Appendix A Midlothian SOA-1 · 2014-03-07 · Midlothian Single Outcome Agreement 2008-09 The SOA...

MidlothianSingle Outcome

Agreement

Midlothian Single Outcome Agreement 2008-09

Contents 1. Purpose of the Agreement ..................................................................................... 2 2. The SOA: ............................................................................................................... 2 3. Scope of the Agreement ......................................................................................... 2 4. Governance ............................................................................................................ 2 5. Referencing ............................................................................................................ 2 6. Ongoing Development of the SOA ......................................................................... 2 7. Local Context ......................................................................................................... 3

7.1 Demographics................................................................................................... 4 7.2 Economy ........................................................................................................... 4 7.3 Benefit Claimants .............................................................................................. 5 7.4 Education and Lifelong Learning ...................................................................... 5 7.5 Health ............................................................................................................... 6 7.6 Social Exclusion ................................................................................................ 6

8. Planning and Performance Management ............................................................... 6 9. Public Reporting ..................................................................................................... 9 10. Fairer Scotland Fund ............................................................................................ 9 11. Other Information ................................................................................................. 9 12. National Outcomes: ............................................................................................ 11 National Outcome 1:................................................................................................. 11 National Outcome 2:................................................................................................. 14 National Outcome 3:................................................................................................. 16 National Outcome 4:................................................................................................. 19 National Outcome 5:................................................................................................. 21 National Outcome 6:................................................................................................. 25 National Outcome 7:................................................................................................. 28 National Outcome 8:................................................................................................. 31 National Outcome 9:................................................................................................. 32 National Outcome 10: ............................................................................................... 35 National Outcome 11: ............................................................................................... 37 National Outcome 12: ............................................................................................... 39 National Outcome 13: ............................................................................................... 40 National Outcome 14: ............................................................................................... 41 National Outcome 15: ............................................................................................... 43


1. Purpose of the Agreement The purpose of the SOA is to set out and deliver better outcomes for the people of the local area and Scotland, through specific commitments made by the Council, Scottish Government and the Community Planning Partners.

2. The SOA:

• Expresses the joint commitment and mutual accountability of the Council, Scottish Government and the Community Planning Partners to the delivery of the agreed outcomes.

• Sets the Single Outcome Agreement in the context of the new relationship between Scottish Government and local government.

• Sets out key points from the Concordat, including the national outcome approach, greater local freedom, reduced ring fencing, less monitoring and reporting, better partnership working.

3. Scope of the Agreement The agreement covers all local authority services, including those delivered by or with NDPBs (non departmental public bodies), agencies, businesses, the Third Sector and other partners. The SOA covers the Council’s, Community Planning Partners’ and Scottish Government’s duties in relation to Community Planning, Best Value, equalities and sustainable development. The SOA explains how the SOA builds on stakeholder consultations and community involvement for the Community Plan and key plans of the Community Planning Partners.

4. Governance The SOA will be subject to scrutiny under the Council and Community Planning planning and performance management frameworks. Council scrutiny includes analysis of performance information by the Chief Executive, Corporate Management Team, Special Performance Review Committee and Special Cabinet. Community Planning performance is monitored by the Steering Committee, Performance Review Committee and Cabinet. It is our understanding that a national performance management framework is being developed by Scottish Government and we are awaiting details of this.

5. Referencing The SOA has been developed using high level key indicators from the Corporate Strategy and Community Plan. Reference to corporate/ Community Plan items have been highlighted using the following coding:

C-1a(1) indicates action 1 from Corporate Priority 1a

CPP1.01.1 indicates an item from theme 1 of the Community Plan, priority 1, indicator 1

Several of the indicators in the SOA are relevant to a number of outcomes. To avoid duplication, indicators have only been placed within the outcome for which they are most relevant. (FSF) Indicates an item contributes to the Fairer Scotland Fund

6. Ongoing Development of the SOA This SOA has been developed using the Councils Corporate Strategy for 2008-11 and the Midlothian Community Plan. The SOA for future years will involve full engagement of the Community Planning Partnership.


The SOA will be refreshed annually via the Councils planning and performance management framework and the community engagement strategy and action plan.

7. Local Context Midlothian is a small local authority area adjoining Edinburgh’s southern boundary, and framed by the Pentland Hills in the west and the Moorfoot Hills of the Scottish Borders in the south. Most of Midlothian’s population, of just under 80,000, resides in or around the main towns of Penicuik, Bonnyrigg, Loanhead, Dalkeith, Newtongrange and Gorebridge. The southern half of the authority is predominantly rural, with a small population spread between a number of villages and farm settlements.

Figure 1: Map of Midlothian

Midlothian’s traditional industries were coal mining, and to a lesser extent paper and textile milling and farming. The coal industry declined in the 1980s, and Monktonhall Colliery, the area’s last deep mine, closed in 2000. At the time of the 2001 Census, just over one hundred people in Midlothian were employed in open-cast mining and quarrying operations. Edinburgh and the Lothians now has one of the fastest growing economies in the UK, and both economic and population growth are predicted to continue. Much of Midlothian has benefited from this buoyancy and has escaped the persistent high levels of unemployment and poverty that continue to trouble many other former coalfield areas. The area is gaining a reputation as a hub for the biotechnology and life-sciences industries. Despite economic growth, parts of Midlothian still experience relatively high levels of economic deprivation and associated social and health issues. Deprivation is most


prevalent in the communities of Gorebridge, Mayfield and Easthouses, and Woodburn, which encompass the area that qualifies for Regeneration Outcome Agreement (ROA) investment. There are also smaller pockets of deprivation within many of Midlothian’s communities.

7.1 Demographics

Midlothian had an estimated population of 79,190 as of June 2005. Taking into account planned new housing developments, Midlothian’s Community Planning Partnership estimates the area’s population will increase to 89,750 by 2020. This contradicts recent estimates produced by the General Registers of Scotland predicting a population decrease of 1,256 people by 2020. The 60+ age groups are growing in comparison with the rest of the population. Midlothian will soon have more pensioners than children. This is likely to have major implications for public services and for the local labour market. At the time of the 2001 census, 0.9% of Midlothian’s population belonged to a Black or minority Ethnic Community compared with 2% of the Scottish population overall.

7.2 Economy

Roughly 61.5% of Midlothian’s population is of working age. Of the working-age population, about 84.4% are economically active. This compares favourably with the Scotland-wide average of 79.3%. Midlothian residents made roughly £10 per week less than the Scottish average wage in 2006. Evidence shows that the gap in earnings between Midlothian and Scotland is closing. Figure 2: Median gross weekly earnings

Source: ASHE – www.statistics.gov.uk

Public services, including local government, education and the health service, comprise Midlothian’s largest employment sector. Midlothian Council is the largest Midlothian-based employer. Unemployment, based on Jobseekers’ Allowance claim rates, was 2.0% as of March 2006. This is lower than the Scottish average of 2.7% but hides local areas of significantly higher unemployment in Dalkeith/Woodburn of 3.1% and Easthouses/Mayfield North of 3.6%. One third of JSA claimants were between the ages of 18 and 24. The wards of Dalkeith/Woodburn, Dalkeith/Eskbank and Easthouses/Mayfield North had higher JSA claim rates than the Scottish average. A high proportion of residents (54%) commute out with the area to find employment Tourism is a sector which has been experiencing significant growth in Midlothian and this is projected to continue. Unique attractions, such as Rosslyn Chapel, the Scottish Mining Museum, the Edinburgh Butterfly & Insect World and the Midlothian Snowsports Centre


(recently upgraded to a four star visitor rating from VisitScotland), all provide opportunities for visitors and local people which cannot be found in Edinburgh. The long awaited A68 bypass (estimated completion date Summer 2008) will support initiatives to regenerate and enhance the Dalkeith town centre. A fundamental part of achieving a genuine modal shift in Midlothian will be the completion of the Waverley Rail Line, which will run through Midlothian to the Borders, this will enhance the potential of areas between Shawfair and Gorebridge to attract inward investment. The Council has undertaken major schemes within its area, such as the A701 bus corridor and the provision of park and ride schemes at Sheriffhall and Straiton, to encourage use of public transport instead of private car use

7.3 Benefit Claimants

Midlothian overall has slightly lower rates of dependence on most means-tested benefits than the Scottish average. The Regeneration Outcome Agreement wards, however, tend to show higher than average rates of benefit dependency. As of February 2006, 5.46% of Midlothian’s working-age population claimed income support, compared to a Scotland-wide average of 7.34%. This is down slightly on 2004. In 2006 8.20% of the Midlothian population claimed Incapacity Benefit, compared with the Scotland-wide average of 9.64%. 6.27% of Midlothian’s population claimed Disability Living Allowance in 2006, which is higher than the Scottish average of 6.14%. The Midlothian claim rate for the State Pension was 89.51% of the 60+ population, which is roughly equivalent to the overall Scottish rate. The Midlothian claim rate for Pension Credit was 21.96% of the 60+ population, which was lower than the Scottish rate of 26.46%.

7.4 Education and Lifelong Learning

A smaller percentage of Midlothian’s population (23.3%) have an educational attainment equivalent to NVQ4 than the overall Scottish average (30.6%).

Figure 3: Attainment at Midlothian Secondary Schools 2005/06

Attainment by the end

of S4

Attainment by the

end of S5

Attainment by the

end of S6

School

roll

2005/06

Five or more awards at

Standard Grade Credit

level (or equivalent) or

better

Five or more

awards at Higher or

better

Five or more

awards at Higher

or better

Midlothian 5,502 30% 7% 14%

Scotland 35% 10% 20%

Source: Scottish Schools Online – www.scottishschoolsonline.gov.uk

At the Midlothian-wide level, fewer high school pupils are achieving Standard Grades or Highers than the Scottish average. There is, however, significant variation in attainment rates between the six Midlothian high schools. In 2006, 26% of Midlothian school leavers entered Higher Education, and 21% entered Further Education. These figures represent increases from 2004 but remain lower than Scotland-wide rates of 31% and 21% in 2006. One third (33%) of Midlothian school leavers went directly into employment, compared with a Scotland-wide figure of 27%. 11% of Midlothian high school pupils were eligible for free school meals in 2005/06, compared with a Scotland-wide rate of 14.6%.


7.5 Health

Variations in Midlothian’s health profile largely parallel variations in socio-economic status and levels of educational attainment. Poor health, which may be connected with social exclusion or deprivation can be seen particularly in the Regeneration Outcome Agreement areas of Mayfield and Easthouses, Woodburn, and Gorebridge, though it is also evident in parts of the other communities. At the time of the 2001 Census, 14.56% of Midlothian’s working-age population had a limiting long-term illness, compared with 15.55% of Scotland’s overall population. In 2003/04, Midlothian had higher rates of teenage pregnancy than the Scottish average among 16 to 19 year olds (9.4% of births in 2003 were to teenage mothers, compared to 8.2% nationally). Midlothian shows evidence of higher rates of alcohol and drug use among young people than the Scotland-wide figures. In 2002 59% of Midlothian pupils aged 15 admitted to drinking alcohol at least once in the last week (48% national figure). 2.8 times as many new 20-24 year old people sought treatment for drug abuse in Midlothian than in Scotland more widely in 2003/04 The rate of patients aged 65+ with two or more emergency admissions within Midlothian is higher than the Scottish average and remains the highest local authority within the NHS Lothian area. In 2005, Midlothian’s cancer admission rate was slightly higher than the Scottish average. Rates of hospital admissions for heart disease in 2005 were slightly higher than the Lothians region. To date, the parliamentary constituency of Midlothian has received more money in compensation for mining-related chronic obstructive pulmonary disease and Vibration White Finger than any other constituency in Scotland except one (Carrick, Cumnock and Doon).

7.6 Social Exclusion

Midlothian overall shows relatively low levels of social exclusion, although the Scottish Index of Multiple Deprivation in 2006 identified significant pockets of deprivation in Dalkeith/Woodburn, Mayfield/Easthouses and Gorebridge. At the time of the 2001 Census, 7.2% of households in Midlothian were lone parents with dependent children. This is slightly higher than the Scottish average of 6.9% The wards of Easthouses/Mayfield North, Dalkeith/Woodburn, and Gorebridge South had the highest rates of social work referrals for people under the age of 17. Numbers of people presenting themselves to Midlothian Council’s Housing Section as homeless have increased in recent years, from 363 in 2000/01 to 694 in 2004/05. This increase can be attributed, in part, to changes in legislation. In a 2004 Citizens’ Panel survey on Health and Policing issues, anti-social behaviour, violent crime, high-visibility policing and responding to 999 calls were listed as top priorities by respondents. In 2005/06 in Midlothian, there were 151 reported cases of violence, 134 reported cases of sexual crimes, 3073 reported cases of crimes involving dishonesty, and 3029 reported cases of fire-raising, malicious and reckless conduct. There were a further 889 other crimes reported including drugs offences, perverting the course of justice, and those relating to offensive weapons. The solvency rate in 2005/06 was 40.7%. In 2005/06, Midlothian had 919 crimes recorded per 10,000 population compared with 820 for Scotland, vandalism was 362 cases per 10,000 population compared to 236 for Scotland, non-sexual crimes of violence recorded were 19 per 10,000 population compared to 27 for Scotland.

8. Planning and Performance Management The local outcomes and indicators specified within this outcome agreement, and any actions required to achieve these will be integrated into the Corporate Strategy or Community Plan.


The Corporate Strategy and Community Plan are based around the following 6 overarching themes:

Theme Related national outcome

Theme 1: Supporting healthy, caring, diverse communities where local needs are met

6 We live longer, healthier lives

7 We have tackled the significant inequalities in Scottish society

8 We have improved the life chances for children, young people and families at risk

11 We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others

13 We take pride in a strong, fair and inclusive national identity

Theme 2: Maximising business opportunities

1 We live in a Scotland that is the most attractive place for doing business in Europe

Theme 3: Maintaining Midlothian as a safe place to live, work and visit

9 We live our lives safe from crime, disorder and danger

Theme 4: Conserving and Improving Midlothian's natural environment

10 We live in well-designed, sustainable places where we are able to access the amenities and services we need

12 We value and enjoy our built and natural environment and protect it and enhance it for future generations

14 We reduce the local and global environmental impact of our consumption and production

Theme 5: Improving opportunities for people in Midlothian

2 We realise our full economic potential with more and better employment opportunities for our people

3 We are better educated, more skilled and more successful, renowned for our research and innovation

4 Our young people are successful learners, confident individuals, effective contributors and responsible citizens

5 Our children have the best start in life and are ready to succeed

Theme 6: Delivering responsive, efficient and effective services to the people of Midlothian.

15 Our public services are high quality, continually improving, efficient and responsive to local people’s needs

The Council’s planning and performance management framework describes the requirements for formal planning and performance management at every level of the organisation


As part of the Council’s performance management framework quarterly performance reports are produced on a divisional and council basis. These reports are reported to the Chief Executive, Corporate Management Team, Special Performance Review Committee (PRC) and Special Cabinet. Following Special Cabinet approval the reports are placed on the council website and information from the reports is used to create a quarterly performance report for staff. Relevant actions and indicators will be included in the Midlothian Community Plan and it is planned that this will be monitored on a 6 monthly basis by PRC, Cabinet and the Community Planning Steering Committee. We are awaiting details from the Scottish Government on the self-assessment and collective assessment arrangements and performance review processes of Scottish Government, the Council and the community planning partners.

Planning and Performance Management Hierarchy

Community Planning Aims and Priorities

Community Planning Performance Report

Council Aims and Priorities

Divisional Priorities

Divisional Performance Report

Unit / Section / Team Priorities

Internal Performance Reports

Individual Priorities

Individual progress

Planning Performance

As plans are put into action, performance is monitored and plans are refined as appropriate

Council Performance Report


All local outcomes outlined in the SOA are from the Midlothian Community Plan and Corporate Strategy and are subject to regular risk monitoring. Each core partner has risk management arrangements in place. The Community Planning Partnership manages risk through its six supporting strategic groups We are awaiting details of the nationally agreed arrangements for attributing and addressing the causes of non-delivery of local outcomes. We are awaiting details from the Scottish Government on the proposed pre-agreed process that will apply for resolving disputes and for securing arbitration between the Scottish Government, the Council and community planning partners.

9. Public Reporting Progress on the SOA will be reported to the Scottish Government. The timescales for reporting have not yet been agreed. The Council and the community planning partners will report progress on the delivery of the outcomes via the Council and Community Planning Planning and Performance Management Frameworks. We are awaiting details on how the Scottish Government will report progress We are awaiting details on the annual review process for the SOA to review progress and changed circumstances.

10. Fairer Scotland Fund The following National Outcomes are recognised as contributing to the Fairer Scotland Fund

2: We realise our full economic potential with more and better employment opportunities for our people.

7: We have tackled the significant inequalities in Scottish society. 11: We have strong, resilient and supportive communities where people take

responsibility for their own actions and how they affect others. We are in the process of developing governance arrangements for the Fairer Scotland Fund.

11. Other Information Information from the community plan has been used to create the Single Outcome Agreement. The Community Plan is based on 6 key objectives: Supporting healthy, caring and diverse communities where local needs are met. The breadth of health improvement requires joint working between Council, NHS and the Voluntary Sector to ensure that the needs of the local population are met. The focus for joint health improvement planning in Midlothian is to ensure both health improvement for the whole population and a reduction in health inequalities by ensuring target action where appropriate. Effective community planning is therefore key in achieving this for Midlothian people and communities. Maximising business opportunities in Midlothian. The Partnership has adopted an Economic Development Framework for Midlothian, with the key aim of creating 10,000 new jobs in Midlothian by 2020 in an integrated and vibrant local economy. Ensuring Midlothian is a safe place to live, work and visit. Everyone has the right to live in safe and secure communities with reduced fear of crime and reduced incidence of crime. Through shared responsibility, the partnership is committed to delivering improvements in key areas such as vandalism and anti-social behaviour.


Conserving and improving Midlothian’s environment. The Partnership’s vision is of a Midlothian that is biologically diverse and which functions within environmental limits, and is an increasingly healthy and attractive environment for all our residents, visitors and businesses. Improving opportunities for people in Midlothian A community that creates opportunities for all through lifelong learning, social, economic and community development is a key aim of the Partnership. The Partnership has as its core value inclusion, and aims to ensure that all individuals have access to learning opportunities, skills and personal development, knowledge and information that they need to play a full part in society. Raising the profile of Midlothian. Further development will be undertaken by the Partnership to promote the identity of Midlothian to local and national audiences, to ensure that Community Planning delivers maximum benefits for those who live and work in Midlothian and for visitors to the area. Commitment to joint working: The production of a single outcome agreement enhances the ongoing commitment to joint working between Midlothian council and the other Community Planning partners. There is now a real opportunity to work closer together to deliver more effective, joined up services that benefit people and communities, with ongoing work to look at reviewing current assets with a view to developing shared services. The single outcome agreement has been written within the context of changing demographics within Midlothian and as such. There is a need for this to be reflected in any future service design or redesign. The role for the Community Planning Partnership will be to ensure that services and developments meet the needs of communities. National Outcome 13: Specific indicators have not been outlined for National Outcome 13. Indicators relating to this outcome are outlined as part of National outcome 11. Work is being undertaken to develop further appropriate indicators and these will be considered as part of development of the 09/10 SOA for Midlothian.


12. National Outcomes:

National Outcome 1:

We live in a Scotland that is the most attractive place for doing business in Europe

Related community plan/corporate strategy theme: 2. Maximising business opportunities

Local Context In October 2007, Midlothian Council and Scottish Enterprise Edinburgh and Lothian launched the Midlothian Economic Development Framework (MEDF). With an

ambitious target of the creation of 10,000 new jobs in Midlothian by 2020 in an integrated and vibrant local economy, the MEDF will have an important role to play in

meeting the Scottish Government’s overall economic growth targets. The Midlothian economy has changed significantly over the last twenty years. Economic

restructuring, supported by investment in significant infrastructure such as new business and science parks has helped to reverse economic decline following the

demise of traditional industrial sectors such as coal mining. However, research undertaken in the preparation of the MEDF highlighted the undernoted key economic

challenges that still face Midlothian :

A high proportion (47%) of Midlothian’s economically active population still commute out with the area to find employment.

Average GDP growth over recent years has been well below the Scottish average.

A requirement to provide quality local employment opportunities to meet Midlothian’s projected future population growth.

Midlothian has numerous assets. These include its location (proximity to Edinburgh and transport networks), its people, the natural environment and its economic and

cultural heritage. Midlothian is well placed to continue to play a key role in the growth of the City Region economy and the Scottish economy as a whole. Midlothian

contains a wealth of built and natural heritage. The Council is active in seeking to maintain and enhance this resource for the benefit of those who live, work and visit

the area. Ensuring a wide range of housing tenure to meet housing needs of all types is a key aim of the Council. Particular to this is a focus on the needs of those

requiring affordable housing and in this respect the Council undertakes its own programme of building and also requires major new housing development schemes to

include a proportion of affordable houses. Ensuring ready accessibility to places of employment, town centres and other essential services is a central aim of the

Council. The availability of a variety of modes of transport is strongly promoted, recent examples being the provision of bus priority lanes and the requirement for new

major developments to have in place green travel plans. A fundamental part of achieving a genuine modal shift in Midlothian will be the completion of the Waverley Rail

Line.

Local Outcome Relevant Indicators Linked action

s

Frequency / Type / Source

Baseline Local Targets &

Timescales

1) We will

continue to

improve

Midlothian’s

growing economy

1. Number of jobs in Midlothian (gross new jobs)

Covalent code: MC.0809.C-2a.4, S.0809.D-05.1

C-2a

Strategi

c -D4

Annual Business Inquiry

Employee Analysis

(2006) - NOMIS

26,970 (2006) Create 10,000 new jobs by

2020

2. Gross Value Added (GVA) per full-time employee

(FTE) – gap between Midlothian and Scotland rate

Covalent code: MC.0809.C-2a.6

C-2a Scottish Annual

Business Statistics

(2007)

£9,513 Midlothian

£12,916 Scotland

Gap £3403 (2005)

Aim to reduce gap

between Midlothian and

Scotland GVA per FTE


3.Outbound commuting patterns from Midlothian

Covalent code: S.0809.D.06

C-1e

Strat-D9

Strat-

D10

Scotland’s Census 2001

- Statistics on Travel to

Work Study (2006) -

General Register Office

for Scotland

22,794 (47%)

(2001)

Reduce net out-commute

2) We will make

Midlothian a more

attractive place for

doing business

1.General economic land allocated, acquired or

developed per annum


C-2a Midlothian Economic

Land Supply

Consolidated Report

112.67 hectares

(Cumulative figure

2007)

5 hectares

by 31 March 2009

2. Economic land allocated , acquired or developed for

the biotechnology/ knowledge based industries sector

in the context of the Development Plan process


C-2a

Strategi

c-D12

Finalised Midlothian

Local plan/ Midlothian

Economic Land Supply

Consolidated Report

26.67 hectares

(2007)

25 hectares

by 31 March 2009

3. New/refurbished business premises facilitated or

developed for the use of a range of small to medium

sized enterprises (SMEs)


C-2a Divisional file records 2,000 square

metres per annum

2,000 square metres by 31

March 2009

4. Start-up/Micro businesses supported annually in

partnership with the Business Gateway (BG)

Covalent code: MC.0809.C-2b.1

C-2b Divisional

records/Business

Gateway returns

248 until 31 March

2008

Future targets to be set

following handover of

management of BG

contract in April 2008 to

Lothian Local Authorities.

Initial target of 200 start-

ups/micro businesses in

partnership with Business

Gateway.

5. Direct assistance to incoming/existing SMEs

Covalent code: S.0809.D

C-2b Divisional records 75 advice and 25

assistance by 31

March 2008

Future targets to be set

following conclusion of

review in June 2008 of

business development

services in Midlothian. (75

advice / 25 assistance)

6. Increase the number of businesses / organisations

located in the Midlothian sector of the Edinburgh

Science Triangle (EST) area – No of inward

investment enquiries

Covalent code: CP.MBO

C-2a EST records/EST 10

point plan

40 inward

investment

enquiries per

annum (2007)

160 inward investment

enquiries by 31 March

2009


Required

Actions/commitme

nt by local partners

for these outcomes

Targets and timescales to be monitored through existing internal Council mechanisms (Corporate and Divisional Plans) and by the Maximising

Business Opportunities Steering Group (Community Planning Partnership)

Development of essential infrastructure and economic sites by Scottish Water

Scottish

Government

required

action/commitment

to support delivery

of local outcome

Development of essential infrastructure and particularly required transportation improvements including the Waverley Railway Line and major

Sheriffhall Roundabout improvements (grade separation).


National Outcome 2:

We realise our full economic potential with more and better employment opportunities for our people.(FSF)

Related community plan/corporate strategy theme: 5. Improving opportunities for people in Midlothian

Local Context In October 2007, Midlothian Council and Scottish Enterprise Edinburgh and Lothian launched the Midlothian Economic Development Framework (MEDF). With an

ambitious target of the creation of 10,000 new jobs in Midlothian by 2020 in an integrated and vibrant local economy, the MEDF will have an important role to play in

maximising the success and sustainability of the Midlothian economy and community. Over the last twenty years the Midlothian economy has changed significantly.

Economic restructuring, supported by investment in significant infrastructure such as new business and science parks has helped to reverse economic decline

following the demise of traditional industrial sectors such as coal mining. Whilst basic indicators show the rate of those receiving job seekers allowance in Midlothian

(2% as at December 2007 - not seasonally adjusted) less than the Scottish average (3.1%) this hides areas of significantly higher unemployment. Research

undertaken in the preparation of the MEDF and the supporting Midlothian Employability Strategy highlighted the undernoted key socio-economic challenges that still

face Midlothian :

Midlothian exhibits a lower average gross weekly income compared to the Scottish average.

Fewer school leavers go on to higher education in Midlothian than in Scotland.

There is insufficient supply of employment and training in Midlothian for school leavers.

Midlothian has numerous assets. These include its people, its location, the natural environment and its economic and cultural heritage. A key goal outlined in the

MEDF will be a commitment to assist the aspirations of our young people to attain qualifications and access high quality local employment. This will, in turn, assist the

continued growth of the City Region economy and the Scottish economy as a whole.

Local Outcome Relevant Indicators Linked actions


Baseline Local Targets & Timescales

1. We will Improve

employment

opportunities for

people in Midlothian

1. Gap between median earnings for

employees working in Midlothian and that of Scotland (Also relates to NO7)

Covalent code: CP.IOM

Corporate 5b Annual Labour

Force Survey

(NOMIS)

2006:

Midlothian £342.70

Scotland £346.90

Reduce gap by 5%

(2008/09)

Reduce gap by

15% (2010/11)

2. Unemployment rate in Midlothian


C-2a

C-2b

Strategic-D6

Labour Force

Survey (NOMIS)

and Divisional

records

1.6% (2007) Maintain relatively

low unemployment

rate

4. JSA claimant count ( as % of working age

population )


Source – Labour

Force Survey (

NOMIS )2007.

Quarterly

Midlothian – 1.6 %

Scotland – 2.2%

2007.

Continue to

outperform the

Scottish JSA

claimant rate.


5. % of working age population on non work

benefits

Covalent code: CPP.IOM

To be added

to Community

Plan

social/

demographic

profile of

Midlothian / MFIN

strategy

document / MEAN

employability

strategy

document

Midlothian

15.72%

Scotland

19.75%

Feb 2006

Decrease by 1% by

Mar 11

Required

Actions/commitment

by local partners for

these outcomes

Development of essential infrastructure and economic sites by Scottish Water

Scottish Government

required

action/commitment to

support delivery of

local outcome

Development of essential infrastructure and particularly required transportation improvements including the Waverley Railway Line and

major Sheriffhall Roundabout improvements (grade separation)


National Outcome 3:

We are better educated, more skilled and more successful, renowned for our research and innovation.

Related community plan/corporate strategy theme : 5. Improving opportunities for people in Midlothian

Local Context The overall qualification level of Midlothian’s working age population compares well with the national position with 81.7% having SVQ1 and above compared to

79.3% for Scotland and only 11.7% having no qualification compared to 13.7% for Scotland. However fewer school leavers go on to higher education in Midlothian

than in Scotland.

Innovation and flexibility in the curriculum and in approaches to teaching and learning will continue to be developed through Associated School Group action

research projects, the results of which will be disseminated through in-service training and the Midlothian Grid for Learning website. Strategies to improve the

skills for life and skills for work of all young people will be researched and implemented in creative ways to meet their needs through Determined to Succeed

(phase 2) opportunities.

The challenge for Midlothian is:

To move from research projects to innovative classroom practice

To further increase the percentage of the working age population who have a qualification

To increase the percentage of school leavers who go on to further education

Local Outcome Relevant Indicators Linked actions Frequency

/ Type / Source

Baseline Local

Targets & Timescales

1. We will support the

growth of a skilled workforce (C-5d)

1. Number of action research projects in place across schools

relating to numeracy, literacy and aspects of health and well-

being.

Covalent code: EC.0809.D

Education &

Communities

Divisional 9

Annual 9 projects

(2007/08)

20 projects

(2008/09)

2. The proportion of school leavers (from Scottish publicly

funded schools) in positive and sustained destinations (FE, HE,

employment or training) – Percentage entering HE/FE/Training NI-7 (FSF)


Education &

Communities

Divisional 11

ScotXed, twice

yearly

06/07:

50%

1% increase

(2008/09)

3% increase

(2010/2011)

3. Vocational qualification levels in the working age population

at SVQ level 1 and above


Education &

Communities

Divisional 12

Annual 2006:

81.7%

1% increase

(2008/09)

3% increase

(2010/2011)

4. Vocational qualification levels in the working age population Education & Annual 2006: 1% increase


at SVQ level 2 and above


Communities

Divisional 12

71%

(2008/09)

3% increase

(2010/2011)

5. Vocational qualification levels in the working age population

at SVQ level 3 and above.


Education &

Communities

Divisional 12

Annual 2006:

47.4%

1% increase

(2008/09)

3% increase

(2010/2011)

6. Skills levels - % working age population with no

qualifications


Education &

Communities

Divisional 12

Annual Labour

Force Survey

(NOMIS)

11.7%

(2006)

10.7%

(2008/09)

8.7%

(2010/11)

7. Level of training and employability services (C-5d(2)) –

number of trainees completing courses


Corporate 5d.2 Quarterly 06/07: 300 300 per year

(Maintain at

07/08 level )

8. Number of trainees obtaining new qualifications/skills

Covalent code: MC.0809.C-5d.3

Corporate 5d.3 Quarterly 06/07: 250 250 per year

9. The number of adults seeking and receiving career and

educational information and guidance – No of interventions


Corporate 5d.1 Quarterly 150

2007/08

Increase to

200 (2008/09)

2. We will improve the

level of achievement/

attainment for adults in

lifelong learning (C-5a)

1.The uptake of adult learning opportunities in the community (CPP5.09.1) – Number of adults participating in ALN

programmes


Divisional 14

CLD Service Plan

(MALANI)

Annual,

National

Statistics

978

2007/08

Increase to

1,000

(2008/09)

2.The provision of accessible, well resourced literacy services,

with evidence of increased uptake: Number of learners

supported by Malani (excl ESOL)


Divisional 14

CLD Service Plan

(ESOL)

Annual

430 at

March 08

50 new

learners by

Mar 09

Required

Actions/commitment by

local partners for these

outcomes

Continued support from the Further education sector, particularly in relation to NEET


Scottish Government

required


support delivery of local

outcome

Providing modern fit for purposes schools is central to the achievement of both The National Outcome and the associated local

outcomes. To address the most critical aspects of Midlothian Councils School Estate management plan will require an immediate

commitment to provide level playing field support ( or equivalent funding) to allow the replacement of Lasswade and Newbattle

Community High Schools.

Reducing Class sizes to 18 in Primary 1-3. We estimate to reduce the maximum size of classes in Primary 1, 2 & 3 to 18 across

Midlothian would require an additional 53 teachers and an additional 36 teaching spaces. This would cost at today’s prices £2 million

per annum for additional teachers and a capital sum of £9 million for school extensions. Midlothian expects a substantial rise in pupil

numbers over the coming years which means that resources provided in the existing budget settlement are inadequate to deliver the

reduced class sizes.


National Outcome 4:

Our young people are successful learners, confident individuals, effective contributors & responsible citizens


Local Context Curriculum for Excellence is being implemented in all Midlothian schools, we want all our children and young people to become successful learners, confident

individuals, effective contributors and responsible citizens. We are committed to providing an educational environment that is relevant and provides pupils with the

skills and resources they need through their primary and secondary school years and allows them to fulfil their potential.

Young people in Midlothian are offered a wide diet of activity that leads to full involvement in decision making, the arts and sport through the Youth Platform, pupils’

councils, young persons’ citizens’ panel. Schools have in place programmes aimed at developing responsible citizens. School based programmes include work on

racism, sectarianism etc. The uptake on formal courses leading to SQA exams in philosophy and RME is highly positive

A higher percentage of people in Midlothian have lower qualifications compared to the rest of Scotland. In 2005, 40% of Midlothian pupils attained five or more

Standard Grades at level 1-2 (or equivalent) compared to the Scottish average of 47%. Similarly, 24% of pupils attained three or more Highers at grade A-C compared

to the national average of 30%. Efforts to address this issue are seeing improvement e.g. in secondary schools, 5-14 attainment across reading, writing and maths

has risen by between 5% and 15% since 2002. Maths attainment has shown the greatest improvement and now stands at 60% (2006) compared to the national

average in 2004 of 59% (later figures no longer available).



Baseline (06/07)

Local Targets & Timescales

1. We will implement a

Curriculum for Excellence

(ACfE) and encourage

creativity and ambition (E&C

Div 10)

1. Number of ACfE projects in schools


Education &

Communities

Divisional 10

Annual 12 projects

(2007/08)

40 projects

(2008/09)

2. Number of establishments participating in

vocational education programmes


7 establishments

(2007/08)

Maintain at 7

(2008/09)

3. Number of pupils participating in vocational or

alternative curricular courses


652 pupils

(2007/08)

1,350 pupils

(2010/11)

2. We will improve the level

of achievement/ attainment

for children in lifelong

learning (C-5a)

1. 5 – 14 attainment

Covalent code: MC.0809.C-5a

Corporate 5a

Education &

Communities

Divisional 9

& 10

Annual,

Scottish Govt

survey of

achievement

Primary Reading 79%

Primary Writing 74%

Primary Maths 83%

Secondary Reading 69%

Secondary Writing 52%

Secondary Maths 64%

1% increase

(2008/09)

3% increase

(2010/2011)


2. % of S4 year groups achieving English and

Maths at level 3 (equivalent standard grade

foundation or better)


Annual

Scottish Govt

96%

Maintain at 96%

3. % of S4 group achieving 5+ awards at SCQF

level 5 (standard grade credit or better) in S5


Annual

Scottish Govt

44%

1% increase

(08/09)

3% increase

(10/11)

4. % of S4 group achieving 3+ awards at SCQF

level 6 (higher) in S6


Annual

Scottish Govt

26% 1% increase

(08/09)

3% increase

(10/11)

3. We will equip learners

with the skills, attitudes and

expectations necessary to

prosper in a changing

society.

1. Number of youth forums


Annual,

Midlothian

0 – 07/08 4 – 08/09

2. NEET Numbers


Education &

Communities

Divisional

Annual,

Midlothian

2007 - 174 Midlothian

NEET school leavers

Reduce NEET

numbers by 5%

4. We will Improve the

quality of learning &

teaching

1.The proportion of schools receiving positive inspection reports.( NI-8.)


Education &

Communities

Divisional 9.1

Annual,

Midlothian

Comparative analysis of

recent comparable quality

indicators – awaiting

guidance from HMIE

Aim to increase:

1 school (08/09)

3 schools

(10/11)

Required

Actions/commitment by local

partners for these outcomes

Scottish Government

required action/commitment

to support delivery of local

outcome

Providing modern fit for purposes schools is central to the achievement of both The National Outcome and the associated local

outcomes. To address the most critical aspects of Midlothian Councils School Estate management plan will require an immediate

commitment to provide level playing field support ( or equivalent funding) to allow the replacement of Lasswade and Newbattle

Community High Schools.

Reducing Class sizes to 18 in Primary 1-3. We estimate to reduce the maximum size of classes in Primary 1, 2 & 3 to 18 across

Midlothian would require an additional 53 teachers and an additional 36 teaching spaces. This would cost at today’s prices £2 million

per annum for additional teachers and a capital sum of £9 million for school extensions. Midlothian expects a substantial rise in pupil

numbers over the coming years which means that resources provided in the existing budget settlement are inadequate to deliver the

reduced class sizes.


National Outcome 5:

Our children have the best start in life and are ready to succeed.


Local Context Midlothian, with a population of just under 80,000, is Scotland's second smallest mainland local authority. Midlothian is set for unprecedented growth, with over

12,000 new houses and 75 hectares of economic development land planned by 2020. Midlothian provides a positive context for young people in their early years. The

Childcare and Early Years Partnership in conjunction with the local authority has maximised nursery provision, Surestart and Wrap Around Care in conjunction with

voluntary and private providers. A full childcare information service is in place and joint training and support is offered to all staff and parents.

We will provide co-ordinated universal services to children, young people and their families including health, housing, education and communities’ services and

working in partnership with private and voluntary sectors. We will support services for children aged 0 to 8 which facilitate their mental and physical health and

wellbeing.

Considerable development work has been established in relation to early intervention literacy and numeracy programmes. These have been in conjunction with

MALANI, Adult Learning, Libraries and Surestart.

Primary schools have seen an increase in 5 to 14 and standardised levels of attainment. This has led to a narrowing of the gap with comparator authorities. The

provision of an extensive physical and arts programme and a diversionary programme in conjunction with the Community Safety partnership is aimed at including all in

an active lifestyle.



Baseline (06/ 07)

Local Targets &

Timescales

1. We will provide

children with greater

access to reading

opportunities and

support for early

learning in literacy and

numeracy.

1.Percentage of children aged 0 to 8 who are library members


Annual 45.2%

(2007/08)

2.5% increase

by 2011

2.Number of children involved in Book start activities


Sure Start

Strategy

Annual 386 (06/07)

1,955 (07/08)

2,110 (08/09)

2,130 (09/10)

2,150 (10/11)

3. % gap on national level for Maths on entry to P1


Corporate 5a Annual 1% below

national level

(August 07)

Increase to 1%

above national

level

(2010/11)

4. % gap on national level for Maths at end of P1


Corporate 5a Annual on national

average

(August 07)

Increase to 2%

above national

level


(2010/11)

5. % gap on national level for reading on entry to P1


Corporate 5a Annual 1% above

national level

(August 07)

Increase to 2%

above national

level

(2010/11)

6. % gap on national level for reading at end of P1


Corporate 5a Annual 3% above

national level

(August 07)

Maintain

(2010/11)

7. Number of children included in PEEP


Sure Start

Strategy

Annual 169 (06/07)

216 (07/08)

250 (2008/09)

265 (2009/10)

280 (2010/11)

3. We will aim to give

children the best start

in life and improve life

chances of children,

young people and

families.

1.Number of annual pre school hours per child


Education 7

Communities

Plan

Annual returns 475 hours –

August 2008

475 hours

(2008/09)

570 hours

(2010/11)

2. Number of childcare places


Childcare &

Early Years

Plan

Childcare &

Early Years

Partnership

annual return

267 places

(2007/08)

10% Increase:

297 (08/09)

317 (09/10)

337 (10/11)

3. Percentage of Early Years and Childcare staff in all sectors who

have qualifications to meet SSSC registration requirements


Childcare &

Early Years

Plan

Childcare &

Early Years

Partnership

annual return

73%

(2007/08)

78% (2008/09)

83% (2009/10)

88% (2010/11)

4. Number of disadvantaged families with young children benefitting

from support/interventions


Sure Start

Strategy

Annual return

from Sure Start

providers

208 (06/07)

228 (07/08)

8% Increase

246 (2008/09)

266 (2009/10)

287 (2010/11)

5. Number of parents of young children receiving Solihull approach

input from all Early Years sector workers


Midlothian

Children &

Young

People’s

Mental

Annual audit To be

established

for 2008 from

Health

10% Increase

per annum 2008

to 2011


Health

Strategy

Statistics

6. % of Children and Families/Integration Teams service users

(children, young people, and families) who feel that their lives have

improved as a result of support

Covalent code: CPP.HCD & SW.D-04.1

SW D-4 Surveys

planned

throughout

08/09

Baseline not

available as

surveys have

not yet

commenced

Target for future

years to be

determined

following

baseline

7. The number of three to five year old children registered with an

NHS dentist by 2010/11

Covalent code: CPP.HCD

NHS Local

Delivery Plan

(HEAT)

MIDAS

(annually)

2007 –

76.5%

Aim to increase:

2008/09 – 78%

2009/10 – 80%

2010/11 – 80%

8. The proportion of newborn children exclusively breastfed at 6-8

weeks


Community

Plan

Scottish

Neighbourhood

Statistics

(annually)

2007 –

28.2%

Aim to increase:

2008/09 – 36%

2009/10 – 39%

2010/11 – 43%

9. % uptake of School Meals (primary and high)

Covalent code: MC.0809.C-1c.7

C-1c

Quarterly

measure

07/08 52%

target

Aim to maintain

at 07/08 levels

(52%)

10. The rate of increase in the proportion of children with a Body

Mass Index out with a healthy range


Community

Plan

Scottish Health

Survey

Baseline for

Midlothian

being

developed

Aim to Reduce:

Target for future

years to be

determined

following

baseline

Required



outcomes

Improve support for adult literacy via MALANI

Implement the national Early Years / Early Intervention Framework due to be published late Autumn 2008.

Provide pre-school education at the level of 475 hours per year in all pre-school settings from August 2008

Scottish Government

required



outcome

Providing modern fit for purposes schools is central to the achievement of both The National Outcome and the associated local outcomes.

To address the most critical aspects of Midlothian Councils School Estate management plan will require an immediate commitment to

provide level playing field support ( or equivalent funding) to allow the replacement of Lasswade and Newbattle Community High Schools.

Reducing Class sizes to 18 in Primary 1-3. We estimate to reduce the maximum size of classes in Primary 1, 2 & 3 to 18 across Midlothian

would require an additional 53 teachers and an additional 36 teaching spaces. This would cost at today’s prices £2 million per annum for


additional teachers and a capital sum of £9 million for school extensions. Midlothian expects a substantial rise in pupil numbers over the

coming years which means that resources provided in the existing budget settlement are inadequate to deliver the reduced class sizes.

Early Years/Early Intervention Framework due in Autumn 2008 from Scottish Government & COSLA which is to be a 10 year framework

providing guidance on early years services for 0 to 8 years.


National Outcome 6:

We live longer, healthier lives

Related community plan/corporate strategy theme: 1. Supporting healthy, caring, diverse communities where local needs are met

Local Context Midlothian's general health profile is roughly equivalent to the Scottish average e.g. the 2001 census shows that 69% of people in Midlothian rated their health as good,

compared to the Scottish average of 68%. There are however areas associated with social exclusion or poverty, such as Easthouses/Mayfield, where the figure drops

to 64% or below. 2.8 times as many new 20-24 year old people sought treatment for drug abuse in Midlothian than in Scotland more widely in 2003/04.

Midlothian has a higher suicide rate than other local authorities within the NHS Lothian area (17.1/100,000). In terms of smoking rates amongst the adult population,

Midlothian is currently estimated to have the same rate as the Scottish average (26%). The rate of patients aged 65+ with two or more emergency admissions within

Midlothian is higher than the Scottish average and remains the highest local authority within the NHS Lothian area.

Midlothian encourages active lifestyles. In 2007, the Council ranked 2nd

out of 32 for the number of attendances at indoor facilities, although the figure has fallen over

the previous 3 years. Similarly attendances at pools has also fallen and this ranked 18th. Work is being undertaken to improve these figures.



Base line (06/07)


1. Increase the proportion of

people needing care or

support who are able to

sustain an independent

quality of life as part of the

community, through effective

joint working

1. Percentage of older people aged 65+ with intensive care

needs receiving services at home.


SW D-2.2 Quarterly 25%

At 31/3/07

30% get care at

home by 2008

2. The number of people waiting more than 6 weeks to be

discharged from hospital into a more appropriate care setting.


CPP1.12.1

actions

Quarterly 7 at Apr 07 Reduce to 0 by

Apr 08

3. The proportion of people aged 65 and over admitted as an

emergency inpatient two or more times in a single year per

100,000 population


CPP1.7.1

actions

ISD (annually)

2005 – 41.0

2007 – 45.4

Aim to reduce:

2009 – 32.8

2010 – 32.8

2011 – 32.8


2. We will improve people’s

mental health

1. % Reduction in suicide rates


CPP1.10.1

actions

GROS

(annually)

02/04 – 18.7

03/05 – 17.1

Achieve 20%

reduction on 2002

baseline by 2011

2. The average score of adults on the Warwick-Edinburgh

Mental Well-being Scale by 2011


Community

Plan

Scottish Health

Survey

Scottish

baseline of

51.05

Aim to increase:

Scottish Govt.

introducing regular

reporting from

2009 onwards

3. The use of anti-depressants


CPP1.5.1 SNS

(annually)

02 – 6.84%

04 – 8.82%

0% increase in

2009 and 10%

decrease - 2010 &

2011

3. We will reduce substance

misuse

1. % Reduction in the number of adults who smoke

(CPP1.2.1)


CPP1.2.1

actions

ScotPHO/SHS

(annually)

03/04 – 28%

05/06 – 26%

Reduce to 22% by

2011 in line with

national indicator

2. Alcohol related admissions by 2011


Community

Plan (and

linked to HEAT

target)

ISD

(annually)

06/07: 512

per 100,000

population

(NB this is a

provisional

figure)

05/06: 485

Aim to Reduce

4. We will improve people’s

health and well-being (C-1c)

1. Number of drug misusers in treatment and care services


cpp1.14.2

actions

Annual

175 at

31/3/08

195 Mar 09

2. Healthy life expectancy in the most deprived areas


Community

Plan

Scottish

Neighbourhood

statistics

Male: 57.3

Female: 59

05/06

Aim to increase

3. Number of deaths from Coronary Heart Disease among

the under 75’s in deprived area


CPP1.1.1

actions

GROS & SIMD

(annually)

03 / 05 –

96.1/100,000

population

Achieve 10%

reduction by 2011

4. Number of young people provided with 1 to 1 support

through MYPAS project

Covalent code: MC.0809.C-3a

Review

referral

process and

continuous

monitoring of

project

Quarterly

26 at 31/3/08

25 by Mar 09


5. We will promote active

lifestyles

1. The number of attendances per 1000 population at pools

Covalent code: SCC1

E&C D-7 Annual

3196 (06/07)

5% increase

2. The number of attendance per 1000 population at other

indoor sports and leisure facilities

Covalent code: SCC2

EC Div Plan

(to be added)

Annual

9355 (06/07) 5% increase

Required

Actions/commitment by local


Commitment to Midlothian Community hospital

The Scottish Government need to promote and support the provision of additional residential facilities for care and treatment of

substance misusers

Scottish Government

required action/commitment

to support delivery of local

outcome


National Outcome 7:

We have tackled the significant inequalities in Scottish society (FSF)

Related community plan/corporate strategy theme: 1. Supporting healthy, caring, diverse communities where local needs are met

Local Context Midlothian Council is working towards a Midlothian where barriers and inequalities are removed to improve the quality of life for all. We see Midlothian as being a place in

which the area’s diversity is promoted and celebrated. We want to live in a Midlothian where everyone, irrespective of race, colour, ethnic origin, sex, age, sexuality,

disability, religious belief or employment status has the same equality of opportunity and treatment. A recent citizens’ panel report (date) shows that 12% of respondents

have experienced discrimination. We believe that equal opportunity means access to jobs, services, information, housing and participation for everyone. Particular to this

is a focus on the needs of those requiring affordable housing and in this respect the Council undertakes its own programme of building and also requires major new

housing development schemes to include a proportion of affordable houses. The Council is committed to making sure that we provide equality of opportunity and eliminate

discrimination in all that we do. We are addressing equalities thorough the Community engagement strategy, Planning equalities forum, Improving opportunities in

Midlothian group, Health care & diverse Midlothian Community Planning.

Local Outcome Relevant Indicators Linked actions Frequency /

Type / Source Baseline (06/07)


1. We will strive to ensure

equality of opportunity as an

employer and service provider

1. Percentage of highest paid 5% of earners

amongst Council employees that are women

Covalent code: SCM3bii

Quarterly

performance

reports (SPI)

38.12% 06/07

42.35% 07/08

52.6% long term

target

08/09 target 45%

2. % of council buildings in which all public

areas are suitable for and accessible to

disabled people

Covalent code: SCM4b

C-5b(2): Develop a

'whole Council' and

multi-agency strategy

to person-centred

services for people

with a disability.

SPI Annual 61.8% 06/07

62% 07/08

80% by 10/11

2. We will promote financial

inclusion in Midlothian

1. Scotland- Midlothian Gap in Level of take up

amongst older people of eligible benefits


To be added to

Community Plan

social/

demographic profile

of Midlothian /

MFIN strategy

document / MEAN

employability

strategy document

Midlothian

21.96%

Scotland

26.48%

May 2006

Close gap by 1%

by Mar 11

3. We will reduce discrimination

in Midlothian

1.% of citizens panel respondents who have

experienced discrimination

Covalent code: CPP.CS

To be added to

Community Plan

Bi Annual citizens

panel

12% Dec 2007 10% by 2010


2.Solvency rate of hate crimes in Midlothian


To be added to

Community Plan

Police

Statistics

69% (07/08

projected: 61%)

2008/09: 70%

2010/11: 72%

4. We will reduce barriers to

employment

1. % of participants engaged in employability

services going on to a positive destination


Quarterly

performance

reports from MTS

and new leaf on

clients numbers

and outputs

500 annually

engaged in

employability

services,

average positive

destinations

50%

Increase positive

destinations by 5%

By Mar 09

5. We will provide access to

quality, affordable housing by

delivering affordable homes for

rent and sale

1. Number of new houses constructed

Covalent code: MC.0809.D

C-1a Annual 28 at 31.3.08 319 by March

2009, remainder

by 2011 (overall

target 816)

2. Average time between presentation and

completion of duty, homeless cases

Covalent code: SPI

(quarterly) 2006/07 – 28

weeks

2007/08 – 33

weeks

2008/09 – 25

weeks

3. % of homeless applicants sustaining a

permanent tenancy after one year

Covalent code: SPI

2007/08 - tbc 2008/09 – tbc (will

seek improvement

on 2007/08)

2. % of new housing developments

implemented/ with planning permission which

include at least 5% affordable housing units


Annual 100% Maintain 100% of

developments 5%

affordable by Mar

09

100%

developments

25% affordable by

Mar 10

3. Percentage of Council owned properties

passing the Scottish Housing Quality Standard

Covalent code: MC.0809.C-1a6

C-1a5 Annual 5406/6000 don’t

currently meet

SHQS standard

= 10% meeting

standard (May

2008)

Increase by 40%

each year

reaching 100% in

2015.


Required Actions/ commitment

by local partners for these

outcomes

Scottish Government required

action/ commitment to support

delivery of local outcome

Fulfilment of the proposals published in “Firm Foundations: The Future of Housing in Scotland”. Midlothian Council support Scottish

Government subsidy for local authorities in support of new build council housing programmes. To ensure the benefits of such

Government investment is maximised, this should be targeted to areas of affordable housing need. Midlothian Council would seek

retrospective application of any such subsidy, to ensure its council tenants are not penalised for the foresight of its local authority in

attempting to deal with the issue of providing good quality affordable homes for its communities.


National Outcome 8:

We have improved the life chances for children, young people and families at risk. Related community plan/corporate strategy theme : 1. Supporting healthy, caring, diverse communities where local needs are met

Local Context Midlothian is set to experience substantial growth population in the coming 10 years and appropriate facilities by way of affordable housing and education provision is

planned to accommodate this. All agencies working in Midlothian are committed to working together in partnership to achieve the Vision for Scotland’s Children as set

out by the Scottish Government. This will include getting it right for every child through the development of integrated frameworks, developing family support and

rebalancing care to include greater use of kinship care and renewing and making fit for purpose the residential establishments within Midlothian. In April 2007 there

were 293 children in Midlothian who were looked after and of these 185 were accommodated with 94 in foster care, 51 in kinship care and 40 in residential care. At

the same date there were 85 children on the Child Protection Register.


Freq / Type / Source

Baseline (06/07)


1. We will promote the safety of vulnerable

children and young people

1. % of children on the Child Protection

Register with a Child protection plan

Covalent code: SW.0809.D-15.1

SW

Divisional

Plan

Monthly 80% at

31/3/07

100% by Mar 09

2. % of Child Protection cases with

allocated social worker


C&F

Service

Plan.

Monthly 60% at

31/3/07

100% by Mar 09

2. We will develop family support to maintain

children and young people within their family

network

1. Number of children in foster/residential

care


Local

Outcome

from

Community

Plan

Annual 125 at

31/3/07

Shift by 5% the balance of care

from Fostering or Residential

Care to Kinship Care target

=120 children in foster/residential

care by Mar 09

3. We will improve educational attainment of

Looked After children

1. % of Looked After children leaving care

with at least 1 SCQF Level 3 qualification


C-5a7. Annual 54% at

31/3/07

55% by Mar 09

Required Actions/commitment by local



action/commitment to support delivery of local

outcome

Address funding gap for children with/affected by disability. This is highlighted in the recent report by Professor

Midwinter


National Outcome 9:

We live our lives safe from crime, disorder & danger Related community plan/corporate strategy theme : 3. Maintaining Midlothian as a safe place to live, work and visit

Local Context In a 2004 Citizens’ Panel survey on Health and Policing issues, anti-social behaviour, violent crime, high-visibility policing and responding to 999 calls were listed

as top priorities by respondents. In 2005/06 in Midlothian, there were 151 reported cases of violence, 134 reported cases of sexual crimes, 3073 reported cases of

crimes involving dishonesty, and 3029 reported cases of fire-raising, malicious and reckless conduct. There were a further 889 other crimes reported including

drugs offences, perverting the course of justice, and those relating to offensive weapons. The solvency rate in 2005/06 was 40.7%.

Significant work is in place to support safer rotes to schools. This has been built into the planning process for all 11 new schools in Midlothian. Work continues to

support green alternatives to home to school transport provided by parents.

National context (2005/06), Midlothian had 919 crimes recorded per 10,000 population compared with 820 for Scotland, vandalism was 362 cases per 10,000

population compared to 236 for Scotland, non-sexual crimes of violence recorded were 19 per 10,000 population compared to 27 for Scotland.

Local Outcome Relevant Indicators Linked actions Frequency

/ Type / Source

Baseline (06/07)


1. We will work with

communities to reduce

anti-social behaviour and

offending and promote

positive social development (C-3b)

1. Percentage of respondents who feel

very unsafe or fairly unsafe in Midlothian

after dark.


Corporate 3b

Community

Safety Annual

Customer

Survey

52%

(2007/08)

Decrease by 2% (2008/09)

Decrease by 6% (2010/11)

2. Percentage of violent crimes (Group

1) cleared up


C-3b &

Community Safety

Plan

Lothian &

Borders Police -

Annual

Solvency 66%

(2007/08)

Aim to maintain:

Solvency 66%

(2008/09)

3. The number of recorded violent

crimes


C-3b &

Community Safety

Plan

Lothian &

Borders Police -

Annual

No Violent

Crimes 134

(2007/08)

Reduced number of violent

crimes

(2008/09)

4. Percentage of all crimes cleared up (Groups 1 to 5)


C-3b &

Community Safety

Plan

Lothian &

Borders Police -

Annual

46% solvency

(2007/08)

Aim to maintain:

Solvency 46%

(2008/09)


5. The number of recorded crimes


C-3b &

Community Safety

Plan

Lothian &

Borders Police -

Annual

No Crimes

5,337

(2007/08)

Reduced number of

recorded crimes

(2008/09)

6. Number of contacts with disengaged

young people.


CPP 3.03.1 actions Annual

CL&D statistics

3,000

(2007/08)

Increase by 5% (2008/09)

2. We will improve safety

on Midlothian’s roads.

1. Number killed or seriously injured on

Midlothian’s Roads


Annual (Source

– Lothian &

Borders police)

1994-1998

average rate:

56.4 per year

2007 rate 40

Aim to reduce by 40% on

1994-1998 average rate:

38 (2008)

36 (2009)

34 (2010)

NB These are based on

calendar years

3. We will help to ensure

young people are safe

1. Percentage of Children and

Families/Integration Team service users

(children and young people) who feel

safe.


CPP 3.07.1 Midlothian

Survey

Baseline to be

determined

following

commenceme

nt of surveys

To be determined following

establishment of baseline

4. We will improve the

effectiveness of work with

persistent offenders:

1. % of reports submitted on time for

Persistent Offenders


Link SW D-07.6. C&F

Service Plan

Qtrly

SCRA

60% 70%

2. Percentage of persistent offenders

provided with packages which tackle

offending behaviour

Covalent code: CPP3.08.1

Corporate -3b(3) SCRA Quarterly Zero

(2007/08)

10

(2008/09)

5. We will reduce the

incidence of accidental

fires in the home and the

number of injuries from fire

1. Number of incidences of domestic

accidental fires


Community Plan 3.6 Fire Service

Annual

66

(2007/08)

Reduce by 2%

(2008/09)

2. Number of injuries from fire


Community Plan 3.6 Fire Service

Annual

13

(2007/08)

Reduce by 6%

(2010/11)

6. We will maintain

effective interventions with

those on statutory orders

1. Percentage of satisfactory completion

of Probation Orders


Social Work Divisional

13.1

Midlothian

Criminal Justice

Team statistics

60%

(2007/08)

70% (2008/09)

80% (2010/11)


from the Criminal Justice

system: 2. Percentage of satisfactory completion

of Community Service Orders


Social Work Divisional

13.2

Midlothian

Criminal Justice

Team statistics

66%

(2007/08)

70% (2008/09)

80% (2010/11)

Required



outcomes

Scottish Government

required



outcome

The Scottish Government needs to promote closer working between The Procurators Fiscal and Councils to help improve attendance

at schools by ensuring that appropriate action is supported by the Procurator Fiscal’s office.

The Scottish government should review the various initiatives relating to youth crime and work towards a better coordinated and

focused strategy for dealing with youth crime and the related issues


National Outcome 10:

We live in well-designed places where we are able to access the amenities and services we need.

Related community plan/corporate strategy theme : 4. Conserving and Improving Midlothian's natural environment

Local Context Promotion of accessibility and environmental quality are key aims of Midlothian Council. To achieve genuine accessibility requires co-ordinated input across a range

of issues. The Midlothian Local Plan and its finalised draft replacement both provide land for new housing, economic development and other uses at sustainable

locations which provide opportunities for ready access to services via a range of transport modes. In approving major new development schemes, the Council

requires “green travel plans” to ensure that there is choice of transport modes. In addition, the Council has undertaken major schemes within its area, such as the

A701 bus corridor and the provision of park and ride schemes at Sheriffhall, to encourage use of public transport instead of private car use. The completion of the park

and ride at Straiton will also assist in meeting this objective. The new A68 Dalkeith bypass will not only improve road accessibility but also reduce traffic impact

through Dalkeith town centre. A key project is the provision of the Waverley rail line, which is intended to service much of the existing and new housing development in

Midlothian. An active programme of road safety improvements and of safe routes to schools directly improves the welfare of those, particularly the more vulnerable

groups, who access services in their localities. Design is also particularly relevant at local community level. The Council prepares detailed development and design

briefs for individual sites and design guides for particular types of development. In conjunction with this, the Council ensures the safety of buildings and their energy

efficiency through operation of its statutory building standards functions. Additionally, the needs of those with disabilities are addressed through the provision of

“barrier-free” housing and accessible routes to local services.



Baseline (06/07)

Local Targets &

Timescales

1. We will support the accessibility of

places and services in Midlothian

1) % of schools in Midlothian with up to date

school travel plans in place.


C-1b

C-1e

Div - 8

5 - Annual

6 - Quarterly

Local Trpt Strat

Building Stands Certs

95%

(2007/08)

100%

(2009/10)

2) % response within 10 working days to

applications for building warrants involving the

provision of facilities for disabled people.


C-1b

C-1e

Div - 8

Midlothian Council

Building Standards

Balanced Scorecard.

35%

(2007/08)

50%

(2008/09)

2. We will promote safe, energy

efficient and attractive new buildings

and development schemes.

1) % of housing sites allocated in local plans

covered by a development/design brief or master

plan

Covalent code: S.0809.D-17.1

C - 4b

Div - 12

Annual Desk Study

Reports to

Cabinet/Committee

90%

(2007/08)

100%

(2008/09)


3. We will maintain the road network 2) Percentage of the road network that should be

considered for maintenance treatment

Covalent code: MC.0809.C-1e.7

C-1e Annual measure 06/07

40.8%

40% or less

(08/09)

Required Actions/commitment by

local partners for these outcomes

Support Transport Scotland/Scottish Borders Council in the delivery of the Waverley Line project

Support from SEStran for preparation and implementation of the Regional and Local Transport Strategies


action/commitment to support


Development of essential infrastructure and particularly required transportation improvements including the Waverley Railway

Line and major Sheriffhall Roundabout improvements (grade separation)

Ensuring that the Strategic Development Planning Authority is adequately resourced.

Scottish Government to meet their own timescales for implementation of the various key provisions of the Planning etc

(Scotland) Act 2006



We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others. (FSF) Related Community Plan/Corporate Strategy theme : 1. Supporting healthy, caring, diverse communities where local needs are met

Local Context 33% of the households in Midlothian are benefit dependent for part of their income and we have therefore developed a Community Engagement Strategy to address

themes 5 and 6 of the Community Plan. The Community Voices Programme is being piloted in Gorebridge and this is being supported through funding from the

ring fenced Fairer Scotland Fund. We need to develop a more confident community who feel able to appropriately influence the decisions being taken which

impact on their lives and community. The Joint Health Improvement Strategic Framework will target health inequalities which should impact on the major issues

identified. We want to increase level of active citizenship in Midlothian through community learning, community regeneration and inclusive communities which will

focus on those not in education, employment or training. We are supporting communities to develop local Community Plans via the community engagement

strategy and community voices programme, and young people’s engagement through CLD youth engagement officer.

Local Outcome Relevant Indicators Linked actions Frequency / Type / Source

Baseline (06/07)


1. We will maximise opportunities for

people to stay in their own home C-

1b:

1. % of assistive technology packages

developed against the target of 150 to

improve care for older people

Covalent code: MC.0809.C-1b.2 (A)

Social Work Divisional Plan D-

10.3

Annual 0 (New

project)

150 packages per

year

2. We will raise the profile of

Midlothian

1. The percentage of people who are proud to

live in Midlothian. Covalent code: CPP6.02.1

CPP6.02.1 & C-

5c(3)

Bi-annual

Citizens

panel

87.3%

2005

2% increase per year

(89% by 2009)

2. % of citizens panel respondents who rate

that they belong to Midlothian very strongly or

fairly strongly

Covalent code: CPP.O

To be added to

Community Plan

Citizens

panel

63.2%

Dec 07

65% by 2009

3. % of people rating quality of life as ‘8 or

more’ out of 10

Covalent code: CPP.O

(CPP6.01.1) Bi-annual

Citizens

panel

40.7%

Dec 07

43% by 2009

4. No of active community development trusts


cpp5.13.2

Annual 3 (Dec 07) 5 by 2011


5. proportion of people who give up part of

their time to volunteer


cpp5.13.1 related

actions

Bi-annual

Citizens

panel

(Quality of

life survey)

37.4%

Dec 07

40% by 2009




action/commitment to support delivery

of local outcome



We value and enjoy our built and natural environment and protect it and enhance it for future generation. Related Community Plan/Corporate Strategy theme : 4. Conserving and Improving Midlothian's natural environment

Local Context Midlothian contains a wealth of built and natural heritage. The Council is active in seeking to maintain and enhance this resource for the benefit of those who live, work

and visit the area. It achieves this in a number of ways. As local planning authority, the Council maintains an up to date local development plan, the Midlothian Local

Plan, which articulates policies to promote and protect the environment of the area as a whole, with specific reference to the landscape, conservation areas, listed

buildings and areas of significant nature conservation value. The Council also uses its statutory planning powers to refuse proposals for inappropriate development, to

require unauthorised development to cease and to require degraded sites to be remediated.



Baseline (06/07)

Local Targets &

Timescales

1.We will take action to minimise

unauthorised development and

degraded land

1.Number of enforcement and 179 notices served

Covalent code: S.0809.D.19.1

C - 4b

C - 5c

Annual Desk Study

Planning Service records

18

(2007/08)

20 per

annum

2.We will contribute to the

maintenance and enhancement of

the built and natural heritage of

Midlothian

1.% success rate for the council in resisting appeals

submitted by applicants who have been refused listed

building/conservation area consent for development

Covalent code: S.0809.D.04.1

C - 4b

C - 5c

Annual Desk Study


67%

(2007/08)

75%

(2008/09)

2.The number of conservation area appraisals

completed


Annual Desk Study


10 (2008) Complete a

further 11

appraisals

by Mar 09


local partners for these outcomes




Development of essential infrastructure and particularly required transportation improvements including the Waverley Railway

Line and major Sheriffhall Roundabout improvements (grade separation)

Ensuring that the Strategic Development Planning Authority is adequately resourced.

Scottish Government to meet their own timescales for implementation of the various key provisions of the Planning etc

(Scotland) Act 2006



We take pride in a strong, fair and inclusive national identity. Related Community Plan/Corporate Strategy theme : 1. Supporting healthy, caring, diverse communities where local needs are met

Local Context We want to ensure that the Council and its Community Planning partners deliver the maximum benefits for those who live and work in Midlothian and for visitors to the

area. This requires further developments to promote the identity of Midlothian to local and national audiences.

We aim to develop a community that creates opportunities for all through lifelong learning, social, economic and community development. We recognise that we need to

focus on promoting inclusion and ensuring that those individuals or groups who, for a range of reasons, are unable to fully participate in the life of their community are

effectively supported.

LOCAL OUTCOMES FOR THIS NATIONAL OUTCOME ARE COVERED BY NATIONAL OUTCOME 11

Local Outcome Relevant Indicators Linked actions e.g. Corp/Div Priorities/

Community Plan


Baseline (06/07)

Local Targets &

Timescales



outcomes






We reduce the local and global environment impact of our consumption and production.

Related Community Plan/Corporate Strategy theme : 4. Conserving and Improving Midlothian's natural environment

Local Context Midlothian Council recognises that climate change is one of the most challenging threats facing the world today. The Councils understands that with the rapid rise in

demand for energy, improving efficiency is a cost effective way in which to reduce CO2 emissions. The Council has in place policies and strategies which acknowledge

the need to protect the natural environment and by improving energy efficiencies across the estate aims to minimise impact on the environment. Through the

achievement of targets set by the Scottish Government for Recycling, the implementation of a Carbon Management Programme and the formulation of a Local Transport

Strategy, actions are established to mitigate and adapt to climate change. The Council is committed to improving energy efficiency, driving forward Scottish Government

Targets and ensure the use, where appropriate, of sustainable resources. The Council requires to work with its community planning partners and local communities to

drive forward this agenda and influence local energy consumption and carbon emissions through local policies. Pathhead has been designated as an Air Quality

Management Area and actions are required to ensure compliance with the air quality objective for PM10 (particulate material). The Council has signed up to the Climate

Change Declaration and is committed to work with the Scottish and UK Governments to reduce greenhouse gas emissions and to adapt to future climate change

scenarios.

Local Outcome Relevant Indicators Linked actions Frequency / Type /

Source Baseline (2006/07)


1. We will promote greater use

of walking, cycling and public

transport to encourage

reductions in use of the private

car

1. Average number of vehicles

at the Sheriffhall park and ride

scheme at a certain time of day

(daily monitoring by Lothian

Buses Monday to Friday only)

Covalent code: S.0809.D.10.2 (NB

Shall & Straiton)

C-1e

Div - 7, 9, 10

Quarterly

Desk study & field

survey/Lothian buses

Feb 08 – Apr 08

(3months) 7547

cars

Aim to maximise

Comment – data

recording recently

commenced – trend

analysis not yet

available.

2. We will reduce the

environmental impact of waste

(C-4a)

1. % of municipal waste recycled


(C-4a2) related to

NI39 LM44 & 45

Quarterly/Data/Recycling

Database

31.8% 36.5% 2008/09

increasing to 75% by

2025

2. % of municipal waste sent to

landfill

Covalent code: S.WM3aii &

CPP.ENV

Related to (C4-a2) Quarterly/Data/Recycling

Database

68.2% Aim to reduce – will tie

in with the % increase in

recycled materials

3. Maximum total tonnes of

BMW allowed to be sent to

Annual Indicator - Scottish

Government

21664.1 tonnes Aim to landfill less than

allowance (21915


landfill

Covalent code: CS.0809.D

tonnes)

3. We will improve air quality

across Midlothian

1. Carbon emissions associated

with running Council Services


(C-4a3) Lm47 Quarterly/Data/Carbon

Management Database

50,000 aim to reduce by 5%

year on year

2. Environmental foot print

CPP.ENV

Ecological budget UK then

local footprints project

2.84 planets

(2001)

Aim to reduce

3. Air quality in Midlothian –

measured by PM10 (particulate

material) at Pathhead


Data collected by Council

and analysed by Enviros –

annual report prepared

21.8µg/m3 Monitor to ensure

current measurement is

maintained or reduced

4. We will facilitate the increase

in the uptake of Public Transport

1. The proportion of journeys to

work made by public or active

transport.

Covalent code: CS.0809.D-17.1

Will be added to

commercial

divisional plan at

the first opportunity

Bi annually/Scottish Gov

Figures produced by Scottish

Government – Scottish

Household survey

Regions or SESTRAN areas

30% Aim to increase

5. We will maintain the

proportion of renewable energy

used by the council

1. 50% of electricity generated in

Scotland to come from

renewable sources by 2020

(interim target of 31% by 2011) (NI-38.)

Covalent code: CS.0809.D-18.1

Currently in

Commercial

Divisional plan as

an operational

objective

Energy procured via

ScotlandExcel – 18 sites

over 100kw run on green

fuel. Of the remaining 212

smaller sites 40% (85

buildings) receive green fuel.

Total kwh consumption –

14,433,909

68% maintain current mix of

fuel supplies, with the

aim to increase % from

green sources where

applicable

Required Actions/commitment

by local partners for these

outcomes

Implementation of Carbon Management Plan to ensure required reductions in Carbon Emissions can be achieved

Partnership working required to support implementation of recommendations from the Council Green Travel Plan

Continue to maximise waste recycling from current sources




Seek Scottish Government commitment to work with the Local Authority to deliver the next stage of waste recycling to meet landfill

targets. Specific discussions are required on the application of the Zero Waste Fund to Midlothian

Seek Scottish Government funding to progress with air quality monitoring programme

Midlothian Single Outcome Agreement


Our public services are high quality, continually improving, efficient and responsive to local people’s needs. Related community plan/corporate strategy theme: 6. Delivering responsive, efficient and effective services to the people of Midlothian.

Local Context Midlothian Council aims to be an effective organisation that works in partnership to deliver quality services to the benefit and satisfaction of our citizens and communities.

The Council has a set of priorities to deliver, from major projects such as our housing and school build programmes to front-line services such as meeting recycling

targets. To help us deliver these priorities, we have a range of strategies to ensure quality of service and continuous improvement, such as our Best Value Strategy,

Customer First Strategy and Efficient Government Plan. These strategies drive activities such as ensuring our processes are efficient; conducting Best Value Reviews

and ensuring sound planning and performance management. The Council’s Feedback procedure is used to capture and respond to enquiries and complaints and

beyond this, the Council undertakes a variety of consultation and engagement activities to inform and improve service delivery.



Base line (06/07)


1.We will ensure a sustainable financial

strategy for the delivery of council services

1. Efficiency target met C-6a(4) (NI42)


C-6a(1) Financial

Monitoring-annual

£861k for

2006/07

£2.620m for 2008/09

2. Maintain a general fund contingency

reserve of 2 % of net expenditure


C-6a(1) Financial

Monitoring-annual

£3.659m

(2.2%)@

31.3.07

2% at 31.3.09

3. sickness absence levels


Quarterly

performance

reports

5.65%

06/07

4.75% by 08/09

(based on 07/08 target of

5%)

2.We will manage and develop employees

to ensure they have the skills they need to

deliver modern and improved services.

1. % of employees covered by PDP

Covalent code: MC.0809.C-6e.2

Quarterly

performance

reports

55.4% 06/07 80% by Mar 09

100% by Mar 10

3.We will put our customers first

1. % of contact centre calls to be

answered within 30 seconds


C-6b(1) not yet

collected

Target 65% (no more that

5% abandoned) by Mar

09

2. % of contact centre calls meeting

external benchmarking standard.

Covalent code: EX.0809.D

Corp Strategy Feb, May, Oct 100%

Feb 2007

Maintain at 100%

Midlothian Single Outcome Agreement

3.% of contact centre calls dealt with at

first point of contact (Currently only

Commercial Services calls can be

measured)

Covalent code: EX.0809.D

Corp Strategy quarterly 84.26% (Jan

08- Mar 08)

95% by Mar 09

4. % of people who feel they can

influence decisions in the area they

most want to


Bi-annual citizens

panel

22.4%

(Environment)

2% increase per year

5. % overall satisfaction with Council

services


Customer

satisfaction

research

programme

Annual citizens

panel (Council

services survey)

68.6% May 07 95% by Mar 09




action/commitment to support delivery of

local outcome

Providing modern fit for purposes schools is central to the achievement of both The National Outcome and the associated

local outcomes. To address the most critical aspects of Midlothian Councils School Estate management plan will require an

immediate commitment to provide level playing field support (or equivalent funding) to allow the replacement of Lasswade

and Newbattle Community High Schools.

Appendix A Midlothian SOA-1 · 2014-03-07 · Midlothian Single Outcome Agreement 2008-09 The SOA...

Documents

Transcript of Appendix A Midlothian SOA-1 · 2014-03-07 · Midlothian Single Outcome Agreement 2008-09 The SOA...