Notice of meeting and agenda
The City of Edinburgh Council
10.00 am, Thursday, 30 May 2013 Council Chamber, City Chambers, High Street, Edinburgh
This is a public meeting and members of the public are welcome to attend
C o n tac t Contact E-mail: [email protected]
Tel: 0131 529 4246 1. Order of business
1.1 Including any notices of motion and any other items of business submitted as urgent for consideration at the meeting.
2. Declaration of interests
2.1 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.
3. Deputations
3.1 If any
4. Minutes
4.1 The City of Edinburgh Council of 2 May 2013 – Special Meeting – submitted for approval as a correct record
4.2 The City of Edinburgh Council of 2 May 2013 – submitted for approval as a correct record
5. Questions
5.1 By Councillor Rose – Confidentiality Agreements – for answer by the Convener of the Finance and Budget Committee
6. Leader’s Report
6.1 Leader’s report (circulated)
7. Appointments
7.1 Appointments to Outside Bodies – report by the Director of Corporate Governance (circulated)
7.2 Lothian Buses plc – AGM – report by the Chief Executive (circulated)
The City of Edinburgh Council – 30 May 2013 Page 2 of 5 8. Reports
8.1 Capital Coalition Pledges Performance Monitoring to April 2013 – report by the Director of Corporate Governance (circulated)
8.2 Leith Waterworld –
(a) Progress on Community Bid – report by the Director of Corporate Governance (circulated)
(b) Potential Sale of Leith Waterworld – joint report by the Directors of Corporate Governance and Services for Communities (circulated)
Note: Members are advised that the report at item 8.2(b) above includes and option which, if accepted, would require a change to the Act of Council No 6 of 31 January 2013. This decision can only be changed if (1) the Lord Provost rules a material change in circumstances or (2) the Council agrees the decision was based on erroneous, incorrect or incomplete information (Standing Order 27).
8.3 Edinburgh Bid by Heriot-Watt University to host the National Performance Centre for Sport – report by the Director of Corporate Governance (circulated)
8.4 City of Edinburgh Council (Portobello Park) Bill – report by the Director of Children and Families (circulated)
8.5 Outcome of the Consultation Process for the Proposal to relocate Grassmarket Nursery School to Tollcross Primary School – report by the Director of Children and Families (circulated)
8.6 Trust in the Food We Eat – Motion by Councillor Booth – report by the Director of Services for Communities (circulated)
8.7 Zero Waste Project: Edinburgh and Midlothian Power Purchase - report by the Director of Services for Communities (circulated)
9. Motions
9.1 By Councillor Chapman – Blacklisting of Employees by Construction Firms
“Council
Notes the ongoing inquiry by the Scottish Affairs Committee into the blacklisting of employees by employers in the construction industry, many of which operate in Edinburgh;
Notes that blacklisting of employees by employers for raising concerns about safety standards and conditions at work is illegal;
The City of Edinburgh Council – 30 May 2013 Page 3 of 5 Condemns any form of blacklisting of employees by employers and opposes blacklisting and the compilation of blacklists;
Agrees, where legally possible, not to enter into contracts with any company that is found to make use of such blacklisting;
Calls for a report investigating which of the Council’s current contracts might be with companies using blacklists, and outlining the possible processes that do not pose legal or financial risk to the Council, that the Director of Corporate Governance could consider to:
- terminate these contracts - work with the companies to ensure such blacklisting ceases, and - ensure no further contracts are agreed with blacklisting companies.”
Carol Campbell Head of Legal, Risk and Compliance
Information about the City of Edinburgh Council meeting
The City of Edinburgh Council consists of 58 Councillors and is elected under proportional representation. The City of Edinburgh Council usually meets once a month and the Lord Provost is the Convener when it meets.
The City of Edinburgh Council usually meets in the Council Chamber in the City Chambers on the High Street in Edinburgh. There is a seated public gallery and the Council meeting is open to all members of the public.
Further information
If you have any questions about the agenda or meeting arrangements, please contact Allan McCartney, Committee Services, City of Edinburgh Council, City Chambers, High Street, Edinburgh EH1 1YJ, Tel 0131 529 4246, e-mail [email protected].
A copy of the agenda and papers for this meeting will be available for inspection prior to the meeting at the main reception office, City Chambers, High Street, Edinburgh.
The agenda, minutes and public reports for this meeting and all the main Council committees can be viewed online by going to www.edinburgh.gov.uk/cpol.
The City of Edinburgh Council – 30 May 2013 Page 4 of 5 Webcasting of Council meetings
Please note: this meeting may be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Lord Provost will confirm if all or part of the meeting is being filmed.
You should be aware that the Council is a Data Controller under the Data Protection Act. Data collected during this webcast will be retained in accordance with the Council’s published policy.
Generally the public seating areas will not be filmed. However, by entering the Council Chamber and using the public seating area, you are consenting to being filmed and to the possible use of those images and sound recordings for web casting or training purposes.
If you have any queries regarding this, please contact Committee Services on 0131 529 4105 or [email protected].
The City of Edinburgh Council – 30 May 2013 Page 5 of 5 Minutes Item No 4.1
The City of Edinburgh Council Special Meeting
Edinburgh, Thursday, 2 May 2013
Present:-
LORD PROVOST
The Right Honourable Donald Wilson
COUNCILLORS
Elaine Aitken Ricky Henderson Robert C Aldridge Dominic R C Heslop Norma Austin Hart Sandy Howat Nigel Bagshaw Allan G Jackson Jeremy R Balfour Karen Keil Gavin Barrie David Key Angela Blacklock Richard Lewis Chas Booth Alex Lunn Mike Bridgman Melanie Main Deidre Brock Mark McInnes Steve Burgess Adam McVey Andrew Burns Eric Milligan Ronald Cairns Joanna Mowat Steve Cardownie Jim Orr Maggie Chapman Lindsay Paterson Maureen M Child Ian Perry Bill Cook Alasdair Rankin Nick Cook Vicki Redpath Gavin Corbett Cameron Rose Cammy Day Frank Ross Denis C Dixon Jason G Rust Karen Doran Alastair Shields Paul G Edie Stefan Tymkewycz Catherine Fullerton David Walker Paul Godzik Iain Whyte Joan Griffiths Norman Work Bill Henderson
1. Review of Scheme for Community Councils
The outcome of the first statutory consultation period on the review of the City of Edinburgh Community Council Scheme was detailed. Approval was sought for a number of changes to the scheme
Decision
1) To approve the changes outlined in sections 2.9 to 2.15 of the report by the Director of Services for Communities.
2) To approve the procedure outlined in paragraph 2.15 of the report for amending small scale Community Council boundaries.
3) To approve the change in membership numbers for Portobello Community Council outlined in sections 2.16 to 2.21 of the report.
4) To approve the revised draft Scheme as detailed in Appendix 1 to the report for a second period of statutory consultation from 6 May to 31 May 2013.
5) To note that the Local Government (Scotland) Act 1973 required that any change to the Scheme of Community Councils be passed by not less than two thirds of members present at the meeting and that the decision had been agreed by the majority of all elected members, with 54 elected members present when this item was unanimously agreed.
(References – Act of Special Council No 1 of 13 December 2012; report by the Director of Services for Communities, submitted.)
The City of Edinburgh Council (Special Meeting) – 2 May 2013 Page 2 of 2 Minutes Item No 4.2
The City of Edinburgh Council
Edinburgh, Thursday, 2 May 2013
Present:-
LORD PROVOST
The Right Honourable Donald Wilson
COUNCILLORS
Elaine Aitken Ricky Henderson Robert C Aldridge Dominic R C Heslop Norma Austin Hart Sandy Howat Nigel Bagshaw Allan G Jackson Jeremy R Balfour Karen Keil Gavin Barrie David Key Angela Blacklock Richard Lewis Chas Booth Alex Lunn Mike Bridgman Melanie Main Deidre Brock Mark McInnes Steve Burgess Adam McVey Andrew Burns Eric Milligan Ronald Cairns Joanna Mowat Steve Cardownie Jim Orr Maggie Chapman Lindsay Paterson Maureen M Child Ian Perry Bill Cook Alasdair Rankin Nick Cook Vicki Redpath Gavin Corbett Cameron Rose Cammy Day Frank Ross Denis C Dixon Jason G Rust Karen Doran Alastair Shields Paul G Edie Stefan Tymkewycz Catherine Fullerton David Walker Paul Godzik Iain Whyte Joan Griffiths Norman Work Bill Henderson
1. Councillor Tom Buchanan
The Council observed a minute’s silence in memory of Councillor Tom Buchanan who had died on 3 April 2013.
The Lord Provost, Councillor Cardownie, Councillor Burns, Councillor Rose, Councillor Burgess and Councillor Edie all paid tribute to his 6 years of service to the city, his constituents and the city’s economic development as a member of the City of Edinburgh Council.
2. Minutes
Decision
To approve the minute of the Council of 14 March 2013 as a correct record.
3. Questions
The questions put by members to this meeting and the written answers are contained in Appendix 1 to this minute.
4. Leader’s Report
The Leader presented his report to the Council. The Leader commented on:
• Des Ryan, Chief Executive, Edinburgh Cyrnians who died earlier in the week
• Family Nurse Partnership
• Stage 2 Bid for a National Performance Centre for Sport at Heriot Watt University
The following questions/comments were made:
Councillor Cardownie - Congratulations to Barbara McDonald for charity work with an orphanage in Dnipropetrovsk - Princes Street Gardens – state of disrepair
Councillor Rose - Princes Street Gardens – state of disrepair - Disappointment at Capital Coalition’s lack of progress after one year in office
Councillor Burgess - UK Supreme Court Judgement – fine for failing air quality standards – spread of pollution
Councillor Aldridge - Congratulations to the Children and Families Team on receiving a excellent report on their pilot report Services to Children and Young People in the City of Edinburgh
The City of Edinburgh Council – 2 May 2013 Page 2 of 29 Councillor Shields - Plans by Edinburgh Leisure to close Port Edgar Sailing School – level of consultation Councillor Tymkewycz - Engagement with the Scottish Parliament in regard to the forthcoming referendum
Councillor Mowat - To welcome the constructive approach by the Council with the implementation of the Welfare changes
Councillor Lewis - National Performance Centre for Sport
Councillor Lunn - Congratulations to Giacomo Modica for his work with establishing and running St Ninians Youth Club since 1995.
Councillor Work - Congratulations to the Council’s Housing Service for their approach towards those tenants who may be affected by Welfare reforms
5. Electoral Ward No 16 Liberton/Gilmerton – By-Election Arrangements
Arrangements to hold a by-election on Thursday 20 June 2013 for Ward No 16 Liberton/Gilmerton, following the death of Councillor Buchanan, were detailed. Decision
1) To note the date of poll and count arrangements for the by-election in Ward 16: Liberton/Gilmerton.
2) To note the poll and count arrangements.
3) To approve the proposed fees for polling staff.
4) To release such officers as are required to work on polling and count preparation, the poll itself, postal vote processing and the count.
(Reference – report by the Returning Officer, submitted.)
6. Review of Appointments to Committees, Boards and Joint Boards for 2013/14
The Council was invited to appoint members to Committees, Boards and Joint Boards for the municipal year 2013/2014.
The City of Edinburgh Council – 2 May 2013 Page 3 of 29 Decision
1) To appoint Councillor Burns and Councillor Cardownie as Leader and Depute Leader of the Council, respectively.
2) To approve the Conveners and Vice-Conveners of the Corporate Policy and Strategy Committee, Executive Committees and other Committees of the Council as detailed in Appendix 2 to this minute.
3) To approve the members of the Corporate Policy and Strategy Committee, Executive Committees and other Committees of the Council as detailed in Appendix 3 to this minute.
4) To approve the members of the Neighbourhood Partnerships as detailed in Appendix 4 to this minute.
5) To approve the members of the Licensing Board, Joint Board and Joint Committees as detailed in Appendix 5 to this minute.
6) To agree that Councillors appointed to the following positions would be designated Senior Councillors with the level of remuneration based on the percentage of the Leader’s salary as follows
• Depute Leader of the Council – 75%
• Depute Convener – 50%
• Conveners of Culture and Sport, Economy, Education, Children and Families, Finance and Budget, Health, Wellbeing and Housing, Transport and Environment, Planning and Regulatory - 65%
• Convener of Communities and Neighbourhoods – 45%
• Convener of Licensing Board – 60%
• Convener of Governance, Risk and Best Value – 50%
• Vice Conveners of Culture and Sport, Economy, Education, Children and Families, Finance and Budget, Health, Wellbeing and Housing, Transport and Environment, Planning and Regulatory – 45%
• Vice Convener of Communities and Neighbourhoods – 40%
• Opposition Group Leaders (Conservative and Green) – 50%
7) As part of the political governance review to assess strategically the number of member posts within the Council which required additional responsibility and/or workload, including posts associated with a strengthened neighbourhood
The City of Edinburgh Council – 2 May 2013 Page 4 of 29 function; report on the number of such posts and the degree of additional responsibility each attracted; and set out options;
a) for distributing them within the overall limit on remuneration and numbers set by the Scottish Government;
b) as to whether there was a case to be made for greater flexibility in overall post numbers within the same overall funding package.
(Reference – report by the Director of Corporate Governance, submitted.)
7. Appointments to Outside Bodies
Vacancies had arisen on the Edinburgh Tourism Action Group, the new Edinburgh Area Support Team (Children’s Panel), the Board of Edinburgh International Festival and EDI following invitations to appoint new members or resignations from current members. The Council was invited to appoint members.
Decision
1) To appoint Councillor Ross to the Edinburgh Tourism Action Group.
2) To appoint Councillor Redpath to the Edinburgh Area Support Team (Children’s Panel)
3) To appoint Councillor Booth to the Edinburgh International Festival Council Board of Directors.
4) To appoint Councillor Day to EDI.
(Reference – report by the Director of Corporate Governance, submitted.)
8. Elected Member Representation at the Edinburgh Alcohol and Drug Partnership Executive
The Council had agreed to investigate the possibility of elected member representation at the Edinburgh Alcohol and Drug Partnership. Details were provided on the review of the Terms of Reference of the Partnership and it had been agreed that a Councillor from the Coalition administration be invited to become a member.
Decision
1) To note the report by the Director of Health and Social Care.
2) To appoint Councillor Bill Cook as the elected member on the Edinburgh Alcohol and Drug Partnership and Councillor Work as substitute member.
(References – Act of Council No 10 of 26 April 2012; report by the Director of Health and Social Care, submitted.)
The City of Edinburgh Council – 2 May 2013 Page 5 of 29 9. Governance – Operational Governance Framework and Webcasting Protocol
The Council had noted progress on the review and future development of the operational governance framework on 20 September 2013.
The annual review of the key elements of the Council’s operational governance framework was provided.
Decision
1) To repeal the existing Standing Orders for Council and Committee Meetings, Committee Terms of Reference and Delegated Functions, Financial Regulations, Webcasting Protocol and Regulations for the appointment of Religious, Teacher and Parent Representatives and approve in their place appendices two to six of the report by the Director of Corporate Governance, such repeal and approval to take effect from 6 May 2013.
2) To delegate authority to the Director of Corporate Governance to take such actions and make such minor adjustments to the documents set out in appendices 3 to 9 of the report as might be necessary to implement the decisions of the Council in relation to the report.
3) To note that there were no amendments to the Scheme of Delegation or Guidance for the appointment of consultants.
4) To note that consultation on a revised Member/Officer Protocol would commence in line with the review of political management arrangements.
5) In Appendix 2 to the report by the Director of Corporate Governance – Procedural Standing Orders, to insert in the Notice of Meetings 4.1(b) after “called” the additional wording – “only if good reason is shown for failure to send such a summons”.
6) In Appendix 2 to the report by the Director of Corporate Governance – Procedural Standing Orders, to insert in the Debate at 20.3 after “mover” the words “and seconder” of any motion…..
The City of Edinburgh Council – 2 May 2013 Page 6 of 29 7) In Appendix 3 to the report by the Director of Corporate Governance – Committee Terms of Reference and Delegated Functions – Section A – General to insert a new paragraph 3 as follows and renumber thereafter –
Membership of Committees
Committee membership will be proportionate according to the elected representation of political parties unless expressly agreed otherwise at a meeting of the Full Council.
(References – Act of Council No 8 of 20 September 2012; report by the Director of Corporate Governance, submitted.)
10. Governance - Review of Political Management Arrangements
The Council had agreed to review the new political management arrangements after six months of operation.
It was proposed, to ensure all relevant information and experience could be taken into account, that a final report be considered by the Council in October 2013 after one full year of operation. Details were provided on the proposed approach for consultation, engagement and reporting on the review of the political management arrangements.
Decision
To agree the proposed approach and timescales for the Review of Political Management Arrangements.
(References – Act of Council No 8 of 20 September 2012; report by the Director of Corporate Governance, submitted.)
11. “Privilege” for the 1st Battalion Scots Guards
Details were provided on the proposal to confer the “privilege” of marching through the city without prior permission “with drums beating, bayonets fixed and colours flying” to the 1st Battalion Scots Guards.
Decision
To grant the “privilege” of marching through the city without prior permission “with drums beating, bayonets fixed and colours flying” to the 1st Battalion Scots Guards.
(References – Finance and Budget Committee 21 March 2013 (item 9); report by the Director of Corporate Governance, submitted.)
The City of Edinburgh Council – 2 May 2013 Page 7 of 29 12. New Capital Projects – Children and Families
The Council had agreed £10.5m for further capital investment in the Children and Families estate.
Approval was sought to the proposed use of the funding which had been identified following the principle of giving priority to issues of sufficiency ie those projects necessary for the Children and Families estate to have sufficient capacity to meet the expected demand for the services it must provide.
Motion
To approve the proposed uses of the £10.5m identified for further capital investment in the Children and Families estate as set out in the report by the Director of Children and Families.
- moved by Councillor Godzik, seconded by Councillor Fullerton
Amendment
To approve the proposed uses of the £10.5m identified for further capital investment in the Children and Families estate as set out in the report by the Director of Children and Families subject to the adjustment that specific provision be made to undertake the essential work to the gym hall/dining hall problems in all 3 primary schools referred to in paragraph 3.19 of Appendix 1 to the report and that the remaining programme be adjusted and re-phased accordingly.
- moved by Councillor Aldridge, seconded by Councillor Shields
Voting
The Voting was as follows:
For the motion - 50 votes For the amendment - 3 votes
Decision
To approve the motion by Councillor Godzik.
(References – Act of Council No 1 of 7 February 2013; report by the Director of Children and Families, submitted.)
13. Capital Investment Programme 2013/14 – Children and Families Asset Management Works Budget Update
The Finance and Budget Committee had referred a report on the Capital Investment Programme 2013/14 –Children and Families Asset Management Works Budget Update.
The City of Edinburgh Council – 2 May 2013 Page 8 of 29 Decision
To note the report.
(Reference – report by the Head of Legal, Risk and Compliance, submitted.)
14. Water of Leith Flood Prevention Scheme Phase 1
An update was given on the progress of Phase 1 of the Water of Leith Flood Prevention Scheme which was scheduled to be completed by August 2013. Details were provided on a dispute which had arisen with the Contractor over costs and the mediation process which the Council had been engaged in involving unforeseen ground conditions, difficulties in piling, access and weather conditions.
Decision
1) To note the approval of the Minute of Variation entered into between the Council and Lagan Construction Limited on 9 April 2013 in relation to a fixed cost of £23.5m and programmed completion date of 31 August 2013 for the construction of Phase 1, under A3.1 of the Council’s Committee terms of reference and Delegated Functions.
2) To note that a report on the project would be submitted to the Governance, Risk and Best Value Committee in summer 2013, this report to take account of the Lessons Learned report to be submitted to Transport and Environment Committee on 4 June 2013 and to include a detailed analysis of how the works were contracted, why there had been a doubling of costs and how such outcomes for major capital projects in the future could be prevented and what, if any structural or organisational changes were required to achieve this.
3) To note the revised governance arrangements.
4) To note that a report on Phase 2 would be being submitted to the Transport and Environment Committee on 4 June 2013 and agree that that report include an examination of alternative solutions (including less heavily-engineered and natural flood defences, where possible) in order to match the flood defences to the potentially altered funding situation and further reduce their impact on the environment and surrounding properties.
5) To refer the report and the Council decision to the Finance and Budget Committee.
(Reference – report by the Director of Services for Communities, submitted.)
15. National Housing Trust Procurement (Phase 2B)
The Scottish Government and Scottish Futures Trust had invited Local Authorities to participate in a fresh procurement round of the National Housing Trust (NHT2B).
The City of Edinburgh Council – 2 May 2013 Page 9 of 29 Previous National Housing Trust phases had delivered large numbers of affordable homes in a cost-effective and low risk manner for the Council.
Approval was sought for the Council to participate in the next round which would enable it to comply with the Official Journal of the European Union process and procurement timescales.
Decision
1) To agree to confirm to Scottish Government that the Council was interested in participating in NHT2B, and that this participation would be in the range of 60- 200 homes.
2) To agree to use the £9.179m remaining from previous NHT procurement rounds, which was no longer required for the Council’s On Lending scheme. To support this participation and to increase borrowing by up to a further £15m to allow capacity to deliver up to 200 homes through NHT2B.
3) In light of the very significant expectations being placed on the National Housing Trust model in delivering the affordable homes programme, to request a report to the Health, Wellbeing and Housing Committee before October 2013 on the current and predicted impact of the NHT model, with specific but not exclusive reference to;
a) the profile of NHT tenants and how it compared to the profile of tenants in social housing and the profile of applicants on Edindex;
b the rents being charged in NHT properties and how they compared to Local Housing Allowance rates and median private rented sector rents;
c) the extent to which the NHT funding model was future-proofed against the trend in local housing allowance rates over the 5-10 year funding period; and
d) options for ensuring that properties were not lost to the mainstream private sales market once the rental period was over.
(References – Act of Council No 9 of 19 August 2012; report by the Director of Services for Communities, submitted.)
16. Road Services Term Service Contracts Covering the Period 12 May to 30 September 2013
Approval was sought for a further extension of the Council’s current Road Services Term Service Contract which was due to end on 12 May 2013.
The City of Edinburgh Council – 2 May 2013 Page 10 of 29 Decision
To approve a further extension of the Council’s Road Services Term Service Contracts which ended on 12 May 2013, until 30 September 2013.
(Reference – report by the Director of Services for Communities, submitted.)
17. Handicabs – Motion by Councillor Hinds
The following motion by Councillor Hinds was submitted in terms of Standing Order 16:
“Council congratulates Handicabs on 30 years of providing an accessible transport service to people in Edinburgh and the Lothians and asks the Lord Provost to recognise this in an appropriate manner.”
Decision
To approve the motion by Councillor Hinds.
18. Hibernian Football Club – Motion by Councillor Tymkewycz
The following motion by Councillor Tymkewycz was submitted in terms of Standing Order 16:
“Council congratulates Hibernian on reaching the final of the Scottish Cup. Council agrees that should Hibernian be victorious, arrangements be made for a Civic Reception to recognise this occasion. Council should also prepare with partners to identify and accommodate the best open-top bus route for such a successful outcome.”
Decision
To approve the motion by Councillor Tymkewycz.
19. Vegware and Sustainable Economy – Motion by Councillor Corbett
The following motion by Councillor Corbett was submitted in terms of Standing Order 16:
“Council
1. Congratulates Polwarth-based eco-packaging company Vegware on winning overall UK Business of the Year in the 2013 Federation of Small Businesses Streamline Awards; and for receiving the Queen’s Award for Enterprise in Sustainable Development.
2. Welcomes the company tripling its office space in Edinburgh to accommodate UK and international business growth.
The City of Edinburgh Council – 2 May 2013 Page 11 of 29 3. Recognises that the success of Vegware illustrates that economic and environmental sustainability can and should be aligned.”
Decision
To approve the motion by Councillor Corbett.
20. Craigmillar Boxing Club – Motion by Councillor Walker
The following motion by Councillor Walker was submitted in terms of Standing Order 16:
“Council congratulates Craigmillar Boxing Club on their magnificent sporting achievement and the wonderful activities and opportunities they have provided for generations of youngsters in Craigmillar over the past 50 years.
The club has produced many outstanding boxers over the years and has been the breeding ground for Scottish, European, Commonwealth and World Champions. The club presently has two Scottish Champions and a Scottish Silver medallist and has the possibility of sending three representatives to the 2014 Commonwealth Games in Glasgow.
More than 100 people use the club’s facilities on a weekly basis and the health, fitness and sports programmes available at the centre offer participants a sense of worth, self- esteem and discipline and in turn keep many young people off the streets and away from crime, violence and anti-social behaviour.
Council acknowledges the contribution that the Craigmillar Boxing Club has made to Craigmillar, Edinburgh and Scottish sport over the past 50 years, thanks all those that have contributed towards its success over the years and asks the Lord Provost to recognise this in an appropriate manner.”
Decision
To approve the motion by Councillor Walker.
21. Heriot Watt University – Bid to become Scotland’s new National Performance Centre for Sport –Motion by Councillor Lewis
The Lord Provost ruled that the following item, notice of which had been given at the start of the meeting, be considered as a matter of urgency in order to highlight the Council’s bid to promote support for its Phase 2 bid.
The following motion by the Councillor Lewis was submitted in terms of Standing Order 16.2:
“The Council congratulates Heriot-Watt University in reaching the short-list for stage 2 of the process to become the home of Scotland’s new National Performance Centre for
The City of Edinburgh Council – 2 May 2013 Page 12 of 29 Sport. The stage 1 bid was supported by the City of Edinburgh Council and we now look forward to working closely with the University and utilising all of the appropriate resources and expertise we have to offer in order to present a world class stage 2 application, that has the full support of the Council, by the deadline of 5 July 2013.”
Decision
To approve the motion by Councillor Lewis.
The City of Edinburgh Council – 2 May 2013 Page 13 of 29 Appendix 1 (As referred to in Act of Council No 3 of 2 May 2013)
QUESTION NO 1 By Councillor Rust for answer by the Leader of the Council at a meeting of the Council on 2 May 2013
Army Basing Review
Question (1) What meetings, internal or external, of the Council officer working group established following my motion to Full Council of August 2011 have taken place since the Army Basing Review was announced by the UK Government on 5 March 2013?
Answer (1) Following the announcement on 5 March 2013 an initial, internal meeting of the Council’s Army Basing Review Working Group was held on 28 March 2013. A further meeting was held on 1 May 2013 and attended by representatives of the Army’s Edinburgh Garrison.
The Defence Infrastructure Organisation (DIO) which has responsibility for the Ministry of Defence’s (MOD) built estate was invited to attend both meetings but declined, stating that they are not yet in a position to share further details regarding their plans for the Defence sites in the Edinburgh area.
(2) Who from the Council attends these meetings and from what departments/teams?
Answer (2) The Army Basing Review Working Group comprises: Steve McGavin (Chair), Economic Development, SfC Craig Torrance, Economic Development, SfC Nick Croft, Equalities Manager, Corporate Governance Debbie Herbertson, Housing and Regeneration, SfC Nancy Jamieson, Development Management, SfC Ewan Kennedy, Transport, SfC Moyra Wilson, Education, Children & Families Chris Wilson, communications, Corporate Governance
The City of Edinburgh Council – 2 May 2013 Page 14 of 29 (3) What liaison has there been with local elected members, Neighbourhood Partnerships and Community Councils since 5 March 2013?
Answer (3) The proposed changes to the Defence estate in Edinburgh, as announced by the Secretary of State for Defence on 5 March 2013, were reported to the Health, Wellbeing and Housing Committee on 23 April 2013 within a report on the Strategic Defence and Security Review.
Minutes of the Army Basing Review Working Group meeting on 28 March 2013 were circulated for information to the West and South West Neighbourhood Managers. Future action notes and minutes of meetings between the MOD/DIO and the Army Basing Review Working Group will be reported to the Neighbourhood Management Implementation Board for review and will be circulated to local elected members.
The City of Edinburgh Council – 2 May 2013 Page 15 of 29
QUESTION NO 2 By Councillor Rust for answer by the Leader of the Council at a meeting of the Council on 2 May 2013
Costs of a “Co-operative Council”
Question (1) How many of the 38 Administration Councillors were elected on a “Co-operative Party” ticket at the local elections in May 2012?
Answer (1) One
(2) What costs were incurred by the Council in hosting the Edinburgh Co-operative Programme on Friday 7th September 2012?
Answer (2) £1,577.09
(3) How many “core staff” are employed in the Council’s Co- operative Development Unit and at what salary cost?
Answer (3) The CDU has no core staff
(4) Please detail all travel, accommodation and any ancillary costs incurred by members and officers in relation to all exploratory visits/trips or the like to date (whether met from departmental budgets or set against individual allowances) in relation to advancing the notion of a co-operative council.
Answer (4) Elected Members and officers involved in developing social care, energy, child-care and housing coops have undertaken visits to exemplar coops. These visits have cost a total of £2,567.26
(5) Under what auspices is the term “Co-operative Capital” used by the Council and what organisations or businesses external to the Council, but based within the City of Edinburgh have “signed up” to this?
The City of Edinburgh Council – 2 May 2013 Page 16 of 29 Answer (5) The term is applied to describe the Council and partners’ approach to strengthening the potential application of coop models and to increasing the use of a cooperative approach in designing services.
Sectors across the city have not been asked or required to ‘sign-up’ to this way of working.
The City of Edinburgh Council – 2 May 2013 Page 17 of 29 Appendix 2 (As referred to in Act of Council No 6 of 2 May 2013) APPOINTMENTS FOR 2013/14 CONVENERS AND VICE CONVENERS OF COMMITTEES
EXECUTIVE COMMITTEES Corporate Policy and Strategy Convener: Councillor Burns Vice-Convener: Councillor Cardownie
Communities and Neighbourhoods Convener: Councillor Child Vice-Convener: Councillor Bill Henderson
Culture and Sport Convener: Councillor Lewis Vice-Convener: Councillor Austin Hart
Economy Convener: Councillor Ross Vice-Convener: Councillor Munro
Education, Children and Families Convener: Councillor Godzik Vice-Convener: Councillor Fullerton
Finance and Budget Convener: Councillor Rankin Vice Convener: Councillor Bill Cook
Health, Wellbeing and Housing Convener: Councillor Ricky Henderson Vice-Convener: Councillor Day
Transport and Environment Convener: Councillor Hinds Vice-Convener: Councillor Orr
OTHER COMMITTEES
Governance, Risk and Best Value Convener: Councillor Balfour
Interim Police and Fire and Rescue Convener: Councillor Bridgman Review Committee Vice-Convener: Councillor Lunn
Leadership Advisory Panel Convener: Councillor Burns
Petitions Convener: Councillor Chapman (Green Group member as Convener)
Pensions Convener: Councillor Child
The City of Edinburgh Council – 2 May 2013 Page 18 of 29 Planning/Development Convener: Councillor Perry Management Sub Vice-Convener: Councillor Howat
Regulatory/Licensing Sub Convener: Councillor Barrie Vice Convener: Councillor Blacklock
Committee on the Jean F Watson Convener: To be appointed from Bequest agreed Committee membership
APPEALS
Committee on Discretionary Rating Convener: To be appointed from Appeals agreed Committee membership Personnel Appeals Committee Convener: Councillor Austin Hart
Committee on Pupil/Student Convener: Councillor Godzik Support
Placing in Schools Appeals Independent Chairperson
Social Work Complaints Review Independent Chairperson Committee
RECRUITMENT
Recruitment Committee Convener: Council Leader
The City of Edinburgh Council – 2 May 2013 Page 19 of 29 Appendix 3 (As referred to in Act of Council No 6 of 2 May 2013) APPOINTMENTS 2013/14
MEMBERSHIP OF COMMITTEES
Corporate Policy and Strategy Committee – 15 members – 5 Labour, 4 Scottish National Party, 3 Conservative, 2 Green, 1 Scottish Liberal Democrat
Leader of the Council (Councillor Burns) Convener of the Health, Wellbeing and (Convener) Housing Committee (Councillor Ricky Deputy Leader of the Council (Councillor Henderson) Cardownie) (Deputy Convener) Convener of the Transport and Convener of the Communities and Environment Committee (Councillor Neighbourhood Committee (Councillor Hinds) Child) Councillor Rose Convener of the Culture and Sport Councillor Mowat Committee (Councillor Lewis) Councillor Nick Cook Convener of the Economy Committee Councillor Burgess (Councillor Ross) Councillor Chapman Convener of the Education, Children and Councillor Edie Families Committee (Councillor Godzik) Convener of the Finance and Budget Committee (Councillor Rankin)
EXECUTIVE COMMITTEES
Communities and Neighbourhoods Committee – 15 members – 6 Labour (including the Leader of the Council as an ex officio member), 5 Scottish National Party (including the Deputy Leader of the Council as an ex officio member), 2 Conservative, 1 Green, 1 Scottish Liberal Democrat
Councillor Child (Convener) Councillor McVey Councillor Gardner Councillor Jackson Councillor Keil Councillor McInnes Councillor Lunn Councillor Bagshaw Councillor Walker Councillor Edie Councillor Bridgman Leader (ex officio) Councillor Cairns Deputy Leader (ex officio) Councillor Bill Henderson (Vice-Convener)
The City of Edinburgh Council – 2 May 2013 Page 20 of 29
Culture and Sport Committee – 15 members – 6 Labour (including the Leader of the Council as an ex officio member), 5 Scottish National Party (including the Deputy Leader of the Council as an ex officio member), 2 Conservative, 1 Green, 1 Scottish Liberal Democrat
Councillor Austin Hart (Vice Convener) Councillor Bill Henderson Councillor Doran Councillor Paterson Councillor Gardner Councillor Balfour Councillor Milligan Councillor Booth Councillor Munro Councillor Shields Councillor Lewis (Convener) Leader (ex officio) Councillor Cairns Deputy Leader (ex officio) Councillor Fullerton
Economy Committee – 15 members – 6 Labour (including the Leader of the Council as an ex officio member), 5 Scottish National Party (including the Deputy Leader of the Council as an ex officio member), 2 Conservative, 1 Green, 1 Scottish Liberal Democrat
Councillor Austin Hart Councillor Barrie Councillor Milligan Councillor Paterson Councillor Munro (Vice Convener) Councillor Rust Councillor Bill Cook Councillor Corbett Councillor Blacklock Councillor Edie Councillor McVey Leader (ex officio) Councillor Rankin Deputy Leader (ex officio) Councillor Ross (Convener)
Education, Children and Families Committee – 22 members – 8 Labour (including the Leader of the Council as an ex officio member), 7 Scottish National Party (including the Deputy Leader of the Council as an ex officio member), 4 Conservative, 2 Green, 1 Scottish Liberal Democrat
Councillor Godzik (Convener) Councillor Lewis Councillor Milligan Councillor Howat Councillor Child Councillor Rust Councillor Redpath Councillor Aitken Councillor Austin Hart Councillor Nick Cook Councillor Day Councillor Jackson Councillor Lunn Councillor Main Councillor Key Councillor Corbett Councillor Dixon Councillor Aldridge Councillor Fullerton (Vice-Convener) Leader (ex officio) Councillor Brock Deputy Leader (ex officio)
Added Members for Education Matters A Craig Duncan (Church of Scotland) John Swinburne (Teacher Representative) Ms Marie Allan (Roman Catholic) Lindsay Law (Parent representative) Rev Thomas Coupar (The Robin Chapel) Allan Crosbie (Teacher Representative)
The City of Edinburgh Council – 2 May 2013 Page 21 of 29
Finance and Budget Committee – 15 members – 6 Labour (including the Leader of the Council as an ex officio member), 5 Scottish National Party (including the Deputy Leader of the Council as an ex officio member), 2 Conservative, 1 Green, 1 Scottish Liberal Democrat
Councillor Bill Cook (Vice Convener) Councillor Ross Councillor Ricky Henderson Councillor Whyte Councillor Griffiths Councillor Jackson Councillor Walker Councillor Corbett Councillor Godzik Councillor Edie Councillor Rankin (Convener) Leader (ex officio) Councillor McVey Deputy Leader (ex officio) Councillor Dixon
Health, Wellbeing and Housing Committee – 17 members – 6 Labour (including the Leader of the Council as an ex officio member), 5 Scottish National Party (including the Deputy Leader of the Council as an ex officio member), 3 Conservative, 2 Green, 1 Scottish Liberal Democrat
Councillor Ricky Henderson (Convener) Councillor Aitken Councillor Day (Vice Convener) Councillor Heslop Councillor Gardner Councillor Rust Councillor Doran Councillor Chapman Councillor Griffiths Councillor Burgess Councillor Bridgman Councillor Shields Councillor Howat Leader (ex officio) Councillor Orr Deputy Leader (ex officio) Councillor Work
Transport and Environment Committee – 17 members – 6 Labour (including the Leader of the Council as an ex officio member), 5 Scottish National Party (including the Deputy Leader of the Council as an ex officio member), 3 Conservative, 2 Green, 1 Scottish Liberal Democrat
Councillor Hinds (Convener) Councillor Mowat Councillor Keil Councillor Jackson Councillor Doran Councillor McInnes Councillor Perry Councillor Bagshaw Councillor Gardner Councillor Booth Councillor Orr (Vice-Convener) Councillor Aldridge Councillor Barrie Leader (ex officio) Councillor Bill Henderson Deputy Leader (ex officio) Councillor Brock
The City of Edinburgh Council – 2 May 2013 Page 22 of 29
OTHER COMMITTEES
Governance, Risk and Best Value Committee – 13 members – 5 Labour, 4 Scottish National Party, 2 Conservative, 1 Green, 1 Scottish Liberal Democrat
Councillor Blacklock Councillor Ross Councillor Gardner Councillor Tymkewycz Councillor Keil Councillor Balfour (Convener) Councillor Munro Councillor Whyte Councillor Lunn Councillor Main Councillor Howat Councillor Shields Councillor Orr
Interim Police and Fire and Rescue Review Committee – 9 members – 3 Labour, 3 Scottish National Party, 2, Conservative1 Green
Councillor Cook Councillor Tymkewycz Councillor Lunn (Vice-Convener) Councillor Aitken Councillor Walker Councillor Mowat Councillor Barrie Councillor Main Councillor Bridgman (Convener)
Petitions Committee – 10 members – 3 Labour, 3 Scottish National Party, 2 Conservative, 1 Green, 1 Scottish Liberal Democrat
Councillor Gardner Councillor Dixon Councillor Redpath Councillor Balfour Councillor Keil Councillor Paterson Councillor Key Councillor Chapman (Convener) Councillor Orr Councillor Edie
Pensions Committee – 5 members – 2 Labour, 2 Scottish National Party, 1 Conservative
Councillor Child (Convener) Councillor Rankin Councillor Bill Cook Councillor Rose Councillor Orr
Planning Committee/Development Management Sub-Committee 15 members – 5 Labour, 6 Scottish National Party, 3 Conservative, 1 Green
Councillor Perry (Convener) Councillor Ross Councillor Child Councillor Brock Councillor Milligan Councillor McVey Councillor Griffiths Councillor Heslop Councillor Blacklock Councillor Mowat Councillor Howat (Vice-Convener) Councillor Rose Councillor Cairns Councillor Bagshaw Councillor Dixon
The City of Edinburgh Council – 2 May 2013 Page 23 of 29
Planning Local Review Body – All members of the Planning Committee comprising three panels as follows:
Panel 1 Councillor Perry Councillor Dixon Councillor Cairns Councillor Mowat Councillor Griffiths
Panel 2 Councillor Ross Councillor Blacklock Councillor Milligan Councillor Rose Councillor McVey
Panel 3 Councillor Child Councillor Heslop Councillor Brock Councillor Bagshaw Councillor Howat
Regulatory Committee/Licensing Sub-Committee – 9 members – 3 Labour, 3 Scottish National Party, 2 Conservative, 1 Green
Councillor Gardner Councillor Bill Henderson Councillor Blacklock (Vice-Convener) Councillor Aitken Councillor Redpath Councillor Heslop Councillor Barrie (Convener) Councillor Burgess Councillor Cairns
Leadership Advisory Panel – 5 members of the Council plus 3 statutory representatives, appointed by the Education, Children and Families Committee when considering education business
Leader of the Council (Convener) Green Group Leader Deputy Leader of the Council Scottish Liberal Democrat Group Leader Conservative Group Leader
Administration of Trust Funds
Committee on the Jean F Watson Bequest – 8 members plus one nominee of Friends of the City Arts Centre and two nominees of Director of Corporate Governance – 3 Labour, 2 Scottish National Party, 2 Conservative, 1 Green
Councillor Doran Councillor Fullerton Councillor Keil Councillor Aitken Councillor Redpath Councillor Paterson Councillor Lewis Councillor Burgess
The City of Edinburgh Council – 2 May 2013 Page 24 of 29
Reviews and Appeals
Committee on Discretionary Rating Relief Appeals – 5 members – 2 Labour, 2 Scottish National Party, 1 Conservative
Councillor Day Councillor Work Councillor Griffiths Councillor Whyte Councillor Tymkewycz
Personnel Appeals Committee – 9 members – 3 Labour, 3 Scottish National Party, 2 Conservative, 1 Green
Councillor Austin Hart (Convener) Councillor Key Councillor Redpath Councillor Aitken Councillor Perry Councillor Balfour Councillor Barrie Councillor Chapman Councillor Howat
Committee on Pupil and Student Support – 5 members and one religious representative – 2 Labour, 2 Scottish National Party, 1 Conservative
Councillor Keil Councillor Dixon Councillor Godzik (Convener) Councillor Rust Councillor Key One religious representative
Placing in Schools Appeals Committee – 3 persons drawn from three Panels as described in Committee Terms of Reference and Delegated Functions number 17
Panel 1 – All members of Council, religious and teacher representatives and any parent representatives on the Education, Children and Families Committee
Social Work Complaints Review Committee – 3 persons drawn from a panel approved by the Council (does not include Councillors)
Recruitment
Recruitment Committee
Leader of Council (Convener), Deputy Leader of the Council, Convener of the Finance and Budget Committee and the appropriate Executive Committee Convener and relevant opposition spokespersons (or nominees)
The City of Edinburgh Council – 2 May 2013 Page 25 of 29 Appendix 4 (As referred to in Act of Council No 6 of 2 May 2013)
APPOINTMENTS 2013/14
MEMBERS OF NEIGHBOURHOOD PARTNERSHIPS
ALMOND
Councillor Paterson Councillor Work Councillor Shields
CITY CENTRE
Councillor Doran Councillor Rankin Councillor Mowat
CRAIGENTINNY/DUDDINGSTON
Councillor Griffiths Councillor Tymkewycz Councillor Lunn
FORTH
Councillor Cardownie Councillor Jackson Councillor Day Councillor Redpath
INVERLEITH
Councillor Bagshaw Councillor Hinds Councillor Barrie Councillor Whyte
PENTLANDS
Councillor Aitken Councillor Heslop Councillor Bill Henderson Councillor Lewis Councillor Ricky Henderson Councillor Rust
LEITH
Councillor Blacklock Councillor Gardner Councillor Brock Councillor McVey Councillor Booth Councillor Munro Councillor Chapman
The City of Edinburgh Council – 2 May 2013 Page 26 of 29
LIBERTON/GILMERTON
Councillor Austin Hart Councillor Nick Cook Councillor Bill Cook Vacancy
PORTOBELLO/CRAIGMILLAR
Councillor Bridgman Councillor Walker Councillor Child
SOUTH CENTRAL
Councillor Burgess Councillor McInnes Councillor Godzik Councillor Orr Councillor Howat Councillor Perry Councillor Main Councillor Rose
SOUTH WEST
Councillor Burns Councillor Key Councillor Corbett Councillor Milligan Councillor Dixon Councillor Wilson Councillor Fullerton
WESTERN EDINBURGH
Councillor Aldridge Councillor Edie Councillor Balfour Councillor Keil Councillor Cairns Councillor Ross
The City of Edinburgh Council – 2 May 2013 Page 27 of 29 Appendix 5 (As referred to in Act of Council No 6 of 2 May 2013)
APPOINTMENTS 2013/14
JOINT COMMITTEES AND BOARDS, THE LICENSING BOARD AND LOTHIAN AND BORDERS COMMUNITY JUSTICE AUTHORITY
Lothian Valuation Joint Board/Lothian Electoral Joint Committee – 9 members – 3 Labour, 3 Scottish National Party, 2 Conservative, 1 Green
Councillor Keil Councillor McVey Councillor Perry Councillor McInnes Councillor Ricky Henderson Councillor Rust Councillor Work Councillor Bagshaw Councillor Howat
Forth Estuary Transport Authority – 4 members – 1 Labour, 1 Scottish National Party, 1 Conservative, 1 Green
Councillor Hinds Councillor Paterson Councillor Orr Councillor Booth
Licensing Board – up to 10 members – 3 Labour, 3 Scottish National Party, 2 Conservative, 1 Green
Councillor Walker Councillor Bridgman Councillor Milligan Councillor Nick Cook Councillor Day Councillor Balfour Councillor Barrie Councillor Booth Councillor Work
SEStran (South East of Scotland Regional Transport Partnership) – 5 members – 2 Labour, 2 Scottish National Party, 1 Conservative
Councillor Hinds Councillor Gardner Councillor Orr Councillor Bill Henderson Councillor Mowat
Lothian and Borders Community Justice Authority – 1 member
Substantive member Substitute member Convener of Health, Wellbeing and Councillor Bill Cook Housing Committee
The City of Edinburgh Council – 2 May 2013 Page 28 of 29 Shadow Health and Social Care Partnership – 7 elected members – Convener and Vice Convener of the Health, Wellbeing and Housing Committee, 2 Capital Coalition members, 1 Conservative, 1 Green, 1 Scottish Liberal Democrat (Note – The Convener of the Health, Wellbeing and Housing Committee to be the Convener for the duration of the Shadow Partnership)
Councillor Ricky Henderson (Convener) Councillor Aitken Councillor Day Councillor Chapman Councillor McVey Councillor Shields Councillor Work
The City of Edinburgh Council – 2 May 2013 Page 29 of 29 Item no 5.1
QUESTION NO 1 By Councillor Rose for answer by the Convener of the Finance and Budget Committee at a meeting of the Council on 30 May 2013
Confidentiality Agreements
Question (1) How many employees have left the council where there has been a confidentiality agreement (including what is known as a compromise agreement or a gagging order) in the period between 1st January 2011 and 30th April 2013?
(2) Please indicate any results in three month periods, in which service areas of the Council such instances have occurred, and summarising compensatory/enhanced payments made.
May 2013
Colleagues across the political divide were saddened to hear of the death of a well known former Councillor Ian Berry, MBE, JP whose career spanned three decades. He was a very personable individual and came across in the Chamber as calm, respectful and a very genuine representative of the people of Duddingston. He retired in 2007.
He was passionate about the area he represented and the people in it. As well as his background in Portobello, where he was a local historian, he held many honorary positions in local organisations. His style of politics, putting the interests of local people before party politics or personal interest, was certainly much appreciated. ______
Pledges on track While there is still a lot of work to be done in the coming years, there's also much we can be proud of in the year since last May. A review of the pledges we made to Edinburgh residents when we formed the Capital Coalition with our SNP colleagues last year, shows that the vast majority are on track. The Contract with the Capital details 53 specific commitments that will be reported on annually.
We have introduced a living wage for the lowest-earning Council staff, created a new Transport Forum to help develop a vision for how we all get around the city and helped to get more young people into work. We have also tackled some of the more challenging issues facing the Council. The Deloitte reports into the allegations about property services were recently published and a new shared repairs service to help homeowners began in April.
There is now a bill lodged with the Scottish Parliament that we hope will pave the way towards creating a much-needed new high school in Portobello.
The tram project is making very good progress against the revised timetable and budget and the recent reopening of St Andrew Square is just one of several major milestones we expect to reach this year.
I'm not aware of any other Council in Scotland that has made the same commitment we have to regularly and visibly report on progress on specific pledges. Accountability, as well as performance against the targets we set, is essential in fulfilling our aim to rebuild trust with the people of Edinburgh.
Full details of the performance report will be considered at the Council meeting on 30 May. ______
Castlebrae High School
In March this year the Council decided to back the local community by keeping Castlebrae High School open rather than closing it. We committed to look at options for improvement to ensure future success, until the new Craigmillar High School is delivered (by 2020 at the latest).
I’m pleased to report that progress is already being made to ensure parents and the wider community play a key role in the improvements, that staff are consulted and a refreshed team put in place, and new measures created to increase the numbers enrolling in the school.
One of the important measures for improvement is the establishment of a working group made up of local people, council staff and further education providers as well as a separate panel of experts. The working group will be chaired by my colleague Cllr Cathy Fullerton and is charged with developing the longer term improvement plan. I give them my full support in their efforts to develop the school and improve outcomes for the pupils who go there. ______
Edinburgh Services – what others think
We are very pleased with the results of the Children’s Services inspection by the Scottish Government’s Care Inspectorate. It shows we currently have good services for most children in Edinburgh and our ambition is to improve further so that we have excellent services for all children. In particular, the following areas of work were identified as strengths; partnership working, keeping children and young people safe, consultation, leadership and high staff motivation and commitment. Our good practice in encouraging young people and families to stay active and eat well, along with our programmes for building self esteem and providing family nurse support for all young parents under 20 have been highlighted for particular praise.
We also won a Homes for Scotland award last week, jointly with our partners Dunedin Canmore Housing, Hart Builders and Lovell Partnerships for the Best Partnership in Affordable Housing for the regeneration project at Moredun Park and Hyvots. The total investment was more than £60 million and includes accommodation adapted for wheelchair users and a housing complex for the elderly.
This is more than just a pat on the back from the industry as the 400 new homes and refurbishment of 371 is important progress in making sure the city's people are well housed (one of our 53 pledges). Edinburgh has a housing shortage as our population and households continue to grow. We need 16,000 new affordable homes over the next ten years and that is a significant challenge. My colleague Cllr Cammy Day, in charge of housing, is working hard with Cllr Frank Ross, who chairs the Economy Committee, to look at innovative ways to help kick start the building industry in the city and encourage much needed investment in housing. ______
Tram update
All road and track works are now complete around St. Andrew Square which will be a welcome sight to traders, residents and visitors to the area. This is the first of the major city centre work sites to be completed in 2013, with the others on course to be finished in line with the revised schedule.
Track preparation (grinding) has been taking place over the past two weeks and contractors are currently making final preparations to install overhead and underground cabling for the city centre section of the tram line. 2013 has been a very productive year for the tram project and we’re on course for this to continue.
See the latest pictures highlighting the progress made. You can also get regular updates by following @edinburghtrams on Twitter. ______
Be in the picture
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The City of Edinburgh Council
10.00 am, Thursday 30 May 2013
Appointments to Outside Bodies
Item number Report number Wards None
L inks Links
Coalition pledges Council outcomes Single Outcome Agreement
Alastair D Maclean Director of Corporate Governance
Contact: Louise Williamson, Committee Services
E-mail: [email protected] | Tel: 0131 529 4264
Executive summary
Appointments to Outside Bodies
S um m a ry Summary
Vacancies have arisen on various Outside Bodies following the death of Councillor Buchanan.
Recommendations
The Council is invited to appoint alternative members as replacements.
Measures of success
Not applicable.
Financial impact
Not applicable.
Equalities impact
Not applicable.
Sustainability impact
Not applicable.
Consultation and engagement
Not applicable.
Background reading / external references
Not applicable.
The City of Edinburgh Council – 30 May 2013 Page 2 of 3 R e p o r t Report
Appointments to Outside Bodies
1. Background
1.1 The late Councillor Buchanan was appointed to represent the Council on a range of Outside Bodies. The Council is invited to nominate a replacement member to each.
2. Main report
2.1 At its meeting on 24 May 2012, the Council appointed members to Outside Bodies.
2.2 The late Councillor Buchanan served on the following Outside Bodies: • Craigmillar Opportunities Trust (Cre8te); • Edinburgh and Lothians Area Tourism Partnership; • Eurocities Network (substitute member); • Scottish Entrprise East of Scotland; • CEC Holdings; • EDI; and • EICC Ltd (Director) 2.3 The Council is invited to nominate replacements.
3. Recommendations
3.1 The Council is requested to appoint members to each organisation.
Alastair D Maclean Director of Corporate Governance
The City of Edinburgh Council – 30 May 2013 Page 3 of 3 The City of Edinburgh Council
10am, Thursday 30 May 2013
Lothian Buses plc – AGM
Item number Report number Wards All
Links
Coalition pledges P18 Council outcomes CO7, CO8, CO22 Single Outcome Agreement SO1
Sue Bruce Chief Executive
Contact: Sue Bruce, Chief Executive E-mail: [email protected] | Tel: 0131 469 3002
Executive summary
Lothian Buses plc – AGM
Summary
The Annual General Meeting of Lothian Buses plc (the “Company”) is due to take place on Wednesday 26 June 2013 (the “AGM”). The Council is the majority shareholder in the Company, and in advance of the AGM it must decide how to vote on certain items of business which are to be presented to the AGM. As such, the Council’s instructions are sought in relation to: the re-appointment of certain Directors of the Company; and the re-appointment of the auditors of the Company. In considering these matters, the Council is asked to note that in light of its intention to achieve an integrated public transport service, discussions are ongoing with the Company in relation to the appropriate corporate structure for the integrated service. Ordinarily, the re-appointment of Directors would be for more than one year. However, taking into account the discussions around the integrated public transport service, in the present circumstances it is considered more appropriate that such re-appointments are for a period of no more than one year. Recommendations
It is recommended that the Council:
1. either (a) if the resolution proposed by the Company is to re-appoint those named Directors for no more than one year, instructs Council officers to vote in favour of that resolution, or (b) if the resolution proposed by the Company is to re-appoint those named Directors for more than one year, authorises and instructs the Chief Executive to take all action considered appropriate on behalf of the Council as shareholder to secure that such Director re-appointments are for a period of no more than one year, and delegates all necessary authority to the Chief Executive to achieve the same; 2. instructs Council Officers to vote in favour of the resolution proposed by the Company to re-appoint Messrs. Scott-Moncrieff as auditors of the Company until the conclusion of the next Annual General Meeting and approve that the Directors be authorised to fix the remuneration of the auditors; 3. delegates authority to the Chief Executive to appoint a corporate representative to act on the Council’s behalf at any general meeting of the Company; and
City of Edinburgh Council – 30 May 2013 Page 2 of 7 4. notes that the Board representation of the Company may be re-visited following consideration of the appropriate corporate structure for the integrated public transport service.
Measures of success Implementation of the recommendations & related instructions.
Financial impact There are no direct financial implications for the Council.
Equalities impact There are no equalities issues relating to this report.
Sustainability impact There are no sustainability implications arising from this report.
Consultation and engagement Appropriate consultation and engagement has taken place with stakeholders named in this report.
Background reading / external references There is no background reading or external references arising from this report.
City of Edinburgh Council – 30 May 2013 Page 3 of 7 Report
LOTHIAN BUSES plc - AGM
1. Background 1.1 This report seeks the Council’s instructions on re-appointments to the Board of the Company and the re-appointment of auditors to the Company. 1.2 The Council is asked to note that AGM of the Company is due to take place on Wednesday 26 June 2013. The Council is the majority shareholder in the Company, and in advance of the AGM it must decide how to vote on certain items of business which are to be presented to the AGM. The items of business in question are the proposed re-appointments to the Board of the Company and the re-appointment of auditors to the Company. 1.3 The Council is also asked to note that in light of its intention to achieve an integrated public transport service, discussions are ongoing with the Company in relation to the appropriate corporate structure for the integrated service. The Council shall be updated on these discussions, pending resolution of the corporate structure. 1.4 Ordinarily, the re-appointment of Directors would be for more than one year. However, taking into account the discussions around the integrated public transport service, in the present circumstances it is considered more appropriate that such re-appointments are for a period of no more than one year. It should be noted that the above-mentioned discussions on the corporate structure may, in due course, impact upon the recommendations that the Council is asked to consider regarding the upcoming AGM of the Company.
2. Main report
Re-appointment of Directors
2.1 In terms of the Company’s Articles of Association, a proportion of the Directors of the Company are required to retire at each AGM. They then may be considered for re-appointment. Any new appointments or re-appointments must be confirmed by the Council as the main shareholder in the Company. In 2013, the Directors concerned are detailed below.
2.2 Executive Directors
City of Edinburgh Council – 30 May 2013 Page 4 of 7 2.2.1 Ian Craig; 2.2.2 William Campbell.
2.3 Non-Executive Directors 2.3.1 John Martin; 2.3.2 Ian/John Mackay.
2.4 Each of these Directors has indicated their wish to be considered for re- appointment. The Chairman has indicated that all of these Directors have attended and contributed well to Board meetings during their service.
2.5 A list of the current Board membership is shown in the appendix to this report.
2.6 At the time of the preparation of this report formal papers for the AGM have not been issued, and given the relevant regulatory requirements may not be in advance of the Council meeting on 30 May 2013. As such, the proposed period of the above-mentioned re-appointments cannot be confirmed.
2.7 As a consequence, the Council is recommended to either (a) if the resolution proposed by the Company is to re-appoint those named Directors for no more than one year, instruct Council officers to vote in favour of that resolution, or (b) if the resolution proposed by the Company is to re-appoint those named Directors for more than one year, authorise and instruct the Chief Executive to take all action considered appropriate on behalf of the Council as shareholder to secure that such Director re-appointments are for a period of no more than one year, and delegate all necessary authority to the Chief Executive to achieve the same.
Re-appointment of auditors
2.8 The current auditors of the Company are Messrs. Scott-Moncrieff, who have expressed their willingness to be re-appointed as auditors of the Company. It is recommended that Messrs. Scott-Moncrieff are re-appointed as auditors of the Company until the conclusion of the next Annual General Meeting at which accounts are laid, and that the Directors be authorised to fix the remuneration of the Auditors. This re-appointment is recommended on the basis of stability and continuity.
City of Edinburgh Council – 30 May 2013 Page 5 of 7 3. Recommendations
3.1 It is recommended that the Council:
3.1.1 either (a) if the resolution proposed by the Company is to re-appoint those named Directors for no more than one year, instructs Council officers to vote in favour of that resolution, or (b) if the resolution proposed by the Company is to re-appoint those named Directors for more than one year, authorises and instructs the Chief Executive to take all action considered appropriate on behalf of the Council as shareholder to secure that such Director re-appointments are for a period of no more than one year, and delegates all necessary authority to the Chief Executive to achieve the same; 3.1.2 instructs Council Officers to vote in favour of the resolution proposed by the Company to re-appoint Messrs. Scott-Moncrieff as auditors of the Company until the conclusion of the next Annual General Meeting and approve that the Directors be authorised to fix the remuneration of the auditors; 3.1.3 delegates authority to the Chief Executive to appoint a corporate representative to act on the Council’s behalf at any general meeting of the Company; and 3.1.4 notes that the Board representation of the Company may be re-visited following consideration of the appropriate corporate structure for the integrated public transport service.
Sue Bruce Chief Executive
Links
Coalition pledges P18 – Compete the tram project in accordance with current plans Council outcomes CO7 – Edinburgh draws new investment in development and regeneration, CO8 – Edinburgh’s economy creates and sustains job opportunities, CO22 – Moving efficiently – Edinburgh has a transport system that improves connectivity and is green, healthy and accessible. Single Outcome SO1 – Edinburgh’s Economy delivers increased investment, Agreement jobs and opportunities for all Appendices Appendix 1 – Lothian Buses plc (the ‘Company’) Current Membership
City of Edinburgh Council – 30 May 2013 Page 6 of 7 Appendix 1
Lothian Buses plc (the ‘Company’) Current Board Membership In terms of the Transport Act 1985 and related legislation, the Company must have a minimum of three Executive Directors and no more than seven Non-Executive Directors at any time. At the Annual General Meeting of the Company, which is to be held on Wednesday 26 June 2013, one-third of the Directors of the Company are required to retire from office and be considered for re-election. The Directors to retire shall be those who have been longest in office since their last election or re-appointment. The current Board membership is detailed below. Those highlighted in bold are those whose position requires to be reviewed. Directors who are obliged to retire by rotation are eligible to be proposed for re-election if they so wish.
Executive Directors First Appointed Last Re-appointment
*Ian Craig – Managing Director 2006 2010
William Devlin – Engineering Director 1999 2011
*William Campbell – Operations Director 1999 2010
Norman Strachan – Finance Director 2000 2010
Non-Executive Directors First Appointed Last Re-appointment
Christopher Walton (Chairman) 2011 2011
Ann Faulds 2009 2012
Ronald Hewitt 2009 2011
Donald MacLeod 2009 2012
Marjory Rodger 2010 2012
*John Martin 2010 -
*Ian / John McKay 2010 -
Employee Representative Director First Appointed Last Re-appointment
Owen Boyle 2012 2012
*Recommended for re-appointment
City of Edinburgh Council – 30 May 2013 Page 7 of 7 The City of Edinburgh Council
10am Thursday 30 May 2013
Capital Coalition Pledges Performance
Monitoring to April 2013
Item number Report number Wards All
Links
Coalition pledges All Council outcomes All Single Outcome Agreement All
Alastair D Maclean Director of Corporate Governance
Contact: Sarah MacKenzie, Business Intelligence Manager
E-mail: [email protected] | Tel: 0131 529 7025
City of Edinburgh Council – 30 May 2013 Page 1
Executive summary
Capital Coalition Pledges Performance Monitoring to April 2013
Summary
After the local government election in May 2012, the Capital Coalition set out 53 specific pledges to deliver the following high-level commitments: Ensuring every child in Edinburgh has the best start in life Reducing poverty, inequality and deprivation Providing for Edinburgh’s prosperity Strengthening and supporting our communities and keeping them safe Ensuring Edinburgh, and its residents, are well-cared for Maintaining and improving the quality of life in Edinburgh.
In August 2012, the Council agreed the Capital Coalition Pledges, noting arrangements for delivery and reporting on performance of these pledges every six months. This report provides an update on the current performance towards meeting those pledges.
Recommendations
It is recommended that Council note performance and agree actions for the Capital Coalition’s Pledges to April 2013.
It is recommended that Council refer this report to the Governance, Risk and Best Value Committee for further scrutiny at its meeting on 27 June 2013.
Measures of success
The Capital Coalition Pledges are monitored and publicly reported on the Council’s website which is tracked and delivered through a series of milestones and performance updates. Performance is set out in Appendix 1.
City of Edinburgh Council – 30 May 2013 Page 2 Financial impact
The financial impact is set out within the Capital Coalition Pledges.
Equalities impact Reducing poverty, inequality and deprivation is one of the six commitments as outlined by the Capital Coalition.
Sustainability impact
The sustainability impact is set out within the Capital Coalition Pledges.
Consultation and engagement
Consultation and engagement around the pledges are outlined throughout the report. Specific pledges that are currently under consultation are noted with the symbol.
Background reading / external references
Background reading includes The Capital Coalition Agreement and information on a Cooperative Capital.
The first Capital Coalition pledges Performance Monitoring Report for May to October 2012 was reported in November 2012 to the City of Edinburgh Council.
City of Edinburgh Council – 30 May 2013 Page 3 The City of Edinburgh Council
Capital Coalition Pledges Performance Monitoring to April 2013
1. Background
1.1 After the local government election in May 2012, the Capital Coalition set out 53 specific pledges to deliver the following high-level commitments: Ensuring every child in Edinburgh has the best start in life Reducing poverty, inequality and deprivation Providing for Edinburgh’s prosperity Strengthening and supporting our communities and keeping them safe Ensuring Edinburgh, and its residents, are well-cared for Maintaining and improving the quality of life in Edinburgh.
1.2 In August 2012, the Council agreed the Capital Coalition Pledges, noting arrangements for delivery and reporting on performance of these pledges every six months.
1.3 This report provides an update on the current performance towards meeting those pledges.
2. Main report
2.1 The Capital Coalition reports on performance against the pledges every six months. Performance from May to October 2012 was reported to the City of Edinburgh Council in November 2012.
2.2 Reporting of the pledges complements wider quarterly performance reporting to the Governance, Risk and Best Value Committee and Executive Committees which covers a wide range of services.
2.3 Web pages are also updated with performance against the pledges to ensure transparency and accountability. These pages are accessed via the Council’s main website and provide an overview of progress against all 53 pledges.
City of Edinburgh Council – 30 May 2013 Page 4 2.4 Each individual pledge page includes an assessment of progress made via a set of “traffic light” logos.
2.5 Performance Analysis
May to October 2012 November 2012 to April 2013
1 pledge is complete 4 pledges are complete
33 pledges have actions that are 36 pledges have actions that are agreed and on track agreed and on track
12 pledges have new actions under 7 pledges have new actions under development development
pledges are under consultation pledges are under consultation 2 0
pledges are on track but with some pledges are on track but with some 4 6 actions that are not met actions that are not met
1 pledge has actions not completed 0 pledges have actions not completed
by the planned date by the planned date
2.6 36 of the pledges have actions that are agreed and on track, while four pledges have been completed as at April 2013 - the setting up of a city-wide Transport Forum; consultation on the viability and legality of a transient visitor levy; establishing a Care Champion to represent carers; and the introduction of a ‘living wage’ for Council employees.
2.7 Of the remaining pledges, 6 are on track but with some actions that are not met and 8 have new actions under development at present. No pledges have actions not completed by the planned date. Further detail information is noted within Appendix 1 and on the Council’s website.
3. Recommendations
3.1 It is recommended that Council note performance and agree actions for the Capital Coalition’s Pledges to April 2013.
3.2 It is recommended that Council refer this report to the Governance, Risk and Best Value Committee for further scrutiny at its meeting on 27 June 2013.
Alastair D Maclean Director of Corporate Governance
City of Edinburgh Council – 30 May 2013 Page 5
Performance Monitoring
April 2013
Pledges Performance 30 May 2013
Capital Coalition Pledges Performance Monitoring
Welcome to the second Capital Coalition Pledges Performance Monitoring Report.
After the local government election in May 2012, the Capital Coalition set out its commitments to Edinburgh in the 'contract with the capital’ which has six priorities and 53 pledges that support them:
• Ensuring every child in Edinburgh has the best start in life • Reducing poverty, inequality and deprivation • Providing for Edinburgh 's prosperity • Strengthening and supporting our communities and keeping them safe • Ensuring Edinburgh, and its residents, are well cared-for • Maintaining and improving the quality of life in Edinburgh
In August 2012, the Council agreed the Capital Coalition Pledges, noting arrangements for delivery and reporting. Further details of the Council’s revised performance framework were agreed by Council in October 2012.
This report provides an update on one element of the Council’s performance framework, outlining the current performance levels directly related to the Capital Coalition Pledges to April 2013.
Performance will be formally reported against the pledges every six months with the next update due in November 2013.
Andrew Burns Steve Cardownie Council Leader Deputy Council Leader Scottish Labour Party Scottish National Party
2
Contents
Message from the Capital Coalition p 2
Lead politicians for each of the pledges p 4
Capital Coalition Pledges Summary of performance p 7
Capital Coalition Pledges Detailed performance p 9 - 84
3 Lead politicians for each of the pledges
Lead Politician Pledges
1.. Increase support for vulnerable children, including help for families so that fewer go into care 2.. Hold the maximum P1 class size at 25 and seek to reduce class sizes in line with Scottish
Government recommendations 3.. Rebuild Portobello High School and continue progress on all other planned school developments, while providing adequate investment in the fabric of all schools 4.. Draw up a long-term strategic plan to tackle both over-crowding and under use in schools 5.. Seek to ensure the smooth introduction of the Curriculum for Excellence and that Paul Godzik management structures within our schools support the new curriculum Convener of Education, Children 6.. Establish city-wide childcare co-operatives for affordable childcare for working parents and Families Committee Scottish Labour Party
7.. Further develop the Edinburgh Guarantee to improve work prospects for school leavers 15...Work with public organisations, the private sector and social enterprise to promote
Edinburgh to investors. 16.. Examine ways to source new funding to support small businesses 17.. Continue efforts to develop the city's gap sites and encourage regeneration 20.. Work with the Scottish Government to deliver a larger return of business rate receipts as
part of the Business Rates Incentivisation Scheme (BRIS) 21. .Consult further on the viability and legality of a transient visitor levy 22.. Set up an independent forum to promote locally-owned retail businesses 23.. Identify unused council premises to offer on short low-cost lets to small businesses, community groups and other interested parties Frank Ross 28. .Further strengthen our links with the business community by developing and implementing Convener of Economy Committee strategies to promote and protect the economic well being of the City Scottish National Party 29.. Ensure the Council continues to take on apprentices and steps up efforts to prepare young people for work
24.. Maintain and enhance support for our world-famous festivals and events
Steve Cardownie Deputy Leader Scottish National Party
33.. Strengthen Neighbourhood Partnerships and further involve local people in decisions on
how Council resources are used 36.. Develop improved partnership working across the Capital and with the voluntary sector to build on the “Total Craigroyston” model Maureen Child Convener of Communities and Neighbourhoods Committee Scottish Labour Party
4 Lead Politician Pledges
40.. Work with Edinburgh World Heritage Trust and other stakeholders to conserve the city’s built heritage
Ian Perry Convener of Planning Committee Scottish Labour Party
18.. Complete the tram project in accordance with current plans
19.. Keep Lothian Buses in public hands and encourage the improvement of routes and times 44.. Prioritise keeping our streets clean and attractive 45.. Spend 5% of the transport budget on provision for cyclists 46.. Consult with a view to extending the current 20mph traffic zones 47.. Set up a city-wide Transport Forum of experts and citizens to consider our modern transport needs 48.. Use Green Flag and other strategies to preserve our green spaces 49..Continue to increase recycling levels across the city and reducing the proportion of waste going to landfill
50.. Meet greenhouse gas targets, including the national target of 42% by 2020 Lesley Hinds 51.. Investigate the possible introduction of low emission zones Convener of Transport and 52.. Oppose industrial biomass incineration in Edinburgh Environment Committee 53.. Encourage the development of Community Energy Cooperatives Scottish Labour Party
8.. Make sure the city’s people are well-housed, including encouraging developers to build residential communities, starting with brownfield sites 9.. Work in partnership with Scottish Government to release more funds for council homes for rent
10. Set up a task force to investigate ways to bring empty homes into use 11. .Encourage the development of cooperative housing arrangements 13.. Enforce tenancy agreements (council and private landlord) with a view to ensuring tenants and landlords fulfill their good conduct responsibilities 14.. Strengthen Council housing allocation policy to give recognition to good tenants and to encourage responsible tenant behaviour and responsibilities 32.. Develop and strengthen local community links with the police Cammy Day 34.. Work with police on an anti-social behaviour unit to target persistent offenders Scottish Labour Party
25.. Introduce a “living wage” (currently set at £7.20) for Council employees, encourage its adoption by Council subsidiaries and contractors and its wider development 26.. Establish a policy of no compulsory redundancies 27.. Seek to work in full partnership with council staff and their representatives 30.. Continue to maintain a sound financial position including long-term financial planning 41.. Take firm action to resolve issues surrounding the Council’s property service
Alasdair Rankin Convener of Finance and Budget Committee Scottish National Party
5 Lead Politician Pledges
31. .Maintain our city's reputation as the cultural capital of the world by continuing to support and invest in our cultural infrastructure 35.. Continue to develop the diversity of services provided by our libraries
42. .Continue to support and invest in our sporting infrastructure 43.. Invest in healthy living and fitness advice for those most in need Richard Lewis Convener of Culture and Sport Committee Scottish National Party
12.. Work with health, police and third sector agencies to expand existing and effective drug and alcohol treatment programmes 37. .Examine ways to bring the Council, care home staff and users together into co-operatives to provide the means to make life better for care home users 38.. Promote direct payments in health and social care 39.. Establish a Care Champion to represent carers Ricky Henderson Convener of Health, Wellbeing and Housing Committee Scottish Labour Party
6 Capital Coalition Summary of Performance
Ensure that every child in Edinburgh gets the best start in life
1 Increase support for vulnerable children, including help for families so that fewer go into care 2 Hold the maximum P1 class size at 25 and seek to reduce class sizes in line with Scottish Government recommendations 3 Rebuild Portobello High School and continue progress on all other planned school developments, while providing adequate investment in the fabric of all schools
4 Draw up a long-term strategic plan to tackle both over-crowding and under use in schools 5 Seek to ensure the smooth introduction of the Curriculum for Excellence and that management structures within our schools support the new curriculum
6 Establish city-wide childcare co-operatives for affordable childcare for working parents
Reduce poverty, inequality and deprivation
7 Further develop the Edinburgh Guarantee to improve work prospects for school leavers 8 Make sure the city’s people are well-housed, including encouraging developers to build residential communities, starting with brownfield sites
9 Work in partnership with the Scottish Government to release more funds for council homes for rent 10 Set up a task force to investigate ways to bring empty homes into use 11 Encourage the development of cooperative housing arrangements 12 Work with health, police and third sector agencies to expand existing and effective drug and alcohol treatment programmes 13 Enforce tenancy agreements (council and private landlord) with a view to ensuring tenants and landlords fulfill their good conduct responsibilities
14 Strengthen Council housing allocation policy to give recognition to good tenants and to encourage responsible tenant behaviour and responsibilities
Provide for Edinburgh’s economic growth and prosperity
15 Work with public organisations, the private sector and social enterprise to promote Edinburgh to investors 16 Examine ways to source new funding to support small businesses 17 Continue efforts to develop the city’s gap sites and encourage regeneration 18 Complete the tram project in accordance with current plans 19 Keep Lothian Buses in public hands and encourage the improvement of routes and times 20 Work with the Scottish Government to deliver a larger return of business rate receipts as part of the business rate incentivisation scheme
21 Consult further on the viability and legality of a transient visitor levy 22 Set up an independent forum to promote locally-owned retail businesses 23 Identify unused council premises to offer on short low-cost lets to small businesses, community groups and other interested parties
24 Maintain and enhance support for our world-famous festivals and events 25 Introduce a “living wage” (currently set at £7.20) for Council employees, encourage its adoption by Council subsidiaries and contractors and its wider development
26 Establish a policy of no compulsory redundancies Key
pledge is complete actions agreed and on track new actions under development
consulting on pledge on track but some actions not met actions not completed by planned date
7
27 Seek to work in full partnership with council staff and their representatives 28 Further strengthen our links with the business community by developing and implementing strategies to promote and protect the economic well being of the city
29 Ensure the Council continues to take on apprentices and steps up efforts to prepare young people for work 30 Continue to maintain a sound financial position including long term financial planning 31 Maintain our city’s reputation as the cultural capital of the world by continuing to support and invest in our cultural infrastructure
Strengthen and support our communities and keep them safe
32 Develop and strengthen local community links with the police 33 Strengthen Neighbourhood Partnerships and further involve local people in decisions on how Council resources are used
34 Work with police on an anti-social behaviour unit to target persistent offenders 35 Continue to develop the diversity of services provided by our libraries Ensure that Edinburgh is well-cared for and promote the wellbeing of our residents 36 Develop improved partnership working across the capital and with the voluntary sector to build on the “Total Craigroyston” model 37 Examine ways to bring the Council, care home staff and users together into co-operatives to provide the means to make life better for care home users and care providers
38 Promote direct payments in health and social care 39 Establish a care champion to represent carers 40 Work with Edinburgh World Heritage Trust and other stakeholders to conserve the city’s built heritage 41 Take firm action to resolve issues surrounding the Council’s property services 42 Continue to support and invest in our sporting infrastructure
43 Invest in healthy living and fitness advice for those in most need
Maintain and enhance the quality of life in Edinburgh
44 Prioritise keeping our streets clean and attractive 45 Spend 5% of the transport budget on provision for cyclists 46 Consult with a view to extending the current 20mph traffic zones 47 Set up a city-wide Transport Forum of experts and citizens to consider our modern transport needs 48 Use Green Flag and other strategies to preserve our green spaces 49 Continue to increase recycling levels across the city and reducing the proportion of waste going to landfill 50 Meet greenhouse gas targets, including the national target of 42% by 2020 51 Investigate the possible introduction of low emission zones 52 Oppose industrial biomass incineration in Edinburgh 53 Encourage the development of Community Energy Cooperatives Key
pledge is complete actions agreed and on track new actions under development
consulting on pledge on track but some actions not met actions not completed by planned date
8
Capital Coalition Pledges Detailed Performance
Priority: Ensure every child in Edinburgh has the best start in life
Priority: Reduce poverty, inequality and deprivation
Priority: Provide for Edinburgh’s prosperity
Priority: Strengthen and support our communities and keep them safe
Priority: Ensure Edinburgh and its residents are well cared for
Priority: Maintain and improve the quality of life in Edinburgh
9
1) Ensuring every child in Edinburgh has the best start in life
Pledge 01 Increase support for vulnerable children, including help for families so that fewer go into care Lead Politician Paul Godzik
Lead Service Area: Children and Families Contact: Gillian Tee
We have secured Council agreement to proposals for £8.6m investment in support for vulnerable children and families through the Early Years Change Fund. This will include services to provide Where are we now: additional support for families, including social care workers, home makers and volunteers, the expansion of Family Group conferencing and kinship care support and the implementation of additional evidence-based programmes of intervention to keep families together.
The challenge is to reduce the numbers of children who need to be looked after in the context of overall Challenges: rising child population and rising numbers of vulnerable children.
We aim to reduce the numbers of children who need to become Looked After by supporting families earlier and more effectively. Where possible we will help children remain in their own family networks by supporting kinship placements. We will improve supports for children who are Looked After at home to Where do we want to reduce the need for them to be accommodated. By doing this we can invest more in early and effective get to: prevention work. We also aim to shift the balance of care towards more family-based care and make sure more children who are accommodated live with City of Edinburgh Council foster carers. This in turn will release more resources for earlier intervention.
Due Notes for stages Introduce a range of new support services to provide early support to families, Organisational Review completed. All existing staff have including support workers, been allocated post within new service. Recruitment is 31-May- homemakers, befriending, underway for additional posts. 2013 mentoring and volunteering. These services will be provided New service operational by May 2013. by the council and a range of voluntary sector providers.
Introduce Multi-Systemic Therapy, (MST), an evidence- based programme to achieve 31-May- All team members have been recruited. Service will start change to keep young people 2013 working with families by the end of May 2013. with very challenging behaviour out of the care system
Expand family group How do we get there: All 8 FGC Coordinators are in post. New priorities have been conferencing (FGC) and re- 30-Jun- identified and continue to be implemented e.g. speedy prioritise current FGC services 2013 arranging of FGC immediately after emergency to intervene before a crisis point accommodation of a child. is reached
Team Leader in post, recruitment underway for 3 Social Increase support to kinship Workers. 30-Jun- carers to allow children to live 2013 with their extended family Development and Implementation of Engagement Strategy for Kinship by June 2013.
Implement additional evidence parenting programmes and expand the availability of 31-Aug- 2 Parent support Coordinators appointed, recruitment of current programmes including 2013 third post in progress. programmes for parents of older children
10 Report to E,C&F Committee on 21 May 2013 will provide members with an update on progress on the Early Years Increase the number of places Strategy. Plans have been developed to provide early years 31-Aug- available for two year olds provision within Royal Mile Primary; Fort Early Years Centre; 2014 within each locality Craigentinny Primary School and Oxgangs Primary School. Locality still to be identified for Clermiston/ Drumbrae/East Craigs area.
Indicator 2012/13 Target Status Latest Note We aim to reduce the overall number of children who need Children who need to be to be looked after through early support for children and 15.5 14.6 looked after (rate) families (while still responding to need). The national rate was 14.7. * NB: Status here refers to performance against target for these specific indicators. The status icon for this pledge as a whole is and relates to performance against required actions outlined in the ‘how do we get there?’ section of this report.
11 Hold the maximum P1 class size at 25 and seek to reduce class sizes in line with Scottish Pledge 02 Government recommendations Lead Politician Paul Godzik
Lead Service Area: Children and Families Contact: Gillian Tee
All P1 classes have a maximum of 25 pupils unless additional pupils have been allocated places on exceptional grounds by the independent placing appeals committee. Where lack of physical Where are we now: accommodation restricts additional classes being established, team teaching arrangements are used as agreed with the Scottish Government.
The challenge is to maintain P1 classes at a maximum of 25 in the context of rising school rolls and pressure on school places in some areas of the city (though there are around 5,000 spare places Challenges: overall). Our priority in reducing class sizes further is to focus on positive action schools. Lack of physical accommodation and places allocated on exceptional grounds by the independent placing appeals committee are external barriers to achieving this target.
Where do we want to P1 class sizes are reduced and kept as low as possible with the initial focus on reducing P1 class sizes get to: in Positive Action schools.
Notes for stages Reduce class sizes further by Our priority in reducing class sizes further is to focus on positive action How do we get there: focusing on Positive Action schools. The situation will be reviewed on an annual basis. Schools
Indicator 2011/12 Target Status Latest Note Data relates to census information from September 2011. Percentage of P1 pupils Where lack of accommodation restricts additional classes 97% 100% in classes of 25 or fewer being established, team teaching arrangements are used as agreed with the Scottish Government.
12 Rebuild Portobello High School and continue progress on all other planned school Pledge 03 developments, while providing adequate investment in the fabric of all schools Lead Politician Paul Godzik
Lead Service Area: Children and Families Contact: Gillian Tee Progress on the main school developments is as follows: New Portobello High School: the approved location for the new Portobello High School on part of Portobello Park remains by far the best option in, or around, the catchment area for the new school and remains the Council’s preferred option. Following an extensive public consultation, in March 2013, Council agreed to proceed with the promotion of a Private bill to the Scottish Parliament that would address the legal impediment that prevents the Portobello Park site being used as the site for the new Portobello High School. Following the decision of Council the draft Private Bill and necessary supporting documentation was submitted to the Parliament for a period of pre-introduction scrutiny by the clerks following which the Private Bill was formally introduced to Parliament on 25 April 2013. This is the start of a four stage process commencing with an initial 60 day objection period. Formal ratification of the Bill by Council will be required and a report will be taken to the Council meeting on 30 May 2013. The present planning permission for the school is due to expire on 23 February 2014 and, whereas it is anticipated that the Bill, if approved, would achieve Royal Assent before this date, in order to mitigate the risk of the planning consent expiring before the Private Bill process can be successfully concluded and, thus, introducing delay to delivering the new school, the process to renew the planning application has already been started. In the event that the option of building the new Portobello High School on Portobello Park does not, ultimately, prove to be possible, a fall-back strategy has been agreed by Council regarding which the necessary actions are being progressed. New James Gillespie’s Campus: initial refurbishment works to Bruntsfield House are complete. The works to the primary school to deliver the new nursery, gym and additional accommodation are underway together with the enabling works for the new secondary school including the provision of temporary decant accommodation at the main school site and works to the decant location at Darroch. We are working with Hub South East Scotland Limited to achieve financial close in July 2013 regarding the main contract works to deliver the new Secondary School which will allow the project to be delivered in accordance with the agreed programme. New Boroughmuir High School: the project is now well underway and the design development process has reached outline design (RIBA Stage C) which has recently been approved by the Investment Steering Group. Public consultation regarding the outline design will commence in May 2013 Where are we now: in advance of the full planning application being submitted later this year. Corstorphine and Towerbank Primary School Extensions: both projects are under construction and on schedule for completion in advance of being brought into operational use in August 2013. New Gaelic Medium Education Nursery and Primary School (Bun-sgoil Taobh na Pàirce - Parkside Primary School): the refurbishment works to the building and grounds are being progressed and the project is on schedule for the new school to open in August 2013.
In February 2013 Council approved new capital investment of £7m for a new St John’s RC Primary School (which will also benefit from funding support under the Scottish Government Schools for the Future Programme) and £6.4m for a new St Crispin’s Special School thus completing the delivery of the Wave 3 school replacement programme. Council also approved initial investment of £0.6m towards the costs of delivering a new secondary school in Craigmillar representing a tangible commitment towards the achievement of this objective.
In February 2013 Council also approved additional capital investment of £10.5m in the Children and Families Estate. A report will be considered by Council on 2 May 2013 regarding the proposed use of this additional funding with the emphasis being on addressing the issues of capacity in the estate. The proposals include the delivery of a new gym hall at Blackhall Primary School, two nurseries with the remaining funding having been identified to address additional accommodation which is anticipated to be necessary mainly in primary schools as a result of rising school rolls. A detailed feasibility study has recently been completed regarding a significant extension to Kirkliston Primary School which will be necessary to provide sufficient accommodation at the school to respond to the additional demand for places which will arise from the significant housing developments in the area; the majority of the cost of approximately £5m would be funded by developer contributions. The proposals, including an associated increase in capacity required at Kirkliston nursery, will be taken to the Education, Children and Families Committee on 21 May 2013 for consideration.
13 Regarding providing adequate investment in the fabric of all schools, a programme of works to utilise the Asset Management Works funding available in 2013/14 of £7.104m has been agreed and will be progressed. Updated condition surveys have been completed of the majority of the properties within the Children and Families estate and this information will be used to inform the prioritisation of Asset Management Works funding in future years.
During 2012/13 schools benefited from a one-off investment of £4m in fabric repairs to mainly cover any essential re-decoration works and replacement floor coverings. The majority of this programme has been completed with a small level of residual works being undertaken in some schools in 2013/14, this having been deferred to avoid conflict with other works at those schools.
The challenge is to secure fabric improvements in schools in the context of budget constraints. An immediate challenge is the resolution of the issue created by the outcome of the Appeal to the Court of Challenges: Session which has created a legal impediment to building the new Portobello High School on Portobello Park.
Complete the delivery of a new Portobello High School and the rest of the priorities for replacement in the Wave 3 school replacement programme (and for which the funding has now been fully identified) at Where do we want to the earliest opportunity. We need to ensure that the capital investment available to maintain the fabric of get to: all schools is targeted towards the areas of greatest need and priority as informed by up-to-date condition surveys.
Due Notes for stages Corstorphine and Towerbank 31-Aug- Both on track for completion by August 2013. Primary School Extensions 2013
The full refurbishment works programme is due to finish in New Gaelic Medium Education 31-Aug- June 2013, allowing the summer holidays for the fit out of Primary and Nursery School 2013 the building and move to take place.
Works to primary and nursery underway. Enabling works for 31-Jan- secondary school underway, including the provision of New James Gillespie’s Campus 2016 decant accommodation, with secondary school construction to start early in the 2012/13 school year.
31-Aug- Targeting the completion of the planning process by the end New Boroughmuir High School 2016 of 2013.
Proposals being taken to the Education, Children and Kirkliston Primary School 31-Aug- Families Committee on 21 May 2013. The due date shown is Extension 2015 for completion of the first phase.
How do we get there: Private Bill now submitted to Parliament and will be progressed during 2013 to seek to remove of legal impediment to building the new school on Portobello Park. Fall-back strategy agreed and necessary actions being 28-Feb- New Portobello High School progressed which will include a statutory consultation during 2014 2013 if the Council is successful in acquiring the Baileyfield site. The due date shown is the target for completion of the Private Bill process based on when the existing planning consent expires.
No immediate actions as funding for the project in later years 30-Jun- of the capital investment programme. The due date shown is New St Crispin's Special School 2018 the expected completion date in the current Capital Investment Programme.
Potential site options agreed by Council on 22 November New St John's RC Primary 2012 with a view to undertaking statutory consultation during N/A School 2013 which will be progressed. No due date is shown as this is dependent on the option chosen for implementation.
14 Indicator 2012/13 Target Status Latest Note Level A = 'Performing well and operating effectively'. Level B Primary school condition = 'Performing adequately but showing minor deterioration'. 91% 100% assessed at Level A or B All Wave 3 schools have been assessed at Level A. National average for 2011/12 is 82%.
Level A = 'Performing well and operating effectively'. Level B Secondary school = 'Performing adequately but showing minor deterioration'. condition assessed at 91% 100% All Wave 3 schools have been assessed at Level A. National Level A or B average for 2011/12 is 83%. Level A = 'Performing well and operating effectively'. Level B Special school condition = 'Performing adequately but showing minor deterioration'. 93% 100% assessed at Level A or B All Wave 3 schools have been assessed at Level A. National average for 2011/12 is 72%.
15 Pledge 04 Draw up a long-term strategic plan to tackle both over-crowding and under use in schools Lead Politician Paul Godzik Lead Service Area: Children and Families
Contact: Gillian Tee
The immediate priority regarding potential over-crowding is in the primary school estate in light of the pressures which are expected to arise as a result of the anticipated 20% increase in primary rolls in the period to 2019. An extensive exercise was undertaken to review the potential impact and a number of schools identified where additional capacity is likely to be required. This assessment will be updated at least annually. Whilst catchment review may be an option for a limited number of schools, the solution in the majority of cases is expected to be the provision of additional accommodation.
A report was considered by the Education, Children and Families Committee on 9 October 2012 which set out the context describing rising primary rolls in the primary sector and identified the anticipated need for accommodation solutions for five primary schools for the 2013/14 academic session. Committee approved that new accommodation was provided at the five primary schools where the potential need was identified subject to a final decision regarding the necessity for such provision being delegated to the Director of Children and Families and being taken in January 2013 upon assessment of pupil registration figures. The need for new accommodation was subsequently confirmed at three of the primary schools - Trinity, Granton and Wardie - and the provision of the new accommodation is currently being progressed through Hub South East Scotland Limited to be brought into operational use in August 2013. Additional accommodation for August 2013 is also being provided by refurbishing the existing temporary units at Blackhall and James Gillespie's Primary Schools. The former brings spaces into use Where are we now: that are not being used as classrooms at present; the latter is an upgrade of existing class spaces to allow their continued use.
Further long term policy development regarding the estate, including the impact of rising rolls in future years, will be considered in detail by a specific working group of the Policy Development and Review Sub Committee of the Education, Children and Families Committee. The first meeting of this group will be held on 8 May 2013. In anticipation of the expected requirement to provide additional accommodation at several primary schools over the next six years, a report will be considered by Council on 2 May 2013 regarding investment priorities in the Children and Families estate of which this is considered to be the main one to ensure that sufficient capacity exists in the estate to meet demand.
The Community Access to Schools (CATS) review will report to Education, Children and Families Committee on 21 May 2013. The review will result in increased community access to schools by seeking approval for continued work on alternative management arrangements and a consistency of approach across the city. More effective collaboration with Edinburgh Leisure will result in issues of under use and over use being resolved with a willingness to work together to maximise use of all community facilities including schools and leisure assets. The CATS review will increase the use of schools but also ensure that we are efficient and that might result in some schools not being opened but those that are being well used.
There are around 5,000 spare places across the Primary School estate which are not necessarily in the right locations of the city to address rising demand and particular schools have pressure on places. Expansion of these schools will require additional resources. Challenges:
Effective promotion of facilities and establishing an effective funding solution which does not exclude priority groups.
To develop a school estate that is of a sufficient size and scale that it can adequately respond to Where do we want to demands from the relevant catchment area. get to: Increase the level of use of schools' facilities, primarily by the local community.
Due Notes for stages Paper presented to Education, Children and Families 09-Oct- How do we get there: This is now complete. Committee on 9 October 2012 2012
16 Long-term policy development to be considered by the Policy First meeting of the working group of the Policy Development and Review Sub- 08-May- Development and Review Sub Committee of the Education, Committee of the Education, 2013 Children and Families Committee. Children and Families Committee
Paper presented to the Education, Children and 21-May- Families Committee on 21 May The paper sets out progress to date and next steps. 2013 2013 on Community Access to Schools
Delivery of the additional 31-Aug- accommodation required at Works are being progressed and are on schedule. 2013 three schools in 2013/14
Indicator 2010/11 Target Status Latest Note Primary schools Occupancy between 75% and 100% is considered the most occupancy rate between 61% 70% efficient. National average in 2011/12 was 39%. Latest data
75% and 100% is based on new capacity methodology. Secondary schools Occupancy between 75% and 100% is considered the most occupancy rate between 61% 68% efficient. National average in 2011/12 was 63%. Latest data
75% and 100% is based on new capacity methodology.
17 Seek to ensure the smooth introduction of the Curriculum for Excellence and that management Pledge 05 structures within our schools support the new curriculum Lead Politician Paul Godzik
Lead Service Area: Children and Families Contact: Gillian Tee
Learning and teaching approaches which have secured improvements in performance include increased cooperative learning strategies, developing higher order thinking skills and effective use of ICT. These continue to be supported and embedded. 1:1 devices have been piloted in 4 schools and a number of other schools have increased pupil access to ICT following the ICT service redesign. The introduction of the broad, general education curriculum 3-15 continues to be implemented. The curriculum is delivered across 4 contexts of learning including interdisciplinary learning and opportunities for achievement. Primary 7 and S3 Profiles have been introduced and provide a child centred summary of achievements to be shared with parents and used at key points of transition. Schools demonstrate increasing confidence in assessing individual pupil progress against Curriculum for Excellence levels. Primary and Early Years establishments deliver a curriculum covering all of the curriculum areas and will report fully to parents in all curriculum areas by June 2014 following agreement to have a staged approach to this. Special schools have increased the range of opportunities leading to accreditation. Professional links continue to grow across the special schools within the authority and this is extending further with some special schools setting up visits to share good practice with professional colleagues from other authorities and overseas. Opportunities for professional networking continue across the sectors with primary mainstream colleagues recently agreeing to update their constitution to include special primary heads as part of their Edinburgh Primary Heads Association. This demonstrates the willingness to work cooperatively to support and manage inclusion. Strong partnership working between special school professionals and health, social care and community colleagues play a key role in supporting children Where are we now: addressing their barriers to learning. Some special schools are looking creatively at class organisation to help meet the needs of learners within the broad general curriculum and enable personalisation and choice at a level appropriate to the learners. Secondary schools' plans for the Senior Phase of Curriculum for Excellence are well underway for implementation in August 2013. Partnership working continues to feature strongly in the planned delivery of the Senior Phase particularly through increased College delivery, Community Learning and Development delivery and a stronger focus on developing employability skills through improved business partnerships. Secondary schools continue to prepare for the delivery of new qualifications from August 2013 led by Curriculum leaders and supported across the authority by lead teachers in each subject and Quality Improvement Officers. All Curriculum leaders have been offered CPD opportunities of exam analysis and cooperative meeting in addition to leadership CPD activities organised on a school basis. Across all schools, a significant focus of work has been on developing effective moderation activities in order to ensure robust understanding of the relevant standards. Revised secondary school management structures have been fully implemented by August 2012 in all 23 secondary schools through a protocol jointly agreed by Children and Families and Teacher Unions. In addition a Review of Pupil Support was carried out from October 2011 to May 2012 and a revised Pupil Support Structure was implemented in August 2012. Children and Families and Teacher Unions also carried out surveys of staff in schools in October 2012 to review the implementation. Children and Families and Teacher Unions have jointly produced proposals to refine the new management structures and worked with Head Teachers to implement these refinements in schools.
To ensure shared understanding of standards in assessing Curriculum for Excellence levels. To implement new qualifications ensuring a shared understanding of the standards. Challenges: To continue to review revised secondary management structures jointly with Teacher Unions to refine structures as appropriate to meet pupil and staff needs.
Where do we want to The new curriculum is introduced and delivered effectively in Edinburgh schools and the new get to: management arrangements are implemented successfully.
Due Notes for stages Significant resources supporting Significant aspects of learning resources provide further assessment in all curricular exemplification of assessing 'secure' within a level in each 30-Apr- How do we get there: areas and across all levels to curricular area. 2013 be developed for use by staff in all sectors.
18 Development work for new courses leading to new qualifications was commissioned and has now been shared with schools and shared nationally. Further work is underway working with 60 City of Edinburgh SQA nominees to provide further support on assessment and moderation in session 2013/14 as new qualifications are introduced.
Report on joint proposals from Children and Families and teacher unions on revised This report also includes an update on the budget savings 21-May- management structure surveys achieved through the implementation of the revised 2013 presented to the Education, Secondary Management structures. Children and Families Committee on 21 May 2013.
Plans for the senior phase have been developed in each school. These include a wider range of opportunities often Implement the senior phase involving Further Education, Higher Education, voluntary 31-May- and the new examination sector and the business community. There are a wider range 2014 arrangements of qualifications and activities leading to accreditation and schools are now preparing for the introduction of new qualifications, National 4 and 5 in May 2014.
Commitment to ongoing joint work with Children and Families and Teacher Unions to monitor, review and refine Report to Committee on 31-Dec- identified issues in the implementation of revised secondary Curriculum for Excellence 2014 management structures as appropriate to meet pupil and Implementation staff needs in conjunction with the implementation of Curriculum for Excellence.
Indicator Value Target Status Latest Note Latest performance data is the 3-year post-appeal average Percentage of pupils (2010-12) of the % of the relevant mainstream S4 cohort. achieving 5+ awards at 55.2% 53.7% Target is to reach performance in the top quartile by 2014/15 SCQF Level 5 or above nd based on 2010-12 data. Edinburgh was in the 2 quartile by the end of S6 nationally. National performance was 52.7%. Percentage of pupils Latest performance data is the 3-year post-appeal average achieving 5+ awards at (2010-12) of the % of the relevant mainstream S4 cohort. 27.8% 26.7% SCQF Level 6 or above Target is to achieve continuous improvement. National by the end of S6 performance was 23.9%
The figure of 95.2% relates to performance over the school year 2011/12 and is taken directly from the schools’ Attendance at primary management system. This shows a significant improvement 95.2% 94.9% schools from the figure in 2010/11. No national data is available for 2011/12 as this will now be published once every two years. The national average was 94.8% in 2010/11.
The figure of 92.8% relates to performance over the school year 2011/12 and is taken directly from the schools’ Attendance at secondary management system. This shows a significant improvement 92.8% 91.2% schools from the figure in 2010/11. No national data is available for 2011/12 as this will now be published once every two years. The national average was 91.1% in 2010/11.
The figure of 90.4% relates to performance over the school year 2011/12 and is taken directly from the school’s Attendance by pupils in 90.4% 90.1% management system. National performance was 90.6%. special schools Note that special school provision in Edinburgh is not comparable with other local authorities.
Sickness absence for Sickness absence amongst teachers has shown an 2.96% 3.10% teaching staff improving trend over the last three years.
19 Pledge 06 Establish city-wide childcare co-operatives for affordable childcare for working parents Lead Politician Paul Godzik Lead Service Area: Children and Families
Contact: Gillian Tee
Work to identify and work with current childcare providers who are interested in developing co-operative status for their organizations has made good progress. To date, five childcare providers have expressed an interest in the option of becoming co-operatives. It is anticipated that the majority of those organisations who will benefit from becoming co-operatives are parent-led. Simultaneously, work is also underway to develop an overarching support mechanism for childcare providers who become, or wish to become, co-operatives. Children and Families has established a Service Level Agreement with Lothian Association of Youth Clubs to provide a range of support and advice to the Out of School Care sector, including identifying and helping those which wish to make the transition to co-operative status. Additionally, this support will promote the sustainability, quality and mutual co-operation for community-based Out of School Care Clubs. It is intended that this will enhance: the relationship between community Out of School Care providers and The City of Edinburgh Council; the confidence of, and value in, community-based Out of School Care provision; staff skills, understanding and motivation; educational and social outcomes; and, the quality of activity and programmes. It will also seek to maintain the current number of community-based Out of School Care providers and create new provision where local conditions are favourable. This will involve exploring the options to identify where new capacity is required, and looking at how the Children and Families estate can be Where are we now: used more flexibly. Legal and professional support will be available for clubs wishing to adopt more favourable governance arrangements, and an extended programme of Out of School Care training will be developed. LAYC will also establish a pool of experienced Out of School Care managers who can provide dedicated support and input as required. Professional support with establishing and running a successful co-operative will also be provided, with specialists on hand to provide a range of advice and expertise. Moreover, Public Service Mutual, part of the Co-operative Group, will explore, with the Council and LAYC, options for the overarching support mechanism to become a co-operative. This would create an Out of School Care Co-operative led by LAYC. Community-based parent-led childcare providers would be eligible to become members of the co-operative, which could offer a range of benefits and economies of scale. The governance of childcare co-operative development will be through a Board established for that purpose and made up of representatives from Elected Members and Children and Families officers. Work is also ongoing to raise the profile of co-operatives and co-operative working. The Broughton Cluster was chosen as the pilot area for developing co-operative education and learning. The focus to date has been on information-sharing and gaining a common understanding of co- operative education and the Co-operative Education Trust Scotland has been working closely with the schools in the further development of this work
Challenges: The challenge will be the expansion of affordable childcare within the context of budget constraints.
Where do we want to Provision of more affordable childcare and improved support for childcare providers operating on a co- get to: operative basis.
Due Notes for stages Report presented to the Education, Children and 21-May- The report sets out progress to date and next steps. Families Committee on 21 May 2013 2013.
Establish a network of out-of- school childcare provision 30-Sept-
How do we get there: operating on a co-operative 2013 basis
Work with those community- based organisations providing 30-Sept- out-of-school childcare who are 2013 interested in becoming co- operatives
20 Bring forward proposals for affordable childcare based on 31-July- feedback from childcare 2014 organisations and parents
21 2) Reducing poverty, inequality and deprivation
Pledge 07 Further develop the Edinburgh Guarantee to improve work prospects for school leavers Lead Politician Frank Ross
Lead Service Area: Economic Development Contact: Ken Shaw
The Edinburgh Guarantee is not a programme, but a partnership between the city’s private, public and community interests to increase the number of school leavers entering a sustained positive destination and thereby reducing youth unemployment and under-employment. By 2017 it aims to: · Increase the % of school leavers moving into positive destinations, matching or exceeding the performance of the highest ranked Local Authority area · Increase the % of “looked after children” moving into a positive destination, matching or exceeding the performance of the highest ranked Local Authority area · Reduce the % of young people (16-24 yrs) who are unemployed, matching or exceeding the performance of the highest ranked Local Authority area The Edinburgh Guarantee is a priority within the City’s Economic Strategy and integrates with Scottish Government’s “Opportunities for all” initiative. Where are we now: Direct outcomes achieved to date include: - High Demand for Young People - 1,000 additional opportunities identified, 660 matched with a young person and active relationships with 150 organisations - Excellent Career Prospects - changing culture, working with growing and established businesses and linking with Business Gateway to improve reach - Comprehensive Network of Support- 200 additional training places, 50 additional places in Higher Education, equal partnership and comprehensive communications
The registered unemployment rate for 18-24 year olds in the city is 4.3% which is 1% higher than the average overall claimant count for the city, but is well below the Scottish rate of 7.6%. Whilst the Edinburgh Guarantee prime focus remains on the school leaver cohort it has become an important brand in the city’s strategic employer engagement effort and is aligned with a range of programmes and initiatives that have been secured.
The economic climate remains a constraint on the labour market and increases the competition for jobs Challenges: and opportunities for young people.
· Employability initiatives, backed by a variety of public and private sector employers, will help reduce unemployment amongst young people. Where do we want to · Effective employability services will help long term unemployed residents back into work. get to: · The use of community benefit clauses in tenders will help secure new employment and training opportunities for local residents.
Due Notes for stages Continue to promote Edinburgh Guarantee and align with national efforts such as Milestone completed. 'Opportunities for All' and local projects aimed at improving employer engagement.
How do we get there: A partnership group has been established to champion the guarantee within the public, private and third sectors. Review and update partnership 27-May- Following publication of the latest SLDR statistics the group forward plan 2013 is reviewing the Forward Plan to build on the progress made to date, evidenced by the improving levels of school leavers entering positive destinations.
22 Report on progress to the Bimonthly report to committee will report achievements to Economy Committee and 25-Jun- date by the partnership and impact on youth unemployment, through the Edinburgh 2013 and planned next steps based on current successes or Guarantee newsletter/website. opportunities available.
Employer engagement will A development group has been established – Joined up for continue to be a major focus Business, aligned with ESF Priority 5 programme and with a particular emphasis on Strategic Skills Pipeline. SME businesses. This work is 30-Apr being undertaken in conjunction This initiative will provide workshops for employers to 2014 with the Chamber of Commerce encourage recruitment of young people and specific services and Business Gateway to which remove obstacles for recruitment by small and micro maximise sustainability of any businesses. Examples include time limited wage subsidies opportunities created. and bespoke recruitment and selection support.
23 Make sure the city’s people are well-housed, including encouraging developers to build Pledge 08 residential communities, starting with brownfield sites Lead Politician Cammy Day
Lead Service Area: Services for Communities Contact: Mairi Keddie
· The Strategic Business Case for delivering up to 16,000 new affordable homes was considered by Health, Wellbeing and Housing Committee on 23 April 2013. Committee agreed to consult with key partners on this and to carry out further work to assess viability of available sites. As this is taken forward, consideration is being given to how new investment models can support building a Co- operative Capital and ensuring that brownfield sites are prioritised for development.
· The Council approved the delivery of 741 affordable homes in 2012/13. The majority of these were funded through the Affordable Housing Supply Programme (AHSP) with a total spend of £24.094m. In addition to approving new homes, 859 homes were completed during the year against an internal scorecard target of 570 and a Scottish Government target of 501.
· 1,314 new affordable homes were under construction across the city as of 1 April 2013. 94% of these are being built on brownfield sites. They are being delivered over 26 sites, 25 of which are brownfield, with the exception being Kirkliston.
· The first homes have now been completed through the National Housing Trust (NHT) Initiative which will deliver 422 new homes for mid market rent across the city.
· Participation in NHT 2B was approved by Council on 2 May 2013. This could deliver up to £24 million Where are we now: of investment and up to 200 new homes for mid market rent, depending on uptake. The Council also asked for a report to Health, Wellbeing and Housing Committee by October 2013 on the tenant profile and rent levels for current NHT properties, together with information on options to ensure properties are not lost to the mainstream private market.
· Draft consent to offer loans to RSLs through On Lending was received from Scottish Ministers in October 2012. RSLs have now submitted bids for funding and a report is due to Finance and budget Committee on 6 June 2013.
· The Council’s Strategic Housing Investment Plan (SHIP) sets out Edinburgh’s affordable housing programme and how Scottish Government grant funding is spent in the city. This will be reported to Health, Wellbeing and Housing Committee in June. As part of developing the SHIP, opportunities for co-operative working will be identified and brownfield sites prioritised.
· Investment to modernise existing Council homes has meant that 82% of all Council homes now comply with the Scottish Housing Quality Standard (SHQS). It is projected that 89% of homes will comply with SHQS by the end of 2013/14 and the Council is on track to complete the SHQS programme by 2015. Improvements in energy efficiency lead to reductions in fuel poverty.
· Edinburgh is a growing city. Both population and number of households are set to grow significantly over the next 20 years. 16,000 new affordable homes are required over the next ten years, 36,000 new homes in total. Demand for affordable homes is growing and changing e.g. first time home-buyers have difficulties securing mortgages and there is increasing demand for rented housing particularly mid market rent and private market rent. Challenges: · New house-building for private home ownership is in decline and may hamper the use of land through the Affordable Housing Policy to deliver more affordable housing. Some development sites are over valued and difficult to release. · Availability of traditional forms of public sector investment such as central government subsidy and private sector investment is restricted and increasingly costly. · Cost of energy to maintain and heat homes is increasing.
Where do we want to Everyone can have a home that is affordable to maintain and heat by 2022. get to:
24 Due Notes for stages Strategic Business Case Report Recommendations accepted by Committee. Further work to 23-Apr- to Health, Wellbeing and assess viability of specific sites and consultation with 2013 Housing Committee partners will now be taken forward. How do we get there: The closing date for bids for on-lending was 16 April 2013 Develop on-lending project to 06-Jun- and a report will be provided to Finance and Budget offer loans to RSLs 2013 Committee on 6 June
Indicator March 2013 Target Status Latest Note This can be broken down as 588 AHSP, 12 New Supply Shared Equity, 124 Open Market Shared Equity & 17 Affordable Housing Policy. The Number of approvals Number of affordable increased in March as 7 tenders for 447 homes were homes approved 741 1,500 received. (cumulative) There was also a significant number of homes (58) delivered through the OMSE as purchases have to be made by the end of financial year. Number of affordable 501 AHSP, 99 homes for 21st Century Homes, 12 NSSE for 859 570 homes completed developers, 23 innovation, 61 National Housing Trust, 124 (cumulative) OMSE, 11 AHP and 28 unsubsidised.
25 Pledge 09 Work in partnership with Scottish Government to release more funds for council homes for rent Lead Politician Cammy Day Lead Service Area: Services for Communities
Contact: Elaine Scott
· The Scottish Government has confirmed the total amount of subsidy available for the new supply of affordable housing by the Council and its housing association partners in Edinburgh over the next three years: £24.094m in 2012/13, £22.138m in 2013/14 and £32.512m in 2014/15. Scottish Government has also now provided initial planning assumptions to 2018 – at £15.7m for 2015-16, £10.6m for 2016-17 and £6m for 2017-18. These will allow the next Strategic Housing Investment Programme to include projects which will not complete until 2017/18.
· Since 2009 the Council has secured £9.1m worth of Scottish Government funding to support council house building.
· The Council’s 21st Century Homes programme is progressing and is providing a mix of new affordable homes to rent and buy. To date: Where are we now: − 99 homes have been completed at Gracemount; − A contractor has been appointed to build 34 homes for social rent at West Pilton Crescent; − Construction on 60 homes for rent has commenced at Greendykes; − Detailed planning consent secured for the site at Fort House; − A planning application has been submitted for the site at Fort House; and − Tenders have been invited for the development of new Council homes to form a part of a major regeneration project at Pennywell.
· The Strategic Business Case for delivering up to 16,000 new affordable homes was considered by Health, Wellbeing and Housing Committee on 23 April 2013. Committee agreed to consult with key partners on this and to carry out further work to assess viability of available sites. As this is taken forward, consideration is being given to how new investment models can support building a Co- operative Capital and ensuring that brownfield sites are prioritised for development. · Edinburgh is a growing city. Both population and number of households are set to grow significantly over the next 20 years. 16,000 new affordable homes are required over the next ten years, 36,000 new homes in total. Demand for affordable homes is growing and changing e.g. first time home-buyers have difficulties securing mortgages and there is increasing demand for rented housing particularly mid market rent and private market rent. · New house-building for private home ownership is in decline and there is a risk that this may hamper the use of land through the Affordable Housing Policy to deliver more affordable housing. Some Challenges: development sites have been over valued and are difficult to release. Developers have paid more for the site than it is currently worth or would realise through development. · Availability of traditional forms of public sector investment such as central government subsidy and private sector investment is restricted and increasingly costly. · Cost of energy to maintain and heat homes increasing. Need to rationalise and modernise existing Council housing stock to minimise ensure tenants have the best quality, affordable to maintain and heat homes.
Where do we want to Every one can have a home that is affordable to maintain and heat by 2022. get to:
Due Notes for stages Strategic Business Case Report Recommendations accepted by Committee. Further work to 23-Apr- to Health, Wellbeing and assess viability of specific sites and consultation with 2013 Housing Committee partners will now be taken forward.
The closing date for bids for on-lending was 16 April 2013 How do we get there: Develop on-lending project to 06-Jun- and a report will be provided to Finance and Budget offer loans to RSLs. 2013 Committee on 6 June.
Expand the range of rented Council homes to include both Delivery of 21st Century Homes social rent and mid market rent.
26 Pledge 10 Set up a task force to investigate ways to bring empty homes into use Lead Politician Cammy Day Lead Service Area: Services for Communities
Contact: Gillian Campbell
· Edinburgh has a low number of empty homes compared to other local authorities. The number of empty homes is reported annually to Committee.
· An Empty Homes Taskforce has been established with representation from all political groups and key partners. First meeting was held on 27th September 2012.
· The Scottish Government launched a £4m empty home loan fund on 13 July 2012 with £2m focussing on rural areas. Link Housing Association, with support from CEC, has been awarded £750,000 to bring up to 70 empty homes in Edinburgh back into use as affordable homes. Link is recruiting a dedicated Where are we now: member of staff to manage the scheme, including sign-posting to other services. The outcome of Link’s work will be kept under review.
· On 21 March 2013, Finance and Budget Committee agreed to reduce the Council Tax discount rate for empty and unfurnished homes from 50% to 10% after six months and to charge full Council Tax plus a 100% surcharge after 12 months. This policy is intended to encourage owners to bring empty homes back into use. It will be implemented in late 2013/14 and will be supported by a comprehensive information campaign.
· Leaflets including information about the new loan fund have been developed and sent to owners of homes that have been empty for six months or more. · Owners of empty homes reluctance to make properties available for renting or for sale because they lack the skills or finance to bring the home up to a suitable standard for rent or sale or are wary of becoming landlords. Challenges: · Limited strategic impact on the overall need for new homes of bringing a small number of empty homes back into use. · Minimising risks to funding for new affordable homes as Council Tax discounts for long term empty homes are removed.
Where do we want to Return up to 10 identifiable empty homes to use each year. get to:
Due Notes for stages
Implement changes to Council Implementation will be supported by a comprehensive 31-Dec- Tax charges for empty and information campaign. 2013 unfurnished homes
Link Group has been allocated £750,000 to bring empty homes back into use following a successful bid for Scottish How do we get there: Government funding supported by CEC. Continue to support Link in administering the Empty Homes Leaflets including information about the loan fund have been Loan Fund developed and sent to owners of homes that have been empty for six months or more. The need for a dedicated officer post to co-ordinate empty homes work across the Council and partners will be kept under review.
27 Pledge 11 Encourage the development of cooperative housing arrangements Lead Politician Cammy Day
Lead Service Area: Services for Communities Contact: Gillian Donohoe
· A Political Sounding Board has been established and the first meeting was held on 20 March 2013. · Consultation on ‘Draft Framework for a Co-operative Approach to Housing Services’ being carried out in May and June 2013. · Action Plan developed in consultation with tenants, housing associations and other partners. · Affordable Housing Sounding Board and 21st Century Homes Project Board to consider opportunities for co-operative housing and estate management over summer 2013. · Early opportunities for co-operative housing and estate management are being explored for new Where are we now: developments at West Pilton and Greendykes. · As part of taking forward the Strategic Business Case, the Council is considering whether Community Land Trusts provide a co-operative model for delivering new homes. · A Co-operative Energy Switching Project is currently underway. New supply arrangements to be in place by June 2013, delivering energy cost savings to residents. Impact to be reported to Sounding Board in June. · Exploring potential for community led co-operative approach to furniture and support for new tenants and residents. This will be reported back to the Sounding Board in June. · Co-operative approaches to development of new social rent are limited by subsidy and investment priorities but more potential for mid market rent and low cost home ownership. · There is a need to review and identify existing co-operative models currently in place within Edinburgh Challenges: e.g. tenant participation strategy, neighbourhood engagement with RTOs, checkpoint groups on prevention etc. · Tenant and customer commitment to co-operative models needs to be significant. · Value for money implications of co-operative models.
Where do we want to Be recognised as the leading Scottish Local Authority in delivering co-operative approaches to housing get to: by 2017.
Due Notes for stages Report to Health, Wellbeing & 23-Apr- Draft action plan and consultation agreed by Committee Housing Committee 2013
Consultation on the principals and approach that the Council and its partners could take to encourage more co-operative Consultation on co-operative 30-Jun- approaches to housing. The consultation paper includes a approaches to housing 2013 proposed set of priorities around which the framework for co- operative approaches to housing can be developed.
Review Tenant Participation 31-Aug- This will include identification of options for further co- Strategy 2013 operative and collaborative working.
How do we get there: Co-operative approaches to be considered as part of Explore co-operative 31-Oct- Strategic Housing Investment Plan (SHIP) development and opportunities to building new 2013 through taking forward Strategic Business Case for new homes for rent and for sale. affordable homes.
Pilot programme to be 31-Oct-
established. 2013
Identify options for developing co-operative approaches to 31-Dec- Early opportunities have been identified at West Pilton and housing and estate 2013 Greendykes. management.
28 Work with health, police and third sector agencies to expand existing and effective drug and Pledge 12 alcohol treatment programmes Lead Politician Ricky Henderson
Lead Service Area: Health and Social Care Contact: Nick Smith
The Edinburgh Alcohol and Drug Partnership (EADP) is the strategic partnership, which addresses problems associated with alcohol and drug use. Partners include NHS Lothian, Police Scotland, the City of Edinburgh Council and third sector organisations.
The EADP Commissioning Plan: Commissioning for Recovery 2012-15 was published in February 2012. The three key objectives are to: 1. Ensure that people receive the right services at the right time; 2. Provide coordinated care; 3. Develop strong recovery communities. The report sets out the types of services the EADP intends to commission: Recovery Hub services, counselling services, services for carers and family members, wrap around care, including employability and the development of recovery communities. Subsequent work is focused on developing a redesign process for services in line with these objectives Where are we now: The EADP has developed a draft joint Commissioning Plan with Children and Families. Initial consultation on this has been completed and this provides the basis for more detailed development. Its outcomes are: • Fewer children and young people use drugs, children and young people choosing to drink alcohol start later in life and take fewer risks. • The impact of parental alcohol and drug use on children and young people is reduced. • More children and young people receive appropriate and timely support for problem alcohol and drug use. The Homelessness Prevention Commissioning Plan outlines the link that exists in some cases between addictions and homelessness. Services that focus on addictions and that are funded through this plan will be reviewed in partnership with Health and Social Care and the EADP to ensure people get the appropriate support to help them gain independence.
1. Work in partnership with a diverse range of service providers to achieve a more recovery oriented system of care. 2. Shift commissioning from an output focus to a focus on outcomes. 3. Develop governance arrangements which ensure that services users are engaged effectively in the Challenges: planning development and delivery of services. 4. Shift the balance of care so that people have access to employability, housing, family support and mental health services, as well as treatment and support. 5. Improve service planning across commissioning bodies using the SWIA Commissioning Cycle to ensure that people can access the services they need at the right time during their recovery journey.
The vision within the EADP Strategy is that Edinburgh is a city which promotes a healthy and responsible attitude to alcohol and where recovery from problem alcohol and drug use is a reality. The EADP and the Council recognise the critical links between alcohol and drug misuse and offending, Where do we want to including violent offending and domestic abuse. A range of developments are underway to expand the get to: availability and effectiveness of these services, including the establishment of a centre for women offenders to build on the work of the Willow project.
Due Notes for stages Seek approval for Finance and Resources Committee to 15-Jan- secure the delivery of Criminal Milestone completed. 2013 Justice Treatment and Recovery Services How do we get there: Draft Commissioning Plan for Children and Families to be 28-Mar- approved by Children and Milestone completed. Families Committee. 2013
29 Results of the joint review of homelessness services to be fed into the procurement plan 31-Mar- (as part of the implementation Milestone completed. 2013 of the Homelessness Prevention Commissioning Plan)
EADP is developing a Public/Social Partnership approach Detailed process for redesign of 28-Jun- with engagement of Third Sector, NHS Lothian and Council the adult treatment system of 2013 services. Agreement has been reached in principle for the care agreed approach.
Finalise arrangements for the 31-Aug Awaiting confirmation of pump prime funding from Scottish establishment of a Centre for Government, initial activity underway. Women Offenders 2013
Joint review of services This follows a needs assessment of homeless services and providing accommodation with 30-Sep- a review of the Genesis, Anchor, and Bethany house support recovery for substance 2013 projects which is being undertaken by EAPD and Services misuse. for Communities.
Final Commissioning Plan for Children and Families to be 31-Jan- The draft stages and consultations are complete and a more approved by Children and 2014 detailed plan will be approved before the end of the year. Families Committee
The service will intervene with substance using offenders Complete commissioning of the 30-Apr- before and after prison to provide support and enable Offender Recovery Service 2014 recovery. It is expected to be operational in April 2014.
Indicator March 2013 Target Status Latest Note Proportion of cases meeting the three week The percentage of people starting a service within three target timescale from weeks rose by 3% in March. All 16 providers achieved the 94% 90% referral to start of target of 90% of people starting a service within three treatment for drugs and weeks. alcohol
30 Enforce tenancy agreements (council and private landlord) with a view to ensuring tenants and Pledge 13 landlords fulfil their good conduct responsibilities Lead Politician Cammy Day
Lead Service Area: Services for Communities Contact: Jennifer Hunter
- Over the past few months neighbourhood staff have been working intensively to get to know our tenants better, so that we can help them to identify and deal with the challenges of welfare reform. This work will inform how services are developed and reviewed to ensure that links between neighbourhood staff and local communities are further enhanced.
- Neighbourhood services, including Housing and Regeneration and Community Safety, take action where tenant's behaviour is unacceptable. This includes enforcing tenancy agreements and managing antisocial behaviour. This role also includes the regulation of private landlords through registration and HMO licensing. Work is ongoing to ensure these services work effectively together.
- The Scottish Government has recently consulted on the strategy for the private rented sector with the strategy due to be published in Spring 2013. Where are we now:
- Private landlords are now required to provide all tenants with a Tenant Information Pack including information about tenant and landlord rights and responsibilities at the beginning of a new tenancy.
- The Council's Rechargeable Repairs Policy was approved by Health, Wellbeing and Housing Committee on 29 January 2013 and has been implemented from 1 April 2013.
- The Multi-Storey Working Group (MSWG) has agreed to take a more proactive approach to enforcement of responsible pet ownership and resident behaviour regarding dogs in multi-storey buildings. The approach will be considered in more detail and reported to Health, Wellbeing and Housing Committee in September 2013.
- Council’s wider responsibilities to support vulnerable people and to protect and support children. - The legislative and regulatory framework for tenancy management places significant and increasing Challenges: weight on the rights of tenants. Scottish Housing Regulator, ECHR, equalities legislation. - Lack of investment and professional management of the private rented market.
Where do we want to Reduce the number of enforcement actions and evictions by 2014. Improve resident satisfaction with get to: community safety services (still to be quantified).
Due Notes for stages Carry out a review of the conditions in the current Scottish Secure Tenancy The review is being carried out and the outcomes will be Agreement and the 10-Sep- reported to Health, Wellbeing & Housing Committee in enforcement options that are 2013 September 13. available to deal with tenants that are not fulfilling their responsibilities.
A report on Housing Strategy Priorities considered by How do we get there: Conduct research into private Health, Wellbeing & Housing Committee on 29 January rented sector, regarding 10-Sep- included a commitment to develop a draft Private Rented enforcement of tenants’ and 2013 Sector charter. This draft charter will be reported to Health, landlords’ responsibilities Wellbeing and Housing Committee in September 2013.
Develop enforcement approach for dog owners living in multi- 10-Sep- Due to be reported to Health, Wellbeing and Housing storey housing. 2013 Committee September 2013
31 Report will include: Report back to Health. · The number of rechargeable repairs identified in the first 12 Wellbeing and Housing months; 30-Jun- Committee in June 2014 on first · The total rechargeable repairs invoiced; 2014 12 months of implementation of · The income recovered; Rechargeable Repairs policy. · The recovery rate; and The number of disputes and outcomes of these.
Key aspects of the communication plan to include:
• Updating the Tenants handbook, • Developing a more inclusive approach to tenant Work with Edinburgh Tenants communications (including development of ‘easy read’ Federation to develop and materials) reinforce a clear message on tenant responsibilities to their • Focusing on key elements of tenant responsibilities: neighbours and communities. - Payment of rent - Reasonable behaviour (both within the home and wider neighbourhood) - Respecting the environment (both within the home and wider neighbourhood)
32 Strengthen Council housing allocation policy to give recognition to good tenants and to Pledge 14 encourage responsible tenant behaviour and responsibilities Lead Politician Cammy Day
Lead Service Area: Services for Communities Contact: Karen Allan
What we currently do: − Length of tenancy is recognised for tenants who wish to move to a new home. − Suspend applicants who have been served with Anti-Social Behaviour Orders (ASBOS) from offers of housing from the Council and Housing Associations. − If a tenant has applied for a transfer or exchange, a pre-termination visit will be carried out. If at that visit it is identified that the property has been damaged, that tenant will not be considered for a move. − A tenant will not normally be considered for a transfer or exchange where they have rent arrears. However, in order to assist tenants who are affected by Housing Benefit under-occupation reforms, the Council is considering allowing these moves to go ahead where the tenant is working with the Council to reduce outstanding arrears. Where are we now: − The Council’s Rechargeable Repairs Policy was approved by Health, Wellbeing and Housing Committee on 29 January 2013 and has been implemented from 1 April 2013. A number of options are being considered to encourage responsible tenant behaviour. These options will be developed over the summer in consultation with Edinburgh Tenants Federation. The outcome of this will be reported to Health, Wellbeing and Housing Committee in September. The options that are currently being considered include: − Review services to ensure neighbourhood staff know their tenants and can develop constructive relationships that allow early intervention when issues arise. − Introduce more robust sign up process to ensure new tenants are aware of their responsibilities. − Embed post-allocation visits process to ensure a more person-centred approach that responds to individually assessed needs and stresses responsible behaviours. − Fast-tracking investment in improvements for tenants who meet their tenancy responsibilities. - Council’s wider responsibilities to support vulnerable people and to protect and support children. - Allocations policies are heavily prescribed by the Scottish Housing Regulator and legislative Challenges: requirements. - Allocation policies need to be agreed in consultation with Edindex partners and Edinburgh Tenants Federation and Registered Tenants Organisations.
Where do we want to Tenants feel that responsible behaviour is valued and that there is no reward for irresponsible behaviour get to: (by 2014).
Due Notes for stages Develop options in partnership 31-Aug with Edinburgh Tenants 2013 Federation.
Report to Health, Wellbeing and Housing Committee on actions 10-Sept- Report will include timetable for introducing new measures. to encourage responsible 2013 tenant behaviour. Key aspects of the communication plan to include:
How do we get there: • Updating the Tenants handbook, • Developing a more inclusive approach to tenant Work with Edinburgh Tenants communications (including development of ‘easy read’ Federation to develop a materials) communication plan to reinforce • Focusing on key elements of tenant responsibilities: clear message on tenant - Payment of rent responsibilities to their neighbours and communities. - Reasonable behaviour (both within the home and wider neighbourhood) - Respecting the environment (both within the home and wider neighbourhood)
33 3) Providing for Edinburgh's economic growth and prosperity
Work with public organisations, the private sector and social enterprise to promote Edinburgh to Pledge 15 investors.
Lead Politician Frank Ross Lead Service Area: Economic Development
Contact: Elaine Ballantyne In terms of international investment promotion campaigns:
- Investment sites and Hotel Development Prospectus promoted on Edinburgh’s stand at MIPIM (Europe's leading real estate event) in March with the support of the Edinburgh Business Forum and private sector partners. - Hosted German investor event in February to promote investment opportunities for green projects in the city, alongside Green Investment Bank. - Established Green Projects Group within the Council - creating opportunities to harness investor interest. - Hosted a networking event for Edinburgh stakeholders (private sector, government agencies and Higher Education) with an interest in the Middle Est. Keynote speaker was Humza Yousaf MSP, Minister for External Affairs and International Development. - Representation by Edinburgh at the GITEX technology investment event in Dubai alongside Scottish Development International and meetings with research organisations in Qatar to explore academic and science collaboration. Connections developed with GlobalScots in the Middle East to promote Edinburgh. - Visit to Toronto to showcase creative companies from Edinburgh and promote our creative sector. Supported by Scottish Development International, government agencies in Toronto and their private Where are we now: sector. - Market visit to China to visit cities identified for investment promotion: Beijing, Xi'an, Tianjin and Shenzhen. Meetings with the Scottish Government First Secretary, Scottish Development International, and government agencies within China. - Promoted Edinburgh’s Financial Services sector at City Week event in London, alongside Scottish Development International. - Newsletters and promotional materials sent to private and public sector contacts in the target markets of China, London, Munich, Toronto, UAE and Qatar. - Promotion of Edinburgh in key publications including in-flight magazines and in-country newspapers. - Supported the airport with air route development activity. - Created new promotional films to promote the city's science and technology sector. - Hosted an event to showcase the Edinburgh Science Triangle to Edinburgh ' s Consular Corps. - Led the investment promotion workstream of the Scottish Cities Alliance
Investor relations: Supported a range of investor enquiries, welcomed new investors and kept in touch with existing and recent investors.
Finding more targeted ways of promoting Edinburgh's investment opportunities and continuing to Challenges: identify niche opportunities for investment.
Increased ability to reach a more targeted investment audience. Create a range of green projects to Where do we want to showcase innovative practice and attract investment. Bring forward pipeline of investment opportunities get to: to showcase internationally.
Due Notes for stages Continue with targeted series of 30-Jun- How do we get there: geographical campaigns and Reporting to Committee on June on our campaign activity. 2013 relationships.
34 Continue to work closely with SDI, Scottish Government and other local partners such as Marketing Edinburgh, the There are many different timelines within the campaign,
Festivals, Creative Edinburgh, therefore projects are ongoing. Global Scots, to promote Edinburgh as a quality destination for investors.
35 Pledge 16 Examine ways to source new funding to support small businesses Lead Politician Frank Ross Lead Service Area: Economic Development
Contact: Jim Galloway
Funding through private sector investment and banking remains challenging for small and medium sized enterprises (SMEs). Banks have funds but remain risk adverse and conditions of borrowing remain severe. UK and Scottish Government pressure continues to be applied. Where are we now: During 2013/14 eleven loans were provided through the East of Scotland Investment Fund (ESIF) and Edinburgh Small Business Loan Fund (ESBLF). Three Road to Investment and two Road to Banking programmes were provided, reaching 105 businesses. Business Gateway ended the year ahead of target for Growth Company targets.
The key challenge is to build capacity in SMEs to demonstrate to lenders that they are sustainable businesses with the ability to a) repay and b) grow. The second challenge is to respond to market failure Challenges: by supporting match and direct loan funding through the Council's two loan funds (East of Scotland Investment Fund and Edinburgh Small Business Loan Fund).
· The Council will engage with high growth firms to ensure that the potential benefits of growth are realised. · Businesses in the city will have a single point of contact for all business-facing Council services. Where do we want to · Business Gateway support will be fully integrated with other Council services. get to: · Edinburgh will develop its strong entrepreneurial culture with rising levels of self-employment. · Spin-outs from the city's universities will demonstrate innovation in knowledge sectors such as renewable energy and life sciences. · The creative industries sector will thrive, following investment in innovative workspace for start-ups.
Due Notes for stages Exploring new collaboration Meetings commencing spring 2013 to discuss and agree with the Capital Credit Union to 30-Nov- collaboration between ESIF and Capital Credit Union. provide further loan finance 2013 Report to the Economy Committee in autumn 2013 on offers to businesses in progress. Edinburgh
How do we get there: ESIF and ESBLF are both in 2013/14 targets for fourteen loans included in the Enterprise place. New Business Gateway and Innovation work plan; four ESIF and ten ESBLF provision includes two capacity 30-Mar- 2013/14 targets of four programmes each for Road to building programmes 'Road to 2014 Investment and Road to Banking have been agreed under Investment' and 'Road to the Service Level Agreement with Edinburgh Chamber of Banking'. Commerce.
36 Pledge 17 Continue efforts to develop the city's gap sites and encourage regeneration Lead Politician Frank Ross
Lead Service Area: Economic Development Contact: Steve McGavin
1. Collated information towards the development of a schedule of all Gap sites in the city. Where are we now: 2. Commissioned an audit of the 12 most strategic sites in Edinburgh and for professional views on how to support the progress of these developments.
The prevailing market conditions have affected the ability of developers to obtain funding for speculative Challenges: construction. Residential development has been frustrated by the lack of mortgage finance for first time buyers. Majority of Council-owned gap sites are on HRA land.
· The city’s four development zones will progress, creating opportunities for affordable housing and regeneration focused on job creation · Edinburgh will lead the way in the use of innovative funding and delivery mechanisms to support development and regeneration focused on job creation. Where do we want to · The city’s care for it’s heritage and sustainability will ensure that new development is of the highest get to: possible environmental standard and sympathetic to the city’s character · Investment in the public realm will transform the city centre and strengthen retail performance · Edinburgh’s expertise in low carbon technologies will generate local benefits, in particular improving the energy performance of the city’s housing stock
Due Notes for stages Report on findings of audit on 25-Jun- th 12 most strategic sites in Report due to Economy committee, 25 June 2013 2013 Edinburgh
31-Mar- Undertake Options appraisals. How do we get there: 2014 Progress Development Options 31-Mar-
– with approval 2015
31-Mar- Undertake feasibility studies 2015
37 Pledge 18 Complete the tram project in accordance with current plans Lead Politician Lesley Hinds Lead Service Area: Corporate Governance; Services for Communities
Contact: Colin Smith
Tram project works are underway and being progressed to the programme agreed under the Settlement Agreement signed in September 2011. The Settlement Agreement being the culmination of the Where are we now: mediation between the Parties. The Council will seek to minimise the impact of the works on the city of Edinburgh. Section B completed 8 March 2013 in accordance with the revised programme. (Section B comprises works between the Depot at Gogar and Edinburgh Airport).
- Clearing utilities - Managing civil engineering system and controls works Challenges: - Managing procurement, delivery, testing and commissioning of Trams - Completion of shadow running of Trams to bring ready for revenues service by Summer 2014
Where do we want to Delivery of project in accordance with revised project budget and timescale. get to:
Due Notes for stages Weekly report by SRO to Tram SMT chaired by Chief Executive with attendance from senior officers within the Council and Transport Scotland as co-sponsors Monthly 31-Jul- report to Project Delivery Group chaired by Mark Turley with Closely managed governance 2014 attendance from the Project Team. Monthly Principals meeting chaired by Chief Executive with senior representatives of the Project Team and Principal Contractors.
Tram SMT receives monthly financial report from SRO. Costs reviewed fortnightly by Project Team. Change Control Efficient and clear financial 31-Jul- process embedded in weekly meetings to approve changes controls 2014 by Project Team. Monthly monitoring reports to Major Projects team within CEC.
Fortnightly Tram SMT receives Communications reports 31-Jul- from a dedicated project team. Monthly Communications How do we get there: Clear communications 2014 control meeting held at site level attended by Project Team and principal contractors.
Monthly Contractual Progress meetings to monitor progress between Project Team and Principal Contractors. Fortnightly 31-Jul- Forward planning of works and monthly site control meetings to resolve issues relating 2014 to design, construction, programme, risk, testing and commissioning and preparing for operations.
Progress report to Full Council 25 October 2012. Further Reporting to Council to provide 31-Jul- report on Operating Agreement 31 January 2013. Financial clarity of work stages 2014 report to Governance Risk and Best Value Committee every 3 months. Next report due 25 April 2013
Maintaining continuity of 31-Jul- reporting to All Party Oversight Monthly Reports – Next date 28-May-2013 2014 Group
38 Pledge 19 Keep Lothian Buses in public hands and encourage the improvement of routes and times Lead Politician Lesley Hinds Lead Service Area: Services for Communities
Contact: John Bury
In the short term, Transport will seek to encourage the free flow of Public Transport. 80K received towards subsidised buses.
In the longer term, Transport will work with the bus operators to demonstrate the effectiveness of Bus Lane Camera Enforcement (BLCE) in improving service reliability; and to establish the potential for bus network improvements. Transport will also work with Lothian Buses to implement integrated ticketing, including (in Lothian Buses case) integrated Tram and bus ticketing arrangements. Where are we now: The Council’s public and stakeholder consultation on “Developing a new Local Transport Strategy: Issues for Review”, had issue 1 on “Integrated Transport” and issue 2 on “Supported Bus Services”. The consultation on the Issues for Review took place during February and March 2013. The responses are being analysed, though initial findings suggest public support for improving bus services.
The draft Public and Accessible Transport Action Plan (PATAP) has been the subject of a stakeholder consultation. Once approved PATAP will seek to improve public transport in the city.
Reductions in Bus Service Operators’ Grant and Concessionary Travel Reimbursement, expanding Challenges: population and changing demographics leading to more demand for supported bus services. Competition and commercial issues for bus operators re integrated ticketing.
Where do we want to Edinburgh having an enhanced public transport network (bus and tram) which is fully integrated and get to: operates with improved reliability.
Due Notes for stages Report on the Bus Lane Camera Enforcement and Bus Lane Bus Lane Camera Enforcement 04-Jun- Network Reviews Update will be considered by the and Bus Lane Network Reviews 2013 Transport and Environment Committee meeting on 4 June Update 2013.
Reports, on the outcome of the draft PATAP and Local Reports on the outcome of the 27-Aug- Transport Strategy: Issues for Review consultations will be draft PATAP and Local 2013 reported to the Transport and Environment Committee on 27 Transport Strategy August 2013.
How do we get there: These are actions proposed in the Public and Accessible Integration of Tram and Bus Transport Action Plane (PATAP) over the short to medium 31-Dec- ticketing and bus service term. The due date reflects a process involving the 2018 improvements development of both tram/bus and bus/bus integrated ticketing.
Regular meetings with Lothian Buses and other bus operators 31-Dec-
where integrated ticketing is on 2018 the agenda.
39 Work with the Scottish Government to deliver a larger return of business rate receipts as part of Pledge 20 the Business Rates Incentivisation Scheme (BRIS) Lead Politician Frank Ross
Lead Service Area: Economic Development; Corporate Governance Contact: Hugh Dunn
The BRIS was introduced with effect from April 2012, allowing local authorities to retain 50% of any additional income over their target for up to five years. In view of the effect of delays in valuation appeals upon the current year’s income, however, the Scottish Government has now triggered the “significant event” clause, resulting in a review of the targets previously advised. Where are we now: Based on the mid-year estimate of the level of income that will be received in the current year, the Council looks unlikely to exceed its target. While this means that no additional payment would be received, the baseline level of grant funding included within the Finance Settlement is nonetheless underwritten.
While the underlying principle of incentivisation is widely understood, the actual level of NDR income in Challenges: any given year is subject to a number of factors, many of which are outside the Council's direct control.
Where do we want to To supplement existing levels of funding to sustain a virtuous cycle of additional investment in the city. get to:
Due Notes for stages Engage with COSLA and Scottish Government to confirm 30-Jun-
2012/13 and future years’ 2013 targets How do we get there: Compare audited 2012/13 outturn against revised target to 28-Feb-
determine whether payment 2014 due
40 Pledge 21 Consult further on the viability and legality of a transient visitor levy Lead Politician Frank Ross Lead Service Area: Economic Development
Contact: Steve McGavin
Consultation has taken place on the legality and viability of the transient visitor levy and the administration will not be pursuing further. Consultation continues on a voluntary funding mechanism. Proposals are being worked up and a stakeholder workshop is planned for January.
Council agreed in October 2012 to further consultation with relevant sectors and stakeholders with a view to developing a preferred model by early 2013.
Where are we now: It has been agreed with the Strategy Implementation Group (SIG) of Edinburgh Tourism Action Group (ETAG ) that no public/industry consultation should progress until further work has been completed and discussed at the next SIG meeting on 24 May 2013.
Research has been undertaken to assess a variety of funding models which could be used to generate additional funding for destination promotion activity and there are a number of possible models such as Tax Increment Financing (TIF) and a Tourism Business Improvement District (TBID) which could be applied. Marketing Edinburgh has secured seed corn funding from BIDs Scotland to progress the development of a TBID for the city. Challenges: Consult further on the viability and legality of a transient visitor levy.
Where do we want to To conclude whether a transient visitor levy could be introduced in Edinburgh. get to:
Due Notes for stages Working with the ETAG Strategy Implementation Group, Investigate alternatives to the 31-Dec- identify other funding models for tourism promotion and a TVL 2013 consultation programme. We hope to come back to How do we get there: committee in December. Proposals are being worked up 31-Jan- and a stakeholder workshop is 2014 planned for January.
41 Pledge 22 Set up an independent forum to promote locally-owned retail businesses Lead Politician Frank Ross Lead Service Area: Economic Development
Contact: Steve McGavin
Project Team meetings held 13 November and 10 January. Project Plan and draft Governance Where are we now: structure prepared to be presented to Economy Committee Convenor.
Planning legislation does not allow the Council to control the occupants of a retail unit. There may be Challenges: State Aid issues around directly supporting specific businesses. Ensuring clear understanding around definitions of ‘locally owned business’ and ‘independent forum’.
Edinburgh will develop its strong entrepreneurial culture with rising levels of self-employment; Where do we want to Investment in the public realm will transform the city centre and strengthen retail performance; Joined get to: up Council services will provide effective, targeted support for investors.
Due 21-May- How do we get there: Finalise project plan and appropriate forward actions. 2013
42 Identify unused council premises to offer on short low-cost lets to small businesses, community Pledge 23 groups and other interested parties Lead Politician Frank Ross
Lead Service Area: Services for Communities Contact: Peter Watton
The Council has a large portfolio of properties which are held for non-operational purposes and leased to small businesses, community groups and other interested parties. This includes approximately 140 properties which are let at a concessionary rent i.e. less than market value. The majority of the portfolio is occupied but when a property does become vacant, every effort is made to advertise its availability and bring it back into use as soon as possible. This will include, where practical, agreeing a short term Where are we now: lease pending a longer lease or sale being concluded. Corporate Property services within the Council is currently consulting internally on the creation of a Council Policy on the sale or lease of property at less than market value and it is intended to report the outcome of this to the Finance and Budget Committee and/or the Corporate Policy and Strategy Committee in 2013. The audit of the Council’s property assets has been completed and opportunities are being identified on an ongoing basis.
-Some investment may be required. Challenges: -Need to continue to maximise income/capital receipts.
Where do we want to 100% of Council premises meaningfully utilised. get to:
Due Notes for stages Ongoing review of asset 31-May- Asset database is now available showing all vacant Council database. 2013 properties.
It is proposed to submit a report to the Finance and Budget Committee and / or the Corporate Policy and Strategy Review asset management 30-Nov- Committee in 2013 with recommendations for the creation of strategy. 2013 a Council Policy on the sale or lease of property at less than How do we get there: market value. Examples include · Lease of Caltongate Venture during Summer festivals 2013 Implement short term lets of 31-Mar- · Temporary lease of industrial units to Christian Aid unused buildings 2014 · Dove Centre at Hailesland Place · Edinburgh Christian Aid at West Harbour Road
43 Pledge 24 Maintain and enhance support for our world-famous festivals and events Lead Politician Steve Cardownie Lead Service Area: Culture and Sport
Contact: Lynne Halfpenny
Edinburgh has 12 major festivals which work together as Festivals Edinburgh. An independent study assessed the full range of their impacts in 2010; their positive impacts included improving quality of life for residents; building capacity amongst volunteers and temporary workers; building confidence and inspiring creativity; developing skills and talents of performers; attracting tourists and journalists; building Where are we now: Edinburgh’s reputation worldwide; and an economic impact of £245m for the city. Nevertheless, other cities in the UK and around the world have created their own festivals and are attracting increasing attention, funding and visitors. The 2006 Thundering Hooves Study and its resulting Action Plan remain important: the Action Plan focuses on what Edinburgh must do to stay ahead of this competition. Major events also have numerous similar benefits for the city.
Challenges for the festivals: sufficient funding to: continue to stay ahead of the competition and develop innovative programming; cultural infrastructure; achieving sustainable development of the festivals; growing competition from other cities. Challenges for major events: sufficient funding to research and Challenges: bid for key events; strain on the city’s infrastructure and associated costs (related to roads and transport; parks and greenspace; waste; policing/security; Event Planning and Operation Group support); competition from other cities for key events; new events and growth of sector.
Where do we want to Maintain and build on Edinburgh's reputation as an ideal location for major events and the pre-eminent get to: Festivals.
Due Notes for stages The outcomes of the 2012 summer Festivals were reported to the Culture and Leisure Committee in October 2012. 2013/14 funding for Edinburgh’s Festivals was protected at the same levels as 2012/13. Joint working continues in Report to Culture and Leisure 31-Mar- partnership with Creative Scotland and EventScotland to Committee on outcomes of the 2013 ensure strong programmes of work are delivered in 2013 2012 Festivals and 2014. A new Edinburgh International Festival Director has been appointed to enable smooth succession planning from 1 May 2013.
The FINA/Midea Diving World Series event was held at the Royal Commonwealth Pool from 19-21 April. This is a major international diving competition, and was jointly supported by FINA Midea Diving World 30-Apr- EventScotland, British Swimming and UK Sport, as well as Series event to be held at the 2013 the Council. The event was well attended by the public, with Royal Commonwealth Pool many of the sessions selling out. A bid is planned to attract this event back to the city in 2015. How do we get there:
The Brodies Champions of Tennis event takes place on 20- 23 June 2013 at the Edinburgh Academicals ground in Stockbridge. This will be the first time this ATP event has Brodies Champions of Tennis been brought to Scotland, and will feature veteran tennis 30-Jun- event to be held at Edinburgh players competing on a temporary court under cover 2013 Academicals Ground immediately prior to the start of Wimbledon fortnight. Confirmed players include John McEnroe, Greg Rusedski, Tim Henman and Goran Ivanisevic.
Progress on the Thundering Hooves action plan was last reported to the Culture and Leisure Committee in June 2011. Additional resources have been approved for the period Festivals continue to update the 05-Jul- 2012 – 2014 to the major festivals and to Festivals Thundering Hooves Action Plan 2020 Edinburgh to enhance product and marketing. The enhanced activity in 2012 was reported to the Culture and Leisure Committee in October 2012.
44
The first ever Edinburgh Culture Summit was held in the city on 13 and 14 August and a major programme of cultural diplomacy during the summer months was supported by the Council, Creative Scotland, EventScotland, Scottish Enterprise and the Scottish Government.
45 Introduce a “living wage” (currently set at £7.20) for Council employees, encourage its adoption Pledge 25 by Council subsidiaries and contractors and its wider development Lead Politician Alasdair Rankin
Lead Service Area: Corporate Governance Contact: Philip Barr
The Edinburgh Living Wage set at a rate of £7.50 was introduced on 1 January 2013 as a stand-alone hourly rate. This means that it is fully pensionable and will be used to determine plus payments such as overtime. Consideration of the best way to encourage its adoption and wider use is the remaining focus Where are we now: of this pledge whilst avoiding procurement challenges. Discussions with the trade unions about the effect of the Living Wage on the Pay and Grading structure are ongoing. The recommended approach is to retain the grading structure for equalities reasons.
Challenges remain the impact on budgets/costs (initial and ongoing); impact on competitiveness of Challenges: STOs; impact on pay and grading structure; impact on other policies (including commitment to a policy on no compulsory redundancies).
The implementation of the "living wage" within the Council's pay structure has already been achieved. Where do we want to However further works needs to be undertaken to encourage partners/grant funded organisations to get to: adopt this policy.
How do we get there: Further, post implementation consultation and dialogue with the trade unions
46 Pledge 26 Establish a policy of no compulsory redundancies Lead Politician Alasdair Rankin Lead Service Area: Corporate Governance
Contact: Philip Barr
A policy of no compulsory redundancies is operating in practice. There have been no compulsory Where are we now: redundancies since the introduction of the pledge. All efforts have been made to redeploy surplus staff. Examination of the implications of adopting a policy of no compulsory redundancies continues.
Challenges are the impact on budgets; impact on current severance schemes; impact on employment Challenges: policies such as redeployment and associated resource requirements; the availability of suitable alternative employment; impact on training resources including budgets.
Where do we want to The continuation of a no compulsory redundancy policy and a focus on internal redeployment and get to: training, where possible.
The commitment will be progressed through consultation with elected members, the Chief Executive, How do we get there: Directors and trade unions.
47 Pledge 27 Seek to work in full partnership with council staff and their representatives Lead Politician Alasdair Rankin Lead Service Area: Corporate Governance
Contact: Philip Barr
A well developed structure of formal and informal consultation and negotiating meetings is now in place at Corporate and service level. These meetings cover proposed amendments to terms and conditions of employment, organisational reviews, health and safety requirements and project based change initiatives.
Employment policy development is now being undertaken with the trade unions using an agreed Where are we now: partnership model that encourages a broad based trade union input to both policy development and implementation of the final policy, whether as a collective agreement or if agreement is not possible with council approval for use.
Open access/drop in sessions, such as those provided by the CMT will allow non-union members direct access to those taking key decisions.
A key challenge is ensuring cross-council consistency of good practice in staff engagement at a time of Challenges: great financial pressure.
Where do we want to Positive partnership working with trades unions and engagement with staff to achieve Council get to: objectives.
Notes for stages Full partnership working with TUs will involve establishing a Partnership working between elected members, staff and TUs will be How do we get there: joint approach, agenda, goals achieved through empowerment and the opportunity to influence and objectives and collaborative decisions. working.
48 Further strengthen our links with the business community by developing and implementing Pledge 28 strategies to promote and protect the economic well being of the City Lead Politician Frank Ross
Lead Service Area: Economic Development Contact: Steve McGavin
The Edinburgh Business Forum (EBF) is a panel of leading businesses and public sector organisations providing a strategic perspective on the future development challenges facing the city. It is chaired by Hugh Rutherford of Montagu Evans. The Council Leader, Convener of the Economy Committee and Chief Executive are also represented.
Achievements since last report: - Council Consultations: EBF submitted a written response to the Councils Budget Consultation (Jan Where are we now: 2013) EBF submitted a written responses to the Local Transport Strategy review (Mar 2013) - A dedicated EBF support officer has been recruited within the Economic Development Service to support the implementation of recommendations relating to EBF membership and operation - An EBF action plan and monitoring framework has been developed around the four programmes outlined in the Council’s Economic Strategy - An EBF website has been created, the purpose of which is to promote the work of EBF and raise its profile - An EBF Communications Plan has been created with the aim of raising the profile of EBF - Quarterly meetings with the Chief Executive and the Council Leader are under way. A review of EBF operations is underway, designed to further strengthen and effectively monitor the impact of this important city business forum around the four programmes – development and Challenges: regeneration, support inward investment, support business and help unemployed people into work or learning.
Maintaining an informed authoritative business view on Edinburgh’s future economic challenges. Where do we want to Strong partnership with the business community, working together towards the shared goals outlined in get to: the Council’s Economic Strategy. An agreed and robust methodology developed to monitor and communicate achievements of EBF.
Due Notes for stages Identify suitable dedicated 31-May- meeting space for EBF within 2013 Waverley Court
Dedicated meeting space to be 31-Jul-
branded and in use 2013
31-Aug- Review EBF’s Action plan 2013
Draft a revised membership 31-Aug- and governance framework for 2013 EBF
Reach agreement on, and implement, the new 30-Sept- How do we get there: membership and governance 2013 framework
Explore possibility of holding a joint event / meeting between EBF, Aberdeen City and Shire Economic Future (ACSEF) and 30-Sept- Introductory meeting held with ACSEF in Feb 2013; Glasgow Economic Leadership 2013 meeting held with GEL April 2013. (GEL)
Ongoing development, evaluation and monitoring of the EBF website
49 EBF’s continued monitoring of the Council’s delivery of the Strategy of Jobs; offering support and guidance as required
Ongoing management of EBF’s Monthly meetings scheduled. Communications Plan
Hold quarterly EBF board Meetings scheduled for March, June, Sept & Dec 2013. meetings
50 Ensure the Council continues to take on apprentices and steps up efforts to prepare young Pledge 29 people for work Lead Politician Frank Ross
Lead Service Area: Economic Development Contact: Ken Shaw
The Council Apprenticeship programme currently has 112 individuals working toward completion of their Where are we now: Modern Apprenticeship, with 14 additional posts identified for recruitment starting Apprentice week (w/c 20 May 2013. The Edinburgh Guarantee is undertaking work that aims to improve the preparation of young people for the work (see pledge 07). The economic climate remains a constraint on the labour market and increases the competition for jobs Challenges: and opportunities for young people.
The Council leads by example in providing or sourcing apprenticeship, employment or training Where do we want to opportunities to ensure that every school leaver is well informed about labour market opportunities and get to: has an agreed and meaningful positive destination on leaving school.
Due Notes for stages Review and update the 27-May- Edinburgh Guarantee forward 2013 plan
How do we get there: Progress will be reported to Economic Development Report to committee will report achievements to date by the 25-Jun- Committee and through the partnership and impact on youth unemployment, and 2013 Edinburgh Guarantee planned next steps based on current successes or newsletter. opportunities available.
51 Pledge 30 Continue to maintain a sound financial position including long-term financial planning Lead Politician Alasdair Rankin Lead Service Area: Financial Services
Contact: Hugh Dunn · A balanced, priority-based one-year budget was set in February 2013; · All service areas have worked within budget for the last three financial years and this is forecast to continue when the provisional outturn for 2012/13 is confirmed in June; · Unallocated reserves remain at £13m; · Assumptions within the long-term financial plan are subject to regular review, the latest of which was Where are we now: reported to the Finance and Budget Subcommittee in April 2013; · The Corporate Management Team has approved adoption of a revised, risk-based approach to revenue and capital monitoring, with an increased focus on key transformational investments and savings and areas of greatest risk and/or variability; · Six key member-led work streams have been established to develop a set of budget proposals for 2014/15 with a view to issuing these for public consultation in September.
· The economic downturn, resulting in increased demand for a range of services; · Demographic pressures; · Reducing capital receipts and revenue resources; Challenges: · Additional pressures resulting from welfare reform; · Potential further reductions in the level of grant funding; · Finding creative solutions to tackle these issues.
Where do we want to To preserve financial stability, maximise efficiency, increase partnership working and focus on excellent get to: service delivery of key outcomes.
Due Monthly monitoring of progress on the six work streams 31-May-2013 Confirm provisional outturn position for 2012/13 30-Jun-2013
Quarterly review of assumptions within LTFP 30-Jun-2013 Begin public consultation on the 2014/15 budget 30-Sep-2013 How do we get there: Hearing evidence at the Finance and Budget Policy Subcommittee to support and inform 31-Jan-2014 the way forward Increase use of business intelligence to support decision-making 31-Jan-2014
Set balanced budget for 2014/15 13-Feb-2014
Indicator March 2013 Target Status Latest Note The month nine revenue monitoring report considered by the Finance Progress against LTFP and Budget Committee on 17th January points to the projected to deliver revenue delivery of 88.5% of approved 2012/13 budget savings. The balance 23.6 26.7 savings, 2012/13 will be delivered through a range of substitute measures, contributing (Council-wide) (£m) to a balanced overall position for the Council. The year-end position will be confirmed as part of determining the final 2012/13 Council- wide outturn. Working in partnership with EY, as of the end of March, some £9.1m Projected procurement of additional savings initiatives had been verified as part of the revenue savings for 9,000 9,000 procurement pipeline and appropriate budget virements are being 2013/14 (Weighted actioned according to the anticipated resulting savings profiles. pipeline) (£k) Realisation of these savings depends on complementary behavioural changes and improved procurement processes.
52 Maintain our city's reputation as the cultural capital of the world by continuing to support and Pledge 31 invest in our cultural infrastructure Lead Politician Richard Lewis
Lead Service Area: Culture and Sport Contact: Lynne Halfpenny
The Edinburgh Cultural Venues Study, which was reported to the Culture and Leisure Committee in May 2009, described the priorities for investment in Edinburgh’s cultural infrastructure. 73 venues in public, private, higher education and third sector ownership, with a 200 plus capacity, were assessed and priorities identified. The following projects have been completed: the Usher Hall, the Church Hill Theatre, the National Museum and new stands for the Tattoo.
A major refurbishment of the Assembly Rooms and interim investment in the King’s Theatre were completed in July 2012. The Council would expect to facilitate or support developments of venues in non-Council ownership or management through strategic rather than fiscal mechanisms such as site ownership and planning options (such as the Potterrow development by the Festival City Theatres Trust). Where are we now: The Council’s Museums and Galleries continue to undergo a range of physical improvements and customer-focused enhancements. The Museum of Edinburgh officially launched its new visitor attraction and extended and refurbished facilities in July 2012; improvements in the City Art Centre will complete soon; and work to plan improvements at the Museum of Childhood will begin soon. The Culture and Sport service grant funds around 40 cultural clients in the city who make a significant contribution to the success of the city’s cultural infrastructure.
The refurbishment projects completed in 2012 at the Museum of Edinburgh and Assembly Rooms have both been shortlisted for a 2013 Edinburgh Architectural Association Award. Nominated in the Regeneration and Conservation category, the two venues were competing with the building refurbishment and workplace redesign project for Gore Associates in Livingston and the John Gray Centre in Haddington. On 22 April 2013 the Assembly Rooms was announced as the winner.
The Edinburgh Cultural Venues Study identified that a minimum of £25m would be needed to address the then basic requirements of existing venues across the city, c. £100m would bring the venues up to a Challenges: competitive international standard and c£200m would place Edinburgh at the forefront of venue provision in the world. Investment would improve the quality of existing venues; increase the quantity of quality product coming to the city; and meet identified gaps and market need.
Where do we want to Through partnership building, project facilitation and support, continue to assess the city’s cultural get to: infrastructure needs and contribute to meeting those needs.
Due Notes for stages Facilitate a Cultural Charrette The Cultural Charrette took place in November 2012 and the meeting in November 2012, as Output document was shared at the end of February 2013. part of the ongoing essential Feedback was sought from participants by the end of March. conversation in the city about 30-Nov- An online questionnaire is to be circulated later in April the challenges and potential 2012 seeking views and further input from the participants, arts solutions to addressing cultural practitioners and related partner organisations on the infrastructure issues and proposed strands of work to be progressed. opportunities
Assess and report on the How do we get there: viability of creating an Arts Hub 31-Dec- The decision was made not to proceed with the Arts Hub on Market Street adjacent to the 2012 project because of a funding shortfall. City Art Centre
Facilitated the provision of land for the Festival City Theatre Facilitate the FCTT’s new build 31-Aug- Trust’s Potterrow new build The Studio. Build completion is ‘The Studio’ 2013 scheduled for April 2013 with subsequent fit-out; the first public events are currently planned for August 2013.
Complete phase one of the The Collective Gallery will be relocated in June 2013 and 31-Oct- move by the Collective Gallery operational in the City Dome in October, completing phase 2013 to the Calton Hill complex one.
53 Complete the development of the lower ground floor of the 31-Oct- City Art Centre as a gallery The work will be completed by the end of October 2013. 2013 displaying items from the permanent collection.
Facilitate and support Edinburgh Printmakers’ move from Facilitate and support the 31-Dec- their Union Street venue to the North British Rubber relocation of Edinburgh 2014 Company factory building in Gilmore Park/Fountainbridge Printmakers Road as part of the overall master plan for the site.
54 4) Strengthening and supporting our communities and keeping them safe
Pledge 32 Develop and strengthen local community links with the police Lead Politician Cammy Day
Lead Service Area: Services for Communities Contact: Susan Mooney
The Council over successive administrations has invested in additional resources for community policing and continues to fund local police officers. The Community Policing Model was further developed with Where are we now: the creation of Safer Neighbourhood Teams (SNTs). These officers work in partnership to address local priorities and in response to intelligence/information on local issues. Ensuring effective and representative community engagement; Challenges: Encouraging reporting of incidents; Ensuring the move to the national police model does not diminish local community policing.
· Increased community engagement; · Further development of local community links with Police through; Where do we want to · Increased co-location of officers; get to: · Improved information sharing; . Development of Total Neighbourhood Model.
Due Notes for stages Consultation complete and Edinburgh Local Policing Plan Local consultation on Local 2013/14 published. Priorities identified as Public Safety, 31-Jan- Policing Plan across Reducing Antisocial Behaviour and Serious and Organised 2013 neighbourhood areas. Crime. Milestone Completed.
Police are re-locating to the East Neighbourhood Centre. A 31-Dec- How do we get there: Police are re-locating to the East Neighbourhood Centre. number of ICT issues require to 2013 be resolved by Police Scotland.
The project is moving into an implementation phase. A Development of total number of successful sessions have been held with local Neighbourhood 30-Apr- workers and areas identified for improvement. This work will proposals/outcomes through 2014 be reviewed on an on-going basis within an agreed action East Project. plan.
55 Strengthen Neighbourhood Partnerships and further involve local people in decisions on how Pledge 33 Council resources are used Lead Politician Maureen Child
Lead Service Area: Services for Communities Contact: Natalie Hoy; Mark Turley
Continuous improvement has formed a key element of the Neighbourhood Partnership (NP) approach. As part of the Council governance review in 2012, NPs have been further formally reviewed to identify Where are we now: measures to develop and strengthen their role in delivering better outcomes for communities. This resulted in a suite of improvement actions.
Developing an effective neighbourhood based response to planned legislative change as part of public sector reform programme for example the establishment of Single Police Service for Scotland, Challenges: integration of Health and Social Care and proposed Community Empowerment and Renewal Bill. Achieving an integrated approach to community engagement involving all partners to make better use of resources, ensure engagement is consistent and avoid unnecessary duplication.
Where do we want to Organisations working together with communities to improve the quality of people’s lives through the get to: design and delivery of better local outcomes.
Due Notes for stages Scope of the Review of Neighbourhood Partnerships agreed by Committee on 19/02/2013. Agreed focus three key strands: enhancing community participation, developing and strengthening current practice and strengthening the strategic influence of NPs. To address these themes, wide Council Governance review, 30-Apr- range of activities carried out collaboratively with partners, Stage 2. 2013 with strong representation from communities, including dedicated meetings with stakeholders, themed workshops involving 91 partners and an online survey with 223 responses received. Options Report to be considered by Communities and Neighbourhoods Committee on 7/05/2013.
Development of Consultation Consultation framework developed and approach agreed. 31-May- Framework across a corporate Staff sounding boards held in March 2013 and revised 2013 landscape framework produced.
Development and delivery of Local engagement events held to inform the production of community engagement plans, the Local Policing Plan in partnership with Corporate renewed focus on achieving an 31-Aug- Governance and Police Scotland. Community engagement agreed strategic approach to 2013 to inform the development of the revised Local Community consultation and engagement Plans 2014-17 taking place. across Council Services. How do we get there: Training on Neighbourhood Statistics and SIMD delivered. Delivery of community council Community Council Marketplace Annual event held in development and support November 2012. Approval given by Council to review the programme including Review of 31-Oct- Scheme for Community Councils in December 2012 and Scheme for Community 2013 initial consultation completed. Revised Scheme produced for Councils and community consideration by Council in May 2013. Community Council council elections. election timetable agreed.
Executive Summary of the 12 NP Local Community Plans Delivery of Local Community 31-Dec- widely distributed. First suite of annual reports will be Plans 2011-14 2014 presented to NP Boards in Autumn 2013.
Progress continues on delivery of key elements of the 3 year plan with second phase workforce development programme on consultation skills delivered, piloting the local Delivery of 3 year Local administration of Community Grants Fund completed and 31-Mar- Community Planning the approach rolled out, Neighbourhood Partnership 2015 Improvement plan progress reported to Communities and Neighbourhood Committee and Edinburgh Partnership, and Neighbourhood priorities featuring in the revised City Community Plan.
56 Work completed on first year implementation of Tenant Participation Strategy, including holding of celebration event and Tenants’ Conference. Findings from study into tenant Implementation of Tenant 31-Dec- participation in Neighbourhood Partnerships considered by Participation Strategy 2015 the NP Conveners’ Group in April 2013. Briefing session for Elected Members on progress of the Tenant Participation Strategy held on 20 March 2013.
Indicator 2012/12 Target Status Latest Note % of residents who feel Just over a third feel they are able to have a say on things that they are able to have happening or how services are run in their area. This has a say on things 34% 41% varied over the last five years from 32% in 2010 to 50% in happening or how 2011. 55% are satisfied that the Council takes account of services are run in their their views when making decisions. local area
57 Pledge 34 Work with police on an anti-social behaviour unit to target persistent offenders Lead Politician Cammy Day Lead Service Area: Services for Communities
Contact: Susan Mooney
Neighbourhood Community Safety Teams are well established and there is close cooperation between those teams and Police Safer Neighbourhood Teams, including where possible co location in Council Offices for example the West Neighbourhood and Library and the East Neighbourhood Office. There are Where are we now: shared priorities for these teams through the 6 Local Tasking and Coordinating Groups, which are chaired either by the Neighbourhood Manager or local Police Chief Inspector. This model has delivered significant reductions in crime and antisocial behaviour across the City.
Effective reduction in persistent offenders’ behaviour requires joint partnership working beyond community safety and policing and an emphasis on early intervention as well as response to current Challenges: problems. It is critical that developments build on local knowledge and expertise and are in line with community priorities.
Where do we want to Partnership approach which achieves improved resolution outcomes for communities and continues to get to: reduce ASB and crime.
Due Notes for stages Bring forward proposals for ASB Unit virtual approach Options have been researched and a multi-agency group will based on a previous pilot 30-Jun- commence work in June 2013. Operations will be reviewed scheme for early intervention 2013 after 6 months. and intensive care managements.
Review of existing policies and Case Studies delivered. Discussion scheduled for Sept 31-Dec- procedures to focus on Corporate Policy & Strategy Committee. Revised proposals 2013 outcomes. will be developed following this.
Training program for Community Safety Officers to 31-Dec- Develop and deliver a training programme for Community increase skills base, in 2013 Safety staff. particular dealing with How do we get there: challenging cases.
The project is moving into an implementation phase. A Total Neighbourhood approach number of successful sessions have been held with local in East Neighbourhood will be 30-Apr- workers and areas identified for improvement. This work will used to identify further 2014 be reviewed on an on-going basis within an agreed action improvements. plan.
Revised outcome focussed performance measures are now in place: Improved performance - satisfaction with the way anti-social behaviour is dealt with measures to better understand - perception of how safe people feel after dark service. - ASB complaints resolved - ASB repeat complaints
Indicator 2012/13 Target Status Latest Note Satisfaction that you feel Feeling safe after dark has improved from 75% in 2008 to safe after dark in your 88% n/a n/a 88% in 2012. Neighbourhood
58 Pledge 35 Continue to develop the diversity of services provided by our libraries Lead Politician Richard Lewis Lead Service Area: Services for Communities
Contact: Susan Mooney
Edinburgh’s Library and Information Services were awarded the UK Industry “Best Library Service 2012” award for the quality, breadth and diversity of the service and are finalists again in 2013. The service has won several awards in the last two years including the Chairman's Award for Design (Scottish Design Awards) for its innovative Whose Town? software project in May 2011 and the Libraries Change Lives Award from the Chartered Institute of Library and Information Professionals for HMP Edinburgh Library Partnership (Saughton Prison) in July 2010. The service also achieved a 2012 UK Public Sector Digital Awards Finalist position for our cutting-edge use of technology and innovative Where are we now: use of electronic information and social media which are changing the way services are delivered while increasing visits and usage in Edinburgh. Following approval of the Next Generation Libraries Strategy the service has been extended to cover Saturday afternoon opening in 16 libraries across the city The service is bucking the UK trend in that we have built one new library hub in Drumbrae and the second in Craigmillar. The East Neighbourhood Centre and Library opened to the public in Dec 2012 on time and on budget offering a range of accessible Council services.
· Having set the standard with Drumbrae and Craigmillar the key challenge is funding the improvement of the rest of the estate. Challenges: · Continuing to deliver innovation in electronic and creative social impact services. · Maintaining and developing the People’s Network Developing a proposal for Assisted Digital Citizenship and Learning service
To deliver a comprehensive framework to take the service forward into the 21st century. To encourage Where do we want to evolution of high quality, joined-up service delivery located within communities, inviting user participation get to: in the development of services to ensure we meet customer demands and achieve service excellence.
Due Notes for stages Provide support & access to online services for citizens Develop Digital Citizenship / 30-Sep- including basic computer skills training by developing & ICT Learning Centres 2013 improving “CONNECT” community library learning centres concept.
Extend Business Hubs / 31-Oct- Extend and improve the business hub model across the city Innovation Centres 2013 in conjunction with colleagues in Economic Development.
Delivery of options to redevelop 31-Dec- Work is ongoing to develop options to fund potential Central Library 2013 redevelopment.
Work is ongoing with MacMillan Cancer Care and NHS to further extend partnerships with existing national 31-Mar- Partnership development organisations – e.g. Dyslexia Scotland, Children 1st, WRVS, 2014 Reading Agency, Carnegie Trust, Core Cities (UK) and How do we get there: Seven Cities (Scotland).
Deliver Gold Standards 30-Apr- Work has started in the roll-out of a new inspection and Programme 2014 quality control system for libraries.
Including improved access to information for visually Develop range of service to 30-Apr- impaired citizens through extending support technology and meet needs of customers 2014 services for older people.
Identify options to co-locate libraries within community hub This work will be ongoing with options for initial joint working arrangements including 31-Dec- with schools and community learning and development due proposals for joint working with 2014 by end of 2013. schools and community learning centres.
59 Indicator 2012/13 Target Status Latest Note More than half gave no opinion on libraries services. If “don’t Satisfaction with library know” responses are excluded, figures show consistently 97% n/a n/a services high levels of satisfaction of 97% in 2012 compared with 90% in 2011.
Indicator March 2013 Target Status Latest Note Use of Electronic Information Resources 391,873 208,333 and Services in Libraries
Visits to libraries 252,517 248,377
Number of under 16s 9,988 8,750 attending library events
60 5) Ensuring Edinburgh, and its residents, are well cared-for
Develop improved partnership working across the Capital and with the voluntary sector to build Pledge 36 on the “Total Craigroyston” model
Lead Politician Maureen Child Lead Service Area: Children and Families; Services for Communities
Contact: Gillian Tee; Mark Turley Edinburgh Partnership The Edinburgh Partnership uses 57 indicators to monitor the performance of the Edinburgh Partnership. In March 2013, 30 were assessed as on target, 13 indicators as below target but within tolerances, and 10 indicators were below target. Four indicators are provided just for information purposes. A new Edinburgh Community Plan 13/16 is being developed to strengthen community planning arrangements in the city and deliver improved outcomes, taking account of health and social care integration, police and fire reform, criminal justice reform, further education regionalisation, new national guidance from the Scottish Government and a recent report by Audit Scotland on community planning in Scotland. Total Place Initiatives Where are we now: Development of the ‘Total’ approaches in Craigroyston and East Neighbourhood are progressing well. Engagement with frontline practitioners and communities is underway, with a view to influencing policy, practice and service expenditure. Both projects continue to gain recognition from the Scottish Government as embodying the core principles of the Christie Commission and wider public sector reform agenda. Learning from both these pilots has the potential to inform practice at the neighbourhood level. Compact The Edinburgh COMPACT is the strategic partnership in the city that brings together third sector interests and public sector interests. COMPACT is progressive in a Scottish context and recent developments with regard to the identifying the economic and social value contribution of the sector, the Edinburgh Volunteering Strategy, social enterprise strategy and cooperative capital developments all demonstrate productive partnership and improved outcome delivery. COMPACT has a key role to play with regard to the Council’s proposed review of third sector payments.
- The arrangements for strategic partnerships within the Edinburgh partnership require review and strengthening. - Proposed legislation on community empowerment and renewal may require the Council to improve its engagement with communities to identify, discuss and agree the transfer of underutilised buildings or land into community ownership. - A need to improve the systematic use of nationally agreed community engagement standards Challenges: - As the Council develops its approach to procurement transformation, the use of public social partnership (PSP) methodology and community benefit clauses will be critical to ensure key stakeholders are engaged in this transformational activity. - Ensuring that Compact principles and values are inculcated across EP operations and routinely applied in service design and delivery A need to explore new methods to engage with young people and other communities of interest
Where do we want to The Council engages well with partners and stakeholders to deliver on shared outcomes for get to: communities.
Due Delivery of Edinburgh Community Plan 2013-16, with simplification and strengthening of 30-Jun- Edinburgh Partnership Strategic Partnerships. 2013
30-Nov- Host Edinburgh's first Third Sector Roundtable. 2013 How do we get there: 30-Nov- Launch of the Compact's Social Enterprise Strategy 2013-18. 2013
Developing policies on community assets transfer.
Developing the communications and engagement framework.
61 Ensuring PSP methodologies are embedded as standard practice when undertaking procurement exercises. Implementation of the consultation framework and toolkit across the Council.
Increased awareness and use of community engagement tools. Supporting developments to improve youth and communities of interest engagement.
62 Examine ways to bring the Council, care home staff and users together into co-operatives to Pledge 37 provide the means to make life better for care home users Lead Politician Ricky Henderson
Lead Service Area: Health and Social Care Contact: Monica Boyle This pledge has been extended to include people who receive support in their own home. In relation to care homes, a range of activity is taking place within care homes for older people to foster and embed a co-operative culture and ethos. This work is being co-ordinated through the “Ensuring Good Standards of Care” programme and a project team has been established. The programme is seeking to deliver a cultural change, a significant aspect of which involves working in partnership with the local communities, relatives, voluntary and private providers and NHS Lothian. Key workstreams are: developing a participation strategy for care homes; providing meaningful activities for residents in a way that recognises their own life stories and interests; staff training and development to deliver quality care and support which draws from a range of supports available in the local community; and providing Where are we now: personalised support plans for residents. In relation to care at home, Council officers have been liaising with Care and Share Associates (CASA), which has employee-owned franchise companies providing health and social care services and has its roots in the co-operative movement. CASA have established a joint venture with Cornerstone, a Scottish charity, as a means of creating an organisational structure to support the development of employee owned CASA/Cornerstone franchises in Scotland. CASA have visited the Total Craigroyston and Total South East project areas, with a view to potentially locating their business in one of these areas to support wider regeneration activity by creating new employment and training opportunities for local residents. A business case is being finalised.
Ensuring that sufficient time, effort and skill can be utilised to support engagement which produces good Challenges: outcomes for all. Other challenges will be identified as these workstreams progress.
Where do we want to Better quality of life for people who live in care home users and who need support to remain in their own get to: home.
Due Notes for stages Participation: development of a 31-Jul- participation strategy for care This is underway and progress is on schedule. 2013 homes
Personalised support plans: 31-Jul- A care plan template is under development and will be developing care plan templates 2013 piloted in one of the Council's own care homes.
How do we get there: Meaningful activities: scoping of 31-Oct- training and development for This is underway as part of the personalisation programme. 2013 staff
This workstream involves scoping changes to current Training and development for 31-Oct- training and development programmes to achieve the staff 2013 necessary cultural shift in care homes. Scoping is underway.
63 Pledge 38 Promote direct payments in health and social care Lead Politician Ricky Henderson Lead Service Area: Health and Social Care
Contact: Nikki Conway; Wendy Dale
The number of people receiving a direct payment in Edinburgh has increased each year from 120 during 2003-04 to 828 during 2011-12. The total amount paid has also increased each year, from £1,978,900 in Where are we now: 2003-04 to £11,541,780 in 2011-12. The latest available national data for 2012 showed that Edinburgh ranked 4th highest for the number of recipients (expressed as a rate per 10,000 population); and highest for spend per head of the population.
The process of receiving a direct payment can be lengthy and complex. There is reluctance from some people who are eligible for social care support to use direct payments because they are concerned about taking on the responsibility of managing the budget and where they would like a Personal Assistant, the responsibility of becoming an employer. Support to people in managing and using their Challenges: direct payment is currently provided at the outset by the social worker or care manager, the ongoing support is provided via the Lothian Centre for Inclusive Living and the Funding Independence Team (telephone) Advice Line. It is recognised that further and more detailed support would potentially encourage more people to use direct payments.
Where do we want to Increase the number of people who choose to direct their own support, and are assisted in doing so. get to:
Due Notes for stages Complete: a report detailing the ‘whole systems approach’ being adopted to implement the personalisation agenda, of Report on whole systems 30-Jun- which self-directed support is one element, was presented to approach 2012 Health, Social Care and Housing Committee on 19 June 2012. Further reports will be submitted in relation to the Personalisation Programme in due course.
Complete: a briefing on Personalisation and Self Directed Personalisation agenda briefing 12-Oct- Support, including the role of and impact on direct payments for members 2012 took place on 8/10/12.
The direct payment standard hourly rate has been increased to £14 per hour to ensure parity between the level of service Ensure direct payment rates are 30-Nov- that a direct payment user can purchase compared to that sufficient to meet needs 2012 they would receive if their support was arranged by the Council.
A number of pieces of work are underway to improve the awareness and understanding of direct payments amongst How do we get there: the workforce in Health and Social Care: 1. Members of the Funding Independence Team attend team meetings across Health and Social Care regularly to discuss direct payment developments and obtain feedback to inform these; 2. Regular newsletters have been produced every month since July 2012 to update staff on improvements and Improve staff awareness and 31-Dec- developments; understanding of direct 2012 3. The direct payments procedures have been revised to payments provide greater clarity; 4. From November 2012 a series of briefing sessions on direct payments are planned to take place which will involve input from LCIL in their role in supporting people to manage their direct payments. 5. From December 2012 monthly surgeries will be introduced to enable staff to discuss individual cases with members of the Funding Independence Team.
64 A business case is currently being developed in respect of Reduce the time for direct 30-Apr- two options to reduce the length of time between making an payments to be put in place 2013 application for a direct payment and the first payment being received.
Support for people to use direct payments is being considered on an incremental basis, initially focusing on the support and information available. The Personalisation Develop brokerage Programme is considering the development of ‘brokerage’ 22-Apr- arrangements through the and other services to support people to direct their own 2014 Personalisation Programme support, which will seek to provide more detailed, interactive and ongoing support for individuals who choose direct payments and other options, which in the future will be available to them under the Self Directed (Scotland) Act.
The current banking arrangements for the Council are subject to a re-tender exercise in 2013. There is currently work ongoing to review the specification for this tender to ensure that the banking arrangements in the future are designed to meet the needs of people wanting to use direct Review banking tender 22-Apr- payments. In particular the need to offer the facility for specification 2014 internet banking and the use of direct debits and standing orders has been identified for inclusion in the tender specification. In addition, there is work ongoing to review current processes in order to reduce any unnecessary delays from the application for a direct payment to the individual receiving it.
Direct payments are currently the principal means of enabling people to direct their own support. However, the Social Care (Self Directed Support) (Scotland) Act will introduce another option: enabling individuals to decide how, when and by whom they want their care and support needs to be met and then ask the local authority or another organisation to arrange that support on their behalf. This should encourage the take up of self-directed support by those people who do not want the responsibility of managing 22-Apr- Develop self directed support a direct payment. Whilst it is not possible to predict the 2019 impact that the Self Directed Support Act when it is enacted in 2014, will have on the take up of direct payments, it is anticipated that it will increase the number of people who choose to direct their own support overall. Work is taking place through the Personalisation Programme within HSC, intended to raise awareness of the changes that are taking place in the way in which people with social care needs are supported and encourage people who are eligible for social care support to direct that support themselves.
Indicator Value Target Status Latest Note There was a net decrease of three in the number of people receiving direct payments in March. As part of the Personalisation Programme Health and Social Care is currently in the process of preparing for the implementation of the Social Care (Self-directed Support) (Scotland) Act 2013. Individuals are still offered Direct Payments as part of the assessment process and some are requesting Direct Payments. These continue to be processed but are not Direct payments 769 782 being promoted as the single or best option per se but rather staff are being encouraged to think more broadly about the wider range of ways in which more personalised services can be offered. In light of the preparations underway for implementation of the act and the improvements in other services the current target of a net increase of ten people per month over the previous month’s figure is deemed appropriate for the current time.
65 Pledge 39 Establish a Care Champion to represent carers Lead Politician Ricky Henderson Lead Service Area: Health and Social Care
Contact: Monica Boyle
The role and remit of a Care Champion to represent carers has been developed and agreed in partnership with carers’ organisations in the city, and Councillor Work has taken on this role. A report on progress of the role of the Carers’ Champion was considered the Health, Wellbeing and Housing Committee on 23 April 2013. A range of workstreams continues to support carers, in line with this pledge. These are described briefly below. Where are we now: An event in the City Chambers is planned during Carers’ Week in June 2013 to recognise the importance of the role of unpaid carers in the city. Two of the three new carer support schemes have been implemented: a carer emergency card and the carer support payment. A lessons learned event was held on 18 April as part of the evaluation of the two schemes and an evaluation report will be produced by the end of June. Progress is being made with the third scheme, the carer online volunteering service - software has been purchased to enable volunteers’ available time to be matched to people's need for support. The new hospital discharge carer support service has been implemented and will continue into 2013/14. Challenges: Achieving a clear role and remit for the Care Champion which will be supported by key stakeholders.
Where do we want to Carers feel valued and supported to continue in their caring role. get to:
Due Notes for stages
Agree who will take on the role 31-Oct- Councillor Work has taken on the role of Care Champion to of Care Champion 2013 represent carers. How do we get there: Consult on role and remit of 31-Dec- A remit for the role of Carers’ Champion has been Care Champion 2013 developed and agreed in partnership with carers’ organisations in the city.
66 Work with Edinburgh World Heritage Trust and other stakeholders to conserve the city’s built Pledge 40 heritage Lead Politician Ian Perry
Lead Service Area: Services for Communities Contact: David Leslie The Council, along with Historic Scotland, sponsors Edinburgh World Heritage Trust. World Heritage Site Action Plan has been developed and is being implemented. Where are we now: The Royal Mile Action Plan is being developed alongside a Royal Mile Charter. An approved Action Plan and a process for agreeing a Charter will be in place by the autumn of 2013.
To engage the residential community and the economic and commercial sectors in raising awareness of World Heritage Issues. To sustain funding for EWH and the world heritage site. Challenges: To ensure the appropriate balance between conservation and development. To build on the trust developed through the consultation process to achieve buy-in to the Action Plan from the communities and businesses along the length of the Royal Mile.
The World Heritage Site is well managed and retains its vitality and range of activities through the Where do we want to support of the economic and commercial sectors and resident communities. The appearance and get to: management of the Royal Mile is transformed as a result of key organisations (inc. CEC), residents and businesses working together to an agreed plan.
Due Notes for stages Monitoring Report on the World 31-Dec- Milestone completed. Heritage Site by end of 2012. 2012
Annual Report on Edinburgh Milestone completed. World Heritage at end of Financial Year, Monitoring The annual report on EWH for 2012/13 will be reported to 31-Mar- Report on the World Heritage Committee in due course. The Monitoring report on the WHS 2013 Site – by end 2012, and was approved by the Planning Committee in December. The Progress Report on Royal Mile draft Royal Mile Action Plan was approved in Feb 2013 for by end 2012. consultation.
Take forward actions from 31-Mar- Continue to work with partners to deliver short term actions. World Heritage Site Action Plan 2013
Ensure a continuation of How do we get there: funding for EWH and the world 31-Dec- Funding for 2013-14 was approved by the Corporate Policy heritage site through the budget 2013 and Strategy Committee in February. process
Complete Royal Mile Action The draft report was approved in Feb 2013 and a finalised 31-Mar- Plan by autumn 2013 and report is targeted for the August 2013 Planning Committee. 2014 progress actions This will follow a period of consultation.
Promote WHS by incorporating 31-Mar- This is being taken forward through the review of advertising it within new way finding system 2014 and the street furniture contract.
Take forward actions from Southern Arc Area Milestone completed.
Development Framework Continue to work with partners to deliver short term actions. including the Royal Mile project.
67 Pledge 41 Take firm action to resolve issues surrounding the Council’s property services Lead Politician Alasdair Rankin
Lead Service Area: Services for Communities Contact: Cathy King; Mark Steed
• Currently, the Council operates a reactive maintenance service for it’s non housing portfolio based on a customer request basis up to the point each year where the remaining budget only allows Health &Safety and Wind and Watertight items to be actioned. • Disciplinary investigations of staff in Property Conservation and Property Care Services will be completed by May 2013. Where are we now: • First stage resolution of legacy customer complaints in Property Conservation completed in April 2013. • Redesigning services in consultation with customers and stakeholders. • New Shared Repairs Service launched 2 April 2013 transferring management responsibilities for Property Care Services to Edinburgh Building Services.
• The current fragmented arrangements do not provide best value and are a significant barrier to joined up working, customer satisfaction, budget forecasting and control, service planning and delivery. There is a significant maintenance funding gap c£4m per annum which has resulted in a, still to be quantified, maintenance backlog. Challenges: • Reputational damage caused to Council. • Extent and complexity of outstanding customer complaints. • Customer aspirations and expectations of Council responsibilities and owner responsibilities to maintain and repair their homes. • Protecting Council against financial risk. Backlog of investment Council properties.
The new Corporate Property structure and in particular the new Technical Support area, gives an opportunity to put in place processes to allow a transparent joined up, life – cost basis, planned maintenance regime to the Council portfolio. This will lead to better knowledge and control of property condition, maintenance requirements, budgeting, the development of a preventative management strategy and plan within a transparent Where do we want to performance management regime. get to: Fragmented information systems replaced with a single source of accurate and up to date asset data on which to base strategic and operational planning. More effective operational and strategic management of the Council’s large and diverse property portfolio through the provision of improved, transparent financial and performance management information. An effective maintenance regime in place for private housing and council buildings.
Due Notes for stages
Milestone completed. Amalgamation of Property Care Implemented on 1st July 2012 This is the start of the 01-Jul- Services with Edinburgh process to create a new and improved property maintenance 2012 Building Services service for the Council, as part of the wider Integrated Property and Facilities Management (iPFM) programme This will provide a more proactive and customer focused approach to repairs and ‘right first time’ working.
How do we get there: Integrated Property and 30-Nov- This includes a new computerised property and facilities Facilities Management (IPFM) 2012 management system Programme
Property/IFM Internal Transport 30-Nov- Business case update request for Committee. Plan 2012
Pilot cyclical maintenance 01-Apr- agreement for H&SC Care In place 2013 Homes in place
68 Complete C&F’s condition surveys. Identify potential pilot 30-Apr- Work in progress. cyclical maintenance schemes 2013 for C&F, CG and SfC.
Following extensive public and internal consultation, proposals for a new service was approved by the Council in March 2013. The new Shared Repairs Service was launched on 2 April, to deliver a 24/7/365 emergency response and to provide advice and support to owners in maintaining their Establish new service that will 30-Apr- own buildings. support owners to repair and 2013 maintain their homes. Options for further enhancing this service are under development. The previous Property Conservation service has now closed and a staff team is working through a range of legacy issues, including concluding outstanding projects and billing owners, and resolution of retrospective complaints.
Assess maintenance backlog 31-May- Work in progress. and identify priorities 2013
Draft Repairs and Maintenance 30-Jun- Work in progress. Strategy and Plan 2013
Cost pilot proactive planned 31-Aug- maintenance programme for Work in progress. 2013 C&F, CG and SfC buildings
Agree pilot cyclical maintenance schemes for C&F, 30-Sep- Work in progress. CG and SfC. Agree repairs and 2013 maintenance strategy and plan.
Implement repairs and 31-Oct- Work in progress. maintenance plan. 2013
A new property and FM 31-Mar- Due to procurement delays the CAFM solution is now integrated IT platform. 2014 forecast to be fully implemented by 31.03.14.
69 Pledge 42 Continue to support and invest in our sporting infrastructure Lead Politician Richard Lewis Lead Service Area: Culture and Sport
Contact: Lynne Halfpenny
All of the city’s Victorian swimming pools have been refurbished over the last few years, and a major refurbishment of the Royal Commonwealth Pool was completed in early 2012. In April 2012 the Culture and Leisure Committee identified areas within the city which will receive investment in pitches and Where are we now: pavilions. A total of £600k revenue was allocated to this work, and a number of projects have now been completed.
Significant levels of funding will be required to address the remaining infrastructure priorities, which Challenges: include Meadowbank Sport Centre and cycling facilities.
Where do we want to The revised Sport and Physical Activity Strategy will identify infrastructure priorities for the next five get to: years.
Due Notes for stages Programme of work to other 31-Mar- The £600k of revenue funding for works to improve facilities pitches and pavilions. 2013 for pitch sports has now been fully expended.
30-Apr- The new 3G pitch at Meadowbank was launched by Kenny New 3G pitch at Meadowbank. 2013 MacAskill MSP and Councillor Richard Lewis on 11 April.
Present the revised Sport and 30-Jun- To be considered by the Culture and Sport Policy Physical Activity Strategy for 2013 Development and Review Sub-Committee. consideration
£60k revenue funding has been allocated to commission a 31-Dec- feasibility study to consider options for the future of Meadowbank feasibility study 2013 Meadowbank Sports Centre. This work will include How do we get there: consultation with existing stakeholders. £1.2million of capital funding has been agreed for new cycling facilities at Hunters Hall Park. The facilities being considered are a regional track cycling facility, a bmx track, New cycling facilities at Hunters 31-Dec- and a closed road loop. Consultation with local stakeholders Hall Park 2015 will be undertaken in parallel with the technical process to design and build these facilities. Match funding will be sought from sportscotland and other potential funding partners.
This Plan covers routine maintenance of the sport and Edinburgh Leisure to implement 05-Jul- leisure estate managed by Edinburgh Leisure on the its Asset Management Plan 2020 Council’s behalf.
70 Pledge 43 Invest in healthy living and fitness advice for those most in need Lead Politician Richard Lewis Lead Service Area: Culture and Sport
Contact: Lynne Halfpenny
In its February 2012 budget, the Council provided Edinburgh Leisure (EL) with additional funding for financial years 2012/13 to 2014/15 which is supporting EL’s existing activities but also funding five specific projects for those most in need. Those five projects are: Active Lives, High Flyers, Jump In, Looked After and Active, and Positive Destinations. Progress on each of these projects is described below.
1. Active Lives - Physical activity project to encourage inactive older adults living in identified Scottish Index of Multiple Deprivation areas Referrals continue to Active lives with a 50% increase in cards issued since January. Activities undertaken to help gain insight into barriers and motivations to activity include ‘coffee morning’ consultations and focus groups; gender specific activities for men in SIMD areas are being investigated; and GPs have been briefed on the project to boost referrals.
2. High Flyers - Multi sports programme targeting children and young people with disabilities Activities taking place at Edinburgh Leisure facilities include Disability Bowls, High Flyers Tennis, athletics and boccia. Six SEN schools have signed up to receive boccia during curriculum time and with support from Scottish Disability Sport and Active Schools High Flyers is launching a boccia club for under 18s with a disability. They will link with East of Scotland boccia to signpost potential athletes into their development squad. A boccia festival will also take place at Meadowbank Stadium on 31 May. Open to all, the event will raise the profile of boccia and enable existing participants to compete against other teams.
3. Jump In - Nursery and disability swim programme focusing on Scottish Index of Multiple Deprivation Areas Where are we now: In total there are 109 nursery age pupils participating in the Jump In programme. All participants will be provided a Get Active – Jump In Referral Card which will encourage them to access EL core lessons at a discounted price. In total there are 8 children with ASN participating in the Jump In programme. Jump In currently runs at Ainslie Park Leisure Centre, Leith Victoria Swim Centre, Royal Commonwealth Pool and Portobello Swim Centre.
4. Looked After & Active - Physical Activity programme for Looked After and Accommodated (LAAC) children & young people Looked After & Active is working well towards target, with 243 young people, 151 carers issued with Looked After & Active Cards. Activities held in recent months include a physical activity and health training day for staff and foster carers working with young people in care; a football taster session at Gracemount Leisure Centre; a basketball taster session at Meadowbank Sports Centre; and a Through Care After Care conference.
5. Positive Destinations - Development programme for young people not in employment, education or training (NEET) to improve self awareness, confidence and ultimately life choices. Sixteen young people have recently completed work experience placements at Edinburgh Leisure venues and 26 have completed Sports Leadership Level 1 courses. In March, the Edinburgh Leisure and Street Soccer Launch Day was delivered to over 120 participants with additional support needs. Thirty six young people were given the experience of leading the event. This year ninety Sports Leaders Young Leaders Awards have been made to Young People aged 9 – 13 years, in partnership with Sports Leaders UK, Active Schools, Gracemount High School and Edinburgh Leisure Looked After & Active Coordinator.
· An ageing population · An upward trend in obesity, chronic health conditions and mental health conditions · Large percentage of population not meeting current physical activity guidelines Challenges: · People from deprived backgrounds, ethnic minorities and people with a disability are much less likely to participate · Girls are less likely to participate than boys · Finding ways to work in partnership with other publicly owned leisure providers
71 Promote and develop opportunities to increase participation in sport and physical activity by implementing the five new programmes above, targeting non-users and encouraging existing users to diversify their interests. Build in social return on investment reporting formula for all funded programmes and promote results to all stakeholders. Increase participation amongst children and young people through targeted intervention programmes offered by Edinburgh Leisure (e.g. Open All Hours, Looked After & Active, Girls programmes, Health 4 U) Increase participation amongst older adults through targeted intervention programmes (e.g. Ageing Well, Active Lives and Steady Steps) Where do we want to Increase participation amongst inactive adult populations through targeted interventions, such as get to: community access cards and specific funded venue programmes (e.g. First Steps, Community Access Programme, Pink ladies and Leisure Links) Drive the development of a broad range of sport and physical activity products and services which encourage the inactive to get active, such as development of beginners classes, gentle exercise, one to one sessions and buddy programmes. In partnership with local strategic partners carry out an equalities impact assessment on priority areas of work aimed at increasing participation by under-represented groups, and produce recommendations for service development. Design and implement affordable initiatives to engage those who are least likely to take part in sport and physical activity, for example, the top-up activity card. Work with neighbourhood partnerships and community partners to respond to local priorities and address the needs of excluded groups through EL’s services.
Due Notes for stages Continuous monitoring and 31-Mar- Ongoing. evaluation of its services by EL 2014
EL leading on collaborative working and combining 31-Mar- How do we get there: Ongoing. resources through joint planning 2014 and delivery with partners
Exploring ongoing funding 31-Mar- Joint work between EL and the Council - ongoing. opportunities 2014
72 6) Maintaining and enhancing the quality of life in Edinburgh
Pledge 44 Prioritise keeping our streets clean and attractive
Lead Politician Lesley Hinds Lead Service Area: Services for Communities
Contact: David Lyon
The improve it programme aims to increase the levels of performance and efficiency in street cleaning and open space maintenance by delivering services on a more planned and less reactive basis, improving management and supervision, developing the workforce, introducing new technology and developing a more robust performance regime. Street cleaning zero based resourcing exercise has been completed, with staff currently transferring across neighbourhoods and vacancies about to be filled. Detailed discussions to develop neighbourhood routing and scheduling are at an advanced stage, Where are we now: with implementation planned over the summer. The Task Force Management review has been successfully concluded, with both Task Force Managers and Team Leaders working to their revised Job Descriptions and benefiting from an intensive management and development programme. As part of 2013/14 budget additional resources are being invested in a programme of education engagement and enforcement to change attitudes and encourage behaviour change on litter. Twelve additional wardens are being employed to carry out targeted enforcement activity against street litter, fly-tipping, poorly presented trade waste and dog fouling. This will be supported by a campaign of community engagement and awareness raising.
Maintaining service delivery standards during the implementation and bedding in of new roles and responsibilities Challenges: Increased focus on performance management, and scheduled cleaning regime, at the same time as developing and deploying new IT system.
Where do we want to In House Improvement Programme complete. A public realm strategy agreed and implemented get to:
Due Notes for stages Milestone completed. Complete Zero Based Street cleaning zero based resourcing completed December 31-Oct- Resourcing exercise for open 2012 and now being implemented. Grounds Maintenance 2012 space maintenance ZBR due to complete April 2013.
Complete Task Force 30-Nov- Milestone completed. Managers Review 2012
Procure and deploy Asset & Works Order Management 31-Dec- Procurement completed. Deployment underway and due to system and associated 2013 be completed by December 2013. supporting technology (e.g. mobile working) How do we get there: Secure resources for future 31-Dec-
Public Realm schemes. 2014
Undertake necessary design 31-Dec- work so projects are ‘ready to 2014 go’
Continue to pursue developer 31-Dec- contributions through S75 2014 agreements
Work with developers interested in pursuing large scale public 31-Dec-
realm works such as those at 2014 Charlotte Square.
73 Continue with roll out of SVQ training for Task Force and 31-Dec- Ongoing Specialist Grounds 2014 Maintenance
Indicator 2012/13 Target Status Latest Note Satisfaction with street Satisfaction with street cleaning has improved each year 86% n/a n/a cleaning from 70% in 2008.
Indicator Q4 2012/13 Target Status Latest Note Figures relate to performance for March 2013 (4th Quarter 2012/13). CIMS score 70 72 The CIMS result for March has shown an increase from 69 to 70 from the previous survey. There were some operational issues affecting resource levels during March which included limited use of large mechanical street cleaning vehicles due to prolonged sub- zero temperatures and a reduction of driving staff availability due to Winter Maintenance on-call commitments. % of streets clean 94% 95% (CIMS) Neighbourhoods continue to take responsibility for ongoing monitoring and prioritisation within wards. The ongoing work of imProve it allied to the forthcoming resource increase will help to improve the situation.
74 Pledge 45 Spend 5% of the transport budget on provision for cyclists Lead Politician Lesley Hinds Lead Service Area: Services for Communities
Contact: John Bury
Programmes of capital (£957,400) and revenue (£478,050) expenditure have been developed to meet the 5% spending commitment on cycling. The spending commitment in the 2013 -14 budget has been set at 6%. Capital Projects. The Quality Bike Corridor was launched in November 2012 and the first stage of the Leith – Portobello ‘Family Network’ of routes in October 2012. Revenue Projects. Other cycle schemes will be developed and delivered. A pilot of residential cycle Where are we now: parking provision is being progressed. The revenue expenditure will be used to improve maintenance of cycle facilities including off-road cycle paths (such as through removal of vegetation encroachment) and relining of on-road cycle facilities. There will also be promotional activities to support cycling and encourage safe behaviour of drivers and cyclists. A report on “Cycling in the City – 5% Transport Spend Commitment and the Delivery of the Active Travel Action Plan” was considered by the 13 September 2012 TIE Committee. Additional staff resources have been recruited, to ensure effective delivery of the projects associated with the additional expenditure.
Funding to meet the 5% (+1% p.a.) target will need to be found from other areas such as centralised Roads maintenance/renewal budgets and from local Neighbourhood area revenue budgets. Challenges: These pressures will increase as the target increases year by year (1% per annum) and where total transport expenditure increases.
Where do we want to Deliver to the outcomes of Active Travel Action Plan. get to:
Due Notes for stages Progress with this area of the budget will be reported to a 31-Oct- Committee reporting meeting of the Transport and Environment Committee in 2013 either August or October 2013.
This is also under development, as part of the Intelligent An Active Travel Action Plan 31-Dec- Energy Europe “ ” project, to give direction to 'Communications Strategy' 2013 CHAMP promotional activities relating to walking and cycling.
Sustrans have awarded the Council £545K for Cycling projects (to be spent by Feb 2014). In addition, the Council has also been awarded £400K from Sustrans for the renewal How do we get there: of North Meadow Walk and new cycle crossings on the Leith Bids to Sustrans, who provide 28-Feb- - Portobello route and a further £595K of matched funding up to 50% matched funding 2014 (50/50) to deliver improvements to the Haymarket - Forth Bridges 'National Cycle Network' Route 1.
The Council's 6% budgets for cycling for 2013-14 have been set at £1,721K for Capital and £488K for Revenue. Design and preparation work will be undertaken this year for 31-Mar- Design and preparation a number of capital schemes to be delivered next year 2014 including a Meadows to Innocent tunnel cycle route.
75 Pledge 46 Consult with a view to extending the current 20mph traffic zones Lead Politician Lesley Hinds Lead Service Area: Services for Communities
Contact: John Bury
Around 50% of Edinburgh’s residential streets are already covered by 20 mph zones based on physical calming measures.
A pilot 20mph area largely based on signs is underway in south Edinburgh and the attitudes of residents to the system are being assessed. This process will be completed by Autumn 2013, and reported to the Transport and Environment Committee before the end of 2013.
A plan and programme for roll-out of this type of measure will be prepared, should it prove effective. Where are we now: While physical calming measures remain popular and effective, there is now a much diminished road safety return on investments, as all the medium – high priority areas have now been treated. A question on 20 mph traffic zones has been incorporated into the Edinburgh People’s Survey.
The Council’s public and stakeholder consultation on “Developing a new Local Transport Strategy: Issues for Review”, had issue 3 on “20mph Limits”. The consultation on the Issues for Review took place during February and March 2013. The responses are being analysed and there appears to be support for 20 mph zones. An early draft of a report, on the before and after impacts of the South Edinburgh pilot 20 mph area, is also being considered. This too appears to be positive.
If the pilot proves successful a decision would need to be made whether to roll it out incrementally or across the whole city, with only a strategic network of roads retaining a 30mph limit. A citywide rollout Challenges: would require a significant consultation exercise. Support would be required from the Emergency Services, especially the Police, who enforce speeding offences. An effective communication and information strategy would be required, especially with regard to main roads and shopping areas.
Where do we want to Roll out 20mph speed limits to all appropriate residential streets based on successful evaluation of get to: 20mph pilot in South Edinburgh.
Due Notes for stages The results of the Local Transport Strategy: Issues for 27-Aug- Committee reporting Review consultation will be reported to the Transport and 2013 Environment Committee on 27 August 2013.
The results of the pilot 20mph March 2013 - first year 'after' speed & volume surveys, road 31-Oct- How do we get there: limit area would need to be casualty data and public perception survey to be 2013 measured and analysed. undertaken. September 2013 - report to TIE Committee.
The Transport Forum would be 30-Jun- used as a mechanism for Meetings take place four times per year. 2013 developing consultation.
76 Set up a city-wide Transport Forum of experts and citizens to consider our modern transport Pledge 47 needs Lead Politician Lesley Hinds
Lead Service Area: Services for Communities Contact: John Bury
The inaugural meeting of the Transport Forum was convened on 20 December 2012. Membership of the group was agreed and it was decided that the Forum will meet four times per year. The Transport Forum meeting on 22 February 2013 was a workshop session, used as an input to the Council’s consultation on “Developing a new Local Transport Strategy: Issues for Review”. Where are we now: The third meeting of the Forum took place on the 25th April 2013 and the theme for the day was the City Centre Vision. It is anticipated that the draft local Transport Strategy will be the subject of the fourth meeting planned for June 2013.
Ensuring that the Forum comprises an effective balance of interests and expertise. Ensuring that the Challenges: Forum is effectively integrated with the new Local Transport Strategy 2013 – 2018. Developing robust communication and reporting mechanisms.
The early establishment of a Transport Forum which has a clear remit, a balanced membership and Where do we want to which is aligned with Corporate governance. The forum will be enabled to influence policy and strategy get to: development.
77 Pledge 48 Use Green Flag and other strategies to preserve our green spaces Lead Politician Lesley Hinds Lead Service Area: Services for Communities
Contact: David Jamieson
All 24 of the Council's Green Flag Award parks will be submitted for continuous assessment in 2013. It is likely that an additional two parks will also be assessed. The quality of all 142 parks and principal green spaces will again be assessed through the Park Quality Assessment performance management process.
Where are we now: A Forestry Strategy has been drafted to improve management of the city's trees and woodlands. Following a public consultation in Summer 2013 it will establish a strategic approach to the care and conservation of this important natural resource.
A new park, Buttercup Farm Park, will be established in Drumbrae by early Autumn.
The challenge is to continue improvement through focused investment of officer time and financial resources on those sites still below the Parks Standard, as well as continuing to sustain the quality of those meeting the Standard. The quality of ground maintenance is an issue in some parts of the city, particularly in greenspaces around housing estates. Challenges: Resourcing site improvements to get remaining sites up to the required standard for Green Flag Award application. Development of a more robust performance management framework to ensure that improvements are delivered.
Our green spaces are managed in a way that creates diverse and attractive landscapes, that people will Where do we want to visit, use and enjoy. This will include improved grounds maintenance resulting from the ImProve It and get to: Living Landscapes initiatives.
Due Notes for stages Results and feedback are fully reviewed every year and actions agreed. These form the The Open Space Maintenance imProve it project, when basis of Park Improvement completed, will allow ground maintenance work and 30-Nov- How do we get there: Plans. Those parks scoring resources to be more accurately planned and scheduled and 2013 close to the GFA standard are the appropriate level of resources and equipment to be considered for submission for identified. Green Flag Award in the following year.
Indicator 2012/13 Target Status Latest Note Edinburgh's parks and green spaces achieved a record 24 Green Flag Awards in this year's national competition - over half of all flags given out in Scotland. Four of the city's parks Number of parks were recognised by the award scheme for the very first time 24 25 this year. They were at Ravelston Park and Woods, Lochend achieving Green Flag Award standard Park, Prestonfield Park and Ferry Glen & Back Braes. Corstorphine Hill LNR Community Walled Garden and Redhall Walled Garden were also recipients of a Green Flag Community Award.
78 Continue to increase recycling levels across the city and reducing the proportion of waste going Pledge 49 to landfill Lead Politician Lesley Hinds
Lead Service Area: Services for Communities Contact: Pippa Milne
A waste and recycling strategy has been produced which outlines how recycling will increase to 75% by 2020. This will involve increasing recycling at source to 50% by providing enhanced kerbside recycling services or communal recycling points. In January 2011 plastic bottles and household batteries were added to the kerbside recycling collection. Food waste collections have been introduced for all low density properties and are currently being rolled out for high density properties. Managed Weekly Collections have been in place since September 2012 and these have contributed to further reductions in landfill waste and increased rates of recycling.
Even with comprehensive recycling services there will always be some waste left for disposal. The City Where are we now: of Edinburgh and Midlothian Councils are working together to deliver a sustainable solution for both Councils' food and mixed residual waste. This project will enable the City of Edinburgh Council to meet the targets set out in the Scottish Government’s Zero Waste Plan. A site suitable for such facilities has been purchased jointly by the two authorities and planning permission in principle has been granted. The food waste facility contract was awarded in March 2012 and the plant is expected to be operational in 2015. The procurement of the mixed residual waste facility is well advanced. The landfill 2012/2013 totals 137,247 tonnes, a decrease of 10,422 tonnes compared to the previous year when 147,669 tonnes were landfilled. The Recycling for 2012/2013 totals 83,837 tonnes, an increase of 2,623 tonnes on the previous year when 81,214 tonnes were recycled. This means that the percentage of waste recycled has risen to 38% (from 33.5% in 2011/12).
1. Increasing the levels of resident participation in our scheme. Challenges: 2. Implementing significant changes in the way services are delivered that affect staff and residents. 3. Delivering significant infrastructure for the processing of food waste and mixed residual waste.
50% of all household waste is recycled by 2013/14 Where do we want to get to: 118,000 tonnes landfilled in 2013/14.
Due Notes for stages Milestone completed. The Zero Waste Project is a joint project with Midlothian Award of the food waste 31-Dec- Council to procure facilities for the treatment of the food and processing contract 2012 residual waste. The food waste treatment plant will process the food collected from Edinburgh residents and allow it to be recycled.
Kerbside recycling is currently collected in red and blue boxes that are collected on alternate weeks. The kerbside recycling services is operated by Palm Recycling. The service has been reviewed with the aim of making it as easy A review of kerbside collection 30-Jun- as possible for householders to use while maintaining the arrangements 2013 quality of material collected. A new system using a bin and a How do we get there: box was agreed in principle by the Transport and Environment Committee and the outline business case will be reported in June 2013.
The Zero Waste Project is a joint project with Midlothian Council to procure facilities for the treatment of the food and residual waste. The waste treatment plant, by using a Award of the mixed residual 28-Feb- number of technologies, will allow Edinburgh to further waste treatment facility contract 2014 increase the amount of residual waste material that can be recycled and achieve the Scottish Government recycling target.
79 Milestone completed.
A step change in recycling performance has been seen since the the move to managed weekly collections for The introduction of managed households with individual wheeled bins i.e. the weekly
weekly collections collection of food waste, combined with the red and blue boxes collected on alternate weeks, and refuse and garden waste bins collected on alternate weeks (garden waste bins monthly in winter). This encourages households to use the recycling services on offer instead of the mixed residual waste bin.
Continued education, awareness and advice programmes Promotion of waste prevention, will be needed to maintain and increase resident reuse and participation in participation in the services offered and to change behaviour recycling schemes which reduces the amount of waste produced.
Indicator 2012/13 Target Status Latest Note Satisfaction with Satisfaction with recycling in neighbourhoods has improved 84% n/a n/a recycling from 74% in 2008 to 84% in 2012.
Indicator March 2013 Target Status Latest Note The amount of waste has continued the positive trend of year on year reductions. The landfill for the year to end Waste landfilled 137,246 131,222 March 2013 totals 137,247 tonnes, a decrease of 10,422 tonnes - or 7% - compared to 147, 669 tonnes in 2011/12. This is the lowest level ever achieved and has been achieved despite the city's expansion over recent years. The rate of recycling has continued to improve year on year and a higher proportion of waste has been recycled than ever before. The outturn for the year to end March 2013 Recycling 36.66% 38% totals 83,837 tonnes, which represents an increase of 2,623 tonnes - or 3.22% - compared to 2011/12 when 33.3% of waste was recycled.
80 Pledge 50 Meet greenhouse gas targets, including the national target of 42% by 2020 Lead Politician Lesley Hinds Lead Service Area: Services for Communities
Contact: Janice Pauwels; Mark Steed
Between 2005 and 2009 Edinburgh’s carbon dioxide emissions have reduced. This downward trend reflects the local impact of changing national energy supply and adverse economic circumstances as well as the contribution made by a range of local energy projects and initiatives across the city. Emissions in 2010 increased slightly but in line with national trends are likely to be indicative of the impact of adverse weather conditions during that period. Extreme weather conditions have been identified as a prime cause of the rise in Scotland-wide emissions over the same period. Work ongoing Where are we now: to identify further projects and initiatives through the development of a Strategic Energy Action Plan which is currently in draft form. The “Park Green” tiered system for residents’ parking permits commenced 29 November 2010, directly relating their cost to a vehicle’s CO2 emissions to encourage vehicle owners to consider the impact their vehicle has on the environment.
1. To meet the pledge will require transforming energy generation, supply and usage across the city. 2. Establishing delivery models, including significant investment, for major sustainable energy programmes in the city. Challenges: 3. Potential for an economic recovery and major infrastructure projects to increase carbon emissions in Edinburgh, as well as an increase in motorised traffic. 4. Maintaining the availability of staff and financial resources to 2020.
Where do we want to By 2020 Edinburgh’s carbon emissions will have reduced by 42% on 2005 levels (note: this is when get to: official local figures first became available from the Department of Energy and Climate Change).
Due Notes for stages 8 week stakeholder consultation mainly using Survey 22-Feb- Publicly consult on the SEAP Monkey. 2013 Milestone completed.
24-May- Amended SEAP, in light of consultation feedback, to Policy Approve a final SEAP 2013 and Strategy Committee in February.
Establish governance Includes reporting progress to Council and the impact on the 24-May- arrangements for overseeing city’s carbon emissions levels (based on figures produced by 2013 the delivery of the SEAP the Department of Energy and Climate Change).
Establish cross service area officer working group to ensure 24-May- The officer working group will also input into the post co-ordinated delivery of 2013 consultation draft SEAP. sustainable energy actions
31-May- Proposal to be submitted for an extension of the How do we get there: ECOSTARS Zero 2013 ECOSTARS with the Council as a partner.
Develop the first two year 28-Jun- A delivery plan will be produced every two years. delivery plan 2013
The timeline has changed by a few months due to new data being released by the UK Government in early 2013 which had significant bearing on the report. There followed a Approve a Sustainable Energy 31-Jul- period of analysis of this data and redrafting of the plan Action Plan (SEAP) for public 2013 which has been undertaken by Consultants with a new draft consultation expected back at the end of April. There will now be a period of internal consultation with briefings provided to elected members during May. It is anticipated that a draft plan for further external consultation can be submitted to Committee before July.
81 In the longer term, the new Local Transport Strategy 2014 – Local Transport Strategy 2014 31-Jan- 2019 will include measures to promote the use of – 2019 2014 sustainable transport, which can contribute to reducing greenhouse gas emissions from transport.
Quality Bike Corridor was launched in November 2012 and Quality Bike Corridor and Leith 31-Mar- the first stage of the “Family Network” completed in October – Portobello ‘Family Network’ 2014 2012. Phase 2 will be implemented in 2013 - 2014. Phase 3 routes will extend a cycle route to the Water of Leith.
The Scottish Government has made further funding 31-Mar- available for electric vehicles and charging points during the Scottish Government funding 2014 2013 – 2014 financial year. Discussions on the application of this funding are underway.
ECOSTARS Edinburgh has 31 members, with around 2850 vehicles, including the Council’s own fleet, Lothian Buses 30-Jun- ECOSTARS Edinburgh plc, Pollock (Scotrans) Limited and Greggs. The scheme will 2014 be expanded, to include further road fleet operators serving the Edinburgh area.
31-Jan- Provides an opportunity to replace short distance car Active Travel Action Plan 2020 journeys with walking/cycling.
82 Pledge 51 Investigate the possible introduction of low emission zones Lead Politician Lesley Hinds Lead Service Area: Services for Communities
Contact: John Bury
Proposals regarding the options and implications of Low Emission Zones in Edinburgh are being developed. Where are we now: The Council’s public and stakeholder consultation on “Developing a new Local Transport Strategy: Issues for Review”, issue 9, on “Air Quality”, included two options proposing the introduction of a Low Emission Zone. The consultation on the Issues for Review took place during February and March 2013. The responses are being analysed. Report delivered to Committee March 2013.
· Establish baseline data for pollutants Challenges: · Delay in publications of Scottish Government Guidance · Potential cost of schemes
Where do we want to Aim to meet European and UK legislation for air quality. get to:
Due Notes for stages Report on the results of the The results of the Local Transport Strategy: Issues for 27-Aug- Local Transport Strategy: Review consultation will be reported to the Transport and 2013 Issues for Review consultation. Environment Committee on 27 August 2013.
Identify low emission zone How do we get there: models and options informed by 30-Sep-
Scottish Government Guidance 2013 now due in 2013.
Ongoing monitoring of air
quality in Edinburgh.
83 Pledge 52 Oppose industrial biomass incineration in Edinburgh Lead Politician Lesley Hinds Lead Service Area: Services for Communities
Contact: Susan Mooney
Proposals for biomass combustion of up to 50 megawatts (e) or less are assessed by local authorities under the Planning Act 1997. Proposals above this threshold are assessed by the Scottish Ministers under Section 36 of the Electricity Act 1989. Under Section 36 developers also need planning permission. Rather than the developer having to apply Where are we now: separately to the local planning authority, Scottish Ministers are able to grant 'deemed planning permission' under section 57 of the Town and Country Planning (Scotland) Act 1997. This is usually handled in conjunction with the S36 application and any consent will include planning conditions. Any energy plant over 20MW is subject to pollution control regulation. For smaller plants, the UK Government is planning to introduce emission criteria requirements under the Renewable Heat Incentive.
In August 2012, the Scottish Government wrote to the Chief Executives, of Scottish local authorities providing advice on Biomass, that: · all new biomass plant should be of high quality, corresponding to the best performing units currently on the market; Challenges: · that the majority of biomass heat uptake replaces or displaces existing coal and oil fired heating; · that the majority of uptake is located off the gas grid and therefore generally away from densely populated urban areas; that levels of uptake where the local authority has declared an Air Quality Management Area under section 83 of the Environment Act 1995 are substantially lower than other areas.
Biomass in Edinburgh should be only be deployed in heat-only or combined heat and power schemes, Where do we want to be located off the gas-grid, be located outside the urban area and have appropriate and effective get to: abatement systems to control emissions.
Due Notes for stages Update the interim 2011 guidance on Use of Biomass of Continue to use the interim guidance as a material 50MW(e) or less in Edinburgh 30-Apr- consideration when deciding relevant planning applications. How do we get there: and report to Planning / 2014 Continue to monitor the interim guidance. Explore options to Transport and Environment progress Particulate survey in Edinburgh. Committees.
84 Pledge 53 Encourage the development of Community Energy Cooperatives Lead Politician Lesley Hinds Lead Service Area: Corporate Governance
Contact: Nick Croft
The first meeting of a new Edinburgh Sustainable Development Strategic Partnership was held on 18 February 2013. As a specific action arising from this meeting the Edinburgh Community Energy Co- operative (EC)2 and Changeworks, under their existing energy project remit with the Council, undertook to convene an early meeting of community energy stakeholders. This meeting held as the ‘Edinburgh Community Energy Project Group’ took place on 23 April 2013 and discussed the potential role and remit of the Group as a sub-group of the new Edinburgh Sustainable Development Strategic Partnership, opportunities for the development and expansion of community energy projects across the city and information exchange. A report on the outputs from this meeting and recommendations for next steps will be given at the next meeting of the Edinburgh Sustainable Development Strategic Partnership, currently scheduled for 7 May 2013. Where are we now: An important context for the development of community based energy in Edinburgh is likely to be the four main outcomes from the recent Community and Co-operative Energy in Edinburgh: The Next Steps seminar hosted by the Council in December 2012. These were: - projects to promote the insulation of existing buildings; - community - scale renewable electricity generating projects (eg. urban wind turbines); - microgeneration installations for domestic, community and local commercial buildings; - negotiating, managing and promoting bulk-buy collective energy purchasing deals. The Council has established a Corporate Policy and Strategy Team (CPST) to support the development of community energy co-operatives in Edinburgh and in doing so will promote and encourage community renewables.
To meet the pledge will require - encouraging and securing community buy-in; Challenges: - changing attitudes to community energy technologies so that they are considered mainstream; - finding a community engagement model or range of models that best suits Edinburgh’s needs in terms of current and future needs in terms of affordable energy provision and conservation.
Where do we want to Determine a model or range of models for an Edinburgh Energy Co-operative(s) that can be taken get to: forward and fully supported by the Council.
Due Confirmation of the remit and membership of the Edinburgh Sustainable Development 19-Sep- How do we get there: Partnership and of sub-groups on community energy and other themes. 2013
85 City of Edinburgh Council
10am, Thursday 30 May 2013
Leith Waterworld – Progress on Community Bid
Item number Report number Wards Ward 13 Leith
L inks Links
Coalition pledges P23, P42 Council outcomes CO1, CO2, CO3, CO4, CO6, CO9, CO10, CO20 Single Outcome Agreement SO1, SO2, SO3
Alastair D Maclean Director of Corporate Governance
Contact: Karen Kelly – Head of Corporate Programmes E-mail: [email protected]| Tel: 0131 469 3184
Executive summary
Leith Waterworld – Progress on Community Bid S um m a ry Summary
On 31 January 2013 the Council agreed to support the feasibility phase for the re- opening of Leith Waterworld and to set up a Councillor/Officer Working Group to support the community in developing the finalised business plan (full decision detailed in paragraph 1.2 of the attached report). This report details the progress made in developing the community bid and incorporates input from Splashback. A separate report has been submitted to this meeting which informs Members of a financial bid that has been received for the purchase of the property. Recommendations
The Council is asked to note the report. Measures of success
This report details the progress made on the Council decision of 31 January 2013 on establishing whether Leith Waterworld can be operated within the parameters of a finalised and agreed business plan. Financial impact
There is no direct financial impact arising as a result of this report. The financial implications of supporting the feasibility phase of the community bid are identified in Act of Council No 6 of 31 January 2013. Equalities impact
The subject of this specific report has no relevance to the public sector duty contained in the Equality Act 2010. Sustainability impact
The Splashback community bid proposes that a successful leisure pool and soft play facility would contribute to Edinburgh’s high quality of life and promote wellbeing for people of various age groups and abilities. The bid envisages offering youth employment, training and volunteering opportunities. Splashback also intend to seek external grants to improve the energy efficiency of the building.
City of Edinburgh Council – 30 May 2013 Page 2 of 10 Consultation and engagement
The Councillor/Officer Working Group has met regularly since the Council decision of 31 January. This is a cross party group which also involves Council officers and members of Splashback. Background reading / external references
Act of Council No 6 of 31 January 2013 Disposal of Leith Waterworld report to Council of 31 January 2013 Disposal of Leith Waterworld report to Council of 20 September 2012
City of Edinburgh Council – 30 May 2013 Page 3 of 10 R e p o r t Report
Leith Waterworld – Progress on Community Bid 1. Background
1.1 The Council on 31 January 2013 considered a joint report by the Directors of Services for Communities and Corporate Governance on Splashback’s community bid for Leith Waterworld. Splashback had asked the Council to approve the bid in principle, subject to a successful outcome from the feasibility phase and to Council safeguards. The Directors’ recommendation was to reject the final revised bid from Splashback and approve the remarketing of the property. 1.2 The Council agreed: 1) To note the report on the disposal of Leith Waterworld and the revised business case submitted by Splashback. 2) To reject the recommendations outlined in the report and instead: a) To agree to support the feasibility phase for the re-opening of Leith Waterworld. b) To agree that, should the Leith Waterworld Community Bid feasibility phase establish that Leith Waterworld can be operated within the parameters of a finalised and agreed business plan, then the transfer and granting of an operating subsidy be allowed to proceed. c) To agree to provide £350,000 over a three year period, to re-open Leith Waterworld as outlined in Option 2 of the Leith Waterworld Community Bid. d) To agree to release up to a maximum of £125,000 in year one from Corporate funds, to help facilitate this process. This would comprise £100,000 for the feasibility stage with the balance of year one funding and the funding for future years dependent on the community bid securing the necessary capital to invest in the facility. e) To require that, as part of the feasibility phase, the Leith Waterworld Community Bid produce a business plan to be assessed by an independent third party, agreed by the Director of Corporate Governance in consultation with the Convener of Culture and Sport. f) To agree that a Councillor/Officer Working-Group be set up to support the community in developing the finalised business plan, which included the City of Edinburgh Council safeguards, to be
City of Edinburgh Council – 30 May 2013 Page 4 of 10 agreed with the Director of Corporate Governance in consultation with the Convener of Culture and Sport, reporting to the Culture and Sport Policy Development and Review Sub-Committee. g) To note that the working group would consider the management options for the facility including the possibility of setting up a Co- operative venture. h) To call for a final report at the end of the feasibility phase by no later than the end of 2013. i) To agree to re-market the property, to run concurrently with the feasibility phase. 1.3 A separate report has been submitted to this meeting which informs Members of a financial bid that has been received for the purchase of the property.
2. Main report
Working Group 2.1 The Councillor/Officer Working Group set up by the Council to support the community in developing the finalised business plan meets on a fortnightly basis. Six meetings have taken place so far. 2.2 The political makeup of the Working Group is 2 Labour, 2 SNP, 1 Conservative, 1 Green and 1 Liberal Democrat (Councillors Perry (Chair), Munro, McVey, Dixon, Paterson and Booth). Officers from Finance, Economic Development and the Co-operative Development Unit also attend as well as members of Splashback. Karen Kelly, Head of Corporate Programmes, is the Lead Officer for the responsibilities of the Council in relation to the working group. 2.3 The following section provides a progress update on behalf of the Working Group. Workstreams 2.3 A number of workstreams for the project have been identified and allocated within the Working Group (see Appendix 1) and a report back on each is received at each meeting. The workstreams are: • Marketing and Press • Wet Operations • Dry Operations • Finance • Site Development • Programme Office • Legal • Fundraising and Partner Support 2.4 Progress has been made on the critical workstreams, as follows:
City of Edinburgh Council – 30 May 2013 Page 5 of 10 (a) Wet and Dry Operations/Tendering A separate set of meetings has taken place on the tendering process for the feasibility study which will be carried out under the Council's Contract Standing Orders. These meetings have involved Councillor Perry, the Council Lead Officer and officers from Finance, Procurement, Culture and Sport and Corporate Property as well as a Splashback representative. Two tender documents have now been issued – one for Design and Engineering Services and one for Consultancy Services for the Development of a Business Plan. Quotes have been requested by the end of June. An Evaluation Panel (comprising two Council officers and two members of the Working Group) will then meet to assess the bids. (b) Legal/Governance Splashback submitted an application to OSCR (Office of the Scottish Charity Regulator) on 26 April 2013 for the establishment of a SCIO (Scottish Charitable Incorporated Organisation), a form of charitable status which has been available since 2011. This application was developed with help from EVOC. It is the intention that the SCIO, under the name of ‘Leith Waterworld Community Hub’, will be the group that develops the bid and would in the future be the vehicle for the running of the pool as a community led enterprise. It is expected that the charity will be set up and operational by the end of July. (c) Fundraising and Partner Support Splashback attended a recent Meet the Funders event and have reported a positive response from a number of funders, including sportscotland, the Robertson Trust and the Big Lottery. All were aware of Splashback and their bid for Leith Waterworld. Details of funding applications and other possible sources of funding are as follows: sportscotland - There are two funds for capital: • Legacy 2014 Active Places Fund – Between £10,000 and £500,000 is available for the provision or upgrading of physical recreation & sporting facilities for the general public. Projects will need to demonstrate the ability to create new facilities and upgrade and improve the accessibility of existing ones, or reduce barriers to activity.
• Sport Facility Fund - Between £10,000 and £500,000 is available for upgrading sporting facilities for use by the general public.
Splashback were advised that they should draw up a wish list of capital expenditure and start discussing their plans with sportscotland.
City of Edinburgh Council – 30 May 2013 Page 6 of 10 BIG Lottery Funding: Investing in Ideas - Splashback has submitted an application for £9,500, which would cover the recruitment of a Development Manager and dedicated time from a Splashback Co-ordinator to liaise, co-ordinate and support the work of both the Development Manager/s and Splashback. This would allow them to develop capacity within the group. Developing Community Space - Grants are available from £10,000- £250,000 which support communities to become more involved in, and to take responsibility for, communal spaces. It will fund community projects which improve the appearance, accessibility and sustainability of local spaces, places and buildings. Growing Community Assets - This fund supports communities in acquiring and developing their own assets. The fund provides between £10,000 and £1m and aims to support four outcomes: • Communities work together to own and develop local assets. • Communities are sustainable and improve their economic, environmental and social future through the ownership and development of local assets • Communities develop skills and knowledge through the ownership and development of local assets. • Communities overcome disadvantage and inequality through the ownership and development of local assets. Council officials are already aware of this fund and are well advanced in providing support to local communities including Splashback to develop applications. Commonwealth Games Legacy - Discussions have also taken place with Senscot about funding possibilities around the Commonwealth Games Legacy. The People’s Postcode Lottery Dream Fund - The 2014 funding stream opens in August. The Dream Fund is a new and innovative 12-month project of up to £100,000 for projects that meet one of the following funding criteria: • Encouraging Active Living • Bringing Communities Together • Tackling Climate Change • Expanding Life Opportunities The Postcode Lottery have confirmed that Splashback suit the criteria and that they would be interested in hearing more about their plans. Robertson Trust - The Robertson Trust has advised that they are on the lookout for major capital flagship projects and would welcome an application from Splashback. They will be considering applications in the autumn.
City of Edinburgh Council – 30 May 2013 Page 7 of 10 Discussion has also taken place with a number of other smaller funding organisations like Tesco. (d) Community Engagement/Press and Marketing The Splashback website has been updated to reflect the new working group and to inform supporters of the project and the general public. The website gets on average 100 unique visits every day despite being only periodically updated due to capacity in the working group phase. The website has been accessed/viewed by over 40,000 people since setup in December 2011, averaging at 2500 per month. Splashback is followed by 1373 people on Facebook, which gives them direct access to updating supporters, and has over 600 followers on Twitter. Splashback has secured money from Leith Decides community funding to undertake a fun community engagement day as part of the Leith Festival in June. Splashback members are continuing to meet weekly on Tuesday evenings, as well as having committed to meeting with the working group once a fortnight for the development phase. Benefits of a Community Owned Business 2.5 Community owned businesses are businesses that are owned by, and run for, the benefit of communities. Prominent examples include charities’ subsidiary trading companies or community interest companies (CICs). A distinction is made between cooperative organisations or businesses that are communally owned, and managed businesses operated for the benefit of its members. As identified above, the Splashback Group has submitted a SCIO registration to the OSCR as part of the governance workstream. Given there will be trading and/or social enterprise elements identified within the proposed Splashback Business Plan, this group could be defined as a community owned business. 2.6 There is a growing body of organisations and research which advocate for the potential benefits of community owned businesses. In particular, Cooperative UK and Carnegie UK Trust identify that community owned businesses can: (i) lead to superior business performance, as the community are no longer passive customers, but co-own the business. This can improve customer loyalty but also, as co-owners, members of the community may volunteer to help in ways which they would not do for a privately owned business; (ii) be more sustainable (i.e. less likely to fail than traditionally owned businesses) and can take a longer term view, as there are no external shareholders requiring short term returns. Examples are provided of the 260 community shops taken over in the last decade in the UK, of which only 3 have failed;
City of Edinburgh Council – 30 May 2013 Page 8 of 10 (iii) benefit the communities they operate in because the rewards are shared amongst the people who work within the business and the wider community, rather than going to a single owner or external shareholder; (iv) not always be the easiest way to provide facilities and run services, and can require high levels of commitment from community members and supporting agencies. However, they can offer opportunities for greater innovation, improved quality services and financial efficiency. Next Steps 2.7 It is expected that the outcome of the two tenders will be available by the end of July. This will inform the new design layout and operational requirements of reopening the facility as a leisure pool and soft play area with cafe which will allow the creation of a detailed business plan in a form that can be used to apply for capital grant funding. As reported in paragraph 2.4(c) above, this will test out the response that Splashback has received from potential funders. It is acknowledged that the project would need to access a number of funding sources in order to cover the full cost of refurbishment. Splashback has reported that there are strong indications that the funders who have been approached are very interested in receiving applications from the project. At the present rate of progress it is envisaged that by the end of October the project will know the level of funding available which will comply with the December deadline to report back to Council. 2.8 The next steps outlined, however, will depend upon the decision taken by Council in relation to the separate report submitted to this meeting on the potential sale of the Leith Waterworld property. 3. Recommendations
3.1 The Council is asked to note this report.
Alastair Maclean Director of Corporate Governance
City of Edinburgh Council – 30 May 2013 Page 9 of 10 Links
Coalition pledges P23 - Identify unused Council premises to offer on short low-cost lets to small businesses, community groups and other interested parties P42 - Continue to support and invest in our sporting infrastructure Council outcomes CO1 - Our children have the best start in life, are able to make and sustain relationships and are ready to succeed CO2 - Our children and young people are successful learners, confident individuals and responsible citizens making a positive contribution to their communities CO3 - Our children and young people at risk, or with a disability, have improved life chances CO4 - Our children and young people are physically and emotionally healthy CO6 - Our children’s and young people’s outcomes are not undermined by poverty and inequality CO9 - Edinburgh residents are able to access job opportunities CO10 - Improved health and reduced inequalities CO20 - Culture, sport and major events – Edinburgh continues to be a leading cultural city where culture and sport play a central part in the lives and futures of citizens Single Outcome SO1 - Edinburgh's Economy Delivers increased investment, jobs and Agreement opportunities for all SO2 - Edinburgh's citizens experience improved health and wellbeing, with reduced inequalities in health SO3 - Edinburgh's children and young people enjoy their childhood and fulfil their potential Appendices Appendix 1 - Leith Waterworld workstreams
City of Edinburgh Council – 30 May 2013 Page 10 of 10 Leith Waterworld Workstreams
LWW Development Group Labour Culture and Sport Policy SNP SplashBack Development and Review Conservative SCIO sub-committee Liberal Democrat CEC SCIO SplashBack
SCIO Governance Jacqueline Rogers
Marketing and Finance Site Development Programme Office Legal Press Wet Operations Dry Operations Denis Dixon Adam McVey Ian Perry Nick Croft Denis Dixon Chas Booth Ian Perry Fundraising and Richard Maspero Fiona Clandillion Chris Askham Jacqueline Rogers Ida Maspero Johnny Gailey Simon Shields Partner Support Ian Shaw Karen Kelly Richard Maspero Chris Wilson Gordon Munro Jacqueline Rogers
Mission Statement “To develop and re-open, under community-led management, a revitalised and enhanced Leith Waterworld as a pool and leisure destination, an inclusive hub for health and wellbeing, and a sustainable business rooted in the community. “ The City of Edinburgh Council
10a.m, Thursday 30 May 2013
Potential Sale of Leith Waterworld
Item number Report number Wards 13. Leith
L inks Links
Coalition pledges P30 and P42 Council outcomes CO25 Single Outcome Agreement SO1
Alastair D Maclean Mark Turley Director of Corporate Governance Director of Services for Communities
Contact: Graeme McGartland, Senior Estates Surveyor [email protected] Tel: 0131 529 5956
Executive summary
Potential Sale of Leith Waterworld
S um m a ry Summary
Progress has been made on the concurrent actions instructed by Council on 31 January, namely, a feasibility phase for the community bid, and re-marketing the property.
A separate report has been submitted for this meeting, which details the work done to date by the Member/Officer Working Group on the feasibility phase. The purpose of this report is to inform Members of a financial bid that has been received for the purchase of the property.
Two new unsolicited notes of interest in purchasing the property were received although one has subsequently been withdrawn. One of the potential purchasers (A&G Property Group) has viewed the facility and has submitted a bid to buy it outright for £1m. A&G Property wishes to convert the building into a high quality soft play leisure facility similar to three other properties which it owns and operates in the west of Scotland. This offer is open for acceptance until 30 May. The bid includes the Council’s interest in the adjoining Tesco units and car park which are let on a ground lease expiring in 2115 at a nominal rent.
Recommendations
It is recommended that the Council:
1) Considers whether or not to sell Leith Waterworld (LWW) to A & G Property Group for £1m for the creation of a substantial soft play and leisure facility;
2) If the Council decides to sell Leith Waterworld then:
i) agrees to include the Councils interest as landlord in the long ground lease to Tesco over the adjoining store care park; and
ii) approves the sale in accordance with the terms set out in this report and on such other terms and conditions to be approved by the Director of Services for Communities and the Head of Legal, Risk and Compliance.
City of Edinburgh Council – 30 May 2013 Page 2 of 8 Measures of success
The capital receipt from the sale can be used to offset the refurbishment costs of the Royal Commonwealth Pool. A building which has been closed will be reopened for a leisure use that will bring economic and social benefits to the local area and the city.
Financial impact
The sale of Leith Waterworld to A&G Property would result in a capital receipt of £1m. A&G would use their own existing resources to fund the purchase, conversion and operation of the facility.
If no capital receipt is obtained, the borrowing costs for the refurbishment of the Royal Commonwealth Pool are £128,000 per annum. A receipt of £1m will reduce these costs to £43,000 per annum.
The long lease over the Tesco store and car park was put in place to protect the Council’s interest over the entire site, including Leith Waterworld. As the lease runs until 2115 and produces a rent of £1 per annum there is little monetary value in the landlord’s interest.
The current cost of holding the property vacant is £154,000 per annum. Of this total, non-domestic rates account for approximately £121,000, with the balance being utility and security costs.
No budget exists for the holding costs or borrowing costs. The borrowing costs would be reduced by nearly two-thirds should the sale to A&G Property be approved.
Equalities impact
In 2005, there was no requirement on the Council to undertake an Equalities Impact Assessment. After a request from Splashback an Equalities Impact Assessment on the services provided by LWW was undertaken. However, the subject of this specific report has no relevance to public sector duty contained in the Equality Act 2010 and a full Equalities Impact Assessment is not required.
Sustainability impact
The impact of this report in relation to the three elements of the Climate Change (Scotland) Act 2009 Public Bodies Duties has been considered. A substantial soft play facility would contribute to Edinburgh’s high quality of life and promote wellbeing for people of various age groups and abilities. Employment and training opportunities would be created. Consultation and engagement
A&G Property visited Leith Waterworld on several occasions before submitting the bid.
Background reading / external references
City of Edinburgh Council – 30 May 2013 Page 3 of 8 A&G Property Group website: www.agpropertygroup.com
Leith Waterworld – Progress on Community Bid report to Council of 30 May 2013
Disposal of Leith Waterworld report to Council of 31 January 2013
Splashback: Leith Waterworld Business Plan, January 2013
Investing in Jobs: Programme 1 – Investing in the City’s Development and Regeneration report to Economy Committee of 20 November 2012
Disposal of Leith Waterworld report to Council of 20 September 2012
National and Regional Sports Facilities - the Royal Commonwealth Pool Project report to Finance and Resources Committee of 7 June 2011
National and Regional Sports Facilities – the Royal Commonwealth Pool Project report to Finance and Resources Committee of 1 June 2010
Progress Report to Finance and Resources Committee of 16 June 2009
An Interim Investment Programme for Meadowbank Sports Centre and Stadium report to Council of 5 February 2009
Progress Report to Council of 20 November 2008
Appointment of Construction Contractors report to Finance and Resources Committee of 9 September 2008
Progress Report to Council of 13 March 2008
Progress Report to Council of 20 December 2007
Progress Report to Executive of the Council of 14 August 2007
Establishment of Independent Review Group report to Council of 28 June 2007
Progress Report to Council of 1 February 2007
Meadowbank Development Brief Consultation Draft report to Planning Committee of 7 December 2006
Appointment of Design Teams report to Council of 1 June 2006
Progress Report to Council of 15 September 2005
Outcome of Funding Bid report to Council of 11 November 2004
Proposed Bid - A Vision for the Future of Sport in Edinburgh report to Council of 18 March 2004.
City of Edinburgh Council – 30 May 2013 Page 4 of 8 Report
Potential Sale of Leith Waterworld
1. Background
1.1 Members will recall that the closure and sale of LWW was approved by the Council in September 2005, with both the capital receipt from the sale and the operating subsidy being used as an integral part of the funding package for the refurbishment of the Royal Commonwealth Pool.
1.2 The community group Splashback was established in late 2011 with the aim of keeping the facility open. The Council marketed the property with a delayed closing set for August 2012 to give Splashback an opportunity to bid for the facility. On 20 September 2012, the Council rejected Splashback’s bid. In rejecting the bid, the Council agreed that no further marketing of the property would take place before 1 February 2013. In the intervening period, support was to be given to Splashback to help the group submit an offer by 31 January 2013 that was both commercially viable and demonstrated best value.
1.3 Splashback submitted a revised bid on 22 January 2013 and asked the Council to approve this revised bid in principle, subject to the outcome of a proposed feasibility phase and agreement of Council safeguards. The report to Council recommended that the final revised bid from Splashback be rejected and the remarketing of the property be approved.
1.4 On 31 January the Council took the following decision: 1.4.1 To note the report on the disposal of Leith Waterworld and the revised business case submitted by Splashback. 1.4.2 To reject the recommendations outlined in the report and instead:
a) To agree to support the feasibility phase for the re-opening of Leith Waterworld.
b) To agree that, should the Leith Waterworld Community Bid feasibility phase establish that Leith Waterworld can be operated within the parameters of a finalised and agreed business plan, then the transfer and granting of an operating subsidy be allowed to proceed.
c) To agree to provide £350,000 over a three year period, to re-open Leith Waterworld as outlined in Option 2 of the Leith Waterworld Community Bid.
City of Edinburgh Council – 30 May 2013 Page 5 of 8
d) To agree to release up to a maximum of £125,000 in year one from Corporate funds, to help facilitate this process. This would comprise £100,000 for the feasibility stage with the balance of year one funding and the funding for future years dependent on the community bid securing the necessary capital to invest in the facility.
e) To require that, as part of the feasibility phase, the Leith Waterworld Community Bid produce a business plan to be assessed by an independent third party, agreed by the Director of Corporate Governance in consultation with the Convener of Culture and Sport.
f) To agree that a Councillor/Officer Working-Group be set up to support the community in developing the finalised business plan, which included the City of Edinburgh Council safeguards, to be agreed with the Director of Corporate Governance in consultation with the Convener of Culture and Sport, reporting to the Culture and Sport Policy Development and Review Sub-Committee.
g) To note that the working group would consider the management options for the facility including the possibility of setting up a Co-operative venture.
h) To call for a final report at the end of the feasibility phase by no later than the end of 2013.
i) To agree to re-market the property, to run concurrently with the feasibility phase.
2. Main report
2.1 The Member/Officer Working Group has been established. A separate report has been submitted to this Council meeting which outlines the work done by the Working Group to date.
2.2 With no proactive marketing since 31 January, Leith Waterworld has attracted a bid for its outright purchase. The property has been made available for viewing by interested parties who have initiated enquiries.
2.3 A & G Property has visited the property on three occasions and has submitted a bid. Heads of Terms have been agreed on a provisional basis. The company proposes to create a substantial soft play centre and leisure facility. A&G currently own three similar facilities in the west of Scotland and are actively seeking accommodation to establish a presence in Edinburgh.
2.4 A price of £1m has been offered for the outright purchase of the property and is subject to typical conditions such as title, vacant possession and structural surveys. There is no requirement for third party funding: the purchaser has demonstrated that it has the necessary finance in place to buy the property and carry out subsequent conversion work. The offer is not conditional on planning permission for the proposed use although the level of alterations proposed will require the appropriate consents, such as building warrants.
City of Edinburgh Council – 30 May 2013 Page 6 of 8 2.5 The offer is open for acceptance until 30 May 2013.
2.6 The offer includes the purchase of the Council’s interest as landlord over the ground lease to Tesco of the adjoining store and car park which expires in 2115 and produces a nominal annual rent of £1. This will not allow the purchaser to control the car park but it will allow them to negotiate with other users how the car park is managed more efficiently.
2.7 The leisure activities offered vary across the existing A&G facilities but include large multi-level themed soft play apparatus, slides, climbing areas, indoor go karts, mini sports pitches, party rooms, cafes and restaurants. A&G operate their existing soft play facilities in-house. Given their level of expenditure in each facility it is not in their business model to seek an early exit.
2.8 The purchaser is committed to satisfying any suspensive conditions and concluding the purchase of the property within 60 days of Council approval of the sale being given. The missives that will be put in place for the sale of the property will incorporate safeguards to ensure that the proposed leisure facility is created within a specific timescale. This will, in commercial effect, prevent A&G from acquiring the asset, holding it and then selling it on to another developer for an alternative use.
2.9 A&G proposes to spend in the region of £1.3m on the fit out of the property. Plans showing an indicative layout are attached as appendix 1.
2.10 It is proposed that the facility will open 12 to 14 hours per day, seven days a week and will provide a crèche/nursery and soft play centre. The facility will be run on the basis of two shifts which will each provide the following full time jobs: 18 supervisors (including 5 entertainment officers), 15 kitchen/catering staff and 11 other staff (five office, three domestic, one maintenance, one receptionist and one security). This equates to 44 jobs per shift and a total of 88 jobs will be created.
2.11 Based on actual visitor data from its existing soft play facilities elsewhere, A&G projects that 3,500 children will visit the facility on a weekly basis. As children must be accompanied by a parent or guardian, the footfall through the facility, depending on the ratio of adult to child, is estimated to range from 5,250 to 7,000 per week or 273,000 to 364,000 on an annual basis.
2.12 The average spend per child visitor is estimated to be £10, resulting in a weekly turnover of £35,000 per week or £1.8m annually.
2.13 An economic impact assessment has been prepared for this proposed change of use of the property to a soft play facility. Based on the information provided by A&G, the total number of jobs is estimated at 197.1 of which 88 are direct, 78.3 are indirect and 30.8 are induced effect.
City of Edinburgh Council – 30 May 2013 Page 7 of 8 2.14 Allowing for optimism bias in the A&G figures and adopting a lower level of employment by applying industry standards for sport/leisure centres, the number
of jobs is estimated at 112.3 of which 51.2 are direct, 43.9 are indirect and 17.2 are induced effect.
2.15 It is understood that A&G Property is considering a number of alternative locations for a soft play centre of the highest quality elsewhere in Edinburgh should the Council decline to sell Leith Waterworld.
3. Recommendations
3.1 It is recommended that the Council:
3.1.1 Considers whether or not to sell Leith Waterworld (LWW) to A & G Property Group for £1m for the creation of a substantial soft play and leisure facility;
3.1.2 If the Council decides to sell Leith Waterworld then:
i) agrees to include the Councils interest as landlord in the long ground lease to Tesco over the adjoining store care park; and
ii) approves the sale in accordance with the terms set out in this report and on such other terms and conditions to be approved by the Director of Services for Communities and the Head of Legal, Risk and Compliance.
Alastair D Maclean Mark Turley Director of Corporate Governance Director of Services for Communities
Links
Coalition pledges P30 - Continue to maintain a sound financial position including long-term financial planning P42 - Continue to support and invest in our sporting infrastructure Council outcomes CO25 - The Council has efficient and effective services that deliver on objectives Single Outcome SO1 - Edinburgh’s economy delivers increased investment, jobs Agreement and opportunities for all Appendices 1. A & G Indicative layout
City of Edinburgh Council – 30 May 2013 Page 8 of 8 Edinburgh GP13-165
2D Plan Copyright © 2013 SPI Global Play. All rights reserved. May not be copied or reproduced in whole or in part. Note: Design for illustration purposes only. Not for use as an installation drawing. Actual colours and designs may vary from those shown. Edinburgh GP13-165
TODDLERS AREA TUBE SLIDE SEATING PIRATE SHIP CANNON AREA TRAMPOLINES SPIDER TOWER 6M ASTRA SLIDE TOILETS BALL POOL DROP SLIDE VOLCANO & STEEL SLIDE
SPIRAL SLIDE SEATING
ELECTRIC CAR TRACK
ENTRANCE PARTY ROOMS
TOILETS
2D Plan Copyright © 2013 SPI Global Play. All rights reserved. May not be copied or reproduced in whole or in part. Note: Design for illustration purposes only. Not for use as an installation drawing. Actual colours and designs may vary from those shown. The City of Edinburgh Council
10am, Thursday, 30 May 2013
Edinburgh Bid by Heriot-Watt University to host the National Performance Centre for Sport
Item number Report number Wards All and particularly Pentland Hills
Links
Coalition pledges Council outcomes CO20 Single Outcome Agreement SO1
Alastair D Maclean Director of Corporate Governance
Contact: Stephanie-Anne Harris, Strategic Development Manager
E-mail: [email protected] | Tel: 0131 529 7911
Executive summary
Edinburgh Bid by Heriot-Watt University to host the National Performance Centre for Sport
Summary
In 2012 the Scottish Government announced that it had committed up to £25m of capital funding towards the cost of delivering Scotland’s first National Performance Centre for Sport (NPCS) by 2016.
The aim is to provide world class sports facilities and specialist services to support Scotland’s athletes to achieve the highest standards of performance on the international stage. The primary focus of the NPCS is to deliver a training base and home for Scotland’s national football squads, including the first team, junior teams and women’s team. It is also intended to be a centre of excellence for multi-sport and business coaching with the ability to host world class forums and seminars related to the development of performance athletes as well as sports services, strength and conditioning, sport science, sport psychology and sports medicine.
Local sporting organisations, clubs and developing athletes will be encouraged to use the facilities at times when the football squads do not require access.
The steering group leading this national initiative, chaired by Scottish Football Association Chief Executive Stewart Regan, sent the bid criteria and timetable in December to every council in Scotland, higher and further education establishments and other parties which had expressed an interest. The bidding process is in two rounds. The first round closed on 15 February.
Bidders were informed that the ideal location for NPCS would: . be easily accessible by air, rail and road networks . be an attractive landscape setting, with good views and close to quality facilities . provide privacy at certain times of the year for the high performance athletes The ideal site will have enough space to accommodate the essential key features and additional desirable facilities, which are listed below. Football: outdoor . 1 floodlit 3G grass training pitch . 1 floodlit natural grass Hampden- sized pitch . 1 floodlit natural grass match pitch
Finance and Budget Committee – Thursday 6 June 2013 Page 2 of 6 . 2 natural grass training pitches . 2 60 x 40 natural grass goalkeeper training areas . Expansion area suitable for 2 additional pitches Indoor: . 1 full- sized indoor 3G pitch with seating for 1,000 spectators . 1 9-court sports hall with seating for 500 spectators . A fitness suite with minimum of 100 stations . Health and well-being facilities for physical therapies (including hydrotherapy pools) . Changing accommodation . Office and meeting room accommodation . Overnight accommodation for athletes, coaches and others. Desirable/supplementary facilities: . 2 grass rugby pitches . Athletics area for disciplines involving throwing, 100 x 25m . Beach volleyball court . Athletics endurance trail and 1km perimeter track . 4 – 6 asphalt-surfaced tennis courts . 3 – 6 lane athletics straight track . 3 glass –backed squash courts . Beach volleyball hall . Dojo or studio for martial arts . Indoor tennis . Hotel accommodation . Conference suites . Teaching rooms . 200-seat lecture theatre . Room for future expansion Bid by Heriot-Watt University The Culture and Sport service is working in partnership with the Centre for Sport and Exercise at Heriot-Watt University which is leading a bid to build the NPCS within its campus. The University is in a suitable location, having excellent air and road links. The campus is in close proximity to Edinburgh International Airport and is situated just off the A71 near the M8 Hermiston Gait junction and the Edinburgh city bypass. The
Finance and Budget Committee – Thursday 6 June 2013 Page 3 of 6 campus is also on several major bus routes into the city centre and is close to the Park and Ride at Hermiston, Edinburgh Business Park and Curriehill railway stations. There is plenty of land for all the facilities on the essential and desirable list, and room for future expansion. Heriot-Watt’s existing sports facilities are good, and its teaching spaces, conference facilities and on-campus accommodation can be developed for the NPCS. The teaching and learning environment of the University and its ethos of excellence would all support the aspirations for the NPCS. Five other bids were submitted to host the NPCS. A shortlist of three applicants was announced in mid April: Edinburgh (Heriot-Watt), Stirling and Dundee. The teams leading these submissions have been invited to work up the stage two applications with a submission date of 5 July 2013 and the Council is now a partner and member of the project team for the Edinburgh bid. The stage two submissions will be assessed over July and August. The preferred bidder will be announced in late summer 2013. The stage 2 submission requires the design of the NPCS to be at the Royal Institute of British Architects (RIBA) Plan of work scheme Stage C, with design concept, outline costings, and a business plan. Edinburgh’s stage 1 submission estimates the total cost of the project to be £30m. With £25m available from the Scottish Government, Heriot- Watt and the Council have agreed, in principle, to fund the £5m gap, equally split between the two organisations. If preferred bid status is awarded, the Council will have to consider how to provide this funding, perhaps through grant payment and service level agreement to secure community benefit over a number of years. Further design work, value engineering, and detailed examination of the business case may reduce the total cost of the project but this will not be known until after the award of preferred bidder status. The provisional construction start date is summer 2014, with completion scheduled for first quarter 2016. Should this bid be successful, it would greatly improve Scotland’s and Edinburgh’s sporting estate, provide a performance environment for national squads and teams, improve access to facilities for the west of the city in particular, provide a boost to the development of sporting pathways in the city and beyond, and have a range of other supplementary benefits.
Recommendations
It is recommended that the Committee:
1. welcomes the success at Stage 1 of the bid by Heriot-Watt University to host Scotland’s first National Performance Centre for Sport;
2. fully supports the submission of the Stage 2 bid;
3. approves, in principle, a contribution of £2.5m towards the overall costs of the project; and
4. requests a detailed report on this funding if the Edinburgh bid is selected as the preferred bid to be submitted to the Finance and Budget Committee.
Finance and Budget Committee – Thursday 6 June 2013 Page 4 of 6 Measures of success
Selection as the preferred bidder
Financial impact The cost of the construction of the NPCS as submitted in the stage 1 bid was circa £30m. With £25m available from the Scottish Government, there is a shortfall of £5m. Subject to being selected as the preferred bidder, the Council and Heriot-Watt would each contribute a maximum of £2.5m towards the project. As the Council cannot contribute capital to an asset that it does not own, the Council’s contribution will have to be identified from revenue. A further report will be submitted to Committee to confirm this funding, time period and details of what the Council will receive in return for its contribution which could include community benefit. It is likely that the creation of this new facility would generate substantial positive economic impact for the city, the region and Scotland generally.
Equalities impact If this bid is successful, it will result in better facilities for the city which will be open to the community and developing athletes as well as to Scotland’s best athletes. The report’s contents are therefore of some relevance to equalities and human rights duties, but are not the subject of concern amongst equalities groups and the recommendations will result in a positive impact on quality of life.
Sustainability impact If built in the city, the NPCS would help achieve a sustainable Edinburgh through: . contributions to the health, skills, quality of life and well-being of residents; . the promotion of the city nationally and internationally; and . economic impact.
Consultation and engagement
The Council and Heriot-Watt University are consulting with Sports Governing Bodies and Performance Sports Clubs in the City and beyond to support this bid.
Background reading / external references
Alastair D Maclean Director of Corporate Governance
Finance and Budget Committee – Thursday 6 June 2013 Page 5 of 6 Links
Coalition pledges Council outcomes CO20 – Culture, sport and major events – Edinburgh continues to be a leading cultural city where culture and sport play a central part in the lives and futures of citizens Single Outcome SO1 – Edinburgh’s economy delivers increased investment, jobs Agreement and opportunities for all Appendices
Finance and Budget Committee – Thursday 6 June 2013 Page 6 of 6 The City of Edinburgh Council
10am, Thursday, 30 May 2013
City of Edinburgh Council (Portobello Park) Bill
Item number Report number Wards 14; 17
Links
Coalition pledges P03 Council outcomes C01 and C02 Single Outcome Agreement S03
Gillian Tee Director of Children and Families
Contact: Billy MacIntyre, Head of Resources
E-mail: [email protected] | Tel: 0131 469 3366
City of Edinburgh Council – 30 May 2013 Page 1 of 11 Executive summary
City of Edinburgh Council (Portobello Park) Bill
Summary
At its meeting of 14 March 2013 Council formally resolved to introduce a Private Bill to the Scottish Parliament seeking to address the legal impediment which currently prevents the new Portobello High School being built on Portobello Park. The City of Edinburgh Council (Portobello Park) Bill was introduced in the Scottish Parliament on 25 April 2013.
The purpose of this report is to seek the formal confirmation of the resolution passed by Council on 14 March 2013 to promote the Private Bill as required by statute. An update is also provided regarding the bid for the former Scottish Power site at Baileyfield as a fall-back site option and the process to renew the existing planning permission.
Recommendations
It is recommended that Council:
• notes the contents of this report; • notes the introduction on 25 April 2013 of the City of Edinburgh Council (Portobello Park) Bill to change the status of Portobello Park so as to permit the City of Edinburgh Council to appropriate it for the purposes of the Council’s functions as an education authority; and for connected purposes; and • formally confirms the resolution passed at its meeting of 14 March 2013 to promote legislation by way of a Private Bill to reclassify Portobello Park as alienable common good land for the purposes of Part VI of the Local Government (Scotland) Act 1973, but only insofar as permitting the appropriation of the Park for the purposes of the Council’s education authority functions. Section 82(2)(b) of the Local Government (Scotland) Act 1973 requires that that resolution be confirmed by a majority of all members of the Council at a meeting held as soon as may be after the expiration of fourteen days after the introduction of the Bill in the Scottish Parliament.
Measures of success
City of Edinburgh Council – 30 May 2013 Page 2 of 11 The measure of success from the overall process will be the approval of the Private Bill by the Scottish Parliament which would remove the existing legal barrier to the use of Portobello Park as the site of a new Portobello High School.
Financial impact
There are no financial implications arising directly from this report. Details regarding the estimated costs of the project to build a new Portobello High School on Portobello Park and the Private Bill process have been included in previous reports to Council.
Equalities impact
There are no negative equality or human rights impacts arising from this report.
Sustainability impact
For the project to deliver a new Portobello High School on Portobello Park an environmental impact assessment was carried out and approved in securing the current planning consent and will be repeated as an integral part of the planning renewal process which is now underway.
Consultation and engagement
The purpose of this report is to confirm Council’s resolution of 14 March 2013 to promote the City of Edinburgh Council (Portobello Park) Bill in the Scottish Parliament. That confirmation is required by statute. The Bill’s introduction followed an extensive consultation process, the details of which are contained in the report to Council of 14 March 2013.
Section 82 (a) of the Local Government (Scotland) Act 1973 provides that, before the Council may promote private legislation, a resolution to do so must be passed by a majority of the whole number of members of the Council at a meeting, with notice of the meeting and its purpose having been advertised in advance. A resolution to this effect was passed by Council on 14 March 2013 and the City of Edinburgh Council (Portobello Park) Bill was introduced to the Scottish Parliament on 25 April 2013.
Section 82 (b) of the Local Government (Scotland) Act 1973 further provides that the resolution passed by Council must be confirmed again by a majority of the whole number of members of the Council at a meeting held as soon as may be after the expiration of fourteen days after the Bill has been introduced in the Scottish Parliament. At least 10 days’ clear notice of the meeting (i.e. the meeting of Council on 30 May 2013) and of its purpose must be given by advertisement in one or more newspapers circulating in the area of the Council. This notice requirement has been met, with the advert appearing in the Evening News on Thursday, 16 May 2013.
The Standing Orders of the Scottish Parliament permit objections to the Bill to be made and the Council, as the promoter of the Bill, is obliged to notify all persons with an
City of Edinburgh Council – 30 May 2013 Page 3 of 11 interest in property that may be affected by the Bill of their right to object. In addition to the Bill being publicised through the Council website, in newspaper advertisements and in notices being displayed in all public libraries in Edinburgh, more than 500 notification letters were distributed to all properties in the vicinity of Portobello Park. Following its introduction, the Bill and the related accompanying documents have been made available in local libraries and at the City Chambers for public inspection. The Council website provides information on the process and links to where the appropriate documents may be downloaded.
Background reading / external references
The reports to Council on 25 October 2012 and 22 November 2012 relating to the delivery of a new Portobello High School and a new St John’s RC Primary School.
The report to Council on 14 March 2013 which confirmed the outcome of the consultation process undertaken in connection with the intention to introduce a Private Bill to the Scottish Parliament to seek to address the legal impediment which is currently preventing the new Portobello High School being built on Portobello Park. This report also sought, and received, Council approval to promote legislation by way of a Private Bill to reclassify Portobello Park as alienable common good land.
Detailed information regarding the consultation process and The City of Edinburgh Council (Portobello Park) Bill is included on the Council website. The Bill itself, together with its accompanying documents, can be accessed on the Scottish Parliament website.
There have been many previous reports on this matter to the City of Edinburgh Council and the Education, Children and Families Committee. The detail of all previous papers together with a history of the project and the associated legal challenge was provided in the report to Council on 25 October 2012.
City of Edinburgh Council – 30 May 2013 Page 4 of 11
Report
City of Edinburgh Council (Portobello Park) Bill
1. Background
1.1 The existing Portobello High School needs to be replaced as a matter of priority and every effort should be made to ensure this is achieved on the best available site at the earliest opportunity.
1.2 The approved location for the new Portobello High School on part of Portobello Park remains by far the best option in, or around, the catchment area for the new school and remains the Council’s preferred option. The funding for the project is in place, planning permission secured and a preferred contractor identified at a very competitive tender price.
1.3 The court judgment last year established that there is a legal impediment to using Portobello Park as the site of the new Portobello High School. The Court of Session decided that the Council could not appropriate the land at Portobello Park as it was inalienable common good land and existing legislation does not provide for the appropriation of inalienable common good land.
1.4 The Court of Session clarified that although the Local Government (Scotland) Act 1973 (‘the 1973 Act’) provided for the disposal of inalienable common good land with consent of the Court, no such procedure was set out for appropriation regardless of the purpose of such appropriation.
1.5 The reclassification of Portobello Park as alienable common good may be achieved by an Act of the Scottish Parliament, and it is within the Council’s powers to promote a suitably drafted Private Bill for consideration by the Parliament. At its meeting of 22 November 2012, Council noted the intention to introduce a Private Bill to the Scottish Parliament to seek to address the legislative impediment which is currently preventing the use of Portobello Park as the site of the new High School and approved the commencement of the necessary pre-introduction consultation and all other necessary actions.
1.6 At its meeting on 14 March 2013, Council considered the outcome of the consultation process which was undertaken regarding the intention to promote a Private Bill and formally resolved to promote a Private Bill in the Scottish Parliament to reclassify Portobello Park as alienable common good land for the
City of Edinburgh Council – 30 May 2013 Page 5 of 11 purposes of Part VI of the 1973 Act, but only insofar as permitting the appropriation of the Park for the purposes of the Council’s education authority functions. This would permit appropriation of the Park for the purposes of using it as the site for the new Portobello High School.
1.7 The City of Edinburgh Council (Portobello Park) Bill was introduced in the Scottish Parliament on 25 April 2013.
1.8 The purpose of this report is to seek the required formal confirmation of the resolution passed by Council on 14 March 2013 to promote the Private Bill. An update is also provided regarding the bid for the former Scottish Power site at Baileyfield as one of the fall-back site options and also the process to renew the existing planning permission.
2. Main report
Introduction of the Private Bill
2.1 The City of Edinburgh Council (Portobello Park) Bill (‘the Bill’) was introduced in the Scottish Parliament on 25 April 2013. The Bill itself together with the accompanying documents including the Explanatory Notes, Promoter’s Statement, Promoter’s Memorandum and the Presiding Officer’s Statement on legislative competence can be accessed on the Scottish Parliament Website.
2.2 The Bill provides that, for the purposes of Part VI of the 1973 Act, the land at Portobello Park is deemed to be common good land in respect to which no question arises as to the right of the Council to alienate, but only insofar as the alienation involves appropriating the Park for education purposes and not for any other purpose (although the Council’s ability to continue to use the site for recreational, sporting, cultural and social activities will be unaffected). If the Bill is enacted, Portobello Park will be deemed to be alienable Common Good Land and so sections 73 and 75 of the 1973 Act will allow the Council to change its use to the site for a new Portobello High School.
2.3 Enacting the Bill would not change the Park’s status as part of the Common Good. The Bill applies specifically, and solely, to Portobello Park and so would have no impact on any other land either elsewhere in the city or in Scotland, including Portobello Golf Course (to the north of the Park) which would be unaffected. Whilst the Bill would remove the current legal obstacle to the construction of a new Portobello High School on Portobello Park, it would not itself authorise the construction of the new school.
2.4 In accordance with Section 82 of the 1973 Act, a resolution to promote private legislation was passed by Council at its meeting of 14 March 2013. The same section requires that the Council must confirm that resolution as soon as possible after fourteen days have passed following the introduction of the Bill in the Parliament. The Council must give notice of the meeting at which that
City of Edinburgh Council – 30 May 2013 Page 6 of 11 confirmation is to be given, by way of an advertisement placed in one or more newspapers circulating in the local area. This requirement was met by the placing of an advert in the Evening News on Thursday, 16 May 2013.
2.5 In accordance with Section 82 of the 1973 Act, the resolution must be confirmed by a majority of the whole number of the members of the Council.
Parliamentary Process
2.6 There are four stages to the Private Bill process which are set out below; the process is summarised in a flowchart on the Scottish Parliament website http://www.scottish.parliament.uk/parliamentarybusiness/Bills/25467.aspx.
60 Day Objection Period
2.7 Objections may be lodged by any person, body corporate or unincorporated association whose interests would be adversely affected by the passage of the Bill. Those who wish to do so must lodge their objection with the Parliament Clerks during the 60-day period following the Bill’s introduction, although the relevant Private Bill Committee has discretion to allow late objections where it is satisfied that the objector had a good reason for not lodging the objection in time. Objectors must set out the nature of their objection, explain whether their objection is against the whole Bill or merely a specific provision or provisions, and specify how their interests would be adversely affected by the passage of the Bill.
2.8 The objection period commenced on 26 April 2013 and ends at 5pm on 24 June 2013.
2.9 The Council, as the promoter of the Bill, was obliged to notify all persons with an interest in property affected by the Bill of their right to object. In addition to being publicised through the Council website, in newspaper advertisements and in notices being displayed in all public libraries, more than 500 notification letters were distributed to all properties in the vicinity of Portobello Park. Following its introduction, the Bill and the related accompanying documents have been made available in local libraries and at the City Chambers for public inspection. The Council website provides information on the process and links to where the appropriate documents may be downloaded.
Preliminary Stage
2.10 The Private Bill Committee (a Committee of three to five MSPs set up specifically to consider the Bill) decides whether the accompanying documents comply with the Parliament’s Standing Orders and allow for proper scrutiny of the Bill, and considers the general principles of the Bill and whether it should proceed as a Private Bill. The Committee will also give preliminary consideration to the objections and reject any where the objector’s interests are not clearly adversely affected by the Private Bill. The Committee may take oral evidence on the Bill’s
City of Edinburgh Council – 30 May 2013 Page 7 of 11 general principles from the promoter and from at least some of those objectors who oppose the Bill in principle (objections that are the same or similar may be grouped, with one or more objectors being selected by the Committee to lead evidence on behalf of the group). The Committee then prepares a Preliminary Stage Report for consideration by the full Parliament, which decides whether to agree the general principles and whether the Bill should proceed as a Private Bill.
Consideration Stage
2.11 If the general principles of the Bill are approved at the Preliminary Stage, the Bill returns to the Private Bill Committee for Consideration Stage.
2.12 This involves two phases (i) the Committee meeting in a quasi-judicial capacity to hear evidence on the Bill from the promoter and/or objectors and (ii) the Committee meeting in a legislative capacity to consider and dispose of amendments.
2.13 The role of the Committee during the first phase is to act as arbiter between the promoter and objectors. This involves allowing differences between the parties to be resolved by negotiation but also, where that is not possible, choosing between them. Before it can do so, the Committee must ensure that each party has had a fair opportunity to present its own case and question the opposing case. This may involve the leading of evidence (by both the promoter of the Bill and those who have lodged objections), and the cross-examination of witnesses and their evidence (by the promoter, objectors and Committee members).
2.14 Again, objections that are the same or similar may be grouped.
2.15 This first phase concludes with the Committee preparing a report giving its decisions on the objections considered. The report may also indicate any areas where the Committee expects the Bill to be amended during the second phase of the Consideration Stage. During the second phase, the Committee considers any amendments to the Bill lodged by members of the Committee. Such amendments may have been prepared by the promoter in order to give effect to any recommendations contained in the Committee’s Consideration Stage Report.
Final Stage
2.16 The Bill (as amended, if changes were made at Consideration Stage) goes to a full meeting of the Parliament where there is a further opportunity for it to be amended (and at this stage, amendments may be lodged and moved by any MSP), followed by a debate and a vote on whether or not the Private Bill should be passed.
2.17 If the Bill is passed, there is then a four-week ‘standstill’ period within which the Advocate General, Lord Advocate or Attorney General may refer the Bill to the Supreme Court if there are doubts about it being within the Scottish Parliament’s
City of Edinburgh Council – 30 May 2013 Page 8 of 11 legislative competence under the Scotland Act 1998. If they do not refer the Bill within that period it can be submitted for Royal Assent. It becomes an Act upon receiving Royal Assent.
Timescales
2.18 Whilst a timetable for progress of a Bill through Parliament can only be estimated, and is dependent on the Parliamentary diary, it is considered feasible that the process can be concluded by February 2014.
Renewal of Planning Permission
2.19 Planning permission for the new Portobello High School on Portobello Park was granted on 24 February 2011 and will expire if development does not start on site by 23 February 2014.
2.20 It has been estimated that the process to renew the planning application would take approximately six months. Whilst it is perfectly feasible for the Private Bill process to be successfully concluded and Royal Assent granted before the existing planning permission expires, in order to mitigate the risk of the planning consent expiring before the Private Bill process can be successfully concluded and, thus, introducing delay to delivering the new school, the process to renew the planning application has already been initiated.
2.21 As formal renewal of the current planning consent is necessary, rather than merely an extension of the original permission, the full planning process will require to be followed. Whilst there have not been any amendments to the design proposals which were previously approved in February 2011, in the intervening period there have been significant improvements made to the proposed compensatory measures. On 25 October 2012 Council approved that the following additional compensatory measures be included within the proposal to build a new Portobello High School on part of Portobello Park (but which would only be applied in the event that this was, ultimately, to proceed):
(i) The remainder of the existing combined Portobello High School and St John’s RC Primary School site (after making provision for the necessary increase of the site allocated for St John’s RC Primary School from 0.67 hectares to 1.3 hectares) would be converted to open space. (ii) Regarding access to the two all weather pitches, although any required use by the school for curricular or extra-curricular activities would take precedence; at times when they were available and not otherwise already booked, the use of these pitches would be free to, and could be pre- booked by, residents of the Portobello area rather than the casual access previously proposed.
2.22 As a major application, a Proposal of Application Notice was registered on 9 April 2013 and approved on 24 April 2013. As part of the consultation process a
City of Edinburgh Council – 30 May 2013 Page 9 of 11 public meeting was held in Portobello Town Hall on 15 May 2013 with a workshop for local residents being held in Portobello High School on 22 May 2013. Both events were widely publicised by letters, posters, newspaper adverts and on the Council’s website.
2.23 Comments and feedback on the proposals will be accepted until 1 July 2013 following which they will be considered by the project team. A report outlining the feedback received and the responses thereto will form part of the planning application submission which it is envisaged will be made in August 2013.
Baileyfield
2.24 At its meeting on 22 November 2012 Council approved the recommendation to approve the submission of a bid to purchase the former Scottish Power site at Baileyfield, and delegated authority to the Directors of Services for Communities and Children and Families to approve the terms of any offer to ensure best value is achieved for the Council.
2.25 Having been short-listed in early January 2013, the Council submitted a final bid on the closing date of 22 January 2013. The bid was entirely consistent with the parameters on which the financial implications for the Baileyfield option were reflected in the November Council report (although the details were not disclosed publicly for reasons of commercial confidentiality) and was subject to a number of conditions which were previously reported to Council.
2.26 At the point of completing this report the Council has not, as yet, been advised whether or not it has been successful.
2.27 No statutory consultation process regarding the two fall-back options approved by Council for a new Portobello High School has, as yet, been progressed as the position regarding one of these options – Baileyfield – remains undetermined. The statutory consultation process will only be progressed and, indeed, be necessary should the acquisition of the Baileyfield site be successful. This would follow the completion of the detailed site survey and satisfactory negotiation of final terms regarding deductions considered necessary from the purchase price for site remediation costs.
2.28 In the event the Council is not successful in purchasing the Baileyfield site the remaining fall-back option would be a phased build on the existing High School site but extended to include the area occupied by St John’s RC Primary School. As this would not entail a relocation of Portobello High School to another site no statutory consultation process would be required. However, delivery of this option would be dependent on St John’s RC Primary School relocating to another site which, in itself, requires a statutory consultation process and is, therefore, a key dependency.
City of Edinburgh Council – 30 May 2013 Page 10 of 11 3. Recommendations
3.1 It is recommended that Council:
• notes the contents of this report; • notes the introduction on 25 April 2013 of the City of Edinburgh Council (Portobello Park) Bill to change the status of Portobello Park so as to permit the City of Edinburgh Council to appropriate it for the purposes of the Council’s functions as an education authority; and for connected purposes; and • formally confirms the resolution passed at its meeting of 14 March 2013 to promote legislation by way of a Private Bill to reclassify Portobello Park as alienable common good land for the purposes of Part VI of the Local Government (Scotland) Act 1973, but only insofar as permitting the appropriation of the Park for the purposes of the Council’s education authority functions. Section 82(2)(b) of the Local Government (Scotland) Act 1973 requires that that resolution be confirmed by a majority of all members of the Council at a meeting held as soon as may be after the expiration of fourteen days after the introduction of the Bill in the Scottish Parliament.
Gillian Tee Director of Children and Families
Links
Coalition pledges P03 - Rebuild Portobello High School and continue progress on all other planned school developments, while providing adequate investment in the fabric of all schools
Council outcomes C01 - Our children have the best start in life, are able to make and sustain relationships and are ready to succeed. C02 - Our children and young people are successful learners, confident individuals and responsible citizens making a positive contribution to their communities.
Single Outcome Agreement S03 - Edinburgh’s children and young people enjoy their childhood and fulfil their potential
Appendices None
City of Edinburgh Council – 30 May 2013 Page 11 of 11 The City of Edinburgh Council
10am, Thursday, 30 May 2013
Outcome of the Consultation Process for the
Proposal to relocate Grassmarket Nursery School to Tollcross Primary School
Item number Report number Wards 9 - Fountainbridge/Craiglockhart 10 - Meadows Morningside 11 - City Centre
Links
Coalition pledges P 5 Council outcomes CO1 Single Outcome Agreement SO3
Gillian Tee Director of Children and Families
Contact: Aileen Mclean, Senior Education Manager
E-mail: [email protected] | Tel: 0131 469 3300
Executive summary
Outcome of the Consultation Process for the Proposal to relocate Grassmarket Nursery School to Tollcross Primary School
Summary
The purpose of this report is to advise on the outcome of the statutory consultation carried out in respect of the proposal to relocate Grassmarket Nursery School to Tollcross Primary School. The report responds to the issues raised during the consultation and provides recommendations on how to proceed.
The Grassmarket Nursery School is small and consistently undersubscribed. Its size and location provide limited opportunities to develop services which are consistent with the aims of the national Early Years Framework and local Early Years Strategy. The recent joint management arrangement with Lochrin Nursery School has provided children and staff the opportunity to be part of a wider learning community with improved learning and social experiences. This has been crucial during this year when the roll has been particularly low i.e. 9 children in the first term, 10 children in the second term, rising to 16 in the third term. If operating to full capacity with the current staff Grassmarket could accommodate 40 children.
Tollcross Primary School will have spare capacity from August 2013, including a nursery class which will be vacated by the Gaelic medium nursery provision to the new Bun-sgoil Taobh na Pàirce.
It is proposed that the Grassmarket Nursery School relocates to this space in Tollcross Primary School under the current joint management arrangement with Lochrin Nursery School. This will provide children with improved educational and social opportunities, and provide wider choices of provision to parents within the wider Tollcross and James Gillespie’s Primary School area.
The Council conducted a statutory consultation in January and February 2013, on the proposal to relocate Grassmarket Nursery School to Tollcross Primary. Only two written representations were made to the Council. The public meeting that took place on 7 February 2012 was attended by very few people.
The views of Education Scotland have been sought under the terms of the Schools (Consultation) (Scotland) Act 2010. Following visits to Grassmarket Nursery and Tollcross Primary their report finds that the Council provides a convincing case for the increased learning and social opportunities that children would gain from the proposed relocation. Education Scotland Inspectors highlighted the need for clarification in
The City of Edinburgh Council – 30 May 2013 Page 2 of 13 relation to the quality of outdoor learning that would be available with the relocation, and the reasoning for the planned continuation of the joint management arrangement with Lochrin Nursery School.
The issues raised by respondents, attendees at the public meeting and Education Scotland Inspectors are addressed in the main report.
After taking account of the representations made and the issues arising, the Director of Children and Families considers that the case has been made for relocation. The following conclusions have been drawn:
• A clear case for the educational benefits of this proposal has been made. The City of Edinburgh Council is committed to giving children the best start in life through the provision of high quality learning experiences to children in their early years. This proposal is consistent with this commitment, making efficient use of resources to increase opportunities for children and parents, to provide improved professional development opportunities for staff, and so building on the quality of the early learning provision for children.
• The proposal represents no reduction in the provision of preschool education places; the provision of additional places within the Tollcross area will allow additional choice for parents who require places within this and the wider James Gillespie’s area, as well as providing capacity for further increase if this is required.
• While allowing minimum savings in the early years budget, the proposal allows the retention of the Grassmarket Nursery School building and consideration of options for its use.
Recommendations
1. Grassmarket Nursery School is relocated to Tollcross Primary School, with the continued joint management by the Head Teacher from Lochrin Nursery School, and opens in August 2013.
2. Information is provided to parents at Grassmarket Nursery School, Lochrin Nursery School, and to parents using Tollcross Primary School.
3. That the existing Grassmarket Nursery building is declared surplus within the early years estate and that consideration be given to the alternative uses of the Grassmarket Nursery building by the Council and that the local community be kept informed of any proposals.
The City of Edinburgh Council – 30 May 2013 Page 3 of 13 Measures of success
The relocation of services from Grassmarket Nursery School will: • Make efficient use of space within Tollcross Primary School and the management of resources of Lochrin Nursery School • Use resources more efficiently to be able to respond flexibly to demand for preschool education in the wider area of Tollcross • Ensure that children are provided with opportunities for high quality preschool education.
Financial impact There are no additional staffing costs related to this proposal, and minimum savings anticipated from the staffing budget. The financial implications of providing additional resources across Tollcross Primary School and Lochrin Nursery to deliver wrap around services, 600 hours of preschool education and additional services to 2 years olds will be further explored within the context of these being developed across the city. It is anticipated that the future users of the Grassmarket building will assume responsibility for the ongoing budget required for their purpose. The current building running costs amount to £9000 per year.
Equalities impact
There are considered to be no infringements of the rights of the child in relation to this proposal.
Should any child currently attending Grassmarket Nursery School be accessing additional support and returning for a further year of preschool education in August 2013, this would continue to be provided if required.
The relocation of children to another building that is in the proximity of both Lochrin Nursery School and Tollcross Primary School would provide them with wider opportunities and experiences for personal and social development.
The location of additional resources within Tollcross provides additional choice and improved access to nursery provision for children living in Tollcross and the James Gillespie’s Primary School area.
The City of Edinburgh Council – 30 May 2013 Page 4 of 13
Sustainability impact
There is no adverse economic, social and environment impact arising from this report. The proposal ensures the most efficient use of available resources, and also ensures the current delivery of resources for children and families requiring additional support.
Consultation and engagement
The Council is required to carry out formal statutory consultation procedures with regard to the relocation of preschool education services, under the terms of the Schools(Consultation)(Scotland) Act 2010. This consultation has been undertaken and this report sets out the responses to the consultation.
The Council are further required to advertise and publish this report 3 weeks before its consideration on 30 May to allow those who made a response an opportunity to consider the report and its conclusions and to give them time, if they so wish, to express their views. The Outcome to the Consultation Report will be available to view on the Council website and copies will be available for inspection at Waverley Court, Grassmarket Nursery School, Lochrin Nursery School, Tollcross Primary School and the Central Library.
Background reading / external references Early Years Framework, Scottish Government and CoSLA, December 2008 Early Years Strategy, Edinburgh Council 2010 Supporting Parents and Carers in Edinburgh
The City of Edinburgh Council – 30 May 2013 Page 5 of 13 Report
Outcome of the Consultation Process for the Proposal to relocate Grassmarket Nursery School to Tollcross Primary School
1. Background
1.1 The purpose of this report is to advise on the outcome of the statutory consultation undertaken in respect of the proposal to relocate Grassmarket Nursery School to Tollcross Primary School. The report responds to issues raised during the consultation and provides recommendations on how to proceed.
1.2 The Report that went to Education, Children and Families Committee in December 2012 sought permission to consult on the proposal to relocate Grassmarket Nursery School to Tollcross Primary School, and included the proposal that the Grassmarket Nursery School be sold and the proceeds be reinvested in the Early Years Estate. While agreement to consult was given, the proposal was amended by Committee to state that the Grassmarket Nursery School building should be retained for consideration for alternative uses.
1.3 The Report also stated that the outcome of the consultation process would be reported to full Council on 30 May 2013. When the consultation document was published in February 2013, it mistakenly stated that the outcome of the consultation process would be reported to the Education, Children and Families Committee on 21 May 2013.
1.4 When this mistake was identified, this was rectified by communicating directly with the statutory consultees that had been provided with the consultation report, a notification was posted on the Council’s website, and the report was amended with the correct information. This mistake was alluded to and the correct information given at the public meeting.
1.5 The Council conducted a statutory consultation in January and February 2013 on the proposal to relocate Grassmarket Nursery School to Tollcross Primary School. A public meeting took place on 7 February 2013 which was attended by one parent, one locally elected member, along with officers of the Council. The points and questions that were raised and addressed at the meeting are detailed later in the main report.
The City of Edinburgh Council – 30 May 2013 Page 6 of 13 1.6 There were two letters submitted during the consultation and these are covered in the main report.
1.7 Officers of the Council also carried out a consultation with pupils of Tollcross Primary School. The pupils appreciated being consulted, and did not raise any issues that would impact on the decision being taken.
1.8 The view of Education Scotland have been sought under the terms of the Schools(Consultation) (Scotland) Act 2010. Following visits by representatives of Education Scotland to Grassmarket Nursery School and Tollcross Primary School, their report concluded that the council had set out a convincing case for the increased learning and social opportunities that children would gain from the proposed relocation. The report also advised that:
• The planning for transitions across the early level of Curriculum of Excellence will be more consistent and enhanced through the Grassmarket’s location within Tollcross Primary School.
• The most recent inspection reports for Grassmarket (Care Inspectorate March 2011) and Lochrin (Care Inspectorate, November 2012) Nursery Schools clearly suggests that the quality of children’s experiences can be expected to be increased through greater association and joint work.
• The success of the temporary joint management arrangements means that the relocation would continue to impact positively on staff morale and professional development through increased opportunities for collegiate professional activity, under a continuing joint leadership arrangement. Closer proximity would allow greater and more varied professional development. Children would benefit from this increased professional development and staff confidence.
• A compelling argument has been made for more efficient use of resources and for increased access to a wider range of services for all users e.g. the Primary School gym hall
• Parents would be more able to access support opportunities through the availability of additional space within Tollcross Primary School and easier access to the adjoining Tollcross Community Centre.
• The Council should more fully explain how the proposed new location will provide outdoor learning experiences of the same high quality as the current provision in Grassmarket.
• The Council should be clearer about the educational benefits from their proposed continuation of the current joint management arrangements following relocation, and how these arrangements will promote the growth of Tollcross.
The City of Edinburgh Council – 30 May 2013 Page 7 of 13 2. Main report
2.1 Permission to consult was given in December 2012 and the paper produced for the consultation process - Appendix 1. The consultation period ran for six weeks from 10 January 2012 to 28 February 2013. A public meeting was held in respect of the proposals at Tollcross Primary School on 7 February 2013 and the record of the meeting is in Appendix 2. The correspondence received in response to the consultation is laid out in the report. The report received from Education Scotland is contained in Appendix 3 and the consultation with Tollcross Primary children is included as Appendix 4.
2.2 A total of 2 representations were received in the form of a letter from a local residents’ group and a letter from a residents association. There were no other notifications received. These letters both addressed the question of the future use of the building should the decision be taken to relocate Grassmarket Nursery School.
2.3 The record of the public meeting held on 7 February 2012 notes the following issues raised:
• The continuation of the ethos of the Nursery School with the move to the premises in the primary school
• The longer term need for local provision in the event of new housing being developed.
2.4 As part of the consultation process a selection of senior school pupils from Tollcross Primary School were involved in completing questionnaires regarding the relocation. Facilitators explained the proposal to the children and the basic facts were highlighted. From the information gathered, only a minority of children had previously attended the Grassmarket Nursery School and felt that the relocation of the nursery would affect them or their families. However, positive comments were made about continuing to have a nursery within the school and pupils were able to ask questions about the proposal. They also thanked the facilitators for asking their opinion.
Key Issues Identified
2.5 The issues identified through the consultation and addressed in this report are as follows:
Issue 1: Continuity of ethos of the Grassmarket Nursery School with the relocation from the current premises.
Issue 2: The educational benefits of continuing with the joint management arrangements, rather than joint management with the Head Teacher of Tollcross Primary School.
The City of Edinburgh Council – 30 May 2013 Page 8 of 13 Issue 3: Impact of relocation on the growth of Tollcross Primary School.
Issue 4: Ensuring the high quality outdoor learning experience.
Issue 5: Future demand for nursery provision.
Issue 6: Future use of the building
Key Issues: Summaries and Responses
2.6 The following section of the report summarises the issues identified and sets out the Council’s response:
Issue 1: Continuity of ethos of the Grassmarket Nursery School with the relocation from the current premises
2.7 Attendees at the public meeting on 7 February were concerned that the ethos that is and has been prevalent at Grassmarket Nursery School should be maintained with the relocation, and seeking information about how this could be ensured. The one parent who attended this meeting expressed sadness at the proposal and appreciation of the service provided at the Grassmarket by the staff, and hoped that the relocation of the staff would ensure that the positive ethos would move with them.
Council response to Issue 1:
2.8 During discussions prior and during the consultation, parents referred to the value they placed on the staff employed in the Grassmarket and the relationships developed with parents and children to deliver the service. The Council recognises that early years staff with the relevant qualifications, knowledge and experience of delivering early learning and childcare are the most important factor in delivering a quality service.
2.9 The relocation proposal states that the current staff will move with the service. This will serve to maintain the service’s identity, and the approach which is so valued by parents and embedded in practice will ensure that the ethos will continue, although in a different environment.
Issue 2: The educational benefits of continuing with the joint management arrangements rather than joint management with the Head Teacher at Tollcross Primary School
2.10 The report submitted by Education Scotland in the course of the consultation highlights questions raised by staff in Tollcross Primary School about the educational benefits for continuing with the current joint management arrangement.
The City of Edinburgh Council – 30 May 2013 Page 9 of 13
Council Response to Issue 2:
2.11 The joint management arrangement was undertaken as part of a programme piloting such arrangements across the City. The proposal to relocate under these same circumstances was made in order to minimise the level of disruption for the staff and the few children who would be affected by the move. The continuation of this arrangement will contribute to ensuring the service’s identity and continuity of ethos that is valued by parents.
2.12 Since this arrangement was put in place, the staff of Grassmarket have benefitted from being part of a wider team with Lochrin Nursery School staff, with improved continuing professional development opportunities that have been facilitated by the Head Teacher. At the most recent inspection of Lochrin Nursery School that was carried out in November 2012, the nursery achieved gradings of Excellent across all areas. Therefore, it is anticipated that the continued leadership and management of the relocated provision would achieve high quality early learning opportunities for children.
Issue 3: Impact of current joint management arrangements on the growth of Tollcross Primary School
2.13 Education Scotland reported the need to explain how the current joint management arrangements might impact positively on the growth of Tollcross Primary School rather than transferring to the Head Teacher of Tollcross Primary School.
Council Response to Issue 3:
2.14 Up until now, the opportunity for parents and children wishing to access English medium nursery provision has not been made available within Tollcross Primary School. Regardless of the management arrangements and with the Council’s experience of parents using Lochrin Nursery School, it is anticipated that those currently not able to access nursery provision in James Gillespie’s and St Peter’s due to heavy demand, will be more inclined to use the relocated Grassmarket Nursery rather than in its current location. It is anticipated that this improved access and resulting opportunities to build on the existing positive relationship and association with the primary school will serve to increase early partnerships between parents, children and the primary school and impact positively on their wish to participate in the primary school community.
2.15 Should the relocation be agreed, there will be opportunities in the future to review the arrangement and the benefits to all concerned i.e. those using and working in Grassmarket, Lochrin and Tollcross Primary School.
The City of Edinburgh Council – 30 May 2013 Page 10 of 13
Issue 4: Ensuring the high quality of outdoor learning experiences
2.16 Education Scotland reported that it was necessary to explain how the proposal will provide outdoor learning experiences of the same high quality as the current provision at Grassmarket Nursery School
Council Response to Issue 4:
2.17 There is an existing agreement between Lochrin and the Gaelic Nursery in Tollcross that there can be shared use of Lochrin garden as well as their use of the Tollcross nursery garden. Lochrin’s outdoor space along with the eco garden at Tollcross would provide a wide variety of similar and improved outdoor learning experiences to the children moving from Grassmarket e.g. outdoor water play and room for bikes, both of which are not available at Grassmarket.
2.18 The development of outdoor learning experiences is a priority for the Council, and it is anticipated that with relocation, the nursery development and improvement plan will focus on this area of work, and also include children and parents in any planning that would come from this.
Issue 5: Future demand for nursery provision
2.19 Attendees at the public meeting were concerned that should the relocation take place and the current Grassmarket Nursery building no longer be used for this purpose that there will still be sufficient provision to respond to future demand.
Council Response to Issue 5:
2.20 With the information that is available about future housing developments and likely impact on services in the local area, the Council is confident that the increased capacity in the Tollcross and wider area will be sufficient to respond to the needs of current and future demand. The development of the Quartermile site has only, so far, resulted in an increase of one child for nursery provision.
2.21 Grassmarket Nursery remains undersubscribed. The current roll is sixteen children, which, while it is more than the original forecast of eleven children for the current session, it is still well below its staffing capacity to accommodate 40 children.
2.22 The pressure that is usually felt at James Gillespie’s and St Peter’s Primary Nursery Classes will be relieved by the availability of additional places being provided at James Gillespie’s and the increased local provision based at Tollcross with the relocation of Grassmarket Nursery School. At this point the intention is to provide the same level of service that currently exists in Grassmarket. However, should it be required, the staffing levels could increase
The City of Edinburgh Council – 30 May 2013 Page 11 of 13 as the provision within Tollcross is able to accommodate more children than is possible in the current Grassmarket Nursery building.
2.23 Currently, the total building capacity between Lochrin and Grassmarket allows for 64 FTE places or 128 children. With relocation, the building capacity between Lochrin and Tollcross would be 70 FTE or 140 children.
Issue 6: Future use of the building
2.24 The two respondents to the public consultation were representatives of the Browns Place Residents Association, and GRASS, the local residents’ group for the Grassmarket area. Both letters express sadness at the proposal but understanding of the reasons. They both wish to be kept in touch with plans for the future use of the site. They also make the point that they would want to see it retained for use that would be fitting to the original bequest made that it be used as a memorial child garden.
2.25 At present there are no proposals as to the use of the Grassmarket building or site. Should the decision be taken to relocate the nursery, the options would be explored and the residents of the area would be informed of any proposals.
Conclusions
2.26 Throughout the period of the consultation, there have been very few representations made to the Children and Families Department. While raising some issues to clarify the proposal, there have been no objections made to the proposal by parents using the Grassmarket nursery, parents using Tollcross Primary School or residents within the local community.
2.27 Education Scotland Inspectors support the Council’s case that the relocation will provide increased learning and social opportunities for children, including those with additional support needs, and will allow joint activities and development opportunities to be built upon. They also support the Council’s assertion that the relocation will provide increased opportunities to support parents and that families would benefit from the increased opportunities for staff’s professional development.
2.28 Taking account of the issues raised, the Director of Children and Families considers that there remains a strong case for the relocation of Grassmarket Nursery School to Tollcross Primary School. The following conclusions have been drawn:
• A clear case for the educational benefits of this proposal has been made. The City of Edinburgh Council is committed to giving children the best start in life through the provision of high quality learning experiences to children in their early years. This proposal is
The City of Edinburgh Council – 30 May 2013 Page 12 of 13 consistent with this commitment, making efficient use of resources to increase opportunities for children and parents, to provide improved professional development opportunities for staff, and so building on the quality of early learning provision for children.
• The proposal represents no reduction in the provision of preschool education places; the provision of additional places within the Tollcross area will allow additional choice for parents who require places within this and the wider James Gillespie’s area, as well providing capacity for further increase if this is required.
• While allowing minimum savings in the early years budget, the proposal allows the retention of the Grassmarket Nursery School building and consideration of options for its use.
3. Recommendations
3.1 Grassmarket Nursery School is relocated to Tollcross Primary School, with the continued joint management by the Head Teacher from Lochrin Nursery School, and opens in August 2013
3.2 Information is provided to parents at Grassmarket Nursery School, Lochrin Nursery School, and to parents using Tollcross Primary School.
3.3 That the existing Grassmarket Nursery building is declared surplus within the early years estate and that consideration be given to the alternative uses of the Grassmarket Nursery building by the Council, and that the local community be kept informed of any proposals.
Gillian Tee Director of Children and Families
Links
Coalition pledges P5: Seek to ensure the smooth introduction of the Curriculum for Excellence and that management structures within our schools support the new curriculum Council outcomes CO1: Our children have the best start in life, are able to make and sustain relationships and are ready to succeed Single Outcome SO3: Edinburgh’s children and young people enjoy childhood Agreement and fulfil their potential Appendices 1. Proposal Paper 2. Record of Public Meeting 3. Education Scotland Report 4. Consultation with Pupils
The City of Edinburgh Council – 30 May 2013 Page 13 of 13
Consultation Paper : Proposal for the Development of Early Years Provision in the Tollcross area - Relocation of Services from Grassmarket Nursery School to Tollcross Primary School.
1. Introduction, Context and Rationale
1.1 This consultation paper sets out the rationale and the implications from the proposal to relocate Grassmarket Nursery School to Tollcross Primary School. The paper also sets out the consultation process and the means and timescales for making representations.
1.2 A report has already been taken to Education Children and Families Committee on the 11 December 2012 setting out the proposal. Approval was given to undertake a statutory consultation.
1.3 Grassmarket Nursery School is located in Edinburgh’s Old Town and provides preschool education for children aged 3 -5 years, in a building that can accommodate up to 24 FTE ( 48 children).
1.4 Under the terms of the Schools (Consultation)(Scotland) Act 2010, the Council is required to consult on proposals affecting the education of children and this includes children attending nursery schools and nursery classes.
Format of Consultation Paper
1.5 The consultation paper is divided into the following sections:
1 Introduction, Context and Rationale 2 The Proposal 3 Grassmarket Nursery School – Case for Relocation 4 Education Benefits Statement 5 Accommodation Considerations 6 Financial Considerations 7 Rationale for the Relocation of Grassmarket Nursery School to Tollcross Primary School 8 Public Consultation Process
Location of Grasssmarket Nursery School, Tollcross Primary Appendix 1 School and Lochrin Nursery School
1
Rationale
1.6 From August 2013 there will be spare capacity within Tollcross Primary School following the move of the Gaelic medium nursery class to the new dedicated Gaelic medium school, Bun-sgoil Taobh na Pàirce (Parkside Primary School).
1.7 Grassmarket Nursery is consistently undersubscribed, with the roll during 2012/13 and predicted for 2013/14 significantly so. In November 2012 the total roll of the nursery was 9 children, with the roll for the whole academic session predicted to be 11. Of these children, only 4 children are expected to require a further year of preschool education from August 2013. These low numbers result in limited learning and social opportunities for children.
1.8 Grassmarket Nursery School is currently managed by the Head Teacher of Lochrin Nursery School and therefore it has been possible for the small number of children to participate in larger group opportunities at Lochrin Nursery School. It is proposed that the current management arrangement will continue should the provision be relocated to Tollcross Nursery.
1.9 This provision, along with Lochrin Nursery School will provide additional choice and improved access to nursery provision for children living in Tollcross and the James Gillespie’s Primary School area where there is substantial demand for provision. This should also result in improved educational and social experiences for children who might have attended Grassmarket Nursery School.
1.10 This relocation of services and resources will allow opportunities to consider a range of future developments in services for very young children and their parents in the Tollcross area through discussion with stakeholders, including the local community.
Nursery School Capacity
1.11 In the consultation paper reference is made to the building capacity of the nursery, the number of nursery places that are made available through staffing allocations and the number of children (the roll) that attend the nursery.
1.12 Reference is made to the composition of nursery places which can be full-time (FT) or part-time (PT). Part-time places may be morning (am) and afternoon (pm). For comparative purposes, nursery places are also counted as full-time equivalents (FTE). A nursery can apply flexibility in the provision of part-time and full-time places to reflect demand and to utilise the staffing levels that have been made.
Making Representations
1.13 Comments on this paper should be submitted at the latest by close of business on Thursday, 28 February 2013 to the address set out in Section 8 of this paper. A public meeting detailed in Section 8, will be held as follows:
Venue Date Time Tollcross Primary School 7 February 2013 6pm – 8 pm
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2. The Proposal
2.1 The proposal is that:
• Grassmarket Nursery School will relocate to Tollcross Primary School in August 2013;
• The staff currently employed in Grassmarket Nursery will relocate with the nursery to Tollcross and will continue to be managed by the Head Teacher of Lochrin Nursery School;
• The nursery classroom space at Tollcross Primary School allows for up to 30FTE places (60 children), thus allowing opportunities to increase the provision if demand requires this;
• There will be additional space within the school to provide for additional activities for the children e.g. the gym. There will also be additional space for groups of parents and family activities;
• The close working relationship between the Head Teachers of Lochrin Nursery School and Tollcross Primary School will ensure that the flexible use of space will be available to all children and families attending either nursery setting;
• If agreed, the relocation will allow consideration for the future use of the Grassmarket Nursery School building;
2.2 The number of places initially allocated will provide for the same configuration of places currently available at Grassmarket Nursery School. Demand for places will be monitored and adjusted to the needs of children and families.
2.3 Parents also have the choice of applying to any other nursery provision in the City, including Hope Cottage Nursery School, St Leonards Nursery School and the Royal Mile Primary Nursery Class, all based within the city centre.
3. Grassmarket Nursery School – Case for Relocation
Location
3.1 The nursery is located in the city centre, south of the Grassmarket. Appendix 1 identifies the location of the Grassmarket Nursery School which is situated less than a mile from Tollcross Primary School and the adjacent Lochrin Nursery School. This shows the proximity of these nurseries to each other.
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Nursery School Capacity and School Roll 3.2 The building capacity of Grassmarket is 24 full time places (or 48 part-time places). The staffing allocation made for 2012/13 is 8 PT places and 16 FT places (see Table 1).
Table 1: Capacity, Staffing Allocation at Grassmarket Nursery
Nursery Building Staffing Allocation 12/13 School Capacity AM PM FT Grassmarket 24 8 0 16
3.3 The actual nursery roll and demand for places is detailed below (Table 2):
Table 2 :Roll and pattern of attendance at Grassmarket Nursery
Roll at November 2012 : 9 Pattern of Attendance AM PM FT TOTAL
Mon 3 - 5 8
Tues 3 - 6 9 Wed 9 - - 9
Thurs 6 - 2 8 Fri 5 - 1 6
3.4 Between 2006 and 2012 the nursery roll at Grassmarket has generally been no more than 25 children in total.
Nursery Provision in the Tollcross and James Gillespie’s area
3.5 The nurseries that are located in the area immediately south of Tollcross are consistently oversubscribed and therefore parents are routinely advised that they might wish to access services at Lochrin or Grassmarket as alternatives. Grassmarket is the choice least used and therefore it is a school that is consistently undersubscribed.
3.6 Experience within the Tollcross and wider area informs us that the pressure for places consistently occurs for James Gillespie’s and St Peter’s Primary School nursery classes. Parents appear to be more willing to use Lochrin Nursery School as an alternative. Lochrin Nursery School sits adjacent to Tollcross Primary School and is easily accessible by public transport from both James Gillespie’s and St Peter’s Primary Schools catchment areas.
3.7 For those parents requiring alternative provision in the City Centre, they will also have the option of applying for places in Hope Cottage and St Leonards Nursery Schools and Royal Mile Primary Nursery Class.
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3.8 The provision of additional places based in the primary school, would allow for further provision within the immediate and wider area. This will address more of the demand for places within this area. Table 3 illustrates the current capacities within the area and demand for places within each of the establishments.
Table 3: Current Position
Numbers Forecast Nursery Building Staffing of Demand for the Provision Capacity Capacity Children full academic Currently session Attending 2012/2013 Lochrin 40FTE 33 FTE 44 55 Nursery School (80 (58 children) children) Grassmarket 24 FTE 21 FTE 9 11 Nursery School (48 (40 children) children) James 30 FTE 30 FTE 55 89 Gillespie’s Nursery Class (60 (60 children) children)
St. Peter’s 30 FTE 30 FTE 56 82 Nursery Class (60 (60 children) children) South 30 FTE 30 FTE 43 61 Morningside Nursery Class (60 (60 children) children) Total 154 FTE 144 FTE 207 298 (308 (278 children) children)
3.9 The total number of FTE places made available with the allocation of staffing resources across the area is 144 FTE. This will allow capacity for 278 children. The forecast demand for the total year is 298, although we cannot be sure that all of these children will require the provision until the start of the summer term in April 2013. It is possible to increase staffing in both Lochrin and Grassmarket should this be required. However, in previous years parental demand has not required that we do this in Grassmarket.
3.10 There are plans to increase capacity at James Gillespie’s Primary School nursery class in August 2013,providing places for twenty more children: 40 FTE (80 children). This, along with additional places located in Tollcross, will address the long standing demand for places in this area.
- 5 - 3.11 We know that parents prefer to access a nursery place associated with or, in close proximity to, their anticipated primary school. Up until now, Tollcross Primary School has accommodated the Gaelic medium nursery class, and those requiring English medium provision have attended Lochrin Nursery School. The additional English medium services provided by the relocation of Grassmarket Nursery School will provide additional capacity for those wishing this location. It will also extend the numbers available to parents who use Lochrin as their second choice nursery if not able to access provision at James Gillespie’s or St Peter’s Primary School.
3.12 Currently, the total building capacity between Lochrin and Grassmarket allows for a total of 64 FTE places or 128 children. The total building capacity between Lochrin and Tollcross would be 70 FTE or 140 children.
4 Educational Benefits Statement
4.1 This section considers the implications of relocation and the educational benefits that would flow from the proposal. It is assumed that the small numbers of children who would be in receipt of preschool education at the point of relocation would also transfer to the relocated nursery at Tollcross Primary School along with the current staff. However, parents would have a right to make choices about their nursery, subject to availability of places.
4.2 As detailed in Table 2, the numbers of children currently accessing the provision at Grassmarket Nursery School is at most nine children on one morning a week. There are occasions when there are one or two children in the afternoon session, and one afternoon no children attend. While the total roll for this year is predicted to be 11, only four of these children are expected to return for a further year of preschool education in August 2013.
4.3 The Council is concerned about the educational impact on the current low numbers of children at Grassmarket. This concern would increase as the numbers are predicted to reduce even further. The concern is:
• The restriction of learning opportunities in spite of the best efforts of skilled staff.
• The restriction of social opportunities for children
• The restriction of opportunities to participate in focused groups for children with additional support needs.
4.4 When the Head Teacher of Grassmarket Nursery School retired in 2011, the decision was taken not to fill the post in the meantime, but to put in place temporary joint management arrangements in line with similar pilot arrangements in the city. This has had the positive effect of ensuring that staff who work in the Grassmarket feel that they are part of a bigger team, with more opportunities for professional development activities in order to maximise the quality of provision for children and their families.
- 6 - 4.5 In order to provide a more viable learning environment for the current children, the staff escort the children to Lochrin Nursery School on some afternoons to allow more varied experiences and to provide them with a larger peer group that can contribute to a quality learning experience.
4.6 The relocation would allow these joint activities and development opportunities to continue and to be built upon as a consequence of closer physical proximity of the two provisions.
4.7 The available capacity between the two buildings has been used creatively to provide for parent and child activities, including those for younger children. This kind of activity would continue and develop in the event of the nursery relocating to Tollcross Primary School.
4.8 It is anticipated that the children and families would benefit from the close working relationship that occurs between Lochrin Nursery School and Tollcross Primary School, including the use of additional spaces within the school (e.g. the gym hall) and the adjacent Tollcross Community Centre. This increase in space would enhance opportunities for children’s experiences across the curriculum. This strong working relationship also results in positive transition arrangements as children prepare to move on to Primary 1.
Implications for Tollcross Primary School
4.9 Tollcross Primary School has accommodated the Gaelic medium nursery class. With the relocation of Gaelic medium education to its dedicated school there is an opportunity to focus on the development of English medium early years provision in the Tollcross area. The primary school will benefit from the increased opportunities to provide a more integrated approach to the development of curriculum for excellence across the early level.
4.10 It is anticipated that as well as providing more seamless opportunities for transition for nursery children, this closer association will also provide a source of growth for the school.
Care Inspectorate
4.11 The most recent inspection of Grassmarket Nursery School was carried out by The Care Inspectorate in March 2011. The focus of the inspection was the Quality of Care and Support and the nursery achieved a grading of Very Good. It is anticipated that this high quality of provision would continue with the proposal that current staff would move with the relocation.
4.12 The most recent inspection of Lochrin Nursery School, which is managed by the current Head Teacher of both Lochrin and Grassmarket Nursery School, was carried out in November 2012. The focus of the inspection was Quality of Care and Support, Quality of Environment, Quality of Staffing and Quality of Leadership. The nursery achieved gradings of Excellent across all areas, and therefore it is anticipated that the continued leadership and management of the relocated provision would achieve high quality levels of learning and care.
Community Considerations
- 7 - 4.13 The Grassmarket Nursery School building does not have any out of hours community use so there is minimal impact on the local community. Tollcross Primary school provides a strong community focus and there are community facilities in the area including the adjoining Tollcross Community Centre. The relocation would not present any adverse impact on the current Community Centre provision as the nursery would be moving into existing accommodation being used for this purpose.
4.14 Grassmarket benefits from having Sure Start resources that deliver support and learning experiences for children aged 0-3 years and support to parents, although has not had the space to provide them directly within the nursery school. Over the last year this resource has been developed to be shared across all of the early years provision in the cluster, and this practice would continue and develop in the event of the service relocation to the premises in Tollcross.
4.15 The work of staff employed within the Sure Start Provision the includes close partnership work with a local voluntary organisation, Nari Kallyan Shangho, a health based project providing services for families of the South Asian Community. Should the services at Grassmarket be relocated to Tollcross Primary this partnership ethos with the other nurseries in the area, local Health Visitors and Nari Kallyan Shango would continue.
5 Accommodation Considerations
Suitability Assessment – Grassmarket
5.1 Grassmarket Nursery School is located on a small site with limited access which is reached by a series of steps. The nursery is a single storey building with one small classroom, a kitchen space, and small office. Adult access is through the outdoor play area which is not ideal. The outside space at the rear of the building also used by children is also difficult to access. Improving access to the school is not practical. There is a lack of space to provide additional activities for parents and their children, including younger children. Therefore it is not possible to consider the development of this building to encompass the range of the services as highlighted in the Council’s Early Years Strategy and Action Plan.
5.2 Taking the issue of access and small site area into account, suitability has been rated poor (Grade D).
Building Condition and Previous Works
5.3 A survey carried out in 2009 rated the nursery as having an overall condition ‘B’ - performing adequately but showing minor deterioration consistent with its construction date and use. Over the last five years, there has been modest spend on project works.
Future Building Investment and Public Accessibility
5.4 Repair and maintenance needs over the next five years are estimated as being nearly £16,000. However, due to limited budget availability, identified works - 8 - would be restricted to those repairs required to keep the property wind and watertight and to ensure health and safety.
Suitability Assessment - Tollcross
5.5 The nursery accommodation in Tollcross Primary School will be vacant following the relocation of the Gaelic medium nursery to its dedicated premises in July 2013. The nursery is located on the ground floor of the west wing of the Tollcross Primary School in two former classroom spaces, providing 30 FTE places ( 60 children). The nursery benefits from its own secure entry system and dedicated access to an external play area to the rear of the school building. The nursery also has its own pupil toilets and a large kitchen area. As it is currently a fully operational nursery class, no capital works would be required to establish this space as an English medium nursery.
Building Condition
5.6 A survey carried out in 2010 rated the primary school and nursery as having an overall condition ‘B’ – performing adequately but showing minor deterioration consistent with its construction date and use.
6 Financial Considerations
Savings
6.1 The revenue savings associated with the relocation of the Grassmarket Nursery School would be limited. The staffing and supplies budgets would be required to be maintained at Tollcross Nursery. However, in the longer term there would some savings associated with the current building running costs. These currently amount to £9000 per year.
Proposed Works, Redevelopment and Potential Capital Receipts
6.2 There is no specific capital works required to deliver the proposal. The current valuation of the Grassmarket building is £90,000. This low valuation would indicate that it would be of more value to the Council to consider alternative uses for the building rather than consider selling at this time.
6.3 One off costs associated with closing the building (e.g. boarding up/ utility disconnections/ removals are estimated to be around £300. Ongoing security costs prior to sale are estimated to be approximately £8000 per annum. These costs would be incurred until the future use of the building were decided
7 Rationale for the Relocation of Grassmarket Nursery to Tollcross Primary School
• The roll of 9 children is the lowest of all the council nursery schools in the city and results in limited learning and social opportunities for - 9 - children despite the best efforts of staff;
• The proposal represents no reduction in the provision of preschool education places; the provision of additional places within the Tollcross area will allow additional choice for parents who require places within this and the wider James Gillespie’s area;
• Parents retain the option of applying for preschool education anywhere in the city including nearby Hope Cottage and St Leonards Nursery Schools and Royal Mile Primary School.
• The relocation of Grassmarket Nursery will make efficient use of nursery space available between Tollcross Primary School and Lochrin Nursery School;
• The relocation of Grassmarket Nursery will provide opportunities for improved learning experiences for children with access to additional space within the primary school;
• The Sure Start staff will relocate to Tollcross and continue to provide a service for the community of families currently targeted, including those across the wider cluster area;
• The Grassmarket Nursery School is poorly located and with limited access;
• The nursery and the outdoor play area are both very small, thus restricting the range of service developments available within this environment;
• The relocation to Tollcross Primary School would provide additional benefit to the school and its community and provide a source for future growth of the school;
• While the Grassmarket Nursery building is performing adequately, the condition survey identifies a need to spend some £16,000 on repairs, maintenance and accessibility over the next five years and such costs would be avoided by relocation of the service;
• There are no additional costs associated with the relocation of the service, with limited savings anticipated, related to the building and service costs;
• The relocation will provide opportunities to consider the development of early years services within the wider Tollcross area;
• The relocation will provide an opportunity to consider the alternative use of the Grassmarket Nursery School building;
How the Council intends to minimise or avoid any adverse effects
- 10 - 7.1 It is expected that the main disruption arising from the proposed relocation will be the change of nursery for the affected children and their parents/guardians.. Out of the projected roll of 11 children it is estimated that only 4 children would be staying on at nursery and who will require to be relocated.
7.2 Should Council approve the proposal to relocate Grassmarket Nursery School, support will be given to both children and parents in the transfer. There will be discussion with parents in respect of the options that they might wish to consider, and that planning is undertaken for smooth transitions.
7.3 The relocation of staff will be undertaken under the leadership of their current Head Teacher. Should the proposal be approved by Council in May there will be sufficient time prior to the end of the current session to ensure that staff are familiar with the new nursery environment.
8 Public Consultation Process
8.1 It is proposed to relocate Grassmarket Nursery School to Tollcross from August 2013. On return from the summer holidays, those children continuing their nursery education would attend the relocated nursery - or an alternative choice depending on parental preference. This section expands upon the public consultation process relating to the proposal.
8.2 The Schools (Consultation) (Scotland) Act 2010 sets out the statutory consultation requirements for the closure of Grassmarket Nursery School and the statutory consultees include the following:
1. Education Scotland 2. the Parent Council or combined Parent Council of any affected nursery school; 3. the parents of the pupils at any affected nursery school; 4. the parents of any children expected to attend any of the affected nurseries; 5. the staff at any affected school and trade union representatives; and 6. affected community councils.
8.3 The affected nurseries are deemed to be Lochrin Nursery School Nursery School as well as Grassmarket Nursery School. The parents and children of Tollcross Primary School would also be considered to be affected as a result of the proposal.
8.4 The consultation period for the proposals paper will run for seven weeks from Thursday 10 January to Thursday 28 February 2013 and the paper will be made available electronically and in paper format.
8.5 A public meeting will be held in respect of the proposals at the venue listed below. Free childcare and/or translation services can be provided at the public meeting if requests for these services are made to (0131) 529 2103 no later than 23 January 2013.
Venue Date Time Tollcross Primary School 7 February 2013 6pm – 8pm
- 11 - 8.6 Copies of the consultation paper will be issued directly to parents and others involved. Copies of the consultation paper are also available for inspection at Grassmarket Nursery School, Lochrin Nursery School, Tollcross Primary School, Tollcross Community Centre, Fountainbridge Library and at the Council offices at Waverley Court, 4 East Market Street.
8.7 At the end of the consultation period, the Council will send Education Scotland (formerly Her Majesty's Inspectorate of Education) relevant documentation on the consultation process. Thereafter Education Scotland will prepare a report on the educational aspects of the proposal which the Council must take into account in preparing the final consultation report.
8.8 The consultation report will be made publicly available and notification will be given to those individuals or groups that have made representations during the consultation period. The report will include a summary of written representations received during the consultation period and representations made at the public meeting along with the Council response to representations made.
8.9 The Council must wait three weeks from date of publication of the consultation report before making a decision on whether to approve the proposals. It is anticipated that the consultation report will be presented to the Full Council meeting on 30 May 2013 setting out recommendations and seeking approval for the proposals.
8.10 The Council website, www.edinburgh.gov.uk/educationconsultations will contain information on the consultation. During the consultation period, any views on this proposal should be sent in writing to the address given below. Responses can also be made by e-mail to [email protected]. All responses to the consultation paper should be received by Thursday 28 February 2013 and addressed to the Director of Children and Families at the address below.
Gillian Tee Director of Children and Families City of Edinburgh Council Council Headquarters Waverley Court, Level 1:2 (Grassmarket Consultation) 4 East Market Street Edinburgh EH8 8BG
- 12 - Education Public Consultation Meeting Grassmarket Nursery Re-location to Tollcross Primary School
Education, Children and Families Committee Public Consultation Meeting – proposed re-location of Grassmarket Nursery School to Tollcross Primary School 7.00 pm, Thursday, 7 February 2013
In Attendance: Tom Wood (Independent Chair), Aileen McLean (Senior Education Manager, Early Stages), Jane Ramage (Early Years and Childcare Manager); also in attendance P Denning, Education Scotland.
1. Introduction
Mr T Wood (former Deputy Chief Constable, Lothian and Borders Police) introduced the meeting explaining that he had been invited by the Council as an independent person to chair the public consultation meeting this evening. It had been arranged by the Council as part of the consultations on a proposal to relocate the Grassmarket Nursery to Tollcross Primary School.
The Education, Children and Families Committee on 9 October 2012 had approved a consultation paper* to set out the rationale for the proposal for re- location. Officers from the Children and Families Department intended to give a presentation this evening to explain the proposals and then to answer any questions or take comments from the audience. The Schools (Consultation) (Scotland) Act 2010 required the Council to consult Education Scotland on the proposals and a representative of Education Scotland was in attendance. Also in attendance were the Head Teachers of The Grassmarket Nursery School (and Lochrin Nursery School) and Tollcross Primary School.
2. Presentation
Aileen McLean (Senior Education Manager, Early Stages) explained the rationale for the proposal within the context of the Council’s early years strategy. At a national level, there was a growing commitment to the ‘early years’, with the ages of 2 and 3 years now looked on as key years in the development of a child. The Council was committed to the concept, as outlined in its approved Early Years Strategy. The quality of care was high in Council establishments, as acknowledged in the inspections by HMIE and Care Inspectorate
From August 2013 there would be spare capacity within Tollcross Primary School following the move of the Gaelic medium nursery class to the new dedicated Gaelic medium school. The Grassmarket Nursery had been consistently under-subscribed, with the November 2012 roll at 9 children, and a forecast of 11 children over the whole session. Of these, only 4 were expected to require a further year of pre-school education from August 2013. The low roll result in limited learning and social opportunities for the children.
- 1 - Education Public Consultation Meeting Grassmarket Nursery Re-location to Tollcross Primary School
Following retirement of the Head Teacher at Grassmarket Nursery School, it had been managed by the Head Teacher of Lochrin Nursery School, jointly, and therefore it had been possible for the small number of children to participate in larger group opportunities at Lochrin Nursery School. It was proposed that the current management arrangement should continue if the nursery was to be relocated to Tollcross Nursery.
This provision, along with Lochrin Nursery School, would provide additional choice and improved access to nursery provision for children living in the general Tollcross and James Gillespie’s Primary School area where there was a substantial demand for nursery places. It should also result in improved educational and social experiences for children who might have attended Grassmarket Nursery School. The relocation of services and resources would allow opportunities to consider a range of future developments in services for very young children and their parents in the Tollcross area.
In summary, the Council was concerned about the educational impact of the low roll at Grassmarket, in relation to: the restriction of learning opportunities; the restriction of social opportunities for children, and restriction of opportunities to participate in focused groups for children with additional support needs.
The Proposal In detail the proposals were set out in the consultation paper as follows -
• Grassmarket Nursery School would relocate to Tollcross Primary School in August 2013;
• The staff currently employed in Grassmarket Nursery would relocate with the nursery to Tollcross and would continue to be managed by the Head Teacher of Lochrin Nursery School;
• The nursery classroom space at Tollcross Primary School allowed for up to 30FTE places (60 children), thus allowing opportunities to increase the provision if demand required;
• There would be additional space within the school to provide for additional activities for the children e.g. the gym. There would also be additional space for groups of parents and family activities;
• The close working relationship between the Head Teachers of Lochrin Nursery School and Tollcross Primary School would ensure that the flexible use of space would be available to all children and families attending either nursery setting;
• If agreed, the relocation would allow consideration for the future use of the Grassmarket Nursery School building;
- 2 - Education Public Consultation Meeting Grassmarket Nursery Re-location to Tollcross Primary School
3. Questions and Comments -
Tom Wood, as Chair, invited questions or comments from the audience and as there were only a few parents present this evening, he invited firstly comments or questions from parents. The comments and questions were as follows -
Comment – As a parent I am quite saddened that the Grassmarket is going under but recognise that it was a very old building – although, in my view, it is not the building but rather the people that matters. My elder child went there and developed confidence, I was very pleased with the nursery and I hope what it had in terms of ethos will be able to continue. I have been to Lochrin and seen the much bigger classes and activities, I hope the new nursery will be able to build on build on what the Grassmarket was able to do. Quite often, it would seem that parents at nurseries are dissatisfied, and complain, but it was not so at the Grassmarket nursery. As parents we were very pleased with the nursery and the care given by the staff.
Comment – I am very supportive of the staff at the Grassmarket, my eldest had a great start. I am hoping the re-location will not be looked on look not so much of a closure as a transferring of the good nursery we had before.
I would say also there there was not enough awareness of the Grassmarket nursery – perhaps it could have used an ‘open day’ to advertise itself – not enough parents knew about it or were making use of it. I would praise the staff for their work there.
Councillor G Corbett – I would also like to see the ethos of the Grassmarket Nursery being continued – what can be done to ensure that it will be continued in the re-location?
Answer – The Grassmarket and Lochrin Nursery staff have been working together for some time (the headteacher had a joint responsibility) and the headteachers of the nursery and the primary schools had a good relationship with one another. The Grassmarket staff worked with the Lochrin staff in developing policies and procedures. The nursery staff were involved in supporting the development of P1 classes – a fair amount of reciprocal working was involved and a base of joint working ws already in place.
Some of the Grassmarket nursery children would enter Tollcross Primary at P1, although the Grassmarket catchment area was quite varied and they could choose other schools. Recently the proportion going to Tollcross Primary had risen above the 50% level. A local community was well established, therefore, and a commonality existed, the primary school staff were aware of how the nurseries operated, and aware of families which needed extra support and the like. Children and Families were confident that the change-over could retain the ethos and best practice policies within the transfer.
- 3 - Education Public Consultation Meeting Grassmarket Nursery Re-location to Tollcross Primary School
Councillor G Corbett – Were we sure that the new nursery, and the primary school at P1 level, had sufficient scope to cope with the forecast rolls for future years, having regard to new housing in the area, and with the P1 intake due to peak in 2019?
Answer – The Quartermile housing, for example, was only forecast to have one extra child for next year, we having consulted with the Planners earlier. The physical space was available at Tollcross to cope with the expected nursery intakes, and there was sufficient scope, and in the primary school also. The nursery schools further afield, at James Gillespie’s and St Peter’s had pressure for places at the present time – some of the pressure would be relieved if parents wished to send their children to Lochrin or the new Tollcross nurseries – increasing the overall capacity in the wider area.
4. Conclusion
Tom Wood, in concluding the meeting, thanked the audience for the questions and points made this evening. These were being recorded and would be submitted with the report to go to the Council on 21 May 2013. Nothing would be decided until that meeting of the Council when all the facts would be put before the elected members of the Council. The consultation period would continue until 28 February 2013 and further submissions would be welcomed during this time.
*(Note: download the Consultation Paper at: http://www.edinburgh.gov.uk/info/675/consultations_on_education/1911/grassmarket _nursery_school_consultation
DE/G/Education/cons mtgs/Grassmarket Nursery
- 4 - Consultation proposal by The City of Edinburgh Council
Report by Education Scotland, addressing educational aspects of the proposal to relocate Grassmarket Nursery School to Tollcross Primary School
1. Introduction
1.1 The City of Edinburgh Council proposes to relocate Grassmarket Nursery School to Tollcross Primary School.
1.2 The report from Education Scotland is required under the terms of the Schools (Consultation) (Scotland) Act 2010. It has been prepared by HM Inspectors in accordance with the terms of the Act.
1.3 HM Inspectors undertook the following activities in considering the educational aspects of the proposal:
• attendance at the public meeting held on 7 February 2013 in connection with the council’s proposals;
• consideration of all relevant documentation provided by the council in relation to the proposal, specifically the educational benefits statement and related consultation documents, oral submissions from parents and others;
• consideration of further representations made directly to Education Scotland on relevant educational aspects of the proposal;
• consideration of further information on all schools affected; and
• visits to the site of Grassmarket Nursery School and Tollcross Primary School, including discussion with relevant consultees.
1.4 HM Inspectors considered:
• the likely effects of the proposal for children and young people of the school; children likely to become pupils within two years of the date of publication of the proposal paper; and other children and young people in the council area;
• any other likely effects of the proposal;
• how the council intends to minimise or avoid any adverse effects that may arise from the proposal; and
• benefits which the council believes will result from implementation of the proposal, and the council’s reasons for coming to these beliefs.
1 2. Consultation process
2.1 The City of Edinburgh Council undertook the initial consultation on its proposals with reference to the Schools (Consultation) (Scotland) Act 2010.
2.2 Staff in Grassmarket Nursery School believe that the proposal presents a positive and constructive resolution to determining the long-term future of their establishment. They feel appropriately consulted and supported. They have been prepared well for the proposed move through the leadership of the headteacher of Lochrin Nursery School who has had temporary joint responsibility for both establishments for 15 months. Grassmarket staff are reassured that this joint leadership will continue after they move to their new site adjacent to Lochrin. They are very satisfied that they will continue as a team on moving to their new location and so maintain a consistency for the children and families who move with them. They have some concerns over what name will finally be given to their re-located service so that they keep their sense of identity while not promoting confusion amongst prospective or new families. They also feel that the outdoor play provision is not of the quality or diversity of their current site and that this will require significant development and partnership with Lochrin Nursery School to provide high quality outdoor learning experiences for their children.
2.3 Parents and children from Grassmarket Nursery School support the proposal as outlined by the council. They believe that this is a statement of confidence in the long-term future of the service. They also believe the proposed site will offer more opportunity for long-term growth due to increased prominence and visibility. It will also be more accessible for all stakeholders. Both children and families state that the move will be successful in both the short-and long-term due to the staff team moving intact to the new location under the same leadership. The only concern expressed is regarding the quality of the outdoor play area to which the children will have free access at the Tollcross Primary School site. Parents would like to know more about how this will be improved and supplemented to match the existing quality of the current Grassmarket Nursery School outdoor environment.
2.4 Staff in Tollcross Primary School support the proposal, believing that the school will benefit from a nursery provision being located within their building. Staff feel that the loss of the Gaelic language medium primary and nursery classes through relocation will be immediately compensated by the relocation of the Grassmarket Nursery School to some of the vacated rooms. There are opportunities for increased staff and curricular development around early years’ provision and for an increase in enrolment of English language medium learners into the primary classes over time. Staff do not yet feel the council has clearly laid out its rationale for locating the Grassmarket Nursery School within Tollcross Primary School but under the management and leadership of the headteacher of Lochrin Nursery School rather than under their own school’s leadership.
2.5 Parents and children in Tollcross Primary School support the proposal. They believe it will bring growth in primary school numbers over time as the relocated Grassmarket Nursery School will grow through its increased prominence, accessibility and visibility.
2 2.6 The Browns Place Residents’ Association and GRASS, the Grassmarket area residents’ association, both accept and understand the council’s reasoning for relocating Grassmarket Nursery School. However, they would like the council to keep them informed and involved in any discussions about the future of the site as it has historical significance within the area having been bequeathed as a memorial garden for children by a local family after the loss of their son during the First World War.
3. Educational aspects of the proposal
3.1 The council believes that the relocation will increase the learning and social opportunities for children attending Grassmarket Nursery School as well as more effectively meeting the needs of children with additional support needs. This is a sound argument given the small numbers currently attending and forecast to attend in the coming years. The afternoons often contain very small numbers of children. Relocation would allow greater social interaction with the children within Lochrin Nursery School. There is already positive feedback from children, families and staff about the benefits in taking afternoon children to Lochrin under current arrangements.
3.2 The council asserts correctly that the relocation would allow joint activities and development opportunities to continue and to be built upon as a consequence of closer proximity of the two provisions. Planning to provide experiences in line with Curriculum for Excellence guidance will be more coherent and take advantage of a wider range of professional input and resources. The planning for transitions across the early level of Curriculum for Excellence will be more consistent and enhanced further through the Grassmarket’s location within Tollcross Primary School where a significant number of children transfer into primary one. Particular attention will be required towards developing outdoor learning experiences as the secure outdoor area for the relocated Grassmarket Nursery School is not of the variety and diversity of their current outdoor environment. The council should provide further information on how Lochrin Nursery School and the relocated Grassmarket Nursery School will work together to make maximum use of available outdoor learning resources for all children.
3.3 For children with additional needs and their families, there are genuine advantages in being able to work in more appropriately focused groups in the larger setting. The external partnerships already established that support children and families within the current Grassmarket Nursery School will continue after relocation. There is greater scope to access and expand such partnerships in the new location.
3.4 The most recent inspection reports for Grassmarket (Care Inspectorate, March 2011) and Lochrin (Care Inspectorate, November 2012) Nursery Schools clearly suggests that the quality of provision and of children’s experiences can be expected to be increased through greater association and joint work.
3.5 The success of the temporary joint management arrangements means that the relocation would continue to impact positively on staff morale and professional development through increased opportunities for collegiate professional activity
3 under a continuing joint leadership arrangement. Closer proximity would allow greater and more varied professional development. Children would benefit from this increased professional development and staff confidence.
3.6 Children’s experiences would be enhanced through access to specialist Tollcross Primary facilities such as its gym hall. Such usage would also benefit transitions into primary through children’s increased familiarisation with the school building, staff and ethos. The relocation of the Gaelic medium classes will result in less pressure on use of such facilities within Tollcross Primary itself.
3.7 Parents would be more able to access support opportunities through the availability of additional space within Tollcross Primary School and easier access to the adjoining Tollcross Community Centre.
3.8 The council anticipates that as well as providing more seamless opportunities for transition for nursery children and for development of the curriculum across the early level, the closer association between Grassmarket Nursery School and Tollcross Primary School will also provide a source of growth for the school. The council now needs to provide more information on how this would be effectively achieved by their proposal rather than alternative arrangements such as Grassmarket Nursery School becoming the Tollcross Primary School nursery class under the leadership of the Tollcross headteacher.
4. Summary
4.1 HM Inspectors found that the council has set out its case clearly for relocating Grassmarket Nursery School to Tollcross Primary School. It has provided a convincing case for the increased learning and social opportunities that children would gain from this proposed relocation. Such increased opportunities would be enhanced further by increased staff morale and higher quality professional development. For a few parents from Grassmarket Nursery School, the council has not yet fully explained how the proposed new location will provide outdoor learning experiences of the same high quality as the current provision on the existing site.
4.2 The council provides a compelling argument for more efficient use of resources and for increased access to a wider range of services for all users. They should fully explain their reasoning for the planned continuation of the joint management of Grassmarket Nursery School and Lochrin Nursery School by the Lochrin headteacher whilst locating the service within Tollcross Primary School. For some parents and staff within Tollcross Primary School, it is not yet clear what alternative management arrangements have been explored. The council needs to be clearer about the educational benefits from their proposed continuation of the current joint management arrangements following relocation.
HM Inspectors Education Scotland March 2013
4
Proposal Grassmarket Nursery Class Relocation to Tollcross Primary School - Existing Nursery Classroom– Primary Pupils QUESTIONNAIRE RESULTS
A selection of senior school pupils from Tollcross Primary School were involved in completing questionnaires regarding the relocation. Facilitators explained the proposal to the children. The basic facts were highlighted.
• Grassmarket Nursery School’s roll had now fallen to a few children in the morning and 1 child in the afternoon who was walked along to Lochrin Nursery School every afternoon. • Children who wanted to be taught in Gaelic from Tollcross Nursery Class would relocate to Bun-Sgoil Taobh Na Pairce. • Some might choose to remain but Tollcross Nursery Classroom would have space for new pupils. • City of Edinburgh Council wanted to ask Boys and Girls attending Tollcross what they thought about Grassmarket Nursery Pupils relocating to Tollcross Nursery Classroom.
Children participated in active learning activities before they completed the questionnaire to ensure they understood the meaning of choice.
School roll as at 01 Feb - 322 39 pupils participated 18 Girls 21 Boys 12 visible BME pupils
1. When I was at Nursery I went to:
Response Number Tollcross Gaelic School nursery class 11 Lochrin Nursery School 8 Grassmarket Nursery School 3 Other Nursery Class/School 12 I didn’t go to Nursery 0 I’m not sure 5
2. I’ve heard about the proposal to relocate Grassmarket Nursery School to Tollcross Nursery Classroom before today.
Yes 14 No 19 Not Sure 6
How have you heard about it? • Letter to parents -8 • From teachers - 1 • Read about it in Evening News - 0 • Saw it on Facebook – 0 (although children surveyed were too young for a FB a/c IT was explained that they might have been shown information on a family member’s a/c) • My mum/dad was at a meeting about it - 0 • Other reason - 4
3. I think if Grassmarket Nursery School relocates to Tollcross Nursery Classroom it will make a difference to me.
Yes 5 No 13 Don’t know 21
Will make a difference because: • It won’t be the same • The nursery is small so it would make a big difference • I used to go there (Grassmarket)and it will make me sort of sad
Won’t make a difference because: • I will be leaving school • The P7s are leaving • It makes a good difference • Because I did not go to • I didn’t go and I shall be leaving school • I didn’t go to either nursery
4. I think if Grassmarket Nursery School relocates to Tollcross Nursery Classroom it will make a difference to my family.
Yes 6 No 22 Don’t Know 11
No comments given
5. I think if Grassmarket Nursery School relocates to Tollcross Nursery Classroom it will make a difference to this area where we live
Yes 5 No 12 Don’t know 22
Will make a difference because: • There will be a new class. • We will have new friends • Because I will see my old teachers • I think it will but I live in East Lothian • Won’t make a difference because: • If I people play football on our football pitch it might go over the fence and hit children • There are loads of nurseries nearby • Because we are used to having a nursery classroom here.
Don’t know: • That it will be good
Pupil Comments and Questions We asked the pupils if they had any questions about the transfer. Their questions were: • Why did Grassmarket Nursery get so small? It was explained that parents had lots of choice in nursery provision. • Will the children learn Gaelic No - Bun-Sgoil Taobh Na Pairce will have Gaelic Nursery Provision • When will the move take place? After the summer holidays • Will the teachers come here as it will be nice to see them? The facilitator’s understanding was that this would probably be the case • Why are we being asked? The opinions of children who attended the school were important as they might give the City of Edinburgh Council information which they hadn’t thought about. Cool (the response) • What will happen to the Grassmarket building? The facilitators didn’t know the answer to this question. ‘You said, we heard’ There were no additional comments Is there anything else anyone would like to say? Some children said that they had fun doing the warm-up activities. Lots of children said thank you asking them their opinion.
Lindsey Watt 04.02.13 The City of Edinburgh Council
10.00am Thursday 30 May 2013
Trust In The Food We Eat
Item number Report number Wards All
Links Links
Coalition pledges P43 Council outcomes CO10, CO15 Single Outcome SO2 Agreement
Mark Turley Director of Services for Communities
Contacts: Moira Ross, Central Facilities Manager – Corporate Property
Paul Bell, Procurement Specialist – Corporate Governance
E-mails: [email protected] | Tel: 07827 256199
[email protected] | Tel 0131 529 4569
Executive Summary
Trust In The Food We Eat
Summary
At its meeting on Thursday 13 March 2013 Council considered a motion by Councillor Chas Booth – Trust in the Food We Eat. Council agreed to receive a report setting out: What steps the Council is taking to ensure that food provided by the Council or used in Council establishments meets all the standards of food sourcing and food supply chain transparency that the public and service users would reasonably expect; and
What measures could be taken to accelerate and expand the current Food for Life pilot which is seeking to increase the use of fresh, local and organic food in partnership with NHS Lothian and the University of Edinburgh.
Recommendations
It is recommended that the Council:
1. Notes the steps being taken, in conjunction with Scotland Excel, are sufficiently robust to give comfort to public and service users that food provided by the Council or used in Council establishments meets all the standards of food sourcing and food supply chain transparency.
2. Notes that the Council’s Scientific Services team will introduce a programme of sample testing to ensure that food supplied meets the contract specification distributed by Scotland Excel.
3. Notes the plans to establish a phased programme to roll out the Soil Association Scotland’s Food for Life Catering Mark standard across Council’s catering operations. This will start with the Council’s schools.
4. Notes the established Edinburgh Food for Life Partnership and the Council’s steering group to develop and roll out the programme as outlined above.
5. Notes ongoing progress to understand and learn lessons about providing quality food across the Council’s establishments through the current Food for Life pilot project.
Full Council 30 May 2013 Page 2 of 14 6. Notes the intention to include a standard specification for a minimum Food for Life bronze Catering Mark standard in all future catering contracts.
7. Notes that the report will be referred to the Education, Children & Families Committee in October 2013.
Measures of success
To build-on the Council’s procurement management with Scotland Excel which will ensure good-to-best practice in food sourcing and supply chain effectiveness.
To expand the Food for Life programme, including a plan to convert menus, and which will lead to the Council achieving the Food for Life Catering Mark accreditation. Starting with bronze and developed, in due course, to gold.
Financial impact
All costs will be contained within approved Council budgets.
Examination of North Ayrshire Council’s success in achieving the Food for Life gold Catering Mark highlights that the cost of its food contracts in 2012/13 has fallen by 7%. This is despite food inflation rising by 26% between 2007 and 2011.
Equalities impact
None identified.
Sustainability impact
None identifiable
Consultation and engagement
Not applicable
Background reading / external references
Appendix 1 – Note on Specification Compliance Appendix 2 – Food for Life Catering Mark Summary Information
Full Council 30 May 2013 Page 3 of 14 Detailed information on the conditions related to compliance with legislation and food safety measures are available from the authors of this report.
Full Council 30 May 2013 Page 4 of 14
R e p o rt Report
Trust In The Food We Eat
1. Background
1.1 Concerns had been noted about food sourcing and transparency of the food supply chain in light of the recent horse meat issue in the UK and Europe.
1.2 In November 2012 the Council entered a relationship with the Soil Association Scotland. The Association is recognised for promoting best practice in food and farming. Working with producers, suppliers and caterers it strives to create new markets and shorter, sustainable supply chains.
1.3 In response to a motion by Councillor Chas Booth, the Council agreed to receive a report setting out:-
what steps the Council is taking to ensure that food provided by the Council or used in Council establishments meets all the standards of food sourcing and food supply chain transparency that the public and service users would reasonably expect;
what measures could be taken to accelerate and expand the current Food for Life pilot which is seeking to increase the use of fresh, local and organic food in partnership with NHS Lothian and the University of Edinburgh.
2. Main report
Food Safety
2.1 With the exception of two, the procurement of milk and dairy produce and fresh fruit and vegetables, all food contracts in the Council are let by Scotland Excel. Scotland Excel is the centre of procurement expertise for local government and the Council is a member. In collaboration with the Council, Scotland Excel works with suppliers to maximise value in procurement. Appendix 1 to this report provides information on Specification Compliance.
2.2 In light of the widely-publicised horse meat issue in the UK and Europe, the Council, working with Scotland Excel, will introduce a programme of sample testing to ensure that food supplied meets the contract specifications issued on the Council’s behalf by Scotland Excel. The sample testing programme will
Full Council 30 May 2013 Page 5 of 14 be carried out by the Council’s Environmental Health and Scientific Services Laboratory staff who will collect random food samples and perform chemical and microbiological testing to ensure the quality and safety of food provided by the Council in its establishments. The Scientific Services team is recognised by the Food Standards Agency as an official food control laboratory.
2.3 The above approach by the Council will build on Scotland Excel’s stringent and structured approach to manage the procurement of food contracts. Scotland Excel currently reviews all tender documentation and has recently introduced food safety audits into Stage 1 of the tendering process. The addition of this audit makes it mandatory that a contractor complies fully with the terms of Stage 1 before it is considered against the Stage 2 award criteria.
2.4 Since the identification of the horse meat issue in early 2013, Scotland Excel has worked closely with the suppliers of beef products to receive assurances on food supply chain traceability. The tests undertaken on all core meat items in the frozen food contract reported negative results.
2.5 In late February 2013, following notification that a frozen burger had returned a positive test for horse DNA in North Lanarkshire Council, Scotland Excel advised all member local authorities to place a hold on the use of frozen beef burger products.
2.6 Since February the Council has worked closely with Scotland Excel, Renfrewshire Council environmental health service (this is a unit used by Scotland Excel as it is closest to its operational office) and the Council’s frozen food supplier, Brakes. The aim in this period was to review further test data to establish appropriate actions to be taken to allow the cautionary holding measure to be lifted.
2.7 In this review, Brakes has confirmed that both it and its suppliers have carried out extensive testing on frozen beef burger products. These tests have reported a negative result and the Food Standards Agency has also confirmed that no further positive results have been reported.
2.8 Brakes has, throughout the investigations, been very cooperative and has provided assurances that it has effective measures in place to verify the authenticity of frozen beef products supplied to Scottish local authorities.
2.9 Brakes has enhanced its controls and has introduced a `positive release` system. Brakes’ suppliers have to verify that raw meat materials or finished products have been sampled and tested for horse meat prior to further processing, packing or distribution. This verification system is further augmented by Brakes’ own surveillance programme introduced to address Brakes-branded items, which is now extended to cover other relevant products.
Full Council 30 May 2013 Page 6 of 14 2.10 Given the above, Scotland Excel believes it is now reasonable to remove the precautionary hold on frozen beef products. This will apply to all new stocks of frozen beef produced and/or batch-tested following the horse meat investigation.
2.11 Scotland Excel has liaised with the Food Standards Agency throughout the investigations and has confirmed that there are no objections to this course of action. As a result of these investigations Scotland Excel is committed to ensuring that transparency and fairness is increased in all aspects of public procurement.
2.12 In light of the above, and related specifically to whether the Council can trust the sourcing of food and its supply chain, the following can be confirmed.
Scotland Excel:-
collaborates fully with environmental health services across Scotland’s councils, within the area where the supplier organisation is based. This approach is to ensure full compliance with regulations and guidance. Collaboration is particularly stringent in procuring food products.
prepares tender documents that demand sight of industry accreditations for environmental and quality control.
writes project specifications for food contracts which are detailed, with the “Quality” element of the tender documentation referring to the standard of quality in place in the organisation participating in the procurement process. The quality of the food product is identified by a line-by-line description of what is expected. An example is that “80% of a procured burger has to be beef”. The 20% balance of ingredient in a burger can be made-up with seasoning, preservatives, binding and bulk agents, like egg and starch.
employs an environmental services specialist to act independently of a council to advise on food safety and who conducts audits to provide information on non-legal food matters such as nutrition and food trends.
identifies potential “high risk” foods, and when identified, robust systems are implemented to address the risk.
reviews and amends procedures in light of new legislation and/or recommendations which builds on a strict approach to food tendering.
In conjunction with the above Scotland Excel has:-
a strict complaints process where all complaints are investigated and reported on within 48 hours.
a well-developed emergency response plan in place to manage food-related emergencies.
Full Council 30 May 2013 Page 7 of 14
The Soil Association Scotland Food For Life Programme
2.13 The Soil Association Scotland has a Food for Life Programme which aims to transform food culture across the country. It has introduced a Catering Mark as a means of obtaining independent endorsement for serving fresh food which can be trusted. The Catering Mark is a guarantee from Soil Association Scotland that the food on a menu is:-
freshly prepared free from undesirable additives better for animal welfare
2.14 The Food for Life Catering Mark is open to anyone who wants to serve great food – from contract caterers to staff canteens, schools and nurseries. Appendix 2 to the report provides a more detailed summary of the Catering Mark standards.
2.15 The Council is currently managing a Food for Life pilot project operating across Currie Community High School, Buckstone Primary School and Clovenstone Care Home. This pilot is offering an opportunity to learn lessons as it progresses, but crucially presents an opportunity to improve services now and to begin a city-wide programme towards achieving the Food for Life Catering Mark standard.
2.16 Learning from the current pilot, two key requirements have been identified which will facilitate the expansion and acceleration of the development of the Food for Life programme. These are:-
to review current menus offered in catering establishments in the Council to address their nutritional standards in relation to costs. A positive outcome of the review could be the conversion of existing menus to meet the Food for Life Catering Mark standards.
To review current Council management and operational systems relating to food to enable the Food for Life Catering Mark to be achieved.
2.17 There are a number of successful models to learn from, both within Scotland and beyond. North Ayrshire Council, for example, has recently achieved the Gold Catering Mark in the space of four months for all of its primary schools. Assessing its menus, North Ayrshire identified savings in some areas which were off-set against cost increases in others. The main cost on a menu generally relates to meat products and the introduction, for example, of a ‘meat-free day’ can save costs while maintaining nutritional values.
2.18 Other councils using the Food for Life Catering Mark to encourage the use of more seasonal, local and organic food include East Lothian, Stirling and Fife.
Full Council 30 May 2013 Page 8 of 14
2.19 With the introduction of the new, integrated Corporate Facilities Management service an opportunity exists to explore how Edinburgh can meet the Food for Life Catering Mark standard while improving the quality of food delivery across all of the Council’s establishments. 2.20 The Edinburgh Food for Life Partnership has a high level representation from the Council, the NHS and the University of Edinburgh. The Council’s project manager acts as the liaison between the Partnership Steering Group and a service-led management group in the Council. It is proposed to identify an appropriate senior officer to lead-on the plan to expand the programme across schools in the city.
PPP Schools Position
2.21 From the middle of February to 1 March 2013 a small number of PPP schools in the city, serviced by the contract with AMEY, were in receipt of a mince product which was the subject of a product recall notice.
2.22 As a result the supplier:-
Actively reviewing the configuration of, and qualification criteria for, its supply chain. Aiming to make reporting and governance lines simpler and will help play its part in ensuring that food suppliers and retailers in the UK introduce new, world class, traceability and testing regimes.
Working with the industry and its supply chain to see whether more meat products and ingredients can be sourced from within the UK. Further, will look to engage with the current Food for Life Catering Mark standard which is seeking to increase the use of fresh, local and organic food in partnership with NHS Lothian and the University of Edinburgh.
Providing more detailed information to its clients about suppliers and how they work.
Aiming to drive the industry to be more transparent about working processes and the quality of ingredients used and supplied.
Recommendations
3.1 It is recommended that the Council:
3.1.1 Notes that the steps being taken, in conjunction with Scotland Excel, are sufficiently robust to give comfort to public and service users that food provided by the Council or used in Council establishments meets all the standards of food sourcing and food supply chain transparency;
Full Council 30 May 2013 Page 9 of 14 3.1.2 Notes that the Council’s Scientific Services team will introduce a programme of sample testing to ensure that food supplied meets the contract specification distributed by Scotland Excel;
3.1.3 Notes the intention to establish a phased programme to roll out the Soil Association Scotland’s Food for Life Catering Mark standard across Council’s catering operations. This will start with the Council’s schools; 3.1.4 Notes the established Edinburgh Food for Life Partnership and the Council’s steering group to develop and roll out the programme as outlined above;
3.1.5 Notes ongoing progress to understand and learn lessons about providing quality food across the Council’s establishments through the current Food for Life pilot project;
3.1.6 Notes the intention to include a standard specification for a minimum Food for Life bronze Catering Mark standard in all future catering contracts.
3.1.7 Notes that the report will be referred to the Education, Children & Families Committee in October 2013.
Mark Turley Director of Services for Communities
Full Council 30 May 2013 Page 10 of 14
Links
Coalition pledges P43 Invest in healthy living and fitness advice for those most in need Council outcomes CO10 Improved health and reduced inequalities CO15 The public is protected Single Outcome SO2 Edinburgh's citizens experience improved health and Agreement wellbeing, with reduced inequalities in health Appendices Appendix 1 – Note On Specification Compliance Appendix 2 – Food For Life Summary
Full Council 30 May 2013 Page 11 of 14 APPENDIX 1 Specification Compliance Where European/British Standards or Codes of Practice are stated, the supply of goods material or services complying with those particular Standards or Codes of Practice is mandatory under the Contract. Goods, materials or services complying with Standards or Codes of Practice of any other Member State of the European Community may be offered, provided the Contractor can present evidence to the reasonable satisfaction of the Contract Administrator that the goods, materials or services are equivalent to those complying with the European/British Standards or Codes of Practice; evidence of equivalence shall be presented in written English. In all cases, the rates offered shall be held to include goods, materials or services complying with the particular Standards or Codes of Practice.
QUALITY ASSURANCE: Where goods, materials, services or animal welfare schemes are stated by reference to a particular UK quality assurance scheme the term ‘or equivalent’ shall be implied and equivalent approvals of any other Member State of the European Community may be offered.
ENVIRONMENTAL HEALTH OFFICER: - An Environmental Health Officer will be appointed to audit contractor’s premises prior to contract award and thereafter at a minimum of twelve months intervals. The Environmental Health Officer will be appointed by Scotland Excel and may be from a Council body or other certified Company. The Environmental Health Officer will be instructed to request a batch of products during the audit to send off for testing and analysis for compliance to labelling and food specification. Scotland Excel and any Scottish Council or participating Associate Member thereafter reserve the right to test products at any time throughout the lifespan of the contract for compliance to specification and food labelling. Scotland Excel reserves the right not to consider any bid submitted where items are deemed not compliant to specification. Important Note: The specifications herein are listed as essential aspects of delivering the goods and services as detailed in the Contract. It is expected that suppliers will fully comply and evidence appropriately submitted where this may not be the case.
All specifications and service levels as described within the technical specifications documents cover both single item purchases and multi item purchases similarly.
Full Council 30 May 2013 Page 12 of 14 Appendix 2 Food for Life Standards – Summary
The Soil Association’s FFL standards aim to transform food culture by supporting the production and enjoyment of good food that is healthy, sustainable and accessible to all. Key to achieving this aim is the FFL Catering Mark, a UK-wide certification scheme recognising a caterer’s commitment to serving good, healthy and sustainable good whether in public institutions or restaurants. Over 100 million Catering Mark meals are served in schools, hospitals, universities and restaurants every year in the UK. These are three levels of Catering Mark standards – bronze, silver and gold. Bronze is a fixed set of 12 standards providing a guarantee that all accredited menus offer meals which are freshly prepared, seasonal, free from trans-fats and controversial additives. The silver and gold Catering Mark Standards are based in a points system, which rewards every penny spent on ethical, environmentally friendly and local ingredients and recognises steps to offer healthier menus. The points system offers flexibility in recognising food providers’ different strengths and priorities. Some gold Catering Mark holders will serve almost exclusively organic menus; others will prioritise local sourcing or healthy eating. All will show strong commitment to serving high levels of healthy, local, free range and organic food. Bronze Standard Meals contain no undesirable food additives or hydrogenated fats 75% of dishes are freshly prepared Meat is from farms which satisfy UK welfare standards. Eggs are from cage-free hens Menus are seasonal Training provided for all catering staff No GM ingredients are used Free drinking water is prominently available No fish are served from the Marine Conservation Society (MCS) `fish to avoid` list. Information is on display about food provenance. All suppliers have been verified to ensure they apply appropriate food safety standards. Caters in schools, early years and residential care settings can demonstrate their compliance with national standards or guidelines on nutrition. Silver and Gold Standards To achieve silver, you need at least 150 points, including a minimum of: 40 for sourcing ethical and environmentally friendly food 20 for championing local food producers 20 for making healthy eating easier 70 points from any of these categories To achieve gold, you need at least 300 points, including minimum of: 100 for sourcing ethical and environmentally friendly food 50 for championing local food producers 50 for making healthy eating easier
Full Council 30 May 2013 Page 13 of 14 100 points from any of these categories
Further details can be found online at http://www.soilassociation.org/
Full Council 30 May 2013 Page 14 of 14 The City of Edinburgh Council
10.00 am Thursday 30 May 2013
Zero Waste Project: Edinburgh and Midlothian Power Purchase
Item number Report number Wards City wide
L inks Links
Coalition pledges P49, P50 Council outcomes C07, C08 Single Outcome Agreement S01
Mark Turley Director of Services for Communities
Contact: Pippa Milne, Waste Services Manager E-mail: [email protected] Tel: 0131 529 5844
Executive summary
Zero Waste: Edinburgh and Midlothian Power Purchase
S um m a ry Summary
The Zero Waste Project has now progressed the procurement of residual waste treatment facilities to the stage at which it is ready to invite bidders to submit detailed tenders. A major component of the procured solution will be the ultimate treatment of the Partner Councils’ waste at an Energy from Waste (EfW) facility, to be based either on the project site or on an alternative location brought forward by bidders. Prior to inviting tenders, the Joint Council Project Board is recommending to the Councils on a value for money basis that they agree to offer to purchase electricity produced from any Energy from Waste Plant constructed as part of the project, regardless of its eventual location. This report examines the advantages and risks of doing so. The overall project objective in the Residual Waste Business Case is to procure a long- term residual waste treatment contract that that meets the needs of the partner Councils and is clearly demonstrated to be affordable and deliverable.
Recommendations
It is the recommendation of the Director of Services for Communities that, subject to a similar agreement by Midlothian Council, the Council agrees to offer to join with Midlothian Council to purchase electricity produced by the contractor up to maximum of 90,000 MWh per annum at the nominated price for a period of 10 years from the commencement of services (currently projected as the 1st of October 2017).
Measures of success
That the offer to purchase power from the energy from waste plant constructed as part of the residual waste procurement, if accepted: (a) will give bidders a degree of certainty over the value of the electricity they produce, which may be reflected in a lower per-tonne cost for treatment of the Councils’ residual waste than otherwise might be the case, and; (b) will give the Councils a large degree of price certainty over the cost of the electricity they consume for a period of 10 years. (c) will provide savings on the procurement of electricity for the duration of the 10 year period.
The City of Edinburgh Council – 30 May 2013 Page 2 of 18 (d) will encourage competitive bids for residual waste treatment facilities.
Financial impact
Bidders will be expected to bid a gate fee that reflects income certainty over the value of the energy they generate and the potential sale of renewable benefits associated with producing energy from waste. The power purchase arrangement offered by the Councils will give a degree of income certainty for the first 10 years to an EfW operator of the contract. Purchasing the power produced by the EfW plant would also give the Councils electricity price certainty for 10 years (2017 to 2027). The price at which the Councils would offer to purchase electricity would be calculated to satisfy a number of key criteria, most notably the requirement to secure electricity at a rate which is at least ten percent less than the latest advance-purchase rates available through the existing Scottish Procurement framework contract. The impact on the existing landfill budget will not be known until the preferred bidder stage. Should the recommendation be agreed this is expected to have a positive effect on affordability and budget.
Equalities impact
There are no equalities impacts as a result of this report.
Sustainability impact
The purchase and use by the Council of electricity produced from its non-recyclable waste will contribute towards a sustainable Edinburgh. The other significant impacts of the overall Zero Waste Project on sustainability have previously been reported to Council and accepted.
Consultation and engagement
A Cross-Party Cross-Council Group, set up to receive regular reports on the Zero Waste Project, met on 13 December 2012 when the potential to purchase power from the successful contractor was included in the briefing. A further Group meeting was held on 26 April 2013. In producing this report the following parties have been consulted on the specifics of power purchase: • The Zero Waste Project Board; • Finance Officers of both Councils;
The City of Edinburgh Council – 30 May 2013 Page 3 of 18 • Lead Officers of both Councils; • Scottish Futures Trust; • Ernst & Young (Project Financial Advisers); • Pinsent Masons (Project Legal Advisers); • Peterborough City Council; • Coventry City Council; • Scottish Procurement; and • Convenors of the relevant Committees
Background reading / external references
Background reading/external references • Confidential data room provided to Members in advance of Council meeting • Zero Waste: Edinburgh and Midlothian – Award of Food Waste Treatment Contract – The City of Edinburgh Council 13 December 2012 • Zero Waste: Edinburgh and Midlothian – Capital Contributions – The City of Edinburgh Council – 31 January 2013 • Zero Waste Project: Purchase of Land – Finance and Budget Committee, 29 November 2012 • Zero Waste: Edinburgh and Midlothian – update to the Transport, Infrastructure and Environment Committee, 21 February 2012 • Zero Waste: Edinburgh and Midlothian Commencement of Procurement – The City of Edinburgh Council, 14 October 2010 • Zero Waste: Edinburgh and Midlothian Commencement of Procurement – Transport, Infrastructure and Environment Committee, 21 September 2010 • Zero Waste Project – Progress Report – The City of Edinburgh Council, 15 October 2009 • Zero Waste Project – Progress Report – Transport, Infrastructure and Environment Committee, 22 September 2009
The City of Edinburgh Council – 30 May 2013 Page 4 of 18 R e p o r t Report Zero Waste: Edinburgh and Midlothian Power Purchase
1. Background
1.1 On 15 October 2009, The City of Edinburgh Council approved the Project Initiation Document for the Zero Waste Project, including the governance arrangements, procurement budget and the joint purchase of the Millerhill Site in Midlothian. 1.2 The overall aim of Zero Waste: Edinburgh and Midlothian was: • To procure a long term waste treatment contract that will enhance household waste recycling levels and will recover value from residual waste that has not otherwise been recovered or recycled; • To ensure that the treatment of residual waste, when combined with the source-segregated activities, is sufficient to enable the two Partner Councils to meet their targets for landfill diversion and contribute to their recycling obligations; and • To contribute to the Councils’ shared vision of a zero waste future. 1.3 The Residual Waste Treatment Procurement commenced on 21 December 2011 with four bidders being shortlisted. Initial dialogue with bidders is nearing a close and the Project Board is ready to agree to invite bidders to submit detailed tenders by the end of May 2013. 1.4 Bidders have been asked to produce proposals to carry out the primary treatment at the Millerhill site. The primary treatment includes reception of residual waste, sorting, extraction of recyclable material and production of a solid recovered fuel (SRF). 1.5 Bidders have the secondary treatment option of either providing an energy from waste (EfW) plant at the Millerhill Site or alternatively sending the fuel produced at the project site to be used elsewhere via a contract which guarantees a secure market for said fuel. In either case, electricity will be generated from the consumption of SRF arising from the treatment of the Partner Council’s residual waste. 1.6 The original Contract Notice and Invitation to Participate in Dialogue allowed for the Partner Councils to explore the value for money implications of purchasing this generated electricity from the successful contractor. The value for money case for doing so has been the subject of extensive discussions with all bidders throughout the competitive dialogue process.
The City of Edinburgh Council – 30 May 2013 Page 5 of 18 1.7 Bidders have been advised that the invitation to submit detailed tenders would be delayed to await the Partner Councils’ decision on the opportunity to purchase electricity from the successful contractor. A decision must be made before the call for detailed tenders in order to avoid a potential breach of procurement rules. A decision either way on this matter will allow the following programme to be implemented: Milestone Timeline Issue Invitation to Submit Detailed Tenders end May 2013 Appointment of Preferred Bidder March 2014 Award of Contract (subject to Planning) From Aug 2014 Service Commencement 1 October 2017
2. Main report
2.1. A supplementary Business Case has been prepared which focuses on the opportunities and risks arising from the potential to purchase electricity from any energy from waste plant constructed as part of the Zero Waste Project. This Business Case, which contains highly sensitive commercial information on bidders’ proposals, is provided for Members in a confidential data room.
Business Case Objectives
2.2. The Business Case is designed to fully assess the opportunities and risks associated with the potential for the Partner Councils to purchase the electricity generated through the treatment of their residual waste, commencing on the first of October 2017. These factors are explored in more detail below, but to summarise, the following benefits have been identified and are the drivers behind this report:
• The opportunity for the Partner Councils to secure an exclusive supply of electricity to meet their needs throughout the period of a defined Power Purchase Agreement (PPA); and • The opportunity for the Partner Councils to set the price at which they would be prepared to buy electricity for the period of the agreement The Business Case considers the following aspects: a) the high level options for the Councils to benefit from the production of electricity; b) if an offer to purchase electricity could provide better value for money and greater affordability for the residual waste treatment project; c) the price that should be offered to the Bidders and over what period;
The City of Edinburgh Council – 30 May 2013 Page 6 of 18 d) the implications should the Councils purchase electricity in excess of their own needs; e) a simple approach that would not conflict with any future ESCO considerations by the Councils; f) risk issues and g) the legal and procurement implications.
2.3. The Business Case does not attempt to consider in detail the wider opportunities of utilising heat or the setting up an ESCO or how it may contribute to tackling fuel poverty. These additional considerations are outwith the remit of the Zero Waste Project but will be considered by the Councils in due course.
Current Position
2.4. As the procurement currently stands, the bidders can choose to sell the electricity generated by their treatment facility to a third party via a Power Purchase Agreement. Bidders will guarantee a base case income for electricity sales in their financial models, and any income above that base case is shared with the Partner Councils, while any undershoot is a risk held by the bidders.
2.5. Further data on the bidders’ base case positions can be found in the full Business Case documentation.
2.6. The Partner Councils are both currently members of the Scottish Procurement National Framework Contract covering the purchase of electricity, with the totality of their demand needs met by this contract. While the Scottish Procurement contract offers the Partner Councils the advantage of combining their purchasing power with the other 30 local authorities in Scotland, there is no requirement to remain in this contract should a more attractive proposition arise.
2.7. The City of Edinburgh Council currently maintains a budget of £10.8m per annum for the purchase of electricity, and consumes approximately 86,000 MWh per annum. Midlothian Council currently purchases 14,400 MWh per annum.
Wholesale vs Retail Electricity Prices
2.8. This report makes various references to the Wholesale price and Retail price paid for electricity. The Wholesale price is the amount which is received by the generator (in this case, the successful bidder) for each MWh of electricity produced. The Retail price is the Wholesale price, plus an array of pass through charges and levies which are incurred through the usage of the national and local distribution networks, and certain government mandated levies such as the Climate Change Levy. The Retail Price is the price paid by the Councils.
The City of Edinburgh Council – 30 May 2013 Page 7 of 18 2.9. The offer to bidders to purchase electricity will be couched in terms of the Wholesale price. For the purposes of this decision, the various pass-through costs have been disregarded, as they are incurred by the Partner Councils regardless of the source of the electricity purchased.
2.10. There may be further opportunities arising from the avoidance of certain pass- through costs, for instance the element associated with the use of the National Grid would not be incurred should the Councils agree to purchase power, as only the local distribution grid would be required to transmit energy within the relevant geographical area. The upside gained from this cannot however be quantified until a later point in the procurement process, when a licensed supplier would be procured to distribute the electricity generated by the treatment of waste to the various facilities in the Councils’ property portfolios.
2.11. One certainty is that these pass-through costs will not increase as a result of deciding to purchase from the EfW, leaving the worst case outcome in respect of these costs a zero gain. For these reasons the business case presented in this respect has focussed on the Wholesale price paid by the Partner Councils.
The Case for Offering to Purchase Electricity
2.12. The Partner Councils are presented with a number of opportunities which arise should they consent to purchase the electricity generated by the treatment of their residual waste. These opportunities are presented below.
2.13. Several risks also arise should the decision to purchase electricity be taken. These risks are considered in the next section.
Benefits to the Zero Waste Procurement
2.14. Bidders in the Zero Waste Procurement are reliant on two primary sources of income to repay their construction costs and generate their target Internal Rate of Return (IRR); the Annual Unitary Charge which the Partner Councils pay for the treatment of Residual Waste, and the income from sale of electricity. Bidders will formulate financial models for their submissions, which will in turn incorporate their guaranteed revenue from electricity based on a Wholesale price. The greater the income from electricity modelled, all things being equal, the lower the target income from Annual Unitary Charge and the cheaper the gate fee for waste treatment.
2.15. By offering to purchase electricity, the Partner Councils would present to the bidders a reliable public sector off-take contract with strong creditworthiness and a predictable and stable demand for electricity. This in and of itself is an attractive proposition to bidders, but the Partner Councils can also offer to purchase electricity at a rate which may enhance the value for money of the
The City of Edinburgh Council – 30 May 2013 Page 8 of 18 bidders base case financial models while leaving the Councils relatively unexposed to additional risk.
2.16. More detail on this is presented in the Business Case presented to members via the data room.
Benefits to the Partner Councils’ Energy Budgets
2.17. The City of Edinburgh Council currently budgets for expenditure on electricity in the order of £10.8m per annum, consuming approximately 86,000 MWh each year. This includes estate requirement, street-lighting, and electricity purchased on behalf of the PPP schools portfolio but does not include the estimated 10,000 MWh required for the Tram line.
2.18. In offering to purchase electricity from the Zero Waste bidders, the Partner Councils have the opportunity to set the terms of such an offer, including the starting price, the degree to which that price inflates over time, the volume of electricity to be purchased and the duration of the Power Purchase Agreement on offer. In discussions with the Head of Finance and the bidders these variables have been calibrated to ensure that the Council is not exposed to excessive risk, while still being able to offer an attractive deal to the bidders.
2.19. The optimum position is thought to be one where the Partner Councils offer to purchase all electricity generated through the treatment of residual waste up to a cap of 90,000 MWh per annum, at a fixed rate (i.e. with no inflation or indexation) for a duration of 10 years, beginning on the Service Commencement Date of the Energy from Waste plant, currently projected at the 1st of October 2017.
2.20. The price per megawatt hour (MWh) to be offered to the bidders is contained within the confidential business case presented in the data room. This price has been selected through the application of the following criteria:
o At least 10% less than the latest, most advanced Scottish Procurement advance purchase rate (currently winter 2016); o Calibrated as to pass maximum value to the bidders participating in the Zero Waste Procurement while ensuring maximum savings to Council energy budgets, (acknowledging that a higher price for electricity should lead to a lower gate fee but balancing that against implications for the Councils’ energy budgets).; o Selected with reference to recent UK Government procurements of electricity of a similar nature, and; o Selected to mitigate the risk of the market price for electricity falling below the offer price over the duration of the PPA.
The City of Edinburgh Council – 30 May 2013 Page 9 of 18 2.21. Further detail on the application of these criteria can be found within the Business Case, along with the final price to be offered to bidders which results from the application of these criteria.
2.22. Should the Council be satisfied in offering this to the bidders and should the bidders accept this deal, the Council would then lock in the rate discussed at 2.20 above into the Power Purchase Agreement for ten years from Service Commencement of the Residual Waste Treatment Facility, currently projected as the 1st of October 2017. This would effectively insulate the Council from any increase in electricity prices throughout that period, while being set low enough to effectively mitigate any risk of market prices dropping below the price per MWh being paid through the PPA . The risk is further mitigated by the ten year period of the PPA, giving the Council greater security that new generation technologies will not be developed in that timeframe which may reduce prices, and limiting the Council’s exposure should that unlikely eventuality arise.
2.23. It is worth stressing that the offer to bidders is not intended to be mandatory, as that may prejudice the bids of those bidders who have already identified off-take contracts which offer value for money to the Partner Councils. Therefore, even should the Council choose to make this offer to the bidders, there is no guarantee that the successful contractor will take advantage of this approach.
2.24. In applying the criteria discussed in 2.20 above, the Business Case has drawn upon external projections of the retail price of electricity provided by numerous bodies, including The Office of Gas and Electricity Markets (OfGEM), the Department for Energy & Climate Change (DECC) and Poyry, a private sector consulting firm leading in analysis of future energy markets. These independent organisations universally project an increase (of varying magnitudes) in the retail price of electricity, as shown in the chart below.
The City of Edinburgh Council – 30 May 2013 Page 10 of 18 Combined Wholesale Price Projection plus Scottish Procurement Price Curve 120.00
100.00
80.00
60.00
Retail Price per MWh 40.00
20.00
- 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Year Ending 31 Mar
Procurement Scotland Price Curve 2009 OFGEM price projections 2012 DECC retail price projections - MID Poyry
2.25. The above chart also shows the price curve achieved by Scottish Procurement based on both historic average and advance purchase prices.
2.26. As discussed in paragraph 2.8 there are a variety of additional pass-through costs which are incurred above the wholesale electricity prices shown in the above chart. It is understood that by opting to purchase electricity in this manner, several of those charges would be mitigated or removed entirely, leading to further, at this time unquantifiable savings, on energy procurement.
2.27. As discussed below at paragraph 2.50 an arrangement with a third party supplier will need to be entered into in order to realise this direct purchase of electricity. That supplier, anticipated as being the Scottish Procurement framework supplier, would cover their costs by entering into an agreement to share the benefits arising from avoidance of these pass-through costs.
Security of Supply
2.28. The future of energy supply in the United Kingdom is currently unclear, with the decommissioning of coal fired power stations proceeding at pace and with little additional supply being created by the construction of new power stations. This increases the UK’s reliance on a relatively stressed infrastructure, a situation which could lead to a mismatch between supply and demand and which could, if taken to extremes, lead to restrictions in supply at certain times.
The City of Edinburgh Council – 30 May 2013 Page 11 of 18 2.29. By purchasing electricity directly from the successful Zero Waste bidder, the Partner Councils would effectively be able to insulate themselves from this risk, as the power generated from the treatment of their residual waste would be available exclusively to the Partner Councils. The stable and regular output from an energy from waste facility (which operates more or less round the clock, barring maintenance and outages) would mean that the Partner Councils would have exclusive and guaranteed access to a supply of electricity throughout the duration of the PPA.
2.30. Any successful Zero Waste bidder taking up this option would be incentivised to ensure a stable supply as they would receive no revenues from either waste treatment or electricity sales in the event of the plant being non-operational.
2.31. The current purchasing framework tendered by Scottish Procurement has been revised to allow the Scottish Procurement Licensed Supplier to act as the licensed supplier for the Partner Councils in this matter. This will allow the Partner Councils to remain within the National Framework and continue to draw from it should the need arise (for instance, when the Energy from Waste plant is undergoing planned maintenance).
Additional Opportunities
2.32. The initial supply from the EfW would meet approximately 81% of the current combined Partner Council electricity usage (including the anticipated 10,000 MWh required by Tram). Taking into account theCouncils 20% energy reduction targets to 2020 (applied to all non-tram related demand), the EfW will be able to meet around 99% of the combined demand in 2019/20, as shown in the table below:
2012/13 2019/20 Usage Projection (MWh) (MWh) CEC Estate Annual Demand 56,210 44,968 CEC Streetlighting Annual Demand 30,171 24,137 CEC Tram Line Annual Demand 9,879 9,879 MC Estate Annual Demand 8,001 6,401 MC Streetlighting Annual Demand 6,406 5,125 Total Partner Council Demand 110,667 90,510
Maximum Power From EfW 90,000 90,000
The City of Edinburgh Council – 30 May 2013 Page 12 of 18 % Supplied by EfW 81% 99%
2.33. Future energy efficiency developments may reduce this demand even further. Should that happen, the Partner Councils could divert excess supply toward future energy schemes such as a green vehicle fleet, and other uses such as the targeted combating of fuel poverty may be viable. In a worst case scenario excess power can be sold back to the grid, though there is a risk associated with this option, as explained below.
Risk Considerations
2.34. The high level risks around the purchase of electricity from the EfW plant include:
Volume Risk
2.35. The volume of energy that bidders estimate the EfW will generate is projected to meet 81% of the current combined (12/13) Partner Council demand, which is currently in the order of 111 GWh per annum. This includes the estimated requirements arising from the operation of the tram line. As shown in 2.32 above, future energy efficiency targets of 20% will reduce the total combined demand to 90.5 GWh per annum, of which the output from the EfW would be able to meet 99% of demand.
2.36. There is no risk arising from a shortfall in output by the EfW, as the Partner Councils will, at all times, still have access to the Scottish Procurement framework to top up supply to meet demand.
2.37. There does exist the risk that future energy efficiency measures will reduce the demand further throughout the 10 years of the proposed agreement, leaving the Partner Councils with an over-supply of electricity.
2.38. Where excess electricity is purchased above the needs of the Councils there are two main options. Either the Councils sell the electricity on themselves, or it is sold back to the supplier who would be contractually bound to dispose of it (a practice known as sleeving). The details of how this would work would be subject to the outcome of procurement of a licensed supplier but it is likely that such a supplier would either bid back at a fixed price, being a price set at a percentage below the market rate (a tracker), or some form of sharing mechanism would be established. There would therefore exist a risk that, should the market rate (see 2.40 below) for electricity drop sufficiently low in the period of the contract, the price passed to the Councils by the licensed supplier would be less than that which the Councils originally purchased electricity for, leading to a loss on the sale of electricity.
The City of Edinburgh Council – 30 May 2013 Page 13 of 18 2.39. Sleeving back of electricity is, however, felt to be a last resort for this risk, as the Partner Councils may wish to redeploy the excess supply in support of new policy initiatives such as a move to an electric vehicle fleet.
Market Risk
2.40. The proposal detailed herein calls for the Partner Councils to offer to purchase electricity at a flat rate, avoiding all indexation or escalation throughout the duration of the PPA. However, there does exist a risk that the market price which Scottish Procurement achieves throughout this period may drop to below the price secured under this proposal, leaving the Partner Councils paying more for their electricity than the other local authorities in Scotland.
2.41. The likelihood of this risk arising is thought to be minimal, as the mandate to bidders represents a strike price which is a 10% saving on the latest projected market rate for electricity in winter 2016 and which would only be matched on the open market following some unforeseen development such as new generation technology.
2.42. Even were such a technology to arise throughout the duration of the PPA, the capital costs required to install infrastructure and bring it to market would manifest as an upward force on prices. Current OFGEM, DECC and Pöyry projections of electricity prices over the next 20 years (see paragraph 2.24 above) do not show any recognition by the energy industry of such technologies arising in the timescale under consideration and price increases are projected from current levels.
Pathfinder Risk
2.43. The purchasing of electricity in this manner represents an innovative approach in the Scottish market, and there are few precedents in the UK as a whole. Extensive advice has been sought from external legal and financial advisers and Scottish Procurement as to the nature of the contractual arrangement required to bring this to fruition, however, as with any innovative approach there remains a degree of unquantifiable risk that by acting as a pathfinder in this area the Council will be exposed in some manner.
2.44. The UK government has, however, recently announced a deal with Air Products to purchase output from their Energy from Waste facility for 20 years, at a flat rate. This provides some comfort that the market is adapting to embrace this form of power purchase arrangement. The rate adopted by the UK Government has formed a key comparator in the setting of the price offered to bidders for this contract.
Supply Risk
The City of Edinburgh Council – 30 May 2013 Page 14 of 18 2.45. Although the operation and generation of electricity at an EfW plant is constant, unlike solar or wind power, there may be periods of downtime. However where an arrangement is in place with a licensed supplier, the supplier can balance a pool of electricity across their supply to cope with any down time. While there is an element of risk, this risk is firmly with the supplier and is catered for in the price of the PPA.
Procurement Risk
2.46. The Zero Waste Residual Waste Procurement represents a significant undertaking by both the public and private sectors, and is therefore of considerable importance to the bidders involved. Advice has been taken from the Project’s Legal Advisers which reiterates the need to avoid any issue which may lead to a perceived unfairness in the procurement process, specifically relating to the selection of tenderers to take through to the next stage of competitive dialogue. The offer to purchase electricity from the successful contractor therefore requires the firm commitment of both Partner Councils as withdrawal of the offer after selection of detailed tenders could potentially create such a risk.
Reputation Risk
2.47. At present, the electricity the Councils purchase is designated as having been derived from 100% renewable sources, although it should be emphasised that there is no separate physical network for renewable energy. While EfW with combined heat and power (CHP) attracts Government support in the form of Renewable Obligation Certificates (ROCs), the level of this support reflects the fact that only around 50% of the waste used to produce the energy is from renewable sources.
2.48. This electricity will be produced irrespective of whether the Councils purchase it or not, but if they do, the Councils would still be able to confirm that they were using renewable electricity, albeit that not all the refuse derived fuel would be from renewable sources.
Policy Considerations
2.49. For the duration of the contract, the purchase of electricity produced from residual waste could contribute significantly to the aims of City of Edinburgh Council’s Sustainable Energy Action Plan (SEAP) which is currently being developed. It would give Edinburgh total security of supply of electricity from a non-fossil fuel source for a decade at least as well as having the potential to assist in tackling fuel poverty.
Legal Considerations
The City of Edinburgh Council – 30 May 2013 Page 15 of 18 2.50. The original contract notice and Invitation to Participate in Dialogue allowed for dialogue on the purchase of electricity from the contractor.
2.51. It is appropriate that the Councils, when considering the purchase of electricity, do not differentiate between any potential proposals regarding on-site or off-site facilities in relation to offering to purchase electricity. The location of the facility producing electricity from the Councils’ residual waste should make no difference to the Councils unlike heat which requires to be used locally. This will ensure a level playing field for bidders.
2.52. The Councils can purchase power themselves or through Scottish Procurement without having to set up a separate entity (i.e. an energy services company ESCO). However, it may be beneficial for the Councils, at a later date, to set up an ESCO if and when the Councils decide to trade excess electricity to the market or other local authorities.
2.53. The Councils will need to have an export “Power Purchase Agreement” (PPA) with a licensed energy supplier (“Licensed Supplier Partner”) to enable the electricity generated to be supplied to the Councils’ estate via the suppliers network (wires).
2.54. The cost of the PPA and associated procurement costs would, it is anticipated, be offset by the unquantifiable savings arising from the avoidance of certain pass-through costs discussed in paragraph 2.10.
2.55. The preferred option is for Scottish Procurement to procure the supplier through the National framework and discussions to that end are ongoing.
Financial Implications
2.56. The financial consequences of this decision influence the ongoing price for both procurement of electricity and treatment of waste.
2.57. By opting to offer to purchase electricity, the Partner Councils would be able to offer to bidders in the Zero Waste Procurement greater certainty over the rate at which they would be able to sell electricity throughout the early years of the contract. This would be reflected in higher base case revenue in their financial models, leading to lower gate fees and enhanced competitive tension.
2.58. Further, this decision clearly has strong implications for the wholesale purchase price of electricity which the Councils would see during the 10 years of the PPA under discussion. This price has been calibrated using the criteria discussed at 2.20, and can be found within the confidential Business Case presented to members via a data room. The final price represents at least a 10% saving on the latest available wholesale price which the Partner Councils would be exposed to in 2016 (the furthest advance-purchase rate which Scottish
The City of Edinburgh Council – 30 May 2013 Page 16 of 18 Procurement has bought). Further opportunities for greater savings exist through negotiation with the Scottish Procurement framework supplier regarding the various pass-through costs which the Councils would be able to avoid.
Project Procurement Strategy
2.59. Investigation of the potential for the Partner Councils to offer to purchase electricity was always part of the procurement strategy. Should the Partner Councils agree to offer to purchase electricity from Bidders, this will be included in the procurement documentation and bidders would be free to accept or reject the offer as part of their tender submission.
2.60. The proposed approach would be as follows:
• The Partner Councils agree to offer to purchase electricity produced by the contractor up to maximum of 90,000 MWh per annum at the nominated price for 10 years from service commencement. The offer would be open to all Bidders irrespective of whether they intend to use Millerhill or whether they intend to retain the asset on expiry of the residual waste treatment contract.
• The offer and contractual terms would be worded so as to allow the Partner Councils to devolve this purchasing arrangement to an agent such as an ESCo, should one be established in the future.
Evaluation Criteria
2.61. The existing evaluation criteria would be applied to the evaluation of tenders, with adjustments to be applied to reflect the take-up of this proposal should the Partner Councils agree to offer it.
External Consultation
2.62. The proposals in this report have been produced following careful consideration of external advice from Scottish Procurement and the project's legal and financial advisers and after consultation with Scottish Future’s Trust. This satisfies a recommendation of the recent assurance review undertaken by the Council's Corporate Programmes Office, that the power purchase agreement proposal should be externally reviewed. While this sort of development is relatively new, the consensus amongst those external parties is that there is no financial, legal or commercial barrier to proceeding.
Conclusions
2.63. Purchasing the electricity produced by the EfW plant would give the Councils price certainty for the life of the power purchase agreement (10 years). The power purchase arrangement gives income certainty to the EfW operator of the
The City of Edinburgh Council – 30 May 2013 Page 17 of 18 contract. Bidders will be expected to bid a gate fee that reflects income certainty and the potential sale of renewable benefits associated with producing energy from waste.
2.64. While only part of the electricity generated from the Council’s residual waste will be classed as renewable or ‘green’, it will be produced whether the Councils purchase it or not and purchasing the electricity would create a direct link between the Zero Waste Project (the Councils) and the tangible rewards of energy production.
2.65. The Councils would have a secure supply of electricity for 10 years, part of which is from renewable sources and which could be used to assist in tackling fuel poverty. This would accord with the aims of City of Edinburgh’s Sustainable Energy Action Plan
3. Recommendations
3.1 It is recommended that, subject to a similar agreement by Midlothian Council, the Council agrees to offer to join with Midlothian Council to purchase electricity produced by the contractor up to maximum of 90,000 MWh per annum at the nominated price for a period of 10 years from the commencement of services (currently projected as the 1st of October 2017).
Mark Turley Director of Services for Communities
Links
Coalition pledges P49 Continue to increase recycling levels across the city and reducing the proportion of waste going to landfill P50 Meet greenhouse gas targets including the national target of 42 % by 2020 Council outcomes C07 Edinburgh draws new investment in development and regeneration C08 Edinburgh’s economy creates and sustains job opportunities Single Outcome S01 Edinburgh's Economy Delivers increased investment, jobs Agreement and opportunities for all
Appendices
The City of Edinburgh Council – 30 May 2013 Page 18 of 18