertake paid work 16 hours or more per week and part-time for under 16 hours per week. Full-time employment also includes individuals undertaking a Graduate Apprenticeship.
Self Employed is defined as an individual who is earning a living by working independently of an employer, either freelance or by running their own business including anyone working as a professional athlete.
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Included in the employment group are those who are undertaking an internship, where a young person has completed an agreed course and is working for a set period in an organisation to enhance their skills and knowledge through practical work experience and for which the young person should be paid.
Modern Apprenticeship Modern Apprenticeships (MAs) provide individuals with the opportunity to secure industry-recognised qualifications at a range of Vocational Qualification (VQ) levels while earning a wage. It relates to individuals undertaking a modern apprenticeship where there is a public funding contribution administered by SDS on behalf of the Scottish Government. iii. Training and Other Development Group
Employability Fund The Employability Fund aims to support activity that will help people to develop the skills needed to secure a job or progress to more advanced forms of training. The Employability Fund supports participants and activity that map to stages 2 to 4 of the Strategic Skills and employability pipeline (SSP).
Activity Agreements An Activity Agreement is an agreement between a young person and an advisor that the young person will take part in a programme of learning and activity which helps them to become ready for formal learning or employment. Activity Agreements provide individual learning provision in a community or third-sector setting for those young people who are not ready or able to access formal learning post-16.
An Activity Agreement status will only be recorded when a young person has agreed either verbally or in writing to the offer of an Activity Agreement. This is recorded by local authorities as “signed up”. Young people who are only at the referral stage should not be reported as participating in an Activity Agreement
Other Formal Training This includes those on a local authority or third sector funded training programme that have a formal attendance arrangement and trainees will be in receipt of a training allowance or grant. In addition, those receiving a scholarship or sponsorship to concentrate on vocational/sporting activity will be included here. This status would only include individuals who have a non-employed status but the individual is receiving external funding to participate in the activity. Community Jobs Scotland is also included within the category.
Personal/Skills Development This status is split into two different categories – PSD (Employability) and PSD (Social & Health):
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PSD (Employability) Those who participate in activities with the aim of improving their employability. These formal programmes will often be delivered by community learning and development or third sector organisation. Also included is the Work Programme via DWP. The courses will have a structured attendance pattern.
PSD (Social & Health) Some young people may not be ready to enter the labour market and will require access to support from support services to make transitions into learning/ work or adulthood. This status relates to individuals who are undertaking structured opportunities appropriate to their long-term needs or to address their barriers to participation. It includes those whose entry to opportunities will have been planned through the transition planning process and take account of the strengths, abilities, wishes and needs of the young person as well as identification of relevant support strategies which may be required. In addition, it includes individuals who are facing barriers to participation and are participating in “structured” support for the removal of barriers prior to concentrating on employability.
Note: Within the context of Opportunities for All, all participation is positive; therefore, the Personal Skills Development (Social & Health) are regarding as participating whereas traditionally this participation is reported as unemployed not seeking category within school leaver destination statistics.
Voluntary Work Undertaking voluntary work/volunteering, this will involve a young person giving of his/her time and energy through a third party. It will benefit both the young person and others, including individuals, groups and organisations, communities, the environment and society at large. Some volunteering may include a financial allowance. Work experience that is not organised via a formal training programme and un-paid work would also be recorded here.
Not Participating Classification iv. Unemployed and seeking employment or training: This refers to young people who SDS is aware of who are actively seeking employment/training. This includes those receiving support from SDS, DWP and other OfA partners. It is based on regular contact between the supporting organisation and the individual and will also include young people who are at the referral stage for an activity agreement and have not yet agreed either verbally or in writing to the offer of an activity agreement.
If there has been no contact between the individual and SDS within an 8 week period or if SDS has been unable to confirm with the OfA partner that the individual is still being supported, their status will be updated to “status unconfirmed”
However, through formal data sharing, SDS is notified by DWP of individuals aged 18/19 years old who are in receipt of benefits that require the individual to be
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actively seeking employment or training. The unemployed seeking status will remain valid until SDS is notified by DWP that the individual is no longer in receipt of benefit. At this point the individual’s status will be updated to “status unconfirmed.” v. Unemployed and not seeking employment or training Includes individuals who are not seeking employment or training for a range of reasons. This is split into three main headings:
Economically Inactive – the primary reason for an individual not being in a position to participate includes young people with caring responsibilities, pregnancy, those with a short-term illness, those who are choosing not to participate, those who due to their complex needs or personal circumstances are not able to participate and those who are taking time out to travel.
Unavailable - ill health – those young people who are unavailable to participate due to a longer-term illness.
Custody - Young people on remand or in custodial care.
Unconfirmed Classification Individuals with an unconfirmed status refers to those 16-19 year olds who have an individual record within the participation measure but despite multi partner data sharing and attempted tracking by SDS and their partners, it was not possible to identify an up to date status for reporting.
SDS has developed revised procedures for following up customers as part of their service delivery. These procedures will include attempted contact with those 16-19 year olds with an unconfirmed status.
SDS continues to work with partners to further enhance service delivery through multi-partner data sharing and it is anticipated this work will also help to decrease the number of customers with an unconfirmed status.
Furthermore, SDS continues to work with the Scottish Government and Her Majesty’s Revenue and Customs (HMRC) to make progress in obtaining employment related data made possible by provisions in the Digital Economy (Act) 2017. This key development in information sharing will help improve service delivery and further enhance the annual participation measure.
CSS Statuses excluded from the measure Moved out with Scotland Where SDS has been notified the young person has left Scotland on a permanent basis. However, those who are ordinarily resident in Scotland and are supported by SAAS to study out with Scotland will be recorded within Higher Education.
Deceased: Where SDS has been notified the young person has passed away.
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Statuses allocated to the “Participating” Classification and Status Grouping
Training and Other Education Employment Development
SDS Employability Full-Time Fund School Pupil Employment Stages 2, 3, & 4
Higher Education (Full-Time, Part - Modern Activity Agreement Time including Apprenticeship distance learning)
Further Education (Full-Time, Part - Part-Time Other Formal Time including Employment Training distance learning)
Personal Skills Development Self - Employment (Employability) including DWP Work Programme
Personal Skills Development (Social & Health)
Voluntary Work
Statuses allocated to the “Not Participating” Classification and Status Grouping Unemployed Unemployed not seeking seeking employment or employment or training training
Economically Inactive including those Choosing not to enter education, employment or training (EET) Not yet ready to enter EET with Caring responsibilities who are pregnant Taking time out to travel
Unavailable Ill-Health
Custody
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Page 70 of 218 Annual Participation Measure 2018 – Published 28 th August 2018. h) Coverage of the annual participation measure The National Records of Scotland estimate the population of 16-19 year olds in Scotland, at the 2017 mid-point, was 236,752. This population estimate, published on 19 th April 2018, is based on the 2011 Census being updated annually by 'ageing on' the population and applying information on births, deaths and migration.
There are 211,255 individuals reported within the participation measure. This represents approximately 90% of the 16-19 year old population having a record within the shared dataset. Hence the measure does not report on the entire population because the shared dataset does not hold records of those: • Attending independent schools or being home schooled • Self-funding at University • Living in Scotland but with no record of publicly funded schooling or post school education in Scotland and not registered with SDS. i) Record creation on CSS The primary source of information to create individual records on CSS is local authority education (schools) data. This is received as part of the annual school pupil census for publicly funded schools and through ongoing sharing of local authority data. In addition, new records will be created by SDS staff as a result of direct contact with individuals or their representatives. For example, an individual who moved to Scotland following compulsory schooling elsewhere and have received careers information, advice and guidance support from SDS. j) Recording and updating statuses on CSS The participation measure is based on a shared data set which is updated through multi partner data sharing and direct data input by SDS staff, as a result of contact with individuals, their parents/representatives or organisations an individual is engaging with. Each organisation that shares data is responsible for the quality of the data held in their system. However, SDS also uses an additional set of validation and business rules to govern the creation of new statuses from partner data.
The table that follows outlines the current sources of data that contribute to the shared data source and what statuses are created:
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Page 71 of 218 Annual Participation Measure 2018 – Published 28 th August 2018.
Primary or secondary statuses which could be created on Data Supplier CSS a) Creation and update of school pupil statuses for those at publicly funded schools based on the annual school pupil Local Authority census returns prepared by each local authority. b) Ongoing update and creation of school pupil and post school statuses created by school staff. a) A student enrolment at Scotland’s Colleges creates or updates Further Education (FE) or Higher Education (HE) statuses. Scottish Colleges b) Withdrawals from FE and HE courses creates an unconfirmed status (unknown) a) A student enrolment via SAAS creates or updates Higher Student Awards Education statuses. Agency Scotland b) Withdrawals from HE courses creates an unconfirmed status (unknown)
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Department for Work Unemployed Seeking statuses created for those in the 18/19 year and Pensions old age group SDS Corporate • Participants on Employability Fund Stage 2, 3 or 4 Training System • Participants on Modern Apprenticeships (CTS) and Funding • Participants on other specific programmes Information & • National Training Programme leaver information used to Processing System update post programme statuses. (FIPS) Scottish Funding Variety of statuses created for college leavers as a result of data Council (College gathered through the annual SFC college destination survey. Leaver Survey) In addition to the electronic data sharing processes between partners, there is sharing of information at an operational level as part of working practice within local Opportunities for All partnerships. An example is that the local authority is responsible for sharing information locally about young people commencing and leaving Activity Agreements. One of the key issues identified during the work of the joint work stream was CSS does not yet have a complete set of shared data from all desired partners and therefore the combined data set held on CSS is incomplete. The most important missing individual level data feed is on young people who are in employment. SDS continues to work with the Scottish Government and Her Majesty’s Revenue and Customs (HMRC) to make progress in obtaining employment related data.
k) Comparability to other published statistics The detail outlined in note (e) provides the background to statuses recorded in the shared data set. Caution should be exercised when making comparison to published data on specific topics such as Higher Education participation, the Modern Apprenticeship programme or unemployment rates. Other published statistics may use differing methodologies and timings and are therefore not directly comparable. SDS statistics on the Modern Apprenticeship programme can be viewed at http://www.skillsdevelopmentscotland.co.uk/statistics/modern- apprenticeships/ and SDS statistics on the Employability Fund can be viewed at http://www.skillsdevelopmentscotland.co.uk/publications- statistics/statistics/employability-fund/
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Page 74 of 218
Midlothian Council Tuesday 2 October 2018 Item No 8.5
CHIEF SOCIAL WORK OFFICER Alison White ANNUAL REPORT Midlothian Council -
Page 75 of 218 idlothian is a small local authority area adjoining Edinburgh s southern boundary, framed by the Pentland Hills in the West and the Moorfoot Hills of the Scottish M Borders in the South. Most of Midlothian s population of 84,700 resides in or around the main towns of Penicuik; Bonnyrigg; Loanhead; Dalkeith; Newtongrange and Gorebridge. The southern half of the authority is predominantly rural, with a small population spread among a number of villages and farm settlements.
Some parts of Midlothian have seen increasing levels of economic deprivation with the associated social and health issues. This has become worse as a result of the economic downturn that began in 2009. Deprivation is most acute in the communities of Gorebridge, Mayfield & Easthouses and Dalkeith & Woodburn. The Community Planning Partnership has determined to target these three areas to more effectively address inequalities. There are also smaller pockets of deprivation within many of Midlothian s communities, specifically Loanhead, and in all communities there are households on low incomes, often combined with other issues such as disability; age; mental health; substance misuse; lone parenting or caring responsibilities.
Midlothian s current population is characterised by large young and retired segments, with the latter growing rapidly and becoming predominantly female as it ages. The impact of new-build family housing will tend to increase the younger and working age population. Taken together, this may mean radical change in the nature and volume of service demand.
Summary Reflections – Key Issues
Midlothian Council continues to operate in a rapidly changing environment. The Council recognises that reducing poverty and inequality and tackling the most challenging difficulties of disadvantage and deprivation will have a disproportionately positive impact on the wellbeing and prosperity of all the residents in the area.
Midlothian continues to face a number of challenges, including financial pressures, those arising from a growing and changing population, the need to adapt to a sustainable, resource efficient and low carbon future, and ongoing reform of the public sector.
Between 2010/11 and 2015/16 Scottish councils faced a reduction in funding of 14% in real terms; these pressures have continued over the past three years and are likely to persist over the next few years. These pressures are a compelling driver for changing the way the Council operates, adapting to financial and service demands and making sure we are better placed to take advantage of opportunities as they arise over the next few years. Changes include a reduction in workforce, new approaches to managing the Council s property and asset portfolio and working more collaboratively with partners from all sectors to redesign models of service delivery.
The Council needs to explore opportunities for shared services and cross regional working approaches that offer potential economies of scale and strategic efficiencies. At the same time, the Council needs to implement structures and processes, which encourage localised, community-led decision making, ensuring services fit the needs of citizens.
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Page 76 of 218 The integration of health and social care provides unprecedented opportunities to shift resources to align with partners shared ambitions to support people to live at home. Its success will be manifest in greater coordination and focus on joint priorities; however, it will also be entirely dependent on a realistic and meaningful shift of resources from acute health services to community-based health and social care. In a climate of severe pressure on all aspects of public services, achieving this shift will be very challenging.
Discussions regarding the future of education; a review of child protection across Scotland; possible implications of this for children s services generally; and the outcome of the referendum on EU membership combine to create a climate of change. Despite the uncertainty arising from these changes public bodies must continue to support vulnerable people in a system that is structurally underfunded for the scale of need, demand and expectation.
Partnership Structure/Governance Arrangements.
The law requires each local authority to appoint a Chief Social Work Officer (CSWO). This function cannot be delegated by the local authority and is unaffected by the integration of health and social care under the Public Bodies (Joint Working) (Scotland) Act 2014.
In addition to the statutory functions associated with the role, the CSWO is responsible for the management and strategic development of a range of operational services within the Council and NHS Lothian.
Public sector partners have agreed to use the Single Midlothian Plan as the strategic context for their service planning in the area and a Chief Finance Officers Group has been established, to align budgets with priorities and support the planning cycle. Within the community planning structure the Getting it Right for Every Midlothian Child Board has responsibility for the overview of integrated children s services plan. Criminal Justice and Public Protection issues are monitored through the Safer Communities Board and all other Adult Social Care issues are progressed and monitored through the Strategic Planning Group for Health and Care accountable to the IJB.
The CSWO is by regulation a non-voting member of Midlothian s Integration Joint Board for Health and Social Care; and a member of East and Midlothian s Chief Officers Group, which is responsible for the leadership, governance and performance management of the multi- agency aspects of public protection in the two local authority areas. The CSWO chairs or is a member of 5 partnerships/committees, which monitor performance and ensure the provision of quality services in relation to child and adult protection, offender management, alcohol and drugs and violence against women.
The arrangements for public protection in Midlothian are consistent with the expectations of the Scottish Government.
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Page 77 of 218 Social Services Delivery Landscape
Despite the economic recession there have been significant house building developments in most of Midlothian s communities. The new railway will make the area even more attractive to commuters to Edinburgh. Midlothian is one of the fastest growing Local Authorities in Scotland.
As stated earlier the population is ageing with the proportion of older people likely to increase significantly over the next twenty years. By 2035 the number of people over 75 years will double whilst there will be almost 3 times as many people over 85 years- approximately 4,300, the vast majority of whom will remain living in their own homes.
While employment rates are above the Scottish average, 12.5% of the Midlothian population have a lower income than the national average. Poorer health is consistently associated with poverty. The economic downturn has had a particularly adverse effect on areas already suffering deprivation including parts of Gorebridge, Woodburn, Dalkeith and Loanhead.
Shifting the balance of investment in favour of services and approaches that prevent problems occurring or stop them from deteriorating can improve outcomes for citizens, reduce future demand and make more effective use of available resources. The integration of health and social care provides the opportunity to continue to embed prevention and early intervention into mainstream service delivery and take an evidenced-based approach to identifying specific priorities for localities. It also presents opportunities to redirect resources from acute health services to community based support.
Care at home provides essential support to help people maintain their independence. The number of hours of care provided 5,627 with the average package 8.25 hours per week. Unfortunately, demand still outstrips supply by around 400 hours of care per week.
The percentage of older people with high-level needs (10+ hours of care per week) who are cared for at home was 36.5%. A redirection of resources and new ways of working are required to enable community services to meet increasing demand and provide good quality care for citizens living in the community with increasing complex conditions if the system is not to be overwhelmed.
The issue of substance misuse can be an emotive one-there is a tendency in the public mind to consider the problem as one which is self-inflicted and not fully appreciate the difficulties people have in dealing with their dependency. The impact of substance misuse is also not just on the individual but on their family and wider society. For instance 1500 children are estimated to live in households in Midlothian where one or both parents have some level of problematic alcohol abuse. The problem affects the quality of life and, eventually, the physical wellbeing of the individual; results in family breakdown; affects the sense of community and public safety; leads to crime etc. There are also approximately 920 people known to have problem drug use in Midlothian- the impact on the user and their families can be equally devastating to the effects of alcohol misuse.
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Page 78 of 218 The challenges described can only be met by a fully-equipped and motivated workforce. There is also a need to develop a greater sense of all staff across the different sectors working together as part of a whole, joined-up system. This will involve training and support as the move towards new models of care progresses. It will also require effective recruitment and retention policies; in areas such as district nursing and home care have an ageing staff group whilst in social care services generally there is a need to improve our retention of staff as high turnover is both wasteful of resources and disruptive to service users.
The increasing emphasis on self-management and self-directed support will require a cultural shift towards a greater sense of working in partnership with patients/service users. The increased priority to be given to recovery will entail staff developing stronger motivational skills to work with people who may not have a lot of optimism about their future given the conditions they are trying to deal with, be they drug dependence, mental illness or cancer.
Implementation of Self Directed Support continues to be an area of development both for social work practice and care provision. Over the last year an area of focus for Midlothian has been the development of the back office processes necessary to support the provision of more flexible support. Ensuring the embedding of personal outcomes approaches continues to remain a key focus. By taking this approach there are an increasing number of examples of creative support provision where individuals are exercising choice and control to meet their care needs using non-traditional support. This has included the promotion of direct payments and a scheme to help individuals wishing to use personal assistants recruit suitable individuals.
Finance
The Council continues to face significant challenges from increases in demand, inflationary pressures, welfare and pension reform, increased citizen expectations and reduced Government grant income. However it has sought to protect social care budgets from the level of cuts required in other services. There is no doubt over the next few years that health and social care services will need to manage with reduced budgets, despite the ageing population and increased public expectations about service quality and accessibility.
The Children s Services budget has increased from £14,547,205 to £15,234,429, an increase of £687,224. This reflects demographic and inflationary pressures on both in-house and commissioned services. The Adult Social Care budget has increased from £37,578,878 to £39,749.938, an increase of £2,171,060. This includes provision for pay awards and for an increase in the cost of commissioned services mainly in relation to the uplift in the Living Wage. It also reflects the transfer into Adult Social Care of the budget for the internal provision of service user transport. The budget has been set on the basis that the Realistic Care Realistic Medicine Transformation Programme will deliver sufficient savings (in the region of £1 million) to offset the increased demand on services as a result of demographic pressures.
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Page 79 of 218 This transformation programme is a continuous one rather than a structured time-limited project. Critical to success has been a culture which encourages constant exploration and evaluation of costs and benefits throughout the service with an unrelenting focus on the delivery of outcomes. (This approach does not always sit easily with the necessity for robust financial planning, to provide, from the outset, firm commitments to specific savings targets to ensure the Council has a very clear plan for financial sustainability over the coming years.)
The service transformation programmes in Community Care and Children s Services continue. There is a particular focus on learning disability services including, developing more efficient approaches to the delivery of care and, in the longer term, creating a local and more cost-effective service for people with complex care needs. Financial pressures continue to be an area risk with an increasing cost of care and demographic pressures. Consequently a programme of work has been established to ensure the regular review of existing packages of care to ensure they are meeting assessed needs and being provided cost effectively. As part of this programme, of work a Fair Allocation of Care policy was developed to ensure equitable decision-making.
The integration agenda with the health service may also create new opportunities for more efficient and effective working although realistically this is more likely to enable the sustainability of health and care services in the face of dramatically increasing demographic pressures.
Finally, the application of the principles of prevention, local access to services and coproduction along with greater priority on addressing health inequalities, will, in time, reduce reliance on public services. However this can only be managed on the basis of a commitment to this vision of public service delivery and realistically cannot be relied upon in the short-term as a solution to the shortfall in public service funding.
Service Quality and Improvement
Across the Council s social work and social care service, including those adult services delegated to the Integration Joint Board for Health and Social Care, there is a wide range of quality assurance activity – from day to day operational management at a local level, to broader self-evaluation and audit, involving quality assurance staff, practitioners and operational managers. Set out below are some examples of quality assurance activity carried out in 2017/18. This activity is an important mechanism for assessing the standards of services delivered; however, it cannot address the structural issues relating to resource pressures, for example, delays in assessments and service provision. These require to be tackled by service redesign, a greater emphasis on prevention, early intervention and self- management, and by a meaningful transfer of resources from acute to community-based services. This principle applies to both adult and children s services and the management of offenders and anti-social behavior.
Service performance is reported quarterly via quarterly performance reports. Performance information is also included in the Midlothian News (e.g. annual performance supplement in the autumn). Quarterly performance reports can be found online at:
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Page 80 of 218 http://www.midlothian.gov.uk/performance Copies of Midlothian News can also be found on the Council website / intranet. In Adult Care the Joint Management Team consider a performance report at its monthly meetings.
Adults
Within Older People s services 2017-18 was dominated by the continued challenges associated with providing care at home services although progress was made in agreeing framework agreements and the promotion of partnership working between local providers. A community respiratory team has been established; the Grassyriggs day service for older people in Woodburn was expanded; and the Joint Dementia Team implemented new ways of working which have significantly improved waiting times. Looking ahead, firm plans are in place for extra care housing initially in Gorebridge and then in Dalkeith building on the success of Cowan Court in Penicuik. A proactive approach to early identification of frail older people is being led by local GPs and work is well developed in designing support services which will help reduce the likelihood of crisis and hospital admissions.–
Within Learning Disability there were three key areas of service development: • Complex Care – A development of 12 purpose built properties for individuals with complex learning disabilities was completed. This development has facilitated the hospital discharge for a number of LD patients that have been delayed for a significant periods of time. In addition this service has facilitated the transition to adult services for a number of young people with complex care needs.
• Respite Provision - Establishment of a housing support based respite provision for adults with learning disabilities. This increases the availability of respite in the local area and provides a model of support that promotes independence.
• Day Service Review – A review of day services for adults with learning disabilities was completed. This review identified the need to change the balance of services available in Midlothian and work is commencing to develop new services.
The new Disabled Directory, was launched at the end of July 2017. This provides an invaluable, comprehensive list of supports and services for disabled people, their families and carers living in Midlothian. Continued focus on Transport, Employment, Housing and Welfare Benefit issues remain high in priority.
Within Mental Health the new Midlothian Access Points in a number of locations assisted over 400 people to quickly access self-help resources and psychological services. The new Wellbeing Service based in Primary Care settings provided support to 874 people many of whom had both ongoing physical health needs and low level mental health concerns
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Page 81 of 218 A Triage project with Police was introduced to ensure that people in crisis get quick access to the right type of support, including a place of safety, with a joint approach agreed with local Police.
More broadly mental health is a major feature of our strategic direction and service delivery in Midlothian. As a consequence, planning service redesign is now managed by the local Partnership whilst working with other IJBs to design and implement new approaches to specialist pan-Lothian services including the Royal Edinburgh Hospital.
Children
Over the last 24 months the number of children and young people Looked After at Home in Midlothian has increased significantly, almost doubling. Figures for Looked After at Home are higher than the national average whilst those for Looked After and Accommodated children and young people are lower in all three areas of accommodation types
The Reviewing Team is currently engaged in developing a Quality Assurance Framework to look at practice standards across the board and the role of the Independent Reviewing Officers in building up and supporting robust quality assurance processes. Although in its infancy, a professional working group is now considering both the strengths of services and areas for improving the quality of practice within Children s Services.
Following the restructuring of Children s Services in April teams have had a period of bedding in, developing their identities, formalising roles, responsibilities and processes as well as continuing to work in an outcomes-focused manner. Although referrals into the service have increased, the number of children on Midlothian Council s child protection register has decreased and this continues to sit within the national average. In part, this can be attributed to the development of an Early Intervention and Prevention Strategy that has been developed across the Authority. This work has supported the identification and management of risk at an early stage of intervention. Relationships with colleagues in partner agencies have also been strengthened and supported by the work of our two early intervention and prevention development officers.
Delivery of statutory functions
The CSWO has a number of statutory responsibilities specific to the role. These are set out in legislation and Scottish Government guidance and relate primarily to issues of public protection and the promotion of professional standards for the workforce
Registered social workers make a significant contribution to social justice and inclusion, often working at the critical interface between the state and individual liberty. Decisions relating to the following may be expected of social workers:
➢ Consideration of compulsory detention against their will of individuals with mental health issues ➢ Restriction of liberty of offenders who may pose a risk
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Page 82 of 218 ➢ Removal of children from their parents care.
These decisions require a careful balance between individual rights, needs and risks, both to the individual and the community. Social Workers are often required to make decisions to protect the rights of individuals, which go against the wishes and expectations of partner agencies and the public. They must balance the role of both advocate and controller in certain circumstances and are personally accountable for their professional decision making.
The Council and partner agencies have established strong multi-agency governance arrangements for public protection, from the Joint Chief Officers Group, chaired jointly by both East and Midlothian Council s Chief Executives, to Protection Committees and a number of sub-groups focusing on performance, quality and review. Within these governance arrangements, there are a number of sub-groups which focus on child and adult protection, violence against women, drugs and alcohol and offender management.
The CSWO is the lead officer for public protection in Midlothian and this allows for the critical interface between services for adults and children, offenders and victims, and issues of both risk and vulnerability to be managed in a more integrated way.
Child Protection
Over the past year Midlothian experienced a reduction in the number of children on the child protection register (CPR) in the last two quarters of 2017/18. In quarter three the number of children on the child protection register fell to (30). This rate of 1.8 per 1000 children was well below the national average of 3.0. Upon further investigation it became apparent that less large sibling groups were being registered and there was a reduction in the number of pre-birth case conferences. The number has gradually increased back to (36) 2.2 for the entire year which remains below the national average. These numbers alongside fluctuations in inter agency referral discussions (IRD) were analysed in more detail and compared with national data, all of which concluded that fluctuations in the numbers of IRDs and resulting registrations have consistently fluctuated over the past 5 years due to the nature of child protection and the unpredictability of human crisis. However, the contrast between the number of IRDs (523) throughout the past year and number of children ending up on the child protection register (62) suggests interventions are working effectively to reduce immediate risk to children and divert them to the relevant supports.
A programme of self-evaluation has been ongoing over the past year, looking at a number of key areas. Integrated chronologies led to Midlothian making local improvements alongside participating on the Lothian wide integrated chronology working group which will conclude with a Lothian wide, template, guidance and training by October 2018. SMART planning audits have resulted in the development of a multi- agency SMART planning workshop aimed at improving Outcome Focussed Planning and promoting family participation. Children s Services have committed to all staff partaking in this workshop from senior management level to frontline staff. This work builds upon the skills developed as part of a whole service training in motivational interviewing. As a consequence of EMPPC evaluation activity and in preparation for future Inspections a full multi agency case
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Page 83 of 218 file audit will take place later this year with guidance and support from the Care Inspectorate. Findings from evaluations and EMPPC performance indicators have resulted in clear actions for the Child Protection Improvement Plan with progress monitored by EMPPC.
Adult Support and Protection
The Adult Support and Protection (Scotland) Act 2007 is in its tenth year following implementation and was marked with the introduction of an annual National Adult Support and Protection Day on 20th February, which was supported by Social Work Scotland. Adult Support and Protection has also had its first thematic inspection led by the Care Inspectorate in collaboration with Her Majesty s Inspectorate of Constabulary for Scotland. The thematic inspection focused on six partnership areas across Scotland reflecting the geography and demography of Scotland. Midlothian Health and Social Care Partnership were inspected as part of this thematic inspection and evaluated as follows:
• Outcomes for adults at risk of harm were Good • Key Processes for adult support and protection were Good • Leadership for adult support and protection was Very Good
A copy of the full inspection report can be accessed on the Care Inspectorate website.
The Care Inspectorate made two recommendations to MHSCP:
• The partnership should make sure that all adult support and protection referrals are processed timeously • The partnership should make sure that social workers prepare well-balanced, valid chronologies for all adults at risk of harm
Audits have been undertaken in respect of both recommendations to identify areas of improvement going forward and have been added to the Adult Support and Protection Improvement plan. The progress of each recommendation will be monitored over the year by the Care Inspectorate and HMIC.
Violence Against Women and Girls
Taking forward the Violence Against Women and Girls full services review carried out in 2016/17 both the VAWG Coordinator and the MARAC Coordinator posts became permanent posts shared with East Lothian, which will strengthen delivery of the national Equally Safe priorities at local level and also domestic abuse services.
In response to key service gaps identified in the review and taking account of the rising demand for trauma informed services for survivors of sexual abuse, the Sexual Abuse Service has been increased from 15 hours/week in 2017/18 to 20.5 hours/week in 2018/19 working towards providing a sustainable service in the future. The service provided support to 43 survivors in 2017/18 and 33 in 2016/17 but normally has a 16 week waiting list for
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Page 84 of 218 longer term support; the rise in demand is mainly due to people coming forward to report historical sexual offences which is borne out through police data on recorded sexual crime across Scotland.
The introduction of the Safe and Together model, which is being embedded into our children and families outcome focussed framework, will contribute to our agreed need of extending work with perpetrators of domestic abuse to reduce risk and challenge their behaviour as parents.
Finally, within the scope of the review a shared contract for women s refuge, outreach and support has been put in place with East Lothian Council, which was awarded to Women s Aid East and Midlothian; the contract is for 3 years with flexibility to extend to 7 years and to include additional services.
There exists a well-established partnership to provide domestic abuse services involving the police, Women s Aid East and Midlothian and the Public Protection Office s Domestic Abuse Service in liaison with social work services and specialist third sector services from Edinburgh e.g. Edinburgh Domestic Abuse Court Service. Fearless (which works with male survivors), and Shakti Women s Aid.
Whilst the number of domestic abuse incidents reported to the police has remained relatively stable at around 1,000 cases per year there has been a 110% rise in the number of cases where the survivor wishes specialist advisory support i.e. 237 in 2017/18 compared to 113 in 2016/17. This is a very positive development which is in part due to changing public attitudes rejecting domestic abuse, however, it also places additional pressure on already stretched services.
The MARAC Group (multi-agency risk assessment conference) - meets every 4 weeks to reduce the risk and improve safety for those domestic abuse cases where there is risk of serious harm or death. In 2017/18, there were 75 cases at MARAC which is a 32% reduction from the 110 cases in 2016/17 and about half of the expected number of cases for the population. Work has been undertaken to improve referrals to MARAC by encouraging universal services (health visiting and midwifery) and third sector health and housing services to take up multi-agency MARAC and Risk Assessment training and to observe MARAC; while Safe and Together will give staff the knowledge and confidence to refer when appropriate. MARAC arrangements received a very positive observation report by Safe Lives in 2016/17 and the improvement actions identified were completed during 2017/18. There is also a MATAC Group (multi-agency task and co-ordination group) seeking to address the high prevalence of domestic abuse in Midlothian through working with perpatrators.
Public Protection supported the development of a Gender Based Violence Policy for both Councils; this was adopted by Midlothian Council in March 2018 and the delivery plan is underway, led by the Chief Social Work Officer. In relation to this policy a Gender Based Violence LearnPro module has been provided for all staff and training is also being developed for managers. In addition, Midlothian Council was accepted onto the pilot of the new Equally Safe at Work Accreditation, provided by Close the Gap.
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The Critical Services Oversight Group adopted the Position Statement on Commercial Sexual Exploitation as proposed by the Violence Against Women and Girls Partnership; this will be taken through Council and the Integration Joint Board shortly with a view to delivering the recommendations.
Criminal Justice
New Structure for Community Justice
The new Community Justice structure came to the end of its first year in March 2018. The Community Safety and Justice Board is now well established and is chaired by the local Public Health Consultant. A Working Group sits beneath the Board and has been a lively forum involving partners from various parts of the Council, the Third Sector, Police Scotland and the Scottish Prison Service.
Through the partnership, a new service, Fresh Start, has been established. Change Grow Live has been commissioned to provide an Arrest Referral service at Dalkeith Police station and, in addition, the worker provides support to individuals subject to electronic tagging as part of a Home Detention Curfew or a Restriction of Liberty Order. The Scottish Government, as part of the pilot, funds the Electronic Monitoring part of the service.
The Community Justice Partnership has also helped to forge closer links centred on the concept of Recovery. Perhaps uniquely in Scotland, a Recovery Hub is being established where mental health, substance misuse and criminal justice staff, from the Council, Health and the Third Sector, will share a building. A number of events and meetings were held during 2017/18 to allow staff to begin looking at how they can work better together to improve outcomes for service users and communities. The building itself will be ready in the Spring of 2019 however better partnership working is about more than a shared space and efforts must focus on achieving more user friendly and effective services through working together.
The Community Justice Outcomes Improvement Plan was received well by Community Justice Scotland. The Plan has been slightly simplified and streamlined for 2018/19. In September 2019 the first Community Justice Annual Report will be submitted to Community Justice Scotland.
The quality of partnership working in the context of Community Justice is still variable, with some services seeing the relevance of their contribution to this agenda more than others. There is therefore still a focus on maintaining a visible profile and on emphasising the fact that no one agency can reduce reoffending.
Representatives from Community Justice Scotland visited Midlothian in August 2017, when they attended the Working Group and provided useful feedback on the Outcomes Improvement Plan.
Self-evaluation activity has been undertaken, using the framework provided by Community
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Page 86 of 218 Justice Scotland. Additionally a programme of community engagement was undertaken in 2027/18, including a widely distributed survey and numerous visits to community groups to talk about the new structure and gather people s views about reducing offending and reoffending in their local areas.
MAPPA
There has been no Level 3 discussions on Midlothian offenders during 2017/18. A small number of individuals remain in custody who will be managed at Level 3, either as Registered Sex Offenders or under the extension, on their release from custody.
Numbers of registered sex offenders managed at Levels 1 and 2 have remained similar to previous years.
Spring
The women s service, Spring, which is based on the Willow service, has continued to thrive. An Occupational Therapist has been employed one day a week helping the women to move on from the Spring service.
All Spring staff have undergone a three day MBT (Mentalization Based Treatment) course and the Spring social worker has attended full MBT training in London. This has helped staff to have a better understanding of how to make Spring a trauma-informed service and work with women who have experienced trauma.
Many staff from Spring and Criminal Justice social work also attended Trauma Through the Lifespan training in November 2017, delivered by Norma Howe. As well as helping to run Spring more effectively the focus on trauma has contributed to the planning for the new Recovery Hub.
Peer Support
An uplift in Section 27 funding has enabled the service to commission Health in Mind to employ a Peer Support Development Worker. This new potholder is in the process of training peer support workers who will work across mental health, substance misuse and criminal justice. This is the first time that criminal justice has had access to peer support.
Unpaid Work Review
The Unpaid Work review had been completed by the end of 2017/18 and recruitment was about to begin for the new posts, which have since been filled. The new service involved creating a training pathway for every individual on a Community Payback Order (CPO) with Unpaid Work. Each person s needs will be assessed at the induction stage and there will be a range of education and training opportunities on offer so that every client can benefit from a programme that will meet their needs. The Unpaid Work supervisors will receive SVQ assessor training so that as much as possible can be done in-house .
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Service User and Carer Empowerment
Capturing feedback and engaging with service users play an increasingly important role in shaping and evaluating services provided by the Council and partners. With the move towards more devolved locality working, service users will have a more significant say on the shape and development of services going forward
The introduction of the Community Empowerment Act, which aims to help empower community bodies through the ownership of control of land and buildings and by strengthening their voices about public services takes service user engagement a step further.
Meaningful engagement of citizens using collaborative and co-productive approaches continues to grow.
The purchase and subsequent launch of the MOMO (Mind Of Your Own) app in April 2017 has significantly contributed to improving service user s participation. An increasing number of children and young people are becoming more involved in giving their views on matters concerning to them.
The Criminal Justice Social Work team has also worked hard to consult with service users and beneficiaries about the services provided. All service users are interviewed at the end of every order or licence and asked a series of questions about their experience of the service and the outcomes in relation to their lifestyle, behaviour and attitudes. In addition to this, a feedback form is provided to all beneficiaries of Unpaid Work to gather information about their experience of the work being carried out and their satisfaction with the end result. An interactive facility has also been created on the Council s website to enable members of the public to suggest ideas for Unpaid Work projects, provide feedback on existing projects and request information about how offenders are supervised in the community.
The membership of the Midlothian Integration Joint Board includes two places - one for a member of the public with experience of using health and social care services and an unpaid carer. There is also the opportunity to sit on the Strategic Planning Group and be involved in other sub groups of the Board, particularly the local joint planning groups.
The need to change the relationship between statutory agencies, their partner organisations in the third and independent sector and citizens and communities is at the heart of transformation in Midlothian. The promotion of good conversations, which empower citizens to take more control over their health and wellbeing and make increased use of community assets, is a strategic priority for both the Council and the Integration Joint Board.
Local carers are established and assume significant roles as Carer Members on Midlothian Integration Joint Board and Midlothian Strategic Planning Group; contributing to the shaping of strategic planning and delivery of services. Midlothian carer services continue to
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Page 88 of 218 be innovative and aspirational; hosting both national and local pilot projects to improve access to services and the lives of carers e.g. Midlothian H&SC Partnership worked in partnership with VOCAL to participate in Scottish Government pilot work testing provisions of the new carers legislation, focussing on Adult Carer Support Plans and Emergency Planning.
Children s service has responded to statutory changes in legislation in terms of the implementation of the new Carers (Scotland) Act (2016); work was undertaken with Adult Services, Education and Children 1st Young Carers to ensure processes were in place for the Act coming into effect on 1st April 2018. The eligibility criteria and assessment process (Young Carers Statement) is now in place and awareness raising has been undertaken via partner organisations and information posters and leaflets circulated Midlothian wide.
Complaints
Whilst complaints remain low they are a useful tool to monitor performance and look for cross-cutting issues and themes. A common theme of complaints throughout the year centred on the delivery of service provision from externally contracted providers. Significant changes in contracting arrangements and the use of Large Scale Investigations to monitor concerns was utilised
Self-Directed Support
The Social Care (Self Directed Support) (Scotland) Act 2013 was intended to give people eligible for social care support greater choice and control. Feedback from citizens is that self-directed support has made a very positive impact on their lives and in some cases has included a reduction in the level of support the individual now receives.
Workforce planning and development
The development of the workforce is a key priority for the Council and for the Midlothian Health & Social Care Partnership. The essential training for the registered workforce has been developed to include a blended approach (e-learning followed by face-to-face training) and, in some areas of practice, competence assessment has been integrated following training. Midlothian Council continues to offer a small Social Work Traineeship scheme in order to promote career development from within the workforce (this is usually oversubscribed). In terms of postgraduate study, staff members have access to: Leadership & Management, Adult Support & Protection, Child Welfare & Protection, Occupational Therapy, Dementia Studies, Practice Education and the Mental Health Officer Award.
Some of the key achievements during 2017-18 include:
• SQA Approval for our Midlothian Health & Social Care SVQ Assessment Centre, plus the first successful External Verification inspection – all green with no action points • A partnership with NHS Lothian to deliver Core Skills and SVQs to 11 Modern
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Page 89 of 218 Apprenticeships (MAs) in Healthcare Support worker jobs within NHS Lothian, alongside the delivery of MAs to the Social Care workforce • A partnership with the Council Education Department to deliver SVQs for newly registerable parts of the workforce (Practitioners and Support workers in Day Care for Children) and Modern Apprenticeships within Education • A new contract with NHS Lothian for Moving & Handling Training/Advice and competence assessment of staff to promote the Scottish Manual Handling Passport • The development & delivery of new Administration of Medication training in line with a change of policy (towards administration from original packaging), plus the offer of SVQ SCQF Level 7 Unit in Administration of Medication to staff members • The development and delivery of a recording skills workshop for Social Care staff • The development and delivery of de-escalation workshops for staff (in Education as part of the Inclusion Policy), plus increased debriefing & consultation from our Team Teach Advanced Trainer (in relation to prevention of aggression and violence) • The development and delivery of Motivational Interviewing for the entire Children & Families workforce plus Practice Development sessions • The expansion of CPD course Effective Supervision Skills to Team Leaders within Health as part of the work of the Health & Social Care Partnership, and similarly for a course on Group Supervision • A partnership with Scottish Borders Council to deliver an Effective Practice course for Children & Families staff members • The development of an increasing number of link workers and provision of Social Work placements and Occupational Therapy placements for observational, first and final placement students • Recruitment and support to NQSWs through group meetings around reflective practice and writing for their Post Registration Training and Learning Record of Evidence • The development of service user involvement in recruitment panels for our Social Work Trainee Scheme and selection of Social Workers for MHO qualification • Coordination of a Practice Learning qualification group in South-East Scotland to explore resource development for a local Practice Education qualification • A Bite-Sized Workshop Programme planned and delivered across the Health & Social Care Partnership around cross-cutting themes e.g. Health Inequalities , Do you need to see a Doctor? Alternatives , Smoking Cessation • Co-work within the Health & Social Care Partnership to produce a Team Development Toolkit, plus pan-Lothian workshops for Team Leader skill development in using the Toolkit • Liaison with the East and Midlothian Public Protection Officer in relation to delivery of training, plus internally organised delivery of Level 1 Child Protection and Level 1 Adult Support and Protection training
In terms of SSSC registration of staff the current position can be seen in the attached Appendix.
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The challenges facing the delivery of learning & development for the workforce continue to reflect the national picture. As the pressure on operational staff increases, the ability to release staff for essential learning & development is challenging for managers in frontline services. The Learning & Development staff continue to liaise closely with managers in order to design the delivery of learning and development as closely as possible to meet their needs/capacity for release of staff.
Key Challenges for Year Ahead
The fundamental aim of the Service is to commission and provide the best quality services for citizens of Midlothian. To achieve this aim there are a number of key service objectives described below which will help the move towards meeting more effectively the social, economic, health and care needs of the community:
1. Achieving service and business improvements identified through external inspection reports, internal audits, self-assessment analyses, Best Value Reviews and feedback from users and carers.
2. Responding to recent legislation including full implementation of changes in relation to Integration of Health and Social Care; Self-Directed Care and the UK Welfare Reform, alongside forthcoming legislation in relation a new duty of Candour and the creation of an offence of wilful neglect. The Service must respond to national strategies including the 2017-27 Mental Health Strategy; the British Sign Language Act and the new Carers legislation.
3. In collaboration with partners, ensuring effective protection of adults at risk including those in transition from school to adult life. The Public Protection arrangements supports a whole lifespan approach. It also provides the opportunity to embed trauma informed practice.
4. Ensuring that services for older people are sustainable and able to respond to the rapidly ageing population and growing numbers of people with dementia.
5. Ensuring services are managed within agreed, increasingly tight budgets to meet growing demand and complexity of need through increased targeting to those in greatest need; maximum efficiency through service reviews; and developing partnership working with neighbouring LAs and other agencies.
6. Working closely with the statutory partners, the voluntary and private sector to deliver community planning outcomes in tackling inequalities, applying the three key approaches of prevention, coproduction and local access.
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Page 91 of 218 7. Ensuring services improve and change through clear strategic planning and direction and are supported by robust performance management frameworks and a positive performance improvement organisational culture.
8. Managing the programme of delivery, service redesign and retendering.
9. Ensuring leadership capabilities and workforce capacity continue to develop in a coherent planned way to meet changing needs of our citizens. This will involve workforce planning across all sectors and the delivery of the learning and development strategy
10. Strengthening the joint delivery of health and care services. In particular implementing arrangements to integrate services substance misuse and mental health including the development of recovery hub and developing more integrated arrangements in Learning Disability Services.
11. In collaboration with partners, ensuring effective protection of people at risk including those in transition from school to independent adult life
12. Ensuring that we can meet the needs of children and young people locally.
These objectives will be pursued within the new context of integration with an increasing emphasis on promoting prevention and recovery, on addressing health inequalities and working more effectively at a local level with users, carers, the third sector and private providers.
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Appendix 1 Scottish Social Services Council: Midlothian Council Registration of the Workforce with the Scottish Social Services Council April 2017 – March 2018 The table below outlines: dates set for compulsory registration in each part of the register, the number of Council staff employed in the Social Services Workforce and the number who have achieved registration Section of Register Number in Workers Comments Date of Renewal the currently Compulsory Period Workforce registered Registration Social Workers 53 C&F 53 Relevant social work 1st September 3 years qualification is main criterion 2005 for registration. Registered numbers include employees 61 A&SC 61 A&SC who have chosen to register but are not practicing social workers e.g. Team Leaders, Service Managers, Learning & Development staff
Managers of 1 1 Staff who will from time to time have 30th September 3 years residential child care acting-up duties are included in the next 2009 section Residential child care 4 4 Registered numbers include staff who 30th September 3 years workers with are in acting-up positions 2009 supervisory responsibilities Residential child care 30 plus 34 30 plus 34 Registered numbers include staff who 30th September 3 years workers locums locums are on the locum register – these staff 2009 might work in neighbouring Local Authorities too
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Section of Register Number in Workers Comments Date of Renewal the currently Compulsory Period Workforce registered Registration Managers of care 4 4 4 Managers of Care Homes 30th November 3 years homes for adults 2009 Managers of adult 2 2 One manager of adult day care services 30th November 3 years day care services which are managed through 2009 Intermediate Care; one manager of day care for people with Learning Disabilities Managers of day 3 3 This includes the Manager and Deputy 30th November 3 years care for children s Manager at our Children & Families 2009 services Centre, plus a registered Manager at a local Nursery based at a High School Practitioners in day 12 plus 134 12 plus 134 12 staff members are based at a Children 30th September 5 years care for children & Families Centre; 134 are Senior 2011 Childcare Development Workers and Childcare Development Workers based in Early Years within our Education Department
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Section of Register Number in Workers Comments Date of Renewal the currently Compulsory Period Workforce registered Registration Supervisors in a care 4 4 These staff 30th March 2012 5 years home for adults Practitioners in care 7 7 These staff work within Midlothian 29th March 2013 5 years homes for adults Council s major Care Home Support workers in 1 - This staff member has returned from 30th June 2014 5 years day care for children maternity leave and it working towards registration Support workers in 48 46 One service has 2 new members of staff 30th September 5 years care homes for still to register 2015 adults 2 new starts still to register; 1 staff member failed to register & moved to 64 61 administrative duties Managers of Care At 1 1 1 Manager of Care At Home service who 31st January 2014 3 years Home service is registered with the Nursing & Midwifery Council 1 1 1 Manager of Extra Care Housing Supervisors in Care 5 5 30th June 2017 5 years At Home/housing support Workers in Care At 200 36, plus 37 Care At Home workforce Opened Oct 2017, To be Home/housing locums registration by confirmed support 2020 12 12 Extra Care Housing workforce
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Midlothian Council Tuesday 2 October 2018 Item No 8.6
Jarnac Court, Dalkeith – Proposed Remodelling for Homeless Accommodation
Report by Kevin Anderson, Head of Customer and Housing Services
1 Purpose of Report This report is intended to advise Council of the outcome of the public consultation on the proposals to convert of the upper floor offices at Jarnac Court Dalkeith to reuse the property to provide homeless accommodation.
2 Background
2.1 In March, 2018, Council agreed for officers to consult with the local community and Tenant Groups prior to making an application for an HMO License. It also approved officers to begin the process of determining the works required to be carried out if an HMO Licence is to be granted. Midlothian Council currently own and occupy the upper floor offices at Jarnac Court. These offices are to become vacant when service teams which currently occupy the space are relocated.
2.2 Appendix 1 to this Report details the response to the Consultation on Jarnac Court. It notes that Housing Service Officers undertook the following approaches to consulting on the proposals during August 2018: • Drop in Event at Dalkeith Arts Centre • Meeting with Esk Place Registered Tenants Organisation • Meeting and HMO visit with Midlothian Tenant Panel • Meeting with Dalkeith and District Community Council • Traditional and social media response channel options
2.3 The Drop in Event and ability to provide written or verbal feedback to Housing Services Officers was well promoted via local press, social media and posters and leaflets advertising the consultation were prominently displayed in the Dalkeith Town Centre area. In total 17 feedback forms were received, and comments arising from the feedback have been detailed in Appendix 1. It shows that some respondents were very supportive of this proposal and some opposed the proposals.
2.4 In order to address concerns of those who have objections to the proposals it is recommended that the following actions are taken to mitigate concerns of residents:
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1. Appropriate management and supervision of the accommodation by experienced staff members. 2. Installing appropriate fire alarm and fire safety measures. 3. Installing CCTV coverage of the property 4. A phased occupancy in the capacity of the building upon opening. 5. Consideration of volunteering opportunities to support those resident in the accommodation.
2.5 Further examination of the layout of the building indicates that it has sufficient space to accommodate 22 rooms and it is appropriate to make best use of the building in order that the number of homeless households residing in Bed and Breakfast can be further reduced. The Council Report in March 2018 proposed 20 rooms, so there is a recommended increase in the number of units by 2.
3 Report Implications
3.1 Resource The Report to Midlothian Council in March 2018 noted the cost estimate for refurbishment works to the building was £443,000. The increase in units from 20 to 22 units can be accommodated within the existing budget. Refurbishment works will be funded by the Council’s Housing Revenue Account. Provision of funding for the development of additional temporary accommodation was approved by Council in February 2018 as part of proposals set out in the Housing Revenue Account – Rent Setting Strategy 2019/20 – 2021/22 Report.
The annual saving for the General Fund would rise from £277,400 per annum to £305,140 per annum as two less bed spaces in bed and breakfast accommodation would be required as a result of developing 22 units as opposed to 20. If the building is used for this purpose for five years this equates to a saving of £1,525,700.
This B&B saving forms part of the £260,000 Savings which has already been accounted for within the Homelessness Budget in the Financial Strategy 2018/19.
Operating Costs
Table 1 below is an update from the March 2018 Report to show that the addition of two extra bedspaces within Jarnac Court can be accommodated and the revenues generated will pay for the operation and the staffing for the building.
The proposed staffing model will consist of 7 members of staff and there will be at least two members of staff working in the building at all times. The proposed staff model will consist of:
1 x Team Leader 2 x Waking Night Staff/Assistant Project Workers 4 x Project Workers
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Table 1: Jarnac Court HMO Operating Costs
Item Total Operating Costs Staffing Cost £256,744 Reactive Maintenance Costs £14,259 Void Repair Costs £22,000 Utility Costs £15,004 Debt Charges £31,230 Void Income Loss £26,406 Furnishings £11,000 Miscellaneous £4,400 Total Operating Costs £381,043 Revenues Generated Rental Income £137,309 Service Charges £260,853 Power and Heat Charge £4,950 Total Revenues Generated £403,112 Total (£22,069)
3.2 Risk Retaining the property in its current use represents the highest risk in terms of financial liability, with limited prospects for retail or commercial use.
Proposals to convert the accommodation to provide residential homeless accommodation carries a risk of objections from adjacent residents and businesses. This risk will be mitigated through ensuring effective management staff and procedures are in place. It should be noted that there are already 8 homeless units operating effectively by Midlothian Council on a day to day basis without disruption to adjacent or neighbouring occupiers.
3.3 Single Midlothian Plan and Business Transformation Themes addressed in this report are:
Community safety Adult health, care and housing Getting it right for every Midlothian child Improving opportunities in Midlothian Sustainable growth Business transformation and Best Value None of the above
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3.4 Key Priorities within the Single Midlothian Plan Midlothian Council and its Community Planning Partners have made a commitment to treat the following areas as key priorities under the Single Midlothian Plan:
▪ Reducing inequalities in the health of our population ▪ Reducing inequalities in the outcomes of learning in our population ▪ Reducing inequalities in the economic circumstances of our population
The themes addressed in this report impact on the delivery of the Single Midlothian Plan outcome particularly in terms of priorities in relation to the delivery of affordable housing, homelessness and health and social care outcomes.
3.5 Impact on Performance and Outcomes The redevelopment of Jarnac Court for the provision of Homeless accommodation not only impacts positively on the Councils need to provide such accommodation, but also reduces the financial cost that such provision makes on the General Fund whilst also removing the burden of business rates, security costs and essential maintenance costs from the General Fund with immediate effect.
3.6 Adopting a Preventative Approach Provision of increased supported accommodation ensures that homeless households are accommodated in higher quality and more appropriate accommodation than bed and breakfast provision. Addressing the needs of homeless clients will assist in moving the balance of services and resources into preventing the need for longer term or crisis support
3.7 Involving Communities and Other Stakeholders Internal consultation has taken place with Finance, Planning Environmental Health and Building Control services. A consultation exercise has been carried out in full as shown in Appendix 1 to this Report.
3.8 Ensuring Equalities An Equality Impact Assessment has not been undertaken in regard to this specific report as development of the Local Housing Strategy has taken account of the needs of equality groups in relation to homelessness.
3.9 Supporting Sustainable Development The proposed use of Jarnac Court upper floor for Homeless Accommodation during at least the next 5 years reduces the financial burden on the Council and ensures that effective use of a soon to be
Page 100 of 218 5 vacant building is ensured resulting in a sustainable use of Council assets. This is achieved whilst not precluding the potential to redevelop the town centre to provide permanent affordable accommodation.
3.10 IT Issues The provision of management accommodation within the proposed residential Homeless unit will require IT connectivity. CCTV would be installed in the building.
4 Recommendations
It is recommended that Council:
a) Note the responses gathered as part of consultation on the proposals for the use of Jarnac Court for Homeless Accommodation and the actions which the Housing Service will take forward to mitigate the concerns of those who did not support the proposals.
b) Approve the proposed increase in the number of units in the building from 20 to 22 and the resulting reduction in expenditure on Bed and Breakfast Accommodation
c) Approve the Housing Service commencing the process of obtaining an HMO License which will be subject to consideration by the Council’s General Purposes Committee, which will detail the full design proposals. Development works and the submission of full planning and building warrant applications will only commence if an HMO license is granted for the building.
Date 27th August 2018 Report Contact: Name; Kevin Anderson Tel No. 0131 271 3615 Email:[email protected]
Background Papers: Report to Council – Jarnac Court Dalkeith – Proposed Homeless Accommodation, 27th March 2018
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Page 102 of 218 Appendix 1
Consultation on HMO (House of Multiple Occupation) accommodation proposed at Jarnac Court, Dalkeith
Background The Consultation period for Jarnac Court ran from 26th July 2018 – 24th August 2018. This was publicised via Midlothian Council’s website, the local press (including the Edinburgh Evening News and the Midlothian Advertiser), Midlothian Council’s social media sites and through leaflets and posters which were distributed to local shops and community facilities for display. These posters were also prominently displayed within Dalkeith Town Centre.
1. Consultation with Esk Place Registered Tenants Organisation (RTO) Housing staff met with Committee Members of Esk Place RTO on 1st August 2018. As a Registered Tenants Organisation, the Council has a duty to consult with this group on housing issues in the locality which could affect them. The Group was provided with a short information note on the proposals. Those in attendance were very supportive and some of the comments included: - “No objections, Midlothian Council is taking precautions by having CCTV inside and out.” - “Good as Midlothian Council is trying to save money and it is better than the building just lying empty.” - “As long as you are vetting people to deal with any risks they could pose.” - “Better than seeing people sleeping rough.” - “You are covering the bases, I cannot see this will affect us.”
2. Consultation with Midlothian Tenant Panel Midlothian Council works in partnership with Midlothian Tenant Panel in order that interested Midlothian Council tenants can become more involved in Tenant Scrutiny and Engagement Projects with the Housing Service. Two members of Midlothian Tenant Panel met with a member of the Housing Service at Pentland House in Penicuik. The format for the day was to let the tenants view the existing HMO Pentland House and then discuss the proposal to convert Jarnac Court for the same purpose. 1
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Key Points: • Staff introduced the tenants to “Des”1 a current resident at Pentland House, and explained that he would show the group round the building. They looked at one of the bedrooms used as overnight accommodation for people who call the out of hours homeless service, they also looked at the bathroom, lounge and kitchen areas on the ground floor of the building. During their walk round the building “Des” talked about his experience of repeated incidences of homeless and how this was caused by a relationship breakdown with his parents. He also explained that he had been accommodated in bed and breakfast accommodation in both Dalkeith and Bonnyrigg. While he felt that the accommodation itself was adequate he did not feel he got the support he needed to help with basic skills and there was no one there to listen to him. • “Des” also talked about forming friendships with other residents at Pentland House and felt this helped him to understand that there were others facing the same challenges. He also felt that the majority of people just want to stay somewhere safe and settle down for a period until they could get a home of their own. • Both Tenant Panel Members had favourable views of Pentland House. They found it a friendly, comfortable environment which felt of good quality. When it was explained to them that Dalkeith is the town with the highest number of homeless applicants they felt that Jarnac Court would be a suitable location and they would like it to be furnished to the same standard as Pentland House. Both tenants read through the short information note on Jarnac Court and they both expressed their support for Midlothian Council’s proposals to refurbish Jarnac Court for this purpose. • The group had a brief look at the plans for Jarnac Court which showed the existing office layout and how this would change to provide bedrooms of a similar size to Pentland House rooms. The subject of toilet facilities came up. The Tenant Panel members were comfortable with the suggestion that there could be a mix of rooms some which do have en suite facilities which may be better suited to pregnant women, for example.
1 To ensure confidentiality of homeless clients the name has been changed.
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Page 104 of 218 • Both tenants were disappointed to hear that some negative comments had been made via social networking sites in regard to the proposals for Jarnac Court and they felt that if those people attended a place like Pentland House they might have a better understanding of what the accommodation at Jarnac Court would be like. • The Housing Service member of staff did note that Jarnac Court was an old building and was not likely to be used for a long term period but even if the building was used for five years this would generate significant cost savings compared to using bed and breakfast accommodation.
Dalkeith and District Community Council Meeting The Housing Planning and Performance Manager attended this meeting to detail and discuss the proposals with the Dalkeith and District Community Council on 14th August 2018. The same offer was made to Eskbank and Newbattle Community Council. Those in attendance had several queries in relation to the proposals.
Key Points: • It was explained that the lack of affordable housing in Midlothian meant that homeless households could face a long wait in Midlothian and every night between 40 and 50 households need to use bed and breakfast accommodation. This is expensive for the Council to provide and does not provide on-site housing support staff. • One attendee queried why there wasn’t enough affordable housing in the area and the Officer explained that few council tenants choose to end their tenancy and generally remain in their home for a long time. Midlothian Council has built 1,000 new council homes since 2016, and are building 1,000 more. However, this will not address the housing needs of all households on Midlothian Council’s Housing List. • One attendee noted that Jarnac Court has an important history and was once the Job Centre. • A concern was raised that a chart on the information note combined Dalkeith and Mayfield homeless applicants together and it was requested that a new chart be provided to show what the proportion of homeless applicants originating from Dalkeith was. This was later provided with a full breakdown of applicants in terms of
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Page 105 of 218 where they originated from. Dalkeith remains the area with the highest number of homeless applicants in Midlothian.
Social Media and “Change.org” Several comments were made as a result of efforts to raise awareness of consultation on the use of Jarnac Court via the use of Midlothian Council’s Facebook page. There were a variety of views on the proposals, some users were supportive and some users made comments which could be regarded as offensive or absusive. In addition, 259 users signed a petition via “Change.org” relating to the use of Jarnac Court. The petition has inaccurately described that Jarnac Court would be “a refuge for drug users and alcoholics.”
Drop In Session at Dalkeith Arts Centre Council staff were present to talk to attendees in detail about the proposed plans. Those attending some or all of the events included the Housing Service Manager, the Housing Planning and Performance Manager, the Homeless Team Leader and the Head of Customer and Housing Services.
The Drop In Event took place on Thursday 16th August with attendees welcome to drop in between 2.30pm – 6pm to discuss the proposals. An estimated 25 attendees came to this event, which was a higher number than those who attended a Drop in Event regarding use of Midfield House Young Peoples Centre (estimated 16 attendees) for the same purpose but lower than the number who attended a Drop in Event regarding Pentland House (estimated 33 attendees).
Information Provided to Attendees Attendees were welcomed and provided with a short information note which summarised the accommodation proposals. They were then asked to look around the meeting space and consider some information, which included the challenges the Council faces in meeting the demand for temporary accommodation and the current reliance on the use of bed and breakfast accommodation. Additionally, the proposed layouts for the buildings were displayed. Staff were able to answer questions and all attendees were encouraged to provide their feedback via paper feedback forms on the day or via letter or email
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Page 106 of 218 subsequent to the event. Feedback forms and comments received by the Council have been compiled and displayed at the end of this Report.
Figure 1: Example of Briefing Note for Consultees attending Pentland House
Members of staff were able to discuss in detail with members of the public what sort of experience homeless household face and the challenges that the Council faces in meeting their housing needs. They were also able to provide attendees with the reasons behind use of the buildings for this purpose. This included: • Making use of an empty building to reduce spend on Bed and Breakfast accommodation by over £277,400. • Providing emergency accommodation to local people as there is a shortage of temporary accommodation units in Dalkeith. • Explaining that Jarnac Court would have staff working in the building at all times and that CCTV would be used internally and externally.
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Page 107 of 218 Figure 2: Proposed Layout for 1st Floor, Jarnac Court, displayed at Drop in Event2
Key Points from the Event 1. There were a mix of attendees – the majority were Dalkeith residents, a small number who attended worked for local organisations within the town centre. 2. Some attendees were not previously aware of the level of homelessness within their own community. 3. The biggest concern of attendees who were opposed to the proposal was that homeless households could bring nuisances to the town centre such as noise, vandalism and an increase in people loitering. Some did feel more comfortable with the proposals once they had an understanding of how the building would be managed. 4. Several attendees were extremely supportive of providing accommodation for homeless people, of these, one stated a preference to use a building in a quieter location away from the town centre.
2 It was explained that the layout may be subject to change if Proposals are agreed and are subject to planning permission and meeting houses in multiple occupation standards.
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Page 108 of 218 5. Attendees were made aware that the building would be used for single people and couples only. No families with children would be accommodated within the building. 6. A number of attendees made reference to previous engagement with residents regarding Regeneration Plans for Dalkeith Town Centre. It was made clear to residents that proposals for Jarnac Court would not interfere with any further proposals for the town centre as it is envisaged that the building would only be used for a defined period.
Recommendations In taking forward the proposals for use of the upper two floors of Jarnac Court as an HMO, the following actions would be able to mitigate some of the concerns of residents:
1. Appropriate management and supervision of the accommodation by experienced staff members. 2. Installing appropriate fire alarm and fire safety measures. 3. Installing CCTV coverage of the property 4. A phased occupancy in the capacity of the building upon opening. 5. Consideration of volunteering opportunities to support those resident in the accommodation.
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Jarnac Court Proposals – Consultation Responses
As part of the consultation process for the proposal to use Pentland House as temporary accommodation, the department held three drop-in sessions during which attendees were asked for their written feedback.
In total 17 feedback forms were received which contained 34 different comments and responses.
• 12 Responses were positive • 17 Responses were negative • 5 Responses were neutral.
This report reviews and provides a response to the comments received in each category.
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Page 110 of 218 Response Category Individual Response Council Response/Recommendation
Support the proposals 1. Open the building on a phased basis to demonstrate it is The opening of a similar building for homeless being managed appropriately. For example, 5 households at accommodation (Pentland House) was opened on a first, then if that works increase to 10, and if that works, try phased basis to allow staff to become accustomed to 15 and so on. the building and ensure that the building and procedures operated effectively. This suggestion would be taken forward for Jarnac Court. 2. The whole project is very welcome and will meet a need for Noted. temporary accommodation in a central area of the town. 3. Jarnac Court is an ideal location because i) It is near the town Noted. centre and all appropriate services. ii) Eskdail Court/Jarnac Court/South Street is a friendly multi-cultural tolerant community so people in the accommodation would feel welcome. iii) No bus journey required as fares or distance often deter people from accessing centre of town services. iv) I like the layout and think the individual units will be light and airy due to tall windows. v) Wi Fi access would be a bonus if possible. 4. I think it is a great idea and is treating your clients with Noted. dignity and respect. The location is ideal with easy access to support agencies, the library and low cost shopping.
5. I have worked with Volunteer Midlothian in the past and it This will be investigated if the proposal to use Jarnac would be good to make volunteering opportunities available. Court is taken forward.
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Support the proposals 6. It would be useful to have free internet access available. This will be investigated if the proposal to use Jarnac Court is taken forward. 7. Arranging internet tuition would be good for residents. This This will be investigated if the proposal to use Jarnac could be in the library. Court is taken forward. 8. It is a great proposal and I'm glad that the space at Jarnac Noted. Court can be put to good use. I work with many people in adult education who experience homelessness or are at risk. The centre of Dalkeith is the ideal location for such a vital and much needed service. It is important to have a service such as this in the middle of the town with good transport links. It is also good for local services to link in and support individuals. 9. Wi Fi access would be important and useful so residents can This will be investigated if the proposal to use Jarnac access welfare benefits, job matches and send emails etc. Court is taken forward.
10. The proposal looks sensible. I would be pleased to see Noted. provision so centrally located. This would allow people to access services easily and help support people better in a purpose made environment - much better than in a Bed and Breakfast. 11. Access to Wi Fi/Study space/IT facilities would be welcomed This will be investigated if the proposal to use Jarnac - data is expensive and the library has limited opening times Court is taken forward. and space.
12. I think the proposal is a great idea. The bed and breakfast Noted. accommodation that the Council use are not ideal. I think it is great there will be 24/7 help and security.
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Don’t Support the proposals 13. As a High Street resident I am definitely against this If residents of the homeless accommodation are proposal. I think there will be increased nuisances and conducting behaviour which is deemed to be anti- begging in local parks and shops. social or causing a nuisance they would be moved from the accommodation within 24 hours. Homeless households are currently accommodated in bed and breakfast accommodation within Dalkeith town centre - this accommodation is not anticipated to bring about an increase in homeless people in the town centre. 14. Why do you not want to create new jobs by transforming Jarnac Court as a building is nearing the end of its Jarnac Court into a shopping centre or new gym with useful life. The building is part of plans for town swimming pool, instead you prefer to spend money on this centre regeneration but it is anticipated that the and you want to create a potential threat to the town. building will not be subject to demolition for at least 5 years. Therefore rather than leave it derelict it can be put to good use for a short period of time. 15. Does anyone from the local authority think about private The short term use of Jarnac Court is not intended to owners who have chosen Dalkeith as a historic town, and limit town centre regeneration and the use of the does no one from the local authority want to bring back the building in this way would not delay future proposals historic shine of the town? for regeneration activity.
16. Selection of people to live in this building is very important The proposed staffing model for this building will as there is a risk of undesirable behaviour here. Therefore ensure that there will always be several members of supervision of people is very important. staff working in the building. This would include provision for 2 members of staff working in the building overnight every night of the week. These staff members will provide housing support and advice to residents and also ensure appropriate supervision in order that residents meet the obligations of their occupancy agreement.
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Don’t Support the proposals 17. This building is not the best place as it is in the middle of the Homeless households are currently accommodated High Street - shops will go and people will not come to in Dalkeith town centre and other town centres Dalkeith. within Midlothian. The highest number of homeless applicants originate from Dalkeith compared to other towns in Midlothian so it is appropriate to try to accommodate people within their own community. 18. Alternative places would be Dalhousie Road and If a suitable empty building or site for development Hardengreen area. was to become available other locations would be considered in Dalkeith and Midlothian. However, the Scottish Government does not make funding available for building homeless accommodation and building a new building would be more expensive than reuse of a building that would otherwise be empty for some time. 19. People are waiting for something to happen. It will not help The proposal to use Jarnac Court which is no longer Dalkeith to regenerate. required as office accommodation is not a proposal as part of town centre regeneration and would not limit any regeneration proposals. 20. The most awful idea to provide this accommodation in the If residents of the homeless accommodation are centre of town. conducting behaviour which is deemed to be anti- social or causing a nuisance they would be moved from the accommodation within 24 hours. Homeless households are currently accommodated in bed and breakfast accommodation within Dalkeith town centre - this accommodation is not anticipated to bring about an increase in homeless people in the town centre.
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Don’t Support the proposals 21. This proposal could create a ghetto for undesirables. The Council currently manage 8 HMOs across Midlothian and there is no evidence or reports that any of these buildings are detrimental to the neighbourhood they are located in. Occupants would be required to sign an Occupancy Agreement where they would require to adhere to rules and regulations within the accommodation and the vicinity. Some homeless households may have vulnerabilities and these households would receive appropriate support from staff to ensure that they can sustain their own tenancy and learn new life- skills that they may need such as training or accessing employment opportunities. 22. Do not agree with proposals. Provisions will need to be It is recognised that some residents could have made to prevent drug pushers and users setting up at Jarnac vulnerabilities but evidence of illegal activity by an Court. The building requires to be demolished and more individual would contravene a resident’s occupancy pleasing buildings erected. agreement and they would be removed from the property. There are no immediate plans to demolish the building.
23. This initiative does nothing to enhance an already ailing This accommodation is not specifically designated town centre. Research has shown that homeless people with for people with dependency issues. The proposal for specific issues, such as those in recovery from drugs and use of Jarnac Court is not part of town centre alcohol do not benefit from communal living. regeneration proposals. 24. This could decrease the value of my property. There has been is no evidence of this occurrence in the vicinity of the 8 other Houses in Multiple Occupation that Midlothian Council currently manage.
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Don’t Support the proposals 25. I query the use of a noisy, town centre building for housing There are many residential buildings located in the stressed and perhaps fragile people. town centre so it is not considered that this area is unsuitable for residential living. There are other homeless accommodation units and bed and breakfast accommodation located in Dalkeith and other town centres in Midlothian and these locations can be advantgeous particularly as many homeless people will not have access to their own transport or lack funds to pay for public transport. 26. I query the use of a Council building for economic purposes The proposals are both cost efficient and will also rather than for the best interest of the homeless person or provide better quality accommodation with on site couple. support staff. 27. I would like to see the list of alternative sites and the If Council-owned or other public sector buildings Council's assessment for these. become vacant these would also be considered. In the previous six years three other buildings (2 of which were empty Council-owned buildings) have been refurbished and converted into homeless accommodation. 28. I query the cost outlay for alterations and building A detailed report to Midlothian Council in March refurbishement to a building that is due for probable 2018 the proposal would result in a five year saving demolition as part of the delayed town centre to Midlothian Council's General Fund of £1,387,000 redevelopment (poss £450,000 which could be spent on as a result of reduced spend on Bed and Breakfast permanent accommodation in a better location. accommodation. 29. I am interested in the Council using temporary timber Midlothian Council agreed in February 2018 to fund framed units such as is being used at Silverknowes and also 1,000 new council homes to provide a significant use of Shipping containers. A design and build competition increase in affordable housing options for those in could be carried out to find the best design. Housing options housing need. It also agreed a budget of £6,000,000 need to be multi-layered and flexible. This needs the public to increase temporary accommodation provision. In sector to be more creative. addition to the proposals for Jarnac Court, Officers are investigating further housing options for the additional supply of temporary accommodation. 14
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Neutral views 30. Dalkeith has no community facilities and no outlet of The proposal to use Jarnac Court which is no longer opportunity for residents in this area to meet or grow as part required as office accommodation is not a proposal of a community. as part of town centre regeneration and would not delay any future regeneration proposals. 31. Will there be a fire alarm system? The building will be upgraded with fire safety measures which are required for all Houses in Multiple Occupation. 32. I live in the town centre in accommodation for older people. The proposal to use Jarnac Court which is no longer I have been a community councillor for many years and since required as office accommodation is not a proposal then I have requested a family swimming pool for all as part of town centre regeneration and would not generations from granny to baby with a small café and limit any regeneration proposals. rooms for meetings. Mayfield has one lovely building with everything in it but considering we have been here since 1300 we have been left behind - we are the forgotten town with no money for anything. 33. I have been trying to get a better crossing in the east end of There are traffic lights and a zebra crossing in close the High Street for many years. Must we wait for someone proximity to the building so it would appear to be to be knocked down before it happens? well served for pedestrian access. It may be that this is more relevant to households living in the east end of the High Street.
34. The safety of tenants should be highlighted. Should the proposal go ahead, on site staff will be present 24 hours a day, 7 days a week to ensure the safety of all residents and that residents maintain the obligations of their occupancy agreement with Midlothian Council.
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Page 117 of 218 Page 118 of 218 Page 119 of 218 Page 120 of 218 Health and Social Care Midlothian Council Fairfield House Midlothian 8 Lothian Road Dalkeith Director EH22 3ZH Allister Short
17 September 2018
Ms Ann Stewart-Kmicha Chair, Dalkeith and District Community Council [email protected]
Dear Ms Stewart-Kmicha,
Consultation on the proposed use for the Upper Floors of Jarnac Court
I thank you for your detailed response to the consultation Midlothian Council’s Housing Service has undertaken on the proposed use of the upper floors of Jarnac Court for homeless accommodation. I also appreciated being given the time at the Community Council’s meeting in August to discuss these proposals.
I will include the response from Dalkeith and District Community Council, together with this response to it, as part of the Consultation Report to be considered by Elected Members and published in a Council Report in October.
I have listed my responses to the points that you raise.
1. Dalkeith Community Council recognise the need to reduce the cost to Midlothian Council of Bed and Breakfast accommodation for homeless households. However we have some concern about the actual costs that the conversion might incur.
At present an estimate has been made for the cost of refurbishment works for this building. Works will not be actioned until an HMO Licence is granted for this building. A contingency is built into the cost estimate but if there is a significant increase in unforeseen costs Midlothian Council would seek governance for additional funding prior to works progressing. It should be noted that the cost of refurbishment works being carried out will be funded by Midlothian Council’s Housing Revenue Account (HRA). The HRA is funded by the income generated by council house rents in Midlothian and is not funded by council tax payments or local government grant allocated to Midlothian Council by the Scottish Government.
2. Like our MP, we acknowledge, and are grateful for, the very valuable work undertaken by the Salvation Army at Pentland House and we would hope for a similar support structure to be put in place in the proposed accommodation.
Tel 0131 271 3639 Your Ref: Fax 0131 271 3624 Our Ref: SGC7/16 www.midlothian.gov.uk Page 121 of 218
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Currently Midlothian Council manages 8 Houses in Multiple Occupancy (HMOs) and all of these units have a structure of supervision and housing support in place. If Elected Members agree to proposals a similar staffing model will be in place at Jarnac Court.
3. However, this proposal is for a building located in the very town centre and actually within the 1960s regenerated area of Dalkeith. Pentland House and Polton Centre are not within town centres...There are concerns about how this will be viewed by the community particularly as no more information about plans to regenerate Dalkeith town centre seem to be forthcoming...Whilst appreciating that these works are only given a lifespan of 5 years the perception is that this means an abandonment, or a lengthy delay, in this town centre’s redevelopment.
The Housing Service manages 8 HMOs in locations across Midlothian, including buildings which are located in town centres, close to amenities as well as buildings which are in predominantly residential areas. The location of Jarnac Court is considered to be well-suited to households to access services, public transport and town centre amenities.
In terms of proposals for town centre regeneration, the proposal to use the upper floors at Jarnac Court are not connected to any town centre regeneration proposals. It is related to the reuse of a building which would otherwise sit empty from 2019 and would be at risk of vandalism if not property utilised. The Feasibility Study for Dalkeith Town Centre, which was considered by Midlothian Council in 2016 noted that demolition of Jarnac Court would form the last phase of works and it would be anticipated that it would take several years for this phase of development to commence. Consequently, the proposal for use of Jarnac Court would not delay or hinder any town centre regeneration proposals.
4. The building has a civic history and once housed the Council Chambers for the town of Dalkeith with much comings and goings. Latterly there has been minimal entering and exiting of the building and it may take some time for the surrounding businesses and residents, as well as the community in general, to come to terms with the new purpose for the top 2 floors…Whereas centralisation of services can be beneficial it does mean that valuable meeting space is now often office accommodation.
Noted. The upper two floors are currently used as office accommodation and are still used by staff at presetn until they can be accommodated within Midlothian House and Buccleuch House. If the proposals are agreed by Midlothian Council the Housing Service would host an open event within the building for the local community in order that they can view the building and talk to staff who will manage it. This was a well-attended event when this was conducted at Pentland House.
Use of the upper two floors of Jarnac Court is not proposed as “centralisation” of the Housing Service which owns and manages a variety of buildings throughout Midlothian. The upper two floors of Jarnac Court would be unlikely to provide a
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useful meeting space for the community unless substantial investment was made to provide a lift within the building, and that does not feature.
5. Local people and members of the Dalkeith and District Community Council also call to mind that when Midfield Young People’s Unit was closed and the Polton Centre developed, new purpose built accommodation was constructed on the Lauder Road at the site of the demolished Dalkeith Community Centre and some of the residents were decanted to there. This was likewise an attempt by Midlothian Council to maximise its assets, but alas the promised new community facilities for Dalkeith are still to arrive.
Midlothian Council provides three residential homes for young people. Woodburn Court (Dalkeith) and Pentland Way (Penicuik) were built within larger council housing sites to provide high quality residential living to some of Midlothian’s most vulnerable children and young people. Midlothian Council’s website provides a directory which lists all available community spaces which are available in Dalkeith for community groups: https://www.midlothian.gov.uk/directory/50/community_spaces_for_let_or_hire/categ ory/465
6. Of more concern are the public figures for the average length of time in days that people have been housed in temporary accommodation after making a homeless application. These indicate an increasing trend from 395 days for 2011/12 to 719 days for 2016/17.
With regard to supported hostel accommodation Midlothian Council is on record as saying that “it is expected that all persons in Bed and Breakfast accommodation will move into these hostels for approximately three months before moving on.” In light of the information shared at the Community Council meeting that the average stay in the proposed Jarnac Court accommodation was expected to be about 3 months, we can only assume that the Jarnac Court accommodation would be used for this.
As was discussed at the Community Council meeting there is a very high need for affordable housing in Midlothian with over 1,000 homeless households on the Housing List requiring settled housing. It was also explained that there is a very low level turnover of existing housing stock. The rising level of housing need prompted Midlothian Council to be among the first Council’s in Scotland to start a large council housebuilding programme again in 2006, with over 1,000 new council homes now completed and plans for a further 1,000 homes to continue to address this need. It is still recognised that demand will continue to outstrip the supply of housing.
The Information Note which was provided to Dalkeith and District Community Council (and also provided to attendees at the Jarnac Court Drop In Event) stated:
“Households will stay in this accommodation as opposed to having to stay in bed and breakfast accommodation. Most households would stay for a period of between 2 – 12 weeks until longer term temporary accommodation can be identified for them.”
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Therefore the figure of 719 days would constitute the entire time a homeless household would stay in some form of temporary accommodation before moving to a settled arrangement such as their own permanent council house/housing provided by another registered social landlord, obtaining their own private rented tenancy, or purchasing their own home. At present a significant number of homeless households will stay in bed and breakfast accommodation before for an initial period, of usually up to a few months, and the proposal to use Jarnac Court will reduce the number of households the Council need to accommodate in bed and breakfast accommodation
7. The above figures sit beside totals for people who have been housed in temporary accommodation after making a homeless application which have actually decreased from 921 in 2011/12 to 655 in 2016/17...Early intervention and prevention work, particularly with young people, is presumably the reason for this decrease.
I can confirm that there has been a slight reduction in the level of homelessness in recent years due to homeless prevention activities and providing housing options advice to those who are at risk of homelessness. In addition the reduction in the number of households living in temporary accommodation is also due to the increased supply of new council housing that was built during this period.
8. Now Table 5.2 of the [Strategic Housing Investment Plan] ranks Dalkeith as 2 alongwith Penicuik for area project prioritisation score. Also of interest if that a score of only 4 is given for Housing Need in Table 5.3 for the Woodburn Terrace Council Housing Development in 2018/19.
Midlothian does not have any areas with low demand for affordable housing so all areas are considered to have a need for new housing development. However, the Scottish Government requires proposed developments to be prioritised in order that if Scottish Government grant funding for development is limited the developments scoring the highest points will be prioritised for grant funding first. Dalkeith and Penicuik have both been scored as 4 for housing need. This is because both of these areas have had higher recent levels of investment compared to other areas which were awarded a higher housing need score of 5 points to ensure that when there are opportunities for development in these areas that funding will be available. For example, since 2006 there has been 326 new affordable homes built in Dalkeith – the highest level of new homes of any area in Midlothian. This is compared to 8 homes built in Rosewell, 28 homes built in Bilston and 88 new homes built in Loanhead.
9. Private Sector Leasing Costs.
Noted. The Council ceased operating a Private Sector Leasing Scheme due to restrictions in the use of Housing Benefit/Universal Credit which made the use of this scheme less cost-effective. However, Midlothian Council continues to work with individual private landlords to provide temporary accommodation options.
10. The fact that there is, and will not be, any lift in the building is also of concern. Fire safety regulations must be adhered to and building warrants sought.
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As noted previously, Midlothian Council currently manages 8 Houses in Multiple Occupation. Several of these units provide ground floor accommodation with facilities for those with a disability. Midlothian Council would not provide accommodation to any homeless applicant with impaired mobility at Jarnac Court.
Fire safety regulations and building warrant requirements will be adhered to and monitored as this building would become a House in Multiple Occupation which have specific standards for fire safety.
11. The increased demand for water must not be detrimental to the water pressure for the surrounding existing residents and businesses.
This issue will be investigated if proposals are taken forward. It is recognised that use of the building for residential purposes should not be to the detriment of existing residents and businesses.
12. We would respectfully submit that the experience of those living in the building during the night will be totally different from that undergone by those working there during the day. Despite the A68 by-pass there will still be significant traffic noise to contend with. A large tree now shades a sizeable section of the building. If windows overlook Jarnac Court itself then street lighting fixtures may need to be re-arranged. On the South Street side there is often noise from smokers and other revellers within the town centre. Gulls and pigeons are already a nuisance to residents within the town centre…The other sites have a buffer zone between their building and their neighbours – here there would be nothing. Other sites are some distance from the town centre; here is right at the heart of it.
It is noted that there could be some noise generated by the accommodation being in the town centre although any noise experienced by residents in the the building would be no greater than that experienced by the many residents who already live in town centre accommodation on the High Street, South Street and Buccleuch Street. I note your comments about lighting and the potential to consider deterrents to pigeons and gulls in the vicinity of the building. As stated previously Midlothian Council do manage 8 HMOs including some of which are located in town centres. Of the other HMOs we manage, some are directly adjoined to neighbouring properties. The building at Jarnac Court is not adjoined to other residential property.
13. Pentland House and the Polton Centre were built originally to house people, and so, as dedicated buildings, have the appropriate structure and service in place. They are known to the community as residential buildings. Regarding this building in Jarnac Court, there is no such structure and limited services. Already vulnerable people are going to be placed in a dilapidated building in an area designated for regeneration. This “quick fix” does not convey a much-needed sense of worth and value to those who find themselves temporarily homeless.
Officers consider the use of the upper floors of Jarnac Court to be suitable for conversion to residential purposes. If the proposals go ahead the Housing Service
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will be spending a significant sum to ensure that the building provides a high standard of accommodation and support to occupants. This was a similar process that took place at Pentland House and the Polton Centre. Reducing the number of homeless households in bed and breakfast accommodation is not a quick fix but is a commitment to ensuring a higher quality of accommodation for homeless households in Midlothian which is also a more cost effective solution. Officers also consider the access to services available locally, include local amenities, the health centre and public transport links to be very attractive to homeless clients.
14. If, as is forecast, the demand for temporary homeless housing increases then should not Midlothian Council be looking at actually building a facility somewhere where the demand is great. Your statistics have now been broken down to show that Dalkeith has a high demand, so does Mayfield. With the recent opening of the Newbattle Community Hub there is the potential for building within that area something more dedicated to providing temporary accommodation for housing homeless households and of a longer life span. This would also include the ability to access support services.
Officers are committed to developing approaches which will support a reduction in the length of time that homeless households are required to spend in temporary housing. Part of this commitment will include the development of an additional 1,000 council homes. In addition, a budget of £6 Million from the HRA has been allocated to secure the development of additional temporary accommodation options in Midlothian. There may also be opportunities for Midlothian Council to bid for grant funding to support the cost of developing new accommodation.
15. We would be interested in learning exactly what the forecast financial savings would be, as often a project has to function for a number of years before any actual savings are made.
As Reported in the Council Report on 27th March 2018 the cost saving to the Council’s General Fund would be £277,400 once the building was opened for use as temporary accommodation with a reduction in 20 bed and breakfast bedspaces as a result. The expenditure incurred in the renovation of the building and its ongoing operation would be funded via the HRA.
16. Finally Dalkeith and District Community Council want to express about how, and when exactly, the conversion work will be carried out. Businesses within any town centre are fragile enough in the present climate. The residents of Jarnac Court have a lot to put up with at present. Therefore we would hope that Midlothian Council would consult and consider the existing businesses and residents before commencing any works. We would also appreciate being kept informed, and thank Midlothian Council for the opportunity to participate in this consultation.
Noted. Should the proposal proceed we will endeavour to provide notice of works that are being undertaken in connection within the renovation of the building. It is anticipated that works would take 12 months to complete and would commence during 2019.
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Yours sincerely,
Stephen Clark Housing Planning and Performance Manager
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Midlothian Council Tuesday 2 October 2018 Item No 8.7
Financial Monitoring 2017/18 Recovery Plans
Report by Gary Fairley, Head of Finance and Integrated service Support
1 Purpose of Report
The purpose of this report is to update Council on the recovery plans proposed to address the projected overspend for 2018/19 as reported to Council on 21 August 2018. It also sets out recommendations in respect of the policy related items contained in the recovery plans.
2 Background
2.1 Quarter 1 Financial Overview
The financial overview report to Council on 21 August 2018 set out a projected net overspend for the year of £3.002 million together the variations which gave rise to this.
In considering the report Council agreed:
“The Council agreed to:
a) note the content of the report; b) note that the new Chief Executive had instructed Directors and Heads of service to prepare a robust recovery plan to address the projected overspend and has asked the Section 95 Officer to ensure that a regular monitoring regime to track finance is in place including the recovery plan which will be presented to the Business Transformation Steering Group on 3 September and to the Council on 2 October 2018”.
Accordingly working drafts of service recovery plans were shared with elected members present at the meeting of Business Transformation Steering Group on 3 September 2018.
This report updates Council on the service recovery plans, the impact of these on the projected position reported on at Quarter 1 and sets out recommendation for those proposals which require Council approval before they can be implemented.
In addition to and complementing service recovery plans a moratorium has been put in place on non-essential spend together with a continued restriction on order and invoice approval limits for officers. Non-essential vacancy controls remain in place. These controls are overseen by the Corporate Management Team.
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2.2 Current Position
The projected reserves position reported at Quarter 1 is further impacted by:- • the decision to approve a supplementary estimate of up to £70,000 for Christmas Lights; and • COSLA leaders at their meeting on 31 August 2018 approved an increased pay offer to the SJC bargaining group representing local government workers. This is estimated to cost £0.200 million more than the provision in the budget which had been based on the Scottish Government Pay Policy.
Work continues to ensure that the actions and proposals set out in the recovery plans are robust and deliverable and that both myself as the S95 Officer and the Chief Executive have adequate assurance of this.
2.3 Recovery Plans
Appendix 1 to this report summarises the projected impact of the service recovery plans, detailing separately those items which are presented today for approval before being implemented. The overall impact is projected to reduce the overspend by £3.255 million which would result in an underspend for the year of £0.253 million.
Appendix 2 sets out these items which require Council approval before they are implemented.
Details of the remainder of individual service recovery plans are set out in the following appendices: Appendix Communities & Economy 3 Education 4 MIJB-ASC (note) 5 Commercial services 6 FISS 7 Property & Facilities Management 8
Note:- Members will recollect that the reserves position set out in the Quarter 1 report was predicted on the MIJB addressing the projected overspend accordingly appendix 5 provides details of the proposed MIJB plan for information. The IJB has still to consider this plan.
2.4 Impact on Reserves Position
On the basis that the items contained in the recovery plans are delivered in full and Council approves all of the policy proposals the revised projection of the available General Fund reserve at 31 March 2019 would be as follows:
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Table 1: Projected General Fund Balance as at 31 March 2019 - 2 October 2018
£m £m Available Reserve reported at 21 August 2018 1.687 Supplementary estimate (0.070) Impact of revised pay offer 0.200 (0.270) Recovery Plan impact per appendix 1 3.255
Less MIJB already reflected 21 August 2018 (1.197) 2.058 Available Reserve reported at 2 October 2018 3.475
The revised projected available General Fund Reserve at 31 March 2019 would therefore increase by £1.788 million to £3.475 million which is still below the recommended minimum level of £4 million.
Continued financial discipline and the work to reshape services by taking 10% out of the budget must continue together with full delivery of the recovery plans with the express aim of securing further improvement of the in year position. In addition it is anticipated that the finalisation of the loans fund review, which has already contributed £1.131 million in the year to offset overspends, will be concluded in quarter 3 and so support further improvement in the reserves position.
Recognising that the level of available reserves is projected to remain below £4 million, the recommended minimum level, a review of the Reserves Strategy will be undertake and recommendations reported to Council before it is required to set the 2019/20 budget.
3 Report Implications
3.1 Resource The impact of the recovery plans on the projected performance against budget, set out in this report updates the initial projections for the year reported on 21 August 2018. Work continues within the Directorates to reduce projected overspends and to progress the delivery of approved savings.
Significant work is underway to reshape service delivery.
Whilst this report deals with financial issues there are no financial implications arising directly from it.
3.2 Risk Section 95 of the Local Government (Scotland) Act 1973 requires all Local Authorities in Scotland to have adequate systems and controls in place to ensure the proper administration of their financial affairs.
The assessment of performance against budgets by services is underpinned by comprehensive financial management and budgetary control arrangements. These arrangements are central to the mitigation of financial risk.
Page 131 of 218 4 Ensuring that adequate systems and controls are in place minimises the risk of significant variances arising, and where they do arise they help to ensure that they are identified and reported on and that appropriate and robust remedial action is taken. The primary purpose of this report is to provide an assessment update on the recovery plans aimed at addressing the projected overspend reported at Quarter 1.
3.3 Single Midlothian Plan and Business Transformation Themes addressed in this report:
Community safety Adult health, care and housing Getting it right for every Midlothian child Improving opportunities in Midlothian Sustainable growth Business transformation and Best Value None of the above
3.4 Impact on Performance and Outcomes The decisions taken to balance the budget have fundamental implications for service performance and outcomes. The Council’s Transformation Programme aims to minimise the impact on priority services.
3.5 Adopting a Preventative Approach The proposals in this report do not directly impact on the adoption of a preventative approach
3.6 Involving Communities and Other Stakeholders No consultation was required.
3.7 Ensuring Equalities IIA’s for items in the recovery plans which require approval by Council have been prepared and are published on the Committee Management Section of the Council’s website for today’s meeting. These IIA’s indicate that:- • An increase in charging for over sixties to use leisure facilities will have a financial impact on that group however the revised charging will still be at concessionary rates. • The review of active schools provision will have an impact on the scope of service provided to primary schools however a targeted sports development team will continue in areas of most need. • A review the fees and charges for room hire at PPP schools which are being used for Wrap around Care provision should bring these charges into line with the fees and charges applied to other users. Currently the charge is limited to 5% of the standard charge.
3.8 Supporting Sustainable Development There are no sustainability issues arising from this report.
3.9 IT Issues There are no IT implications arising from this report.
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4 Recommendations
Council is asked to:
a) Approve the policy proposals put forward as part of service recovery plans as set out in Appendix 2; b) Note and endorse the remaining items set out in the service recovery plans in Appendices 3, 4, 6, 7 & 8; c) Note the proposed MIJB recovery actions set out in Appendix 5; d) Subject to any changes arising from the decisions taken in respect of recommendation a) note the projected impact of the recovery plans as set out in Appendix 1 and the resultant impact on the projected reserves position set out in Table 1; e) Note that a review of the Reserves Strategy will be undertake and recommendations reported to Council before it is required to set the 2019/20 budget. f) Otherwise note the report.
Date: 21 September 2018
Report Contact: Gary Fairley Tel No 0131 271 3110 [email protected]
Background Papers:
Page 133 of 218 Appendix 1 Financial Overview - Summary of Recovery Plans - 21/09/2018
GENERAL FUND OVERVIEW 2018/19
Position Reported at Quarter 1 Recovery Plans Projected Revised (Underspend) Policy Other (Underspend) Function Budget Outturn / Overspend Proposals Proposals / Overspend £ £ £ £ £ £ Management and Members 1,589,536 1,616,536 27,000 0 0 27,000 Education Communities and Economy 0 Childrens Services 15,313,280 16,101,280 788,000 0 0 788,000 Communties and Economy 3,464,675 3,464,675 0 0 (370,000) (370,000) Education 93,288,899 92,829,899 (459,000) 0 (107,000) (566,000) Health and Social Care Midlothian Integrated Joint Board - Adult Social Care 39,722,669 40,919,669 1,197,000 0 (1,197,000) 0 Customer and Housing Services 11,385,883 11,942,883 557,000 0 0 557,000 Resources Commercial Services 14,222,846 14,618,846 396,000 0 (560,000) (164,000) Finance and Integrated Service Support 10,921,445 11,550,445 629,000 0 (440,000) 189,000 Properties and Facilities Management 12,844,028 13,750,028 906,000 (76,000) (505,000) 325,000
Lothian Valuation Joint Board 550,551 550,551 0 0 0 0 Central Costs 233,812 465,812 232,000 0 0 232,000 Non Distributable Costs 1,338,436 1,338,436 0 0 0 0 GENERAL FUND SERVICES NET EXPENDITURE 204,876,060 209,149,060 4,273,000 (76,000) (3,179,000) 1,018,000 Loan Charges 7,060,000 5,929,000 (1,131,000) 0 (1,131,000) Investment Income (406,420) (406,420) 0 0 0 Savings Targets (259,000) 0 259,000 0 259,000 Allocations to HRA, Capital Account etc. (4,934,353) (4,934,353) 0 0 0 206,336,288 209,737,288 3,401,000 (76,000) (3,179,000) 146,000 less Funding: Scottish Government Grant 154,464,736 154,613,736 (149,000) 0 (149,000) Council Tax 47,319,000 47,569,000 (250,000) 0 (250,000) Utilisation of Reserves 4,552,552 7,554,552 3,002,000 (76,000) (3,179,000) (253,000)
Page 134 of 218 Appendix 2 – Policy Items
Item Area of Recovery Recovery Action Amount to Responsible Target Regular Policy / be Officer Delivery Monitoring Operational Recovered Date arrangements in place: Y/N 1 Concessionary Charging After 3 years the full £36,000 Health Living 31/03/2019 Yes. Progress Policy Policy saving will be achieved. Manager to be monitored Council agreed to There is the opportunity through P&FM increase charges for over to deliver the savings in meetings and 60’s using the Golden 2019 / 2020. Increase DMT budget Years Scheme to the the direct debit by £10.40 scrutiny equivalent of the bronze and remove the current rate for Tonezone. blanket charge of £2.30 £100,000 was approved per activity for over 60s. in respect of this scheme. The standard The Golden Years pass concessionary rate will price increase is being be charged instead. phased over 3 years thus underachieves targeted income. 2 Review the Active Replace the Active £30,000 Health Living 31/12/2018 Yes. Progress Policy Schools 7FTE Team who Schools Team with two Manager to be monitored are on grade 7 and Development Officers to through P&FM replace with 2FTE Sports concentrate on particular meetings and Development officers on primary schools that DMT budget grade 5 have been identified with scrutiny a greater need. Annual saving £121,000. This review would be carried out in accordance with the Policy for Managing Change and will include staff and trade union consultation.
Page 135 of 218 Appendix 2 – Policy Items
9 Wrap Around Care Planned implementation £10,000 PPP 31/03/2019 Yes. Progress Policy An income proposal of of income proposal will Services to be monitored £25,000 was approved now be in 2019/20. Manager through P&FM for the provision of wrap In 2018/19 for PPP2 meetings and around care during schools start charging DMT budget summer and Easter private companies scrutiny holidays. Proposals were delivering Wrap Around not sufficiently developed Care service from the to allow schemes to run PPP schools for use of during the summer break the space and FM costs. so this will not be Create standard Lease achieved in 2018/19. agreement - Agree principle with Education. Total Amount to be Recovered £76,000
Page 136 of 218 Appendix 3 – Community and Economy Service Recovery Plan
Item Area of Recovery Recovery Action Amount to Responsible Target Regular Policy / be Officer Delivery Monitoring Operational Recovered Date arrangements in place: Y/N 1 Income from planning n/a £370,000 Planning 31/03/2019 Yes, monthly Operational application and building Manager monitoring of warrant fees is already /Building income. well ahead of target, and Control even a particularly Manager conservative estimate for the remainder of this financial year indicates an over recovery of around £370,000. Total Amount to be Recovered £370,000
Page 137 of 218
Page 138 of 218 Appendix 4 - Education Recovery Plan
Item Area of Recovery Recovery Action Amount to Responsible Target Regular Policy / be Officer Delivery Monitoring Operational Recovered Date arrangements in place: Y/N 1 Shortfall in Charging Savings made through not £107,000 Head of 31/03/2019 Yes. Operational for Instrumental back filling School group Education Music Tuition manager post for 2018/19 - £39k
Savings made from not filling
Education support officer post from October 2018 to March 2019 - £18k
Savings made from not filling Pave Teacher vacancy in 2018/19 - £30k
Savings made through no back fill of LL&E work experience post for remaining months 2018/19 - £20k Total Amount to be Recovered £107,000
Page 139 of 218
Page 140 of 218 Appendix 5 – Adult Health and Social Care Recovery Plan
Item Area of Recovery Action Amount to be Responsible Target Regular Policy / Recovery Recovered Officer Delivery Monitoring Operational Date arrangements in place: Y/N 1 Adult Social Care Continued review of care £300,000 Head of Mar 19 Yes – Realistic Delegated to packages within learning Service Care, Realistic Midlothian disability services by Social Medicine Integration Work Review Team supported Programme Joint Board by increased use of new Board technology to enable different models of care to be delivered to meet needs.
2 Adult Social Care Develop locality model across £97,000 Head of Mar 19 Yes – Realistic Delegated to Midlothian – to develop a more Service Care, Realistic Midlothian consistent approach of carers Medicine Integration to clients, reduced travel on Programme Joint Board routes therefore creating Board capacity and improved outcomes for the individuals. Improved efficiency will add capacity and reduce unit cost.
Redesign of in house service – To develop the management information systems allowing improved data on the service identifying where there are efficiencies to be made
3 Adult Social Care New models of working with £300,000 Head of Mar 19 Yes – Realistic Delegated to the external care at home Service Care, Realistic Midlothian
Page 141 of 218 Appendix 5 – Adult Health and Social Care Recovery Plan
providers to increase capacity Medicine Integration and reduce burden on internal Programme Joint Board Homecare team. Board Developments being introduced include variable hourly rates, set hours and mobile teams. 4 Adult Social Care Implementation of service £200,000 Head of Mar 19 Yes – Realistic Delegated to reviews within the following Service Care, Realistic Midlothian areas: Medicine Integration - MERRIT Programme Joint Board - Cowan Court Board - Overnight Care - Transport
5 Adult Social Care Review of Social Care Fund, £300,000 Director Mar 19 Yes – Realistic Delegated to Integrated Care Fund and Health and Care, Realistic Midlothian wider Scottish Government Social Care Medicine Integration investments to ensure Programme Joint Board alignment with priority areas. Board
Total Amount to be Recovered £1,197,000
Page 142 of 218 Appendix 6 – Commercial Operations Service Recovery Plan
Item Area of Recovery Recovery Action Amount to Responsible Target Regular Policy / be Officer Delivery Monitoring Operational Recovered Date arrangements in place: Y/N 1 Review of travel Work is underway to £120,000 Business 31/03/2019 Yes, monthly Operational arrangements associated develop options and Manager – with the grey fleet. plans. The financial Travel Team A budget reduction of impact of these will be £150,000 in 2017/18 was picked up in due course. approved but no savings From further analysis of specific savings have the payroll figures up to been identified and the end of July there is a allocated towards the £40,000 reduction when savings target. compared to the same period in 2017/18 and if this continues this could result in a reduction of circa £120,000. 2 Review of Sports Pitches Consultation is ongoing £30,000 Land and 31/03/2019 Yes, monthly Operational A budget reduction of with clarity on future Countryside £10,000 was approved in direction expected in Manager 2017/18 with a further Autumn 2018. However £50,000 added in a saving of £30,000 has 2018/19. To date no been achieved involving savings have been grass and astro pitches. delivered. 3 Repair and Maintenance This would be delivered £200,000 Road 31/03/2019 Yes, monthly Operational budgets in the current year by Services restricting repairs to Manager/Land statutory, and risk based and approach in roads and Countryside land and countryside. Manager
Page 143 of 218 Appendix 6 – Commercial Operations Service Recovery Plan
4 Trade Waste Charges The service continues to £10,000 Business 31/03/2019 Yes, monthly Operational An income generation try to attract new Manager – target of £40,000 was customers and also to Waste approved for 2018/19. minimise waste However, price increases generated across have resulted in the Midlothian. customer base reducing Targeting existing and and consequently less new customers to offer income being generated new and enhanced that expected. services.
5 Charge for Commercial An update on progress £5,000 Business 31/03/2019 Yes, monthly Operational Waste at Stobhill will be provided at Q2. Manager – Community Recycling This service is being Waste Centre. introduced during An income generation September 2018. target of £35,000 was However, the savings approved for 2018/19. target remains Implementation has challenging and will slipped but it is depend on uptake. anticipated that charging will be in place during 2018/19 resulting in the target being partially met. 6 Sales force spend to Options are currently £25,000 Business 31/03/2019 Yes, monthly Operational generate being explored and it is Manager – An income budget of possible that part of the Waste £25,000 was approved income target may be for 2018/19. To date no met in the latter part of savings have been the year. delivered.
Page 144 of 218 Appendix 6 – Commercial Operations Service Recovery Plan
7 Commercial Operations Review of current £170,000 Head of 31/03/2019 Yes, monthly Operational Service Review staffing position. For Commercial A budget reduction of 2018/19 freeze six Operations £250,000 was approved vacancies in waste in 2017/18 and a further services. Continue to £150,000 was added in freeze mechanic 2018/19. £229,000 has positions in fleet been realised to date. It services. Six months is anticipated that staff saving from roads and vacancies can contribute asset manager position. £150,000 this year whilst Bring forward a services further proposals are manager post deletion to developed. December 2018. Total Amount to be Recovered £560,000
Page 145 of 218
Page 146 of 218 Appendix 7 – Finance and Integrated Service Support Recovery Plan
Item Area of Recovery Recovery Action Amount to Responsible Target Regular Policy / be Officer Delivery Monitoring Operational Recovered Date arrangements in place: Y/N 1 Employee Performance Only essential vacancies £45,000 Head of 31/03/2019 Yes, via HofS, Operational Factor are filled. Contraction in Finance and SLT and ISS The performance factor the overall size of the ISS+ Board. for the service is workforce makes this Finance and £478,000. At this time target more challenging ISS Senior predicted vacancies and to achieve but work Leadership other staffing variations continues to explore any Team will not fully offset this. opportunities that arise. Vacancy Freeze, only filling critical posts. The service performance factor for staffing is £478,000 (5% of the staffing budget) with a shortfall of £253,000 predicted. Reliant on vacancies 2 Integrated Service Work continues via the £157,000 Head of 31/03/2019 Yes, via HofS, Operational Support Review ISS Board to secure the Finance and SLT and ISS The ISS savings to be full 2018/19 savings and ISS Board. achieved in 2018/19 total also to progress the £1.127 million, £347,000 further £500,000 savings from savings targets for 2019/20. brought forward and a The action entails the further £780,000 from an review and expand the increase in the savings ISS Review Delivery plan targets agreed as part of to address the full £1.2m the 2018/19 budget. in 2018/19. A At this point savings of combination of £557,000 have been advancing the planned
Page 147 of 218 Appendix 7 – Finance and Integrated Service Support Recovery Plan
secured with current establishment reductions plans projected to together with additional achieve a further reductions in the £413,000 leaving a establishment. shortfall of £157,000. 3 Procurement Savings Continuing inflationary £108,000 Procurement 31/03/2019 Yes, Operational A target of £0.350 million pressures are such that it Manager Procurement for procurement savings is challenging to secure savings was set for 2017/18 budget reductions as reviewed at which reflected slippage contracts are being re- regular 1-2-1s in targeted savings for tendered. with HofS previous years. Contract savings have been made or are planned which impact on the Capital Account and the Housing Revenue Account. Prioritise the procurement delivery plan to maximise the opportunities to secure the remaining £108,000 target. 4 Central Postages and A review of activity has £30,000 Business 31/10/2019 Yes, progress Operational printing costs already had an impact Services monitored via The volume of postages and continues with the £40,000 Manager regular 1-2-1s and printing exceeds aim of minimising with HofS budget. volumes and reducing reliance with paper in accordance with EWiM principles. Review of Print / Copy contract aimed at
Page 148 of 218 Appendix 7 – Finance and Integrated Service Support Recovery Plan
securing saving from supplier Implement signifcant restrictions on colour copying and printing, limiting to those staff where it is an absolute essential requirement 5 Bank Charges A review of bank charges £10,000 Senior 31/03/2019 Yes, via Operational The shift towards is underway with the aim Accountant – Finance electronic payments has of negotiating lower rates Projects and Revenue led to increased with service providers. Treasury Budget Working transaction costs. There has been a growth Group in the use of credit and debit cards, with a corresponding increase in charges. 6 Spending Moratorium – External expenditure £50,000 Head of 31/03/2019 Yes, via HofS, Operational non staffing limited to contractual Finance and SLT and ISS obligations and critical ISS/F&ISS Board service delivery. All non - Senior essential expenditure Leadership suspended. Target is Team 5% of total non-staffing spend in second half of year. Total Amount to be Recovered £440,000
Page 149 of 218
Page 150 of 218 Appendix 8 – Property and Facilities Management Service Recovery Plan
Item Area of Recovery Recovery Action Amount to Responsible Target Regular Policy / be Officer Delivery Monitoring Operational Recovered Date arrangements in place: Y/N 1 Janitorial Services Scope for further £53,000 Facilities 30/09/2018 Yes. Progress Operational Approved savings for savings will be Manager to be monitored Janitorial Services in considered, particularly through P&FM 2018/19 totalled around the merging of meetings and £347,000 involving staff with Leisure. DMT budget merging staff with Make £53k savings from scrutiny Leisure Staff and sharing unutilised budget Janitors in Primary allowances / vacancies. Schools. Current proposals will deliver a full year saving of £294,000 with a part year saving in 2018/19 of £171,000. 2 Reduced Lifeguard cover An update on progress £50,000 Healthy Living 31/03/2019 Yes. Progress Operational Proposals are still being will be provided at Q2. Manager to be monitored developed so The hours required are through P&FM implementation will be 144 hours at present we meetings and delayed. have identified 69.5 DMT budget hours of savings and we scrutiny are still looking within our portfolio for savings. 3 EWiM planned building Unbudgeted costs in £10,000 Property 31/01/2019 Yes. Progress Operational closures 2018/19 relate to Manager to be monitored Evolving plans for Dundas Buildings, through P&FM buildings that were Eskdaill Court and meetings and planned to be sold or Penicuik Town Hall. DMT budget demolished through Lease Eskdaill Court to scrutiny approved EWiM projects single new tenant on a
Page 151 of 218 Appendix 8 – Property and Facilities Management Service Recovery Plan
have resulted in Full Repair and Insure anticipated revenue basis. Annual saving savings not £65k materialising. 4 Fees and Charges An update on progress £48,000 Health Living 31/03/2019 Yes. Progress Operational A £100,000 target was will be provided at Q2. Manager to be monitored approved. Based on Footfall at centres over through P&FM uptake information It is the summer including meetings and anticipated this will be the new Newbattle DMT budget underachieved. Centre is showing higher scrutiny than expected levels which it is anticipated will now meet targets. 5 Property and Facilities The review is ongoing. £30,000 Building 31/12/2018 Yes. Progress Operational Management Service Restructure in Building Services to be monitored Review Services ongoing. Manager/Head through P&FM A budget reduction of Combining roles / of Property meetings and £60,000 was approved in staffing of Stobhill and and Facilities DMT budget 2017/18 with a further Midlothian House to be Management scrutiny £90,000 added in brought forward. Part 2018/19. £93,000 has year savings targeted been achieved to date. through VSER. 7 Maximise use of PPP An update on progress £14,000 PPP Services 31/03/2019 Yes. Progress Operational schools will be provided at Q2. Manager to be monitored Budget savings of PPP1 - July 2018 through P&FM £50,000 have been investment into the meetings and approved. To date there leisure facilities will DMT budget have been no savings realise an increased scrutiny delivered. income of Third Party Income to the Council of an estimated £14k. The forecast increase is as a result of the replacement of the 2G pitch with a 3G
Page 152 of 218 Appendix 8 – Property and Facilities Management Service Recovery Plan
pitch, which has been fully booked Monday to Friday and increased bookings at weekends. Fitness suite equipment has been fully replaced, resulting in an increase of membership. Membership and booking cost are scheduled to increase in line with Midlothian facilities in October, this is the first rise since 2015. Swimming pool is 100% booked this year as opposed to 70% last year. Potential for greater income - 1. Make use of the cafe area at weekends, either by MC Catering or deal with BAM. 2. Market use of Assembly Hall and kitchen for weekend functions - for example cinema or weddings. 8 Reduce Sport and Essential expenditure £50,000 Health Living 31/03/2019 Yes. Progress Operational Leisure spend to Year only Manager to be monitored End through P&FM meetings and
DMT budget scrutiny
Page 153 of 218 Appendix 8 – Property and Facilities Management Service Recovery Plan
9 Reduce property repairs Reduced maintenance £250,000 Building 31/03/19 Yes. Progress Operational expenditure to Year End. Services to be monitored Workforce to Manager through P&FM concentrate on housing meetings and projects rather than non- DMT budget housing repairs. scrutiny Total Amount to be Recovered £505,000
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Midlothian Council Tuesday 2 October 2018 Item No 8.8
Financial Strategy 2019/20 to 2022/23
Report by Gary Fairley, Head of Finance and Integrated Service Support
1 Purpose of Report
This report provides Council with an update on the Financial Strategy, encompassing the years 2019/20 to 2022/23, to enable Council to determine Council Tax and set a balanced budget for 2019/20 by 11 March 2019 in accordance with Section 93 of the Local Government Finance Act 1992 (as amended). It includes:-
• An updated assessment of the 2019/20 and future years Scottish Government Grant prospects; • Updated budget projections for 2019/20 to 2022/23; • A sensitivity analysis reflecting the potential impact of different pay and grant settlement scenarios; • An update on the arrangements for the delegation of resources to the Midlothian Integration Joint Board; • An update on the Change Programme which will be the means to address the projected budget shortfalls; • The governance arrangements and revisions to the timetable for the 2019/20 budget; • An update on General Fund Reserves.
2 Background
The core objective of the Financial Strategy is to secure the Council’s financial sustainability during an ongoing period of financial constraint coupled with continuing service demand pressures and increasing customer expectations.
The last Financial Strategy report was presented to Council on 26 June 2018 and provided an updated assessment of projections through to 2022/23. The report set out projected budget shortfalls of £9.194 million for 2019/20 rising to £38.868 by 2022/23. After the Change Programme and Council Tax increases the projected remaining budget gaps were £5.054 million for 2019/20 rising to £23.002 million by 2022/23.
1 Page 155 of 218 3 Scottish Government Grant Settlement
The Scottish Government’s grant settlement is one of the most critical aspects of the financial projections in this report. The position is broadly as reported on 26 June 2018 though there is an increased risk of a delay in the UK Government’s Autumn Statement which in turn may delay the publication of the Scottish Government’s budget with the result that the 2019/20 grant settlement is not published until early in 2019.
The assessment reported on 26 June 2018 is repeated in this report (with changes highlighted) for ease of reference.
There are a number of factors which will influence the level of grant support Council might expect for 2019/20 and beyond. Among these will be a range of economic factors will influence the resources Scottish Government has at its disposal, whether from the UK Government block grant or through tax revenues directly controlled by Scottish Government. The other main factors will be the taxation and spending priorities of the Scottish Government and the negotiations with other parties in the Scottish Parliament to support the passage of the budget bill.
Whilst an assessment of the economic factors can be made at this time based on the information available from the Office of Budget Responsibility, the Scottish Fiscal Commission (SFC) and for the 2019/20 budget process Scotland’s Fiscal Outlook , the Scottish Government’s first five year (medium term) financial strategy (MTFS), the impact of Scottish Government’s tax and spending priorities will only become fully apparent when the Scottish Government’s 2019/20 budget is published in December 2018.
On 30 May 2018 the Cabinet Secretary for Finance and the Constitution published Scotland’s Fiscal Outlook. This, together with the accompanying Economic and Fiscal Forecasts of the SFC, is designed to be a key part of the revised parliamentary budget process that arose out of the work of the Budget Process Review Group and the development of a year-round approach to budget scrutiny. It represents the clearest statement of intent by the Scottish Government of its future funding plans made for many years. In respect of the resource budget the MTFS confirms its spending priority areas to be:
• Health, with a budget of around £13 billion in 2018/19, but rising to over £14 billion by 2021-22 (and with scope for further increases, not included yet, in 2022/23); • Police, with a budget of around £1 billion which is protected in real terms, i.e. growing at the rate of inflation; • Early Learning and Childcare, with a budget rising to over £500 million by 2021 and with implications for Local Government resource funding; • Attainment, via the £750 million Attainment Scotland Fund covering the term of the Parliament; • Higher Education, with a budget of over £1 billion; and • Social Security, with a budget that grows to over £3 billion by 2021/22, largely due to the phased transfer of responsibilities from the UK Government.
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The majority of the £12 billion remainder of the resource budget relates to Local Government.
Under the Scottish Government’s central scenario the overall resource budget (ex new social security) is projected to rise from £27.6 billion in 2018/19 to £29.2 billion in 2022/23. An increase of 5.8%. The resource budget that is utilised by the six commitments highlighted above is estimated to grow under the central scenario from 56% in 2019/20 to 64% in 2022/23 accordingly, all things being equal, the impact on the remainder of the resource budget of £12 billion would result in a reduction to £10.5 billion. This would represent a significant cash reduction of 14% over the period.
The MTFS highlights that in setting the annual budget each year, the Scottish Government will have to make careful choices in the prioritisation of commitments and expenditure in order to reach a balanced budget position. The decisions that will be taken will include consideration of the balance of funding that will be allocated to the range of priorities, to Local Government and to support other key public services across Scotland. The central funding scenario in the MTFS indicates that decisions around prioritisation of spending, options for increasing revenues, delivery of efficiencies across all budget areas and considering options for reform will need to be undertaken to accommodate these priorities and continue to support high quality public services across Scotland. The MTFS indicates that even under the most optimistic scenario, if no reprioritisation or reform were agreed and no additional revenues generated, then efficiency savings of 5% per year could be required.
In terms of public sector pay policy the Scottish Fiscal Commission’s (SFC) central scenario assumes a continuation of the 2018-19 Public Sector pay policy, i.e. based on 3% up to £36,500, 2% up to £80,000 and £1,600 above £80,000 in each of the years modelled. Alternative scenarios assume 4% and 2% across the board. Members will be aware that the revised 2018 pay settlements offers are above this level.
Whilst the MTFS represents the clearest statement of intent by the Scottish Government of its future funding plans Government will still require to adapt these to secure support of others for the passage of future year’s budget bills. The MTFS and pay scenarios of the SFC do however help inform two the key assumptions for the Council’s own Financial Strategy, the prospects for the Scottish Government Grant Settlement and provisions for future pay inflation.
It is expected that as in previous years the Cabinet Secretary for Finance and the Constitution will publish the Scottish Government’s budget proposals for 2019/20 in December 2018. This will follow on from the publication of the UK Government’s Autumn Budget. As indicated earlier any delay in the UK Autumn Statement would in turn delay the publication of The Scottish Government’s draft budget and so there is an increased risk that the Scottish Budget may not be published until early in the New Year. It is anticipated that Scottish Government will publish a budget only for the year ahead and will not return to the publication of three year budgets. The Finance Circular setting out the proposed individual Council grant settlements figures and associated conditions, again for 2019/20 only, is expected to be published shortly after the Scottish Budget itself is published.
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Thereafter the parliamentary process for approving Government’s budget is expected to be concluded in February 2019. Members will recollect that for the last two years changes were made during the parliamentary process which resulted in an additional provision in the grant settlement from that originally published.
The changes in Income Tax announced as part of the Government’s 2018/19 budget were expected to raise £164 million rising to £220 million by 2022/23. It remains to be seen whether these are the start of a journey towards higher tax rates to help offset further cuts or whether it is a one-off decision. If it is a one-off then it will do little to ease the pressure in future years for further cuts as Governments continue in their efforts to balance budgets.
On the basis of the information available from Government and independent sources the grant projections set out later in this report are now based on a central planning assumption of a 2% per annum cash reduction at a national level. It also assumes that the £125 million announced on 31 January 2018 will be mainstreamed. The lower scenario set out in section 6 assumes a cash reduction of 4% per annum with the upper scenario a cash flat position. The position at a national level is partly offset by the impact of the relative growth in the Midlothian population.
It is stressed that the grant settlement figures for 2019/20 to 2022/23 set out table 1 remain projections, the actual figures being dependant on future budget decisions taken by Government. However they do provide Council with an assessment of the impact of the grant settlement on the Council’s financial position. Critically they highlight the severity of the challenge ahead, based on the Government’s central scenario, for the term of the Council and the extent to which service provision will have to be transformed.
4 Council Tax
The position remains as reported on 26 June 2018.
The budget shortfalls set out in table 1 are based on the current Band D Council Tax of £1,283 and reflect the additional income from an increase in the number of properties.
The budget projections continue to be based on the assumption that Scottish Government will continue to limit the flexibility to increase Council Tax by up to 3%. For Midlothian a 3% per annum increase is estimated to generate £1.438 million for 2019/20 rising to £1.693 million in 2022/23 and would result in Band D Council Tax rising to £1,321 in 2019/20 and to £1,444 by 2022/23.
Given the grant prospects set out in section 3 of this report the Financial Strategy incorporates the full 3% increase for each year to contribute to reducing the projected budget shortfalls.
5 Cost of Services
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The projected cost of services for future years is derived from the 2018/19 budget. The projections will be updated over the budget reporting cycle to reflect the latest information available. Changes will be incorporated into the next update report proposed for Council on 13 November 2018.
Table 2 provides an analysis of the principle year on year budget changes which include the following key assumptions and cost drivers:
• Pay inflation based on the latest indications in respect of the 2018/19 pay settlement offers and for 2019/20 onwards 3% up to £36,500, 2% up to £80,000 and £1,600 above £80,000 for each year for all staff groups based on the SFC’s central scenario together with the cost of incremental pay progression; • Changes in the Council’s contribution towards employee pensions costs advised by Lothian Pension Fund and SPPA; • Provision for the Devolved School Management allocation to schools based on the DSM scheme and indicative pupil numbers; • Contractual inflation linked to existing contractual conditions, many of which mirror pay inflation assumptions; • A provision for the future years costs of maintain pay levels for procured care services at or above the living wage; • The impact of current demand for services; • The demographic impact on the future demand for services; • Borrowing costs related to the approved capital investment decisions based on future interest rate forecasts provided by the Council’s Treasury Advisers; • Any new government policy requiring budgetary growth will be fully funded through increased Scottish Government grant; • Council Tax income continues to grow in line with previous trends and planned future housing growth.
The resultant projected service budgets through to 2022/23 reflecting the assumptions set out in sections 3 to 5 are detailed in appendix 1. These identify budget shortfalls as follows:-
Table 1: Budget Shortfalls 2019/120 to 2022/23 – 02 October 2018
2019/20 2020/21 2021/22 2022/23 £m £m £m £m Cost of Services 209.386 217.334 226.274 236.385 Less: Council Tax (47.919) (48.519) (49.119) (49.719) Less: Scottish Government Grant (152.073) (150.583) (149.091) (147.598) Budget Shortfalls 9.394 18.232 28.064 39.068
Net expenditure on services is projected to increase by 4% in 2019/20 and by 18% by 2022/23 with a significant element of this required to support a growth population, particularly for 0-15 year olds and over 65’s. The resultant budget shortfall in 2019/20 equates 4.4% of the net cost of services and the projections indicate this could rise to 16% by 2022/23.
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As Council is aware, significant elements of the budget are either fixed or are challenging to change for a number of reasons including:-
• Historic decisions, for example, loan charges and unitary charge contractual payments; • Specific conditions, for example the maintenance of the teacher pupil ratio; and • Growing demand for services through demographic pressures.
These elements of the budget equate to £115 million in 2019/20 and are projected to rise to £150 million by 2022/23. Consequently the budget shortfall expressed as a percentage of the remainder of the budget equates to 9% for 2019/20 and has the potential to rise to 45% by 2022/23.
Whilst the projected cost of service provision, Council Tax and Scottish Government grant has been projected forward to 2022/23 these are very much indicative projections based on the assumptions set out in sections 3 to 5 and will inevitable change over the period. The projections and planning assumptions on which they are based will be updated and reported to Council as new information becomes available.
The main purpose of the projections is to provide Council with an assessment of the key factors which influence income and expenditure and the overall impact these may have on the Council’s financial position for future years. Critically they highlight the severity of the challenge ahead for the term of Council and the extent to which service provision will have to continue to be significantly transformed and or reduced.
Members should note that the projections are based on the continuation of the existing service delivery and funding arrangements for Local Government.
The budget shortfalls set out in table 1 arise for the following reasons:
Table 2: Analysis of Shortfalls – 02 October 2018
2019/20 2020/21 2021/22 2022/23 £m £m £m £m Opening Shortfall (0.200) 9.394 18.232 28.064
Pay Inflation and Salary Progression 4.929 4.894 5.168 5.353 Contractual Inflation 0.882 0.896 0.910 0.925 Utilities 0.068 0.070 0.071 0.073 Demographics: Care 1.040 1.040 1.040 1.040 Demographics: School Rolls 2.650 2.375 2.375 2.375 25 Hours in Primary Schools 0.000 0.000 0.000 0.000 Demand pressures: Children 1.025 0.025 0.025 0.025 School Estate Investment 0.311 0.208 0.008 0.012 Waste Disposal Costs 0.198 (0.272) 0.112 0.129 Non Domestic Rates 0.125 0.128 0.131 0.134 Borrowing Costs 0.256 (0.123) (0.007) 0.000
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Scottish Government Grant 1.489 1.490 1.492 1.493 Council Tax Income (0.600) (0.600) (0.600) (0.600) Full year effect of 2018/19 savings (2.760) (1.415) (0.829) (0.000) Other Movements (0.019) 0.122 (0.064) 0.045 Totals 9.394 18.232 28.064 39.068
The principal movement from the figures set out in the 26 June 2018 report are as follows.
Table 3: Movement from 26 June 2018 to 2 October 2018
2019/20 2020/21 2021/22 2022/23 £m £m £m £m Shortfall 26 June 2018 9.194 18.032 27.864 38.868
Pay Inflation – 2018 Pay Offer 0.200 0.200 0.200 0.200 Shortfall 26 June 2018 9.394 18.232 28.064 39.068
6 Sensitivity Analysis
Given the level of uncertainty for future year grant settlements and pay awards table 4 provides a sensitivity analysis reflecting the potential impact of different scenarios for these two key aspects of the budget. As indicated earlier these scenarios are based on the Scottish Government’s MTFS and the Scottish Fiscal Commission’s alternative scenarios for pay of 4% and 2% across the board.
Upper Scenario. This is a more optimistic scenario which assumes a 2% pay award across the board in each of the years and cash flat grant settlements at a national level. All other assumptions remain as set out in section 3.
Cash Flat Grant Settlement Scenario. This scenario assumes cash flat grant settlements at a national level. All other assumptions remain as set out in section 3.
Lower Scenario. Is a more pessimistic scenario which assumes a 4% pay award and reducing grant income based on a 4% cash reduction per annum at a national level as set out in section 2.
Table 4: Sensitivity Analysis – 2 October 2018
2019/20 2020/21 2021/22 2022/23 £m £m £m £m Upper Scenario Central Assumption 9.394 18.232 28.064 39.068 2% Pay Awards (1.576) (3.207) (4.930) (6.714) Cash flat settlement (3.103) (6.207) (9.313) (12.420) Amended Shortfall 4.715 8.818 13.821 19.934
Cash Flat Scenario
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Central Assumption 9.394 18.232 28.064 39.068 Cash flat settlement (3.103) (6.207) (9.313) (12.420) Amended Shortfall 6.291 12.025 18.751 26.648
Lower Scenario Central Assumption 9.394 18.232 28.064 39.068 4% Pay Awards 1.576 3.207 4.930 6.714 4% cash reduction in Grant 3.103 6.084 8.944 11.686 Amended Shortfall 14.073 27.523 41.938 57.468
These scenarios demonstrate the significance of the impact that changes from the central planning assumption for either government grant or pay inflation have on the projected budget shortfalls.
7 Midlothian Integration Joint Board
As part of the budget setting process the Council will need to determine an allocation of resources to the Midlothian Integrated Joint Board (IJB). For 2018/19 the allocation was set at £39.750 million. The projected budget shortfalls set out earlier incorporate a provision for pay awards, inflationary uplifts and a sum for demographic cost pressures in respect of services delegated to the IJB.
The Change Programme proposed to Council on 13 February 2018 provided for the demographic cost pressures for future years to be significantly offset. However the motion approved by Council did not include this offset as part of the future year’s budget gap projections. Consequently the proposed allocation of resources for 2019/20 and indicative allocations for future years is estimated to be as follows:-
Table 5: IJB allocations – 2 October 2018
2019/20 2020/21 2021/22 2022/23 £m £m £m £m
Previous Year’s Allocation 39.750 41.817 43.908 46.036
Uplifts: Pay and inflation 1.027 1.051 1.088 1.114 Demographic Pressures 1.040 1.040 1.040 1.040 Additional Funding 0 0 0 0 41.817 43.908 46.036 48.190 Change Programme Savings 0 0 0 0
Indicative Allocations 41.817 43.908 46.036 48.190
These projections have been shared with the IJB, in the context of the Council’s overall budget position and discussions continue with officers of the
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IJB to secure a sustainable strategy for the delivery of delegated services which can be delivered within the resource Council has available to allocate to the IJB. This ongoing dialogue informs the development of both the Council’s and the IJB’s future years Financial Strategy.
This approach supports the IJB as it develops its own Financial Strategy within the context of the financial pressures and the available allocations anticipated to be available from both the Council and NHS Lothian.
8 Change Programme
8.1 Delivering Excellence
The Delivering Excellence framework supports the repositioning of services to ensure they have a greater emphasis on and achieve better outcomes for those most disadvantaged and vulnerable in the community. The framework focuses on reshaping service delivery as the most sustainable way to address the financial and service challenges and maintain financial sustainability and that provides a means to:-
• Realise service transformation and savings of the scale and magnitude required and to continue to deliver high quality services by engaging staff, partners, stakeholders and citizens to determine the nature of service delivery, the level of service standards and the method of delivering these services; • To perform successfully in this environment, the Council will require to forward plan for the period beyond known financial settlements, to prioritise the services to be delivered and to clearly identify those services which will no longer be funded or indeed provided or may be provided through alternative mechanisms or approaches; and • To ensure that there is achievement of the outcomes and priorities of the Council and Community Planning Partners.
The budget timetable set out in the Financial Strategy report to Council in June 2018 replicated the approach taken in previous years. It provided for savings proposals to be developed by the Strategic Leadership Group, for these to be presented to Council, with engagement then taking place on the proposals in advance of the budget decisions being made in February 2019.
A range of factors have highlighted the need to revisit the approach, these include:-
• The Council continues to experience acute financial pressures. In their Annual Report for 2017/18 EY, The Council’s external auditors, state that “Significant progress is urgently required to deliver on the approved 2018/19 recovery plan and to support approval of a robust 2019/20 budget”. As part of their wider scope audit work EY have rated the Council as “Red” for both financial sustainability and financial management.
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• The bottom up/cross cutting service reviews and how the outcomes from the first three phases can reshape these services and so influence the 2019/20 budget. • A greater “One Council” approach which can build on the work of the Bottom up Review Group and the Business Transformation Steering Group. • An approach which engages elected members and communities on priorities and where resources will be allocated to support these, rather than over reliance on a range of challenging, and sometimes marginal, savings proposals from officers. • Ensuring a focus is maintained on service transformation as the means to secure medium term sustainability and the delivery of services within approved budgets. • The need for continued financial discipline and the work to reshape services to take 10% out of the budget. • The need for engagement activity to begin with a focus on the entirety of the available budget and where resources should be allocated to support priorities. Rather than only having engagement on specific savings proposals. • The potential for delay in the publication of the grant settlement until early 2019, which may shorten the time available to finalised the budget.
Council has three scheduled meetings, 13 November 2018, 18 December 2018 and 12 February 2019 at which it can consider and then determine a budget for 2019/20 before the statutory deadline of 11 March 2019. Accordingly the timetable of key events set out in section 9 below has been updated to reflect a revised approach aimed at securing a balanced and robust budget for 2019/20. The revised approach represents a more agile approach which in turn is expected to provide elected members greater opportunity to scrutinise the projected service budgets for 2019/20 and beyond. It can also help ensure that the emerging resource allocations and change programme are aligned to the Council’s stated priorities, support the three priority communities and importantly are robust and deliverable.
The revised approach allows for engagement through Shaping our Future, the engagement strand of the Delivering Excellence framework to commence on the challenges the Council has to address and how it should best prioritise the allocation of its limited resources. This engagement can help inform the response to the challenge and the changes required in the way resources are allocated. As options are developed they can in turn be included in the engagement programme.
The Strategic Leadership Group is working with staff across the Council to help shape future service delivery in order to place our citizens and communities at the centre of our work, finding the right solutions moving forward which enable the Council to continue deliver life changing impacts. As proposals are developed they will be brought forward to Council, via the Business Transformation Steering Group.
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8.2 Transformation Programme
The position remains as reported on 26 June 2018.
The savings targets associated with the Transformation Programme are set out in table 6 below and detailed in appendix 2.
Table 6: Transformation Programme Savings (Cumulative) – 2 October 2018
2019/20 2020/21 2021/22 2022/23 £m £m £m £m Entrepreneurial Council 0.348 0.643 0.868 0.868 Shared Services 0.025 0.025 0.025 0.025 Digital Led 0.050 0.150 0.150 0.150 Integrated Service Support 0.500 0.500 0.500 0.500 Workforce 0.482 0.632 0.722 0.722 Children’s Services 0.000 0.000 0.000 0.000 Totals 1.405 1.950 2.265 2.265
The proposals presented to Council on 13 February 2018 include additions to the Transformation Programme as summarised in table 7 and detailed in appendix 3. Whilst these were not incorporated in the future years budget gaps approved by Council they still remain relevant and will need to continue to be part of the solution to address the budget challenge.
Table 7: Additions to Transformation Programme – 2 October 2018
2019/20 2020/21 2021/22 2022/23 £m £m £m £m Entrepreneurial Council 1.210 2.125 3.710 3.710 Enterprising with Communities 0.000 0.100 1.100 1.100 Shared Services 0.035 1.035 2.035 2.035 Digital Led Transformation 0.000 0.000 0.500 0.500 Additions to Programme 1.245 3.260 7.345 7.345
In addition the report to Council on 13 February 2018 identified the following areas which would be further developed and incorporated in future Financial Strategy reports:-
• A Disability Service Review as part of the next steps for Children’s Services Review; • Efficiencies secured through the Learning Strategy Estate, wider property asset management and asset rationalisation; • A master plan for the Vogrie Estate and potential income opportunities it creates; • A further review of the approaches to and resources committed to transportation of people, both clients and staff; • A broader review of concessions for future consideration;
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• Workforce, recognising that employee costs are by far the largest element of the budget.
8.3 Capital Strategy
The projected future year’s budgets include a provision for the loan charges which reflects the funding strategy outlined in the draft Capital Strategy and is governed by the Treasury Management and Investment Strategy.
An increase in the affordable borrowing from that set out in the draft Capital Strategy, or changes from the proposed Treasury Management and Investment Strategy would inevitably lead to an increase the projected budget shortfalls for later years. In the absence of any other funding support, this will in turn require further reductions in the service budgets.
8.4 Operational Savings
The position remains as reported on 26 June 2018.
The budget projections set out in tables 1 and 2 already reflect the operational savings approved in previous year’s budgets. As further operational savings are identified they will be reflected in the Financial Strategy.
8.5 Policy Savings
The position remains as reported on 26 June 2018.
The budget projections set out in tables 1 and 2 already reflect the savings approved in previous year’s budgets.
8.6 Bottom-up/Cross Cutting Service Reviews
On 26 June 2018 Council agreed the arrangements for the reviews together with proposals for the first three phases. As savings are identified as part of these reviews they will be reflected in the Financial Strategy.
8.7 Fees and Charges
The position remains as reported on 26 June 2018.
The budget projections set out in tables 1 and 2 already reflect the fees and charges changes approved in previous year’s budgets with future years increase estimated in table 8. In is anticipated that further fees and charges increases feature in the budget proposals.
8.8 Summary of Financial Strategy
The updated projections incorporating the impact of the various strands of the Financial Strategy set out above and a 3% per annum increases in Council Tax are set out in table 8 below.
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Table 8: Financial Strategy 2019/20 to 2022/23 – 2 October 2018
2019/20 2020/21 2021/22 2022/23 £m £m £m £m
Budget Shortfall Table 1 9.394 18.232 28.064 39.068
Less: Change Programme Transformation Programme 8.2 - Existing Programme (1.405) (1.950) (2.265) (2.265) - Additions to Programme (1.245) (3.260) (7.345) (7.345) Total Transformation (2.650) (5.210) (9.610) (9.610) Programme
Less: Fees and Charges 8.7 (0.052) (0.092) (0.112) (0.130) Council Tax Increase of 3% (1.438) (2.937) (4.499) (6.126) Remaining Budget Gap 5.254 9.993 13.843 23.202
Upper Scenario 0.575 0.579 (0.400) 4.068 Cash Flat Scenario 2.151 3.786 4.530 10.782 Lower Scenario 9.933 19.284 27.717 41.602
The projections for later years will be continually updated to take cognisance of the prospects for future years grant and pay settlements and demographic changes recognising the critical impact these issues have on the Financial Strategy and the projected budget position.
As the Financial Strategy develops over the coming months I will, as Section 95 Officer, require to seek assurance from Directors and Heads of Service that the budget proposals for their services are achievable and the risks associated with delivery have been identified.
It is stressed however that ultimately the achievement of savings will be dependent on decisions taken by Council.
9 Governance and Timetable
Each element of the Financial Strategy will continue to have clear governance in place to ensure the timely delivery of the work stream. All resource allocation proposals will be reported through Business Transformation Steering Group and then to Council as appropriate. Responsibility for setting Council Tax, determining budgets and approving savings etc. remains, with Council.
Council has a duty as set out in Section 93 of the Local Government Finance Act 1992 (as amended) to set its Council Tax and a balanced budget for the following financial year commencing 1 April by 11 March. The revised timetable set out in Table 9 supports the delivery of the Financial Strategy and
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specifically the determination of the 2019/20 budget and Council Tax levels before the statutory date.
Table 9: Revised Timetable – Key Events
Date Event Action 2 October 2018 Council • Consideration of updated projections. • Consideration of revised timetable and approach. • Agreement to commence on the challenges the Council has to address and how it should best prioritise the allocation of limited resources. From October 2018 Engagement • Shaping our Future engagement on a) the challenges and how best to prioritise the allocation of limited resources. • b) emerging resource allocation proposals. October to December Development • Development of resource allocation 2018 of proposals and change programme proposals. • Leaders working with staff across the Council to help shape future service delivery. 13 November 2018 Council • Consideration of updated projections. • Update on resource allocation and Change Programme proposals. • Update on Engagement activity. Council • Capital Strategy • Quarter 2 Monitoring Reports 18 December 2018 Council • Consideration of updated projections. • Update on resource allocation and Change Programme proposals. • Update on Engagement activity Late December 2018 Grant • Assessment of grant settlement early January 2019 Settlement implications on budget. Late Finalisation • Finalisation of resource allocation of Proposals and change programme proposals. 12 February 2019 Council • Consideration of update report, reflecting grant settlement. • Consideration of the resource allocation for service budgets for 2019/20 and the proposed change programme. • Recommendations to set Council Tax and determine a budget for 2019/20. Council • Reserves Strategy • Quarter 3 Monitoring Reports
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Members should also note that in terms of Section 112 of the Local Government Finance Act 1992 (as amended) it is an offence for members to participate in any vote in respect of setting Council Tax where the member has unpaid Council Tax. Accordingly at the Council meeting proposed for late January/early February 2019 members would be required to disclose the fact if this section of the act applies to them and subsequently not vote on any question with respect to the matter.
10 Focussing Resources to Key Priorities
The Financial Strategy is not only about balancing the budget, it is designed to ensure that available resources are as far as possible targeted on delivery of improved outcomes, particularly against the key priorities of:-
• Reducing the gap in learning outcomes • Reducing the gap in health outcomes • Reducing the gap in economic circumstances
The Midlothian Community Planning Partnership continues to prioritise the available resources towards the delivery of the partnerships key priorities and the Financial Strategy sets out for partners the parameters the Council is working within and provides a means to better facilitate the sharing of budget and resource planning information.
The Change Programme will be central to ensuring that resources are directed towards the priorities set out in the Midlothian Single Plan.
11 Reserves Update
The position for General Fund Reserves was reported to Council on 21 August 2018 and an update on the position, reflecting service recovery plans is set out in the Financial Monitoring 2017/18 – recovery plans report is also on today’s agenda.
The projected uncommitted General Fund Reserve at 31 March 2019 is now £3.475 million. This uncommitted reserve equates to approximately 2% of next expenditure as a contingency in the context of the continuing challenging financial outlook, the uncertainty associated with future years grant settlements, pay awards, the economic impact of Brexit and also the potential costs to come from the historic child abuse enquiry.
Given the level of available contingent reserves, I would not consider it prudent for Council to meet additional spending pressures from the contingent reserve or to use reserves as part of the strategy to secure a balanced budget for 2019/20.
Table 10 summarises the General Fund Reserve position.
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Table 10: Projected Available General Fund Reserve 31 March 2019 – 02 October 2018
£million Projected Balance at 31 March 2019 5.614 Earmarked for specific purposes • Budgets carried forward to 2019/20 for specific (0.190) purposes • Earmarked for Council Transformation (1.264) • Devolved School Management (0.685) Available Contingent Reserve at 31 March 2019 3.475
Recognising that the level of available reserves is projected to remain below £4 million, the recommended minimum level, a review of the Reserves Strategy will be undertake and recommendations reported to Council before it is required to set the 2019/20 budget.
12 Report Implications
12.1 Resources Whilst this report deals with financial issues there are no financial implications arising directly from it.
12.2 Risk Within any financial projections, there are a number of inherent assumptions in arriving at figures and budget provisions and therefore risks that may be faced if costs change or new pressures emerge.
The following key risks and issues are highlighted in the context of this report:
• The economic outlook and decision by Scottish Government on future years grant settlements and grant distribution; • Given the nature of the savings options incorporated in the budget proposals the increase risk of non-delivery or late delivery of planned savings, including those arising from reductions in the staffing establishment; • The risk to service provision and service users associated with a continued decline in available resources to fund services; • Outstanding pay award settlements and the implications of the National Living Wage for external service providers; • Actual school rolls exceeding those provided for in the budget; • The impact of the wider economic climate on range of factors including: inflation, interest rates, employment, tax and income levels and service demands; • Cost pressures, particularly demographic demand, exceeding budget estimates; • The impact of Universal Credit, and potential pension changes; • The costs of implementation of national policies varying from the resources provided by Government; and • Potential liabilities arising from historic child abuse; • Unplanned capital investment requirements and associated cost. 16 Page 170 of 218
The Financial Strategy aims to mitigate a number of these risks by setting out the key assumptions on which forward plans are based, and through the Change Programme activities, setting out the early identification of future saving proposals.
The projections set out in this report highlight the severity of the challenge ahead for the term of this Council and the extent to which service provision will have to be significantly transformed and or reduced.
The work to bring forward and implement a comprehensive Change Programme is critical to enable Council to address the projected budget gaps and in securing financial sustainability for the continued delivery of services.
The severity of the challenge is such that Council will require to approve a range of proposals which not only achieves a balanced budget for 2019/20 but which will also contribute to reducing future years budget shortfalls. The risk of not doing so would be the potential elimination of available reserves and so severely limiting the Council’s ability to deal with unforeseen or unplanned events.
12.3 Single Midlothian Plan and Business Transformation Themes addressed in this report:
Community safety Adult health, care and housing Getting it right for every Midlothian child Improving opportunities in Midlothian Sustainable growth Business transformation and Best Value None of the above
12.4 Impact on Performance and Outcomes The Financial Strategy facilitates decision on how Council allocates and uses its available resources and as such has fundamental implications for service performance and outcomes. The budget projections indicate that in 2022/23 the Council will have available in the region of £200 million for the provision of services and the pursuit of key outcomes as set out in the Single Midlothian Plan.
12.5 Adopting a Preventative Approach Whilst the proposals in this report do not directly impact on the adoption of a preventative approach, an effective Financial Strategy in turn allows resources to be prioritised to support prevention.
12.6 Involving Communities and Other Stakeholders
The timetable set out in section 9 includes the continuation of Shaping our Future, the consultation strand of the Delivering Excellence framework. This has a focus on informing the community and other stakeholders of the financial and service challenges and provides a means to consult on the allocation of resources.
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In cognisance of the position set in this report and the potential delay in the grant settlement announcement from that experienced in previous years it is appropriate that the engagement programme arrangements have a degree of flexibility and can be adapted over the remainder of the budget timetable. Accordingly it is recommended to remit the finalisation of these arrangements to the Chief Executive in consultation with the Leader of the Council.
In addition, there continues to be engagement with the recognised Trade Unions on the Council’s financial position and service challenges.
12.7 Ensuring Equalities The Financial Strategy, the emerging resource allocation proposals and Change Programme proposals which will support financial sustainability will be developed within the context of the Midlothian Single Plan, ensuring that resources are directed towards the key priorities of reducing the gap in learning, health and economic circumstance outcomes.
The Financial Strategy emerging proposals will continue 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 (EqIA) for all proposals.
In addition, these actions underline the Council’s commitment in its Midlothian Equality Plan 2017/2021 to tackle inequality and promote inclusion which support the Council in planning and delivering services which meet the needs of our diverse communities and respond to the changes ahead.
Individual assessments together with an overarching EqIA will be published alongside the Financial Strategy report on 12 February 2019 to support Council to determine a budget for 2019/20.
12.8 Supporting Sustainable Development There are no direct sustainability issues arising from this report.
12.9 Digital Issues There are no direct digital implications arising from this report.
13 Summary This report provides:-
• An updated assessment of the 2019/20 and future years Scottish Government Grant prospects; • Updated budget projections for 2019/20 to 2022/23; • A sensitivity analysis reflecting the potential impact of different pay and grant settlement scenarios; • An update on the arrangements for the delegation of resources to the Midlothian Integration Joint Board; • An update on the Change Programme which will be the means to address the projected budget shortfalls;
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• The governance arrangements and revisions to the timetable for the 2019/20 budget; • An update on General Fund Reserves.
14 Recommendations
Council is recommended to:-
a) Note the position in respect of the Scottish Government Grant Settlement as set out in section 2 and in particular the central planning assumption of a 2% per annum reduction in grant settlements at a national level;
b) Note the current projected cost of services, key assumptions and resultant budget shortfalls as set out in section 3;
c) Note the continuing uncertainties and the potential impact as outlined in the differing scenarios as set out in section 6;
d) Note the requirement to delegate resources to the Midlothian Integrated Joint Board and the ongoing work to support the development of the IJB’s own Financial Plans;
e) Note the projected impact of the Change Programme and projected future years Council Tax increases and the impact on the Financial Strategy as set out in table 8;
f) Approve the revised resource allocation approach set out in section 8.1 and the resultant revised timetable of key events set out in table 9;
g) Note that the projections at this time indicate that a remaining budget gap of £5.254 million for 2019/20 rising to £23.202 million by 2021/21, though these are heavily dependent on the assumptions detailed in the report;
h) Note that given the level of available contingent reserves it would not be considered prudent for Council to meet additional spending pressures from the contingent reserve or to use the contingent reserve as part of the strategy to secure a balanced budget for 2019/20;
i) Remit the finalisation of engagement arrangements to the Chief Executive in consultation with the Leader of the Council;
j) Note the acute financial pressures and also the risks as set out in section 12.2;
k) Otherwise note the contents of the report.
Date 24 September 2018
Report Contact: Gary Fairley Tel No 0131 271 3110 [email protected]
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Page 174 of 218 MIDLOTHIAN COUNCIL Appendix 1 REVENUE BUDGET PROJECTION 2019/20 to 2022/23
2018/19 Approved 2019/20 2020/21 2021/22 2022/23 Function Budget Projection Projection Projection Projection £ £ £ £ £ Management and Members 1,590,652 1,642,507 1,696,176 1,752,585 1,811,002 Education Communites and Economy Childrens Services 15,234,429 16,671,789 17,122,470 17,591,346 18,074,758 Communities and Economy 3,239,777 3,359,136 3,482,666 3,613,298 3,748,607 Education 88,849,435 94,417,805 99,655,992 104,832,570 110,108,655 Health and Social Care Adult and Social Care 39,749,938 41,817,420 43,908,357 46,035,962 48,189,577 Customer and Housing Services 11,274,354 11,454,023 11,639,928 11,836,153 12,039,345 Resources Commercial Operations 14,024,072 14,662,349 14,844,901 15,436,786 16,061,685 Finance and Integrated Service Support 11,086,020 11,421,253 11,768,166 12,134,784 12,514,482 Property and Facility Management 12,742,587 13,392,367 14,206,044 14,867,155 15,663,228
Lothian Valuation Joint Board 550,551 550,551 550,551 550,551 550,551 Non Distributed Costs 1,338,436 1,338,436 1,338,436 1,338,436 1,338,436 GENERAL FUND SERVICES NET EXPENDITURE 199,680,251 210,727,635 220,213,686 229,989,627 240,100,326 Loan Charges 7,060,000 7,316,000 7,193,000 7,186,000 7,186,000 Investment Income (406,420) (406,420) (406,420) (406,420) -406,420 NDR Discretionary Relief (incl NDRI % Increase) 70,300 70,300 70,300 70,300 70,300 Centrally Held Budget Provisions -788,951 -626,951 -626,951 -626,951 -626,951 2018/19 Decisions FYE Policy Savings -1,844,000 -2,944,000 -3,538,000 -3,538,000 2018/19 Decisions FYE Operational Savings -916,000 -1,231,000 -1,466,000 -1,466,000 Allocations to HRA & Capital Account (4,934,180) (4,934,180) (4,934,180) (4,934,180) -4,934,180 NET EXPENDITURE 200,681,000 209,386,384 217,334,435 226,274,376 236,385,075
FUNDING Scottish Government Grant Projection 153,562,000 152,073,000 150,583,000 149,091,000 147,598,000 Council Tax Income including Demographic Growth 47,319,000 47,919,000 48,519,000 49,119,000 49,719,000 TOTAL FUNDING 200,881,000 199,992,000 199,102,000 198,210,000 197,317,000
Shortfall / (Surplus) (200,000) 9,394,384 18,232,435 28,064,376 39,068,075
7cc5cf9a-60df-4f9d-8362-0636d66f0e40.xlsx Summary Page 175 of 218
Page 176 of 218 Change Programme Overview
Financial Strategy Report - 26 June 2018 - Transformation Programme Appendix 2
Cummulative Savings Year 1 Year 2 Year 3 Year 4 Strand SERV No. DESCRIPTION 2019/20 2020/21 2021/22 2022/23 £m £m £m £m Entrepreneurial Council EDUC 1.3 Review Early Years Contracts 0.053 0.053 0.053 0.053 Entrepreneurial Council CO 13 Increase charges where appropriate 0.150 0.300 0.450 0.450 Entrepreneurial Council CO 27 Increase training offer - increase income Risk Management 0.025 0.025 0.025 0.025 Entrepreneurial Council CO 28 Sales Force Spend to Generate 0.075 0.175 0.225 0.225 Entrepreneurial Council PFM 9 Café Service Social Enterprise/Branding 0.020 0.040 0.040 0.040 Entrepreneurial Council PFM 20 Wrap around care provision - holiday club 0.025 0.050 0.075 0.075 Entrepreneurial Council Total 0.348 0.643 0.868 0.868
Shared Services PFM 6 Sharing Catering management with neighbouring LAs 0.025 0.025 0.025 0.025 Shared Services Total 0.025 0.025 0.025 0.025
Digital Lead CHS 4 Libraries Service 0.050 0.150 0.150 0.150 Digital Lead Total 0.050 0.150 0.150 0.150
Service Improvement Plans/Business Processes/Service Integrated Service Support FISS 4 Reduction 0.500 0.500 0.500 0.500 Integrated Service Support Total 0.500 0.500 0.500 0.500
Workforce EXE 1 Senior Management Team Review 0.200 0.200 0.200 0.200 Workforce EDUC 1.1 Reduce Learning Assistants by 10% 0.132 0.132 0.132 0.132 Workforce FISS 5 Remove Regular Car Allowance 0.100 0.200 0.265 0.265 To remove Lease Car Scheme and the cessation of Employee Workforce FISS 6 Retention Allowances 0.050 0.100 0.125 0.125 Workforce Total 0.482 0.632 0.722 0.722
Childrens Services CS 1 Childrens Services Review 0.000 0.000 0.000 0.000 Childrens Services Total 0.000 0.000 0.000 0.000
TOTAL 1.405 1.950 2.265 2.265
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Financial Strategy Report - 26 June 2018 - Additions to Transformation Programme Appendix 3
Cummulative Savings Year 1 Year 2 Year 3 Year 4 Strand SERV No. DESCRIPTION 2019/20 2020/21 2021/22 2022/23 £m £m £m £m Digital Lead FISS 3 Digital by Default across Council 0.000 0.000 0.500 0.500 Entrepreneurial Council CW 3 Entrepreneurial Council 0.000 0.500 1.000 1.000 Entrepreneurial Council CO 32 Provide Taxi Testing Service at Hopefield 0.000 0.060 0.060 0.060 Entrepreneurial Council PFM 1 Building Services Company 0.000 0.250 0.610 0.610 Entrepreneurial Council PFM 3 Construction and Design Service Consultancy 0.090 0.190 0.190 0.190 Entrepreneurial Council PFM 4 Income from Professional Consultancy 0.050 0.050 0.050 0.050 Entrepreneurial Council PFM 8 Expand Catering/Function Service 0.020 0.025 0.030 0.030 Entrepreneurial Council PFM 12 Property Company 0.000 0.000 0.240 0.240 Entrepreneurial Council PFM 13 Renewable Sources of Energy 0.000 0.000 0.280 0.280 Entrepreneurial Council PFM 16 Community run 'Pure Gymn' 0.000 0.000 0.200 0.200 Entrepreneurial Council PFM 22 Selling Services 0.050 0.050 0.050 0.050 Entrepreneurial Council PFM 23 Destination Hillend 1.000 1.000 1.000 1.000 Enterprising with Communities CW 1 Co Production Community Engagement 0.000 0.000 1.000 1.000 Enterprising with Communities PFM 21 Transfer all halls and pavillions to community groups 0.000 0.100 0.100 0.100 Shared Services CW 2 Shared Services 0.000 1.000 1.000 1.000 Shared Services FISS 7 Shared Service 0.000 0.000 1.000 1.000 Shared Services PFM 14 PPP Shared management with other LA 0.035 0.035 0.035 0.035
TOTAL 1.245 3.260 7.345 7.345
Page 178 of 218 2 of 2 Midlothian Council Tuesday 2 October 2018 Item No 8.9
Garden waste charging: implementation and impact mitigation measures
Report by Head of Commercial Operations
1 Purpose of Report This paper outlines the proposed implementation plan for the introduction of a charge for the kerbside collection of garden waste and proposes measures to off-set the impact of garden waste diversion to the Household Waste Recycling Centres.
2 Background
2.1 At a meeting on 13 February 2018, the Council agreed to:-
Introduce a charge of £35 and to retain the seasonal garden waste collections.
There are approximately 38,000 households in Midlothian who currently receiving a kerbside garden waste service in a brown wheeled bin. Only those households without a garden (i.e. flats) and a few rural properties unsuitable to accommodate a wheeled bin do not receive the service.
Residents receive a fortnightly collection between mid-March and mid- November, resulting in 18 collections per year.
Midlothian’s two Household Waste Recycling Centres offer facilities for the free disposal of large or additional items of garden waste.
The £35 charge covers the cost of collection of one brown bin per household. No concessions are available.
2.2 Implementation Plan The last uplifts of garden waste in 2018 will take place between Monday 12 and Friday 23 November. The service restarts on 18 March 2019. A letter will be sent to all residents during October 2018 giving details of the new charge and advising residents that if they do not wish to pay the charge they can return their brown bin. A draft version of this letter is attached as Appendix 1. Waste Services will aim to remove unwanted brown bins during November and early December. Returned bins will be returned to stock for reuse, with damaged bins sent for recycling. This letter will also invite residents who wish to pay for the kerbside collection of their garden waste to register for the service and to set up a Direct Debit for the collection of their payment.
Page 179 of 218 2 Although no concession rates are available, taking payment by Direct Debit allows the £35 charge to be split across multiple payment dates, offering a level of financial assistance to those on low incomes. It is also expected that cash/cheque payment will be accepted at Council cash desks. A reminder about the service, and a second opportunity to register, will be mailed to residents alongside their Council Tax bill in February 2019. A list of the addresses who have registered will be collated and passed to an external sticker production company who will print the stickers and mail these directly to residents. A sample sticker is attached as Appendix 2. Registration must take place by 01 March 2019 to ensure customers receive a bin sticker in time for their first collection later that month. 2.3 Additional bins The initial £35 charge applies to all properties and covers the cost of uplifting one brown bin. There is no limit to the number of brown bins a property may have but the annual charge of £35 will apply per bin. Applications for additional brown bin stickers can be made at the same time as registering for the service and making the appropriate payment. 2.4 Collection Routes Waste Services will use the list of registered addresses to create collection routes, with, from 18 March 2019, collection crews only emptying brown bins which have correctly displayed a sticker. Informational bin tags will be left on bins not displaying a sticker advising residents that they need to register and pay for the service. Initially collection routes will mirror the existing situation. These will then be reviewed and redesigned as participation in the new service becomes clear. Any vehicle/staffing savings identified as part of this route review will be redeployed to service the increasing number of residual waste and recycling collections necessary as a result of Midlothian being the fastest growing local authority area in the Country. 2.5 Sharing a bin Residents can share a bin with a neighbour/s, but one person must pay for the service and the bin will be collected from one address. Any sharing agreement is a private matter and does not involve the Council. 2.6 Part year charges The initial charge will be applied each March. Residents moving in between March and 31 July each year the full collection charge will be levied. For residents moving in between 01 August and 30 November the collection charge will be reduced by 50%. No other concessions will be applied.
Residents moving in between December and March will be able to register for a bin sticker for the following year.
Details of new properties joining the service will be passed to Waste Services. Page 180 of 218 3 2.7 Brown bin replacement Due to the introduction of a charge for the kerbside collection of garden waste, there will be a temptation for householders to overfill their brown bins. This creates Health and Safety implications for collection crews due to the increased weight. Overfilled and overweight bins are the most common cause of ‘bin failure’ or split bins. There are no proposals to charge residents for replacement bins due to loss or damage. As part of the wider communications programme around the subscription service, householders will be reminded of the items that can/cannot be placed in their bin, as well as the importance of not over- filling bins. As a chargeable service, where bins are lost or damaged, customers will expect rapid delivery of a replacement bin. To ensure the timely delivery of replacement bins, it is proposed to recruit a dedicated Delivery Driver with responsibility for bin delivery and bin repair. Their role will not be devoted to brown bins only, but will deliver, repair or replace all waste and recycling containers. This is a Grade 2 post which will be initially appointed for a 12 month fixed term to deal with the demands of the new service, and reviewed after this time. Replacement bin stickers will be mailed directly to residents by the external printing company.
2.8 Garden Waste Diversion Angus Council is the only Scottish Council with an established chargeable garden waste service. Their experience is that there is no significant increase in waste diverted to the residual waste stream, although they have smaller residual bins (140 litres versus the 240 litres provided in Midlothian) which reduces available capacity for green waste to be disposed of in this way. In addition, they have not experienced a noticeable increase in fly tipping. Some diversion to home composting activities is also to be expected. Residents who choose not to subscribe to the kerbside garden waste collection service may take their waste to the Recycling Centres instead. This is expected to impact on the operation of these facilities and is addressed in Section 2.10 below.
2.9 Financial implications
For households
The £35 charge covers the cost of collection of one brown bin per household. No concessions are available but the cost can be split across multiple Direct Debit payments.
Retaining seasonal collections means each household receives 18 garden waste uplifts between mid-March and mid-November each year.
The cost to the householder is therefore less than £2 per collection (Annual cost of £35 / 18 collections = £1.95 per collection). Page 181 of 218 4 In the Scottish Borders Council area, where the Council do not offer a kerbside garden waste collection service, private collection companies charge £10 per month / £5 per uplift.
For Council
Income: Uptake of the service has been forecast at 50% based on the experience of Angus Council who, in the first year, had 49% of households subscribed. City of Edinburgh Council are also reporting 50-55% of eligible households have registered for their forthcoming service.
With higher, or lower, levels of registration, income levels will adjust accordingly. The income expected, based on a charge of £35 against various potential participation levels is shown in the Table below.
Table 1: Income received per level of participation
Level of participation Income 40% £532,000 45% £598,500 50% £665,000 55% £731,500 60% £798,000
Cost: The cost the initial mailing is £3,000. The annual cost of the bin stickers, which includes printing and distribution to residents is estimated to be (£0.80 x 19,000 properties) £15,200. Informational bin tags are expected to cost £2,000 for 10,000. Additional promotional consumables, such as posters and pull-ups are estimated to cost £500. The year one one-off cost of disposal of the unwanted brown bins is estimated to be £19,000, based on a participation level of 50%, a weight of 10kg per bin and a disposal charge of £100 per tonne. A total of 6,280 tonnes of garden waste was collected at the kerbside in 2017/18. Assuming a 10% diversion of garden waste to the grey bin, an additional 628 tonnes will be disposed of at a higher gate fee. The additional cost is estimated to be £44,588 (£100/tonne - £29/tonne x 628 tonnes) per year. To assist with customer queries expected in relation to the introduction of the chargeable garden waste collection service, is it proposed that an additional Customer Service Assistant be appointed to the Contact Centre for a fixed 12 month period. The total annual cost of this Grade 4 post is £28,541. This post will be reviewed at the end of this period. The total annual cost of the Grade 2 Delivery Driver detailed in Section 2.7 is £25,261. Page 182 of 218 5 The proposed income over the first year of the service is shown in the table below. Table 2. Financial projections
Recurring Year 1 Item Annual Costs Cost Income Based on 50% Uptake -£665,000 -£665,000 Mailing to residents £3,000 £0 Sticker cost £15,200 £15,200 Informational bin tags £2,000 £0 Promotional materials £500 £0 Unwanted bin disposal cost £19,000 £0 Disposal to grey bin £45,844 £44,588 Saving From Reduced Tonnage to Green -£25,060 -£25,060 Waste Delivery Driver (Gr2) £25,261 £25,261 Customer Service Assistant (Gr4) £28,541 £28,541 TOTAL -£550,714 -£576,470
* The posts of Delivery Driver and Customer Service Assistant will initially be appointed for a 12 month fixed term. These positions will be reviewed depending on the uptake of the service. A full financial sensitivity analysis can be found in Section 3.2.
2.10 Diversion of garden waste to Household Waste Recycling Centres Residents will continue to be able to dispose of garden waste free-of- charge at the two Household Waste Recycling Centres. Following the introduction of a chargeable garden waste service, Angus Council reported a 25% increase in the tonnages of garden waste collected via their Recycling Centres. Additional visits to dispose of garden waste are likely to impact on traffic management at peak periods, and a range of measures are proposed to mitigate against this. If approved, it is proposed that these measures would apply from 01 January 2019, and would be supported by communication and awareness raising activities in advance of the changes.
2.10.1 Opening hours At the present time, Stobhill Recycling Centre is open 7 days a week from 9:30am to 4:15pm. Due to site licensing conditions, Penicuik Recycling Centre is open from 10:00am to 4:15pm. As these opening hours do not allow residents working a regular 9-5 pattern to visit the site to dispose of garden waste during the working week, it is proposed that the opening times of the two sites are amended to a later closing time once a week. Page 183 of 218 6 A corresponding later opening time will mean no adjustments are required to the Site Attendant’s current working rota and no additional staffing costs will be occurred. For example, on a Thursday, the two sites would close three hours later in the evening - at 7:15pm - but open three hours later in the morning. This is subject to staff consultation and agreement of terms. 2.10.2 Van and trailer bookings There are no restrictions on the number of times a resident can take household waste, including garden waste, into a Recycling Centre in a private car. Householders transporting waste in a van or a large trailer are currently limited to 12 visits per year. To reduce the chance of local ‘man with a van’ services charging residents for a collection of garden waste, and then disposing of this at the Recycling Centres free-of-charge, it is proposed that the number of bookings a resident can make to bring waste to the Recycling Centre in a van or trailer is reduced from 12 to 6 per year. A £35k saving proposal was agreed by Council for 2018/19 by charging local businesses to dispose of waste at Stobhill Recycling Centre. This rises to £50k in 2019/20 and future years. From 1st October 2018, local businesses have been able to dispose of trade waste at Stobhill Recycling Centre. An upfront payment of £100 per van, of up to a gross vehicle weight of 3,500kg, is made to cover disposal costs. Reducing the number of times household waste can be brought to the Recycling Centre in a van is expected to help maximise the income received from this service. A saving in the region of £20k is estimated to be realised in 2018/19. At the present time only trailers over size 4ft x 6ft are restricted. To remove the risk that van users start to use small trailers to transport their garden waste instead, as well as to improve traffic flow at peak times, it is also proposed to require residents to book in trailers of all sizes. To ensure van drivers / trailer users have adequate time to empty their vehicles, it is proposed to make the last entry for vans and trailers, 30 minutes before the site’s closing time.
2.10.3 Garden waste container at Penicuik Recycling Centre Due to the small size of Penicuik Recycling Centre, it may be necessary to replace the residual waste container with a container for the collection of garden waste. This is to prevent frequent, short-notice closures of the site to facilitate the emptying of a single garden waste container and/or due to the container being full, frequent periods of the site being unable to accept garden waste. This decision will be subject to ongoing review and an operational decision made if and when it is required. Public awareness activities will be undertaken in the lead up to any change. The split-level design of Stobhill Household Waste Recycling Centre means full garden waste skips can easily be moved by site staff.
Page 184 of 218 7 To further improve traffic management at Penicuik Recycling Centre at peak times, it is proposed that all van drivers and residents using a trailer are required to use Stobhill Recycling Centre only.
2.11 Trade Garden Waste Alongside the introduction of a chargeable garden waste collection service for local residents, it is proposed that from March 2019 a chargeable kerbside garden waste collection service will also be offered to local businesses producing garden waste (florists, bowling clubs etc.). Between 20 and 30 local businesses are expected to subscribe. Garden waste will be collected weekly between March and November. Bin stickers will be produced for trade garden waste bins in the same way they are currently produced for trade residual and recycling bins. The seasonal charge will mirror the existing cost of a trade recycling collection, on a pro rata basis. During in winter period where the domestic service does not operate, trade garden waste will be collected as residual waste and charged accordingly. The cost of the service is shown in the table below.
Table 3: Collection cost for trade garden waste collections
Garden waste cost Garden waste cost Residual waste cost Bin Size 2019 (seasonal only) 2019 (12 months) 2019 (12 months) 240L £180 £282 £334 360L £250 £388 £452 660L £415 £644 £744
It is predicted that businesses will take advantage of this service as their garden waste is currently disposed of in their general waste bin at the higher cost indicated in the right-hand column. Whilst a reduction in income might therefore be anticipated, savings in residual waste disposal costs are likely to off-set this. This service will not be offered in isolation and will only be offered to local businesses using Midlothian Council for the collection of both their residual waste and recycling.
3 Report Implications
3.1 Resource First year income of £665,000 based on a participation rate of 50%. Additional staff cost comprising, one additional Customer Service Assistant at £28,541 and one Delivery Driver at £25,261. Cost of mailing, bin stickers and promotional consumables is estimated to be £20,700. The cost of disposal of the unwanted brown bins is estimated to be £19,000. The cost of a 10% diversion to residual waste has been estimated at £44,588. Page 185 of 218 8 The £510,000 Budget Saving agreed by Council on 13th February 2018 to charge £35 for the collection of garden waste is expected to be met. The Proposal will have no impact on the 18/19 budget, but will impact on 2019/20 and future years.
3.2 Risk Risk Causes: Midlothian Council are introducing a new charge for the service of collecting and disposing of garden waste.
Risk Event: There is a risk that residents who choose not to subscribe to the chargeable service place their garden waste in their residual waste bin, or blue recycling bin, instead. There is a risk that some residents are unable to pay the full £35 charge in a one off payment, thus reducing uptake of the service.
Risk Impact: There is high risk a risk that the Council’s recycling performance will fall.
The impact of a projected 10% deviation of waste going into the residual waste stream would cost £44,588, this is a best estimate based on the local authorities experience referred to in this report. Should the deviation of waste increase to 20% this would reduce the income benefit by £89,176. The worst case scenario would be the 50% deviation resulting in an additional disposal cost of £222,940.
% Uptake of Garden Scheme 0.50 0.40 0.45 0.55 0.60 £ £ £ £ £ Income from Garden Scheme -665000 -532000 -598500 -731500 -798000 Cost of bin stickers 15200 12160 13680 16720 18240 Disposal to grey bin 44588 62579 57364 36505 31290 Saving From Reduced Tonnage to Green Waste via composting etc -25060 -25060 -25060 -25060 -25060 Delivery Driver (Gr2) 25261 25261 25261 25261 25261 Customer Service Assistant (Gr4) 28541 28541 28541 28541 28541 Net Income -576470 -428519 -498714 -649534 -719729
Page 186 of 218 9 If the estimated 12% diversion to composting is placed in residual waste bin Tonnage goes to landfill instead of composted etc 61355 61355 61355 61355 61355 No saving from garden waste disposal 25060 25060 25060 25060 25060 Adjusted Net Income -490055 -342104 -412299 -563119 -633314
Actions to mitigate risk: The risk of low uptake of the service will be addressed through a presumption of opt in. Those on low incomes will be afforded the opportunity to pay the annual £35 fee over a number of instalments. Moving to smaller (140L) residual waste bins or reducing the frequency of residual waste collections would reduce the opportunity for residents to dispose of garden waste alongside their general refuse. These options are being addressed as part of the wider Waste Strategy which is currently being prepared for review.
3.3 Single Midlothian Plan and Business Transformation Themes addressed in this report:
Community safety Adult health, care and housing Getting it right for every Midlothian child Improving opportunities in Midlothian Sustainable growth Business transformation and Best Value None of the above
3.4 Key Priorities within the Single Midlothian Plan The budget projections indicate that in 2019/20, the introduction of this charge means Council will have in the region of £531,000 available for the provision of services and the pursuit of key outcomes as set out in the Single Midlothian Plan.
3.4.1 Impact on Performance and Outcomes Diversion of garden waste to the Recycling Centres is to be expected but loss of tonnage due to uptake of home composting or diversion to residual waste will affect Midlothian Council’s recycling performance. Once participation levels are clearer, Waste Services will undertake a route review to determine if routes are operating efficiently with a view to improving performance.
3.6 Adopting a Preventative Approach Not applicable
3.7 Involving Communities and Other Stakeholders Member of the public were invited to respond to a public consultation on Midlothian Council’s savings proposals. The findings were presented to Council in February 2018. Page 187 of 218 10
3.8 Ensuring Equalities An Equality Impact Assessment (EqIA) on the proposal to charge for garden waste collections was presented to Council in February 2018. This is attached as Appendix 3. An Integrated Impact Assessment has been completed.
3.9 Supporting Sustainable Development There are no Sustainable Development issues as a consequence of this report.
3.10 IT Issues Development work has been requested from IT to deal with the web forms and the integration with the Customer Relationship Management system.
4 Recommendations Council is recommended to: - a) Approve the implementation plan as outlined in this report. b) Approve proposals to mitigate against the impact of garden waste diversion to the Recycling Centres c) Approve proposal to recruit an additional Customer Service Assistant and a dedicated Delivery Driver d) Approve proposals to offer a chargeable garden waste collection service to local businesses
Date 2nd October 2018
Report Contact: Name Richard Moffat Tel No 0131 561 5306 [email protected]
Background Papers:
None
Appendices:-
Appendix 1 – Proposed letter to all residents detailing the charge Appendix 2 – Sample of bin sticker Appendix 3 - Equality Impact Assessment (EqIA) on the proposal to charge for garden waste
Page 188 of 218 11
Appendix 1: Proposed letter to all residents detailing the charge
Dear householder, Kerbside garden waste collection service Midlothian Council is introducing a charge for the kerbside collection of garden waste. This means, from March 2019, you will need to pay to have your brown bin emptied.
The cost for 2019 has been set at £35 per bin.
Your brown bin will still be collected fortnightly, from mid-March to mid- November.
• If you wish to subscribe to the service Please complete and return the Direct Debit mandate enclosed with this letter. There is no limit to the garden waste bins a property may have but the annual charge of £35 will apply per bin. You can also subscribe by paying at any Midlothian Council cash desk. You will be sent a sticker to display on your bin.
• If you DO NOT wish to subscribe to the new service, we can collect your unwanted brown bin. Please visit www.midlothian.gov.uk/bins-and- boxes to give us details of your address. If you do not have access to the internet, please call 0131 xxx xxxx.
Sharing a bin You can share a bin with a neighbour, but one person must pay for the service and the bin will be collected at one address. Any sharing agreement is a private matter and does not involve the Council.
Assisted collections If you subscribe to the garden waste collection service, your assisted collection will automatically continue.
Further information Further information is available at midlothian.gov.uk/brown-bin-charges. We will also be undertaking a range of information roadshows in local community hubs. Yours,
Waste Services
Page 189 of 218 12
Appendix 2: Sample of bin sticker
Page 190 of 218 13 Appendix 3: Equality Impact Assessment (EqIA) on the proposal for Charge for garden waste collections
Page 191 of 218 14
Page 192 of 218 15
Page 193 of 218
Page 194 of 218 Midlothian Council Tuesday 2 October 2018 Item No 8.10
Severe Weather 2018/19 Pre-Winter Update
Report by Ricky Moffat, Head of Commercial Operations
1 Purpose of Report
The purpose of this report is to provide an update for members regarding the winter plan. In addition, the report details the resources available to Road Services, to deal with the impacts of severe weather occurring in 2018/19.
In addition this report highlights the changes compared with the service provided during the 2017/18 winter period.
2 Background
2.1 Winter Plans
The last few years winter periods have been generally milder with no significant disruption on the road network.
However the winter of 2017/18 was particularly difficult, especially as “The Beast from the East” hit Midlothian towards the end of February and into March, closing businesses, schools and causing disruption not just in Midlothian but throughout Scotland.
A number of actions will require collaboration and co-operation across services from the Action Plan from severe weather debriefs of 2018.
Road Services utilised its core staffing complement of 36 operatives to treat the road and footpath network during periods of adverse weather. There are a 27 items of plant and vehicles available to provide the winter service based at the Fushiebridge Depot. When required these resources are supplemented through the use of Council staff within Land and Countryside Services, Property Maintenance and Waste Services. In addition through a Winter Framework contract local companies are engaged through competitive tendering via the Council’s procurement process.
The Midlothian Council Winter Service Policy and Operational Plan states that:
‘The purpose of this Winter Service Policy and Plan is to demonstrate that Midlothian Council has taken such steps as it considers reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads, to fulfil its’ Statutory responsibilities as defined in Section 34 of the Roads (Scotland) Act 1984.
Furthermore this plan takes into consideration the recommendations set out in the Code of Practice (July 2005), ‘Well Maintained Highways’ (Code of Practice), Appendix H, Winter Service Practical Guidance. Page 195 of 218
Given that the Code of Practice is only making recommendations, it should be noted that Midlothian Council may deviate in certain ways to meet local conditions.’
The Winter Service Policy also states:
‘Given the scale of financial and other resources involved in delivering the winter service it is not reasonable either to:
• Provide the same service on all parts of the network • Ensure running surfaces are kept free of ice and snow at all times, even on treated parts of the network
Accordingly Midlothian Council Road Services have in place operational procedures to deliver an efficient and effective winter service in accordance with the Winter Service Policy and Operational Plan.
The Winter Service Policy and Operation Plan include details of the carriageway and footway priority hierarchy and route plans. Copies of the route plans are held at Fushiebridge Depot and Midlothian House, Dalkeith and are based on the following categories.
2.2 Carriageway Priorities Priorities are as follows:-
Priority Routes: Important principal roads and bus routes – to hospitals, ambulance depots, fire stations and local danger spots (e.g. very steep hills)
Secondary Routes: Cross routes, connecting routes and accesses into industrial areas.
Tertiary Routes: Residential areas, other unclassified roads.
Note: Details of these routes can also be found on Council’s website via the following link;
www.midlothian.gov.uk/downloads/download/199/midlothian_priority_gritting_routes
2.3 Footway Priorities
Priorities are as follows:-
Priority Routes: Agreed ‘access routes’ to schools, health clinics, and town centres.
Secondary Routes: Footways on hills and connecting footways
Tertiary Routes: Flat lying and residential areas
It should be noted that in periods of snowfall, it is likely that it will be several days before treatment is provided on tertiary routes, due to the amount of Priority and Secondary routes to be cleared prior to treating tertiary routes.
A copy of the Winter Service Policy and Operational Plan can be found in Appendix A. Page 196 of 218
2.4 Other Facilities
It should also be noted that in accordance with the Code of Practice; Well Managed Highway Infrastructure (WMHI) “Within the highway network hierarchy a Resilient Network should be identified to which priority is given through maintenance and other measures to maintain economic activity and access to key services during extreme weather”
As such, a resilient network has been identified for treatment during extreme weather (Appendix C) to meet the recommendations of the Code and ensure resources are focussed to deliver the service.
In addition to treating the road and footpath network during the winter period, Road Services have in place a Winter Service Level Agreement to cover other essential services.
This Service Level Agreement covers the following:-
• Social Work Buildings • Educational Establishments • Access for Additional support needs pupils (at their home address) • Access for other vulnerable residents in Midlothian (at their home address) • Public Buildings • National Health Service facilities within the Midlothian Area. This service is at the request of NHS Lothian following a successful pilot scheme during the 2012/13 winter season and continues for 2018/19.
Road Services have the in-house resources to meet the demands of a ‘normal’ winter which typically equates to an average of 7 days of snowfall. However, given the historic severe weather events it has been determined that additional resources should be placed on standby to deliver the service level agreement and to meet public expectations.
2.5 Care for People in Emergencies
The Midlothian Care for People Group was established as part of the Lothian and Borders Strategic Co-ordination Group.
During previous winters, successful partnership working has been undertaken between Midlothian Council, NHS Lothian, the emergency services and the voluntary sector. These arrangements remain in place to respond to the needs of those who may be at risk in the event of severe weather.
The following are key areas of activity of the Care for People Group in preparing for winter emergencies.
• Care providers have plans in place to ensure that car home support services can be reprioritised to meet the needs of individual service users who are at greatest risk. • Close liaison with NHS facilitating the continuing discharge of patients from hospital during adverse weather conditions. Page 197 of 218
• Plans are in place to ensure continuing access for staff, goods and services to care establishments in adverse weather conditions. • Plans to identify other individuals in the community not currently in receipt of care services who may be placed at risk in the event of adverse weather conditions. The plan includes arrangements to make contact with such households and with the support of local voluntary and community groups to provide practical help and support including shopping, collecting prescriptions, clearing footpaths etc. • Develop resilience plans with community councils and local communities so that they are better able to respond to their needs. Bulk bags of a salt/grit mix are made available to local community group when snow is forecast greater than 10cm. However, it should be noted that only half of these bags were used during the period when significant snowfalls last occurred and these have not been utilised in recent years.
2.6 Changes for 2018/19
In an effort to understand the concerns and areas of possible enhancement to the winter service a short questionnaire was issued to relevant bodies. The responses received are contained in the Appendix B.
The following table outlines the changes which are suggested as part of the 2018/19 budget process.
Routine Gritting of roads: Seven routes to remain as in 2017/18. Secondary and tertiary routes to be treated during normal working hours.
Routine gritting of The number of priority tractor routes Footways: treated at 5am to remain at five routes with the remaining footways to be treated during normal working hours as conditions dictate
Routine gritting of Car Car parks re prioritised to allow treatment Parks: at 5am for priority car parks and treatment during normal working hours for secondary car parks
Grit Bins
All grit bins to be numbered with a unique number and telephone number for re-filling. During periods of adverse weather, additional dedicated teams will be assigned to re-fill grit bins.
Community Involvement
During periods of need, one tonne bags of salt/grit will be deposited in accessible locations to be used by the Community on a self-help basis.
Page 198 of 218
3 Report Implications
3.1 Resource
Road Services take the lead role on winter maintenance across the Council.
The co-ordination and management of all operational resources across the Council is undertaken from the Fushiebridge Depot to provide a response in line with the Winter Service Policy and Operational Plan and Service Level Agreement.
The Director, Resources on behalf of the Corporate Management Team has also established standby arrangement to ensure management cover is in place during holiday periods.
The following table details the spend levels associated with the Winter Maintenance Service in the last eight years.
Financial Expenditure Amount Year Type 2010/11 Actual £2,028,000 2011/12 Actual £869,000 2012/13 Actual £1,557,000 2013/14 Actual £788,000 2014/15 Actual £1,159,000 2015/16 Actual £921,000 2016/17 Actual £815,000 2017/18 Actual £1,559,000 2018/19 Budget £907,000
The winter maintenance revenue budget for 2018/19 is £907,000.
The salt usage by the Council over the last eight years has been as follows:
Year Usage 2010/11 6,600 tonnes 2011/12 2,900 tonnes 2012/13 6,500 tonnes 2013/14 2,850 tonnes 2014/15 4,800 tonnes 2015/16 4,200 tonnes 2016/17 4,350 tonnes 2017/18 8,206 tonnes
Currently the Council has a salt stock holding capacity of 5000 tonnes. 3800 tonnes of this salt can be stored in the dome at Fushiebridge, another 1200 tonnes can be stored under sheeted covered at the road side depot near the main Fushiebridge depot. Salt supplies are available using suppliers through the Scotland Excel contract. It is anticipated that the Council will hold at least 3000 tonnes of salt in the dome at Fushiebridge prior to 1 November 2018.
Page 199 of 218
The code of practice recommends the following ‘minimum resilience’ levels of salt stocks
1 October – 31 October 950 tonnes 1 November (pre season stock) 2500 tonnes 1 November – 1 March (minimum stock at any time) 950 tonnes 1 March – 30 April 1400 tonnes
3.2 Risk
There are several risk implications attributed to the delivery of the Winter Service Policy and Operational Plan and The Roads (Scotland) Act 1984 places a duty on local authorities to
“Take such steps as they consider reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads”.
The Code of Practice (WMHI) recommended and endorsed by the Scottish Government and COSLA states that Councils should adopt and publicise its winter service operational plan which defines treatments based on a determined hierarchy.
This Council’s hierarchy is set in accordance with the Code of Practice and is publicised annually in advance of winter.
When comparing the extent of the road and footpath network treated with other local authorities, this Council generally compares well. In that regard and taking into account the actual hierarchy treated, it is reasonable to assume that reasonable steps have been taken to prevent snow and ice endangering the safe passage of pedestrians and vehicles.
Notwithstanding that however, increasing either the length of network treated or the level of treatment would further reduce the risk of potential successful accident claims, to which a lack of treatment can be cited by claimants as a contributory factor.
Additionally there are significant risks to the Council in relation to the continuity of education, the identification of support for the most vulnerable persons in the community and the financial performance of income generating facilities such as Leisure Centres arising from severe weather disruption.
A further risk to the Council is that of reputation. Public expectations have been raised in recent years with the increase in service delivery during the adverse periods of winter. As such there is a risk to the Council’s reputation should there be a reduction in the level of service and response provided. This has been shown where the public have, in some instances been very critical of the Council’s performance, particularly in relation to the expectations outlined previously
To that end the Winter Service Policy Operational Plan seeks to mitigate this risk by carrying out those duties in an effective manner. Page 200 of 218
. 3.3 Financial Risk
There is also a financial risk as outlined in the table below. Should the weather be similar to that experienced during 2017/18, there is a risk of a significant overspend.
Should the weather be similar to that experienced during 2010/11 then the financial risk to the Council could approach a £2million overspend, thus putting significant strain on already constrained budgets.
The cost implications are dependent on the level of service and can be summarised as follows:-
2017/18 Winter Severe winter Normal based on (similar to Service Provided Winter weather 2010/11) Routine gritting of the road network £299,600 £154,600 £399,500 Routine gritting of footway network £64,000 £71,000 £127,600 Routine gritting of car parks £12,700 £10,000 £21,200 Snow clearing of the road network £120,600 £623,800 £301,500 Snow clearing of footway network £69,000 £364,000 £345,100 Snow clearing of car parks £9000 £12,300 £21,200 Removal of snow from the network ------£400,000 Grit bins £38,000 £57,000 £70,000 Community group bulk bags ------£4,700 Snow clearing around public buildings ------£50,000 Snow clearing for vulnerable persons ------£50,000 Standing charge for dedicated equipment, standby etc £265,800 £265,800 £237,100 Totals £878,700 £1,558,500 £2,027,900
The above table reflects the proposed reduction in service provision to deliver the Winter Service within the available budget. It also shows the projected expenditure to deliver the service should conditions be similar to 2010/11.
There are additional costs to be met from the available budget to cover the weather forecasting contract as well as the roadside weather station maintenance and hardware upgrades which accounts for the remaining budget spend.
The cost to provide a dedicated resource to fill grit bins, provide one tonne bags of rock salt to communities and uniquely identify each bin with refill contact details will be £25,000.
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3.4 Single Midlothian Plan and Business Transformation
Themes addressed in this report:
Community safety Adult health, care and housing Getting it right for every Midlothian child Improving opportunities in Midlothian Sustainable growth Business transformation and Best Value None of the above
3.5 Key Priorities within the Single Midlothian Plan
Community Safety – Death and Injury on Midlothian Roads, Protecting Midlothian’s Children. Sustainable Growth – Support the local economy, Promote and develop active and sustainable travel and transport.
3.6 Impact on Performance and Outcomes
The ability of people and goods to move about is vital to ensure that normal business continues within Midlothian. Any restriction on the Winter Service would have an impact on that ability to continue to operate as normal as possible.
3.7 Adopting a Preventative Approach
The provision of an acknowledged good Winter Service ensures that the people and goods are able to move around as much as reasonably practicable.
3.8 Involving Communities and Other Stakeholders
Consultation has been undertaken with officers from all divisions to determine the relative priorities and response as detailed in the Service Level Agreement.
In addition community consultation has been carried out and the responses received recorded as shown in Appendix B.
NHS Lothian was consulted regarding provision of a co-ordinated level of service.
Subsequent to an initial trial in 2012/13, NHS Lothian have continued to award Road Services a contract to continue this service to all NHS facilities within Midlothian on a shared services basis.NHS facilities will be covered under the Priority hierarchy as set out in section 2.
3.9 Ensuring Equalities
The Service Level Agreement and consultation in previous winters has identified those persons at greatest risk within our communities along with an appropriate response. Page 202 of 218
3.10 Supporting Sustainable Development
There is a potential issue relating to the financial sustainability of delivering the current Winter Service Policy, Operational Plan and Service Level Agreement.
3.11 IT Issues
There are no IT implications associated with the proposals outlined in this report.
4 Summary
Previous winter seasons have provided a variety of challenges for the Council. This resulted in many issues and service requests that have been considered and incorporated into the Winter Service Policy and Operational Plan and Service Level Agreement.
5 Recommendations
Council is requested to:-
• Note the implementation of a resilient network in accordance with the recommendations from the Code of Practice; Well managed Highway Infrastructure. • Note the changes to service delivery to align with the available budget. • Adopt and publish the Winter Service Policy and Operational Plan for the 2018/19 winter season.
24 July 2017
Report Contact: Neil Dougall Tel No: 0131 561 5215 [email protected]
Background Papers: Council report Tuesday 26th September 2017, Severe Weather – 2017/18 Pre-Winter Update
Appendices
Appendix A Winter Service Policy and Operational Plan 2018- 2019
Appendix B Winter Response from Organisations
Appendix C Map showing the ‘Resilient Network’
Page 203 of 218 Midlothian Council Winter Service Policy and Operational Plan
Appendix A
Winter Service Policy and Operational Plan
2018 – 2019
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Midlothian Council Winter Service Policy and Operational Plan
Introduction
The purpose of this Winter Service Policy and Plan (This Plan) is to demonstrate that Midlothian Council has taken such steps as it considers reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads, to fulfil its’ Statutory responsibilities as defined in Section 34 of the Roads (Scotland) Act 1984.
Furthermore this plan takes into consideration the recommendations set out in the Well-managed Highway Infrastructure: A Code of Practice. Given that the guidance in the Code of Practice is non-statutory, it should be noted that Midlothian Council may deviate in certain ways to meet local conditions.
Content
1. Winter Service and Weather Emergencies
2. Purpose, Objectives and Statutory Basis
3. Winter Service Policy
4. Winter Service Operational Plan
5. Network Hierarchy and Route Planning
6. Decisions and Management Information
7. Resources and Operational Issues
8. Winter Service Training and Development
9. Plant, Vehicles, Materials and Resilience
10. Information and Publicity
11. Post Snow Inspection and Maintenance
12. Other Weather Emergencies – Climate Change / Contingency
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Midlothian Council Winter Service Policy and Operational Plan
Winter Service and Weather Emergencies
Winter service is not, in itself, deemed an emergency service as it deals with regular, frequent and reasonably predictable occurrences of low temperatures, ice and snow.
Whilst the effects of climate change are likely to result in an increased frequency and intensity of severe weather events, these have been taken into account in winter service planning.
This Plan is likely to have relevance in emergency planning terms in relation to dealing with extreme weather conditions and as such this plan should be read in conjunction with Midlothian Council’s Severe Weather Plan.
The resources available during the winter period can also be utilised during a severe weather event such as floods and storms.
Purpose, Objectives and Statutory Basis
Section 34 of the Roads (Scotland) Act 1984 states ‘a road authority shall take such steps as it considers reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads’.
The Purpose of this Plan is to discharge those duties however it should be noted that the Code of Practice states;
“Given the scale of financial and other resources involved in delivering the winter service it is not considered reasonable either to:
Provide the same service on all parts of the network; and
Ensure carriages, footways and cycle routes are kept free of ice and snow at all times, even on the treated parts of the network.”
This Plan can contribute significantly to the core objectives set out in the code. The Plan also contributes to the delivery of some outcomes for the Authority, to comply with the requirements of the Roads Scotland Act and comply with the recommendations as laid out in the Code of Practice.
Recommendation 1 in the Code of Practice states “This Code, in conjunction with the UKRLG Highway Infrastructure Asset Management Guidance, should be used as the starting point against which to develop, review and formally approve highway infrastructure maintenance policy and to identify and formally approve the nature and extent of any variations.”
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To that end the winter policy will be the subject of an annual review, taking into account the code of practice, current available financial resources and to ensure a consistent approach with other partner authorities in the Edinburgh, Lothians, Borders and Fife (ELBF) Shadow Joint Committee.
Winter Service Policy
Midlothian Council recognises it’s duties under the Roads (Scotland) Act 1984, the Local Government in Scotland Act 2003 and the recommendations made in the Code of Practice.
The purpose of this policy seeks to discharge those duties and provide transparent and consistent guidance for staff and stakeholders during winter or any other severe weather period impacting on the Midlothian Council Area.
Midlothian Council has undertaken consultation with stakeholders to take account of their views. Furthermore Midlothian Council has taken steps in the winter service operational plan to ensure the corporate objectives of the authority are supported by this Policy.
Policy Service Standards
1. Keep agreed priority routes and main bus routes free from snow and ice as far as reasonably practicable.
2. Clear agreed road and footway ‘Access Routes’ to all schools and education establishments within Midlothian during periods of snow.
3. Establish a ‘Resilient Network’ that will be the focus of available resources during prolonged snowfall in order to maintain economic activity and access to key services during disruptive events.
4. Establish cross boundary treatment arrangements through ELBF to improve efficient use of available resources.
5. Support facilities management staff within school grounds during periods of prolonged snow conditions, as required and as resources are available.
6. Support social / care centres in clearing pedestrian access routes in and around facilities.
7. Maintain waste collection services as far as possible, set up local collection points when and if conditions allow.
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Midlothian Council Winter Service Policy and Operational Plan
8. Treat NHS facilities within Midlothian as part of the priority route hierarchy and provide hand crews to clear footways and pedestrian access areas**
9. Support local community groups by providing bulk bags of salt / grit at pre agreed locations during periods of prolonged snow conditions.
** This service is carried out on a collaborative working agreement in place for all NHS Lothian facilities within the Midlothian Area, however, this does not include the Bonnyrigg Community Hospital where only assistance with snow clearing is required.
Winter Service Operational Plan
This Winter Service Operational Plan has been developed to take account of the requirements of the Code of Practice – Well Managed Highway Infrastructure to provide a dynamic and interactive plan that can meet changing circumstances.
Midlothian Council has an agreed and defined route priority hierarchy to ensure that maximum use is made of the available resources as follows:
Carriageway Priorities 1 Priority Routes: Important principal roads and bus routes – to hospitals, ambulance depots, fire stations and local danger spots (e.g. very steep hills) 2 Secondary Routes: Cross routes, connecting routes and accesses into industrial areas. 3 Tertiary Routes: Residential areas, other unclassified roads.
Footway Priorities 1 Priority Routes: Agreed ‘access routes’ to schools, health clinics / medical centres, and town centres. 2 Secondary Routes: Footways on hills and connecting footways 3 Tertiary Routes: Flat lying and residential areas These routes will be treated in accordance with the treatment matrix. Generally secondary and tertiary routes will only be treated during normal working hours.
Midlothian Council’s defined treatment route plans for carriageways and footways for pre-treatment and snow conditions are based upon the general maintenance
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hierarchy but adapted to take account of the factors identified in the Code of Practice and local conditions and priorities.
The Code of Practice recognises that during periods of severe weather it is reasonable that Midlothian Council may only treat a minimum ‘Resilient Network’ (defined routes only). As such some Priority, all Secondary and all tertiary routes may not be treated until the ‘Resilient Network’ routes are clear.
Midlothian Council carriageway and footway treatment routes can be found on Midlothian Council’s website
Network Hierarchy and Route Planning
Midlothian Council has allocated a network hierarchy rating to all roads within the area based on the Code of Practice. This hierarchy rating has been utilised along with the available resources to determine the route planning for treatment during winter to ensure as far as is reasonably practicable Midlothian Council discharges it’s duties under the Road (Scotland) Act 1984.
Decisions and Management Information
Midlothian Council takes full advantage of decision support systems and services from the ‘Met Office’ and ‘Vaisala’ to enable timely, efficient and accurate decision making.
The decision making process and recording Management Information of Winter Service operations is carried out in accordance with the Winter Service Manual and Procedures document.
Midlothian Council continually monitors performance during service delivery and responds to changing conditions or network incidents by analysing the treatment reports and feedback from stakeholders to ascertain where any improvements can be made as part of the annual review process of this document.
Resources and Operational Issues
Midlothian Council has available resources from the in house Roads Operations service based at Fushiebridge depot. Roads Operations manage and provide the winter weather/severe weather service throughout the year.
Roads Operations have agreements with Land and Countryside Services, Building Maintenance Services, Facilities Management and Waste Services to utilise available additional resources during periods of snowfall and other severe weather events.
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In addition to the above, through a framework contract, Roads Operations have a number of companies and equipment at their disposal during the winter to assist with winter and other duties on an as required basis.
A full list of the available resources is held by the Roads Operations and Asset Manager. This also shows where all resources are deployed and to what end.
The Roads Operations and Asset Manager has undertaken consultation with colleagues in Education, Health and Social Care, Travel Team, Leisure Services, Customer Services and local community groups to establish agreed service levels to deal with the many conflicting priorities of each service, matched to the available resources.
This co-ordination and collaboration Service Level Agreement is held by the Roads Operations and Asset Manager.
Winter Service Training and Development
Midlothian Council ensures that all HGV personnel involved in the winter service plan, are trained and experienced to demonstrate competence in delivery of their duties. Other winter service staff will have or are being trained by the Roads Operations Supervisor based at Fushiebridge depot.
In general all Roads Operations staff are trained to SVQ level 2 as a minimum.
An annual evaluation and review of training requirements is undertaken by the Roads Operations Supervisor to ensure all staff have the appropriate vocational and health and safety training / qualifications. Any identified training will be completed prior to the start of the winter season although some evidence based training and assessment can only take place during winter operations. A record of all training is held by the Roads Operations Supervisor at Fushiebridge Depot.
Midlothian Council carries out periodic exercises to test plans for responding to severe weather events, these exercises are usually carried out in early October, to ensure all equipment is operational and all staff are aware of their duties.
Plant, Vehicles, Materials and Resilience
Plant
9 number Mini tractors c\w snow scraper and gritter – Fushiebridge
2 number JCB 3CX shovels and 2 number JCB 2CX shovels – Fushiebridge
2 number Renault tractors c\w scraper and gritter – Stobhill 16 Winter Service Policy and Operational Plan for 2018 – 2019: Midlothian Council Page 210 of 218
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Other plant will be made available from framework contract partners.
Vehicles
4 number, 18t HGV gritters c\w snow scraper
4 number, 26t HGV gritters c\w snow scraper and 2 Hi Capacity ‘V’ ploughs
3 number, 3.5t gritter
4 number, 6t pick-up trucks, 2 with a gritter
2 number, 4x4 pick-up trucks with gritters and snow scrapers
All of the above are based at Fushiebridge Depot
2 number 3.5t pick-up truck with gritter based at Stobhill depot
All other pick-up’s and vans based at Stobhill depot will be utilised as necessary along with the available framework contract partners vehicles listed.
Materials
Midlothian Council obtains salt supplies for de-icing through the Scotland Excel (SE) contract, using ICL as the main supplier, with other suppliers available through the SE framework. Regular contact is maintained between the supplier and the Council to ensure that the supply is treated as a service rather than a simple commodity purchase.
In periods of extreme or prolonged conditions it may be necessary to obtain supplies from out-with the existing contracts and Midlothian Council will use this option as required and in collaboration with the Edinburgh, Lothian’s, Borders and Fife shadow joint committee (ELBF) collaborative working arrangements.
Stocks of road salt and grit are controlled by the Roads Operations and Asset Manager. A minimum stock of 3000t of 6mm low moisture salt is held prior to 1st November each year at Fushiebridge in the Salt dome, with further deliveries arranged as required throughout the winter period. This stockholding will be used for the road and footway network as well as the NHS facilities.
This stock of salt is subject to routine reporting on use and current levels to the Scottish Government and may be sequestered to provide mutual aid to other authorities. As such it is prudent to instigate conservation measures during periods of prolonged snowfall or low temperatures (i.e. mixing salt with grit, using grit only on footways and grit bins). This will be carried out as weather conditions, available salt stock and needs dictate. 17 Winter Service Policy and Operational Plan for 2018 – 2019: Midlothian Council Page 211 of 218
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This includes a stock of salt to be used in School grounds. This will also be managed by the Roads Operations and Asset Manager in order to monitor use.
A stock of 0/4mm grit will be available through the framework contract covering aggregates and this material is available from a number of local suppliers.
A supply of salt / grit mix from the main stock holding, for use by footway clearing crews is held at the following locations.
Tillicoultry Quarries, Newtongrange Plant – Framework Contract Partner
Stobhill depot, Newtongrange
These stocks ensure that footway clearing crews are able to go direct to their designated routes from their place of work, thus speeding up operational response times.
In addition to salt and grit, there is a stock of 1000 litres of a de-icing solution held. This solution is suitable for treatment down to minus 18 degrees Celsius and will be utilised using a vehicle mounted spray bar to treat known problem areas at these very low temperatures.
The weighbridge installed at Fushiebridge depot ensures the accurate recording of salt stock and usage, to allow accurate reporting to the Scottish Government.
Resilience
Resilience of salt stock is monitored by Transport Scotland. The level of resilience in the past has been used to determine delivery priorities of top up salt supplies to Local Authorities and Trunk Road Operators.
Midlothian Council will reduce the risk in 2018/19 by having a pre season stock holding of at least 3000t and the instigation of salt conservation measures when required. These measures proved very effective in maintaining a 24 hour service at all times during the severe weather of 2017/18
Information and Publicity
Prior to the start of winter Midlothian Council will publish information regarding the winter service provision along with answers to Frequently Asked Questions” on road 18 Winter Service Policy and Operational Plan for 2018 – 2019: Midlothian Council Page 212 of 218
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treatments in ice and snow conditions A self help leaflet will also be available in public buildings to assist members of the public.
The Communications and Marketing Team will advise the Emergency Management Team on public and general stakeholder feedback to any incident. They will also lead on the range of communication messages to staff, members of the public and stakeholders, as determined by the Emergency Management Team. This role includes liaising closely with other public communications leads within the East of Scotland Regional Resilience Partnership which includes the Scottish Government, Police Scotland and other Category 1 responders (as defined in the Civil Contingencies Act). Staff will be available to be called out 24 -7 on an agreed rota basis.
If the incident is sufficiently serious and far-reaching, members of the Communications and Marketing Unit will be seconded to the lead agency, normally the Police, for an unspecified time as part of the mutual aid arrangements.
The communications channels include: the Council’s Contact Centre, media relations, stakeholder relations in terms of voluntary organisations, Mid TV, www.midlothian.gov.uk, Facebook and Twitter.
The Communications and Marketing Unit will ensure regular and appropriate communications at least daily and more frequently depending on the incident and the Council’s continuing response. In addition to the above the Service Level Agreement states that the Midlothian Council Contact Centre may be required to operate on a 24 hour basis during any severe weather period. This will be agreed between the Head of Commercial Operations and the Head of Customer and Housing Services.
Post Snow Inspection and Maintenance
Once the snow has been removed from the road and footway network, the Roads Inspectors will inspect the network to ascertain defects in need of repair.
These inspections will be carried out generally in accordance with the Code of Practice and the Council’s Inspection and Recording Procedures.
It should be noted that due to the potential volume of defects caused by the conditions, it may not be possible to adhere to the timescales for inspection and subsequent repairs of Category 1(CAT1) defects as laid out in the Code of Practice.
Midlothian Council will however, allocate additional resources at their disposal to the repair of identified defects to mitigate as far as is reasonably practicable any delays in repairing CAT 1 defects.
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Midlothian Council will also check and replenish all public grit bins as soon as resources allow during and following the completion of snow clearance operations.
Furthermore all vehicles and plant will be cleaned, lubricated, checked / inspected and repaired as required following the completion of snow clearing operations
A debriefing session will be held at an appropriate time and place, involving representatives from all services and stakeholders to review the winter service operational plan.
Other Weather Emergencies – Climate Change Midlothian Council recognises that Climate change and in particular the previous periods of prolonged cold weather in 2009/10, 2010/11 and again in 2017/18 have an impact on the ability to deliver services. It should be noted that December 2015 was the wettest December on record.
As such this operational plan can be implemented at any time of year to deliver a service during any period of severe weather, including floods, high winds, and storms.
Additional supplementary resources are available including-
1 no Gully Motor
4 no pumps, various sizes
1 no towing jetter
Various Emergency response equipment, generators, lighting etc
Pallet Barrier flood defence system (90m in length)
This can be augmented with additional pumps and tankers from external parties on the framework contract, should conditions dictate.
Contingency Planning
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Contingency planning for severe weather or any other major event is covered by the Midlothian Council Emergency Plan and / or the Severe Weather plan, which should be read in conjunction with this plan. The Severe Weather Plan is updated on an annual basis.
Although as previously stated the resources and response available for winter can be readily utilised for other severe weather events.
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APPENDIX B
RESPONSES FROM ORGANISATIONS Organisation In what area did the Roads team In what areas did the service Is your organisation in agreement What areas of winter service Are there any areas of winter and its partners perform well? not perform well? with the Cou il’s wi ter would your organisation be willing service the Council should review? priorities? If not what else should to be involved in regarding a be considered? winter service? Rosewell and Priority roads cleared quickly. Some rural roads were In principle agree with priorities. Council could work with Consider dropping bags of grit at District CC Praise to the team for their efforts. neglected. 3 days before C55 However, feel welfare of livestock Federatio of CC’s to draw up known high risk areas to enable where 30 horses were liveried should be considered before emergency plans to give specific self- management. got treated. clearing residential streets guidance when needed. Review rural roads priority where Piles of snow blocking access parti ularly if do ot go out “ outs pla i g a grit i hu t livestock at risk. from side streets to main warning is in place. to ensure bins are stocked when roads. required. Idea could be adopted by others. Newtongrange CC Snow clearance service was Communication regarding the Can assist by sharing information acceptable. Cou il’s respo se ould e and relating it to the local area better. through social media. I for atio a out Cou il’s It would be a struggle to co- daily priorities. ordinate a physical response. Information to communities about their suggested priorities and care for the vulnerable. Bonnyrigg and For the most part priority routes Footpath clearing was poor. No argument with priorities in Lasswade CC kept clear. Ploughing caused barriers to principle. entrances. More effort put into keeping Footpaths at bus stops were footways clear. Areas around and an issue. Grit box system not to schools be given greater fit for purpose. priority. Roslin and Bilston Did well to get roads clear enough More attention to other roads. Priorities look realistic. More grit bins and greater Clear snow at bus stops to allow CC to allow buses to run. What’s the solutio to s ow resource to ensure bins are filled people to access the bus. piled onto footways? when required. Mayfield CC To be discussed at meeting.
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APPENDIX C
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