Agenda Document Pack - Cabinet - 06/10/2026
Midlothian Council · 6 October 2026
Back to Cabinet — 6 October 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Notice of Meeting and Agenda Cabinet Venue: Normandy Court/ Hybrid, Normandy Court, Normandy Drive, Dalkeith, EH22 1GJ Date: Tuesday, 06 October 2026 Time: 11:00 Executive Director : Place Contact: Clerk Name: Democratic Services Clerk Telephone: Clerk Email: democratic.services@midlothian.gov.uk Further Information: This is a meeting which is open to members of the public. Privacy notice: Please note that this meeting may be recorded. The recording may be publicly available following the meeting. If you would like to know how Midlothian Council collects, uses and shares your personal information, please visit our website: www.midlothian.gov.uk Page 1 of 296
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1 Welcome, Introductions and Apologies 2 Order of Business Including notice of new business submitted as urgent for consideration at the end of the meeting. 3 Declaration of Interest Members should declare any financial and non-financial interests they have in the items of business for consideration, identifying the relevant agenda item and the nature of their interest. 4 Minute of Previous Meeting 4.1 Minute of the Meeting of Cabinet on 2 June 2026 submitted for approval 5 - 16 4.2 Action Log 17 - 18 4.3 Private Minute Volume Index 5 Public Reports 5.1 A Summary of the Care Inspectorate and HMIE Inspections of Day Care of Children, August 2025 - July 2026, report by Chief Education Officer 19 - 30 5.2 Children’s Residential Services Inspection, report by Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer 31 - 40 5.3 Inspection of Midlothian’s Hawthorn Family Learning Centre report by Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer 41 - 56 5.4 Inspection of Highbank Intermediate Care Unit, report by Head of Adult Services and Chief Social Work Officer 57 - 72 5.5 Inspection of Cherry Road Resource Centre, report by Head of Adult Services and Chief Social Work Officer 73 - 84 Page 2 of 296
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5.6 Education Performance Report Quarter One 2026/27, report by Chief Education Officer 85 - 106 5.7 Children’s Services, Partnerships and Communities Performance Report Quarter One 2026/27, report by Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer 107 - 114 5.8 Adult Social Care Services Performance Report Quarter One 2026/27, report by Head of Adult Services and Chief Social Work Officer 115 - 150 5.9 Corporate Solutions Performance Report Quarter One 2026/27, report by Chief Officer Corporate Solutions 151 - 198 5.10 Place Performance Report Quarter One 2026/27, report by Executive Director Place 199 - 246 5.11 Facilities & Catering Services and Sport & Leisure Performance Report Quarter One 2026/27, report by Executive Director Children, Young People and Partnerships 247 - 254 5.12 Midlothian Council Performance Report Quarter One 2026/27, report by Chief Executive 255 - 274 5.13 Speed Control Measures – Newlandrig, report by Executive Director Place 275 - 280 5.14 Disputed Proposed Parking Restrictions (Double Yellow Lines): Rullion Road/Kirkton Bank, Penicuik, report by Executive Director Place 281 - 296 6 Private Reports No items for discussion Page 3 of 296
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7 Date of Next Meeting The next meeting will be held on Tuesday 24 November 2026 at 11am. Page 4 of 296
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1-1 Minute of Meeting Cabinet Tuesday 6 October 2026 Item No 4.1 No 4.1 Cabinet Date Time Venue Tuesday 2 June 2026 11:00am Council Chambers, Normandy Court, Dalkeith and MS Teams Present: Councillor Parry (Chair) Councillor Alexander Councillor Cassidy Councillor McKenzie Councillor McManus Councillor Scott In attendance: Councillor McCall (Virtual) Councillor Pottinger (Virtual) Councillor Virgo (Virtual) Dr Grace Vickers, Chief Executive Kevin Anderson, Executive Director Place Morag Barrow, Joint Director Health and Social Care Derek Oliver, Executive Director Children, Young People and Partnerships Saty Kaur, Chief Officer Corporate Solutions Rebecca Hooton, Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer Michelle Strong, Chief Education Officer Anne-Theresa Lawrie, Religious Representative Gail McElroy, Team Manager Business Regulation Wayne Clark, Group Manager - Roads and Transportation Nicola Thorburn, Acting Democratic Services Team Leader Page 5 of 296
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Hannah Forbes, Democratic Services Officer 1 Welcome, Introductions and Apologies The Chair welcomed everyone to the meeting of Cabinet. 2 Order of Business The order of business was as detailed within the agenda. 3 Declarations of interest No declarations of interest were received at this stage of the proceedings. The Chair reminded Members of the Cabinet that they could declare an interest as relevant agenda items come up for discussion. 4 Minutes of Previous Meetings 4.1 The Minute of the meeting of Cabinet held on the 10 March 2026 was approved as a correct record, moved by Councillor Scott and seconded by Councillor Cassidy. The Private Minute Addendum of the meeting of Cabinet held on 10 March 2026 was approved as a correct record, moved by Councillor McKenzie and seconded by Councillor Cassidy. 4.2 The Action Log was noted, and it was agreed that the actions recommended for closure can be closed. 4.3 The Minute Volume Index was noted by Cabinet. 5. Reports Agenda No. Report Title Presented by: 5.1 Inspection of Tynewater Primary School and Nursery Chief Education Officer Outline of report and summary of discussion The Chief Education Officer presented the report for information which outlined the outcome of the Inspection of Tynewater Primary School and Nursery. Cabinet is asked to: (i) Note the content of the Tynewater Primary and ELC inspection report published on 31 March 2026. (ii) Congratulate the headteacher, pupils, parents and staff connected with Tynewater Primary School and Nursery on the key strengths highlighted in the report. The Chair thanked the Chief Education Officer for the report and invited comments or questions from Cabinet. Page 6 of 296
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Cabinet shared their disappointment with the outcome of the nursery inspection, although noted that the report highlighted the strong trusting relationships built by staff with the children and their families. The areas of improvement referenced in the report will be supported by the Central Team to ensure progress is made. Cabinet asked if the action plan will focus on the strengths of the primary school, as there are a lot of strengths associated with the school. The Chief Education Officer highlighted that there is a new joint framework being delivered through the Care Inspectorate and His Majesty’s Inspectorate of Education (HMIE). Across Scotland there has been a reduction in the grades awarded to early learning and childcare settings. Staff at Tynewater Nursery have been working hard to raise standards to the expected national standard. Cabinet congratulated the headteacher, pupils, parents and staff connected with Tynewater Primary School and Nursery. Decision Cabinet noted the report and its recommendations. Agenda No. Report Title Presented by: 5.2 Inspection of King's Park Primary School and Nursery Chief Education Officer Outline of report and summary of discussion The Chief Education Officer presented the report for information which outlined the outcome of the Inspection of King's Park Primary School and Nursery. Cabinet is asked to: (i) Note the content of the King’s Park Primary and ELC inspection report published on 28 April 2026. (ii) Congratulate the headteacher, pupils, parents and staff connected with King’s Park Primary School and Nursery on the key strengths highlighted in the report. The Chair thanked the Chief Education Officer for the report and invited comments or questions from Cabinet. Cabinet noted the excellent report, highlighting that King’s Park School has a mixed demographic and, through leadership, they help all the pupils achieve very good outcomes. Cabinet noted the improvements to the school such as a new heating system being installed and improvements to windows resulting in the Parent Teacher Association (PTA) being pleased with the improvements. Councillor Cassidy advised they have discussed a container being provided for the storage of toys. Cabinet congratulated the headteacher, pupils, parents and staff connected with King’s Park Primary School and Nursery. Decision Cabinet noted the report and its recommendations. Page 7 of 296
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Agenda No. Report Title Presented by: 5.3 Education Performance Report Quarter Four 2025/26 Chief Education Officer Outline of report and summary of discussion The Chief Education Officer presented the report, highlighting the key achievements and challenges throughout the quarter and thanked staff for their ongoing commitment. The Chair thanked the Chief Education Officer for the report and invited comments or questions from Cabinet. Cabinet welcomed the report and thanked all the staff and Communities, Lifelong Learning and Employability (CLLE) for their hard work. Cabinet asked if the Chief Education Officer could explain what an inclusive classroom looks like, whether Artificial Intelligence (AI) is making a difference to teachers’ workloads and if there is any data available and if there is tracking relating to absence from Primary to Secondary School. The Chief Education Officer described the inclusive classroom, recognising that 46% of learners now have an identified Additional Support Needs (ASN). The inclusive classroom needs to have an inclusive, supportive and nurturing environment where children can thrive. The Chief Education Officer credited the support staff that have worked with Officers to develop a robust professional learning programme. The Chief Education Officer highlighted that there is an AI pilot taking place with 600 school staff members involved. There is a consultation in progress aimed at getting feedback from classroom practitioners and teachers. It is hoped the feedback will be available within the next 2-3 weeks and that this will provide an insight to the impact of AI in the classroom and the reduction of workload. The Chief Education Officer advised that Central Officers receive monthly attendance data that is broken down by school. There is a pilot ongoing at Newbattle High School looking at approaches to tackling school absence levels. The Chair asked if the AI work that is taking place is being implemented nationally through Convention of Scottish Local Authorities (COSLA) and asked for some context regarding the exclusion attendance referenced in the report. The Chief Education Officer confirmed each Local Authority has added a small number of resources to develop a national approach. There is a seminar upcoming in June 2026 to consider where the tools can be used in education. The Chief Education Officer advised they would need to look into the data regarding the exclusion attendance. Decision Cabinet noted the report. Action Provide information relating to the exclusion attendance - Chief Education Officer. Page 8 of 296
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Agenda No. Report Title Presented by: 5.4 Children’s Services, Partnerships and Communities Performance Report Quarter Four 2025/26 Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer Outline of report and summary of discussion The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer presented the report highlighting the key achievements and challenges throughout the quarter. The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer thanked the staff involved in delivering services and supporting families in need and noted it had been a challenging year. Cabinet highlighted that, after working together and sharing ideas at the Getting It Right for Every Child (GIRFEC) Board, they have now created a great new Integrated Children Services Plan. Cabinet noted the increasing numbers relating to poverty due to the cost-of-living crisis, adding that it is essential to maximise the income of Midlothian constituents. Cabinet congratulated Sorcha Brown, Children and Families Social Worker, who was recognised under The British Association of Social Workers’ Amazing Social Workers Campaign under the Newly Qualified Social Worker category, and Claire Brooks, Early Intervention and Prevention Development Officer, on their commitment and hard work to helping young people. Cabinet discussed the anti-social behaviour in Dalkeith, Woodburn and Danderhall, noting that the community centre in Woodburn, that was taken down 30 years ago, has not been replaced as promised by the Council. Cabinet added that the Council have a responsibility to the wider public to look at what they can do to provide hope to the community. The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer highlighted to Cabinet that one of the priorities of the Integrated Children Services Plan is for young people to feel safe and connected in their communities. The Chair thanked the Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer for the report and invited comments or questions from Cabinet. Decision Cabinet noted the report. Page 9 of 296
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Agenda No. Report Title Presented by: 5.5 Adult Social Care Services Performance Report Quarter Four 2025/26 Head of Adult Services and Chief Social Work Officer Outline of report and summary of discussion The Head of Adult Services and Chief Social Work Officer presented the report highlighting the key achievements and challenges throughout. The Head of Adult Services and Chief Social Work Officer thanked all staff within Health and Social Care for their work throughout last year noting there had been a significant areas of challenge and staff rose to the challenge. The Chair thanked the Head of Adult Services and Chief Social Work Officer for the report and invited comments or questions from Cabinet members. Cabinet highlighted the importance of this report, noting this provides a great opportunity to discuss the significant improvements the service has made. The service has faced some of the most difficult operating conditions local government has seen in decades. The report details that Newbyres Care Home has had 3 inspections that have resulted in improvements. Adult and Social Care are now operating on the frontline of safeguarding, poverty, addiction, mental health and vulnerability. Despite the growing pressures, staff continue to deliver every day for the people of Midlothian. It was noted there are challenges and the demand is rising faster than the funding. The report provides evidence that there are improving inspections, stabilisation in key services, transformation projects and sustainability. The workforce was recognised; Adult and Social Care staff and Senior Management Teams have worked through extraordinarily difficult national circumstances over the last few years and continue to provide compassionate care and support to vulnerable residents. Cabinet thanked the Head of Adult Services and Chief Social Work Officer for all their contributions to Midlothian and East Lothian Drug (MELD), noting that feedback was positive. Cabinet lastly highlighted the new facility in Bonnyrigg that will help look after the most vulnerable people in Midlothian. Decision Cabinet noted the report. Agenda No. Report Title Presented by: 5.6 Corporate Solutions Performance Report Quarter Four 2025/26 Chief Officer Corporate Solutions Outline of report and summary of discussion The Chief Officer Corporate Solutions presented the report highlighting the key achievements and challenges throughout. The Chief Officer Corporate Solutions thanked all staff in Corporate Solutions for their delivery this year and thanked the staff across the Council for contributing, supporting and working with Corporate Solutions to deliver the achievements referenced in the report. Page 10 of 296
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The Chair thanked the Chief Officer Corporate Solutions for the report and invited comments or questions from Cabinet. Cabinet thanked the library service team for the work noted in the report, acknowledging the library service is actively growing to the needs of the community. The digital and audio resources were welcomed, noting that this will make the library service more useful to the community. Cabinet highlighted the outcome data and asked if there is any evidence to show how many people used the services following the successful events that have taken place. The public app was noted, adding that this will allow communicating with the public easier. Cabinet referred to the Neuro-Inclusion Policy and asked what this will look like for the Council in the working day. The Chief Officer Corporate Solutions explained the Neuro-Inclusion Policy is in draft at the moment. The policy summarises the Council’s commitment to its workforce and how the Council can support people who identify as being neurodivergent and experience issues with inclusion, or people who experience issues with neuro inclusion. There has been engagement with Trade Unions, and it is still necessary to complete an internal consultation and engagement with the Corporate Management Team. Once this has been completed the Chief Officer Corporate Solutions advised they would share the outcome. The Chair added that the library culture is significant and Midlothian Council have gone above and beyond with Council libraries. The Chair noted that the library staff are fantastic and their own social media presence, that is separate from the Councils, is great. The Chair added that the Communications Team have been very proactive and interactive and that has been great to see. Decision Cabinet noted the report. Agenda No. Report Title Presented by: 5.7 Place Performance Report Quarter Four 2025/26 Executive Director Place Outline of report and summary of discussion The Executive Director Place presented the report highlighting the key achievements and challenges throughout. The Executive Director Place thanked all the Place Directorate staff for their work over the past year. The Chair thanked the Executive Director Place for the report and invited comments or questions. Cabinet recognised and thanked the Waste Team for delivering the major service change regarding the new green bins. It was highlighted that the Council are now focusing on the reduction of some bins from flats and terraced areas noting this will be welcomed by those dwellings. Cabinet further discussed recycling, adding that this has improved, and will be good to see the data in the upcoming weeks. Page 11 of 296
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Cabinet thanked Midlothian Councils Catering Team, adding that there has been an increase in the primary and secondary school meal uptake and a reduction waste. The Roads Team were also recognised and thanked by Cabinet for all their hard work in our communities. Cabinet added that the work ethic of the teams that deliver frontline services is outstanding. It was noted that there are still problems with the roll out of the new bins. Cabinet asked the Executive Director Place to explain the reason why people that are placed into temporary housing face more financial implications to those who are in a fixed tenancy. The Executive Director Place highlighted the rollout of new bins is still at its early stages and as previously discussed there were ongoing issues with workforce and vehicles. It was noted that if any complaints are received by Councillors these should be directed to Place Services. The Executive Director Place further explained the difference between temporary housing and permanent housing, adding that this reflects the other services that are provided to temporary accommodation. Temporary properties are fully furnished each time there is a vacancy, additional costs are reflected in the rent as well as the support services. The Executive Director Place noted there had been a reduction that is not aligned to the same rent values, that is due to the additional services that are provided. Cabinet highlighted that Birkenside Pavilion has received great feedback, the Chair agreed and noted the pictures that are in the report should be published and asked the Executive Director Place to pick this up with the Communications Team. Cabinet lastly noted the community festival that will be held in September and thanked the Executive Director Place and the team for all their work to ensure this is up and running. Decision Cabinet noted the report. Action Pictures of Birkenside Pavilion to be published - Executive Director Place Agenda No. Report Title Presented by: 5.8 Midlothian Council Performance Report Quarter Four 2025/26 and Balanced Scorecard Chief Executive Outline of report and summary of discussion The Chief Executive presented the report, which advises a summary of actions in line with the Single Midlothian Plan, this compliments all of the end of year reports that have been discussed today. At the year-end there are 5 actions off target relating to invoices and complaints that have been discussed by Officers in earlier Page 12 of 296
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reports. The Chief Executive thanked all staff for their hard work and achievements over the course of the performance year 2025/26. The Chair thanked the Chief Executive for the report and reiterated their thanks to all staff across Midlothian Council for their hard work. The Chair invited comments or questions from Cabinet. There were no questions submitted. Decision Cabinet noted the report. Agenda No. Report Title Presented by: 5.9 Traffic Calming Options for Newlandrig Group Manager - Roads and Transportation Outline of report and summary of discussion The Group Manager - Roads and Transportation presented the report noting that this report reviews the recent results of an ongoing vehicle speed monitoring study in Newlandrig, using other areas across Midlothian for comparison. It also provides options for speed management through the villages and comments on their potential wider impacts. It is recommended that Cabinet: i. Review the proposed speed control measure options detailed, and ii. Decide which option is to be delivered (contained in 3.28) The Chair thanked the Executive Director Place for the report and invited comments or questions. Councillor Alexander expressed a preference for Option 2 in the report, adding that they would like to see a raised table at the beginning and end of the village and throughout the village, along with lighting and signage. Councillor Scott noted this will help reduce the speed and change the behaviours of drivers. Councillor Mckenzie acknowledged the work from The Group Manager - Roads and Transportation and their team. Cabinet asked whether this would need to go to consultation due to the road being part of national infrastructure. The Group Manager - Roads and Transportation discussed raised tables and the benefits they would have. The installation of lighting is at the forefront and in terms of consultation it is legally required under the Road (Scotland) Act 1984 to take in views of all road users. There has been a roads notice displayed since September 2025 informing of the plans to deliver a project. If this proposal is approved today, planning will begin immediately for Option 2. If Option 3 is selected the consultation will begin regarding the speedbumps with the hope of completion being prior to September 2026, this will be over 4 weeks. Therefore the 2 projects can be delivered together in September 2026. The Chair confirmed that Cabinet is supportive of Option 3 and asked if Option 3 would allow the governance to do the wider consultation. The Group Manager - Roads and Transportation advised that Officers have anticipated delivering Option 2 regardless, legally Option 3 requires a consultation to get the wider views of the public. Page 13 of 296
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The Chair noted that what the Group Manager - Roads and Transportation advised provides reassurance to Cabinet that it will not change the way Cabinet move going forward as it allows Cabinet to have the additional option. Councillor Alexander agreed with the suggestion. The Chair raised the car parking in Newlandrig, adding that the same vehicle has been impacted by the 2 accidents that have occurred on that road and asked if car parking safety can be looked at. The Chair referred to the table in section 3.15 of the report that shows the average speed of other areas over a 3-month period. The Chair shared their concern regarding Mauricewood Road being one of the busiest traffic areas in the daytime, adding that this is a walking to school route. It was asked if this could be taken away to be looked at further. The Group Manager - Roads and Transportation advised that Mauricewood Road would be subject to a separate piece of work for the 20mph review that is ongoing. Regarding the Newlandrig consultation, Councillor Cassidy asked if the emergency services are opposed to the options presented what position this would leave the Council in. Councillor Cassidy also raised concern about the cars parking on that road and suggested double yellow lines or restrictions to parking at night. The Group Manager - Roads and Transportation confirmed that they can look at parking control through Newlandrig and referenced the significant parking to the neighbouring village, adding that the behavioural change will be the challenge. Cabinet agreed with Option 2 on the agreement that Option 3 would be consulted on in tandem with a view the consultation could be reported to Cabinet in advance of the works starting in September 2026. The Chair thanked residents, members of the public, Cabinet and Officers for their contributions to this report. Decision Cabinet agreed to proceed with Option 2 on the agreement that Option 3 would be consulted prior to the works starting in September 2026. Action Review the options for parking controls throughout Newlandrig - Group Manager - Roads and Transportation. Agenda No. Report Title Presented by: 5.10 Waste Services – Twin Streaming Progress Report Executive Director Place Outline of report and summary of discussion The Executive Director Place presented the report highlighting that in December 2023 Midlothian Council approved the introduction of practices relating to the Household Recycling Charter, and its accompanying Code of Practice, which set out requirements for the presentation and collection of waste. This report is in respect of the delivery of 46,000 of 240 litre green bins to properties across Midlothian and a move to a three weekly bin collection cycle for grey, blue and green bins as of March 2026. Page 14 of 296
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It is recommended that Cabinet: i. Note the implementation of the Waste Services Twin Streaming project in the service and transformational change in relation to recycling; and ii. Note that reporting of the outcomes in contamination rates; recyclates and residual waste will be included in the regular quarterly performance reporting cycle to elected members. The Chair thanked the Executive Director Place for the report and invited comments or questions. Cabinet highlighted that Midlothian are ahead in terms of recycling and keeping up to date with the climate change. Cabinet asked the Executive Director Place if there has been any thought for households that may require a clinical waste collection. The Executive Director Place confirmed that when residents inform the Council of specific household circumstances, the Council will respond and accommodate those circumstances. The Chair highlighted the communications from the children explaining the benefits of recycling have been fantastic. Decision Cabinet noted the report and its recommendations. Agenda No. Report Title Presented by: 5.11 Protective Services, Business Regulation Food and Safety Service Plan 2026/2027 Team Manager Business Regulation Outline of report and summary of discussion The Team Manager Business Regulation presented the report noting the purpose of this report is to advise Cabinet of the obligation upon the Council to document and implement an annual Food Service Plan and to seek approval of the Protective Services, Business Regulation Food and Safety Service Plan for 2026/27. In addition, the Food Law Enforcement Policy, reviewed every 36 months, is presented for approval. It is recommended that Cabinet: i. note the Review of Performance of the Food Service for period 2025/26; ii. note the revised resource calculation, identifying the resource required to fulfil all food law obligations of the Food Law Code of Practice (Scotland); and that regulatory activity is prioritised towards operations that present the highest risk; iii. note that for 2026/27, the service will increase regulatory activity on workplace health and safety; iv. note Midlothian Council’s commitment to the FSS SAFER Project (Scottish Authorities Food Enforcement Reform) that has been initiated to develop a new approach to food law delivery in Scotland. Page 15 of 296
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v. approve the Protective Services, Business Regulation Food and Safety Service Plan 2026/27. vi. approve the revised Food Law Enforcement Policy that has been reviewed. The Chair thanked the Team Manager Business Regulation for the report and invited comments or questions. The were no comments or questions. The Chair congratulated the team for all the work they have done and the approach to developing our Environmental Health Officers. Cabinet approved the report and its recommendations. Decision Cabinet approved the report and its recommendations. The meeting terminated at 12:49pm. The next meeting is scheduled for Tuesday 25 August 2026. Page 16 of 296
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Cabinet Action Log Cabinet Tuesday 6 October 2026 Item No 4.2 Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 1 04/03/2025 5.5 Adult Social Care Services Performance Report Quarter Three 2024/25 Arrange for a communication to the public to advise what is being built at Polton Street, Bonnyrigg and arrange a site visit for Councillors Head of Adult Services and Chief Social Work Officer October 2026 Work on the model for the housing component of the site and the use of the old schoolhouse building is being completed. The relocation of Highbank Intermediate Care Home is scheduled to take place in October 2026. Communications are working with the HSCP to develop a Communication Strategy for all aspects of the bed-based review, and it is anticipated that Elected Members and Senior Officers will be offered a visit of the new facilities at Polton Street as soon as it is practical to do so. Communication and engagement with the local community is also planned. 2 02/06/2026 5.3 Education Performance Report Quarter Four 2025/26 Provide information relating to the exclusion attendance. Chief Education Officer Complete Recommended for Closure Information provided. 3 02/06/2026 5.7 Place Performance Report Quarter Four 2025/26 Ask the Communications team for pictures of Birkenside pavilion to be published. Executive Director Place Complete Recommended for Closure Photos published on 26 June 2026. 4 02/06/2026 5.9 Traffic Calming Options for Newlandrig Look at the options for parking controls throughout Newlandrig. Group Manager – Roads and Transportation October 2026 Design and planning for options 2 underway (Lighting and build outs) with tender process imminent. Consultation on option 3 (speed humps) underway with plan to report to cabinet in August. August Cabinet cancelled – carried to October 2026. Page 17 of 296
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Cabinet Tuesday 6 October 2026 Item No 5.1 A Summary of the Care Inspectorate and HMIE Inspections of Day Care of Children, August 2025 - July 2026 Report by Michelle Strong, Chief Education Officer Report for Information 1 Recommendations Cabinet is requested to: (i) Note the content of the summary of the inspection reports. (ii) Congratulate the children, parents and staff connected with these reports. (iii) Forward on this report to the Performance, Review and Scrutiny Committee for noting purposes. 2 Purpose of Report/Executive Summary Nineteen early years settings were inspected by the Care Inspectorate and HMIE in session August 2025 – July 2026. A range of settings were inspected including private nurseries and local authority settings. This report provides a summary of the outcomes of the undernoted inspections in Early Learning and Childcare settings for two, three and four-year-olds as carried out by the Care Inspectorate and HMIE. From September 2025, a new shared inspection framework “A quality improvement framework for the early learning and childcare sectors” will be used by both Care Inspectorate and HMIE to inspect Early Learning and Childcare settings. Settings which were inspected: Local Authority Settings: • Burnbrae Primary School Nursery • Rosewell Primary School Nursery (CI and HMIE) • Bonnyrigg Primary School Nursery • Mauricewood Primary School Nursery • Tynewater Primary School Nursery (HMIE only) • Kings Park Primary School Nursery (HMIE only) • Vogrie Outdoor ELC • Easthouse Primary School Nursery • Sacred Heart Primary School Nursery Funded Provider Settings: • Gorebridge Family Learning Centre (Midlothian SureStart) • Pinocchios’ Children’s Nurseries – Lasswade • Start Bright Nursery Bonnyrigg Page 19 of 296
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• Penicuik Family Learning Centre (Midlothian SureStart • LASC Childcare Services Ltd (Rosewell) • Little Hawthorn Loanhead • Woodburn Family Learning Centre (Midlothian SureStart 3 Background 3.1 A total of 16 CI Inspections and 3 HMIE inspections took place in the time period from August 2025 to July 2026. The published reports are hyperlinked at the end of this report. Reports are published on the Care Inspectorate website http://www.careinspectorate.com/ and HMIE website HMIE | His Majesty’s Inspectorate of Education in Scotland. Since September 2025, HMIE and the Care Inspectorate use “A quality improvement framework for early learning and childcare sectors” to inspect settings. There are three models of inspection with a focus on different quality indicators. The models are as follows: Single Care Inspectorate inspections: • Leadership – Leadership and management of staff and resources • Children play and learn – playing, learning and developing • Children are supported to achieve – nurturing care and support Single HMIE inspections: • Children play and learn – curriculum • Children play and learning – learning, teaching and assessment • Children are supported to achieve – wellbeing, inclusion and equality Shared HMIE and Care Inspectorate inspections: • Leadership – staff skills, knowledge, values and deployment • Children play and learning – learning, teaching and assessment • Children are supported to achieve – nurturing care and support • Children are supported to achieve – children’s progress 3.2 Inspection Evaluations A setting will be inspected on all quality indicators. A six-point scale is used to describe the quality of the setting: 6 Excellent Outstanding or sector leading 5 Very Good Major strengths 4 Good Important strengths, with some areas for improvement 3 Adequate/Satisfactory Strengths just outweigh weaknesses 2 Weak Important weaknesses – priority action required 1 Unsatisfactory Major weakness – urgent remedial action required Page 20 of 296
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3.3 National Standard In order to meet the National Standard, settings must be evaluated as Good or above by the Care Inspectorate. Evaluations from HMIE are not taken into consideration whether a setting meets the National Standard. Where a setting does not receive evaluations of good or above, the local authority places that setting in a service improvement period. The service improvement period allows the central education team officers to closely monitor progress over the period until the next inspection. Being in the service improvement period also affects the payment process for funded provider settings. Failure to maintain the required standard without significant support can lead to the removal of the setting as an early learning and childcare partner with Midlothian Council. 3.4 Summary of inspection grades (from CI inspections) (See Appendix B for the inspection grades for individual settings). Quality Indicator from Aug 25 – Sept 25 Total Number of settings inspected Excellent Very Good Good Adequate Weak 1.1 Nurturing care and support 4 1 2 1 1.3 Play and learning 4 1 2 1 2.2 Children experience high quality facilities 4 2 1 1 3.1 Quality assurance and improvement are well led 4 2 1 1 4.3 Staff deployment 4 3 1 Quality Indicator from Oct 25 Total number of settings inspected Excellent Very Good Good Adequate Weak Not assessed Leadership and management of staff and resources 12 3 7 2 Children thrive and develop in quality spaces 12 3 1 8 Children play and learn 12 4 7 1 Children are supported to achieve 12 3 8 1 Page 21 of 296
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Summary of inspection grades (from HMIE inspections) (See Appendix B for the inspection grades for individual settings). Quality Indicator from Oct 25 Total number of settings inspected Excellent Very Good Good Adequate Weak Not assessed Leadership 3 1 2 Curriculum 3 1 1 1 Learning teaching and assessment 3 2 1 Nurturing care and support 3 1 2 Wellbeing, inclusion and equality 3 1 1 1 3.5 The following common key strengths were indicated by the inspection teams: Key Strengths Nurturing Care and Relationships: Children consistently experience warm, responsive, and respectful interactions with strong attachment, emotional wellbeing, and inclusive ethos evident, this practice ensures children feel safe, secure, valued and supported. Almost all of our settings in Midlothian were evaluated at Good or Very Good for this key quality indicator. Inclusive Practice and Wellbeing aligned with the GIRFEC (Getting it right for every child) principles: Inspectors found effective support for children with additional needs with personalised, trauma-informed approaches evident in practice. There was a strong focus on dignity, independence and participation within our settings. Almost all of our settings were evaluated as Good and Very Good for this quality indicator. Child Engagement and Play-Based Learning: Inspectors noted high levels of child-led play, independence and creativity with responsive planning approaches to support children’s engagement. There was evidence of planning for rich experiences to support curiosity and collaboration. Almost all of our settings were evaluated as Good and Very Good for this quality indicator. Positive Relationships with Families: Families feel welcomed into our settings and feel valued and confident in staff, there is strong day-to-day communication and trust between staff and families. Families feel there are increasing opportunities for their engagement and participation in the life of the setting. This home to setting link provides the foundation for positive outcomes for our youngest children. Page 22 of 296
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This session 96% of settings are meeting the National Standard with evaluations of at least good across the key inspection themes. This is an increase of 3% from 2024/5. 3.6 The Care Inspectorate has a duty to support improvement, and this informs how and when they make requirements and recommendations to a setting following an inspection. • A requirement is a statement which sets out what a care service must do to improve outcomes for people who use services and must be linked to a breach in the Public Service Reform (Scotland) Act 2010, its regulations, or orders made under the Act, or a condition of registration. • A recommendation is a statement that sets out actions that a care service provider should take to improve or develop the quality of the service, but where failure to do so would not directly result in enforcement. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource Resource implications related to this report are to note the impact on the central education team staffing to support settings through a service improvement period. 4.2 Digital There are no digital implications. 4.3 Risk The Care Inspectorate and HMIE visit a sample of Early Learning and Childcare settings each year to find out how they are performing. A report is published which informs parents about the key strengths of the setting, its capacity for further improvement and sets out the main points for action. Following the publication of that report further visits may be made to the setting by Midlothian Council’s central education officers to assist improvement and monitor progress. Monitoring, review and evaluation of progress by Midlothian Council’s central education officers is the control measure in place to reduce the risk of failure of the setting to demonstrate its capacity to improve. For funded providers a time framed improvement action plan is established in line with the partnership contracts. If a setting does not show improvement after an extended service improvement period the council would consider whether they are able to continue in partnership with the setting. Termination of a contract would affect the number of places Midlothian Council are able to offer. 4.4 Ensuring Equalities (if required a separate IIA must be completed) The Improvement Plans will be screened for equalities implications. Page 23 of 296
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4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Summary of Care Inspectorate and HMIE Inspections Page 24 of 296
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Themes addressed in this report: Getting it right for every Midlothian child Improving opportunities in Midlothian A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Noted within. A.5 Involving Communities and Other Stakeholders Copies of the reports have been made available to Elected Members, parents and carers of children currently in the settings and other interested parties. A.6 Impact on Performance and Outcomes The provision of high quality, early learning and childcare supports the delivery of two of the GIRFEMC outcomes for 2025 – 2026. • Children and young people are supported to be healthy, happy and reach their potential. • Inequalities in learning outcomes have reduced. Page 25 of 296
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The settings will continue to improve their work in line with their improvement plans and Midlothian Council’s central education officers will continue to challenge and support the settings in relation to developing and implementing a range of quality improvement strategies. A.7 Adopting a Preventative Approach The Education (Scotland) Act aims to take preventative action in order to close the attainment versus deprivation gap by implementing key policies and programmes which are designed to target support to children and young people from disadvantaged communities. Midlothian Council central officers will continue to use relevant data to identify these communities and provide proportionate support as part of quality, well planned early intervention. A.8 Supporting Sustainable Development The Improvement Plans allow for sustainable development and improvement. Page 26 of 296
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APPENDIX B: Summary of Care Inspectorate and HMIE Inspections: June 25 – September 25 (previous framework) – TABLE 1 October 25 – June 26 (new framework) – TABLE 2 Early Learning and Childcare setting Quality Inspection Framework. How good is our: Care, play and learning? Setting? Leadership? Staff team? Service Name Town Date of last inspection 1.1 Nurturing care and support 1.3 Play and learning 2.2 Children experience high quality facilities 3.1 Quality assurance and improvement are led well 4.3 Staff deployment Gorebridge FLC - Small Steps Gorebridge 20/6/25 4 – Good 4 – Good 5 – Very Good 4 – Good 5 – Very Good Pinocchio's Children's Nursery - Lasswade Bonnyrigg 24/7/25 3 – Adequate 3 – Adequate 3 – Adequate 3 – Adequate 3 – Adequate Start Bright Nursery Bonnyrigg Bonnyrigg 08/08/25 4 – Good 4 – Good 4 – Good 5 – Very Good 5 – Very Good Burnbrae Primary School Nursery Bonnyrigg 09/09/25 5 – Very Good 5 – Very Good 5 – Very Good 5 – Very Good 5 – Very Good Page 27 of 296
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Early Learning and Childcare Setting A quality improvement framework for early learning and childcare sectors Leadership Children thrive in quality spaces Children play and learn Children are supported to achieve Service Name Town Date of last inspection Penicuik Family Learning Centre Penicuik 10/10/25 4 – Good Not assessed 4 – Good 4 – Good Hopefield Castle Nursery Bonnyrigg 14/10/25 4 – Good 4 – Good 4 – Good 4 – Good Start Bright Nursery Bonnyrigg Bonnyrigg 08/08/25 4 – Good Not assessed 5 – Very Good 5 – Very Good LASC Childcare Services Ltd (Rosewell) Rosewell 03/11/25 4 – Good Not assessed 4 – Good 4 – Good Bonnyrigg Primary School Nursery Class Bonnyrigg 15/12/26 3 – Adequate Not assessed 4 – Good 4 – Good Mauricewood Primary School Nursery Penicuik 26/01/25 4 – Good Not assessed 4 – Good 4 – Good Little Hawthorn Loanhead Loanhead 09/03/26 5 – Very good 4 – Good 5 – Very good 5 – Very good Vogrie Outdoor Early Learning and Childcare Gorebridge 11/05/26 5 - Very Good Not assessed 5 - Very Good 4 - Good Easthouses Primary School Nursery Easthouses 29/05/26 3 – Adequate 3 – Adequate 3 – Adequate 3 – Adequate Sacred Heart Primary School Nursery Penicuik 11/06/26 5 - Very Good Not assessed 5 - Very Good 5 - Very Good Woodburn Family Learning Centre Dalkeith 16/07/26 4 - Good Not assessed 4 - Good 4 - Good Pinocchio's Children's Nursery - Lasswade Bonnyrigg 29/07/26 4 - Good 4 - Good 4 - Good 4 - Good Page 28 of 296
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HMIE inspections (Early learning and childcare within primary school inspections) Name of setting QI. 1.3 Leadership of change Curriculum QI 2.3 Learning, teaching and assessment QI 3.1 Ensuring wellbeing, equality and inclusion QI 3.2 Raising attainment and achievement Tynewater Primary School Tynewater ELC Date: 31 March 2026, Satisfactory Very Good Satisfactory Satisfactory Very Good King's Park Primary School Kings Park ELC Date: 28 April 2026, Very Good Very Good Good Good Very Good Very Good Very Good Rosewell Primary School Date: 03 February 2026, Very Good Very Good Very Good Good Page 29 of 296
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Cabinet Tuesday 6 October 2026 Item No 5.2 Children’s Residential Services Inspection Rebecca Hooton, Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer Report for Noting 1 Recommendations Cabinet is asked to note the outcome of the unannounced inspection of Midlothian Residential Services which took place on 8th & 9th June 2026 2 Purpose of Report/Executive Summary The report summaries the findings of the most recent inspection of our Children’s Residential Services. The Care Inspectorate reports are published on their website and available to the public. Date 20/07/2026 Report Contact: Name Lesley Watson lesely.watson@midlothian.gov.uk Page 31 of 296
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3 Main Body of Report 3.1 The Care Inspectorate is responsible for inspecting care services throughout Scotland. This includes registered services for Children and young people’s Residential care placements. For services recently awarded very good and excellent grades the Care Inspectorate has introduced ‘Promise Assurance’ inspections. These new inspections are focussed on the key areas that are essential to upholding children and young people's right to be safe and be at the centre of their care. The inspection reported on the above key areas under the promise foundation headings of; 'Voice', 'Care', and 'People. No new evaluations (grades) are awarded as part of a Promise Assurance inspection. 3.2 Under the above headings the following key messages were reported in relation to Midlothian Children’s Residential Services Voice • Children and young people's voice is central to their care. One to one time with keyworkers is used to inform care planning and the service advocates for the views of children and young people. • Children and young people also have access to formal advocacy and are able to express choice and give their views through house meetings and a "you said, we did" approach. Care • Children and young people experience trauma informed care; staff understand children and young people's needs well. • Young people reported that they had positive relationships with staff that promoted their wellbeing. People • The service has an emphasis on relationship-based practice and has a consistent staff culture that supports this. • Management provides clear direction and robust quality assurance which promotes positive outcomes. • An emphasis on staff wellbeing and developing the reflective culture further forms part of the ongoing development plan. Page 32 of 296
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3.3 There were no requirements or areas for improvement noted 4 Report Implications (Resource, Digital and Risk) 4.1 Resource If it significant to note that a high standard of care is only provided by ensuring adequate and well-trained staff provide care for our young people. High staff absence has created challenges during the period of inspection. Backfilling absence to ensure staff to young person ratio has impacted on the Residential Services staffing budget. It is predicted that this will continue to be a challenge moving forward. 4.2 Digital There is ongoing consideration about the future of AI to support social work services which would enhance capacity of front-line staff to support our children, young people. Any use of Ai should be used to reduce administrative pressures and increase the time staff can focus on relationship-based care. 4.3 Risk Lack of consistent staffing impacts on the care and support that is provided to children and young people residing in our residential houses. Any further challenges with staffing need to be addressed in a manner that ensures a consistent level of capacity to meet the needs of these children and young and to ensure we maintain our very good the grading. 4.4 Ensuring Equalities (if required a separate IIA must be completed) The service’s mission is for all care experienced children and young people to be provided with quality services. 4.4 Additional Report Implications (See Appendix A) N/A Page 33 of 296
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Appendices Appendix A – Additional Report Implications Appendix B – Inspection Report Page 34 of 296
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The inspection feedback endorses our local approach to delivering services A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational x Preventative Asset-based Continuous Improvement x One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you x Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Local, internally managed residential care provides the best care and value to promote good outcomes for children and young people. The current model of care supports family based relationships and support to consider where children can return to family or kin. A.5 Involving Communities and Other Stakeholders Partnership working is pivotal to good outcomes from care experienced young people. This includes being integrated into their community via school and extracurricular activities. A.6 Impact on Performance and Outcomes The inspection provided external scrutiny to ensure we are performing well across the key inspection criteria. We are proud of the support provided and the outcomes this supports for our care experienced young people. Page 35 of 296
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A.7 Adopting a Preventative Approach Wherever possible we provide care and support that is local and supports children’s relationship with family and kin. We seek to return children to the care of their family and residential are core to this effort. A.8 Supporting Sustainable Development We are in progress to increase our internal residential estate to support more children to remain in Midlothian and connected to their community. This supports sustainable outcomes with families and reduces financial pressures of care. APPENDIX B – Inspection Report Inspection Report - Children’s Residential Services Page 36 of 296
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MidlotMidlothian Rhian Residential Sesidential Serervice fvice for Yor Youngoung PPeopeoplele Care Home Service Gorebridge Type of inspection: Unannounced Completed on: 9 June 2026 Service provided by: Service provider number: Midlothian Council SP2003002602 Service no: CS2003011085 Page 37 of 296
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About the service Midlothian Residential Services for Young People is a care home service run by Midlothian Council. It operates over two locations, one in Dalkeith which is a purpose built residential service on one level; the second house is in Gorebridge and is a traditional detached house over two floors. About the inspection This was an unannounced inspection which took place on 08 and 09 June. This inspection is called a promise assurance inspection. It focusses on the key areas that are essential to upholding children and young people's right to be safe and be at the centre of their care. We report on them under the promise foundation headings of; 'Voice', 'Care', and 'People. No new evaluations (grades) have been awarded. To prepare for the inspection we reviewed information about this service. This included previous inspection findings, registration and complaints information, information submitted by the service and intelligence gathered throughout the inspection year. We confirmed that the service continued to have the rights and voices of children and young people at the heart of their care and support. We know this because on this inspection we: • spoke to two young people and had one response to our pre-inspection survey • spoke to eight staff and management and had 16 responses to our pre inspection survey • received one response to our pre inspection survey from external professionals • observed practice and daily life • reviewed documents. Inspection rInspection reporteport Inspection report for Midlothian Residential Service for Young People page 2 of 4 Page 38 of 296
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Key messages Voice: Children and young people's voice was central to their care. One to one time with keyworkers was used to inform care planning and the service advocated for the views of children and young people. Children and young people also had access to formal advocacy and were able to express choice and give their views through house meetings and a "you said, we did" approach. Care: Children and young people experienced trauma informed care, staff understood children and young people's needs well. One staff member told us the service had "a lovely and nurturing environment with lots of passion amongst the staff team". Young people told us they had positive relationships with staff that promoted their wellbeing. People: The service had an emphasis on relationship based practice and had a consistent staff culture that supported this. Management provided clear direction and robust quality assurance which promoted positive outcomes. An emphasis on staff wellbeing and developing the reflective culture further formed part of the ongoing development plan. Complaints There have been no complaints upheld since the last inspection. Details of any older upheld complaints are published at www.careinspectorate.com. Inspection rInspection reporteport Inspection report for Midlothian Residential Service for Young People page 3 of 4 Page 39 of 296
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To find out more This inspection report is published by the Care Inspectorate. You can download this report and others from our website. Care services in Scotland cannot operate unless they are registered with the Care Inspectorate. We inspect, award grades and help services to improve. We also investigate complaints about care services and can take action when things aren't good enough. Please get in touch with us if you would like more information or have any concerns about a care service. You can also read more about our work online at www.careinspectorate.scot Contact us Care Inspectorate Compass House 11 Riverside Drive Dundee DD1 4NY enquiries@careinspectorate.com 0345 600 9527 Find us on Facebook Twitter: @careinspect Other languages and formats This report is available in other languages and formats on request. Tha am foillseachadh seo ri fhaighinn ann an cruthannan is cànain eile ma nithear iarrtas. Inspection rInspection reporteport Inspection report for Midlothian Residential Service for Young People page 4 of 4 Page 40 of 296
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Cabinet Tuesday 6 October 2026 Item No 5.3 Inspection of Midlothian’s Hawthorn Family Learning Centre Report by Rebecca Hooton, Chief Officer Children’s Services, Partnerships and Communities Report for Information 1 Recommendations Cabinet is recommended to: (i) Note the content of the August 2026 inspection report, including the excellent grading and assessment of the service being sector leading; (ii) Congratulate the staff, leadership and families on the strengths and achievements highlighted in the report. 2 Purpose of Report/Executive Summary The report outlines the outcome of the Care Inspectorate inspection of Midlothian’s Hawthorn Family Learning Centre. 17th September 2026 Report Contact: Amy Evans Service Manager, Children’s Services Amy.evans@midlothian.gov.uk Page 41 of 296
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3 Background/Main Body of Report 3.1 Hawthorn Family Learning Centre is the only children and families centre of its kind in Midlothian and is run by Midlothian Council’s Children’s Services. The centre itself is based in the Mayfield community but children and families from all over Midlothian attend and are supported by Hawthorn. The service provides support to children, parents and carers in Midlothian via early years placements and family learning. The service works closely with both Children's Services and Education to provide high-quality environments, interactions, experiences and supports. The centre aims to provide a flexible and responsive service to meet the needs of each individual child and family. 3.2 The Care Inspectorate is the independent regulator of early learning and childcare services in Scotland, providing assurance on the quality of care, learning and outcomes for children while supporting continuous improvement. Inspections are undertaken using a Quality Improvement Framework which evaluates services across 4 key quality indicators: • Leadership • Children Thrive and Develop in Quality Spaces • Children Play and Learn; and, • Children are Supported to Achieve For this inspection, the quality indicator 'Children Thrive and Develop in Quality Spaces' was not within the scope of the Care Inspectorate's activity and was therefore not evaluated. 3.3 Strengths The inspection identified significant strengths, resulting in Excellent (Grade 6) evaluations for both Leadership and Children are Supported to Achieve, and a Very Good (Grade 5) evaluation for Children Play and Learn. In addition to the strengths highlighted below, Hawthorn was specifically recognised as demonstrating sector-leading practice and influencing improvement beyond its own setting: • Nurture was identified as being at the heart of the setting, with warm, responsive relationships helping children develop confidence, resilience and a strong sense of belonging. • Leaders demonstrated a highly ambitious, values-driven approach focused on achieving the best possible outcomes for children and families. • A deeply embedded culture of self-evaluation and continuous improvement was evident across the service, with staff actively involved in reflective practice and service development. • Staff reported feeling highly valued and supported. Page 42 of 296
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• Children and families benefit from exceptionally strong, trusting relationships with staff who know them well and provide highly responsive, individualised support. • The service was recognised for its trauma-informed and family- centred approach, reducing barriers to support and improving outcomes for whole families. • Children were highly engaged in self-directed play and benefitted from rich indoor and outdoor learning experiences. • Staff demonstrated a strong understanding of children's interests, strengths and developmental needs, using these effectively to plan meaningful learning experiences. 3.4 Areas to Strive for Excellence The evaluation for Children Play and Learn was very strong, resulting in a ‘very good’ (5) grading, the inspector identified a small number of areas the service could enhance: • Further strengthen systems for recording responsive planning to better capture children’s learning and development. • Continue to develop literacy experiences with outdoor learning environments, • Enhance the mud kitchen provision to maximise children’s engagement and learning opportunities. There were no recommendations or requirements resulting from the inspection the areas highlighted above we supportive direction about how to further enhance play and learning. The inspector noted that these areas had already been identified by the team and were being actively developed. 3.5 Conclusion This inspection outcome represents a significant achievement for Hawthorn Family Learning Centre, with the service achieving Excellent (6) gradings for both Leadership and Children are Supported to Achieve, alongside a Very Good (5) grade for Children Play and Learn. The Care Inspectorate recognised Hawthorn as sector-leading, highlighting its innovative approaches, strong leadership, highly effective support to children and families, and its influence on improvement across the sector. The findings provide strong assurance that children and families receive high-quality, nurturing and inclusive support, and reflect the commitment and professionalism of staff and leaders in delivering outstanding outcomes for children and families in Midlothian. The inspection is a source of considerable pride for the service and for Midlothian, recognising Hawthorn Family Learning Centre as an exemplar of best practice within the sector. Page 43 of 296
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no direct financial or staffing implications arising from this report. Improvement actions identified through the inspection process will be progressed within existing service resources and established quality improvement arrangements. 4.2 Digital There are no direct digital implications arising from this report. 4.3 Risk The inspection findings provide assurance regarding the quality, safety and effectiveness of the service. No areas of significant risk were identified by the Care Inspectorate. 4.4 Ensuring Equalities (if required a separate IIA must be completed) The inspection findings highlight the service's strong commitment to inclusion, children's rights, participation and equality. Highly personalised approaches ensure children and families are supported to access services and achieve positive outcomes regardless of their individual circumstances. No specific equality impacts requiring a separate Integrated Impact Assessment have been identified because of this report. 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Inspection Report Page 44 of 296
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan • Getting it right for every Midlothian child • Reducing Poverty and Inequality • Improving Health and Wellbeing • Giving Children the Best Start in Life • Building Stronger Communities A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Strong leadership, effective quality assurance arrangements, a highly skilled workforce and a culture of continuous improvement ensure that resources are used effectively to maximise impact and improve outcomes. The service's integrated family support model and strong partnership working further contribute to the delivery of Best Value. A.5 Involving Communities and Other Stakeholders The inspection highlighted Hawthorn’s strong engagement with children, families and community partners. Children and families are actively involved in shaping service delivery through participation, consultation and ongoing feedback. Initiatives such as the Friday Families group, supper clubs and community-based learning activities provide meaningful opportunities for families to influence services, build relationships and strengthen community connections. Effective multi- Page 45 of 296
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agency working also supports positive outcomes for children and families. A.6 Impact on Performance and Outcomes The findings provide assurance that children benefit from high-quality learning experiences, nurturing relationships and personalised support that promotes wellbeing, inclusion, resilience and achievement. The service was also recognised as demonstrating sector-leading practice. A.7 Adopting a Preventative Approach Hawthorn demonstrates a strong preventative and early intervention approach through its family-centred and trauma-informed practice. Outreach services, parenting support, family learning opportunities, wellbeing support and partnership working help identify and respond to needs at an early stage, reducing barriers for families and supporting positive outcomes before difficulties escalate. This approach aligns with the principles of early intervention and Getting it Right for Every Child (GIRFEC). A.8 Supporting Sustainable Development The service promotes sustainability through its use of outdoor learning environments, community gardens and nature-based learning experiences, helping children develop an understanding of the natural environment and their local community. The strong focus on building family resilience, community capacity and long-term wellbeing also contributes to the social sustainability of communities and supports improved outcomes for future generations. APPENDIX B – Inspection Report Inspection Report - Midlothian’s Hawthorn Family Learning Centre Page 46 of 296
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HHaawtwthorhorn Fn Family Lamily Learearning Centrning Centree Day Care of Children 2f Bogwood Road Mayfield Dalkeith EH22 5DQ Telephone: 01312 713 116 Type of inspection: Unannounced Completed on: 10 August 2026 Service provided by: Service provider number: Midlothian Council SP2003002602 Service no: CS2003015176 Page 47 of 296
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About the service Hawthorn Family Learning Centre is a daycare of children service situated within Mayfield, Midlothian. The service is registered to provide care for a maximum of 48 children to end of primary school at any one time and to provide an outreach service to families in their own home. There are three play spaces for different age groups, all of which have their own garden space directly off the playroom. There is also a community space and sensory room for all age groups to use. The service is close to local shops and other amenities. About the inspection This was an unannounced inspection which took place on Tuesday 4 August 2026 between 09:00 and 16:15 and Wednesday 5 August 2026 between 09:00 and 16:45. The inspection was carried out by one inspector from the Care Inspectorate. The setting had a total of 80 children registered. To prepare for the inspection we reviewed information about this service. This included previous inspection findings, registration information, information submitted by the service and intelligence gathered since the last inspection. In making our evaluations of the service we: • spoke with children using the service • spoke with eight families • spoke with staff and management • reviewed electronic questionnaires from 20 staff • observed practice and daily life • reviewed documents • spoke with visiting professionals. As part of our inspections, we assess core assurances. Core assurances are checks we make to ensure children are safe, the physical environment is well maintained and that a service is operating legally. At the time of this inspection, no improvements were identified relating to core assurances. Inspection rInspection reporteport Inspection report for Hawthorn Family Learning Centre page 2 of 9 Page 48 of 296
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Key messages • Children and families benefit from exceptionally strong, trusting relationships with staff who know them well and provide highly responsive, individualised support. • The service demonstrates a deeply embedded trauma-informed and family-centred approach, with extensive support that reduces barriers and improves outcomes for whole families. • Leaders have established a strong values driven culture with a clear commitment to achieving the best possible outcomes for children and families. • Effective self-evaluation, team development and quality assurance processes support continuous improvement and a skilled, reflective staff team. • Staff use their detailed knowledge of children to provide meaningful learning experiences that respond to children's interests, strengths and developmental needs. • Highly personalised approaches to inclusion and transitions ensure children are supported to participate, progress and thrive. From this inspection we evaluated this service as: In evaluating quality, we use a six point scale where 1 is unsatisfactory and 6 is excellent Leadership 6 - Excellent Children play and learn 5 - Very Good Children are supported to achieve 6 - Excellent Further details on the particular areas inspected are provided at the end of this report. Inspection rInspection reporteport Inspection report for Hawthorn Family Learning Centre page 3 of 9 Page 49 of 296
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Leadership 6 - Excellent We evaluated this key question as excellent where performance was sector leading with outstandingly high outcomes for children. Quality indicator: Leadership and management of staff and resources Leaders were highly ambitious and aspirational for those using the service. They worked proactively to reduce barriers and respond to need early, helping to ensure families received the right support at the right time. This commitment was evident in the extensive support available to families, including outreach and family wellbeing services, family learning, parenting support, food provision and income maximisation support. Leaders demonstrated a strong understanding of the impact that low confidence and adversity had on families and created meaningful opportunities for people to connect, build relationships and access support without stigma. For example, the Friday families group was developed in response to families expressing a desire for greater connection and informal support. What began as a small opportunity for families to stay for a cup of tea grew into a well-established network where families built relationships, increased their confidence and influenced the activities and supports available within the service. As a result, families felt a stronger sense of belonging, less isolation and more confidence in seeking support, leading to better outcomes for children and families. The setting demonstrated an exceptional embedded culture of self-evaluation and continuous improvement. Staff viewed self-evaluation as an integral part of everyday practice and clearly demonstrated how reflective discussions, quality assurance activities and improvement priorities informed meaningful change within their playrooms. As a result, improvement planning was purposeful and closely connected to the experiences of children and families. For example, a key priority within the improvement plan was to ensure that children's voices were heard, respected and consistently recorded across the setting. Staff discussions and plans for play demonstrated a clear understanding of children's preferences, interests and responses. Staff observed and interpreted children's gestures, body language and interactions during play experiences, using this information to inform planning and support individual learning and development. Staff advocated for children in professional meetings, by gathering children's views in creative ways such as art. Children's voices were evident throughout floor books, self-evaluation activities and day-to-day practice. These approaches demonstrated that regardless of age, stage of development or communication ability, every child had a voice that deserved to be heard. Children's rights, participation and inclusive practice were evident in the practice we observed, with children consistently leading in decisions that mattered to them. Quality assurance systems were extensive and highly effective in providing leaders with meaningful oversight of practice. Audits, staff supervision, environmental reviews, training evaluations and reflective discussions supported far-reaching improvement and accountability. Highly successful monitoring and auditing arrangements supported a shared understanding of rights-based practice, resulting in consistently positive experiences and outcomes for children. This ensured children experienced exceptionally high-quality care and support that met their needs, interests and rights. The leadership team had established an impactful learning culture where professional development was prioritised and valued. Staff consistently reported feeling well supported to access training, share learning and implement innovative approaches. Training in trauma-informed practice, attachment and safeguarding had strengthened confidence and enhanced practice in providing influential, sensitive and responsive Inspection rInspection reporteport Inspection report for Hawthorn Family Learning Centre page 4 of 9 Page 50 of 296
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care. Leaders were described as approachable, nurturing and invested in staff wellbeing and development. As a result, staff felt empowered to contribute ideas, identify priorities and challenge practice. For example, following training on 'Birth and Beyond' guidance, staff developed an overview sheet as a quick reference tool and a system to track children's learning and development. This demonstrated how staff effectively translated learning into improvements in practice. Resulting in a highly efficient work with children that improved their outcomes and experiences. The setting's successes were recognised and shared widely across the sector, reflecting its role in leading and influencing practice beyond its own service. The manager delivered a range of presentations to sector colleagues, showcasing innovative approaches that supported children and families to be safe, healthy, happy, resilient and to learn together. This demonstrated sector-leading practice and a strong commitment to improving experiences for children across the wider learning community. Overall, leadership was an outstanding strength of the service. Leaders had created a culture of continuous learning, innovation and improvement, supported a highly skilled team who demonstrated a strong purpose in improving outcomes for children and families. As a result, children and families benefited from a service that continually reflected, evolved and enhanced practice, leading to exceptionally positive experiences and outcomes. Children play and learn 5 - Very Good We found major strengths in this aspect of the setting's work and identified very few areas for improvement; therefore, we evaluated this quality indicator as very good. Quality indicator: Playing, learning and developing Children's experiences supported their wellbeing, development and enjoyment. Throughout the inspection, children were highly engaged in self-chosen play and confidently accessed a wide range of experiences indoors and out. Free-flow access enabled children to make meaningful choices about where and how they played, with most children choosing to spend extended periods outdoors. The outdoor environment was a key strength and provided rich opportunities for physical challenge, loose parts play, water exploration, role play, storytelling, nature experiences and creative learning. The environment was well resourced and promoted independence, curiosity and active learning. Children were busy and had fun as they created a bike car wash, engaged in water play, cared for plants, built with loose parts and participated in football games with staff. The outdoors spaces also offered relaxing experiences through hammocks and swings. We saw children spending time in the hammock, enjoying the gentle movement, appearing calm and content. Children benefited from regular visits to community spaces such as the pavilion and community garden, where they were actively involved in planting and growing projects. These experiences helped children develop a sense of connection to their local community and the natural world. The quality of interactions was consistently strong. Staff were warm, nurturing and responsive and demonstrated genuine care for children. Positive relationships formed a strong foundation for children's learning and wellbeing. Staff worked alongside children to extend play and support learning rather than directing experiences. We observed staff joining children's football games, supporting the creation of a bike car wash, extending water play experiences and encouraging children to think about and solve problems within their play. Inspection rInspection reporteport Inspection report for Hawthorn Family Learning Centre page 5 of 9 Page 51 of 296
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Staff knew children well and understood their interests, needs and individual circumstances. They listened to children, observed what they were interested in and used this to plan experiences. For example in the baby room, children showed a strong interest in a particular teddy bear. Staff built on this by having a teddy bears picnic snack which then developed into the going on a bear hunt story. We observed a child choosing the book with excitement and making the noises from the story. As a result, children were engaged and enjoyed meaningful experiences that developed their confidence and built their vocabulary through experiences that felt familiar, safe and reflected their interests. Staff responded sensitively to children's emotional needs, providing reassurance, praise and encouragement that helped them build confidence and persevere with challenges. For example, when a child appeared hesitant on a balancing structure, a staff member offered calm encouragement and reassurance, remaining nearby to provide support if needed. This helped children develop self-belief and resilience, encouraging them to take on new challenges and experience a sense of achievement in their play. Planning and assessment of play and learning were child-centred and informed by children's interests, developmental needs and family contributions. Staff used a range of approaches, including observations, learning journeys, floor books, tracking systems and responsive planning methods. Children's voices influenced experiences and future planning, with staff demonstrating a commitment to ensuring all children were listened to and included. Personalised learning priorities ensured individual progress and development for all children. Some areas for improvement were identified by the team and were being developed. Staff recognised that systems for recording responsive and in-the-moment planning were not always fully capturing children's learning. Opportunities were also identified to further develop literacy experiences outdoors and enhance the mud kitchen provision to maximise children's engagement. Children are supported to achieve 6 - Excellent We evaluated this key question as excellent where performance was sector leading with outstandingly high outcomes for children. Quality indicator: Nurturing care and support Nurture was at the heart of life in the setting and was one of its most significant strengths. Staff understood each child's individual emotional needs and responded with kindness, sensitivity and genuine care. Through warm, responsive and trusting relationships, staff ensured children experienced care that was rooted in love, respect and understanding. Staff comforted children, supported personal care with dignity, and celebrated achievements through praise and encouragement. Children were consistently met with warm, responsive interactions. Relationships were unhurried and respectful, reflecting secure attachments and a deep commitment to children's wellbeing. Staff showcased a nurturing and trauma-informed approach, recognising that children must feel safe, secure and loved before they can fully engage in learning. Their practice reflected the aspirations of 'The Promise' and the 'Infant Pledge', placing strong emphasis on understanding each child's experiences, responding with compassion, ensuring children felt valued, respected and heard. It was evident staff understood that every child had a voice, regardless of age, stage of development or communication ability and adapted their practice to respond to individual circumstances. As a result, children developed trust, confidence, resilience and a strong sense of belonging. Inspection rInspection reporteport Inspection report for Hawthorn Family Learning Centre page 6 of 9 Page 52 of 296
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The outreach team provided exceptional support to families in their homes and the community, offering practical guidance with areas such as bottle feeding, helping families create safe home environments and providing compassionate emotional support during difficult times. This responsive and relationship-based approach reduced barriers and strengthened family wellbeing. Families experienced increased feelings of empowerment and resilience as a result. Sleep and rest arrangements illustrated a highly responsive approach to children's individual needs, preferences and routines. Babies and young children were lovingly soothed and supported to sleep, helping them feel safe and secure. Flexible approaches ensured children could rest when they needed to, rather than following rigid routines. Staff recognised the vital role of sleep and rest in children's wellbeing and development and created calm, reassuring experiences that promoted emotional security, trust and strong attachments. Mealtimes were calm, relaxed and highly sociable experiences where children confidently followed familiar routines, made choices and engaged in meaningful conversations with staff and friends. Staff used these opportunities to promote healthy eating, nurture positive relationships and support children's wellbeing. The kitchen was a visible and valued part of the nursery, with the preparation of meals contributing to the nurturing atmosphere of the setting. The team's commitment to supporting families extended beyond mealtimes. At the well-attended supper clubs, families played together in the secret garden and playrooms before enjoying a wholesome cooked meal alongside other families, staff and their children. Families described these events as "amazing", "great fun" and something they looked forward to. Another strength of the service was the cooking on a budget groups, where families learned how to prepare affordable, nutritious meals such as chicken and leek pie. These sessions had built families confidence and practical skills, with one telling us they had asked staff to show them how to make specific dishes because of the positive difference this had made to their child's mealtimes. This promoted family mealtimes, strengthened relationships and created meaningful opportunities for families to connect, learn from one another and feel part of a wider community. The highly successful approach to personal planning ensured that staff had a detailed understanding of children's needs. Staff gathered meaningful information about children's strengths, interests, routines and support needs through a range of approaches. These included All About Me information, learner plans and transition passports, for example. This information was reflected in practice, helping children feel safe, included and supported. Strong collaboration with education, social work and wider partners strengthened multi-agency approaches and secured the success of early intervention opportunities. Complaints There have been no complaints upheld since the last inspection. Details of any older upheld complaints are published at www.careinspectorate.scot. Inspection rInspection reporteport Inspection report for Hawthorn Family Learning Centre page 7 of 9 Page 53 of 296
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Detailed evaluations Leadership 6 - Excellent Leadership and management of staff and resources 6 - Excellent Children play and learn 5 - Very Good Playing, learning and developing 5 - Very Good Children are supported to achieve 6 - Excellent Nurturing care and support 6 - Excellent Inspection rInspection reporteport Inspection report for Hawthorn Family Learning Centre page 8 of 9 Page 54 of 296
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To find out more This inspection report is published by the Care Inspectorate. You can download this report and others from our website. Care services in Scotland cannot operate unless they are registered with the Care Inspectorate. We inspect, award grades and help services to improve. We also investigate complaints about care services and can take action when things aren't good enough. Please get in touch with us if you would like more information or have any concerns about a care service. You can also read more about our work online at www.careinspectorate.scot Contact us Care Inspectorate Compass House 11 Riverside Drive Dundee DD1 4NY enquiries@careinspectorate.gov.scot 0345 600 9527 Find us on Facebook Twitter: @careinspect Other languages and formats This report is available in other languages and formats on request. Tha am foillseachadh seo ri fhaighinn ann an cruthannan is cànain eile ma nithear iarrtas. Inspection rInspection reporteport Inspection report for Hawthorn Family Learning Centre page 9 of 9 Page 55 of 296
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Cabinet Tuesday 6 October 2026 Item No 5.4 Inspection of Highbank Intermediate Care Unit Report by Nick Clater, Head of Adult Services and Chief Social Work Officer Report for Noting 1 Recommendations Cabinet is requested to: 1. To note the outcome of the inspection of Highbank Intermediate Care Unit 2 Purpose of Report/Executive Summary This report advises of 1. The outcome of the unannounced inspection 2. Areas for Improvement identified 3. Requirements identified 4. The overall improvement in Grades from 2025 Date: 06/07/2026 Report Contact: Nick Clater, Head of Adult Services and Chief Social Work Officer Page 57 of 296
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3 Background 3.1 Inspection The inspection of Highbank Intermediate Care Unit which provides 24 hours care and support to up to 40 older adults took place on 15th January 2026. This was an unannounced inspection. The inspection focused on the following areas: • How well do we support people's wellbeing • Core inspection areas Evidence was gathered from direct observations within the care home, feedback from staff, visiting professionals, residents, carers and families of residents. There was a review of documentation including support plans, daily record keeping, staff records relating to supervision, training and recruitment in line with Safe Staffing legislation. Information and feedback were also collected from other stakeholders including visiting professionals e.g. GP, Social Workers, nursing staff etc. There were observations undertaken by inspectors throughout the building to evaluate environment. 3.2 Grades The inspection grades are noted below: • How well do we support people's wellbeing? 5 – Very Good • How good is our leadership? 5 - Very Good • How good is our staff team? 5 - Very Good • How good is our setting? 5 - Very Good • How well is our care and support planned? 5 - Very Good Previously Highbank had a Grade 4 for How well do we support people’s wellbeing? This position has now improved to a 5 from the 2025 inspection (the other grades were also previously all grade 5). Key Messages from the inspection included- • A warm, caring and person-centred culture was consistently evident throughout the service. • People experienced care and support which promoted their safety, wellbeing, dignity and independence, and spoke positively about their experiences. • Feedback from relatives and visiting professionals was overwhelmingly positive, reflecting confidence in the quality of care provided. Page 58 of 296
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• There was a strong focus on personhood, meaningful relationships and ensuring support was tailored to individual needs, preferences and outcomes. • Effective multidisciplinary working and timely access to healthcare professionals contributed to positive health and wellbeing outcomes for people. • Staff demonstrated a good understanding of people's needs and worked collaboratively with professionalism, compassion and commitment. • Leadership was effective, with robust governance, quality assurance and auditing processes supporting continuous improvement and positive outcomes for people 3.3 Areas for Improvement The inspection report from 2025 identified one area for improvement- To ensure that medication is managed in a manner that protects the health and wellbeing of service users. The manager should: • Ensure that medicines are administered as instructed by the prescriber; • Demonstrate that staff follow policy and best practice about medication administration records and documentation; • Ensure that staff receive training and refresher training appropriate to the work they perform; • Ensure that managers are involved in the audit of medication records. This area for improvement has been met. Improvements and Requirements from inspection 2026 No improvements or requirements were made. However, this is a rolling overall improvement plan that is currently being reviewed and developed for Highbank Intermediate Care Unit and this will be reported to the Social Work Assurance Group (SWAG). This will ensure that the positive inspection and move to Midlothian Life (new build) are seamless and that standards of care and support that are currently provided are maintained and improved further. It should be noted that the Midlothian Life building will provide a fit for purpose building for Highbank staff and their managers to provide their services from and this will support improvement agenda’s that are ‘cultural’ in Highbank staff group. Quality Assurance is completed monthly and as required when complaints are received. This allows for data analysis to inform improvement and service provision relating to respite, hospital discharge and rehabilitations services. Page 59 of 296
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no direct resource requirements arising from the inspection. 4.2 Digital There are no digital implications related to this paper. 4.3 Risk Currently no risk to the reputation of the Council. Highbank Intermediate Care has received a very positive inspection and has secured grade 5’s (Very Good) across the board. 4.4 Ensuring Equalities (if required a separate IIA must be completed) All relevant IIAs sit within service. 4.4 Additional Report Implications There are no additional report implications at present. Appendices Appendix A – Additional Report Implications Appendix B – Inspection report Page 60 of 296
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value A.5 Involving Communities and Other Stakeholders The service will continue to seek feedback from individuals, families, staff members and partner agencies regarding the service. A.6 Impact on Performance and Outcomes The attached inspection report highlights several areas of good outcomes for those who use the service and a service that has continued to improve. The report will be used to inform current improvement planning identifying appropriate areas relating to performance and outcomes so that improvements that are ongoing can be identified, progressed, evaluated and measured. A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Not applicable Page 61 of 296
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Appendix B – Inspection report Inspection Report 2026 – Highbank Intermediate Care Page 62 of 296
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HighbHighbankank Care Home Service 9a Bonnyrigg Road Eskbank Dalkeith EH22 3EY Telephone: 01312 705 640 Type of inspection: Unannounced Completed on: 6 July 2026 Service provided by: Service provider number: Midlothian Council SP2003002602 Service no: CS2003011087 Page 63 of 296
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About the service Highbank Intermediate Care is a care home service operated by Midlothian Council and located in Dalkeith. The service is registered to provide care and support for up to 40 people aged 60 and over. At the time of our inspection, 24 people were staying at the service, including two people receiving respite care. The service currently operates across five units situated over two floors. Each unit has its own lounge, dining area and kitchenette, enabling people to spend time in smaller, more homely environments. Bedrooms are a mixture of standard and en-suite accommodation, with shared toilet, bathing and shower facilities available within each unit. The home also has accessible outdoor patio and garden areas for people to enjoy. Highbank provides a range of short-term care and support services, including intermediate care, assessment and rehabilitation, respite care, interim placements and support for people awaiting long-term care home accommodation. People may be admitted from hospital or directly from their own homes. At the time of the inspection, preparations were underway for the service to relocate to a new purpose-built facility in Bonnyrigg. The new environment will provide en-suite accommodation for all bedrooms and include dedicated rehabilitation flats designed to support people in developing skills and confidence for returning to their own homes. About the inspection This was an unannounced inspection which took place on 23rd to 25th June 2026. The inspection was carried out by two inspectors from the Care Inspectorate. To prepare for the inspection we reviewed information about this service. This included previous inspection findings, registration information, information submitted by the service and intelligence gathered since the last inspection. In making our evaluations of the service we: • spoke with 13 people using the service and six of their family members. • spoke with 14 staff members and management. • observed practice and daily life. • reviewed documents. • spoke with and received feedback from three visiting professionals. Inspection rInspection reporteport Inspection report for Highbank Page 64 of 296
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Key messages • A warm, caring and person-centred culture was consistently evident throughout the service. • People experienced care and support which promoted their safety, wellbeing, dignity and independence, and spoke positively about their experiences. • Feedback from relatives and visiting professionals was overwhelmingly positive, reflecting confidence in the quality of care provided. • There was a strong focus on personhood, meaningful relationships and ensuring support was tailored to individual needs, preferences and outcomes. • Effective multidisciplinary working and timely access to healthcare professionals contributed to positive health and wellbeing outcomes for people. • Staff demonstrated a good understanding of people's needs and worked collaboratively with professionalism, compassion and commitment. • Leadership was effective, with robust governance, quality assurance and auditing processes supporting continuous improvement and positive outcomes for people From this inspection we evaluated this service as: In evaluating quality, we use a six point scale where 1 is unsatisfactory and 6 is excellent How well do we support people's wellbeing? 5 - Very Good Further details on the particular areas inspected are provided at the end of this report. Inspection rInspection reporteport Inspection report for Highbank Page 65 of 296
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How well do we support people's wellbeing? 5 - Very Good We evaluated this key question as very good, as we found significant strengths in the care and support provided, which consistently contributed to positive outcomes and experiences for people. People's health and wellbeing benefited from the care and support they received. We observed a team of dedicated and compassionate staff who demonstrated genuine warmth and commitment towards the people they supported. Interactions observed throughout the inspection, alongside feedback from people and their relatives, showed staff consistently treated people with kindness, dignity and respect. One person told us, "the staff are super," while a relative described them as "absolutely wonderful." These positive relationships helped people to feel valued, respected and well supported. Staff responded promptly to changes in people's health and wellbeing and worked collaboratively with a range of external health professionals to ensure people received timely support. Professionals spoke highly of the service, with one commenting staff "know their patients inside out", while another highlighted the team's "strong values, a clear commitment to person-centred practice, and a willingness to take additional steps to ensure residents' wellbeing". These positive partnerships, combined with staff's detailed knowledge of people's needs, helped to promote positive health outcomes and support people to remain as well as possible. Care plans were comprehensive, personalised and regularly reviewed to ensure they remained responsive to people's changing needs. They provided clear and detailed guidance for staff, supporting consistent, person- centred practice. As a result, people experienced safe, effective and compassionate care which promoted their wellbeing, comfort and quality of life. Mealtimes were calm, relaxed and sociable occasions which enhanced people's enjoyment of food and promoted positive wellbeing. People overwhelmingly told us they enjoyed the quality and variety of meals provided. Staff demonstrated a good understanding of individuals' nutritional needs, including allergies and modified diets, helping to ensure people received appropriate and safe support. Interactions during mealtimes were warm, respectful and unrushed, creating a positive atmosphere that encouraged people to eat, drink and enjoy the company of others. During a period of exceptionally warm weather, we observed staff taking a proactive approach to promoting hydration by regularly offering additional drinks and encouraging people to maintain their fluid intake. This supported people's health and wellbeing and demonstrated responsive, person-centred care. The service had established a strong culture of medication safety, with robust systems in place to minimise risk and promote positive outcomes for people. Daily medication checks, regular audits, staff training and competency assessments provided effective oversight and supported safe practice. Where medication errors or omissions were identified, these were responded to promptly through investigation, reflection and learning, with appropriate support provided to staff. This proactive approach demonstrated a commitment to continuous improvement and helped ensure people received their medicines safely, consistently and as prescribed. The service demonstrated a strong commitment to supporting meaningful connections and promoting person-centred care. Inspection rInspection reporteport Inspection report for Highbank Page 66 of 296
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The activity co-ordinator spoke passionately with a clear understanding of personhood and the importance of recognising each person as an individual. Meaningful engagement was embedded in daily life, extending beyond organised activities to include conversations, relationships and opportunities for people to maintain a sense of purpose and belonging. This approach fostered positive outcomes for people and contributed to a warm, inclusive and relationship-centred culture throughout the home. The use of hand massage reflected the principles of Namaste Care by promoting meaningful connection, sensory comfort, therapeutic touch and person-centred engagement. Staff used gentle, unhurried interactions to help people feel calm, valued and connected, supporting their emotional wellbeing and recognising their individuality. Inspection rInspection reporteport Inspection report for Highbank Page 67 of 296
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Areas for improvement Previous area for improvement 1 To ensure that medication is managed in a manner that protects the health and wellbeing of service users. The manager should: • Ensure that medicines are administered as instructed by the prescriber; • Demonstrate that staff follow policy and best practice about medication administration records and documentation; • Ensure that staff receive training and refresher training appropriate to the work they perform; • Ensure that managers are involved in the audit of medication records. This is to ensure care and support is consistent with the Health and Social Care Standards (HSCS) which states: “I experience high quality care and support based on relevant evidence, guidance and best practice” (HSCS4.11). "I experience high quality care and support because people have the necessary information and resources" (HSCS 4.27). This area for improvement was made on 29 January 2025. Action taken since then The service had implemented a structured approach to medication management, including regular audits, competency assessments and strengthened management oversight. We found medicines were administered in line with prescribing guidance and medication records were consistently completed to a good standard. Staff demonstrated a good understanding of medication practice and had completed relevant training and competency assessments. Auditing systems were effective in identifying and responding to any issues, with clear evidence of actions taken and follow-up. These improvements demonstrated medication was managed in a manner which protected people’s health and wellbeing. This area for improvement has been met. What the service has done to meet any areas for improvement we made at or since the last inspection Inspection rInspection reporteport Inspection report for Highbank Page 68 of 296
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Complaints There have been no complaints upheld since the last inspection. Details of any older upheld complaints are published at www.careinspectorate.scot. Inspection rInspection reporteport Inspection report for Highbank Page 69 of 296
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Detailed evaluations How well do we support people's wellbeing? 5 - Very Good 1.3 People's health and wellbeing benefits from their care and support 5 - Very Good Inspection rInspection reporteport Inspection report for Highbank Page 70 of 296
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To find out more This inspection report is published by the Care Inspectorate. You can download this report and others from our website. Care services in Scotland cannot operate unless they are registered with the Care Inspectorate. We inspect, award grades and help services to improve. We also investigate complaints about care services and can take action when things aren't good enough. Please get in touch with us if you would like more information or have any concerns about a care service. You can also read more about our work online at www.careinspectorate.scot Contact us Care Inspectorate Compass House 11 Riverside Drive Dundee DD1 4NY enquiries@careinspectorate.com 0345 600 9527 Find us on Facebook Twitter: @careinspect Other languages and formats This report is available in other languages and formats on request. Tha am foillseachadh seo ri fhaighinn ann an cruthannan is cànain eile ma nithear iarrtas. Inspection rInspection reporteport Inspection report for Highbank Page 71 of 296
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Cabinet Tuesday 6 October 2026 Item No 5.5 Inspection of Cherry Road Resource Centre Report by: Nick Clater, Head of Adult Services and Chief Social Work Officer Report for Noting 1 Recommendations Cabinet is requested to: 1. To note the outcome of the inspection of Cherry Road Resource Centre by the Care Inspectorate. 2 Purpose of Report/Executive Summary This report advises of 1. The outcome of the inspection of Cherry Road Resource Centre Date: 20/08/26 Report Contact: Nick Clater Page 73 of 296
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3 Background 3.1 Inspection Cherry Road Resource Centre is a Day Service, operated by Midlothian Council that provides support for adults with Learning Disabilities. It caters for individuals with complex learning disabilities and physical disabilities in addition to their Learning Disability. In June 2026 the Care Inspectorate conducted and announced (short notice) inspection of Cherry Road Resource Centre. A copy of the report is contained in Appendix B of this report. 3.2 Outcome of Inspection The inspection undertaken by the Care Inspectorate was a core assurance inspection. These inspections provide assurance that better performing services continue to deliver care and support that meets people's needs. They are is not a validation of previous evaluations, and no new evaluations (grades) will be awarded been awarded. The report made the following conclusion: Overall, evidence gathered demonstrated people experienced positive outcomes because they received highly individualised, person-centred support from staff who knew them well. Care planning processes, meaningful family involvement, detailed monitoring of people's experiences and consistently positive interactions helped to promote people's wellbeing, participation, relationships and quality of life. People were supported to engage in activities they enjoyed, maintain important connections and experience care and support which was responsive to their needs, preferences and aspirations. The table below lists previous grades for Cherry Road Resource Centre. Date Wellbeing Support Leadership Staff Team Setting Caer Planning 4/3/25 Very Good (5) Very Good (5) Very Good (5) Good (4) Very Good (5) 14/3/23 Good (4) Good (4) No Assessed Adequate (3) Very Good (5 3.2 Areas for Improvement No areas for improvement were identified in the inspection. Page 74 of 296
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3.3 Actions Being Progressed There are no specific actions that require to be progressed following this inspection report. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There will be some resource implications in relation the environment improvements. 4.2 Digital There are no digital implications related to this paper. 4.3 Risk There is a reputation risk to Midlothian Health and Social Care Partnership in relation the standard of care and support it is providing being affected by the quality of the environment. 4.4 Ensuring Equalities (if required a separate IIA must be completed) The provision of day services by Cherry Road Resource Centre addresses inequalities experienced by people with Learning Disabilities. 4.4 Additional Report Implications There are no additional report implications at present. Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 75 of 296
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value A.5 Involving Communities and Other Stakeholders Subsequent to the inspection there has been consultation with users of the service and their families in relation to the arrangements for mealtimes. A.6 Impact on Performance and Outcomes This report highlight a number of actions that will improve performance and the outcomes of people using the service. A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Not applicable Page 76 of 296
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APPENDIX B - Inspection Report Inspection Report 2026 - Cherry Road Resource Centre Page 77 of 296
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CherCherrry Ry Rooad Rad Resouresource Centrce Centree Support Service 8 Cherry Road Bonnyrigg EH19 3ED Telephone: 01315 615 402 Type of inspection: Unannounced Completed on: 22 July 2026 Service provided by: Service provider number: Midlothian Council SP2003002602 Service no: CS2003017838 Page 79 of 296
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About the service Cherry Road Resource Centre is operated by Midlothian Council and is a purpose-built facility designed to be fully accessible for people with physical disabilities. The service provides support for adults with learning disabilities, enabling them to access a range of activities, services, and facilities both within the centre and in the wider community. Located within a residential area of Bonnyrigg, the centre benefits from close proximity to local amenities and public transport links. In addition to day centre provision, the service offers outreach support within the community. Support is tailored to individual needs and is provided on a one-to-one basis, promoting choice, independence, and participation in community life. About the inspection This was an unannounced inspection which took place between 14th and 15th July 2026. The inspection was carried out by one inspector from the Care Inspectorate. To prepare for the inspection we reviewed information about the service. This included previous inspection findings, details of registration and complaints, and information submitted by the service throughout the inspection year. This was a core assurance inspection to provide assurance that better performing services continue to deliver care and support that meets people's needs. It is not a validation of previous evaluations, and no new evaluations (grades) have been awarded. This inspection is called a core assurance inspection. This is because research tells us these core assurances are the key areas that are essential to a service being safe. We report on them under the headings: legal assurances; wellbeing; leadership; staffing; the setting and planned care/support. During this inspection, we confirmed people continued to receive care that met their needs and protected their safety, wellbeing, and rights. We knew this because we: • spoke with or had feedback from nine people supported and their relatives • spoke with or had feedback from 16 members of staff including the manager • received feedback from two visiting professionals • observed practice and daily life • sampled relevant documents. Inspection rInspection reporteport Inspection report for Cherry Road Resource Centre page 2 of 6 Page 80 of 296
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Key messages Legal assurances We found the service was operating in accordance with its conditions of registration and all relevant legal requirements. Appropriate insurance arrangements were in place, and a comprehensive range of policies and procedures supported the delivery of safe and effective care. These measures helped to ensure people were protected from harm, experienced positive outcomes, and could have confidence in the organisation providing their care and support. Wellbeing People felt safe and well supported because the service had effective adult support and protection measures in place. Staff had received training appropriate to their roles and spoke confidently about their responsibilities in safeguarding people. One person told us, "I feel very safe, the staff know me well, l learn things, I have friends." We found appropriate legal documentation was in place for people who required it, and the service took a proactive approach to ensuring records remained accurate, current and readily available. This helped ensure people's rights were protected and decisions were made in line with relevant legal frameworks and individual wishes. Medication management was supported by robust auditing processes, and records sampled were completed accurately, giving assurance people received their medicines safely from competent staff. Good infection prevention and control practices were consistently observed, with adequate supplies of PPE available and the environment maintained to a good standard of cleanliness and organisation. Staff demonstrated a very strong understanding of individual needs and preferences, providing responsive, person-centred support within a welcoming and personalised environment. As a result, people experienced care which promoted their safety, wellbeing, dignity and individual outcomes. Leadership We reviewed accident and incident records and found these were completed appropriately and followed up when required. Notifications to the Care Inspectorate had been submitted appropriately. The 2026 service improvement plan demonstrated strong person-centred practice, reflective leadership, effective partnership working, a flexible workforce, and robust care planning. The service recognised the physical environment as its main challenge, with the manager taking a proactive approach to improvements. Actions were aligned with the Health and Social Care Standards and Quality Framework. The service had received no formal or informal complaints since the previous inspection. Quality assurance processes covered key areas of care and support, providing assurance that people and their families were supported by a well-led service which actively sought feedback to drive improvement. Overall, the service demonstrated strong leadership, a committed workforce and effective partnership Inspection rInspection reporteport Inspection report for Cherry Road Resource Centre page 3 of 6 Page 81 of 296
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working, with positive feedback consistently highlighting the strength of leadership and the positive outcomes achieved for people using the service; one parent told us, 'The management are kind and helpful and choose the support staff well when interviewing'. Staffing We reviewed recent recruitment information and found them to be comprehensive and well maintained. This gave assurance that staff had been safely recruited in line with Safer Recruitment through Better Recruitment guidance. Staff described management as approachable, supportive and kind. Supervision and appraisal arrangements were well established, and records demonstrated reflective discussions, a focus on person-centred practice, values and standards, staff development, training, and clear action planning. Staffing levels were generally considered sufficient to meet people's needs. While some staff highlighted occasional pressures which could affect plans and routines, we observed a team which was flexible and responsive to changing service demands. We noted the service has plans to recruit additional staff and a review of staffing arrangements is planned to reflect the ongoing service needs and the long-term use of locum staff. Staff told us they received excellent training and felt well equipped to carry out their roles. They valued being given time to complete training and were positive about development opportunities, including SVQs where capacity allowed. High levels of staff retention were particularly positive and reflected the supportive culture, strong leadership and commitment of staff to achieving good outcomes for people. One carer told us, 'I only have praise for the staff, the support workers, the cook, all the people who work there'. Setting The service maintained a range of environmental and safety checks, including servicing of equipment, gas, electricity and water systems, all of which were up to date within the samples reviewed. Management demonstrated a proactive approach to ensuring the safety and upkeep of the environment. The environment was clean, tidy, welcoming and highly personalised. Communal areas were attractively decorated with seasonal displays, and artwork created by people using the service enhanced the atmosphere. Staff had worked creatively to develop individualised spaces which reflected people's lives, interests and identities, demonstrating a strong commitment to improving the environment within the resources available to them. Maintenance records showed repairs were regularly identified and reported. We noted the service's own environmental audit had identified concerns regarding both internal and external areas, concluding maintenance standards required improvement and several defects remained unresolved. Similar concerns were raised by staff and external professionals, who felt greater investment was needed to ensure the environment fully supported people's wellbeing. The manager spoke avidly about the need for the buildings owners to invest in the premises for the people who use it. Despite these challenges, the staff team should be commended for maintaining a clean, bright and personalised environment which felt welcoming and supportive for those attending the service. Inspection rInspection reporteport Inspection report for Cherry Road Resource Centre page 4 of 6 Page 82 of 296
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Planned Care We sampled care plans; we found these to be of an exceptionally high standard and demonstrated a strong commitment to person-centred support. They contained detailed information about each person, were regularly reviewed and provided clear guidance to staff. Every three months, the service compiles a record of activities, outings and day-to-day experiences. These journals provide a rich history of each person's life and are shared with families and professionals during reviews. Written in a warm, person-centred way and supported by photographs, they celebrated individuality, achievements and meaningful experiences while helping maintain important connections. We carried out a SOFI observation during a music activity. This tool helps us understand people's experiences by observing interactions and support. Staff demonstrated warmth, genuineness, enabling, collaboration, inclusion and respect throughout the session. Interactions were consistently positive and promoted engagement, enjoyment and meaningful participation. A visiting professional told us, 'The staff team is excellent and well supported, demonstrating a deep commitment to understanding each person, their needs, interests and potential. Their approach goes beyond providing care; it is about knowing the person and creating opportunities for them to experience enjoyment, connection and fulfilment.' Overall, evidence gathered demonstrated people experienced positive outcomes because they received highly individualised, person-centred support from staff who knew them well. Care planning processes, meaningful family involvement, detailed monitoring of people's experiences and consistently positive interactions helped to promote people's wellbeing, participation, relationships and quality of life. People were supported to engage in activities they enjoyed, maintain important connections and experience care and support which was responsive to their needs, preferences and aspirations. Complaints There have been no complaints upheld since the last inspection. Details of any older upheld complaints are published at www.careinspectorate.scot. Inspection rInspection reporteport Inspection report for Cherry Road Resource Centre page 5 of 6 Page 83 of 296
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To find out more This inspection report is published by the Care Inspectorate. You can download this report and others from our website. Care services in Scotland cannot operate unless they are registered with the Care Inspectorate. We inspect, award grades and help services to improve. We also investigate complaints about care services and can take action when things aren't good enough. Please get in touch with us if you would like more information or have any concerns about a care service. You can also read more about our work online at www.careinspectorate.scot Contact us Care Inspectorate Compass House 11 Riverside Drive Dundee DD1 4NY enquiries@careinspectorate.com 0345 600 9527 Find us on Facebook Twitter: @careinspect Other languages and formats This report is available in other languages and formats on request. Tha am foillseachadh seo ri fhaighinn ann an cruthannan is cànain eile ma nithear iarrtas. Inspection rInspection reporteport Inspection report for Cherry Road Resource Centre page 6 of 6 Page 84 of 296
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Improving Outcomes for Learners through an Empowered System Education Services encompasses Early Learning and Childcare (ELC), Primary Schooling, Secondary Schooling, Special Schooling, Additional Support Needs, Digital Learning, Education Psychology and Community, Lifelong Learning and Employability (CLLE). Vision and context Children, Young People and Partnerships (CYPP) Directorate Vision The Children, Young People and Partnerships Directorate comprises Education, CLLE and Children’s Services. The Directorate vision is: All children, young people, adults and communities in Midlothian are supported to be the best they can be. This will be achieved through a nurturing, respectful and collaborative approach that promotes wellbeing, equity, inclusion and lifelong learning. Education Priorities for academic session 2026/27 • Children and young people have improved attainment and achievement and reach ambitious outcomes. • Children and young people will feel fully engaged in decisions that affect them. • Children and young people receive their entitlement to high-quality universal provision which promotes engagement and improved outcomes. • Children and young people benefit from a skilled and confident workforce promoting leadership at all levels to deliver excellent learning, teaching & assessment for all learners, in line with professional standards. • Children and young people experience, and contribute to, positive, respectful relationships within a culture of dignity and respect. • Children and young people benefit from data-informed ASGs collaborating with partners to improve outcomes for all 3-18 learners. Education Q1 26/27 Performance Report Cabinet Tuesday 6 October 2026 Item No 5.6 Page 85 of 296
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• Children and young people are equipped with skills to navigate and thrive within a rapidly evolving digital landscape • Children and young people benefit from an inclusive and relevant curriculum, that prepares them for their future. We have the following outcome measures and targets: Last Published Data (Publication date) Latest internal recording (Pre-validation) June 2025 Stretch aim June 2026 Stretch aim June 2027 Stretch aim A CURRICULUM FOR EXCELLENCE LEVEL P1, P4, P7 Combined Literacy 76.56% (Dec 2025) 78.05% (Jun 2026) 73.00% 78.00% 79.00% (National – 74.5%) A CURRICULUM FOR EXCELLENCE LEVEL P1, P4, P7 Combined Numeracy 80.23% (Dec 2025) 80.49% (Jun 2026) 79.00% 81.00% 83.00% (National - 80.3%) SECONDARY SCHOOL YEAR 3 Literacy 3rd level or better 89.68% (Dec 2025) 89.07% (Jun 2026) 88.00% 90.00% 91.00% (National - 89.8%) SECONDARY SCHOOL YEAR 3 Numeracy 3rd level or better 93.95% (Dec 2025) 89.76% (Jun 2026) 93.00% 91.00% 95.00% (National – 90.9%) % Initial Destination in Higher Education 38.48% (Mar 2026) n/a 40.00% 42.00% 45.00% (National – 42.3%) Participation Measure 3 years post initial destination rate % 93.9% (Aug 2025) n/a 94.5% 95% 95% (National - 93.3%) Attendance Rate Primary 94.0% (Dec 2025) 93.60% (Jun 2026) 93.50% 94.00% 95.50% (National - 93.1%) Attendance Rate Secondary 88.0% (Dec 2025) 86.40% (Jun 2026) 89.00% 90.50% 92.00% (National - 88.4%) Exclusion Rate per 1,000 Primary 7.4 (Dec 2025) 11.08 (Jun 2026) 2.00 1.50 1.00 (National - 5.3) Exclusion Rate per 1,000 Secondary 38.5 (Dec 2025) 31.45 (Jun 2026) 22.50 17.50 15.00 (National - 26.9) Page 86 of 296
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% of schools & Early Learning & Childcare Centres with validated Good or better QUALITY INDICATOR 1.1 77% 77% 84% 88% 90% % of schools & Early Learning & Childcare Centres with validated Good or better QUALITY INDICATOR 1.3 72% 77% 84% 88% 90% % of schools & Early Learning & Childcare Centres with validated Good or better QUALITY INDICATOR 2.3 77% 67% 77% 84% 90% % of schools & Early Learning & Childcare Centres with validated Good or better QUALITY INDICATOR 3.1 74% 65% 79% 85% 90% % of schools & Early Learning & Childcare Centres with validated Good or better QUALITY INDICATOR 3.2 56% 51% 69% 79% 90% ACEL Literacy and Numeracy The information above has been provided by the Achievement of Curriculum for Excellence Levels (ACEL) dataset that was published in December 2025. A full Attainment report including Senior phase insight data and “Reducing the Gap” information will be presented to December council Each year the service produces a summary of it’s progress successes and achievements. This is published in September each year. Page 87 of 296
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Midlothian Education Service outcomes for 2026/27: We will raise attainment and achievement to ensure that all children and young people in Midlothian achieve outcomes which lead to positive and sustained destinations. Our Service Improvement Plan has 3 drivers for improvement: • Getting It Right For Every Child • Inclusive Learning, Teaching, Assessment & Curriculum • Leadership At All Levels Scottish National Improvement Plan priorities Our National Improvement Framework 2026 outcomes are outlined in Figure 1 and our Education Service Plan takes account of these and the national wellbeing indicators: safe, healthy, achieving, nurtured, active, respected & responsible. Page 88 of 296
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Challenges Additional Support Needs (ASN) The growing number of children with complex ASNs continues to place pressure on the ASN budget, the availability of space within our ASN provisions and ASN staffing allocation. Staff Absence The Education Service receives regular data from the HR team showing staff absence trends. This is used to inform next steps in schools. Continuing high levels of staff absence and the lack of available supply staff continues to have a significant impact on service delivery. School Buildings and Capacity The Midlothian 0-18 yrs population continues to grow with capacity limits close to breaching in a number of our schools. As part of the Council approved Learning Estate Strategy, several projects are underway to deliver new schools and additional capacity, such as Mayfield Learning Community Campus, Penicuik High School refurbishment and extension, a replacement for Beeslack CHS and a Shawfair Campus. Due to sustained market volatility, some delays are affecting programmes for delivery, this is a national issue for authorities. Capacity breaches are closely monitored across the Learning Estate, and suitable mitigations for any breaches will be delivered. All schools now have an up-to-date Suitability and Condition survey which are graded in terms of quality. These grades are reported as part of the annual Core Facts Return to the Scottish Government. Any issues that were flagged in the surveys are now being actioned as part of the Council’s Asset Management Strategy. Digital Delivery The ongoing dispute between the council and trade unions continues to prevent delivery of a senior phase online learning offer. This has been escalated to Scottish government to resolve a t a national level. Page 89 of 296
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Aligned to the Service Plan, priorities for 2026/27, key service outcomes are: • Children and young people have improved attainment and achievement and reach ambitious outcomes. • Q1 Progress - Almost all our learner attainment stretch aims were met for June 2026. • Children and young people receive their entitlement to high-quality universal provision which promotes engagement and improved outcomes. • Q1 Progress - Most schools who were quality assured during 2025 to 2026 were rated as "Good" or better for "How Good Is Our School" Quality Indicator 3.1 Ensuring Wellbeing, Equality and Inclusion. There is further work required to reduce school exclusions and to improve aspects of secondary school senior phase attainment. • Children and young people benefit from a skilled and confident workforce promoting leadership at all levels to deliver excellent learning, teaching & assessment for all learners, in line with professional standards. • Q1 Progress - We continue to provide an extensive professional learning offer. To help identify progress and delivery to these service outcomes we have the following measurable outcomes: • Attainment and attendance reaches or exceeds stretch aims. • Q1 progress - Almost all our learner stretch aims were met for June 2026. • Robust school tracking and monitoring systems will inform universal and targeted support offers and measure the impact for learners • Q1 progress - Almost all schools have robust learner attainment tracking and monitoring systems in place. • All schools are "Good" or better in the measured Quality Indicators. For 2026-2027, we will carry out validated self-evaluation in key themes within QI 1.3, 2.3 and 2.4 and the correlated Early Years Framework quality indicators. National Improvement Framework (NIF) Indicator 1 A globally respected, empowered and responsive education and skills system with clear accountability at every level that supports children, young people and adult learners to thrive. The system enables the development of their knowledge, skills, values and attributes that give them the best opportunity to succeed and contribute to Scotland’s society and economy Page 90 of 296
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• Q1 progress - During 2026 to 2027 we will be quality assuring schools' self-evaluations of Quality Indicator 1.3 Leadership. Currently 85% of schools are judged to be "Good" or better in quality indicator 2.3 learning, Teaching and Assessment. This is 84% for quality indicator 3.1 Ensuring Wellbeing, Equality and Inclusion and 82% for quality indicator 3.2 Raising Attainment and Achievement. • Midlothian professional learning continues to be evaluated at 90%+ in relation to relevant skills and confidence • Q1 progress - Over 90% of participants continue to evaluate our professional learning offer positively. • All schools and ELCs have confident and competent leaders who develop leadership at all levels that improve outcomes for all learners. • Q1 progress - During 2026 to 2027 we will quality assure schools' self-evaluations of quality indicator 1.3 Leadership. Page 91 of 296
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Placeholder Aligned to the Service Plan, priorities for 2026/27, key service outcomes are: • Children and young people benefit from data-informed ASGs collaborating with partners to improve outcomes for all 3-18 learners • Q1 Progress - Almost all schools engage with a range of partners to enhance the curriculum offered. All Associated School Groups can access performance data that is then used to inform next steps in collaborative improvement. To help identify progress and delivery to these service outcomes we have the following measurable outcomes • All learners receive their full statutory entitlement to an education.. • Q1 progress - There is continuing work required to reduce school exclusions, accelerate build-up timetables and narrow the poverty and additional support needs related gaps in outcomes for learners. • Evaluation of ASG improvement plans shows strengthened partnerships to improve learner outcomes. • Q1 progress - There has been considerable expansion of curriculum partnerships to develop a more diverse range of courses and qualifications for secondary school learners. Engagement with DYW is being strengthened to support the wider ASG when appropriate. NIF Indicator 2 Young people experience the benefit of schools and early years settings working in excellent partnerships with wider children’s services and other partners, families, and communities, in line with the Getting It Right For Every Child (GIRFEC) approach. Page 92 of 296
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Placeholder Aligned to the Service Plan, priorities for 2026/27, key service outcomes are: • Children and young people benefit from an inclusive and relevant curriculum, that prepares them for their future. • Q1 Progress - The Inclusive Learning, Teaching and Assessment Strategy Paper will continue to be refreshed in line with the national Curriculum Improvement Cycle guidance as this is release To help identify progress and delivery to these service outcomes we have the following measurable outcomes • Effective implementation of the Curriculum Improvement Cycle is leading to an engaging curriculum that supports children and young people to achieve their best. • Q1 progress - A Midlothian Curriculum Improvement Cycle Steering Group has been established to support strategic planning for Midlothian wide implementation of the new national, curriculum guidance. Senior officers and school leaders will continue to attend attending national updates and will continue to adapt our local implementation plan. NIF Indicator 3 Inclusive and relevant curriculum and assessment which gives young people the knowledge and skills necessary to contribute to society, shape a sustainable future, while celebrating and supporting progression for all. Page 93 of 296
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Placeholder Aligned to the Service Plan, priorities for 2026/27, key service outcomes are: • Children and young people experience, and contribute to, positive, respectful relationships within a culture of dignity and respect. • Q1 Progress - We are in year 2 of our Relationships for learning policy that promotes a rights-based, relational approach within a culture of dignity and respect. We have analysed HT feedback on their self-evaluation of the policy and identified actions to support ongoing improvement. We have launched guidance on physical intervention in schools and all schools have delivered a briefing session to all staff on key principles and practice. To help identify progress and delivery to these service outcomes we have the following measurable outcomes • Feedback from pupil voice groups indicates learners are meaningfully engaged in decisions that affect them • Q1 progress - We are now in Year 2 of our new Pupil Leadership structure. Young people meet at school, Associated School Group and Local Authority level. During these meetings young people can initiate change and also take part in change initiated by others. These meetings also provide a forum for formal national and local consultation with young people. NIF Indicator 4 Improving relationships and behaviour, and attendance, with increased engagement in learning and a culture of dignity and respect for all Page 94 of 296
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Aligned to the Service Plan, priorities for 2026/27, key service outcomes are: • Children and young people are equipped with skills to navigate and thrive within a rapidly-evolving digital landscape. Children and young people feel fully engaged in decisions that affect them. • Q1 Progress - We are updating the Digital Skills Framework to include a new AI literacy track and a new digital habits track, specifically in relation to screentime/ distraction to better equip young people to develop their own boundaries around proportionate use of technology. To help identify progress and delivery to these service outcomes we have the following measurable outcomes • There is a robust Artificial Intelligence offer for education staff with adoption rates increasing towards 75% • Q1 progress - We are working to Further develop a digitally-skilled, Artificial Intelligence (AI) literate workforce to support children and young people to navigate AI. NIF Indicator 5 An education system engaging in digital technology to enhance all aspects of learning and teaching, supported by a digitally-skilled workforce, and tackling digital inequality Page 95 of 296
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Primary Attendance and Exclusion for the 2025/26 school year Primary attendance for the 2025/26 school year was 93.60%. The National primary average for the past 3 years is 92.29%. Of the 6.40% absence, 3.92% is authorised absence compared to 4.6% National 3yr avg (pre-approved appointments, sickness absence etc) 2.46% is unauthorised absence compared to 2.5% National 3yr avg (unauthorised holidays, absence without reason etc) and 0.02% are exclusion-based absence. A breakdown of reasons for exclusion is included; there were 93 primary exclusion incidents in 2025/26. NIF Indicator 5 – A Deeper Look into Attendance and Exclusion Present, 93.60% Authorised absence, 3.92% Unauthorised absence, 2.46% Exclusions, 0.02% Absence Primary Attendance % Present Authorised absence Unauthorised absence Exclusions 17% 7% 23% 5% 1% 7% 3% 5% 18% 14%Damage to property Fighting General or persistent … Insolent or offensive … Other Physical assault Refusal to attend class Spitting Theft Threat of physical violence Threat to school property Verbal abuse of pupils Verbal abuse of staff Reason for Exclusion Page 96 of 296
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Secondary Attendance and Exclusion for the 2025/26 school year Secondary attendance for the 2025/26 school year was 86.40%. The National Secondary average for the past 3 years is 88.20%. Of the 13.60% absence, 7.28% is authorised absence compared to 6.8% National 3yr avg (pre-approved appointments, sickness absence etc) 6.27% is unauthorised absence compared to 5.0% National 3yr avg (unauthorised holidays, absence without reason etc) and 0.05% are exclusion based absence compared to 0.07% National 3yr avg. A breakdown of reasons for exclusion is included; there have been 200 secondary exclusion incidents for the 2025/26 school year. NIF Indicator 5 – A Deeper Look into Attendance and Exclusion Present, 86.40% Authorised absence, 7.28% Unauthorised absence, 6.27% Exclusions, 0.05% Absence Secondary Attendance % Present Authorised absence Unauthorised absence Exclusions 4% 5% 18% 9% 5% 15% 4% 4% 18% 2% Damage to property Fighting Fireraising General or persistent … Insolent or offensive … Other Physical assault Refusal to attend class Substance misuse Theft Threat of physical violence Threat of sexual violence … Threat to school property Verbal abuse of pupils Reason for Exclusion Page 97 of 296
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CLLE supports skills for learning, life and work across Midlothian to meet our Statutory duties and contract/external funding requirements. In Q1: • 1759 people engaged across 267 CLLE opportunities. • 80 home visits supported young people not in positive destinations. • 151 participants are from SIMD 20% areas and 810 from SIMD 40%. • 244 qualifications were achieved through CLLE programmes. • 24 community groups received support with governance, planning, or funding 2. Employability Services (All Age & Parental Support) No One Left Behind (NOLB) – All Age Employability • 224 people supported in Q1 (87 new starts). • Outcomes: o 19 moved into work o 3 Modern Apprenticeship o 32 achieved work-related- qualifications o 4 began volunteering NOLB continues to provide a person-centred, trauma-informed service through face-to-face, telephone, digital and outreach support. This flexible approach helps participants build confidence, improve wellbeing and progress towards their employment goals at a pace that works for them. Communities, Lifelong Learning & Employability (CLLE) Page 98 of 296
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Participant Feedback "I hope you know that you saved my life." "The work experience placement helped me realise construction was not the right career for me. It gave me valuable insight and the confidence to pursue a path better aligned with my interests in permaculture and natural construction." "The support was flexible around my health, and I never felt pressured. I finally feel ready to move forward." "My keyworker believed in me when I didn't believe in myself. They helped me take things one step at a time and I'm now in employment." Supporting a Positive Destination Background A young person aged 16 was referred through school after leaving without a positive destination in place. They needed support to identify a suitable pathway into learning, training or employment. Support Provided • Career guidance and action planning • Health and safety training • Preparation for a CSCS card • CV development and interview skills • Job search and apprenticeship applications Outcomes • Achieved a REHIS qualification • Accepted onto a Construction Apprenticeship starting in August • Improved confidence, motivation and understanding of career opportunities Participant Reflection "I feel more confident now because I know there are still good opportunities for me. I'm looking forward to starting college and working towards completing my apprenticeship in construction." Page 99 of 296
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Supported Employment NOLB via CLLE to the Third Sector to support people with additional support needs - Impact Statements: "When I started with Into Work, I was working three jobs and still struggling financially. My adviser helped me strengthen my CV and identify opportunities that matched my skills. I have now passed probation in a permanent role and feel I'm moving towards my long-term goals." "I lacked confidence and didn't know what type of work I wanted. Into Work helped me identify a suitable career path and secure employment that meets my needs." "I was dealing with anxiety and work-related stress. The team listened, cared and provided practical support. I still have challenges ahead, but I now feel hopeful about the future." Parental Employability Support (PES) – Child Poverty Funding • 262 parents were supported in Q1 (40 new starts). 22 are currently undergoing assessment for allocation to keyworkers. • Outcomes: o 21 entered employment or self-employment o 78 qualifications achieved by 23 parents (REHIS, first aid, CSCS, LGV, IT, mental, rural skills and industry-based qualifications) o 6 started volunteering o 1 started a work placement Parental Employability Support (PES) has provided a range of new interventions, commissioned through the training budget, incorporated in our 2026-27 Annual Investment Plan, to increase employability, improve confidence and provide clear progression pathways into employment across Midlothian. Parental Employability Support (PES) PES has introduced a range of new training opportunities through the 2026/27 Annual Investment Plan to help parents build skills, increase confidence and progress towards employment. Page 100 of 296
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Key Activity and Outcomes • Welding Skills (SQA Level 3): Three cohorts (mums, dads and an evening group for working parents) are completing a six-week programme leading to a recognised qualification and progression routes into engineering, manufacturing and agriculture. Discussions are underway with local employer Mactaggart Scott to provide work experience and apprenticeship opportunities, particularly for women participants. • Hospitality Qualifications (SCPLH & REHIS): 12 parents gained industry-recognised qualifications, improving access to part-time, seasonal and permanent roles in the hospitality sector. Keyworkers are supporting participants with CV development and job applications. • PEEP Learning Together: 7 parents achieved an accredited qualification supporting children's early learning and development. Partnership work with Midlothian Sure Start is creating volunteering opportunities to build experience and confidence, providing a pathway into childcare, family learning and community-based roles. Parent Feedback "The PES team didn't just help me find a job; they supported me through everything else that was going on as well." "The confidence I've gained has made a big difference, both at work and at home." "I don't feel alone anymore. I know where to go if I need support." "The welding course was fantastic. I've gained confidence and skills I can use both personally and professionally." Case Study A parent facing financial hardship, poor mental health and other personal challenges engaged with PES after self-referring through local outreach. Despite experiencing setbacks, they remained engaged with the service. PES provided tailored employability support alongside referrals for financial advice, wellbeing services and practical assistance. Support adapted as circumstances changed, helping the individual explore alternative training routes, strengthen their CV, apply for jobs and navigate employment barriers. Outcome: The parent secured full-time employment, improving financial stability, confidence and wellbeing, while creating positive outcomes for their family. Page 101 of 296
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3. Youth Work & Targeted Support Q1 Highlights • 954 young people took part in 132 opportunities for young people. • 103 received 1:1 support for positive destinations. • Strong participation from SIMD areas (52 SIMD20, 367 SIMD40). Universal Youth Clubs (P6–S6) Clubs across all clusters offer free weekly activities for 10–30 young people per session, including cookery, crafting, sports, games, and trips. The information and data collected from the youth work consultation is being used to further inform and lead on the direction of travel of Midlothian Council’s youth work service for the academic year 2026/27. Some of our targeted and new work includes: • Bonnyrigg Pavillion – new youth space for young people to come together, take part in group work, musical and outdoor activities • CLLE are piloting a Youth Café for 11+ in partnership with Food Fact Friends in Penicuik on a Thursday evening, 4-6pm. • Development of football team for young people who are unable to access current teams in Midlothian – this is free of charge to all and delivered by FA coaches. • Parkhead Lodge( Penicuik) and No 29 ( Dalkeith) - (16-24 young homeless people) – benefitting from CLLE weekly support activities. • 4 new rolling programmes travelling across Midlothian focused on: P6/P7 Outdoor Learning Projects, Young Carers Fri Youth Work, Music Project and a Girls and Boys (S3/S4) targeted youth work. • Duke of Edinburgh – all bronze, silver and gold groups successfully completed their expedition element. These mainly took place in Vogrie, the Pentlands and local tracks, a few were out with Midlothian. 79 overnight expeditions took place through April to June 2026. Qualifications - secured through CLLE youth work in Q1 include: 9 Dynamic Youth Awards and 12 Hi5 Awards. Page 102 of 296
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Modern Apprenticeships supported throughout Q1 as part of our Skills Development Scotland contract. 4. Adult & Family Learning Adult Learning • 84 adults participated in paid courses (e.g. National 5 Maths, PDA in Sociology). • 67 community adult learning courses with 295 participants in wellbeing, mental health, languages and arts. • 52 ESOL learners (including Afghan -specific classes). • 13 literacy learners, mostly 1:1. • 4 digital skills courses with 27 participants Family Learning • 79 children and adults engaged in family activities (craft, cooking, wellbeing) this quarter. School holiday periods are our busiest times for family learning. 5. Community Capacity Building, Poverty Reduction & Funding Community Capacity Building • Engagement with 24 community groups in total up to and including Q4. • Support provided to 12 groups for Large Grant monitoring and reporting. • CLLE supported 5 Community Councils with governance and operations. Page 103 of 296
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Poverty & Inclusion Work • CLLE continues to support 9 community diners in partnership with third sector and public health and are working to agree a tenth for Woodburn. • CLLE is working with the Midlothian Pantry Network to support pathways to dignified food access • CLLE is supporting the Making A Difference in Midlothian Group to influence the free school meal and clothing grant application process 6. External Funding • NOLB transport Annual Investment Plan was submitted and agreed covering a range of initiatives including e-bikes, driving lessons and bus passes to support parents with barriers to transport for work. Joint work with Midlothian Council Strategic Transport regarding employability and the new Royal Infirmary Edinburgh Hospital Bus Service. Local Growth Fund has been allocated within Midlothian in 2026/27 only to allow transition from UKSP until end March 2027. Challenges and risks • Increased number of referrals from schools for young people (122) requiring intensive employability support. This is a significant increase in young people requiring pre NOLB support as they need dedicated support from CLLE prior to being able to start their NOLB support journey. • Recruitment and contract challenges, consultations are underway. • Further investment required for Penicuik Town Hall to maximise income, usage and accessibility Page 104 of 296
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CLLE Q1 2026/27 in numbers Page 105 of 296
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“All children, young people, adults and families in Midlothian are supported to be the best they can be. This is achieved through a nurturing, respectful and collaborative approach that promotes wellbeing, equity and inclusion.” Community Priorities The Community Planning Partnership (CPP) draw together public, voluntary and private sector bodies, and local communities to deliver a shared plan to improve the lives of local people based on evidence. In Midlothian, the plan is called the Single Midlothian Plan (SMP). This is a shared partnership plan of how we will meet the needs of our local communities and brings together all the priorities for Midlothian into one place. The new SMP will be created for 2027 – consultation and planning for this process are underway. Approximately 265 residents participated through 17 face-to-face sessions across Midlothian, alongside online engagement activities. Further views are being gathered via the Citizen’s panel, and this feedback will be shared at the upcoming Community Planning conference in October. In Midlothian the Getting It Right for Every Child Board (GIRFEC) is one of the subgroups of the SMP, and one of the main drivers for the effective delivery of services to children. The GIRFEC Plan also known as the Integrated Children’s Service Plan 2026-2029 was finalised and recently sent to the Scottish Government. The new plan has been created following 6 months of data review and consultation. The plan for 2026-2029 focuses on four outcomes: • I will get the support I need to help me grow and thrive • I feel safe, connected and valued where I live, learn and play • I am listened to, respected and have my rights upheld • I have access to information and support when I need it. Children’s Services Q1 26/27 Performance Report Cabinet Tuesday 6 October 2026 Item No 5.7 Page 107 of 296
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Children’s Services Priorities Children’s Services Performance reporting for 26/27 will be based on our four service priorities: 1. We will ensure all children and young people from Midlothian are cared for and educated within Midlothian 2. We will ensure we have a skilled workforce who embody – relationships, prevention and restorative approaches. 3. We will ensure we offer children and families the right support at the right time 4. We will ensure voice is at the heart of our service These priorities have been agreed based on our local data in connection with our statutory duties to provide care and support, enact the UNCRC and the ambitions of the Promise. Key updates for Quarter 1 Early Help and Family Support During the quarter, the Family Wellbeing Service relocated to new accommodation within the modular units at Hawthorn Family Learning Centre and were joined by Hawthorn’s Outreach Team. Bringing services together in a single, accessible location is expected to improve partnership working, increase opportunities for multi-agency collaboration, and make it easier for families to access the support they need. The new setting provides a welcoming community space where practitioners can work more closely together, supporting earlier intervention, more coordinated planning, and improved outcomes for families. Over time, it is hoped that the model will help reduce duplication, strengthen communication between services, and enhance the overall experience for children, young people and their families. In quarter 2 we will share about the launch event and progress to increase shared supports. Child Protection The number of children subject to Child Protection Registration reduced slightly during the quarter compared with the previous reporting period. This follows a period of exceptionally high registration levels in Midlothian and may indicate some stabilisation in demand. Ongoing performance analysis has identified several areas requiring further improvement, including the quality and consistency of chronology practice, ensuring Child Page 108 of 296
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Protection Plans are routinely shared with children in an age-appropriate way, and reducing timescales between the Initial Referral Discussion (IRD) and initial Child Protection Planning Meetings (CPPM). Development sessions have been used to begin to address these areas, enabling practitioners to reflect on local performance data, share learning and strengthen practice. This work has also been undertaken collaboratively with colleagues from East Lothian and partners from the Edinburgh, Midlothian and East Lothian Public Protection arrangements (EMPPO), recognising that similar challenges are being experienced across neighbouring areas and that shared learning can support more consistent and effective practice improvement. Children looked after at and away from home Quarter one saw a significant number of children being accommodated away from home. This resulted in the number of children placed in external residential provision increasing during the reporting period. External placements continue to be used only where it is determined that a child's assessed needs cannot be safely or effectively met through scaffolding at home or available internal provision. There is confidence that decisions to place children in external residential settings are made following a balanced assessment of individual need, risk, and available resources. Despite the confidence in the process and necessity of these placements this places a significant pressure on how we support these children staying further from Midlothian and has an ongoing financial pressure. There is significant operational and strategic ongoing work to increase our internal resources and supports via RISE, foster carer recruitment, and expanding our local residential care. This forms a core part of our performance reporting, improvement plans and budget recovery actions. The addition of our planning officers are core to this work. 193 196 211 224 206 214 219 204 204 202 209 192 217 0 50 100 150 200 250 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 23/24 24/25 25/26 26/27 CP Register & LAAC - By Quarter CP LAAC 10.2 1.8 8.5 2.3 0 2 4 6 8 10 12 LAAC Rate CP Register rate Rates per 1000 - Q1 National Comparison Scottish Average Midlothian Page 109 of 296
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Practice improvement During the quarter, refreshed Child Protection Practice Standards and Looked After Children Practice Standards were introduced across Children’s Services. To support implementation, development sessions for both Practice Standards were delivered in April and May 2026, each reaching more than 60 staff from across Children’s Services. These sessions provided practitioners with guidance on the revised standards, promoted consistency of practice, and reinforced expectations regarding both direct work with children and recording requirements. A key area of focus was participation and ensuring that the voices of children, including infants who cannot verbally express their views, are fully considered in assessment, planning and decision-making. Sessions included input from Hawthorn Family Learning Centre staff, helping practitioners develop their understanding of how to observe, interpret and respond to the experiences and needs of very young children. This work supports a greater focus on lived experiences and strengthens confidence that care planning and safeguarding decisions are informed by the child’s perspective. The Continuing Care Guidance was also updated to reflect current practice and expectations, with two online training sessions provided in April. Services for Children with a Disability The number of children affected by disability, including neurodiversity continues to grow. As well as the number of children diagnosed with disability growing, we also continued to see an increase in complexity. This has an impact on a range of services providing support, including the number of children and young people receiving funded support. This places increased pressure on budgets. But also evidences scaffolding support can keep children and their families together, as detailed in The Promise. The Disability Team continue to increase the services available to children, young people and their families. A successful Easter playscheme was held at Saltersgate for up to 30 children a day, commissioned to Branch Out Together. Feedback was overwhelmingly positive and helped support routines for children and carers who can find holiday periods challenging. Page 110 of 296
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June saw 12 young people transition out of Children’s Services Disability Service into Adult Services and further funded support. This was the first year that we saw the benefits of our efforts to improve the transitions process. With evidence the [process was a more informed and streamlined approach for both families and professionals. Children and Young People in Conflict with the Law We are continuing to strengthen our response to children and young people in conflict with the law. In June twenty members of staff undertook START-AV training provided by the Children and Young People’s Centre for Justice (CYCJ). START-AV provides is a framework to support the assessment of vulnerabilities and strengths that can lead to, and mitigate against, the risk of adverse outcomes occurring, including harm to others and rule violations and harm to the young person. We continue to work with our colleagues in Adult Justice services to support this group of young people. To enhance our assessment, early intervention and targeted support. RISE service The RISE service continues to strengthen. Over the reporting quarter an Educational Psychologist was recruited to work within the service. This worker will commence in September 2026 and will provide reflective support to practitioners and families. In addition the worker will support comprehensive profiles are completed for all children being supported within the service – which shape the support to keep them at home or return to Midlothian from external resources. As the service continues to embed, we are beginning to receive feedback in relation to the positive impact the service is having. Family Centred Care During May’s Fostering fortnight we ran a range of activities to support for foster carer recruitment. This has generated 5 new fostering enquiries. Councillor Ellen Scott attended one of the foster carer support groups during this period and in June one of our Reviewing Officers attended a group to consult with foster carers about the changes in language being used within children and young people’s reviews. Foster carers are a critical part of how we support our care experienced children and young people. We continue to engage with carers about how we can support them in their role. “ The worker has worked intensively with the family this week and done such good mediation and support that we’ve avoided accommodating this young woman. The worker has worked early mornings and into the evenings to support the family and the outcome has been able to keep the family together so just wanted to say a huge thank you to her for all her hard work!” Page 111 of 296
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Children’s Residential Services An unannounced Promise Assurance inspection of Midlothian Residential Services took place on 8th & 9th June 2026. The inspection focussed on the key areas that are essential to upholding children and young people's right to be safe and be at the centre of their care. The conclusion was overall very positive about the evidence that young people are known, supported and included - A full inspection report will be shared with cabinet. Young People’s Services In March 2026, the Midlothian House Project ended their affiliation with the National House Project. This led to a name change, and Moving Forward Midlothian was born. Whilst the name changed, little else did. The current cohort is our 6th group of young people are they continue to progress towards stable housing. In Quarter 1 the Aftercare drop-in for young people who have left care was launched. 2 days a week, young people can drop into the hub and received support they require - this may be help with a housing form, referral for health care, emotional support or a cup of tea and a chat. Over the next few months, this support will develop and we can assess the impact. Resettlement Midlothian continue to support a range of people arriving via national resettlement programs. In June 2026, Midlothian continue to have a number of Ukrainian nationals living with host families. Whilst these arrangements provided ongoing support, some relationships are strained and longer- term housing issues are evident. New hosts continue to be identified however people arriving more recently are arriving from active war zones and their emotional wellbeing had been significantly impacted. The Afghanistan Relocation and Assistance Policy (ARAP) funding is coming to an end in 2026, following most families arriving in 2023. These families are often large and impacted by debt, financial and housing issues. Midlothian continue to see a flow of people dispersed through the National Asylum Dispersal Scheme. The volume and speed of arrivals can be challenging, with limited information available from both MEARS and the Home Office. The team currently have contact with 57% of the asylum- seeking people currently supported by the Home Office who are living in Midlothian. Whilst MEARS can share high level data, they will not share the details of individuals or families, so often they are unknown until they come to the attention of services. This places challenges on local schools and services, both in terms of numbers and having the ability to support these children in their own language, when needed. Our resettlement team provide support and help to people who are arriving to Midlothian via all of these routes. The team is small but well connected with local partners who together offer links into the community to welcome our new arrivals. Funding for this team and support remains a challenge Page 112 of 296
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with a lack on clarity or consistency of funding routes. The local Resettlement Board continues to strengthen our partnership approach to people moving into Midlothian. Workforce The service has continued to navigate a number of complex workforce challenges, including incidents of online “doxxing” of staff, whereby personal information is maliciously shared publicly with the intent to intimidate, harass or cause harm. Staff and partner colleagues have also been impacted by a number of traumatic events which have placed significant emotional demands on practitioners. In response, we have strengthened our support offer and access to reflective debriefs with our Trauma Lead and continuing to develop staff wellbeing initiatives to support resilience and psychological safety. In the quarter we have made progress in strengthening our workforce capacity and through the successful recruitment of two Planning Officers, an Assistant Manager for Residential, a Team Leader in Practice team and Social Workers within our Duty and Practice teams. Of note, the 2 key focus areas for work of the Planning Officers include workforce development and expansion of our local residential capacity. Despite the challenges faced, staff have continued to demonstrate commitment and innovation, with practice recognised nationally at the Pride and Practice event for creative work with a family that increased their participation, choice and control in making positive changes to their family life. Page 113 of 296
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Adult Services protect and improve the wellbeing of the people and communities of Midlothian. We help people get the right support, in the right place, at the right time. Social work services in Midlothian are delivered jointly by Midlothian Council and Midlothian Integration Joint Board. Adult social work and social care services, including Justice Social Work, are delegated to Midlothian IJB. Adult Social Care contributes to the Midlothian IJB Strategic Commissioning Plan, the strategic aims of both NHS Lothian and Midlothian Council, and contributes to the work of the Community Planning Partnership through the Single Midlothian Plan. Adult Social Care Services Q1 26/27 Performance Report Cabinet Tuesday 6 October 2026 Item No 5.8 Page 115 of 296
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Learning Disability Services – Midlothian HSCP As an example of the positive effect Learning Disability services can have on someone’s life, Cherry Road supported a successful transition for a young person from an out of area school during quarter one. The young person has very complex needs, enhanced support was provided to build up relationships with the young person in school and ensure that they were well supported with the transition to Cherry Road. The young person has settled well at Cherry Road, has built positive relationships with staff and is relaxed and content in their new surroundings. Transitions remain a pressure across Children’s and Adult’s Services – there are significant complexities. The new Transitions Policy has been a significant piece of work undertaken across services in Midlothian and is designed to make planning and management of complex young people more streamlined. The Community Access Team (CAT) have been supporting service users to volunteer at the Beacon Café in Gorebridge. Young people are helping on Monday mornings and developing valuable skills such as communication, teamwork, and customer service, while gaining confidence, meeting new people and contributing positively to their local community. Updated Policies Working Groups have been meeting over this past quarter to develop two new policies around the provision of support to people with Learning Disabilities: • Enhanced Support Ratio Policy • Sleepover Policy. The working groups included social work staff, representatives of care providers and colleagues from community health teams. These policies will assist setting out the criteria where the provision of enhanced staffing ratios and sleepover support is appropriate. These policies will also set out mitigations that should be considered prior to the provision of enhanced support or overnight support. Commissioned Services – Care Inspectorate Grades A number of providers have been inspected in the last quarter with the majority of grades being maintained or increasing slightly. One provider had grades that fell below ‘good’. An action plan is in place related to this however the service is registered across Mid and East Lothian and the majority of actions relate to the East Lothian Services. The provider will investigate splitting the registrations going forward. One provider has had a core insurance inspection. These are light touch inspections for services with consistently good performance and don’t result in the award of grades. Learning Disability/Physical Disability/Carers Page 116 of 296
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Performance Detail: Carr Gomm The Care Inspectorate recently visited the Midlothian Service to complete an inspection over 2 days, with the focus being on Core Assurances. The feedback received was positive and there were no areas that caused any concern and the service maintained its current grades. As part of their community benefits from their wider charitable work Carr Gomm continue to run a Music Group every Wednesday. This recently moved to a new venue, providing a more suitable and enjoyable environment. The group also had the opportunity to perform at the office during a visit from visitors from Irmak in Hungary. This was through Carr Gomm’s International Collaboration Exchange. The visitors spent an afternoon observing how support is delivered in Midlothian and had a chance to chat with people supported. There will be an opportunity for staff and people supported to visit their organisation in Hungary later in the year. The Midlothian Service has begun work on a Carr Gomm Futures Project titled "Cooking with Carr Gomm". This project is focussed on educating staff on how to develop basic cooking skills with people they support, increase knowledge on how to store food and support people to make healthy choices. Due to the diverse workforce and different cultures, it was felt this approach would enhance the support Carr Gomm provides to individuals. Garvald Mayfield Garvald Mayfield held their Spring Fair Event in May and had just short of 280 people attend the day and feedback was very positive particularly around the achievements of our members and the work they do. They have a member who has had their portrait artwork selected by the Scottish Arts Trust Scottish Portrait Award and will be exhibited at the Scottish Portrait Gallery in Edinburgh. Additionally, they have a number of members who have had their work selected by the Craft Scotland for an Exhibition in Edinburgh which will coincide with a media campaign by Craft Scotland to showcase the craft work of adults with learning disabilities through our member's work. Page 117 of 296
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Care Package Reviews There have been some challenges in ensuring that all service users with a learning disability received reviews within a two year period. That said, the performance is just off target. The challenges have largely been due to capacity and acuity of work within the team. It is anticipated that recruitment to vacant posts at the end of Q1 will see an improvement in the number of reviews being completed. Management actions taken regarding prioritising review are also being taken. Overarching Metric: Number of Reviews Within 2 years Target = 90% Actual = 89% Not meeting target Performance Detail: Page 118 of 296
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Physical Disabilities and Long-Term Conditions The Physical Disabilities and Long Term Conditions Team, like their colleagues in Learning Disability services, continue to see an increase in complexity. Assessment work timeframes has however remained positive and has been assisted by good management of leave within the team which ensures adequate cover at all times, including holiday periods. An emerging area of work is the Team’s work with Children with disabilities, specifically those requiring Occupational Therapy input and subsequent equipment. Overarching Metric: PD/LTC interventions recorded as outcome achieved Target = 85% Actual = 87% Meeting target PD/LTC referral screening episode concluded Target = 90% Actual = 96% Meeting target within 3 working days. Carers The Midlothian IJB Unpaid Carer Strategy 2025-28 was agreed by the Integration Joint Board in March 2025, and the associated action plan in place from that time. Eight years on from implementation of the Carers (Scotland) Act 2016, and the second strategy since that time, the strategy has been strongly influenced by the experience of carers, and the clarification of local priorities and the issues most affecting local carers. Consultation and survey work to support development of the strategy highlighted that many carers continued to be unaware of their rights, including to support, financial support, in employment, to be involved, and to have a say. The Strategy identifies priorities including in relation to economic, and physical and mental wellbeing, as we know from listening to carers the significant impact that caring has on their ability to prioritise their own needs, and the importance of putting in place supports to enable carers to live in good health, have a life alongside caring, and continue in their caring role for as long as they are able and wish to do so. The Strategy is the foundation of for the recommissioning of community carer support services being taken forward during 2026/27. The recommissioned services will deliver against the duties and responsibilities within the Carers Act and also the priorities, outcomes and actions within the Midlothian IJB Unpaid Carers Strategy 2025-2028 and Action Plan. It is anticipated that services will deliver a range of services and supports at a universal and targeted level, inclusive but not limited to: services supporting carers rights and identification; direct carer support in a range of formats; delivery of a carer advice and information service; a carer wellbeing and short breaks service; services to support employment and economic wellbeing; supports around care planning including completion of Adult Carer Support Plans and future planning activities such as Power of Attorney, Future Care Planning. Current service contracts have been extended to enable this work to be fully considered and take into account the needs of carer groups that have grown within service access since implementation of the Act, such as parent carers. Page 119 of 296
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Opportunities for the completion of Adult Carer Support Plans (ACSP) and access to Future Planning by Social Work and commissioned carer support services continue. In Q1 VOCAL supported the completion of 186 Adult Carer Support Plans and 22 Emergency plans. The HSCP completed 23 Adult Carer Support Plans for the same period which was marginally under the target of 25. Management actions are being taken to ensure this metric is on target in Q2 with Managers being asked to promote with staff the need to undertake the Plans through individual supervision sessions. VOCAL provide a range of services and support for carer, with supports for health and wellbeing, and the opportunity to have a break from caring remaining very much in demand. Through the Wee Breaks (Short Breaks Service) VOCAL distribute HSCP and Share Care Scotland funds and opportunities to enable carers to have a break from caring. In Q1 Midlothian HSCP responded to the Scottish Government consultation about the Care Reform Act proposed changes to the Carers (Scotland) Act, and the planned ‘Right to a Break’ policy, supporting breaks from caring for carers who do not currently receive adequate breaks. The Partnership remain connected to discussions and await further guidance. Overarching Metric: Number of ACSP completed by HSCP Target = 25 Actual = 23 Not meeting target Number of ACSP completed by VOCAL Target = 175 Actual = 186 Meeting target Page 120 of 296
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The demand on the Care at Home service remained consistently high throughout Q1 with the “in-house service” delivering around 1600 hours per week including MERRIT hours, out of a total service delivery (including the external providers) of around 8355 hours per week (excluding option 1 – direct payments). The demand grows by approximately 10% each year, which has therefore required services to adapt and respond to the increasing demand. The Care at Home team along with the Reablement Occupational Therapists have undertaken a number of actions to try and reduce demand and increase capacity. This has included undertaking specific moving and handling assessments with double up packages of care with external commissioned providers and releasing over 100 hours per week to re-distribute hours in the system. A shift to receiving shared therapy assessments from acute sites that enables the Reablement OT’s to determine the size of the package of care not the acute sites. A more comprehensive review framework for all packages of care promoting a self management approach that enables greater independence and a reduction to their package of care. POC under 5 hours to be allocated a POC within 6 weeks Target 85% Actual 52% Not meeting target POC over 5 hours allocated within 8 weeks Target 85% Actual 86% Meeting target For the PI for under 5 hours the Care at Home team are working through the waiting list and all referrals to reduce waiting time for Packages of Care. Demand remains an issue and an external provider is experiencing capacity challenges which have led to a shortfall in delivered hours, impacting the timely allocation of Packages of Care. Performance is being closely monitored, and service improvement measures are being implemented to address these issues and support sustained improvement. The Care at Home team dynamically risk assess all packages waiting and will allocate care as quickly as possible when circumstances change. There is less of a challenge with larger packages, it is the smaller packages that are harder to allocate and this is a capacity issue where travel time needs to be factored in. More cohorting of run is taking place so carers do not have to travel as far. It remains important to note that, despite the challenges, Care at Home delivers nearly 8500 hours of care to vulnerable people in Midlothian every week. Care at Home Page 121 of 296
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Learning and Development continue to support a wide range of the workforce to undertake many courses and learning relating to their role across Health and Social Care and Children’s Services. Partnership working with colleagues in Education, Communities and Lifelong Learning (CLLE), NHS Lothian, external social care providers and Children’s services had successes with the Foundation Apprenticeship (FA) programmes. Increased training and support to the FA’s has prompted positive feedback and each year we are seeing an increase in numbers to undertake the apprenticeships which are equivalent to a Higher. This enables young people to gain increased knowledge and practical skills in their chosen FA area whether it is health and Social Care or Children and Young people. This also equips them further when applying for further education, training and job opportunities. We continue to support a range of Social Work staff to work towards post-qualifying training accreditation, most notably in Adult Protection, Child Protection and Mental Health Officer. We also run a Newly Qualified Social Work (NQSW) Programme which supports newly qualified staff through their first year in the profession. Moreover, we have a significant SVQ Programme to support a range of staff working in social care. In addition, the Learning and Development team monitors all training for health and social care staff through the platform LearnPro and is able to report on what training is completed. Audits and monitoring is undertaken on a regular basis to analyse attendance rates and examine reasons for non–attendance and explore what could influence increasing attendance rates. Learning & Development Page 122 of 296
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The Older People’s Social Work Team continue to work effectively to support clients to identify and achieve their outcomes. Improvement and development work is ongoing and will be supported by a Planning Officer who started in Q1. The team has changed over the past year with an almost entirely new staff group including a number of newly qualified workers who have almost all completed their Newly Qualified Social Worker activities in conjunction with Learning and Development and supervision from Team Leader. The Older People’s Social Work Team had a strong emphasis on new assessment work in Q1. This was due to high demand and the need to ensure that people were not in hospital longer than they required to be and that community risk was mitigated. The PI below has recently been brought into line with the statutory standard of 6 weeks. There are several factors that have led to the poor output in completion rates, some of it related to recording and data quality. Further management actions have been taken to ensure Team Managers are robustly ensuring that review work is factored into wider assessment work but there were issues with capacity in Q1. The Service Manager has met with their Team Managers to look further at recovery actions with this PI. Consideration is being given to dedicating resource to reviews rather than having it subsumed as part of a wider role. Percentage of care home initial reviews completed Target: 70% Actual: 35.71% Not meeting target within the scheduled timeframe Despite there being a lack of capacity in care homes in Midlothian, placements were still achieved on an ongoing basis and reviews of people already in care homes for a year were managed well as evidence by the PI below. Staff have been specifically aligned to undertake care home reviews and we have been recruiting to our Dementia Team. Q! also saw work starting on the revision of the Care Home Review Policy to ensure that the legal and financial review processes are as robust as they can be. It is acknowledged that this model of delivery in relation to care homes could be ported across to initial care home reviews. Percentage of care home annual reviews completed Target: 70% Actual: 79.81%% Meeting target within the scheduled timeframe Quality assurance continues to report on provider reviews that are completed every 6 months and it may be possible to create some efficiencies and reduce duplication here. This is a significant piece of work and further mapping; negotiation and planning would be required. Aligning care home review with Welfare Guardianship Order reviews to remove duplication and number of meetings required for clients, families, proxies and staff to attend for similar purposes may also create some efficiencies. Older People’s Service Page 123 of 296
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Newbyres Village Improvement Planning Newbyers Care Village continues to report their Improvement Plan to the Social Work Assurance Group (SWAG). Monthly revision of progress is required to ensure that progress is being achieved and is consistent with meeting the improvements expected. The Training Matrix has now been brought up to date and analysis of training completed to be reported on by quaerterly by the Care Home manager. There were some administrative issues identified and these need to be followed up by both Highbank and Newbyres Managers to ensure that reporting is as accurate as possible and to ensure that all mandatory training is on target. The Medication Improvement Plan is due for review and after stakeholders have met this will return to SWAG for signoff. There are significant grip and control measures relating to expenditure, specifically, on agency staffing costs. All agency requests are authorised by Heads of Service and are tracked by finance team on a weekly basis. Highbank There are currently 10 beds closed at Highbank in preparation for the move to Midlothian Life, our new site in Bonnyrigg. These beds will constitute the 10 rehabilitation flats. Our Board has oversight of the planning around this move. We are currently looking into a Digital recording system which will modernise our systems. Staffing and stakeholder visits to the new site continue and training on the nurse call is underway. Polton Street The exciting Polton Street Development remains with the projected completion date of October 2026. Ongoing delays continue to adversely impact service planning, transition arrangements, patient flow and overall system capacity across Midlothian HSCP. Assuming practical completion is achieved in September, a further 2–4-week period will be required to complete operational readiness activities and safely transition tenants and service users, allowing services to become operational during October 2026. HSCP officers continue to engage closely with Midlothian Council colleagues to manage and mitigate the consequences of the delay; however, significant operational and financial pressures persist. A number of previously revised completion dates (9 March, 1 April, 8 June and 30 June 2026) have not been achieved. The contractor has advised that the principal cause of delay relates to power supply issues affecting commissioning, final fit- out works, and snagging. Additional factors include outstanding building warrant approvals (Warrants 5 and 6), increased FF&E costs and supply impacts arising from the Middle East conflict, Digital Services programme dependencies, and previously identified roof and water ingress issues, which have now been confirmed as resolved. Progress against the contractor's programme and recovery actions continues to be overseen and monitored through weekly oversight meetings chaired by the Interim Head of Service. Joint Older Peoples Planning Group A new terms of reference has been established and focus groups set up on “hot” topics. A reporting framework is to be re-established. Page 124 of 296
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Midlothian Care Homes Update Q1 Regular meetings are held to provide quality assurance with the private and third sector care homes in Midlothian. This is a multi-agency meeting involving nursing and Allied Health Professional colleagues. We continued in Q1 to see some challenges in care homes regarding the management of stress and distress from residents. We are looking at how we can best assist our colleagues in care homes so that placements are not placed at risk f breaking down. Current data available relating to Length of Stay for all current residents The table below gives an indication of the length of stay for care home residents. It is important to note that the majority of care home residents in Midlothian have entered long term care in the past two years. Further work is needed to analyse this and look to bring lengths of stay in line with a palliative care and Home First approach. 10% 24% 67% Percentage of Clients admitted to Care Home by Time Period 2010 - 2020 2021 -2023 2024 - 2026 Page 125 of 296
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% of people subject to a Community Payback Order Target = Data only Actual = 90% and effectively participate Adult Support and Protection: The Adult Support and Protection (Scotland) Act 2007 was introduced in October 2008. It provides duties, powers and measures for the support and protection of adults who may be at risk of harm. Under section 3 (1) of the Act an "adult at risk" is a person aged sixteen or over who meets all of the following criteria (commonly referred to as the ‘three-point test’): • unable to safeguard their own wellbeing, property rights or other interests • are at risk of harm, and • because they are affected by disability, mental disorder, illness or physical and mental infirmity, is more vulnerable to being harmed then those not so affected. Social Work staff undertake specific training to become a Council Officer and work to identify, minimise and manage risk, and ensure that all suspicions, disclosures or incidents of actual harm are acted upon. An adult is someone aged 16+ although for individuals between the age of 16 and 18 years of age there will be discussion with Children Services colleagues to identify if the matter would more appropriately be managed under child protection procedures. On receipt of a referral related to concerns that there is an adult at risk of harm it is screened to ensure that the relevant information is available and an investigation, often referred to as the Duty to Inquire (DTI) will be undertaken, there is a local aim that the investigation will be completed within 21 days, however there are a number of factors which impact this including being able to speak to the adult to gain their views. An investigation can be undertaken with or without the use of investigative powers. Image 1 shows the volume of work in quarter 1 of 26/27 and previous quarters. The volume of work remains consistent with slight variation. Justice and Protection Services Page 126 of 296
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Images 2 and 3 show the breakdown of referrals across age groups and type of harm. Image 2 Image 3 0 14 9 18 16 12 16 20 13 11 18 0% 5% 10% 15% 0 5 10 15 20 25 Percentage Age Referrals by Age Count % 32 28 24 19 16 15 6 5 2 0% 5% 10% 15% 20% 25% 0 5 10 15 20 25 30 35 Percentage Referrals Referrals by Type of Harm Count % Page 128 of 296
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To ensure that the adult is protected from ongoing harm, taking a person-centred approach to safety planning and decision making is key to minimise or reduce the risk. At all times Council officers will seek to address the risk in line with the principles of the Adult Support and Protection (Scotland) Act 2007. If risks remain at the completion of the Duty to Inquire, and the three-point test has been met, an Adult Support and Protection Case Conference must be convened; this is a multi-agency forum for shared decision-making. A Protection Plan is put in place at each case conference and is reviewed at least once to ensure that it is having a positive outcome or if additional action is required. During this quarter, 3 protection plans were commenced. A range of legal measures that agencies can take to mitigate and manage identified risks and include the use of Protection Orders which are sought through an application to the Sheriff Court. Protection Orders must be in line with the principles of the Act and therefore must be the least restrictive option that will provide benefit to the adult. There were no Protection Orders required in this quarter which has been consistent and reflects that people are being supported without the need for legal measures and that interventions taken as part of ASP are the least restrictive. We continue to seek feedback from adults who have been supported under the ASP process. The feedback form can be completed by the adult, or they have the option to provide feedback verbally to the Health & Social Care Practitioner within the ASP Team, who is independent from the process. The number of responses has been low with only 3 people agreeing to be contacted; two provided feedback which indicated that they found the process supportive. Work is ongoing to embed feedback within the ASP process and to ensure that adults are facilitated to provide feedback to inform service improvements. Justice: Justice Social Work services provide all statutory and associated functions identified in S.27 Social Work (Scotland) Act 1968. The core work includes the preparation of a variety of assessment reports, including Justice Social Work Reports and pre-release reports for serving prisoners involved in the Parole and Pre-release process. The service works with men and women aged 16 and over, subject to Community Payback Orders, Parole, Life and Non-Parole Licences, Extended Sentences and Supervised Released Orders. The Justice Service also provide a range of early intervention and prevention strategies including bail services, structured deferred sentences and groupwork services for both men and women at risk of becoming involve in the Justice System. The interventions are informed by effective practice research and underpinned by the ideals of reparation, rehabilitation and reintegration and aim to support those who have involved in offending behaviour to achieve a positive destination. The impact of our interventions is measured through ongoing risk assessment and feedback from those who have completed their Order or Licence. Page 129 of 296
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The main community-based sentence is a Community Payback Order (CPO), which can have up to ten requirements. Supervision and Unpaid Work continue to be the most frequently imposed requirements as shown in image 4, and during this reporting period the Courts imposed 33 Community Payback Orders. Image 4: Engaging effectively with people At the end of Q1 the Justice Service team were supervising 233 people who were subject to 272 CPOs. Justice Social Work staff use a trauma- informed and person-centred approach to develop effective working relationships with people. Disengagement from community-based supervision can indicate an increased risk of reoffending as the person’s lifestyle may be more chaotic. This can be due to a number of factors for example, increased substance use, unstable housing or home situation or poor mental health. To manage this risk it is important that Social Work staff recognise signs of dis-engagement and take early and preventative action which focuses on rebuilding trust and supporting re-engagement. It is also important that those subject to community interventions are held accountable for their engagement and robust action is taken to non-compliance; this can ultimately result in the Order being returned to Court for breach action. During the breach process staff continue to offer opportunities for the person to re-engage. 1 3 23 5 45 2 8 0 5 10 Apr-26 May-26 Jun-26 Supervision only Unpaid Work only Both Page 130 of 296
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On 30th June 2026 90% (n=212) of people were engaging effectively on their Order. For comparison over previous quarters, refer to image 5. Image 5 The latest Scottish Government statistics that individuals given a Community Payback Order (CPO) had a reconviction rate of 28.6%, compared with 42.5% for those released from custody. These findings reinforce evidence that community-based interventions and sentences can be more effective than short-term imprisonment in reducing reoffending and support ongoing efforts to increase the use of robust community sentencing options. We will continue to provide robust alternatives to custody, when appropriate, within Justice Social Work Reports. The Justice Service provide a number of assessment reports, including Justice Social Work Reports (JSWR) and pre-release reports for serving prisoners as part of the Parole process. Image 6 shows the volume of reports requested and completed during the quarter. The difference in reports requested and completed is due to a number of factors, including the timescale for completion which can vary between 3 weeks and 12 weeks depending on the purpose of the assessment. 233 232 228 219 233 228 215 274 251272 263 265 253 265 264 252 304 294 0 50 100 150 200 250 300 350 Q1 26/27 Q4 25/26 Q3 25/26 Q2 25/26 Q1 25/26 Q4 24/25 Q3 24/25 Q2 24/25 Q1 24/25 Clients Open CPOs Engaging Page 131 of 296
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Image 6: Feedback At the end of each intervention every person is offered the opportunity to complete an exit questionnaire and self-assessment. Seventeen self- assessment questionnaires were completed in the reporting period. It is positive that 100% of respondents continue to report that they felt listened to and felt valued. The majority of those who responded experienced the service as being positive and rated the service they received as being good or excellent based on trustworthiness and the level of care and support provided (Image 7). Image 8 shows the positive impact we can support people to make to their quality of life. 32 55 49 34 30 36 0 10 20 30 40 50 60 70 80 90 Apr-26 May-26 Jun-26 Requested Completed Page 132 of 296
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Image 7 : Image 8: 3.8 3.8 3.9 3.8 3.8 3.9 1 2 3 4 Helping you be safe Being trustworthy Offering you choices Solving issues in the way you wanted Making sure that you felt in control able to make decisions in your life Care and support received Experience of Service Yes 86% No2% Not sure / Prefer not to say 12% Does our support maintain or improve your quality of life? Page 133 of 296
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Quotes from service users “I was happy with the service I received. Felt supported throughout the Order especially when having to deal with birth of my son and having to mover house. I felt the work we did in the community was of benefit and enjoyed it.” "You's have helped me accomplish lots and helped me focus on me. You have done everything you can. I would like more help working on getting to UPW [due to my mental health]. " “Better communication when not needed to attend at short notice and I believe its not fair on people wanting to get hours done. Staff very helpful and don't make you feel pressured to do what's needed. Authorative [sic] in the right measure and will do what ever they can to accommodate anybody's needs or preference. As for me I was there to carry out a service and was happy to do what was required and never felt pressured to do anything.” “[worker] has helped me. She helped solve issues in the life which were causing me stress then impacting my mental health. She took time to listen.” “[unpaid work] gone better than initially thought, positive experience overall. felt work was beneficial to community. Did not have a good experience through the court system and was apprehensive as to what to expect however staff and the work were of a great help.” Page 134 of 296
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Welfare Rights Team: The Welfare Rights Team received approximately 227 new referrals in the first 3 months of the financial year. In addition, they dealt with just under 90 calls to the advice line and 56 email enquiries. Responses to all contacts/referrals includes intervention from welfare rights officers or being provided with advice and signposting to appropriate services. Initial analysis shows a minimal decrease from the last quarter in 2025/2026 however is on parr for the same reporting period year on year. During April the team saw the uprating of many of the welfare benefits including the devolved benefits along with significant changes to the current benefits systems both in Scotland and UK wide. The two-child limit was removed with intent to lift many families out of poverty, however the Benefit Cap remains in place and there has been an increase in the number of families negatively impacted by the change as a result of benefit income being capped. Nationally there has been an increase in financial support for unpaid carers with the introduction of the Carer Additional Person Payment that can see unpaid carers receive an additional £41.60 every four weeks for each person they care for, rather than just the one person under previous rules. Qualifying unpaid carers in Scotland will also continue to receive Scottish Carer Supplement at a rate of £46.80 every 4 weeks. Both additional payments, for those who qualify in Scotland, is not categorised as income so does not affect the amount of Universal Credit someone is entitled to nor is it included for the Benefit Cap calculation. The total amount of additional income generated for individuals through the work of the team during the reporting period is £908,035.99. This is a slight decrease on the previous quarter, which was anticipated as the Team have been holding a vacancy. Current recruitment to replace this position is underway but will continue to impact on capacity to manage workloads and waiting times. Image 9 shows the total financial gains for Q1 of £908,035.99 broken down by benefit type. Page 135 of 296
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Image 9 Page 136 of 296
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Image 10 shows the breakdown of referrals by sender for Q1. The highest proportion is under other as this data is taken from the referrer and at times is often blank due to incomplete information being recorded by other members of the HSCP rather than members of the Welfare Rights Team itself. Image 10: Self-Referrals - support with pension age related benefits and appeal representation Other – External Agencies; Family Members, Neighbours Page 137 of 296
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Image 11 shows the age of the population group supported by Welfare Rights for Q1. We can see an increase in the age group 16-24 from the previous quarter. This is a common theme for quarter 1 reporting year on year where we see an increase in transition cases from child to adult services with young people also having to change from being a dependent on a parent / guardians claim to independent benefit claims. Image 11: Page 138 of 296
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Image 12 shows the number of referrals by gender Image 12: Feedback The following feedback from service users reflects the positive impact the support of the Welfare Rights Team has on individuals and therefore the wider community. The service supported someone with food shopping and their family member texted the team stating “really can’t thank you enough. They’re in such a good place right now thanks to you. I’ll be forever grateful to you. Thanks again” – Pension Age Disability Benefit, Guarantee Pension Credit, Housing Benefit & CTR awarded or increased due to intervention. Page 139 of 296
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“I have been supported for a long time during a very dark time in my life that included drug addiction and severe trauma. Many departments such as housing, homeless, arrears and welfare rights have been incredible for me however at the time I didn't realise this. I just wanted to take this opportunity to say thank you for the bottom of my heart. I am now over 2 years clean, looking after myself and my home and rewarded with seeing my family again and enrolled in college. I couldn't have done this without the support from Midlothian Council, the continuous patience and tolerance that you have. I’m proud to be a member of Midlothian. You do an incredible job. Thanks again”. This highlights the holistic approach and multidisciplinary approach to supporting those in a time of need, where partnership working makes a real difference. (Personal identifiers and some comments have been redacted to ensure confidentiality). The service supported a recipient of an £18,000 lump sum compensation payment due to a health diagnosis. The family had been in touch as they wanted to know how receipt of this money would affect any current benefit entitlements. As this type of lump sum is classed as a personal injury payment the answer was that there would be no impact. The recipient wanted his family to have the money and transferred £15,000 to them. Within a couple of months the recipient was asked for bank statements in connection with the compensation award and at this point was advised by revenues that this money would be classed as income and, as it had been mostly transferred to a family member, it would be classed as deprivation of capital for benefit gain. The Welfare Rights Team were again approached by the family for guidance. Through research and multi-agency working it was established the revenues software programme was incorrect. The recipient and their family were overjoyed and relieved and felt a tremendous amount of stress and strain had been lifted when they got confirmation that the money would not be counted as capital and would have no impact on the benefit award. Page 140 of 296
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Public Health Public Health continue to work with key strategic partners across health and social care, the third and voluntary sector to influence improvements in outcomes as detailed below: • The health inclusion team continue to provide outreach and have carried out a health assessment with 54 people since April 2026. • Supporting the ‘Midlothian will be Healthier’ consultation on citizen panel questions including in person focus groups. Also supported the data collection for the Midlothian profile. • Supporting the re-establishment of the Strategic primary care group in Midlothian • Engaged in the LPD consultation. Public Health Page 141 of 296
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Percentage of all Adults with Incapacity reports (AWI) allocated to MHO Target = 80% Actual = 78.95% Not meeting target within 12 weeks Midlothian Adult Mental health bed occupancy rate Target = Yes Actual = Yes Meeting target (8 beds - 7 acute and 1 IPCU) maintained at/or below 100% Percentage of all individuals who did not wait longer than Target = 90% Actual = 100% Meeting target 3 weeks (21 days) from point of referral to drug and /or alcohol triage Mental Health 18+ and Substance Use The services offer holistic assessments, What Matters to You care planning, goal setting and treatment, and coordinates multi-agency support and follow up. Providing individual person-centred care and treatment, and support to enable them to actively participate in this process. Strives together for the maximum benefit to the individual by optimising recovery for the individual, improved mental health and wellbeing, in the least restrictive and intrusive manner. It is noted that the PI in relation to Adults with Incapacity Reports is marginally off-target. This has, in the main, been due to MHO capacity – this is a specialist role and we have finite capacity. We have also seen an increase in Application for Private Welfare Guardianship Orders. Whilst, legally, this is to be welcomed, capacity can struggle to keep pace with demand. We continue to “grow our own” MHOs to increase capacity and prioritisation is given to those most urgent cases where risk is a key factor. These are ordinarily Applications where the Local Authority is proposing to be Welfare Guardian. Adult Mental Health Service & SUS Page 142 of 296
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13 13 1212 15 20 APR-26 MAY-26 JUN-26 0.0 5.0 10.0 15.0 20.0 25.0 Mental Health Social Work WL Average People Waiting Average Wait (weeks) 3.5 1.5 2.6 10.2 7.2 3.9 Apr-26 May-26 Jun-26 0.0 2.0 4.0 6.0 8.0 10.0 12.0 Dementia CCA WL Average People Waiting Average Wait (weeks) 40.8 35.8 41.2 6.3 8.4 6.2 APR-26 MAY-26 JUN-26 0.0 10.0 20.0 30.0 40.0 50.0 Dementia SW WL Average People Waiting Average Wait (weeks) 17.3 16.8 22.2 6.4 8.2 9.2 APR-26 MAY-26 JUN-26 0.0 5.0 10.0 15.0 20.0 25.0 Mental Health Guardianship WL Average People Waiting Average Wait (weeks) Page 143 of 296
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Substance Use Service (SUS) Treatment Service Midlothian SUS treatment service 26/27 currently holds an overall caseload hold of 367. The service performance remains above the 90% standard target A11 and predicted to continue for 2026/2027 for Q1 performance the service continues to perform above 90%, for all individuals referred to the service both for Substance misuse and Alcohol dependency were seen and assessed/treatment started within 21 days. *Please note data should always be considered in full context, due to the small numbers the overall percentage could represent 1 or 2 individuals not seen within 21 days. 3.3 3.3 2 1.7 2.4 0.4 APR-26 MAY-26 JUN-26 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 Substance Misuse WL Average People Waiting Average Wait (weeks) 3 9 10 12 8 12 Apr-26 May-26 Jun-26 0 5 10 15 20 SUS Treatment Service Referrals Drugs Alcohol Page 144 of 296
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New developments/successes: Midlothian continues to demonstrate strong and sustained performance against the Medication Assisted Treatment (MAT) Standards, achieving year- on-year improvement across all ten standards. This reflects the commitment, innovation and collaborative working of both health and social care staff and third sector partners demonstrating a robust culture of continuous quality improvement and the sharing of good practice. Performance against MAT Standards 1–5 has been assessed as Blue, indicating sustained delivery and embedded practice, while MAT Standards 6– 10 have been rated Green, demonstrating full implementation of the required standards. These achievements provide assurance that people accessing alcohol and drug treatment services in Midlothian are receiving timely, evidence-based and person-centred care. The continued progress, dedication from staff and their continued commitment demonstrates the continued high quality of care, improvement in access and interventions, reducing barriers, supporting recovery which improves outcomes for individuals who access our services and their families/carers. MAT Standards RAGB Standards Challenges: • Sustainable Medical cover continues to be a challenge; this is due to National challenge of lack of Consultants in Addiction. We continue to mitigate this through locum and bank cover as well as having non-medical prescribers in the team. Discussions at pan Lothian level continues to look at this in a wider context to ensure all services are supported. Page 145 of 296
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Mental Health Wait Times Mental Health Assessment refers to assessments by Mental Health Social Workers not Mental Health Officers (MHO). The workforce for specifically Mental Health Social Work has reduced to 1 wte, this is due to MHO training opportunities where staff have the opportunity to further develop to gain the qualification of MHO. Assurance can be given the service continues to meet the needs of high-risk priority individuals in a timely manner. The waiting list has slightly reduced, currently 12 individuals awaiting Mental health input has reduced from average of 23 weeks to 20 weeks wait. The Mental Health service set a realistic performance target of 12 weeks from the point of request to the allocation of a AWI case. There has been a total of 21 reports of which only 2 are over the 12 week local performance standard resulting 90.48%. Due to the increase in referrals, the service is prioritising based on urgency and date required. The service continues to maintain currently over 80% New developments and successes • Manager meetings have been established with East/West Lothian and Edinburgh to share knowledge, information and aid networking and processes between the local authorities. • We have obtained funding from the SG for the MHO trainee this upcoming year. • Work is underway with legal and other departments to look at AWI policy and processes considering the AGNI case and its implications for assessing deprivation of liberty. Challenges and actions MHO Workforce Capacity: Staffing pressures continue to impact service capacity, particularly in relation to maternity leave, vacancies and workforce turnover. This is affecting the team's ability to meet increasing service demand. *Consideration being given to: MH SW/MHO review and take into consideration the proposed workforce needs. Consider temp approval for temporary backfill arrangements for maternity leave into MH social work to support the mental health tasks to reduce the pressure on statutory work. Longer term wider HSCP consideration for increase establishment through business case development, particularly for additional MHO capacity which would support the growing demand in guardianship activity and Statutory MHO work. *Guardianship Activity: Demand for guardianship assessments and interventions continues to grow, contributing to an increase in the waiting list and extended waiting times. *Statutory MHO Demand: Higher level of statutory MHO work continue to impact the team's ability to progress wider social work activity, contributing to sustained pressures on social work waiting lists. Management of Service User Finances: The ongoing requirement to manage service user finances remains resource intensive and continues to place significant pressure on Mental Health Officer (MHO) capacity. Consideration being given whether some functions could be delivered through alternative council arrangements rather than MHO resource and what this would look like. Page 146 of 296
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Dementia Team The Midlothian Dementia service comprises 4 Social Workers and 2 Community Care Assistants. Currently in Midlothian social work waiting times continue to be monitored within the agreed performance target of being allocated to a Social Worker within 6.9 weeks and/or Community Care Assistant within 13 weeks. Currently the Social work waiting list indicates a consistent increase in referral and currently sitting at 41 initials waiting, however performance remains good with individuals on average being seen within 6-7 weeks. The CCA waiting list remains consistent with average 3 individuals on the waiting list and individuals seen within 3-4 weeks. New developments/success: Despite a significant increase in demand for Dementia Social Work services during the latter part of 2025 and into Q1 2026/27, the team has successfully maintained average waiting times at approximately 6–8 weeks, demonstrating effective capacity management and a sustained commitment to timely access to support. The service demonstrates effectively managing increasingly complex presentations, including crisis situations and a growing number of younger people with dementia who require intensive case management. The ability to maintain service responsiveness whilst responding to rising demand reflects the dedication, resilience and professionalism of the team. Challenges: Demand for Dementia Social Work services continues to exceed capacity, with waiting list numbers increasing significantly, rising service demand, coupled with increasing case complexity, places ongoing pressure on staffing resources and service. Waiting times have remained relatively stable, sustaining this performance in the face of continued growth in referrals and demand will be increasingly challenging. SPOTLIGHT Midlothian SUS service and Midlothian Justice collaborated and supported the development of a dedicated Substance Use Service (SUS) Nurse to support Justice. Between February 2025 and March 2026, 58 individuals were referred and supported, with all referrals assessed within 21 days. The role has been particularly effective in reducing risk following liberation from prison, supporting 16 prison-to-community transfers through rapid access to treatment, harm reduction and assertive outreach. The role has contributed to improved engagement with treatment, reduced substance- related harm, safer prison releases, and improved recovery outcomes for a traditionally hard-to-reach population. In addition, the post has strengthened service development through leadership of the SUS Alcohol Awareness Group Programme. Overall, the Justice Nurse role represents a valuable investment, improving health outcomes, reducing risks associated with substance use and reoffending, and enhancing continuity of care for some of Midlothian's most vulnerable individuals Page 147 of 296
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Demand for staff one to one wellbeing support remained high throughout the quarter, with 14 referrals received and 61 sessions arranged. Psychological distress continued to be the main reason for accessing support, with staff seeking help for issues such as anxiety, grief, and neurodiversity-related challenges. Manager-led requests drove much of the team support provided, particularly for services experiencing change and transition. Tailored group and individual sessions were delivered across several teams, including Highbank Residential Care, Newbyres, and Cherry Road Learning Disabilities Team. A range of wellbeing awareness, training, and psychoeducational programmes were also delivered, including sessions for Newly Qualified Social Workers. These programmes focused on resilience, self-care, reflection, and maintaining a healthy work-life balance. The organisation continued to expand its relaxation hand massage initiative, with a second training programme increasing the number of trained staff to 16. The skills are now being used across multiple services and have been recognised positively by both staff and the Care Inspectorate. National Workforce Wellbeing Week was a major focus during the quarter, involving 21 teams and individuals and benefiting an estimated 300 HSCP staff members through a variety of wellbeing activities. Two national online sessions delivered through the National Wellbeing Hub on worry management and psychological safety also attracted strong attendance and positive feedback. Overall, the quarter saw continued high engagement with wellbeing services, successful delivery of targeted support and training programmes, and increased opportunities for staff to promote and maintain their wellbeing. Staff Wellbeing Page 148 of 296
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Whilst vacancies are broadly being filled for Social Worker posts, there is a lack of experience in some areas. We strongly value our newly-qualified cohort of staff and have a very thorough Newly Qualified Social Worker programme supporting Social Workers in their first year across both Adults and Children’s Services. We plan to further augment this programme and also roll out elements to more experienced staff as refresher training. We remain challenged in relation to demand on our services, particularly in Old Age and Learning Disabilities and are continuing to do work to map this demand so we can plan for the future more effectively. A particular pressure point remains transitions of young people with learning disabilities and we continue to work with Children’s Services to manage these transitions in a way which ensures needs are met and expectations of parents are managed. Our Mental Health services continue to manage people well in the community but we remain challenged in finding appropriate housing solutions for some of our most vulnerable people. We would ultimately like to develop a shared living arrangement that provides rehabilitation in a non-hospital setting and discussions continue regarding how we might best manage to do that practically. There is an emerging risk that some of our commissioned services become less viable in an area the size of Midlothian. Consequently, we are keen to explore shared commissioning and contractual arrangements with neighbouring areas as well as work with smaller providers to explore whether cohorting into more viable service provision is an option. Whilst a risk, this does also present an opportunity to restructure some of the services we provide. Challenges and Risks Page 149 of 296
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Pentana Performance Dashboard A full review of quarterly performance data is available via Pentana (Browser login link – https://midlothian.pentanarpm.uk/login Page 150 of 296
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Corporate Solutions is transforming services with a forward-thinking approach, promoting excellence, empowering the workforce, and driving impactful initiatives to build a modern, innovative, and responsive organisation. Corporate Solutions is an integral part of the Council, encompassing various critical services such as Human Resources, Digital, Customer Engagement, Legal & Governance, Corporate Resources, Transformation PMO, and Continuous Improvement. Corporate Solutions is dedicated to delivering forward-looking services that cater to both internal and external stakeholders, with an emphasis on ensuring organisational compliance, developing the workforce, and advancing transformation initiatives. Corporate Solutions supports the entirety of the Council's operations, playing a pivotal role in the execution of the Council’s Medium Term Financial Strategy. By focusing on service redesign and placing the citizen at the centre of its efforts, Corporate Solutions aims to create a modern, efficient, and responsive organisation. Transformation and opportunities Transformation Blueprint (2023-2028) In addition to its operational responsibilities, Corporate Solutions contributes significantly to the Council's transformation goals and opportunities. The Transformation Blueprint (2023-2028) outlines the key areas that need addressing to balance the Council’s financial position, prepare for upcoming challenges, foster continued growth, and adapt to unforeseen changes. The Blueprint aligns with the Council’s three strategic aims, as defined in the Single Midlothian Plan: • Improving health and learning outcomes for individuals and communities. • Eradicating poverty among children and households. • Achieving significant progress towards net zero carbon emissions by 2045. Corporate Solutions Q1 2026/27 Performance Report Cabinet Tuesday 6 October 2026 Item No 5.9 Page 151 of 296
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Approved by the Council in 2023, the Transformation Blueprint sets the course for the next five years, guiding the organisation through reprioritisation and redesign efforts to meet future demands and foster sustainable progress. Transformation Blueprint Objectives 1. Support the Council to address the 5-year funding gap outlined in the Medium Term Financial Strategy (MTFS) 2. Follow the Money to ensure that the services we commission, contracts we manage and digital solutions we use deliver value for money. 3. Develop an organisational workforce that is flexible ensuring that all staff have the necessary skills to work effectively supported by digital technologies fit for a 21st century workforce. 4. Design a workplace for the future delivering services in a holistic and integrated way. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in joined-up service delivery which improves outcomes. The Council’s Transformation Blueprint provides the framework for opportunities to change the way services are improved and delivered to be more efficient. Corporate Solutions has a particular focus on delivering digital first approaches, embedding automation to improve customer access to services and hybrid working. We will continue to work to address the inequalities that our communities face, respond to the demands of being the fastest growing local authority in Scotland, and deliver our vision of being a great, green place to grow. Page 152 of 296
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Aligned to the Transformation Blueprint, Customer Engagement priorities are set out below: • Continued rollout and implementation of Customer Services Platform in conjunction with Digital Services • Continued review of service delivery across all Contact Centre teams • Increased use of e-Resources and library stock • Community library redesign for hub model • New mobile library service and One Stop Shop promotion with partners • Active promotion of library space, for Council and partner services, and enabling out of hours access for communities • Rollout of the Hub and Spoke delivery model with libraries providing and facilitating increased local service provision • Refreshed Customer Engagement Strategy • Review service delivery of Registrars Communications and Marketing: • Promoting the council's vision, strategy and plans such as a Great Green Place to Grow, Transformation Blueprint and wellbeing ambitions to internal and external audiences. • Raising awareness of the ways that people can take part to influence how public services operate e.g. public consultations such as Midlothian Local Development Plan, town centre regeneration projects, and school catchment area consultations. • Supporting service redesign and the delivery of change, e.g. supporting the shift to the new Customer Services Platform which will enable citizens to do much more online. • Promotion of behavioural change, for example by encouraging residents of Midlothian to recycle more or travel more actively or improve their health and wellbeing. • Deliver timely, accurate and consistent information during a public emergency/crisis, minimising misinformation, maintaining public trust, and supporting organisational response efforts. Customer Engagement Page 153 of 296
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Key achievements: Library services Our library service continues to transform and thrive in response to the needs of our communities. This quarter overall figures for library visits continue to grow with a 10% increase in total visits (both physical and virtual) compared to the same period last year and an 11% increase compared to quarter 1 of 2024/2025, demonstrating sustained growth and engagement across our library network. There were 162,970 physical visits to our libraries during the quarter, representing a 9% increase compared to the same period last year. This continued upward trend highlights the long term recovery and growth of in person visits, as our libraries increasingly establish themselves as valued, accessible community hubs. They are not only spaces for reading and learning, but also spaces for social connection, digital access, and community activities that support residents of all ages. Focus continues on the promotion of our eBook service which plays an important part in our service provision for customers with sight impairment, as well as for those who love to listen to a good book. Our eResources provide a wide range of eBooks, Audiobooks, eNewspapers and eMagazines. This quarter 43,712 virtual library visits were made, a 1% increase compared to the same period last year. Our online catalogue remains popular, providing a flexible, inclusive and efficient way for our customers to engage with library resources. Library memberships numbers totalled 35,928 up to the end of this quarter, representing an 11% decrease from last quarter. This reduction reflects a data cleansing exercise undertaken during the quarter to remove expired and inactive borrower records, ensuring GDPR compliance and providing a more accurate overview of the current active membership levels. This quarter saw a significant increase in the number of children and young people becoming new library members, with registrations rising by 27% compared with the same period last year. This growth reflects the success of children's engagement initiatives delivered during the quarter, alongside increasing participation in Every Child a Library Member (ECALM) programme which, to date, has seen 582 sign -ups (149 during quarter 1) for library memberships as part of the birth registration process, with other family members registering at the same time. Midlothian’s work on this universal offer for children’s library membership in Scotland is the gold standard across the country. Page 154 of 296
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Library events This quarter, a total of 1,670 events, clubs, activities and workshops were delivered across library locations. While this represents a slight decrease from the 1,725 events delivered during the same period last year, activity levels remain consistently high. Attendance declined by only 2% compared to last year, indicating that demand for library programmes remains strong despite the reduction in the number of events offered. Larger-scale events, including the We Make Music Launch and the Bookbug Week event at Vogrie, contributed to higher average attendance per event. The figures include regular library programmes, targeted activities for adults and children, and one-off events and workshops. Key activities and events across quarter 1: Bookbug Week In preparation for Bookbug Week in May, 1,346 Bookbug Explorer bags were distributed to 59 early years settings across Midlothian for all ante pre-school children. In addition, gifting sessions were delivered in four library branches, where 105 children received their bags directly from library staff. This year’s theme, ‘Bookbug’s Big Quest’, was marked by a launch event at Vogrie Country Park, featuring a range of family-friendly activities including Bookbug Sessions, pond dipping, nature walks, giant bubbles, parachute games, craft activities and outdoor play opportunities. The event attracted an estimated 610 children and 583 adults, demonstrating strong community engagement and participation. A supporting social media campaign helped extend the reach of the programme beyond regular library audiences. Feedback from attendees was highly positive, with one Gorebridge Library customer commenting that their child continued to enjoy an activity created at the event and highlighting the value of the wide range of free activities on offer. Page 155 of 296
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Bookbug Week also provided an opportunity to promote the Bookbug Library Reading Challenge, which supports the development of positive reading habits from an early age. As part of the campaign, participants were entered into a prize draw to win a Bookbug Reading Pillow. During May, 101 new participants joined the challenge and 158 certificates were awarded, reflecting strong engagement with the programme. The strong participation levels achieved through Bookbug Week and the Bookbug Library Reading Challenge contribute positively to early literacy outcomes by encouraging regular engagement with books, storytelling and language-rich activities from an early age. By promoting reading for pleasure, supporting parent-child interaction around books, and increasing awareness of library services, these initiatives help build the foundations for language development, communication skills and future reading attainment. The increase in challenge participation and the high levels of attendance at Bookbug Week activities demonstrate continued engagement with programmes that support children's readiness to learn and long- term literacy development. Page 156 of 296
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Mid Mouse Transition Project As part of the Mid Mouse transition project, 1,300 knitted mice were distributed to Midlothian nursery children preparing to start Primary One in August. Each child also received an Every Child a Library Member (ECALM) registration form, an invitation to participate in the Summer Reading Challenge, and information about Mid Mouse events taking place in libraries throughout the summer. Mid Mouse is an intergenerational community transition initiative designed to support children and families during the move from nursery to primary school. Through partnership working and a child-centred approach, the project aims to promote positive transitions, helping children feel confident, connected and excited about starting school. To further support children with additional support needs (ASN), the library service provided “That’s Not My…” tactile books to the Early Years ASN Team as part of nursery-to-school transition activities. Additional tactile books were also supplied to the Outreach Communication Team, supporting children across Deaf Education, Neurodiversity and Wellbeing, English as an Additional Language (EAL), and Speech, Language and Communication services. Feedback from education partners highlighted the value of these resources in supporting successful transitions: “I am delighted that we can get these books again to support our ASN children with their transition to Primary One.” - Education Support Officer, Early Years Inclusion and Communication Outreach Teams “What a treat! Thank you so much for all the lovely books you sent us. I will share them with my colleagues in the outreach teams for Deaf Education, EAL, Neurodiversity and Wellbeing and ourselves who work with children of all ages.” - Principal Teacher, Outreach Communication Team The project supports improved literacy and learning outcomes by encouraging positive engagement with books and reading before children enter school. By connecting families with library services, promoting reading for pleasure, and providing inclusive resources tailored to individual needs, Mid Mouse helps strengthen early literacy skills, confidence and school readiness, particularly during a key stage in children's educational development. Page 157 of 296
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We Make Music Libraries April saw the launch of We Make Music Libraries, the latest addition to Midlothian Libraries’ lending offer. Delivered in partnership with We Make Music, the initiative provides free access to a range of musical instruments that can be borrowed in the same way as library books. Collections are now available at both Newtongrange and Penicuik Libraries. The service was officially launched at an event in Penicuik Library, which attracted almost 50 attendees and provided opportunities for participants to explore and try a variety of instruments. Since its introduction, the service has been well received, with strong ongoing interest from library users. The initiative supports wider cultural participation by reducing barriers to accessing music and creative learning opportunities. By providing free access to musical instruments, the service enables residents of all ages to develop new skills, explore musical interests and engage with creative activities, contributing to wellbeing, lifelong learning and community engagement. HiVis Fortnight During the first two weeks of June, Midlothian Libraries participated in HiVis Fortnight, a UK-wide initiative led by Share the Vision and supported by the Royal National Institute of Blind People (RNIB). The campaign aims to raise awareness of accessible reading formats and library services available to people with sight loss and visual impairments. As part of the initiative, libraries promoted a range of accessible resources, including alternative reading formats, and highlighted the support available through local Vision Impairment Peer (VIP) Groups that meet regularly at Newbattle and Penicuik Libraries. The campaign helped increase awareness of inclusive library services, encouraging greater access to reading, information and social opportunities for people with visual impairments. By promoting accessible resources and community support networks, HiVis Fortnight contributes to reducing barriers to participation and ensuring library services remain welcoming and accessible to all residents. Page 158 of 296
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Loanhead Gala Day Midlothian Libraries participated in this year’s Loanhead Gala Day, with library staff and families involved in local Bookbug sessions taking part in the community parade. As part of the day’s programme, two Bookbug sessions were delivered in the park, providing opportunities for children and families to engage in shared reading, songs and early years activities. In the lead-up to the Gala, the library also hosted a special event featuring Gary Coupland, formerly of The Singing Kettle. The event attracted more than 200 attendees and was extremely well received by families, offering an engaging and interactive experience that promoted participation in cultural and literacy-based activities. These activities contributed to community engagement and helped raise the profile of library services among local families, while supporting early literacy development through participation in Bookbug sessions and family learning opportunities. Newbattle Memories Group The Newbattle Memories Group continued to provide valuable opportunities for social connection, reminiscence and intergenerational engagement during the quarter. One notable highlight was an end-of-term concert organised by the school’s music department, supported by Karen McLeod and David Knox, Conductor of the Newbattle Community Band. Group members enjoyed the performance and had the opportunity to socialise with pupils, who also organised a series of bingo games, fostering meaningful interaction between generations. A further development this quarter was the purchase of a record player and Bluetooth speaker, funded by McSence. Group members have been encouraged to bring in personal vinyl records to share with the group, creating opportunities for reminiscence and discussion. The initiative has generated significant interest and engagement, with music acting as a catalyst for shared memories, conversation and wellbeing. These activities continue to support the group’s aims of reducing social isolation, promoting community connections and enhancing wellbeing through participation in enjoyable and meaningful social experiences. Page 159 of 296
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Danderhall Library Knit & Natter The Danderhall Library Knit & Natter Group continues to attract strong participation, with approximately 12–15 regular attendees. The group also provides an opportunity for younger community members to become involved, with a number of children attending after school to learn and develop knitting and crafting skills alongside more experienced participants. Recent projects have showcased the creativity and enthusiasm of group members, including a knitted teddy bear, “Ted”, created by Elsie, and “Tarty”, a handmade sock puppet created by Isla. These activities encourage skill development, creativity and social interaction, while fostering connections between different generations within the local community. The group continues to provide a welcoming environment that supports wellbeing, reduces social isolation and promotes community engagement through shared learning and creative activities. Carbon Literacy Accreditation Working in partnership with CILIP Scotland, Midlothian Libraries has achieved Carbon Literate Organisation accreditation, recognising its commitment to raising awareness of climate change and supporting environmental sustainability within both the library service and the wider community. As part of the accreditation process, the service has committed to maintaining and promoting a comprehensive collection of books and resources on climate science for both adults and young people. By increasing the visibility of these materials across library branches and online platforms, the library service aims to improve public understanding of climate change and empower residents to make informed choices that support more sustainable lifestyles. A second commitment focuses on embedding climate education within library programming. This includes providing resources for schools through the School Library Service, delivering events and activities for children, young people and adults, and participating in national initiatives such as Green Libraries Week. Through these activities, the library service seeks to create accessible opportunities for learning and discussion around climate science and environmental issues. By integrating climate-related resources and events into core service provision, Midlothian Libraries is supporting greater environmental awareness, encouraging community engagement, and helping residents develop the knowledge and confidence to take positive action towards reducing their environmental impact. Page 160 of 296
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Channel shift and customer contact Channel shift continues with the rollout of the Customer Services Platform (Granicus). This platform underpins the council’s move towards digital first and self-service interactions, reducing avoidable contact and giving residents quicker and clearer ways to access our services. New and enhanced digital forms were introduced this quarter through the Granicus platform, including an online application process for the Summer of Sport Fund and school applications. In addition, a new Driver Passport process for school transport services has been launched, enabling drivers to submit and manage the required information digitally. Further enhancements were made to existing online services, including improvements to the Direct Debit Council Tax payment process and the online applications for Free School Meals and School Clothing Grants. As part of a wider programme to integrate Granicus with the Whitespace waste management system, new and replacement bin online requests were integrated within Whitespace. Further technical integrations were progressed and are in development to integrate missed bins and special uplifts. These integrations will reduce manual administrative work, improve accuracy, provide a better customer experience, and ensure operational teams receive complete and consistent information directly from customer submissions. Service requests in a test phase and due to go live are: • MOT bookings • Temporary Traffic Regulation Order (TTRO) requests • Remaining licensing application processes • Vogrie Country Park BBQ hire process and payment. • Mental health and wellbeing process for Children Services to allow children to request online help which will be piloted later in the year. • New processes and forms to assist school placements. For Customer Services, the continued rollout and implementation of the Customer Services Platform is helping to improve service delivery and enhance the customer experience. As more transactions become automated and are made available through self-service channels, overall customer contact directed to the Contact Centre through telephone, email and webforms has reduced over time. However, during the last two quarters, demand has remained higher than anticipated, largely due to the introduction of twin-stream recycling and seasonal Revenues activity. During the quarter, the Contact Centre handled 11,063 emails, representing a 21% increase from 9,155 emails received during the same period last year. Telephone demand remained consistent, with 36,373 calls received this quarter compared with 36,350 calls during the same period last year. Page 161 of 296
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Sustained levels of customer demand have had an impact on performance against response targets. The percentage of calls answered within 120 seconds was 66% this quarter, compared with 80% during the same period last year. The call abandonment rate was 11%, above the service target of 5% and higher than performance achieved during quarters 1–3 of the previous year. The abandonment rate reflects the proportion of callers who leave the queue before their call is answered; however, it is not possible to determine the reason for abandonment, which may include callers deciding not to wait or no longer requiring assistance. To support customers and reduce unnecessary waiting times, recorded messages are regularly updated with information about known service issues and signpost customers to available online services where appropriate. The Contact Centre continues to closely monitor customer demand and patterns of contact to ensure resources are deployed effectively across both telephony and digital channels. Ongoing investment in staff training, upskilling and cross-service working is strengthening the team's ability to resolve enquiries at the first point of contact and deliver a high-quality customer experience. Further improvements are being progressed through the Customer Services Platform and the Revenues Improvement Programme, which is modernising Council Tax and revenues services through the expansion of digital services, including e-billing and enhanced self-service options. These developments make it easier for residents to manage their accounts online, access information at a time convenient to them, and complete routine transactions without contacting the Contact Centre. As digital services continue to develop and customer uptake increases, a gradual reduction in contact volumes is anticipated, supporting improved response times, increased service efficiency and enhanced performance against customer service targets. Customer feedback 51 complaints were received across Corporate Solutions this quarter, an increase of 82% compared to the same period last year of 28. The average time in working days to respond to stage 1 complaints was 3.37 days. 24 (88.89%) of complaints at stage 1 were completed within 5 working days and 3 were responded to outwith the 5 day target, all relating to revenues and benefits. 7 complaints were complete after escalation, of which, 4 were completed within 20 working days, showing the percentage of complaints escalated and complete within 20 working days off target at 57.14%. The 3 complaints completed out with 20 working days related to revenues and benefits – specifically changes to Council Tax levy policy. 3 complaints were complete at stage 2 this quarter, all of which were completed within 20 working days, showing the percentage of complaints at stage 2 complete within 20 working days meeting the target. Page 162 of 296
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Communications and promotion Our communication and marketing team continues to support Council services by promoting key initiatives on our social media platforms, news releases, website and community radio channel. Launch of New Fostering Recruitment Campaign To support Foster Care Fortnight, a new fostering recruitment campaign was launched to increase awareness of fostering and encourage more residents to consider becoming foster carers. The campaign, “Could You Be Part of Their Story?”, highlighted the positive role foster carers play in a child’s life through storytelling-themed imagery and real-life representations of fostering relationships. The creative concept featured foster carers of different ages, genders and backgrounds engaging with children through shared reading activities. Books and storytelling were deliberately used as a visual theme to reinforce the campaign strapline and create a strong connection between the concept of a child’s story and the role of fostering. Activity included social media promotion, website content, press coverage, community roadshow materials, posters/flyers, lamppost advertising, radio promotion and internal communications via staff bulletins. The campaign was covered in the Midlothian Advertiser and Evening News and resulted in four fostering enquiries between launch and July, helping to reinvigorate recruitment activity and raise awareness of local fostering opportunities. Shawfair 2–18 Education Consultation A communications campaign was delivered to encourage residents, parents and stakeholders to participate in the consultation on proposals for a new all- through school campus at Shawfair and associated catchment areas and catchment realignment for Danderhall Primary School and Dalkeith High School. Activity included a dedicated consultation webpage, Citizen Space survey, media releases, social media promotion and regular radio coverage. The campaign achieved significant reach, with the launch Facebook post receiving 22,034 views and 818 engagements. The consultation generated 416 responses, demonstrating strong public participation and helping to inform future decisions on educational provision within the area. St David’s RC High School Catchment and Admissions Consultation Communications activity supported the statutory consultation to encourage residents, parents and stakeholders to share their views on proposals to clarify the catchment area for St David's RC High School and amend admissions arrangements for denominational secondary education. The campaign utilised social media, with 10 Facebook posts, 10 LinkedIn posts, 10 X posts and 10 Thread posts as well as 3 shared in the local Facebook community groups covering Shawfair, Danderhall and Millerhill. In addition, website content was created radio promotion and media coverage in the Midlothian Advertiser, Edinburgh Evening news and Deadline News. Social media links directed users straight to the Citizen Space survey to maximise awareness and participation. The campaign generated particularly strong engagement, with the launch Facebook post achieving more than 34,000 views and 7,700 engagements. A total of 321 consultation responses were received, providing valuable stakeholder feedback to support the consultation process. Page 163 of 296
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Ongoing Twin Streaming campaign Communications activity continued to support the implementation of Midlothian’s new recycling collection service. The campaign focused on educating residents about collection schedules, correct recycling practices and contamination reduction through a series of social media posts based largely on materials provided by Zero Waste Scotland supplemented by a small amount of in- house video content. Fourteen posts were published on each of our social media platforms, with the strongest Facebook post achieving 48,348 views with 4,200 engagements and a 15% engagement rate. Despite operational challenges and service disruption during the rollout period, communications maintained awareness of the new recycling service following its launch, ensuring key operational messages and practical guidance continued to reach residents during the bedding-in period. Facebook proved particularly effective at delivering large-scale reach and messaging on practical service information generated substantial public attention and helped reinforce understanding of the new recycling arrangements enabling customer enquiries to be addressed directly through social media channels. Midlothian Recycling Rangers Video A bespoke educational video featuring Loanhead Primary School pupils was developed to promote correct recycling behaviours and improve understanding of recycling services. The video was scripted, filmed and produced in-house before being promoted through multiple social media posts. Campaign activity generated 34,500 views and impressions, including 14,800 video views and 194 engagements. Tenants’ Day 2026 Communications supported the promotion of the annual Tenants’ Day event held in June, encouraging tenants to engage with housing services, community organisations and support providers. Activity included social media promotion over several weeks, website content and post-event communications. The sustained campaign helped maintain awareness of the event and contributed to attendance increasing from 15 attendees in 2025 to 30 attendees in 2026, (0.45%) demonstrating greater engagement with tenant participation opportunities. Tenant Gardening Competition Promotion of the annual Tenant Gardening Competition aimed to encourage participation and celebrate tenants’ gardening achievements. Communications activity included social media graphics, website content and a dedicated news story. Facebook posts reached up to 4,000 people and generated 37 engagements and maintained consistent engagement throughout the quarter. While the competition remains open, entries have already been received, indicating that promotional activity has successfully generated awareness and early participation, with further campaign activity planned before the closing date on 31 August. Page 164 of 296
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Connect Staff Magazine – June Edition The June edition of Connect, the council’s staff magazine, was produced to showcase good practice, celebrate achievements and reinforce the council’s CREST values. The publication featured 21 articles highlighting service achievements, innovation and future developments across the organisation. Distributed to more than 4,000 employees, the magazine has so far received 3,836 views, demonstrating strong engagement with internal communications and helping to strengthen awareness of success across council services. Midlothian Cares Week and year round Cost of Living Campaign Midlothian Cares Week formed part of the council’s year-round Cost of Living Campaign, which aims to increase awareness and uptake of financial support services available through the council and partner organisations. Activity included news releases, social media content, video promotion and targeted messaging highlighting support such as community diners, the VERA network, food pantries and debt advice services. Social media content achieved significant reach, with the highest-performing post highlighting the success of food pantries receiving 17,300 views. The second best performing post receiving 11,871 views which related to Cost of Living funding. The wider campaign has contributed to increased engagement with online support resources, with visits to the Cost of Living webpages increasing by 53% compared with the previous year and more residents accessing urgent help and money advice information. The campaign has helped improve awareness of available support and encouraged residents to access assistance during a period of ongoing financial pressure. Easter Activities Promotion A coordinated Easter campaign was delivered to raise awareness of free and low-cost family activities available through libraries, sports and leisure services, and ranger services. A dedicated activities webpage was supported by social media promotion directing residents to a single source of information. Communications activity generated more than 30,000 social media views, 548 click-throughs and 712 visits to the activities webpage. The campaign supported strong attendance across services, including 1,126 attendees at Ranger Service events, 248 participants in sports and leisure activities, and 2,356 attendees across 107 library events, demonstrating effective promotion of local opportunities and strong community participation during the school holiday period. Page 165 of 296
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43,287 45,914 50,166 50,606 43,712 149,597 142,020 156,228 175,355 162,970 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Number of Library visits (quarterly) Virtual Phyiscal 38,069 39,330 39,657 40,521 35,928 375 700 369 394 477 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Number of Library memberships Child memberships - new Total 36,350 34,746 31,147 40,025 36,373 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Number of Contact Centre calls(quarterly) Customer Engagement – performance measures 66% of calls this quarter answered within 120 seconds (80% in Q1 25/26) 29 Contact Centre Webforms received this quarter (190 in Q1 25/26) 11,063 Email contact handled this quarter (9,155 in Q1 25/26) Social Media 29.4k Midlothian Council Facebook followers 24.4k @midgov twitter (X), WhatsApp and Instagram followers 1,670 Library events held this quarter (1,725 in Q1 25/26) 1,093 Children’s library initiatives taken place this quarter (1,738 in Q1 25/26) 575 Library customers supported with digital queries this quarter (603 in Q1 25/26) Library services Customer contact Page 166 of 296
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To achieve the Council’s strategic priorities, we recognise that people are our most important asset. Workforce is a key priority in the Council’s Transformation Blueprint. The Council aims to attract the best talent, grow our own talent ensuring there are clear progression pathways, ensure our workforce feel engaged, valued and motivated and importantly, empower our staff to enable them to reach their full potential. Our workforce vision is to work as One Council using our knowledge, experiences and sense of shared endeavour to collaborate and think creatively and innovatively so that our people can deliver life-changing impacts for our communities. Our ways of working mark a clear desire for cultural change and a shift towards a more agile and modern operating model. In order to ensure a thriving workforce, key areas of focus for 2026/2027 are: • Continued investment in Organisational Development through focused programmes of work e.g. Managers Forum and Leadership Forum • Delivery of the Workforce Strategy 2024-2034 to: Plan: deliver an evidence and outcome-based workforce planning framework that is an integral part of the council’s approach to strategic planning. Attract: ensure the council becomes the employer of choice for the population of Midlothian, by deploying best practice in attracting the best staff. Train: enable the council to become a “Learning Organisation”, providing staff with business-focussed training and development to equip them with the skills and knowledge required to deliver their best. Employ: ensure Fair Work principles continue to be at the heart of management practice, ensuring staff are, and feel, valued and rewarded. Nurture: create a workforce and leadership culture focusing on the health and wellbeing of a demographically balanced workforce that reflects the community it serves. • Completion of workforce and succession plans in all services, with a particular focus in high-risk areas, aligned to the Workforce Strategy • Continued rollout of the Wellbeing Strategy with measures to demonstrate impact and visible contribution to reducing absence levels • Development and delivery of the Recruitment Strategy aligned to the Workforce Strategy Human Resources Page 167 of 296
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Key achievements: Wellness@Midlothian The Wellbeing Charter continues to support the Council’s commitment to employee health and wellbeing and complements the delivery of the Wellness@Midlothian programme of initiatives. Together, these help ensure employees have access to a range of resources, support services and wellbeing opportunities that contribute to a healthy, safe and supportive working environment. This quarter 16 wellbeing events were delivered covering a range of topics including financial wellbeing, carers’ support, and physical and mental health. A total of 294 employees attended these events during the quarter. While this represents a reduction from the 19 events delivered during the same period last year, attendance has increased, rising from 145 attendees in quarter 1 of the previous year. This suggests that, despite fewer events being held, employee engagement and participation in wellbeing activities have improved. Events this quarter included: Financial support for our employees: • 5 webinars delivered by Money Advice Scotland • Pension Additional Voluntary Contributions course delivered by mymoneymatters • Delivery of 1-1 coaching and budgeting course by mymoneymatters • Affinity Connect pre-retirement planning courses held both face to face and online. Health and wellbeing events: • Health check sessions delivered at Bonnyrigg Primary School, Cuiken Primary School, Gorebridge Primary School, Newbattle High School and Cornbank Primary School. • Health walks delivered by the Active Travel Team • Vocal carer awareness courses delivered in libraries, schools and online. • NHS Assist 2 day suicide prevention course and Safetalk course delivered. • Sport and Leisure first aid course delivered. • Mental Health awareness course held by Community, Lifelong Learning and Employability. • Menopause swim sessions held weekly at Newbattle pool • Other activities included Vocal Carer Centre stall set up for staff providing information on power of attorney; carer rights; carer support and welfare checks and bike checks carried out in Loanhead, Penicuik and Lasswade Centre. Page 168 of 296
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Investing in our workforce During quarter 1, progress was made in delivering initiatives that support the Council's commitment to investing in its workforce. Activity focused on strengthening recruitment and retention, enhancing the employee experience, supporting learning and development, advancing equality and inclusion, and preparing the organisation for future workforce challenges. Together, these initiatives contribute to building a skilled, engaged and resilient workforce capable of delivering high-quality services to our communities. Sponsorship of Overseas Professionals A report was presented to the Corporate Management Team seeking approval for the Council to act as a sponsor for non-UK nationals applying for roles where there are recognised recruitment challenges, particularly within professional occupations such as social work. Approval was granted to proceed with a pilot sponsorship scheme for selected professional roles in education and social work. This represents a significant development in the Council's recruitment approach. The introduction of a pilot scheme will enhance the Council's ability to access a wider talent pool and support recruitment into hard-to-fill positions where local labour market shortages exist, helping to ensure critical services are appropriately resourced and able to meet future demand. Employment Rights Bill Readiness A review of People Policies was undertaken in response to emerging legislative changes arising from the Employment Rights Bill. As a result, amendments have been made to a number of policies to ensure the Council remains compliant with developing employment legislation and continues to reflect best practice. This proactive approach ensures that employees and managers are supported by clear, up-to-date policies that promote fairness, consistency and transparency across the organisation. Early preparation also places the Council in a strong position to respond effectively when legislative changes are implemented, minimising operational disruption and reducing organisational risk. Employee Induction and Recognition The Council's new induction booklet was successfully launched during the quarter, providing new employees with a comprehensive and accessible introduction to the organisation, its values, policies, benefits and expectations. Page 169 of 296
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The introduction of a refreshed induction resource supports the Council's commitment to improving the employee experience from the point of appointment. Effective induction helps new starters integrate more quickly into their teams and understand their role within the organisation. Alongside this work, planning has continued for in-person corporate induction and employee recognition events. These initiatives will help strengthen organisational culture, promote employee engagement and celebrate individuals and teams who have made a positive contribution to Council objectives and service delivery. Recruitment and Selection Modernisation Work is progressing to modernise the Council's recruitment and selection arrangements in response to recommendations arising from the Internal Audit review completed last year. The programme of work includes a comprehensive review of recruitment and selection policies and procedures to ensure they reflect current legislation, best practice and robust governance arrangements. Key improvements are focused on strengthening management oversight, enhancing compliance with pre-employment checks, improving record keeping, and ensuring greater consistency in recruitment decision-making across the organisation. The review will also simplify and standardise recruitment processes by introducing clearer guidance for recruiting managers, improving training and support through e-learning resources, reviewing workforce data quality within iTrent, and strengthening monitoring arrangements for areas such as agency worker engagement, guaranteed interview schemes, disclosure checks and professional registrations. Collectively, these actions will support a more efficient, transparent and compliant recruitment process, improve the candidate and manager experience, reduce organisational risk, and help ensure the Council continues to attract and appoint the right people to meet current and future workforce needs. Pay and Grading Review and Equal Pay Audit During the quarter, work commenced on a comprehensive pay and grading review alongside the undertaking of an equal pay audit. The pay and grading review will model a range of options to assess the suitability and sustainability of the Council's current pay structures, ensuring they continue to support recruitment, retention and workforce development objectives. This work is particularly important in the context of ongoing labour market pressures and the need to maintain a competitive employment offer. The equal pay audit will provide assurance that employees undertaking equal work, work rated as equivalent or work of equal value are remunerated fairly and consistently. The audit will identify any potential pay disparities and inform future actions to promote equality, transparency and compliance with statutory requirements. Page 170 of 296
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Equally Safe at Work As part of the 18-month programme, which began in April 2026, an Equalities Group has been established to lead our work towards Bronze Accreditation. The group is reviewing the accreditation requirements across six key areas: leadership, data, flexible working, occupational segregation, workplace culture, and violence against women. To support this work, a comprehensive action plan has been developed, setting out the steps we will take over the coming months to create a safer, more inclusive and equitable workplace for everyone. This important programme reflects our ongoing commitment to fostering a culture where colleagues feel respected, supported and empowered to thrive. Workforce planning preparation As part of the Workforce Strategy, initial workforce planning activities commenced during the quarter. This involved agreeing available workforce data sets that will allow the assessment of workforce composition, identify emerging trends and potential risks, and support the development of a structured workforce planning framework. Workforce development The Managers Forum continued this quarter where courses were delivered by Close the Gap on Equally Safe at Work – Sexual Harassment. The forums continue to provide a space for leaders and managers to share experiences as well as providing managers with best practice and guidance. As part of fair work commitments, a Listen and Learn exercise was carried out this quarter with our Business Finance team. 24 employees were met on a one to one basis. These focus groups strengthen our employees’ voice and encourage employees to engage and put forward views and ideas to help address any organisational challenges and contribute to improvements. A report and recommendations were discussed with the Service Manager and further sessions will be held to implement actions. During quarter 1, 4,990 mandatory e-learning courses were accessed by employees. While this represents a reduction from the 6,127 course accesses recorded during the same period last year, participation is likely to reflect fluctuations in refresher training cycles and workforce compliance levels, where employees complete mandatory training requirements in different periods throughout the year. Mandatory e-learning covers key areas including the Bribery Act 2010, Data Protection, Information Security, Procurement Fraud, Records Management and the Threat of Terrorism. These courses play an important role in ensuring employees understand their responsibilities and are equipped to safeguard Council information, assets and services. Continued engagement with mandatory learning supports a culture of awareness, accountability and compliance, helping to protect the Council, its employees and the communities it serves. Page 171 of 296
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Absence and case management The HR team continues to work proactively with managers to support effective absence management and help reduce sickness absence across the Council. This includes providing advice and guidance on attendance management processes, alongside management information that enables services to monitor, measure and address both short-term and long-term absence trends. This approach is further supported through the Council’s ongoing Maximising Attendance at Work training programme and e-learning resources for managers. During quarter 1, HR supported 118 long-term absence cases. This represents an increase compared with 93 cases supported during the same period last year, indicating a higher level of case management activity during the quarter. However, the current position remains below levels seen in previous years, with 140 cases supported in quarter 1 of 2023/2024 and 147 cases in quarter 1 of 2024/2025. While the increase this quarter will continue to be monitored, the longer-term trend suggests that absence cases remain lower than levels experienced in earlier years. This quarter, 142 Occupational Health referrals were made to support employees, representing a 44% decrease from the 254 referrals recorded during the same period last year. Occupational Health referrals are made for a variety of reasons, including supporting employees during periods of ill health, identifying workplace adjustments, and providing advice to facilitate safe and sustainable attendance at work. The reduction in referrals compared with the previous year may reflect a combination of factors, including lower levels of absence requiring Occupational Health input, earlier intervention and support through management processes, or changes in the complexity and nature of cases being managed during the quarter. Referral activity will continue to be monitored to ensure employees receive appropriate support when required. In addition, 404 physiotherapy referrals were made during the quarter, an increase of 7% compared with the 376 referrals recorded in quarter 1 of the previous year. The increase in physiotherapy referrals may indicate continued awareness and utilisation of the service by employees and managers, with a focus on early intervention and preventative support. Access to physiotherapy can help employees address musculoskeletal issues at an earlier stage, supporting recovery, maintaining mobility and reducing the potential impact on attendance and wellbeing. Workforce measures: Employee Turnover Employee turnover remains low and continues to show a positive year-on-year trend. During quarter 1, the staff turnover rate was 1.72%, representing the lowest level recorded and a slight improvement from 1.78% in the same period last year. This indicates continued workforce stability and suggests that retention initiatives and workforce planning arrangements are contributing positively to employee retention. Maintaining low turnover rates supports organisational resilience by reducing recruitment pressures, retaining knowledge and experience, and helping to ensure service continuity. Page 172 of 296
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Gender Pay Gap The Council's gender pay gap remains relatively small, although there has been a slight increase during the quarter. Average hourly pay for female employees was £22.14, compared with £22.60 for male employees, resulting in a gender pay gap of 2.01%. This represents an increase from 1.76% in the same quarter last year and 1.37% in the previous quarter. While the overall pay gap remains comparatively low, continued monitoring will take place to better understand the factors influencing this movement and to support ongoing equality and workforce development objectives. Representation in the Top 5% of Earners The number of female employees within the top 5% of earners has slightly decreased with 122 female employees within this group during quarter 1 and 123 compared to the same period last year. Sickness Absence Overall sickness absence levels remain stable and broadly in line with the same period last year. The average number of working days lost per employee during quarter 1 was 2.75 days, compared with 2.76 days in the same period of 2025/2026. Within Corporate Solutions, sickness absence performance improved, with the average number of working days lost reducing to 2.60 days from 2.86 days in the same period last year. This suggests a positive trend in attendance levels within the service. Analysis of Full Time Equivalent (FTE) days lost shows that 53% of absence was attributable to long-term sickness, 24% to self-certified absence, and 23% to short-term sickness absence. Notably, the proportion of absence attributed to long-term sickness has reduced this quarter to 53%, representing the lowest level recorded in Corporate Solutions for several years. This improvement may reflect the impact of proactive absence management, early intervention measures, and targeted support for employees with ongoing health issues. Despite this positive trend, long-term sickness continues to account for the largest proportion of absence and remains a key area of focus. Work is continuing across service areas to monitor attendance levels, support employees who are absent, and identify opportunities to improve attendance outcomes. A focused programme of work will review both long-term and short-term sickness absence to better understand underlying causes and potential triggers. This will also include a review of the Council's absence management policy and associated processes to ensure they remain effective, consistent, and supportive of employee wellbeing while minimising service disruption. Page 173 of 296
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1.76% 1.33% 1.13% 1.37% 2.01% Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Gender pay gap between average hourly rate of pay for male and female (all employees) (cumulative) Scottish Average (1.5%) 2.76 4.86 8.17 11.14 2.75 1.20 2.03 4.34 6.34 1.17 3.38 5.99 9.67 13.01 3.36 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Average Sickness Absence days (cumulative) All employees Teachers Local Government workers 1.78% 2.91% 1.83% 2.21% 1.72% Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 % of staff turnover (quarterly) 727 2,522 1,812 16-30 31-50 over 50 Human Resources – performance measures 118 Long term absence cases this quarter (93 in Q1 25/26) 142 Occupational Health referrals via OHIO this quarter (254 in Q1 25/26) 14 HR cases handled this quarter (15 in Q1 25/26) 404 Physiotherapy referrals made this quarter (376 in Q1 25/26) No. of staff by age group 1,305 (26%) Employees with over 15 years of service 95 Leavers at end of Q1 (cumulative figure) 65.6% of employees are Midlothian Residents Employee Health and Wellbeing Workforce demographics 122 female employees in top 5% this quarter. (123 in Q1 25/26) • 16 wellbeing events held this quarter with 294 attendees • 4,990 employees accessing mandatory eLearning courses • 1,245 employees accessing non-mandatory eLearning courses Page 174 of 296
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Digital solutions underpin the Transformation Blueprint. Key work streams include: Delivery of the Council's Digital Transformation Strategy 2024-2029 to fully utilise digital tools, digitising and automating processes, introducing Artificial Intelligence (AI). Key priority areas that the Council will focus on over the next 5 years are: • Automate: For an Efficient, Modern Council • Reimagine: Transform Service Delivery • Data: Deeper Insights and Preventative Operations • Secure and Sustain: Protect and Preserve • Continued rollout of compliance and cyber security protective measures, including attainment of Public Sector Network and Cyber Essentials certification, staff training and engagement and establishing a Security Operations Centre • Deepening the adoption of Microsoft M365 capabilities and applications to enable organisational efficiencies, collaboration and lay the foundation for future Artificial Intelligence (AI) initiatives • Delivering service improvements in frontline teams through the use of technology • Continue the roll-out of the Customer Services Platform solutions to promote channel shift • Equipped for Learning (EfL): support the EfL project to provide best in class, secure digital ecosystem for optimal learning outcomes • Developing Council telephony digital strategy further and replacing the ageing corporate estate • Ensure all digital aspects of Council operations are well supported and operational • Provide citizens with enhanced services and faster, more responsive support • Deliver improved outcomes for all residents of Midlothian by embracing modern service models Digital Page 175 of 296
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Key achievements: Digital projects and Infrastructure A range of improvements projects and service supports were undertaken to facilitate a more efficient organisation and improve how we work: Back Office Infrastructure The Back Office Infrastructure team has continued to modernise the Council's technology estate while maintaining reliable operational services. The team resolved 271 support calls alongside delivering a broad programme of infrastructure improvements. A key achievement was the implementation of the infrastructure required to support the new Security Operations Centre, enabling the collection and analysis of logging information across the Council's systems. This capability will support enhanced threat detection and response activities. Progress has also continued on several major infrastructure replacement programmes. Domain Controller replacements have been completed across most areas, with education environments still to be finalised. Server upgrades from Windows Server 2016 remain on track for completion by year-end, reducing technology risks associated with ageing systems. High School server replacement work is also progressing well, with new host servers already built and in place and virtual machine migrations underway. Preparatory work has been undertaken to support future migration to SharePoint through a detailed review and rationalisation of file server content. In parallel, Digital Services is developing a SharePoint-based file structure for the Digital Devices team to act as a pilot and proof of concept, providing valuable learning before wider implementation across Council services. Other notable achievements include preparations for a major upgrade of the Education virtual server environment, the rollout of digital signage at Hillend Coaster Station and initiatives to streamline email routing and management. These improvements will increase reliability, improve user experience and contribute to ongoing efficiency savings. Page 176 of 296
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Front Office Infrastructure The Front Office team has supported a broad range of operational and strategic activities during quarter 1. Technical resources were successfully provided to support the Scottish Parliamentary election process, helping ensure critical systems were available and functioning effectively throughout the election period. The team also prepared corporate devices for Public Services Network (PSN) and Cyber Essentials Plus assessments, strengthening compliance with recognised security standards. Work was undertaken to migrate devices across corporate, education and library environments to new Secure Boot certificates, enhancing device security and future readiness. A new patch management platform was successfully introduced, providing a more cost-effective solution that supports a wider range of software while reducing system resource requirements. Additional improvements included the installation of touchscreen all-in-one desktops within libraries, optimisation of the primary school printer estate following the Xerox Managed Print Service project, and the commencement of Windows 11 version 24H2 upgrades across the estate. These improvements contribute to enhanced user experience, stronger security and more efficient device management. Service Desk The Service Desk continued to act as a critical frontline support function for Council services, delivering a high volume of support activity while maintaining excellent customer satisfaction levels. During quarter 1, the team achieved a customer satisfaction rating of 95%, reflecting the quality of support provided to staff across the organisation. The team created 125 new user accounts and responded quickly to a number of operational requirements, including facilitating urgent hardware relocations to support Skanska floor works. New ICT facilities were established at Dalkeith High School, while technical infrastructure including desk setups, wireless connectivity and printing facilities was successfully delivered for the Hawthorn Children's Centre modular unit. Service improvements also included the transition of leave records, rota management, process guides and planned work information to SharePoint sites, improving accessibility and collaboration for the team. Digital Learning has now been fully integrated into ServiceNow, with the Managed Print Team also transitioning to the platform, creating a more consistent and efficient customer support experience. Additional support was provided to education services through the installation of a movable interactive teaching panel at Gorebridge Beacon and the provision of 150 laptops to support secondary school examinations. Page 177 of 296
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Operationally, the Service Desk managed a significant workload throughout the quarter. A total of 2,551 incidents were logged and 2,584 incidents were resolved. In addition, 1,964 service tasks were created and 1,969 tasks were completed, demonstrating the team's strong performance in maintaining service levels and responding effectively to customer demand. Networks The Networks team has made good progress in planning and delivering the modernisation of the Council's network infrastructure. Work has commenced on the replacement of key firewall and core networking equipment, ensuring that the Council's network remains secure, resilient and capable of supporting future digital demands. Planning is also underway to upgrade internet connectivity through the implementation of higher-bandwidth circuits. This will enhance network performance and support growing demands from cloud services, online learning and digital service delivery. The team has continued to support a number of major capital and education projects by providing network infrastructure and connectivity for developments including Bilston Primary School modular units, the Mauricewood Primary School extension, Mayfield and St Luke's facilities, Shawfair Campus and Gorebridge Library. In addition, work is progressing to replace legacy copper telephone connections with modern virtual services ahead of the national switch-off programme, ensuring continuity of telephony services while delivering a more flexible and cost-effective solution. Business Solutions The Business Solutions team continued to support service delivery across the Council through the resolution of 128 support calls, while also progressing a significant programme of digital service improvements. A key area of focus has been the continued development and deployment of online services through the Granicus platform, making it easier for residents, staff and partners to access Council services digitally. Detailed updates of progress on our Granicus platform are outlined earlier in this report. Alongside customer-facing improvements, the team has delivered a range of important business system enhancements. Updates to the Fleet database have been completed and are currently undergoing testing. Ongoing analysis work of databases and interfaces continues to support the SQL migration programme of work. The team also completed year-end processing for Centros, supported the successful go-live of the Hague-hosted solution and commenced work associated with the decommissioning of the existing system. The continued updating of system documentation further strengthens resilience and knowledge sharing across the service. Page 178 of 296
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Cyber Security Cyber security remained a key priority throughout quarter 1, with the team successfully defending the Council against multiple cyber threats while maintaining business continuity. The increasingly complex cyber threat landscape means continued investment in security controls and monitoring remains essential to protecting Council systems, information and services. The team continued to strengthen cyber security arrangements and provided security oversight for new applications and technical services entering the Council's environment. By embedding security considerations into new projects from the outset, potential risks can be identified and mitigated before systems are deployed. Further progress was made in the onboarding of the new Security Operations Centre (SOC), which will significantly enhance monitoring and incident response capabilities once fully implemented. In addition, cyber awareness training continued to be delivered through the Secure the Human programme, helping staff recognise emerging threats such as phishing and cyber attacks. This ongoing investment in workforce awareness remains one of the most effective ways of strengthening organisational cyber resilience. Information Governance Significant progress was made during quarter 1 to strengthen information governance arrangements and improve compliance across the Council's Microsoft 365 environment. This work forms an important part of ensuring that information is managed securely, consistently and in accordance with legislative and regulatory requirements. A major achievement was the introduction of sensitivity labels, which help staff classify and protect information according to its level of confidentiality. This provides greater control over sensitive data and reduces risks associated with inappropriate sharing or storage of information. Governance arrangements for Microsoft Teams were also strengthened through the establishment of clearer controls around shared and private channels. To support better management and oversight of digital tools, a new Microsoft 365 application request process was created within ServiceNow. This provides a clear route for staff requesting new applications while ensuring governance and security considerations are assessed before approval. The team also designed and developed a new Microsoft Teams information architecture, which is currently being tested within Digital Services. This work will inform future approaches to managing collaboration spaces across the wider organisation and promote more consistent information management practices. Page 179 of 296
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Artificial Intelligence (AI) The Council has continued to position itself as an early adopter of responsible artificial intelligence within local government. During quarter 1, substantial governance work was completed to ensure that AI technologies can be introduced in a controlled and compliant manner. The successful completion of a Data Protection Impact Assessment (DPIA) for Microsoft Copilot Chat represents a significant milestone, providing assurance that privacy and data protection considerations have been fully assessed. Complementing this work, a dedicated policy for Copilot Chat Enterprise was developed, alongside a substantial expansion of the Council's wider AI policy framework. To support staff understanding and readiness, Copilot Flight Deck training was launched through Mid Hub. This gives employees access to guidance and practical learning materials on the use of AI tools and helps ensure adoption is both effective and responsible. As a result of this work, Midlothian Council now has one of the more mature governance frameworks for AI adoption within local government, enabling pilot deployments to move forward with confidence while maintaining appropriate safeguards. Page 180 of 296
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50 29 4 Total planned modules Complete during 25/26 Complete during 26/27 65% 60.5% 65.2% 65.4% 62% Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 % of IT helpdesk incidents complete within 48 hours (quarterly) Digital – performance measures Cyber security performance Progress of total number of Customer Services Platform modules 380,000 Midlothian Council website visits this quarter with 1.1M page views. (376,000 website visits and 1.1M page views in Q1 25/26). 100% of Cyber Essentials and PSN implemented 51% of cyber security annual refresher training complete at quarter 1. Website Customer satisfaction and helpdesk Digital Services Customer satisfaction rate: 95.8% this quarter (95.6% in Q1 25/26) Customer Services Platform Page 181 of 296
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Key priorities for the service in 2026/2027: Business Services • Redesign of business processes to achieve efficiencies across all of Corporate Resources • Optimising existing digital applications to enable more customer self-service, improve customer access to services and reduce manual processing • Continued upgrade of applications supporting the Council’s transformation agenda e.g. increasing automated and online payments Revenues and Benefits • Ensure residents receive prompt decisions, payments and support through efficient processing of Housing Benefit, Council Tax Reduction, Scottish Welfare Fund and revenues services • Deliver accurate assessments and billing decisions that minimise errors, protect public funds and ensure customers receive the correct entitlement first time • Support the Council's financial sustainability through effective billing, collection and recovery activities while ensuring fair treatment of customers. • Improve customer experience and service efficiency through digital transformation, process redesign and data-driven decision making Key achievements: Invoicing Work continues with the rollout of invoice approval processes. Reducing paper-based invoicing to invoice approval system management allows for a greater level of audit, performance management and data, leading to more up to date financial monitoring and real time reporting. The Business Applications Team continues to work with Scottish Government’s e-commerce team on next steps for the e-invoicing programme and onboarding of suppliers to this service. This quarter invoice approval expansion continues and manual based Green slip transactions continue to reduce from 7.7% in quarter 1 of 2024/2025, 6.6% in quarter 1 of last year to 5.4% this quarter. Corporate Resources Page 182 of 296
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The rate of invoices paid on time across the Council this quarter was 95.6%, exceeding our target of 95%. A total of 28,672 transactions were processed during quarter 1, of which 17,212 are included in the Statutory Performance Indicator (SPI) invoice calculation with an average of 10.2 days to pay an invoice. This represents an increase from 8.7 days compared with the same period last year. The increase is attributable to a change in the methodology used for the SPI calculation, specifically the exclusion of purchasing card transactions from quarter 1 onwards. For comparative purposes, when purchasing card transactions are included, consistent with the approach used in the same period last year, the average payment time for quarter 1 is 8.3 days and the rate of invoices paid across the Council would be 96.8%. The team made 4,313 direct payments to bank accounts to cover free school meals during the holiday periods, Ukrainian Host payments and Economic Development Business Grants. 798 internally generated payments were processed including grants, corporate appointees, salary deductions and treasury activities. Purchasing card transactions continue to increase to 26.9% this quarter from 24.3% at the end of last year and 14.8% at end of 2024/2025. 6,349 card transactions were made totalling approximately £786k of spend due to an increase in embedded cards for catering suppliers which accounts for 64% of all purchasing card spend, of which almost all is with three of our largest contracted suppliers. The average spend by transaction was £123.77. 56.9% of all purchasing card transactions are for less than £50.00, 72% for less than £100, 84% for less than £200 and 94.9% are less than £500. Business Applications Our Business Applications team continues to play a vital role in maintaining and enhancing our core systems, ensuring they remain up to date, reliable and aligned with business need. This quarter, the team successfully delivered a series of key upgrades and implementations across several platforms. Further Business Application upgrades were completed this quarter for ITrent, Open Revenues, Legend, MR56 ONE Housing, Granicus, Committee Management System and Citizens Space. In addition, the implementation of AllStar fuel cards was completed and the migration to hosted service for cheque software was completed. New 3 year contracts were signed for provision of the Vehicle Telematics system and Committee Management System. The team completed the 2025/2026 finance year end processing activities in line with timetable. The TotalMobile Connect project continues to progress with build workshops and project team engagement taking place this quarter. This move will deliver improved system performance, reporting functions and enable more efficient mobile working across Building Maintenance Services, Fleet and Roads Services. Page 183 of 296
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Employment and Reward Further enhancements were made this quarter to our employment and reward manager e-forms, including Employee Onboarding, Off Payroll Workers and Flexible Retirement. This will improve the quality of information received and increase the number of requests processed without the requirement for intervention. In addition, HMRC mileage rates were successfully applied through payroll, with all associated retrospective adjustments and backdated payments processed and completed. This has ensured compliance with HMRC requirements, addressed outstanding reimbursement discrepancies, and provided assurance that affected employees have received the correct mileage payments. Revenues and Benefits – Open Revenues Portal The Open Revenues Portal has successfully gone live for staff and landlord users as part of a phased soft launch, marking a key milestone in the service's digital transformation programme. By initially introducing the platform to a limited user group, the service is able to gather feedback, monitor system performance, identify any process improvements and support user familiarisation ahead of a wider rollout. The portal provides enhanced self-service functionality, improving accessibility and enabling users to manage and view account information more efficiently. The new portal will support improved customer access while helping to streamline service delivery and reduce reliance on traditional contact channels. Revenues and Benefits workforce measures Improving Housing Benefit processing performance remains a key priority for the Revenues and Benefits service. During the quarter, work has continued to reduce outstanding workloads, improve operational efficiency and strengthen service resilience, in line with the service improvement programme. The average time taken to process Housing Benefit changes of circumstance was 15 days during the quarter, an increase from 8 days in the previous quarter and above the service target of 8 days. Performance for new Housing Benefit claims has continued to improve. The average processing time reduced from 59 days last quarter to 55 days during this quarter. Although this remains above the service target of 25 days, the reduction represents a positive improvement and indicates that actions being taken to address processing backlogs are beginning to have an impact. Claims processing performance continues to be affected by historic backlogs, workforce capacity challenges and the need to balance competing service demands. The service is therefore implementing a targeted improvement programme focused on streamlining processes, maximising available staffing resources, increasing productivity and reducing the volume of outstanding work. Officers are actively working through backlogged cases as part of a formal action plan and are monitoring performance on a regular basis. Alongside this, a broader review of service processes is underway to identify opportunities for further efficiencies, including improved workflow management, service redesign and increased digitalisation. These measures are intended to deliver sustained improvements in both new claim and change of circumstance processing times and support a return to target performance over the longer term. Page 184 of 296
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Current Housing rent arrears At the end of quarter 1, current housing rent arrears were 14.3%, representing a slight increase compared to 13.49% at the same point last year. The increase reflects the continued financial pressures faced by some tenants, and the service continues to work proactively with households to provide advice, support, and early intervention to help prevent arrears from escalating and to sustain tenancies. Council Tax Collection The in-year Council Tax collection rate at the end of quarter 1 was 27.2%, which is broadly consistent with the performance reported for the same period last year (27.3%). This indicates that collection levels have remained stable despite ongoing economic challenges. The Council will continue to monitor performance closely and undertake recovery and support activities to maximise collection while assisting residents experiencing financial difficulty. Supporting the Cost-of-Living Crisis Demand for crisis support through the Scottish Welfare Fund remains consistently high, reflecting the ongoing financial pressures experienced by many individuals and families across our communities. During quarter 1, a total of 1,881 Crisis Grant applications were received, unchanged from the same period last year. This sustained level of demand highlights the continued impact of the cost of living crisis and the importance of accessible emergency financial assistance. By the end of quarter 1, 46.87% of the annual Scottish Welfare Fund budget had been committed, demonstrating the significant demand being placed on the fund at an early stage of the financial year. Scottish Welfare Fund Assessors continue to undertake detailed analysis of application trends, including the underlying reasons for both applications and refusals. This intelligence is used to identify opportunities for early intervention, preventative support, and targeted partnership activity aimed at reducing the likelihood of individuals and families reaching crisis point. This work remains a key contributing action within the Council’s Child Poverty Action Plan, supporting wider efforts to tackle poverty and improve outcomes for vulnerable households. Page 185 of 296
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1,881 3,618 5,207 2,113 1,881 976 1,884 2,703 1,113 928 16 37 58 43 14 889 1,697 2,446 957 939 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Number of Crisis Grants (cumulative) received awarded declined ineligible Grant applications deemed as ineligible are in general those that have exceeded the maximum amount of 3 applications in a year or customers who do not meet the set criteria for the award. 54 65 63 59 55 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 New claims (quarterly) Revenues and Benefits 5344 4900 4620 3594 6528 2954 3058 2852 3027 3125 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Number of online transactions (quarterly) Rent Council Tax 27.2% of in year Council Tax collected year to date. 7 12 15 8 15 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Change of circumstances (quarterly) 316 552 773 385 208 121 215 317 135 883 3 6 33 0 192 334 450 217 120 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Number of Community Care Grants (cumulative) received awarded declined ineligible Corporate Resources – performance measures £110,039 granted from Scottish Welfare fund for crisis grants £137,374 granted for community care grants in Q1 Scottish Welfare Fund Average processing times (days) Page 186 of 296
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Key priorities for the service in 2026/2027 • Review of the Council’s governance framework with revised Standing Orders and Associated Scheme(s) • Development of the new Procurement Strategy, with a focus on social value, the introduction of a Council wide approach to Community Benefits, and an increased focus on local procurement • Aligned to the Transformation Blueprint, continued review of Contract Management • Ensuring compliance with statutory duties for responding to FOIs, SARs and EIRs, minimising data breaches and supporting teams to ensure good information governance Key achievements: Legal Services The commercial legal team continues to provide expert legal advice and support on a wide range of commercial matters to help the Council operate effectively and lawfully in its business dealings. Various activities were undertaken by the team this quarter including: DocuSign pilot project As part of the DocuSign pilot within Legal Services, 152 legal documents had been electronically signed by the end of quarter 1, compared with 80 documents by the end of quarter 4. This demonstrates continued adoption of digital signatures, improving the efficiency and effectiveness of executing contractual documents while reducing the risk of fraud and disputes regarding contract validity. Facilitating the use of electronic signatures is an enabler of digital transformation and aligns with the Blueprint objective to develop an organisational workforce that is flexible ensuring that all staff have the necessary skills to work effectively supported by digital technologies that are fit for a 21st century workforce. Buy Backs Housing and Legal Services work together to acquire former local authority housing stock that can be used for social housing for rent and is part of the Council’s strategy to reduce the number of people on the housing waiting list. This quarter the team completed the purchase of 4 properties across Midlothian. Legal and Governance Page 187 of 296
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Other Property Transactions this quarter included: • Purchase of road verge at Bellmans Road, Penicuik from Penicuik Estates for services for Penicuik High school extension. • Purchase of 6 Eskdaill Street, Dalkeith for Dalkeith Town Centre Redevelopment. • Sale of new substation site at Penicuik High School to SP Distribution PLCD. • Sale of yard 4 at Easthouses Industrial Estate. • Tree Preservation Order No 1 of 2025 Land at Pomathorn Mill, Penicuik recorded in Sasine Register. • Completion of Novation of Grant Agreement with Bonnyrigg Rose AFC Ltd and new standard security in respect of the grant to level the football pitch at New Dundas Park. • Completion of 7 Golden Share Transactions at Arniston Grange development. • Discharge of a Discount Standard Security re former Council House Sale. Planning Agreements Legal Services completed a Section 75 planning agreement relating to land adjacent to the ASDA petrol station, securing developer contributions of £60,349.57 (index linked) to support local infrastructure and community benefits. Variations to existing Section 75 agreements at Newton Farm and the former Rosslynlee Hospital site were also progressed, supporting the continued delivery of these development projects. Roads 13 instructions for Temporary Road Traffic Restriction Orders were processed and granted this quarter, assisting with the Council’s management duties as the local roads authority. Prevention and detection of crime 74 requests were processed for information from the police and external agencies for the prevention and detection of crime and 35 requests were processed for personal information held in the Council’s CCTV systems in accordance with the Data Protection Act 2018. Scheme of Assistance Grants (SOA) Under the Scheme of Assistance, Legal services continued to support Environmental Health in delivering funding for essential housing adaptations for residents with assessed needs. This work ensures that individuals can remain safely and independently in their homes by enabling modifications such as accessibility improvements and specialist equipment. This quarter 6 Notices of Payment of Grant were formally recorded in the property registers. Unlawful encampments This quarter Legal Services worked closely with external solicitors to obtain three eviction orders for unlawful encampments on Council-owned land, enabling prompt legal action and the return of sites to their intended use. The team also coordinated with the Contact Centre, Police Scotland and private landowners in response to three unlawful encampments on non-Council land, providing legal advice and support to assist with their management and resolution. Page 188 of 296
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The legal court team continue to protect the Council’s interests and deliver suitable outcomes for children and vulnerable adults through attendance at court this quarter. Various activities were undertaken by our Court team this quarter including: Development of guidance Following a significant development in a decision by the Supreme Court in the approach to the question of deprivation of liberty for adults who lack capacity, the Court Team provided a detailed advice note, a summary of changes and developed a recording toolkit and discussed extensively with colleagues to ensure consistent understanding and applications of the revised approach. Child Protection Orders Draft documentation and guidance relating to Child Protection Orders were reviewed and updated. In addition, a rota system was introduced to maintain service resilience and ensure adequate cover during periods of annual leave and staff shortages. Education Appeals Committee The team developed a training package and supported the delivery of training for Education Appeals Committee members. Ongoing legal advice was provided to both the Committee and education colleagues in relation to this year's placing request appeals. The team also provided legal advice and support in respect of three exclusion appeals. Adults with Incapacity (AWI) Court Practice note Following the introduction of a new Sheriff Court practice note, the team engaged with court staff to understand the operational implications of the changes. All relevant legal templates were updated, and a new toolkit was developed to support consistent implementation. Court of Protection recognition A positive decision was secured from the Court of Protection in England regarding the recognition of a Scottish guardianship order. This case has particular significance given the English court’s refusal to recognise two orders in the past two years, on the basis that they did not comply with Human Rights legislation. The Council received significant praise, and the allocated Social Worker in particular, for the way they responded to this. Page 189 of 296
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Ongoing court actions and responding to general queries across the quarter include: • Responded to 99 individual legal queries and raised 19 applications for guardianship and/or Intervention Orders under the Adults with Incapacity (Scotland) Act 2000. • Raised 10 actions for recovery of possession under the Housing (Scotland) Act 2001. • Provided advice to Children and Families in 9 actions for Child Protection Orders under the Children’s Hearing (Scotland) Act 2011. • Provided ongoing advice in relation to two cases raised in the Additional Support Needs Tribunal and attended and/or provided advice for 23 Adults with Incapacity/Adult Support and Protection Case Conferences. • Continued to progress re-recruitment to the Curator Panel for Edinburgh Sheriff Court. This will provide independent reporters to ensure the views of Midlothian children are properly considered in court actions concerning their future. Procurement Activity Work continues on improving the Procurement Service operating model. Through adopting and embedding a business partnering approach, Procurement will provide greater support to services, guidance on best value and procurement processes and anticipated to enable the Council to ensure that procurement is compliant and achieves savings. A revised Procurement Strategy is in development and will be presented to Council for approval this year. The strategy will continue to focus on supporting the local economy and encouraging participation from small and medium sized enterprises, delivering wider social outcomes and community benefits and ensure that procurement practices deliver best value for the council and its communities. Corporate Category delivery During quarter 1, the Corporate Category delivered several strategic procurements that enhanced service efficiency and business continuity, supported digital transformation across education, fleet management and ICT, strengthened cyber security and operational resilience and achieved significant financial savings for the Council while maximising value for money by leveraging national procurement frameworks. Page 190 of 296
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Key achievements include: • Merchant Acquiring Services: Successfully awarded through the Crown Commercial Services (CCS) Framework with Global Payments, delivering an estimated annual saving of £172,000 in merchant acquiring fees while improving value for money. • Supply of Chromebooks as part of the Equipped for Learning Project: Awarded through the Scottish Government Framework to ensure continued provision of 1:1 Chromebook devices for pupils. The framework secures fixed pricing significantly below current market rates, providing cost certainty and supporting digital inclusion. • Committee Management Information System: Awarded through the G-Cloud 14 Framework, providing a compliant cloud-based solution without additional procurement overheads while supporting efficient committee administration. • Mosaic Case Management System: Contract awarded through the YPO Framework, increasing database storage capacity from 691GB to 1.5TB, ensuring continued support for Adults and Children's Services and future service growth. • Fleet Paver Replacement: Delivered through the Scotland Excel Grounds and Plant Equipment Framework, supporting the Council's Fleet Replacement Programme (2025–2030) with the procurement of an industry-standard Vogele paver to improve road maintenance capability and long- term asset reliability. • Council Firewall Upgrade: Awarded through the appropriate framework to replace end-of-life perimeter firewalls, ensuring continued cyber security, business continuity, secure remote access, and 24/7 technical support, protecting critical Council infrastructure. • Vehicle Telematics System: Procured through the Crown Commercial Service RM6353 Framework, supporting the Council's digital transformation programme by improving fleet visibility, driver accountability, vehicle utilisation, and the ability to defend insurance and liability claims. Page 191 of 296
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• Provision of Fuel Cards: Awarded through the Scotland Excel Fuel Cards Framework, enabling continued access to competitive fuel pricing, improved fleet fuel management, and efficiencies through Scotland Excel's national procurement approach. Tenders successfully awarded The following tenders were successfully awarded during quarter 1: Supported Living Services for 6 Children and Young People Living in Pentland Way and Castlelaw Residential Accommodation A provider was required to deliver a flexible range of personalised residential care services for children and young people with disabilities and complex behavioural needs residing in accommodation at Pentland Way and Castlelaw Cottage. The service provides 24-hour, seven-day-a-week support, ensuring that each child’s physical, social and emotional needs are met. The contract was awarded to Action for Children following a regulated open procurement procedure through Public Contracts Scotland (PCS). Qualification Courses for Early Years and Childcare (EY&C) Staff A provider was required to deliver qualification and training programmes to enable staff working within Early Learning and Childcare settings to obtain the qualifications required for registration with the Scottish Social Services Council (SSSC) and to meet the standards of the Care Inspectorate. These qualifications support the Scottish Government's vision of creating a smarter, wealthier and fairer, healthier, safer and stronger, and greener Scotland, while helping to ensure high-quality care and learning experiences for children. The contract was awarded to Edinburgh College following a regulated open procurement procedure through Public Contracts Scotland (PCS). Youth Homeless Prevention and Support Service A provider was required to deliver a homelessness prevention and support service for young people aged 16 to 25 across Midlothian. The primary objective of the service is to support the Council's shift from reactive crisis management towards a 'Prevention First' approach. Through targeted interventions at critical stages, the service aims to reduce the number of young people entering temporary accommodation and equip those moving into their first tenancy with the skills and support required to sustain independent living in the long term. The contract was awarded to The Rock Trust following a regulated open procurement procedure through Public Contracts Scotland (PCS). Page 192 of 296
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Quick Quote The following projects were successfully procured using the Quick Quote process during quarter 1: Support for Care Experienced Young People in their Transition from School A provider was required to deliver targeted support for care-experienced young people transitioning from school into further education, employment or training. The aim of the service is to help young people develop the skills, confidence and resilience needed to secure and sustain a positive destination. The contract was awarded to Midlothian Training Services. Additional Support Needs (ASN) Mediation Service A provider was required to deliver an independent mediation service for children and young people with Additional Support Needs (ASN) and their families. The service supports the effective resolution of disputes relating to additional support needs through an impartial and constructive mediation process. The contract was awarded to Children in Scotland. Page 193 of 296
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46 15 13 24 8 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Number of regulated procurement excerises undertaken (quarterly) Legal and Governance – performance measures Access to information 410 420 326 358 308 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Number of Freedom of Information requests recieved (quarterly) 64 62 76 79 81 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Number of Subject Access Requests recieved (quarterly) 28 Legal commercial transactions carried out this quarter (increase from 8 at Q1 2025/26) Page 194 of 296
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The Continuous Improvement team supports the required step-change to ensure that as an organisation we learn from feedback and complaints received and improve service delivery as a result of driving forward a culture of continuous improvement. Key priorities for the service in 2026/2027: Working with services to focus on performance which delivers improved outcomes and continuous improvement, including: • Ensuring appropriate policies and processes are in place to support delivery of Best Value. • Establishing a programme of self-evaluation using the Midlothian Excellence Framework to support adherence with the National Self- Evaluation Framework. • Raising the profile of the equality, diversity and inclusion agenda across the organisation, including promoting good practice and ensuring that we fulfil our statutory obligations under the Public Sector Equality Duty and related legislation. • Delivering excellence with regards to feedback systems and ensuring complaint handling procedures and activities meet statutory requirements. • Engaging with and supporting national networks and external data submissions relating to the team’s areas of expertise. Continuous Improvement Page 195 of 296
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Key achievements: Key achievements across this quarter for our Continuous Improvement team include: Equalities: • Worked with Communities, Lifelong Learning and Employability to enhance client data collection and equality monitoring, supporting delivery of Equality Outcome 4, which aims to help residents gain qualifications, learn key skills and enter positive destinations. • Gathered contributions from across the Council to inform this year’s United Nations Convention on the Rights of the Child report, capturing achievements in embedding UNCRC rights over the past 18 months and identifying priorities for future action Performance: • Revised and shared checklist to support a timely and effective quarterly performance management process with lead performance officers. • Refreshed Best Value Framework and collated Best Value Self-Evaluation report for Council in June. • Corporate Management Team approved a more focussed approach for reporting and monitoring Local Government Benchmarking Framework indicators. • Governance Framework approved by Corporate Management Team • Early consideration of the National Self-Evaluation Framework, underpinned by the Midlothian Excellence Framework (MEF), presented to Corporate Management Team. Contact Us: • Annual Complaint Handling Report 2024/25 approved by CMT for publication. • New Customer Care and Feedback option on intranet site to support complaint handling. Includes complaint support documents, training videos and policy information. In addition, draft Child Friendly Complaint response templates developed. • Completion and submission of annual complaint statistical data to national network and ongoing attendance at Local Authority Complaint National Network group (LACHN). • Ongoing ‘Contact Us’ system administration, including managing permission group development for large service area underway. • Coordination of cross-service complaint investigation responses and ongoing support to services including support for Chief Officers in relation to investigations. • Provided guidance and support to senior management in applying the Unacceptable Actions Policy (UAP). Page 196 of 296
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Challenges and risks Midlothian Council continues to face a challenging environment, with financial, demographic, and economic pressures shaping how services are delivered and funded. Financial constraints: rising service delivery costs and uncertainty over future funding from the Scottish Government are placing significant strain on the council’s budget. Cost and income projections for future years are embedded in the Council’s Medium Term Financial Strategy, which is supported by the Transformation Blueprint containing a range of transformation themes to drive towards a position of financial sustainability. Officers continue to work closely with the Business Transformation Steering Group to respond to the challenges. Our Finance team continue to develop and enhance our financial monitoring arrangements to support financial sustainable planning. Economic pressures: the ongoing cost of living crisis is affecting residents and businesses, increasing the need for council funded support. Inflationary pressures on goods, services, and energy are also significantly increasing the cost of delivering council services. The impact of the cost of living crisis on households continues to be noted across the UK with 72% of adults reporting an increase in their cost of living in April 2024 (Office for National Statistics; Francis-Devine et al, 2022). The UK has faced an unprecedented wave of increasing prices, bills and tax challenges. The 41 year high inflation rate of 11.1% in October 2022 has been the main driver of the cost of living crisis which has outstripped wage and benefit increases. After this peak in inflation, rates have continued to decline, dropping to 2.0% in May 2024. Over the three years between May 2021 to May 2024 food prices rose by 30.6%. Although inflationary rates have steadied, the price rises continue to impact low-income households hardest as a larger proportion of their costs are on energy and food. As our citizens feel the impact of the cost of living crisis, they will seek additional support from public services, in particular local authorities. To respond to this emerging crisis, the Council established a Cost of Living Task Force in 2022, which is chaired by the Council Leader and meets regularly to coordinate mitigating activities. Growing service demands: Midlothian’s sustained population growth and ageing demographic continues to drive an increase in demand for education, social care, housing and transport infrastructure. The 2022 Census results highlight that Midlothian remains the fastest growing local authority in Scotland with an increase of 16.1%. The 2011 census data lists Midlothian as having a population of 83,187 which has risen to 96,600 in the 2022 census data. The level of growth is 2.3% higher than our previous calculation and is now 13.4% higher than the Scottish average of 2.7%. In terms of households, Midlothian saw the highest percentage increase at 17.2% since the 2011 census. Population density in Midlothian is 273.1 residents per square kilometre compared to the Scottish average of 69.8. This growth creates the opportunity to meet the housing need with 25% of new homes being built in the affordable housing bracket, in addition to the expansion in Council house building. This construction will directly support employment and will see a steady increase in the value of Council Tax income received over time. Page 197 of 296
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Our Capital Strategy sets out the infrastructure required to meet those demographic pressures and includes the financial contributions Midlothian will make to the Edinburgh and South East Scotland City Region Deal. Encompassing five main themes the City Region Deal will bring significant investment across the regions with total investment of circa £1.3 billion across: • Data Driven Innovation: £751 million • Integrated Regional Employability and Skills: £25 million • Transport: £156 million • Culture: £45 million • Housing: £313 million Through the Data Driven Innovation strand the Deal will leverage existing world-class research institutes and commercialisation facilities in order that Easter Bush becomes a global location of Agritech excellence. The Easter Bush project includes significant investment in transport infrastructure along the A701/2 transport corridor. In addition, by improving on-site infrastructure at Easter Bush and transport infrastructure, The University of Edinburgh expects commercial partners will be able to co-locate at scale to commercialise Agritech breakthroughs. The UK Government has announced the University of Edinburgh as the preferred location for the exascale supercomputer, which will be able to perform one billion, billion calculations each second. Once operational, it will provide high-performance computing capability for key research and industry projects across the UK. Exascale will help researchers model all aspects of the world, test scientific theories and improve products and services in areas such as artificial intelligence, drug discovery, climate change, astrophysics and advanced engineering. Exascale will be housed in a new £31 million wing of EPCC’s Advanced Computing Facility in Easter Bush, which has been purpose-built as part of the Edinburgh and South East Scotland City Region Deal. Installation of the first phase began in 2025. The Capital Investment Strategy sits centrally within the Council’s future planning activities and in doing so has to reflect the demands of Council services to ensure positive outcomes are achieved in the right place, at the right time, for the maximum benefit to Midlothian. The extensive capital programme aims to deliver new schools, investment in council housing, improved community infrastructure, investment in the local transport network and innovative developments such as the new low carbon heat network in Shawfair. In response to all these pressures, a range of reprioritisation activity continues, with an Estates & Asset Management Strategy approved by Council in October 2025 which will enable investment and disposal of assets under Best Value for the Council. Risk The Council’s Strategic Risk Profile is reviewed on a retrospective basis and presented to Audit Committee on a quarterly basis. This process provides regular oversight of the most significant threats to the Council’s objectives and operations. At present, the highest priority risks identified relate to financial sustainability, climate change and the successful delivery of the Council’s transformation programme. Our Place directorate plays a pivotal role in mitigating these risks and spans a range of strategic functions, including long-term spatial and infrastructure planning, implementation of the Medium Term Financial Strategy, and leadership in delivering the Council’s transformation programme. Page 198 of 296
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“Place is where people, location and resources combine to create a sense of identity and purpose, and are at the heart of addressing the needs and realising the full potential of communities” The Place service ambition is to deliver joined-up, collaborative, and participative approaches to services, land and buildings, across all sectors within a place, enabling better outcomes for everyone and increased opportunities for people and communities to shape their own lives. Transformation Place services continue to support the delivery of the Council’s transformation agenda, embracing new ways of working, making better use of technology, cross-service collaboration and focussing our efforts on delivering what matters most in our local communities. The Transformation Blueprint (2023-2028) outlines the key areas that need addressing to balance the Council’s financial position, prepare for upcoming challenges, foster continued growth, and adapt to unforeseen changes. The Blueprint aligns with the Council’s three strategic aims, as defined in the Single Midlothian Plan: • Individuals and communities have improved health and learning outcomes. • No child or household live in poverty. • Significant progress is made towards net zero carbon emissions by 2045. The Transformation Blueprint sets out the strategic direction over a five year period, guiding the organisation through reprioritisation and redesign to meet future challenges and demands and achieve sustainable success. Place Q1 26/27 Performance Report Place Service Building Services Housing Services Protective Services Neighbour- hood Services Property Assets Planning, Sustainable Growth & Investment Cabinet Tuesday 6 October 2026 Item No 5.10 Page 199 of 296
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Transformation Blueprint Objectives 1. Support the Council to address the 5-year funding gap outlined in the Medium-Term Financial Strategy. 2. Follow the Money to ensure that the services we commission, contracts we manage and digital solutions we use deliver value for money. 3. Develop an organisational workforce that is flexible, ensuring that all staff have the necessary skills to work effectively, supported by digital technologies that are fit for a 21st century workforce. 4. Design a workplace for the future delivering services in a holistic and integrated way. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in joined-up service delivery which improves outcomes. Environmental Midlothian Council is firmly committed to tackling climate change and working towards a net zero future in line with Scottish Government targets. This commitment covers not only the Council’s own operations, but also its role in leading, supporting, and partnering with the wider community to reduce greenhouse gas emissions and prepare for the impacts of a changing climate. We are delivering on this commitment through our Climate Change Strategy, a clear plan that sets out how we cut emissions from our activities, work collaboratively with residents, businesses, and community groups, and promote both climate mitigation and adaptation across Midlothian. To ensure our approach remains ambitious and effective, we are currently updating our Climate Change Strategy. The draft strategy incorporates a cross-service action programme aligned with the comprehensive statutory guidance on the public bodies’ climate change duties issued by the Scottish Government. Embedding Council Climate duties requires fundamental, systems wide change, with significant implications for organisational culture and governance with requirements spanning across all Council Services and cross-sector partnerships. Delivering a successful climate transition will require collaboration and co-creation across services, supported by strong Page 200 of 296
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regional and national alignment. It will also require medium and long-term business planning, underpinned by blended finance mechanisms. This refreshed framework will guide the Council and our local authority partners in their shared mission to reach net zero, building a greener, more sustainable, and more resilient Midlothian for the future. Page 201 of 296
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Roads and Travel Fleet replacement As part of the Council's ongoing fleet replacement programme, work has continued to modernise and decarbonise the vehicle fleet. During quarter 1, one additional vehicle was delivered and a further 28 vehicles were successfully procured, with delivery scheduled later this year. No electric vehicle purchases are planned for 2026/2027, following significant investment in low-emission vehicles during 2025/2026. As a result, electric vehicles continue to represent 14.25% of the Council's fleet, an increase from 8.2% at the same point last year. This supports the Council's commitment to achieving net zero carbon emissions by reducing vehicle-related exhaust emissions across its operations. Our Road network During quarter 1, the combined Capital Works Programme and Residential Streets Programme delivered 1.31km of carriageway resurfacing, representing 0.19% of the Council's road network which is a reduction from 0.38% resurfaced during the same period last year. In addition, 1.0km of footway resurfacing was completed, equating to 0.14% of the footway network, which is broadly in line with performance at the same point last year of 0.1%. Footway works completed during the quarter included the A7 Urbanisation Phase 1 footway improvements, which commenced in 2025/2026 and have enhanced pedestrian infrastructure along this route. Progress was also made on the carriageway element of the A7 Urbanisation Project, with resurfacing works beginning during quarter 1 and scheduled for completion by mid-July. These projects aim to improve active travel connections, making it easier for people to walk, wheel and cycle and connect to public services more easily. Page 202 of 296
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Overall delivery in quarter 1 is below the average quarterly target. However, this largely reflects the timing of procurement of external contractors at the start of the new financial year and programme mobilisation activities undertaken during the quarter. Several resurfacing schemes were successfully procured and prepared for delivery, with a number programmed to commence in July. Delivery is expected to increase significantly over the remainder of the year, and it is expected that both the annual 2.5% carriageway resurfacing target and the 1% footway resurfacing target remain achievable. Potholes This quarter we achieved a reduction in the tonnage of material used to fill potholes more effectively and efficiently, with 714.3 tonnes of material used compared to 1,251.09 tonnes during the same period last year. (175.3 tonnes of material was used for temporary repairs and 539 tonnes for pothole pro permanent patching). The Pothole Pro project equated to 5,528m2 of permanent patching this quarter, a decrease from the same period last year of 10,010 m2. The number of potholes permanently repaired this quarter was 408, a decrease of 45% compared to the same period last year of 739. The reduction in pothole repairs reflects the Council's continued investment in improving road infrastructure and is a direct result of the significant carriageway resurfacing and renewal works being undertaken across the network. As overall road condition improves, the number of defects requiring reactive repair is expected to reduce. The Pothole Pro programme is being delivered through a more balanced and planned maintenance approach, which is intended to provide greater consistency in repair activity throughout the year and achieve a more stable year-on-year performance, rather than the peaks and troughs experienced during 2025/26 In addition, data in relation to pothole repairs, material used, square metres covered and number filled, is expected to fluctuate from quarter to quarter depending on areas prioritised for maintenance. Rural roads typically involve fewer but larger potholes and residential areas tend to contain a higher number of smaller defects. Street lighting As part of the Street Lighting Capital Programme, 182 street lighting columns are scheduled for replacement during 2026/2027, with delivery of the programme commencing in quarter 2. In addition, a further 1,034 existing street lighting units are planned to be upgraded to energy-efficient LED technology, supporting improvements in asset reliability, energy efficiency and carbon reduction. Page 203 of 296
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Performance in relation to street lighting maintenance remained strong during quarter 1, with 92.45% of street light repairs completed within seven days. While this represents a decrease compared with recent performance levels, which have typically ranged between 97% and 100%, the reduction was primarily attributable to vehicle downtime that impacted operational capacity during the period. Repair response times are expected to improve over the coming quarters. Transport and travel Home to school transport arrangements for the next academic year 2026/2027 have already been planned and ready for communication to schools, parents and carers. This has been supported by the implementation of new transport management software and the introduction of a new transport framework in 2026, which have strengthened route planning, provider allocation and operational efficiency. The new arrangements have since improved the Council's ability to coordinate transport provision, enhance data quality and support timely communication with service users. Page 204 of 296
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Waste and Recycling Twin Stream Recycling Following the launch of the Twin Stream recycling service in March 2026, the Recycling Team continued to support the implementation and embedding of the new collection model throughout quarter 1. The project, supported by a £2.2 million grant from Zero Waste Scotland, represents one of the most significant changes to waste services in recent years. Quarter 1 presented a number of operational and technical challenges. These included staff shortages, vehicle availability issues and difficulties associated with introducing new collection routes and working practices. In addition, technical issues affected the digital collection calendar during the early stages of the rollout. These challenges resulted in a significant increase in customer contact, particularly relating to missed bin collections, alongside an increase in feedback through social media and other communication channels during April and May. The service worked collaboratively with Customer Services and Communications to resolve issues, provide timely updates to residents and minimise disruption. By the beginning of June, the majority of operational and technical issues had been resolved and service performance improved significantly. During June, 489,011 of 495,012 scheduled collections were successfully completed, achieving a collection success rate of 98.79%. It should be noted that during June, 6,001 missed collections were recorded and primarily reflect service disruption as some collection routes were temporarily deferred and collected at the next available opportunity as part of service recovery arrangements. Page 205 of 296
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Recycling Contamination Rates Monitoring of recycling contamination remains a key measure of the effectiveness of the Twin Stream recycling service. Analysis of contamination levels within the paper and card recycling stream (green bin) demonstrates positive performance during quarter 1, with contamination reducing from 10.4% during the initial implementation period to 7.2% across May and June. This resulted in an average quarter 1 contamination rate of 7.8%, which is below the initial service target of 10% and reflects residents' adaptation to the new recycling arrangements. The highest contamination level recorded was 17.4% in the first week of March, prior to full implementation of twin stream recycling, while the lowest level of 4.6% was achieved during the third week of April. Contamination levels within the plastics and cans recycling stream (blue bin) remain significantly higher and continue to present a challenge. The average contamination rate for quarter 1 was 52.1%, compared to the initial service target of 25%. While contamination reduced slightly from 53.6% during March and April to 51.7% during May and June, further improvement is required to maximise the value and quality of recyclable materials collected. The highest contamination level recorded was 60.6% in the second week of March, while the lowest level of 45.4% was achieved in the first week of June. Recycling Communications and Engagement During quarter 1, an updated Recycling Communications Strategy was developed to support the implementation of the Twin Stream recycling service and enhance engagement with residents. The strategy includes a communications plan aimed at increasing public awareness of correct recycling practices, improving the quality of materials presented for collection, reducing contamination levels and encouraging greater participation in recycling services. Waste Transfer Shed Progress on the extension to the existing transfer shed at Stobhill Depot continued during quarter 1, with the project remaining on track for planned completion during quarter 2. Once operational, the facility will enable the separation and storage of plastics and cans from paper and card collected through the Twin Stream recycling service before onward transportation to processing plants. Page 206 of 296
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3940.32 1624.29 868.32 790.97 633.48 463.24 Residual Garden Paper/card Plastic/cans Food Glass Waste collection service delivery Waste service delivery dashboard Bin collection success rate (June) 98.79% No. of scheduled collections (June) 495,012 No. of completed collections (June) 489,011 Missed bins (June) 6,001 Service failure , 5836, 97% Contaminated , 66, 1% Bin not presented, 99, 2% Missed bin analysis - June (by reason) Customer service 263 928 Missed bin contacts Total customer contact Customer contact received (June) 156 outstanding bin deliveries Estimated bin lead time: 4 weeks Waste streams collected Blue bin contamination rate 52.1% (plastic and cans) Waste streams collected in quarter (tonnes) Green bin contamination rate 7.8% (paper and card) Waste contamination rates in quarter 1 Bin delivery – (snapshot of last week of quarter) 144 complaints received to Waste Services in Q1. Page 207 of 296
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Our Greenspaces Park and greenspace improvements Improvements continue to be delivered in our park and green areas. 12 improvements across our play areas, parks and green spaces were completed this quarter, consisting of landscaping schemes and the installation of benches and street litter bins, as well as deep cleaning projects, which enhance the local environment. Further funded projects are planned across the year to enhance the quality and accessibility of our play areas. Greenspace maintenance programmes Across quarter 1, the Greenspace team carried out maintenance work in town centres and parks across Midlothian. The team made a positive start to the growing season this quarter, with grass cutting and weed control, litter removal as well as pitch maintenance and playground inspections, resulting in an improved overall standard of grounds maintenance across the area. Working with the community Our ranger service continues to deliver activities and school sessions with 107 events carried out this quarter attracting 2,801 participants. An increase from 50 events/activities carried out during the same period last year. The team continued to work with our brilliant volunteers across Midlothian, supporting volunteer groups who help manage our countryside sites. The work we carry out jointly has a huge impact on the quality of the local environment. Our volunteer groups provide added value to the work that we do with litter picking, gardening and fund raising to brighten our local areas. This quarter, 1164 volunteer hours (194 days) were spent in countryside sites. This is a reduction in volunteer hours compared to the same period last year of 1,350 however it is expected to rise across the year. Page 208 of 296
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Vogrie Country Park The Greenspace Service has developed the procurement specification for a £500,000 investment in the adventure play area at Vogrie Country Park, supported by funding from the Scottish Government. The project will create a high-quality, inclusive, and contemporary play facility, providing enhanced opportunities for families and visitors while further cementing Vogrie’s status as one of the region’s key leisure and recreation destinations. Protective Services Business Regulations: Food and Safety The Business Regulations Food and Safety Team continues to prioritise proactive regulatory activity, focusing resources on food businesses presenting the highest risks to food safety and food standards. During quarter 1, 38% of Priority 1 and Priority 2 premises received a completed food law intervention, in line with the service's risk-based inspection programme and approved service plan. A total of 91 food hygiene and food standards interventions were undertaken across Midlothian during the quarter. While this is slightly lower than the 116 interventions completed during the same period last year, the service has maintained its focus on higher- risk premises and targeted regulatory activity to ensure that resources are directed where they can have the greatest impact on protecting public health. Demand for the service increased during the quarter, with 70 food law service requests received from businesses and residents, compared with 53 requests during the same period last year. Despite this increase in demand, performance remained strong, with 99% of food-related service requests responded to within 10 working days, an improvement from 96% achieved during the same period last year. Page 209 of 296
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The service is now operating with a full complement of qualified officers, including two Environmental Health Officers and two Food Safety Officers. This increased staffing capacity will support delivery of the Food Service Plan 2026/27, approved by Cabinet in June, and strengthen the service's ability to undertake inspections, investigations and business support activities. During the quarter, the team responded to a Food Alert for Action issued by Food Standards Scotland concerning food safety concerns associated with a range of frozen food products. Officers contacted 42 food businesses, including independent retailers, wholesalers and international supermarkets, over a three-day period to determine whether affected products had entered the local supply chain. No affected products were identified within Midlothian businesses, providing assurance that the risk to local consumers was effectively managed. The team also continued to investigate a serious food allergy incident involving a child who experienced a severe allergic reaction after consuming food from a Midlothian business. As part of the investigation, officers served a Remedial Action Notice, prohibiting the business from handling, preparing or serving open foods to customers with declared food allergies until the necessary food safety controls were implemented. This action demonstrates the Council's commitment to protecting vulnerable consumers and ensuring compliance with food safety legislation. In addition, the annual swimming pool water quality sampling programme was completed as part of the Council's environmental public health monitoring activities. Business Regulations: Trading Standards Our Trading Standards Team continued to provide advice, enforcement and consumer protection services across Midlothian during quarter 1. The service received 39 consumer complaints, a slight reduction from 44 complaints received during the same period last year. Performance remained strong, with 95% of complaints receiving an initial response within five working days. During the quarter, 33 complaints were fully resolved and closed. While completion times can be influenced by factors outside the Council's direct control, including the timeliness of responses from traders and complainants, officers continue to engage with all parties at the earliest opportunity to support the prompt resolution of cases. During the quarter, officers assisted a consumer who had been the victim of a scam involving the purchase of a mobile phone and helped another resident secure a £300 refund. These outcomes highlight the practical benefits of the service in supporting residents, resolving disputes and protecting consumers from financial loss. Page 210 of 296
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The team undertook 53 Trading Standards inspections during the quarter, broadly consistent with the 51 inspections completed during the same period last year. These inspections play an important role in supporting regulatory compliance, protecting consumers and promoting fair trading practices across local businesses. Intelligence gathering and information sharing remained a key area of activity. During the quarter, officers recorded 31 intelligence reports on the national Trading Standards Intelligence Database (IDB), representing a 48% increase compared with the same period last year. Midlothian continues to perform strongly in this area and remains within the top quartile of Scottish local authorities for intelligence submissions, reflecting the team's proactive contribution to regional and national enforcement efforts. The service continues to support ongoing legal proceedings. Of the two cases currently referred to the Procurator Fiscal, one proceeded to trial in June. However, the case was subsequently closed following a procedural issue despite the accused having failed to attend a number of previous hearings. A second case relating to the sale of counterfeit goods remains under consideration by the Procurator Fiscal. The team also provided direct support to small businesses that had been targeted by online fraud. Two local businesses reported fraudulent websites impersonating their operations. Officers provided advice and assistance to have the websites removed, helping to protect both the businesses concerned and their customers from potential financial loss and reputational damage. Work to tackle the sale of illicit tobacco products also continued. During the quarter, HM Revenue & Customs (HMRC) confirmed that financial penalties totalling £12,500 had been issued to two shop operators in Dalkeith following seizures of illegal tobacco products. Further referrals submitted by Trading Standards in relation to additional premises remain under consideration by HMRC. This work supports wider efforts to reduce the availability of illicit tobacco, protect legitimate businesses and safeguard public health. As part of a national consumer safety initiative, Midlothian Trading Standards participated in the Pocket Money Toys Project, focusing on the safety of low-cost children's toys. Officers visited 18 retail premises and removed approximately 300 products from sale, primarily due to inadequate traceability information and importer details. This preventative action helps ensure that safety concerns can be investigated effectively and reduces the risk posed by potentially unsafe products reaching consumers. The value of this intervention has been estimated at more than £21,000 in consumer protection benefit. Given recent fatalities elsewhere in the UK linked to unsafe small toys, this work demonstrates the importance of proactive market surveillance and product safety enforcement. Page 211 of 296
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Public Health and Environmental Protection The Public Health and Environmental Protection (PHEP) Team continued to deliver a responsive and effective service during quarter 1, managing increasing levels of demand across a range of regulatory and public health functions. A total of 451 public health service requests were received from Midlothian residents and businesses during the quarter, representing a 14% increase compared with the same period last year. In addition, the service received 95 internal referrals and service requests, slightly lower than the 106 received during quarter 1 of the previous year. Despite the increase in demand, service performance remained strong, with 95% of public health complaints receiving a first response within target timescales, maintaining the high level of responsiveness achieved in recent years and comparable 97% recorded during the same period last year. The team also continued to play an important role in supporting sustainable development across Midlothian, responding to 41 planning application consultations during the quarter. This represents a 14% increase from the 36 consultations received during the same period last year and reflects ongoing development activity across the area. As part of its environmental monitoring responsibilities, the team completed and submitted the Annual Air Quality Progress Report in line with Scottish Government requirements. This was the first report following a review and alteration of air quality monitoring sites locations. Encouragingly, all monitoring locations recorded nitrogen dioxide levels below the national annual mean air quality objective, providing assurance that air quality remains good across the monitored areas. The revised monitoring network will also support future assessment in locations expected to experience significant growth and development. The service has also enhanced public access to information through the launch of a new online Animal Licensing Register on the Council's website. The register includes licensed pet shops, home and commercial dog boarding establishments, riding schools, animal welfare centres and rehoming centres. This initiative will help residents make informed choices, raise the profile of responsible, licensed businesses and encourage compliance with licensing requirements across the area. Page 212 of 296
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During the quarter, the team's regulatory work resulted in a positive outcome at a First-tier Tribunal (Housing and Property Chamber) hearing relating to sub-standard housing conditions in the private rented sector. Following referral by the Council, the Tribunal upheld the case and granted a Rent Enforcement Order, demonstrating the Council's commitment to improving housing standards and protecting tenants living in poor-quality accommodation. The service also continued to invest in workforce development. The Regulatory Services Modern Apprentice successfully completed and passed all taught elements required to achieve the SCQF Level 7 Award and is currently awaiting the results of additional Environmental Health examinations. It is anticipated that the apprentice will achieve the full Modern Apprenticeship qualification shortly, further strengthening skills and capacity within the service. Health, Safety and Resilience The Health, Safety and Resilience Team continued to deliver a broad range of regulatory, licensing and resilience functions during quarter 1, supporting public safety, business compliance and community resilience across Midlothian. During the quarter, the team processed and determined 98 liquor licence applications and 51 civic government licence applications, ensuring statutory obligations were met and applications were progressed efficiently to support local businesses and licensed activities. Work has also continued to modernise service delivery through the digitalisation of licensing applications. Following the successful launch of the first phase of online applications, further licence application types are in progress to be migrated to the Council's Customer Service Platform. This will improve accessibility for applicants, streamline administration and support a more efficient customer experience. The team played a key role in supporting the safe delivery of public events across Midlothian. During quarter 1, 13 events were subject to detailed assessment, scrutiny and support through the Safety Advisory Group (SAG) process, with full SAG meetings convened where required. A further 15 event notifications were received and planning activity commenced. Preparations are already underway for many larger seasonal events, including village gala days, remembrance commemorations and fireworks displays. The continued effective operation of the Safety Advisory Group helps ensure that public events are planned and delivered safely, minimising risks to attendees, organisers and local communities. Page 213 of 296
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A significant workforce milestone was also achieved with the successful recruitment of a new Senior Risk, Safety and Health Adviser, ensuring continuity of expertise and leadership following the retirement of the previous postholder. Following the approval of the revised Public Entertainment Licence Resolution, officers have continued to engage with businesses and stakeholders to ensure premises falling within the scope of the new requirements, including nail bars and other relevant establishments, obtain the appropriate licences. This work supports regulatory compliance and helps maintain public health and safety standards across licensed premises. The team has also continued to work closely with various stakeholders to address the issue of work-related violence in schools. This collaborative approach is focused on understanding risks, identifying preventative measures and promoting a safer working environment for employees and pupils. Progress has also been made in reducing outstanding fire risk assessments, with ongoing work helping to strengthen compliance, improve building safety assurance and ensure that risks are identified and managed appropriately across the Council's property portfolio. Continued progress in this area will support the Council's wider commitment to maintaining safe environments for staff, service users and the public. Page 214 of 296
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Neighbourhood Services – performance 0.01% 0.03% 0.30% 1.00% 0.14%0.38% 0.97% 1.82% 2.37% 0.19% Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 % of Roads and footpath resurfaced (cumulative) % of Footpath % road network 92.45% street light repairs completed in 7 days. (97.87% in Q1 25/26) 714.3 tonnes of material used to fill temporary and permanent potholes this quarter. (1,251.09 in Q1 25/26) 5,528m2 of permanent patching achieved this quarter (10,010m2 in Q1 25/26) 408 potholes were permanently repaired this quarter. (739 in Q1 25/26). 1,350 2,605 3,864 5,118 1164 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Number of vounteer hours in countryside sites (cumulative) Target (25/26 is 6,000) 12 play area, parks and greenspace improvements completed this quarter (15 during Q1 25/26) 14.25% of Council fleet is ‘Green’ (8.2% in Q1 25/26). Energy from Waste 38.9%Recycled 44.6% Landfill 16.4% % OF ALL DISPOSED WASTE* *Data shows figures for Q3 2025/26. Q4 data not available until Q2. Page 215 of 296
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Protective Services – performance 75 58 51 59 76 5 1 3 3 01 0 0 0 0 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Number of abandoned vehicles (quarterly) Reported Notices served Vehicles removed for destruction 100% 100% 100% 97% 95% 90% 67% 81% 86% 93% Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 % of Consumer complaints completed within 14 days responded to within 5 days 99% of food related service requests from mid residents and Businesses responded to with target of 10 working days. (96% in Q1 25/26) Food Standards 91 food law interventions carried out (Hygiene/Food Standards) this quarter. (116 in Q1 25/26) 70 food law service requests received this quarter (53 in Q1 25/26) Public Health 95% of public health complaints receiving first response within timescale this quarter. (97% in Q1 25/26) 451 Public Health service requests received from residents and businesses this quarter (395 in Q1 25/26). 39 consumer complaints received this quarter (decrease from 44 in Q1 25/26) 51 Civic Government license applications received this quarter with 100% determined (99 in Q1 25/26) 98 liquor licence applications received this quarter with 100% determined (167 in Q1 25/26) Trading Standards Page 216 of 296
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Housing The Council’s Strategic Housing Investment Plan (SHIP) sets out priorities for investment in affordable housing over a five-year period and supports the delivery of new homes to meet increasing housing demand across Midlothian. Expanding the supply of affordable housing remains a key strategic priority, reflected in the Council’s ongoing and ambitious housing development programme. During quarter 1, 88 new build homes were successfully handed over to the Council across Newtongrange, Gorebridge and Danderhall, increasing the supply of high-quality affordable housing available to local residents. The delivery of these homes will help meet housing demand, support the reduction of housing waiting lists and provide additional opportunities for homeless households to access settled accommodation. Demand for social housing continues to rise. At the end of the quarter, there were 6,704 active applicants on the Common Housing Register, representing an increase of 441 applicants (7%) compared with 6,163 at the same point last year. A total of 171 permanent lets were completed during the quarter, averaging 57 lets per month. Of these, 94 properties were allocated to homeless households and 77 to general needs applicants. This represents a slight increase from the 163 lets made during the same period last year. The quarter also saw a significant increase in allocations to newly developed properties, with 94 Council new build homes and 2 open market purchase properties allocated to applicants, compared with 13 new build allocations during the same period last year. This reflects the positive impact of the Council’s housing investment programme in increasing housing supply and creating additional housing opportunities. The average time taken to re-let permanent accommodation has decreased to 36 days, compared with 54 days in the same period last year. Page 217 of 296
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This quarter 146 void properties were turned around and ready for let by our Building Maintenance Service. Our void turnaround times show that 80 (55%) of properties required minor work and were turned around quickly, within 20 days, averaging 9.35 days to bring back to a letting standard. 48 (33%) of properties required major works involving house clearances, full decoration and excessive repairs and therefore take longer to bring back to standard. Those properties averaged 67.58 days. 18 (12%) of properties required moderate work including a moderate clearance and repairs and took an average of 25.22 days to bring back to a letting standard. During quarter 1, the Housing Service has continued to focus on delivering high-quality services to tenants, meeting regulatory requirements, and strengthening engagement with customers and partner organisations. A number of significant achievements have been delivered across the service, demonstrating our commitment to continuous improvement and tenant-focused service delivery. Regulatory Compliance and Performance Reporting: a key achievement during the quarter was the successful completion and submission of the Annual Return on the Charter (ARC) to the Scottish Housing Regulator. This statutory return provides comprehensive information on the council's housing performance and demonstrates compliance with the outcomes and standards set out within the Scottish Social Housing Charter. The submission was completed within required timescales and reflects the significant work undertaken across the service to gather, validate and report performance information. This ensures transparency, supports effective scrutiny of service delivery, and enables benchmarking against other registered social landlords across Scotland. Maintaining Housing Opportunities for Tenants: following the unexpected announcement from House Exchange that it would no longer provide its mutual exchange service, the Housing Service acted swiftly to ensure continuity of support for tenants seeking alternative housing options. All tenants now have access to HomeSwapper, a nationally recognised mutual exchange platform that allows social housing tenants to advertise and exchange their homes with other tenants across the UK. The seamless transition minimised disruption to customers and ensured that opportunities for tenants to move home through mutual exchange arrangements remained available. Page 218 of 296
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Tenant participation: the Housing Service successfully hosted a Tenants' Day event at Dalkeith Library on 11th of June 2026. The event provided an important opportunity for tenants to engage directly with housing staff and a range of local partner organisations. Attendees were able to ask questions, access advice and support, raise service-related issues, and learn more about the services available within their communities. The event also helped strengthen relationships between tenants, the Housing Service, and partner agencies, encouraging greater collaboration and community engagement. In addition, 12 resident engagement sessions were held during the quarter including estate walkabouts, tenant and group meetings. Staff development and improvement: to ensure compliance with current legislation and best practice, housing staff are undertaking training on the implementation of the revised Scottish Secure Tenancy Agreement (SST) and Short Scottish Secure Tenancy Agreement (SSST) documentation. The training reflects Scottish Government good practice guidance and aims to ensure staff have a clear understanding of the updated agreements, associated responsibilities, and the implications for tenants. Investing in staff development supports consistent application of tenancy processes, strengthens service quality, and helps ensure tenants receive accurate information and advice regarding their tenancy rights and responsibilities. Page 219 of 296
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Homelessness Demand for homelessness and temporary accommodation services remained high throughout quarter 1, reflecting ongoing pressures within the local housing market and wider economic challenges. A total of 165 households presented as homeless during the quarter, representing a 19% decrease compared with the 203 presentations recorded during the same period last year. Homelessness presentations represent new approaches to the Council from households seeking assistance because they are homeless or at risk of homelessness. While this reduction is encouraging, presentation levels remain significant and continue to place considerable demand on homelessness prevention, assessment and accommodation services. Whilst homelessness presentations provide an indication of new demand entering the service, open homelessness cases reflect the total number of households actively being supported by the Council at a given point in time, including those undergoing assessment, prevention work, relief duties, or awaiting a housing solution. At the end of the quarter there were 712 open homelessness cases, broadly unchanged from the 718 cases recorded at the same point last year. This demonstrates that despite a reduction in new presentations, overall service demand and caseload pressures remain consistently high. The number of out-of-hours homelessness referrals received during the quarter was 113. As this is a new performance indicator, comparative data is not yet available. The volume of referrals highlights the ongoing need for emergency homelessness support outside normal working hours. Despite the decrease in homelessness presentations, pressure on temporary accommodation remains substantial. Temporary accommodation households represent those who have already been assessed as requiring accommodation and are currently being housed by the Council while longer-term housing solutions are identified. At the end of the quarter, 366 households were living in temporary accommodation, an increase of 39 households (12%) compared with the 327 households recorded at the same point last year. This increase indicates that households are spending longer within temporary accommodation due to a shortage of suitable move-on accommodation and continued pressures within the housing market. Page 220 of 296
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During the quarter, 6 temporary accommodation offers were refused by homeless households, compared with 16 refusals during the same period last year. This reduction is positive and suggests improved acceptance of available accommodation options, helping to support timely placements and reduce the need for repeat offers. The service continues to focus on homelessness prevention, early intervention, and supporting households to access sustainable housing solutions, while managing the sustained demand on temporary accommodation provision. We continue to aim to reduce the length of time that an applicant is in temporary accommodation and through the initiatives implemented as part of our Rapid Rehousing Transition Plan we see households moving through the homeless system more quickly. Officers take a proactive approach when allocating properties to place applicants in their area of choice where possible, increasing the opportunity to accept the property being flipped to permanency and allows for a more sustainable community. The number of temporary accommodation households that have been flipped to permanent accommodation this quarter was 14, reducing the need for multiple moves before being permanently housed, allowing for links established within the local community to be maintained. Our Homelessness team continued to provide households with advice and assistance about homelessness prevention; through rental assistance advice, financial awareness advice and mediation. The number of homeless cases provided with advice and assistance this quarter was 183 where 14 were prevented from becoming homeless. We continue to promote this service to ensure early successful intervention when possible. Latest figures, from available data at quarter 4, show the length of time homeless applicants waited until receiving a permanent housing outcome was 70.97 weeks, a slight improvement from 71.41 weeks in the same period last year. Performance remains within the Council’s maximum target of 85 weeks. The length of time homeless applicants spend in temporary accommodation was 65.3 weeks, an increase from 51.5 weeks compared to the same period last year and above the Council’s target of 60 weeks. Although the time spent in temporary accommodation has increased, the relatively stable time taken to achieve a permanent housing outcome suggests that the service continues to support households towards settled accommodation despite ongoing market pressures and high levels of demand. quarter 1 data for both measures is not yet available and will be reported at quarter 2. Tenants sustaining permanent accommodation continues to be high this quarter with 91.3% of homeless applicants sustaining a permanent tenancy after 1 year, although a decrease from 95% compared to the same period last year. Page 221 of 296
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Building Maintenance The total number of jobs completed internally by our Building Maintenance Service this quarter was 7,278. This figure has reduced compared to the same period last year of 8,534 jobs. However, an exercise in consolidation of work orders has been put in place this year which will reduce the overall job total. Jobs include all reactive, planned works, voids and inspections. This year the Building Maintenance Service (BMS) Capital upgrade programme is set at 2,016 upgrades across our estate, continuing from achievements last year. These upgrades include the continuation of our new windows, doors, bathrooms and kitchen programmes helping Midlothian Council maintain its Scottish Housing Quality Standards. The service also aims to continue with our Gateway and environmental sensor programme helping the service control Damp and Mould proactively. This quarter we have further increased the percentage of council housing stock meeting the Scottish Housing Quality Standards criteria to 99.9% compared to 90.67% at the same period last year and 72.1% in quarter 1 of 2024/2025. Work this quarter continued to address the remaining properties that are failing the Electrical Installation Condition Reports (EICR’s). At the end of quarter 1 we have now reduced that figure to 4 properties from 14 during the previous quarter. A programme of electrical enforcement entries has reduced this figure over time to further achieve compliance. 100% of smoke alarms comply with current legislation. In addition, Housing Stock surveys are ongoing, assessing key building elements, identifying disrepair and highlighting where investment is required to maintain standards over time. In line with our Damp and Mould policy the service continues to roll out the environmental sensors throughout our portfolio. This quarter BMS installed 360 monitors. This continued roll out will provide us with valuable information from within our homes, allowing us to achieve our targets set out in our Damp and Mould policy. The information collated by the monitors is sent through to a portal using a gateway system that also monitors our smoke alarms. The total monitors installed to date is 5,823 with 4,156 individual homes covered by the gateway system. Page 222 of 296
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Building Standards The Building Standards Service has continued to experience significant demand during quarter 1, which, alongside ongoing resource pressures, has impacted performance against statutory processing targets. During the quarter, 74.03% of first reports for building warrant applications were issued within 20 working days, while 63.35% of building warrants were issued within 10 working days of receiving satisfactory information from applicants. Recognising the sustained increase in workload, work is progressing through the Building Standards Service Review, which includes proposals to strengthen workforce capacity and ensure the service is well positioned to meet future demand. The review also seeks to address longer- term succession planning challenges and maintain service resilience in the years ahead. Following successful recruitment to previously vacant posts during the last year, the service secured £30,000 of Scottish Government funding to commission the support of two private sector surveyors to assist with the processing of building warrant applications. This additional capacity has already had a positive impact on service delivery and is expected to contribute to improved performance against both local and national targets. Despite the challenges associated with increased demand, the service has maintained its commitment to supporting some of the most vulnerable members of the community. Performance relating to applications for people with disabilities remained excellent, with 100% of first reports issued within 10 working days, maintaining the Council's target and ensuring priority adaptations can progress without delay. The service has also continued to deliver a high standard of customer service. During quarter 1, 86.92% of general Building Standards enquiries, emails and correspondence were responded to within 15 working days. While this is slightly below the 91.95% achieved during the same period last year, performance remains strong given the increased service demand and complexity of cases being managed. The additional staffing resources and ongoing service improvements are expected to support further improvements in responsiveness and overall performance throughout the remainder of the year. Page 223 of 296
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Housing – performance 6,704 applicants on housing waiting list as of end of this quarter (General needs and Homeless) (increase from 6,163 in Q1 25/26). 94 housing allocations made to new builds. 91.3% of Homeless applicants and 86.05% general needs applicants sustaining a permanent tenancy after 1 year. Data for quarter 1 will not be available until quarter 2 71.4 60.9 50.7 59.5 70.97 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Length of time (weeks) homeless applicants wait until receivng a permanant housing outcome Target (under 85 weeks) 59.0 51.5 35.3 50.9 65.3 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Length of time (weeks) homeless applicants spend in temporary accommodation Target (under 60 weeks) 11.27 11.24 11.2 9.28 9.35 24.88 23.5 24.29 26.5 25.22 75.12 64.51 53.16 63.95 67.58 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Average number of days to turnaround a void property by RAG status Minor work required (under 20 days) Moderate work required (21-30 days) Major work required (over 30 days) 47 16 50 76 25 55 59 7 44 74 14 59 80 18 48 54 42 47 50 36 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Average re-let time to permanent accommodation properties (calender days) 165 homeless presentations this quarter 171 housing lets this quarter Page 224 of 296
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Percentage of (completed) housing repairs carried out within timescale Building Standards Building Services – performance 90.67 95.6 99.27 99.82 99.9 50.00 100.00 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 % of Council housing meeting Scottish Housing Quality Standards (SHQS) (cumulative) 7,278 jobs completed this quarter by our Building Maintenance Service. (8,534 in Q1 2025/26). 96.14% of emergency repairs completed on time within 24 hours (95.13% in Q1 25/26) 74.52% of priority 2 repairs completed within 7 days (84.05% in Q1 25/26) 94.86% of priority 3 repairs completed within 28 days (93.19% in Q1 25/26) Building Standards National Customer Satisfaction Survey rate: 6.7 out of 10 42.0% 44.3% 39.5% 42.5% 74.0% Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 % of first reports for building warrant applications issued within 20 working days 70.2% 67.7% 61.2% 63.1% 63.4% Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 % of building warrants issued within 10 working days, following receipt of satisfactory information Page 225 of 296
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Economy & Regeneration Economic Development Work continues on the delivery of the Council’s Economic Strategy for Inclusive Economic Growth 2025-2030 with supporting delivery plans from 2025-27, setting out how we achieve the objectives within the strategy. The new strategy aligns with the Scottish Government National Strategy for Economic Transformation and the Edinburgh and South East Scotland City Region Deal Prosperity Framework. Midlothian’s vision is that: “Midlothian’s wellbeing economy will support our communities, businesses and town centres to thrive, ensuring inclusivity and fair work for all. It will continue to be recognised as home to world leading clusters of science and innovation and be known as an area in which everyone can live, work and do business sustainably to generate wealth and wellbeing for its citizens” This will be achieved in accordance with four pillars, principles that underpin the strategy’s vision: empowerment, partnership and collaboration, ambition and innovation and sets out the following priorities to achieve our vision: • Develop Midlothian’s proposition within the Edinburgh and South East Scotland City Region. • Enhance skills and employability opportunities in Midlothian, to meet the challenges and opportunities of inclusive Green Growth with entrepreneurship recognised as valuable career pathway. • Maximise the potential of Midlothian’s key sectors to support a Just Transition. • Capitalise on the strengths of Midlothian’s strategic partners to embed community wealth across all services to realise a wellbeing economy. • Re-imagine our town centres, ensuring they meet Midlothian’s economic, social, cultural and environmental needs. • Deliver infrastructure enhancements that will support Midlothian’s transition to a Wellbeing Economy. Page 226 of 296
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Business Gateway Service The Business Gateway Midlothian Service continues to offer consistent levels of activity across various support services, from pre-start, to start-up and existing business growth support. 57 ‘Planning to Start’ enquiries were received this quarter, which is an increase from 45 received in the same period last year. Enquiries are received from individuals that are considering setting up a business but need support to achieve this, these clients typically have a number of sessions with their advisor covering areas such as business planning, access to finance, regulatory compliance, routes to market. It can take between three months to a year for a business to reach the trading stage. 11 ‘Strengthen Your Business’ enquiries were received this quarter, a decrease from 17 received over the same period last year. These are a mix of disengaged clients that are re-engaging or new clients and present an opportunity to engage new businesses with the service, as well as re-engaging existing clients. As well as ‘Planning to Start’ and ‘Strengthen Your Business’ enquiries, the Business Gateway Service responds to CRM and local enquiries including pre-start and existing businesses across Midlothian. During quarter 1, 17 businesses were claimed as starts, creating a total of 22 jobs and an estimated contribution of £735,000 to the Midlothian Economy in the first year of trading. This is a decrease from 27 business starts during the same period last year. Business Gateway Expert Help Programme During quarter 1, the Business Gateway Digital Marketing Expert Help Programme became fully operational following the appointment of specialist provider Social Ant. The programme offers tailored digital marketing support to eligible Midlothian businesses, helping them strengthen their online presence, improve customer engagement and identify opportunities for growth. During the quarter, two businesses were referred to the programme and successfully completed their support package. Business Gateway advisers will continue to work with these businesses to help them implement the recommendations provided and maximise the benefits of the specialist advice received. Page 227 of 296
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‘It was a brilliant event - great to see so many enthusiastic people all wanting to support each other. Well done Asif and the Business Gateway Midlothian crew! Looking forward to the next one!’ ‘Thanks to Business Gateway Midlothian for funding and helping give loads of advice to everyone.’ Business Gateway Midlothian Events Business Gateway Midlothian continued to provide opportunities for local businesses to access advice, learn new skills and develop professional networks during quarter 1. A Business Gateway Coffee Morning was held at The Craigie Hotel on 26 June 2026. The event featured guest speaker Jordan Kay, a successful entrepreneur and Business Gateway Midlothian client, who delivered a practical session on the use of Artificial Intelligence (AI) within businesses. The event attracted strong interest from local businesses and provided attendees with valuable insights into emerging technologies and opportunities to improve productivity and business performance. In addition, Business Gateway delivered two in-person workshops at Edinburgh College's Dalkeith Campus. The workshops, Sustainable Storytelling and Let's Get It Started, were attended by nine Midlothian businesses at each session. These events provided practical guidance to support business development, marketing and growth aspirations. Business Gateway Midlothian feedback from the event included: Locate in Midlothian Business Directory ‘It was great to have the opportunity to speak with Business Gateway too. I don't yet have a local advisor and although their webinars have been really useful to me, I didn't appreciate just how much free (!) guidance and support was available to local businesses.’ ‘The information from Business Gateway on Community Wealth Building was particularly useful and definitely fills me with hope for the future! Working on our green pledge as we speak.’ Page 228 of 296
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At the end of quarter 1, the Locate in Midlothian Business Directory featured 203 business listings, including 30 new businesses added during the quarter. The directory continues to provide a valuable platform for promoting local businesses, enhancing visibility and supporting business-to-business connections across Midlothian. Of the businesses registered on the directory, 97 have also signed up to support Midlothian schools by offering work experience placements, careers talks and other learning opportunities. This demonstrates the strong commitment of local businesses to supporting skills development and helping young people gain valuable insight into the world of work. Community Wealth Building (CWB) Following the implementation of the Community Wealth Building (Scotland) Act 2026 on 25 March 2026, work has continued during quarter 1 to prepare for the development of a Midlothian-wide Community Wealth Building Action Plan. Activity has focused on planning and engagement ahead of the establishment of Community Wealth Building pillar groups, which will be delivered in quarter 2. These groups will bring together Council services, specified public bodies and local anchor organisations to develop a shared understanding of Community Wealth Building principles and support the formation of a local Community Wealth Building Partnership. The service also supported a business networking event organised by Asif Bahir of Loanhead Post Office, which attracted more than 80 local businesses. Economic Development officers delivered a presentation on Community Wealth Building and hosted a Business Gateway information stand. The event generated new Business Gateway client registrations and has led to local businesses exploring the development of a wider business association to support future networking events across Midlothian. Footage from the event: Business Network Event Loanhead April 2026 | Videos & Movies on Vimeo Loanhead Networking Event Interviews April 2026 | Videos & Movies on Vimeo Work is also continuing at a national level in partnership with all Scottish local authorities and the Improvement Service to develop a common framework of measures and indicators for monitoring and reporting Community Wealth Building activity. This will support consistent performance reporting and help demonstrate the impact of Community Wealth Building initiatives across Scotland. Page 229 of 296
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Procurement During quarter 1, the Economic Development Procurement Mentor supported three local businesses to begin their procurement journey, helping them to better understand public sector procurement processes and identify opportunities to bid for contracts. The service continues to explore opportunities to increase engagement with this support offer. The introduction of the Community Wealth Building Act, alongside the requirement to engage with private, public and third-sector partners in developing the Midlothian Community Wealth Building Action Plan, is expected to provide further opportunities to promote procurement support and increase participation from local businesses. Community Wealth Building Social Enterprise During quarter 1, the service provided tailored business support to two social enterprise organisations, helping them strengthen their operations and explore opportunities for future development and growth. Land and Property A total of 16 land and property enquiries were received during quarter 1. Of these, 7 enquiries came from existing Midlothian-based businesses seeking opportunities to grow or relocate within the area. A further 8 enquiries were received from businesses currently operating elsewhere in Scotland, while 1 enquiry was received from an internationally registered business. These enquiries demonstrate continued interest in Midlothian as a business location and reflect ongoing opportunities to attract inward investment and support business growth. Midlothian Business Green Pledge Economic Development continues to promote the Midlothian Business Green Pledge on social media and in direct conversations with clients to increase education and awareness of climate change and suggest adaptations. The number of businesses signing up to the Pledge continues to rise each quarter with a total of 216 businesses now committed, 8 signing up in quarter 1. The team continue to work with pledgers to identify the best platform for group sharing. Through the LinkedIn group, pledgers share their experiences and the team continue to share a mix of green information from partners on learning opportunities, support and funding. Page 230 of 296
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Tourism, Culture and Heritage The final VisitScotland Strategic Tourism Infrastructure Development (STID) Plan was completed during quarter 1, providing Midlothian with a strategic framework to guide future tourism infrastructure investment and identify projects capable of progressing through future Rural Tourism Infrastructure Fund (RTIF) opportunities. The plan identifies opportunities to support sustainable tourism growth through improved visitor infrastructure, enhanced active travel connections, better visitor dispersal and stronger links between visitor destinations and local communities. The study identified five priority destination clusters across Midlothian and established a programme of priority projects for future development. These include improvements at Hillend as the northern gateway to the Pentland Hills, enhancements at Vogrie Country Park, improved links between Dalkeith Country Park, Dalkeith Town Centre and Shawfair, development opportunities within the Roslin and Rosslyn visitor cluster, improved connections in Penicuik, and the creation of a strategic active travel corridor linking key visitor destinations across Midlothian. The STID Plan will provide an important evidence base for future funding applications and tourism investment activity. Building on the completion of the STID Plan, Midlothian Council successfully secured VisitScotland Rural Tourism Infrastructure Fund design- phase funding for the Vogrie Country Park project. During the quarter, a consultant was appointed to develop detailed proposals focused on visitor arrival facilities, parking management, accessibility improvements, active travel connectivity and the overall visitor experience. Work has also continued through VisitScotland's Sustainability Destination Development Programme. During Quarter 1, a destination sustainability diagnostic assessment was completed, providing a baseline review of Midlothian's strengths, opportunities and priority actions for sustainable tourism development. The findings will inform future partnership working and action planning with tourism stakeholders across the area. Throughout the quarter, officers were actively involved in planning and partnership discussions relating to the Tour de France Grand Départ 2027. This included engagement with internal and external stakeholders to support route planning, visitor management arrangements, business engagement opportunities and the wider economic benefits associated with hosting one of the world's most significant sporting events. Work is also progressing on the annual STEAM Tourism Economic Impact Assessment. Publication of the 2025 results has been delayed allowing the inclusion and verification of Alpine Coaster visitor data, which will provide a more comprehensive assessment of visitor numbers and economic impact across Midlothian's tourism sector. Once finalised, the updated assessment will provide a valuable evidence base to support future tourism planning, investment decisions and performance monitoring. Page 231 of 296
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Estates and Asset Management The service has strengthened its capacity through the successful recruitment of key professional roles. The Estates Surveyor is now in post and has integrated well into the team, providing additional resource to progress core estate management activities and priority projects. The Development Surveyor is due to commence in August, further enhancing the Council's ability to deliver asset optimisation and development opportunities. The procurement of property agency services has been successfully completed, with agents appointed to support the management and marketing of the Council's commercial portfolio. A number of lettings are already being progressed and are expected to have a positive impact on occupancy levels and rental income over the coming months. Performance across the industrial estate remains strong, with a current void rate of 6%. A successful programme of community engagement has been completed in advance of the introduction of energy metering within the Waverley District Heating Scheme, providing residents and stakeholders with information on the proposed changes and supporting future implementation. The team continues to work closely with Midlothian Energy Limited (MEL) and Development colleagues to identify and develop investment opportunities that contribute to the Council's carbon reduction objectives while helping to manage and stabilise long-term energy costs across the estate. The Council's energy audit programme has now concluded and delivered the anticipated savings, providing a strong evidence base for future energy efficiency initiatives. Good progress is also being made in transferring sites onto metered supplies and expanding the use of Automated Meter Reading (AMR) technology, improving billing accuracy, monitoring capability and overall energy management. Work is continuing with MEL to explore a potential demonstrator project that could support the development of a wider estates-wide investment programme. This would focus on improving energy efficiency, reducing operating costs and identifying opportunities for renewable energy generation across the Council's property portfolio. Page 232 of 296
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Planning In June, Council approved the Midlothian Local Development Plan 2 (MLDP2) Proposed Plan for public consultation. The statutory 12-week consultation period is now underway, providing residents, businesses, community organisations and other stakeholders with the opportunity to review and comment on the proposed strategy for future growth and development across Midlothian. As part of the Proposed Plan, a draft Developer Contributions Policy and Framework has been incorporated to support the delivery of infrastructure required to accommodate planned development. The framework sets out the Council's proposed approach to securing developer contributions towards key infrastructure and services, helping to ensure that future growth is supported by appropriate investment in local communities and facilities. Local Transport Strategy A significant milestone was achieved during quarter 1 with Council approval of the Local Transport Strategy 2026-2035. The Strategy provides a comprehensive policy framework to guide transport planning, investment and decision-making across Midlothian over the next decade. Developed through extensive stakeholder and public consultation, the Strategy will support sustainable growth, improved connectivity, enhanced active travel and public transport opportunities, and better access to employment, services and communities. The approval of the Strategy establishes a clear strategic direction for future transport infrastructure and investment priorities across the area. Planning performance Planning applications performance was slightly below target during quarter 1. The average timescale for determining local development planning applications was 10.4 weeks, compared with the target of 10 weeks. This represents a small increase from 9.2 weeks recorded during the same period last year. Page 233 of 296
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In addition, 72% of planning applications were determined within the statutory target timescale, marginally below the service target of 80%, but broadly consistent with performance during the same period last year of 73%. Performance continues to be affected by a combination of factors, including ongoing staff resource pressures, increased workload demands and delays in receiving consultation responses from both internal and external consultees. In some cases, timescales have also been extended where additional information has been required from applicants or amendments have been necessary to ensure that development proposals meet planning policy requirements. Despite these challenges, the service has continued to progress a significant volume of planning applications while maintaining a focus on the quality of decision-making and supporting sustainable development across Midlothian. It should be noted that no major planning applications were determined during quarter 1, with performance figures relating solely to local development applications. The service continues to monitor workloads and performance closely and is implementing measures to improve processing times and support delivery against annual performance targets. Page 234 of 296
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27 22 16 23 17 Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 Number of new Business start ups (quarterly) 73% 89% 71% 75% 72% Q1 25/26 Q2 25/26 Q3 25/26 Q4 25/26 Q1 26/27 % of planning applications completed within target of 80% Planning, Sustainable Growth & Investment–performance Social media 2,558 Locate in Midlothian followers. 2,522 Business Gateway followers 10.4 weeks Average time to determine planning applications for local developments. (9.2 weeks in Q1 25/26) To note: no major applications were determined during quarter 1. 16 property enquiries received this quarter (24 in Q1 25/26) 11 ‘Strengthen your business’ enquiries this quarter (17 in Q1 25/26) 57 ‘Planning to Start’ enquiries/submissions this quarter (45 in Q1 25/26) 22 jobs created by new Business start ups this quarter (33 in Q1 25/26) Page 235 of 296
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Capital Investment Programme The Capital Investment Strategy sits centrally within the Council’s future planning activities and in doing so has to reflect the demands of Council services to ensure positive outcomes are achieved in the right place, at the right time for the maximum benefit to Midlothian. The extensive capital programme delivers new schools, investment in council housing, improved community infrastructure, investment in the local transport network and innovative developments such as the low carbon heat network in Shawfair. To ensure Midlothian is ‘building back better’, this investment is also creating new jobs, apprenticeship opportunities, opportunities for businesses and communities and families. Capital investment is also an opportunity to support the transition to a green economy as we invest in sustainable, highly energy efficient buildings. These new opportunities help lead the way towards a better future for Midlothian. The Education Learning Estate Strategy programme now sits within the Learning Estate Team under the Executive Director for Education, Children, Young People & Partnerships and is subject to regular review meetings with Education and stakeholders to ensure effective monitoring, reporting and delivery of improvement and expansion of the Education estate including Early Years provision. This covers a number of projects at various stages of development. The delivery of more affordable housing remains a priority for Midlothian Council. As part of our housing programme phase 1 provided 864 additional houses within Midlothian. The total number of new homes from phase 2, 3 and 4 is currently estimated at 1,134, comprising of 489 from phase 2 budget and 645 from phase 3 and 4 budgets. Progress continues with 645 homes currently being constructed on site either through commencement of enabling works or main contract works as of November 2022. An additional 302 homes are funded for delivery in phase 5. This included the largest Passivhaus programme in Scotland, with 191 homes to be built to the exacting Passivhaus standard, in line with Midlothian Council’s Net Zero Housing Design Guide. This ensures exceptionally high levels of energy efficiency and low utility bills for our residents. At present any further Passivhaus developments are paused for a cost benefit analysis exercise. This quarter has been marked by strong progress and successful delivery across the Housing, Regeneration & Development, Asset Management, and Transport, Energy & Infrastructure portfolios. The team has continued to demonstrate effective project management, strong partnership working, and a commitment to delivering high-quality outcomes for the communities of Midlothian. Key achievements across our Construction and Development team include: Construction and Development Page 236 of 296
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Housing programme Within the Housing programme, significant milestones have been achieved across several developments. Progress has also been made in bringing forward future development opportunities. Planning applications have been submitted for both the Newtongrange Church Hall and Swimming Pool sites, while the Rullion Road, Penicuik planning application has also been lodged. Although technical due diligence continues, positive work is underway to address site-specific constraints and support future delivery. Affordable Housing Delivery (Phase 5) - Morris Road, Newtongrange (on the former Newbattle High School site) The final handover of 90 new affordable homes was successfully completed in May. This landmark development is the largest affordable housing project delivered by Midlothian Council to date and showcases the Council’s commitment to sustainable housing delivery, with all homes built to the internationally recognised Passivhaus standard. Page 237 of 296
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Polton Street, Bonnyrigg - Intermediate Care, Day Care & Extra Care The project is progressing with delivery of all three buildings now programmed for completion in August 2026. The new intermediate care building will be known as Midlothian Life Health & Social Care Hub, the adjacent extra care housing development will be known as Bill Prentice Court and the day care centre will be known as Midlothian Life. The Day Care centre will provide staff accommodation and a range of activities throughout the day with a focus on the elderly. The decant of staff and residents of the Intermediate Care facility in Highbank, Eskbank, to the new accommodation will begin once the building is handed over. The Development Team is working closely with the Health & Social Care Partnership across all aspects of this project. Cruden - Newbyres, Gorebridge At Newbyres, Gorebridge, 43 plots were successfully handed over in partnership with Cruden, reflecting the strength of the collaborative approach between teams and stakeholders. A number of these new properties are also extra care housing, supported by staff in the adjacent care home. Page 238 of 296
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Dundas – Shawfair At Edmonstone Road, Shawfair, the second phase handover of units has been secured, with the final phase scheduled imminently. 20 plots of mixed house types (cottage flats and mid/end terraced) were handed over successfully through effective partnership working with Dundas. Despite some industry-wide labour shortages, progress remained on track through proactive management and close contractor engagement. Getting this project to completion has been a significant success given this project was stalled for some time following the original developer going into administration in 2024. Penicuik High School At Penicuik High School Refurbishment, the successful completion of demolition and asbestos removal works has provided a solid foundation for the next stage of the project, with particularly high standards of planning, housekeeping, and site organisation evident throughout. Page 239 of 296
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Newton Church Road, Passivhaus Development The Newton Church Road, Passivhaus development is progressing well and is on course to be completed in September. Elevation pictures: Mayfield & St Lukes Primary School The Mayfield & St Lukes Primary School site is progressing well, with a completion date of April 2027. Elevation pictures: Page 240 of 296
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Regeneration and Development Across Regeneration and Development, the team has secured substantial external funding and maintained strong delivery momentum. A Salix funding application for £500,000 has been submitted for the Gorebridge Library Relocation project, positioning the project well for future advancement. The Destination Hillend (Zip Safari) project reached an important milestone with the completion of its planning application submission. Progress has also continued at Hopefield Industrial Estate, with utility connection applications progressing through the appropriate channels. Midlothian House A notable achievement was the successful award and full drawdown of £2.5 million in Salix funding for Midlothian House, with all applications submitted successfully and works progressing in line with programme expectations. Pictures of the façade (the exterior front) being removed from Midlothian House: Page 241 of 296
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Stobhill Depot – Waste Transfer Shed Works continue to progress positively. Groundworks and steel installation have been completed, with brickwork underway and cladding installation due to follow. The successful drawdown of Zero Waste Scotland funding further highlights the team's ability to secure and maximise external investment opportunities. Asset Management Major investment works have commenced at both Mauricewood Primary School and Newtongrange Primary School for planned improvement works, including roof replacements, new windows and doors, canopy renewals, and upgraded extraction systems. The projects are progressing well over the summer break, ensuring minimal disruption while delivering long-term benefits to the school estate. Mauricewood window works Newtongrange roof works Page 242 of 296
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Transport, Energy and Infrastructure The EESSH2 programme has delivered particularly strong outcomes in support of the Council's sustainability and net zero ambitions. Funding bids were successfully submitted to the Scottish Government for both the Energy Efficient Scotland: Area Based Schemes (EES:ABS) and the Social Housing Net Zero Heat Fund (SHNZHF) for 2026-2027. Delivery of energy efficiency measures has continued at scale, with EES:ABS phase 2 works successfully completed in Danderhall and also completion of the BISF (British Iron and Steel Federation) Pilot in Easthouses, while projects in Pathhead, Cuikenburn, Auchendinny and Bilston continue to progress. Importantly, the programme achieved full expenditure of its £1 million allocation, demonstrating effective programme management and delivery performance. Under the SHNZHF programme, substantial improvements have been completed in Roslin, including the replacement of heating systems with air source heat pumps in 28 properties and the installation of solar photovoltaic panels with battery storage across 66 homes. These achievements represent a significant contribution towards reducing carbon emissions, improving energy efficiency, and supporting residents with lower energy costs. The submission of a further £2 million funding bid demonstrates continued ambition and a strong pipeline of future investment opportunities. Cuikenburn Bilston Page 243 of 296
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Overall, the quarter has been characterised by successful project completions, significant funding achievements, positive progress across multiple construction and regeneration projects, and continued delivery against strategic objectives. The team's collaborative approach, strong governance, and proactive management have ensured that projects continue to move forward successfully, creating lasting benefits for communities across Midlothian. Challenges and risk Midlothian Council continues to face a challenging environment, with financial, demographic, and economic pressures shaping how services are delivered and funded. Financial constraints: rising service delivery costs and uncertainty over future funding from the Scottish Government are placing significant strain on the council’s budget. Cost and income projections for future years are embedded in the Council’s Medium Term Financial Strategy which is supported by the Transformation Blueprint containing a range of transformation themes to drive towards a position of financial sustainability. Economic pressures: the ongoing cost of living crisis is affecting residents and businesses, increasing the need for council funded support. Inflationary pressures on goods, services, and energy are also significantly increasing the cost of delivering council services. Growing service demands: Midlothian’s sustained population growth and ageing demographic continues to drive an increase in demand for education, social care, housing and transport infrastructure. The 2022 Census results highlight that Midlothian remains the fastest growing local authority in Scotland with an increase of 16.1%. The 2011 census data lists Midlothian as having a population of 83,187 which has risen to 96,600 in the 2022 census data. The level of growth is 2.3% higher than our previous calculation and is now 13.4% higher than the Scottish average of 2.7%. In terms of households, Midlothian saw the highest percentage increase at 17.2% since the 2011 census. Population density in Midlothian is 273.1 residents per square kilometre compared to the Scottish average of 69.8. More recent mid-year 2024 estimates from the National records of Scotland suggest Midlothian’s population is 99,880 and will exceed 100,000 by the end of 2026, reinforcing the sustained growth trend and associated service pressures. This growth creates the opportunity to meet the housing need with 25% of new homes being built in the affordable housing bracket, in addition to the expansion in Council house building. This construction will directly support employment and will see a steady increase in the value of Council Tax income received over time. Page 244 of 296
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Our Capital Strategy sets out the infrastructure required to meet those demographic pressures and includes the financial contributions Midlothian will make to the Edinburgh and South East Scotland City Region Deal. Encompassing five main themes the City Region Deal will bring significant investment across the regions with total investment of circa £1.3 billion across: • Data Driven Innovation: £751 million • Integrated Regional Employability and Skills: £25 million • Transport: £156 million • Culture: £45 million • Housing: £313 million Through the Data Driven Innovation strand the Deal will leverage existing world-class research institutes and commercialisation facilities in order that Easter Bush becomes a global location of Agritech excellence. The Easter Bush project includes significant investment in transport infrastructure along the A701/2 transport corridor. In addition, by improving on-site infrastructure at Easter Bush and transport infrastructure, The University of Edinburgh expects commercial partners will be able to co-locate at scale to commercialise Agritech breakthroughs. The UK Government has announced the University of Edinburgh as the preferred location for the exascale supercomputer, which will be able to perform one billion, billion calculations each second. Once operational, it will provide high-performance computing capability for key research and industry projects across the UK. Exascale will help researchers model all aspects of the world, test scientific theories and improve products and services in areas such as artificial intelligence, drug discovery, climate change, astrophysics and advanced engineering. Exascale will be housed in a new £31 million wing of EPCC’s Advanced Computing Facility in Easter Bush, which has been purpose-built as part of the Edinburgh and South East Scotland City Region Deal. Installation of the first phase began in 2025. Risk The Council’s Strategic Risk Profile is reviewed on a retrospective basis and presented to Audit Committee on a quarterly basis. This process provides regular oversight of the most significant threats to the Council’s objectives and operations. At present, the highest priority risks identified relate to financial sustainability, climate change and the successful delivery of the Council’s transformations programme. Our Place directorate plays a pivotal role in mitigating these risks and spans a range of strategic functions, including long-term spatial and infrastructure planning, implementation of the Medium Term Financial Strategy, and leadership in delivering the Council’s transformation programme. Page 245 of 296
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Facilities & Catering Services and Sport & Leisure Q1 26/27 Performance Report 57.69% 57.07% 59.84% 57.71% 57.62% 33.60% 36.06% 34.78% 33.98% 27.90% 65.91% 70.58% 70.46% 68.62% 67.92% Q1 Q2 Q3 Q4 Q1 25/26 % of school meal uptake Primary Secondary Free School meals 3.42% 3.82% 2.98% 3.03% 3.75% Q1 Q2 Q3 Q4 Q1 25/26 26/27 Percentage of School meal food waste Primary Target 103.92% 104.48% 105.13% 105.94% 106.18% 109.38% 109.72% 113.14% 112.92% 114.53% Q1 Q2 Q3 Q4 Q1 25/26 Percentage of cleaning hours against budgeted hours achieved Primary Secondary 6.56 nursery and primary school meals prepared per hour this year (6.70 in Q4 25/26) 6.55 secondary school meals prepared per hour this year (8.09 in Q4 25/26) TARGET: APSE national average 8.84 meals per hour Cabinet Tuesday 6 October 2026 Item No 5.11 Page 247 of 296
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Health and Wellbeing Facility Services Last year our Catering Services prepared and served over 1.04 million school meals across our education setting. The percentage of primary school meal uptake for this quarter is 57.62% this is an increase from 56.96% at the end of last year. Primary school meal uptake continues to sit well above the Scottish Government average of 50.8%. The percentage of secondary school meal uptake this quarter was 27.9% which is a decrease compared to the last quarters. This is largely due to the refurbishment at Penicuik High School and High School Pupils being on exam leave during this quarter, figures are expected to increase into next academic year. Our aim is to be above the Scottish Government’s average for secondary school meal uptake of 36.7%, and as such, figures are only marginally off target. This quarter free school meal uptake was 67.92%, a slight decrease compared to the last quarter that was 68.82%. The overall annual uptake rate for last year was 68.82%, remaining steady with previous years and only slightly off the Scottish Government average target of 70.4%. The percentage of school meal food waste continues to remain low this quarter at 3.75%, this remains steady with last quarters figure of 3.03%. The service revised their targets for this year and aim to be under 5% by continuing to look at new ways to reduce our food waste across all schools. This year our Catering Services team continued to provide healthy, balanced meals that support pupil well-being and lifelong healthy eating habits, whilst demonstrating our ongoing commitment to quality food standards and sustainability. A new school menu for 2026 was trialled this in Q4 last year and has been implemented during quarter. Page 248 of 296
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The Catering Service run a World Cup theme day at all schools. A special menu was introduced on for the days and all pupils and staff got involved with this event. Across our cleaning and janitorial functions, the percentage of cleaning hours against our budgeted hours achieved in both primary and secondary schools remain on target with productivity levels above the Association for Public Service Excellence (APSE) averages, based on the APSE national average of cleaning 195m per hour. Productivity levels, particularly in secondary schools, have increased this year compared to last. This year Facilities Services, in conjunction with, our Property Maintenance team, successfully completed the holiday works programmes across our schools and put procedures in place to ensure that school kitchens remained compliant by completing all planned and preventative maintenance work was carried out within timescale this year. Page 249 of 296
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Sport & Leisure Q1 26/27 performance 83,574 81,375 71,590 103,031 97,312 47,786 54,076 43,381 54,074 48,701 35,255 19,860 28,614 24,056 24,960 Q1 Q2 Q3 Q4 Q1 25/26 Attendances at Sport and Leisure facilities (quarterly) All facilities (excl pools) Swimming pools Outdoor facilities - pitches/pavillions 5,123 4,993 5,018 6,315 6,338 Q1 Q2 Q3 Q4 Q1 25/26 26/27 Number of MiLeisure memberships (cumulative) £440,250.65 £412,096.83 £403,782.25 £444,029.76 £517,698.20 Q1 Q2 Q3 Q4 Q1 25/26 26/27 Total income generated from MiLeisure memberships 2,209 2,269 2,104 2,300 2,559 Q1 Q2 Q3 Q4 Q1 25/26 Number of MAC attendees (quarterly) 495 486 467 610 525 Q1 Q2 Q3 Q4 Q1 25/26 Number of new referrals after completion of MAC sessions (quarterly) 845 846 858 858 874 Q1 Q2 Q3 Q4 Q1 25/26 Number of new referrals after completion of MAC sessions (quarterly) Page 250 of 296
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Sport and Leisure Our gym refurbishment programme at Penicuik, Lasswade and Newtongrange was completed and became fully operational this quarter, creating modern, high quality fitness facilities that meets the needs of our community and enhances the overall user experience. Additionally, our tennis court refurbishment project was completed this year with upgrades to local park tennis courts. New sport and leisure branding was recently launched as part of the gym refurbishment programme, with Mileisure branding fully operational this quarter. To further promote leisure facilties, new Instagram and Facebook pages were created this quarter to increase customer engagement. Focussed promotional activity, combined with our gym refurbishment programme, has seen an increase in usage across our facilities this quarter. Our Mileisure (formally known as Tonezone) memberships continues to grow this year through improved marketing and promotion with a total of 6,338 memberships up to the end of quarter 1, the highest number of memberships to date, with an increase of 24% compared to the same period last year 2025/26. Usage figures across our sport and leisure facilities, excluding pools, have continued to show strong numbers to 97,312 compared to the same period last year of 83,574. Pool use has also increased this quarter to 48,701, showing a 2% increase compared to the same quarter last year 2025/26. Page 251 of 296
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Active Schools Midlothian Our Active Schools Midlothian team continue to work in partnership with sportscotland, providing opportunities for our children to adopt healthy and active lifestyles throughout their school years and into adulthood by supporting and sustaining a network of volunteers, coaches, leaders and teachers who, in turn, deliver extracurricular physical activity and sport before, during and after school and in the wider community. Data shows that 173 activities were delivered in Q1, 2,525 participants attended Active Schools free extracurricular clubs this year which is an increase compared to the same period last year. The number of volunteer hours delivered in the Active Schools Programme this quarter was 1,184, a decrease compared to 1,280 for the same quarter last year. Sport and Leisure wellbeing team Ageing Well - 50+ activity project: Our Ageing Well programme marked its 25th anniversary this year. What began 25 years ago with just two volunteers has grown into a thriving initiative. The number of activities offered by Ageing Well to people aged 50 and over continues to expand with 66 weekly activity sessions, totalling 3,407 sessions delivered in the year, an increase of 12% from 3,045 during 2025/26. Quarter 1 saw 874 activities offered, an increase of 4% from 845 during the same period last year. Activities include walking groups, new age kurling, table tennis, indoor bowling, line dancing, Tai Chi, Shibashi, pickleball, walking football, badminton, circuit classes and singing for health. Midlothian Active Choices (MAC) is a sport and leisure physical activity referral programme, aimed at adults who are inactive and experience various health conditions. The programme offers a range of supported activities across Midlothian to help manage these health conditions. This quarter saw 2,559 Midlothian Active Choices attendees with 525 new referrals received after completion of MAC sessions showing an increase of 13% in attendances and a 6% increase in new referrals compared to the same period last year. Page 252 of 296
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Midlothian Snowsports Centre Various promotional campaigns have taken place across the year, including a TV advert to attract more visitors to Midlothian Snowsports Centre. This quarter, a new social media profile for Midlothian Snowsports Centre was launched in early March. Between the 7th of March and 5th of April, the account gained 505 new followers and generated 44,000 views, helping to build a new audience base and drive fresh opportunities for content and engagement. The Alpine Coaster continues to see high sales volumes in the first quarter of 2026/27 with ticket sales reaching 39,994 an increase of 5% on the same quarter in 2025/26. This demand is due to continued promotional work and ensuring the coaster is more accessible to the public via public transport. Page 253 of 296
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Cabinet Tuesday 6 October 2026 Item No 5.12 Midlothian Council Report Quarter 1 2026/27 Delivering through Transformation Midlothian is the fastest growing mainland local authority in Scotland. Demand for services continues to increase while public finances remain constrained. The Council and its partners are therefore focused on delivering better outcomes through transformation, ensuring resources are directed towards the priorities that matter most to our communities. The Single Midlothian Plan sets out three shared priorities for Midlothian's communities. These priorities provide the framework through which partners work together to improve outcomes for residents. • Individuals and communities have improved health and skills for learning, life and work • No child or household need live in poverty • Significant progress is made towards net zero carbon emissions by 2045 The Council’s Transformation Blueprint supports these priorities, and is underpinned by the Medium Term Financial Strategy, Workforce Strategy 2024-34 and Digital Transformation Strategy 2024-29. Together, these strategies help ensure that services remain sustainable, responsive and focused on improving outcomes for residents and communities. Transformation Approach: • Delivering Financial Sustainability - creating capacity to address future budget challenges. • Following the Money - improving value for money and directing resources to priorities. • Building a Future Workforce - developing skills, leadership and organisational capacity. • Modernising Services and Assets - creating efficient and integrated ways of working. • Transforming with Partners - delivering system-wide change through collaboration. We will know we are making progress when: • More people are healthy, skilled and independent • Fewer children and families experience poverty • Residents live in greener, more sustainable communities • Services remain sustainable and accessible • Staff are skilled, supported and empowered Whilst detailed performance reports are published separately for individual service areas, this report provides a summary of Council performance against the thematic areas of the Single Midlothian Plan and demonstrates how transformation activity is supporting delivery. Further transformation activity is available on our Transforming how we work web page. The following sections summarise key Council activity and performance during the quarter, organised around the thematic priorities of the Single Midlothian Plan. Single Midlothian Plan Priority Themes Health & Skills Healthier, Safer, GIRFEC, Employability & Communities Reducing Poverty Poverty, GIRFEC, Employability & Communities Net Zero Carbon Greener, Wellbeing Economy Page 255 of 296
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Performance Against Single Midlothian Plan Themes Midlothian will be Healthier – Achievements and Performance This theme focuses on improving health, wellbeing and independence, helping people to live healthy and fulfilling lives. Physical Disabilities and Long-Term Conditions During the quarter, 87% of Physical Disability and Long-Term Condition interventions achieved their intended outcome, while 96% of referral screening episodes were concluded within three working days. Staff continue to work hard to achieve client outcomes, although performance can vary according to the complexity of needs. Care at home, assessments and reviews Demand and capacity pressures continue to affect the timely provision and review of care. During the quarter, 89% of care packages were reviewed within 2 years. At the end of the quarter, 67 people receiving a care package had not had a formal assessment or review completed for more than two years, although most continued to have oversight or care management arrangements in place. Recent recruitment is enabling cases that have not been reviewed for over two years to be prioritised. For care packages of fewer than five hours, 52% were allocated within the target timescale. Performance for packages exceeding five hours was 86%, slightly above target. The service is working through referrals and the waiting list and regular monitoring, and service improvement should improve performance moving forward. Older people, dementia and service transformation Performance across Older People’s Services was mixed. 79.81% of annual care home reviews were completed within the scheduled timeframe, but 35.71% of initial care home reviews were completed within the required timeframe. Staffing shortages result in higher waiting lists for assessment of need which continues to affect performance. Demand for dementia support has also increased, with 41 people currently awaiting allocation of a social worker. However, people were being seen on average within six to seven weeks, within the agreed performance target. The CCA waiting list remains consistent with an average of 3 individuals on the waiting list and individuals being seen within 3-4 weeks. Preparations continued for the opening of Midlothian Life in Bonnyrigg, including workforce planning, staff training and service redesign. The development will support rehabilitation, intermediate care and new models of care. Mental health and substance use support Adult Mental Health Services continued to manage demand, with 78.95% of Adults with Incapacity reports allocated to a Mental Health Officer within 12 weeks. Adult mental health bed occupancy was maintained at or below 100%. The Substance Use Service held an overall caseload of 367 and continued to perform above the 90% for people being assessed or starting treatment within 21 days of referral. Performance against Medication Assisted Treatment Standards 1 to 5 was assessed as Blue, indicating sustained delivery and embedded practice, while Standards 6 to 10 were rated Green, indicating full implementation of the required standards. Page 256 of 296
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Prevention, inclusion, carers and community wellbeing The Health Inclusion Team completed 54 health assessments during the quarter, supporting vulnerable residents to access health and wellbeing support and reducing barriers to services. Support for unpaid carers remained strong in response to sustained demand for carer support in the community. VOCAL exceeded its target for Adult Carer Support Plans, completing 186, while HSCP completions remained below target at 23. Community-based activity also continued through the Newbattle Memories Group, supporting social connection, intergenerational engagement and reduced isolation. Physical activity, active ageing and healthier lifestyles Sport and Leisure continued to support physical activity, prevention and community wellbeing during Quarter 1. Active Schools delivered 173 distinct activities, involving 2,525 participants in free extracurricular clubs and supported by 1,184 volunteer hours. A total of 406 Primary 4 pupils participated in a ten-week swimming block. Midlothian Active Choices (MAC) recorded 2,559 attendances, with 525 new referrals following completion of MAC sessions, while Ageing Well delivered 874 activities for people aged 50 and over. Across the wider service, there were 97,312 attendances at sport and leisure facilities excluding pools and 48,701 attendances at swimming pools during the quarter. Page 257 of 296
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Midlothian will be Safer – Achievements and Performance This theme focuses on creating safe communities, protecting vulnerable people and reducing the risk of harm. Protecting adults at risk of harm Adult Support and Protection activity remained significant during Quarter 1. The service received 282 referrals, compared with 221 in Quarter 1 of the previous year, and three new protection plans were established to support adults assessed as being at risk of harm. The level of activity reflects the continuing importance of identifying risk, carrying out appropriate inquiries and coordinating protection where this is required. Figure 1: Adult Support and Protection referrals and inquiries started (Quarterly) Justice, rehabilitation and community safety Justice Social Work continued to manage a substantial community caseload while supporting rehabilitation and compliance with court orders. During the quarter, courts imposed 33 Community Payback Orders. At the end of Quarter 1, the service was supervising 233 people subject to 272 open orders, with 90% of individuals actively engaging with their order. This work supports individuals to comply with court requirements, address offending- related needs and contribute to safer communities. Figure 2: Community Payback Orders (Quarterly) 233 232 228 219 233 228 215 274 251272 263 265 253 265 264 252 304 294 0 100 200 300 400 Q1 26/27 Q4 25/26 Q3 25/26 Q2 25/26 Q1 25/26 Q4 24/25 Q3 24/25 Q2 24/25 Q1 24/25 Clients Open CPOs Engaging Page 258 of 296
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Road and public infrastructure safety The Council continued its programme of investment in roads, footways and street lighting. During Quarter 1, 1.31 kilometres of carriageway and 1 kilometre of footway were resurfaced. The proportion of the road network resurfaced was slightly lower than in the same period last year, while footway delivery was broadly comparable. A total of 714.3 tonnes of material was used for pothole repairs, including temporary repairs and permanent patching, compared with 1,251.09 tonnes during the same period last year. The reduction in pothole repairs reflects the Council's continued investment in improving road infrastructure and is a result of the significant carriageway resurfacing and renewal works being undertaken across the network. Street-lighting maintenance performance remained strong, with 92.45% of repairs completed within seven days. Preparations also continued for the replacement of 182 street-lighting columns and the upgrade of a further 1,034 units to energy-efficient LED technology during 2026/27. Page 259 of 296
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Midlothian will Get it Right for Every Child – Achievements and Performance This theme focuses on ensuring children and young people are safe, supported and able to achieve their full potential. Children’s safety and protection The number of Midlothian children on the Child Protection Register reduced to 38 at the end of Quarter 1, compared with 41 in the corresponding quarter last year. The associated rate reduced from 2.2 to 1.8 per 1,000 children. Children’s Services reports that this follows a period of exceptionally high registration levels and may indicate some stabilisation in demand. The service continues to focus on improving the quality and consistency of chronologies, sharing Child Protection Plans with children in an age-appropriate way, and reducing the time between Initial Referral Discussions and initial Child Protection Planning Meetings. Refreshed Child Protection and Looked After Children Practice Standards were introduced, supported by development sessions attended by more than 60 staff. Performance information shows that 70% of Child Protection Plans were shared with children and young people, compared with 31% in Quarter 1 last year. However, 69% of Child Protection Planning Meetings had a multi-agency chronology, down from 96%, while 50% of initial Core Group meetings were held within 15 days, and 88% of subsequent Core Group meetings were held within the required eight-week period. These areas remain an improvement focus. Table 1: Children’s Safety and Protection Summary Performance measure Q1 2026/27 Q1 2025/26 Change Children on the Child Protection Register 38 41 Lower Child Protection Register rate per 1,000 1.8 2.2 Lower CPPMs with multi-agency chronology 69% 96% Reduced performance Child Protection Plans shared with children 70% 31% Improved Initial Core Group meetings within 15 days 50% 69% Reduced performance Core Group meetings held within eight weeks 88% 100% Reduced performance Early help and supporting families to stay together Children’s Services continued to strengthen early help and preventative support during Quarter 1. The Family Wellbeing Service relocated alongside Hawthorn’s Outreach Team at Hawthorn Family Learning Centre, bringing services together in a more accessible location and supporting closer multi-agency working and more coordinated help for families. The RISE service received 31 referrals during the quarter, including family-group referrals and requests to support transitions from external provision. Seventeen families engaged with the service and 15 children avoided progression to a care or accommodation pathway following targeted support. Formal entry and exit measures are being developed to provide more consistent evidence of outcomes for children and families. Family Group Decision Making also supported family-led solutions, with 12 family meetings, including three emergency meetings, and 17 family plans completed during the quarter. Page 260 of 296
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At the end of Quarter 1, 105 children were living in kinship care, compared with 76 in the same quarter last year. Care, placements and local support Demand for care and accommodation increased during Quarter 1. The number of children who were looked after and accommodated was 217, while 27 children were placed in external residential provision. Children’s Services reports that external provision is used where assessed needs cannot be met safely or effectively through support at home or available internal provision. The increase creates operational pressures for children placed further from Midlothian and a continuing financial pressure for the Council. Work continues to expand local support through RISE, foster care and internal residential provision. The number of children living in residential care in Midlothian at the end of Quarter 1 was 14. One child returned from external provision during Quarter 1, and planning work is continuing to increase local residential capacity. Foster-carer recruitment activity during the quarter generated five enquiries. Two households were undergoing assessment and one short-break carer was approved. All foster-carer households have an allocated supervising social worker. Table 2: Care Placement Summary Placement Q1 2026/27 Q1 2025/26 Looked after and accommodated children 217 163 Children in external residential provision 27 9 Children living in Midlothian residential care 14 13 Children living in kinship care 105 76 Learning, attainment and attendance Education reported that almost all learner attainment stretch aims were met for June 2026, with schools continuing to use tracking and monitoring information to identify where universal or targeted support is required. The latest Education quality information indicates that 85% of schools were judged Good or better for learning, teaching and assessment, 84% for ensuring wellbeing, equality and inclusion, and 82% for raising attainment and achievement. The latest attainment information for June 2026 shows combined primary literacy increased to 78%, compared with 73% in June 2025, while combined primary numeracy increased from 79% to 81%. At secondary level, the proportion of learners achieving literacy 3rd level increased from 88% to 90%, while numeracy 3rd level reduced from 93% to 91%. Quarter 1 attendance was 93.60% in primary schools and 86.40% in secondary schools. Primary attendance was slightly lower than the corresponding quarter last year, while the reduction in secondary attendance was more marked. Exclusion rates were 11.08 per 1,000 pupils in primary schools and 31.45 per 1,000 in secondary schools. Education has therefore identified further work to improve attendance, reduce exclusions and strengthen aspects of senior- phase attainment. Page 261 of 296
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Inclusive learning and additional support Education continues to strengthen inclusive learning, teaching and assessment across schools and Early Learning and Childcare settings. Work during the quarter included updating the service’s inclusive learning and curriculum approach, maintaining tracking and monitoring arrangements across Associated School Groups, and continuing professional learning for school staff. More than 90% of participants evaluated Education’s professional learning offer positively. Growing numbers of children with complex additional support needs continue to place pressure on available provision, staffing and budgets. Work is under way to assess future capacity requirements and strengthen the way additional support needs are reflected in pupil projections and estate planning. Children’s Services also reports growth in both the number of children affected by disability and the complexity of support required. This is increasing demand across services and placing additional pressure on funded support and budgets. During the quarter, an Easter playscheme at Saltersgate supported up to 30 children each day, while 12 young people transitioned from Children’s Services Disability Service to Adult Services using a more informed and streamlined transition approach. Relationships, wellbeing and children’s participation The second year of the Relationships for Learning Policy is supporting a rights-based and relational approach across schools. Headteacher feedback has been used to identify further improvement action, guidance on physical intervention has been introduced, and schools have briefed staff on the associated principles and practice. The new pupil leadership structure also continues to develop, with children and young people participating at school, Associated School Group and local-authority level. These arrangements allow learners to initiate change, contribute to wider developments and take part in national and local consultation. Children’s Services also strengthened its focus on participation, ensuring that children’s voices and views inform assessment and planning. Work continues to improve child-friendly language, meeting formats and the collection of participation information. Six young people expressed an interest in contributing to staff recruitment, and questions suggested by young people have already been used in interviews. Partnerships, curriculum and positive transitions Schools continue to work with partners to widen curriculum and progression opportunities. All Associated School Groups have access to performance information to support collaborative improvement, while curriculum partnerships are expanding the range of courses and qualifications available to secondary learners. Links with Developing the Young Workforce are also being strengthened. The latest available destination information shows that 95.35% of school leavers entered a positive destination, while 78.57% of care-experienced school leavers entered a positive destination. Support for care-experienced young people was also developed during the quarter. A twice- weekly Aftercare drop-in was launched for young people who have left care, providing access to practical support with housing and health referrals, alongside wider personal support. The service recorded 58 young people allocated to or engaging with Aftercare at the end of Quarter 1. Page 262 of 296
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Libraries, play and supporting resources Libraries provided “That’s Not My…” tactile books to the Early Years ASN Team as part of nursery-to-school transition activities. Additional tactile books were also supplied to the Outreach Communication Team, supporting children across Deaf Education, Neurodiversity and Wellbeing, English as an Additional Language (EAL), and Speech, Language and Communication services. Children and young people's library memberships increased by 27% compared to the same period last year, supported by initiatives such as Every Child a Library Member (ECALM), 149 sign-ups during the quarter, and Bookbug Week. Midlothian’s work on this universal offer for children’s library membership in Scotland is the gold standard across the country. 12 improvements across our play areas, parks and green spaces were completed this quarter, consisting of landscaping schemes and the installation of benches and street litter bins, as well as deep cleaning projects, which enhance the local environment. Page 263 of 296
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Midlothian will Support Residents to Improve Employability and Outcomes in our Communities - Achievements and Performance This theme focuses on helping people develop skills, access opportunities and participate fully in community life. Community learning and skills Community, Lifelong Learning and Employability engaged 1,759 people across 267 learning and development opportunities during Quarter 1. Participation included 151 residents from the 20% most deprived SIMD areas and 810 from the 40% most deprived areas, supporting the Council’s focus on reducing inequality and improving access to learning. CLLE participants achieved 244 qualifications, while 24 community groups received support with governance, planning or funding. Adult and family learning activity included 84 participants in paid learning programmes, 295 participants across 67 community adult-learning courses, 52 ESOL learners, 13 literacy learners, and 27 participants across four digital-skills courses. A further 79 children and adults participated in family-learning activity. Employability and progression No One Left Behind supported 224 people, including 87 new participants. During the quarter, 19 people moved into work, three progressed to a Modern Apprenticeship, 32 achieved work- related qualifications and four began volunteering. Support remained flexible and person- centred, combining face-to-face, telephone, digital and outreach delivery. Parental Employability Support assisted 262 parents, including 40 new starts. Outcomes included 21 parents entering employment or self-employment, 78 qualifications achieved by 23 parents, six volunteering starts and one work placement. Youth work and targeted support During Quarter 1, 954 young people participated in 132 youth-work opportunities, with 103 receiving individual support towards positive destinations. Activity included youth clubs, targeted programmes, support for young people experiencing homelessness, and new local provision. Participants also achieved 9 Dynamic Youth and 12 Hi5 Awards, while 79 overnight Duke of Edinburgh expeditions took place between April and June 2026. The service reported 122 referrals from schools for young people requiring intensive employability support, including support before some young people were ready to begin their No One Left Behind journey. Table 4: Community, Lifelong Learning and Employability Key Data Summary Q1 CLLE reach Employability Parental support Youth work 1,759 people engaged 224 people supported 262 parents supported 954 young people involved 267 opportunities 19 entered work 21 entered work / self-employment 103 received 1:1 support 244 qualifications reported 32 work-related qualifications 78 qualifications 21 youth awards Page 264 of 296
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Libraries and community participation Our library service continues to transform and thrive in response to the needs of our communities. This quarter overall figures for library visits continue to grow with a 10% increase in total visits (both physical and virtual) compared to the same period last year and an 11% increase compared to quarter 1 of 2024/2025, demonstrating sustained growth and engagement across our library network. This quarter, a total of 1,670 events, clubs, activities and workshops were delivered across library locations. Strong participation levels achieved through Bookbug Week and the Bookbug Library Reading Challenge contribute positively to early literacy outcomes by encouraging regular engagement with books, storytelling and language-rich activities from an early age. Through the Mid Mouse project, 1,300 children received a knitted mouse to support their transition from nursery to primary school, helping children feel confident, connected and excited about starting school. Rangers delivered 107 events and school sessions involving 2,801 participants, more than double the number of events delivered during the same period last year. Supporting businesses and community wealth Business Gateway supported 17 new business start-ups during Quarter 1, creating 22 jobs and contributing an estimated £735,000 to the local economy. Planning-to-Start enquiries increased from 45 to 57 compared with the same quarter last year. At the end of quarter 1, the Locate in Midlothian Business Directory featured 203 business listings, including 30 new businesses added during the quarter. The directory continues to provide a valuable platform for promoting local businesses, enhancing visibility and supporting business-to-business connections across Midlothian. Work has continued during quarter 1 to prepare for the development of a Midlothian-wide Community Wealth Building Action Plan. Activity has focused on planning and engagement ahead of the establishment of Community Wealth Building pillar groups, which will be delivered in quarter 2. Workforce development Delivery of the Workforce Strategy continued through targeted wellbeing programmes, recruitment modernisation, workforce planning and investment in employee learning and development, helping to support Midlothian Council as a major local employer and provider of career opportunities. Page 265 of 296
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Midlothian will be Greener- Achievements and Performance This theme focuses on tackling climate change and creating a greener, more sustainable Midlothian. The EESSH2 programme has delivered particularly strong outcomes in support of the Council's sustainability and net zero ambitions. Funding bids were successfully submitted to the Scottish Government for both the Energy Efficient Scotland: Area Based Schemes (EES:ABS) and the Social Housing Net Zero Heat Fund (SHNZHF) for 2026-2027. Under the Social Housing Net Zero Heat Fund (SHNZHF) programme, substantial improvements have been completed in Roslin, including the replacement of heating systems with air source heat pumps in 28 properties and the installation of solar photovoltaic panels with battery storage across 66 homes. These achievements represent a significant contribution towards reducing carbon emissions, improving energy efficiency, and supporting residents with lower energy costs. At the end of Quarter 1, the Newton Church Road Passivhaus development was progressing towards planned completion in September 2026. Midlothian Libraries achieved Carbon Literate Organisation accreditation, recognising its commitment to raising awareness of climate change and supporting environmental sustainability within both the library service and the wider community. Following implementation of the Twin Stream recycling service, Quarter 1 presented a number of operational and technical challenges. These included staff shortages, vehicle availability issues and difficulties associated with introducing new collection routes and working practices. Collection performance improved significantly during June, with 98.79% of scheduled collections completed. Contamination rates for paper and card recycling averaged 7.8%, performing better than the initial target of 10%. Contamination levels within the plastics and cans recycling stream (blue bin) remain significantly higher and continue to present a challenge. Work continues on the refresh of the Council's Climate Change Strategy, including development of a cross-service action programme aligned to new statutory climate change guidance. A total of 216 businesses have now signed up to the Midlothian Business Green Pledge, supporting climate action and sustainable business practices. Electric vehicles continue to represent 14.25% of the Council's fleet, an increase from 8.2% at the same point last year. Page 266 of 296
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Midlothian will have a Wellbeing Economy and be Better Connected – Achievements and Performance This theme focuses on supporting inclusive economic growth, thriving communities and improved connectivity across Midlothian. In June, Council approved the Midlothian Local Development Plan 2 (MLDP2) for public consultation. The statutory 12-week consultation period is now underway, providing residents, businesses, community organisations and other stakeholders with the opportunity to review and comment on the proposed strategy for future growth and development across Midlothian. Digital access and customer experience The Council expanded digital access through the Customer Services Platform during Quarter 1, introducing additional online processes and progressing service automation and integration. This work is intended to make services easier to access and improve the customer experience. Education continued to strengthen digital skills and responsible technology use. The Digital Skills Framework is being updated to include AI literacy and digital-habits content, while work is progressing to develop an AI-literate education workforce. The service is also continuing its use of digital tools to support accessible and inclusive learning. The wider Equipped for Learning programme reports that hundreds of teachers and school leaders have taken part in AI-related pilots and research activity, alongside continued digital support for pupils and support staff. The rate of invoices paid on time across the Council this quarter was 95.6%, exceeding our target of 95%. New school transport management software and a new transport framework have strengthened route planning, provider allocation and operational efficiency. Connectivity and sustainable transport Council approved the Local Transport Strategy 2026-2035, providing a framework to support sustainable growth, connectivity, active travel and access to employment and services. Local economy, procurement and community wealth Work continues to develop a Midlothian-wide Community Wealth Building Action Plan following implementation of the Community Wealth Building (Scotland) Act 2026. A revised Procurement Strategy is in development and will be presented to Council for approval this year. The strategy will continue to focus on supporting the local economy and encouraging participation from small and medium sized enterprises, delivering wider social outcomes and community benefits, while ensuring that procurement practices deliver best value for the council and its communities. Midlothian completed its Strategic Tourism Infrastructure Development Plan and secured design-stage funding to progress improvements at Vogrie Country Park. This quarter the average timescale for determining local development planning applications was 10.4 weeks, compared with the target of 10 weeks. This represents a small increase from 9.2 weeks recorded during the same period last year. In addition, 72% of planning applications were determined within the statutory target timescale, marginally below the service target of 80%, but broadly consistent with performance during the same period last year of 73%. Page 267 of 296
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Investment in assets and regeneration Across Regeneration and Development, the Council has secured substantial external funding and maintained strong delivery momentum. During Quarter 1, the Council secured £2.5 million in Salix funding to support the Midlothian House refurbishment programme. A further Salix funding application for £500,000 was submitted for the Gorebridge Library Relocation project. The final handover of 90 new affordable homes in Newtongrange was successfully completed in May. This landmark development is the largest affordable housing project delivered by Midlothian Council to date and showcases the Council’s commitment to sustainable housing delivery, with all homes built to the internationally recognised Passivhaus standard. Page 268 of 296
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Midlothian will Work Towards Reducing Poverty – Achievements and Performance This theme focuses on reducing poverty and inequality, improving financial wellbeing and supporting those most in need. Maximising household income The Welfare Rights Team received approximately 227 new referrals during Quarter 1, alongside almost 90 calls to the advice line and 56 email enquiries. Support included direct intervention, advice and signposting. The team generated more than £908,000 of additional income for Midlothian residents through benefits advice, applications and advocacy. A breakdown is shown below: Figure 3: Welfare Rights financial gains by benefit type, 1 April to 30 June 2026 Improving learning and employment outcomes Education and employability services are addressing the longer-term causes and effects of poverty by improving attainment, skills and access to employment. Parental Employability Support assisted 262 parents during Quarter 1, with 21 entering employment or self-employment and 78 qualifications achieved by 23 parents. CLLE also engaged 151 residents from the 20% most deprived SIMD areas and 810 from the 40% most deprived areas. Children’s Services-funded income-maximisation projects supported 71 families involved with Children’s Services during Quarter 1, generating a collective financial gain of £53,403. The service intends to reinforce awareness of the support and referral route among staff to ensure eligible families are consistently offered assistance. Crisis support and benefit administration Scottish Welfare Fund demand remains high and almost half of the annual allocation is already committed. Officers continue to analyse application trends to inform early intervention and preventative support activity. Page 269 of 296
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The average time taken to process Housing Benefit changes of circumstance was 15 days during the quarter, an increase from 8 days in the previous quarter and above the service target of 8 days. Performance for new Housing Benefit claims has continued to improve. The average processing time reduced from 59 days last quarter to 55 days during this quarter. Although this remains above the service target of 25 days, the reduction represents a positive improvement and indicates that actions being taken to address processing backlogs are beginning to have an impact. Supporting residents facing financial pressure At the end of quarter 1, current housing rent arrears were 14.3%, representing a slight increase compared to 13.49% at the same point last year. The increase reflects the continued financial pressures faced by some tenants, and the service continues to work proactively with households to provide advice, support, and early intervention to help prevent arrears from escalating and to sustain tenancies. The in-year Council Tax collection rate at the end of quarter 1 was 27.2%, which is broadly consistent with the performance reported for the same period last year (27.3%). This indicates that collection levels have remained stable despite ongoing economic challenges. The Council will continue to monitor performance closely and undertake recovery and support activities to maximise collection while assisting residents experiencing financial difficulty. Demand for crisis support through the Scottish Welfare Fund remains consistently high, reflecting the ongoing financial pressures experienced by many individuals and families across our communities. During quarter 1, a total of 1,881 Crisis Grant applications were received, unchanged from the same period last year. This sustained level of demand highlights the continued impact of the cost of living crisis and the importance of accessible emergency financial assistance. In contrast, 208 Community Care Grant applications were received during the quarter, representing a 34% decrease compared with 316 applications received in the same period last year. By the end of quarter 1, 46.87% of the annual Scottish Welfare Fund budget had been committed, demonstrating the significant demand being placed on the fund at an early stage of the financial year. Supporting children and families New nursery and primary school menus were introduced during Quarter 1. Primary school meal uptake was 57.62%, above the target of 50.8%, while uptake in secondary schools was 27.9% and free school meal uptake for P1 to P5 was 67.92%, both below target. Housing supply and access Demand for social housing continues to rise. At the end of the quarter, there were 6,704 active applicants on the Common Housing Register, representing an increase of 441 applicants (7%) compared with 6,163 at the same point last year. During Quarter 1, 88 new council homes were completed across Newtongrange, Gorebridge and Danderhall, helping to increase affordable housing supply and improve access to settled accommodation. Housing and Legal Services work together to reacquire former local authority properties for social housing for rent, helping to increase supply and reduce pressure on the housing waiting list. This quarter the team completed the purchase of 4 properties. 171 permanent lets were completed during the quarter, including 94 allocations to homeless households, supported by a significant increase in available new-build housing, with 94 Council new build homes and 2 open market purchase properties allocated to applicants, compared with 13 new build allocations during the same period last year. Page 270 of 296
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Preventing and responding to homelessness A total of 165 households presented as homeless during the quarter, representing a 19% decrease compared with the 203 presentations recorded during the same period last year. Despite the decrease in homelessness presentations, pressure on temporary accommodation remains substantial. At the end of the quarter, 366 households were living in temporary accommodation, an increase of 39 households (12%) compared with the 327 households recorded at the same point last year. 183 households received homelessness prevention advice and assistance during the quarter, with 14 households prevented from becoming homeless. Healthy and sustainable homes 360 additional environmental sensors were installed to support proactive damp and mould management, bringing the total deployment to 5,823 monitors across council housing. Page 271 of 296
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Challenges and Risks Financial constraints: rising service delivery costs and uncertainty over future funding from the Scottish Government are placing significant strain on the council’s budget. Economic pressures: the ongoing cost of living crisis is affecting residents and businesses, increasing the need for council funded support. Inflationary pressures on goods, services, and energy are also significantly increasing the cost of delivering council services. Growing service demands: Midlothian’s sustained population growth and changing population needs continue to increase demand across education, social care, housing and infrastructure. Key pressures include adult social care capacity, increasingly complex additional support and disability needs, growth in external residential placements, rising demand for social housing and continued pressure on temporary accommodation. Workforce capacity and wellbeing: Recruitment, absence and workforce capacity continue to affect delivery across several services. Targeted recruitment and workforce-development activity are helping to strengthen capacity, while continued attention is required to support employee wellbeing and service resilience. Cyber security: continues to be a key area of focus, with further investment in cyber resilience, staff awareness training and the implementation of a Security Operations Centre to strengthen the Council's ability to prevent, detect and respond to emerging cyber threats. Risk: The Council’s Strategic Risk Profile is reviewed on a retrospective basis and presented to Audit Committee on a quarterly basis. This process provides regular oversight of the most significant threats to the Council’s objectives and operations. Page 272 of 296
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Pentana Performance Dashboard – Q1 26/27 Off target On target Data only No data 8 1 9 1 Off target indicators: Page 273 of 296
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Cabinet Tuesday 6 October 2026 Item No 5.13 Speed Control Measures – Newlandrig Report by Kevin Anderson, Executive Director Place Report for Decision 1 Recommendations It is recommended that Cabinet: i. Review the outcomes from the June 2026 consultation into speed humps installation in Newlandrigg ii. Nominate which option is to be progressed (contained in 4.7) 2 Purpose of Report/Executive Summary This report reviews results of the statutory consultation on the installation of speed humps within the village of Newlandrigg. undertaken following approval by Cabinet on 2nd June 2026 to progress to with consultation with subsequent reporting to Cabinet for decision at a later date on potential delivery. Date: 6th July 2026 Report Contact: Wayne Clark – Group Manager, Roads and Transportation Page 275 of 296
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3 Background 3.1 Newlandrig is a small village which lies 2 miles northeast of Gorebridge and to the west of the upper reaches of the Tyne Water.it is located on the B6372 between Mossend (Gorebridge) and Vogrie country park. 3.2 Newlandrig consists of approximately 17 homes and some farm operations 3.3 Newlandrigg has seen speed reduction implemented twice with a move from 60>40mph in 2006 and also 40>20mph in 2024 3.4 Cabinet approved additional control measures on 2nd June 2026 to further control traffic speeds in Newlandrigg accompanying the legal Traffic Restriction Order (TRO) which is enforceable by Police. 3.5 These works include street lighting and gateway build outs within the Village – these works are undergoing design and procurement and subsequently programmed for delivery in September 2026. 3.6 The reduction to 20mph was undertaken as part of a country wide, Transport Scotland led initiative where 20mph is adopted to become the standard for residential areas - The Road Assessment Criteria | Transport Scotland 3.7 Newlandrigg does not meet many of the criteria for a move to 20mph, but officers decided there would be wider benefit to include the location in the project. 3.8 Transport Scotland has a desire to implement speed change and then install behavioural change, through education and improved habit as opposed to control measures such as speed humps and build outs as these contribute to poor air quality caused by vehicles start/stop motion. 3.9 Residents have regularly contacted Midlothian Council with concerns around speeding traffic travelling through Newlandrig throughout 2024 but requests increased in 2025 with the 20mph roll out and when traffic calming was delivered into neighbouring villages such as Edgehead and Ford. 3.10 Midlothian Council have installed a permanent speed monitor in Newlandrig so that we will have a record of speeds through the village and permanent VAS (Vehicle activated signage). Page 276 of 296
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4 Main report 4.1 Following Cabinet approval on 2nd June 2026 Road services have conducted the statutory consultation on the installation of sinusoidal speed humps in Newlandrigg. 4.2 Newlandrigg sits on the B6372. Guidance states Humps should be avoided on A and B class roads – as these are principal traffic routes with consideration needed for wider traffic movements to include emergency service, haulage and diversion routes. 4.3 Speeds observed through Newlandrigg are similar to those observed in other towns, villages and settlings across the county. 4.4 Speeding enforcement is a matter for Police Scotland. 4.5 The consultation recorded 33 responses with the below details captured – turn out was exceptionally low with only 3.5% overall of all those asked to respond with less than 50% of Newlandrigg responding (47%). - 70% of overall responses supported speed humps (23/33 Reponses) Expanded detail – - 87.5% of Newlandrigg residents who responded supported speeds humps (7/8 responses) - 87.5% of Dewarton (East) residents who responded supported speeds humps (7/8 responses) – with a subsequent request Dewarton also receive speed humps - 60% of responses to the west opposed speed humps (9/16 responses) 4.6 Numerous requests were made for further consultation from Newlandrigg residents on final hump location within Newlandrigg as part of resident’s response. If approved humps will be placed utilising engineers’ discretion to ensure they accommodate driveways, drainage etc, final design will be an engineer’s decision guided by the design standards. 4.7 A long-standing resident of Newlandrigg requests no work is undertaken except a 40mph buffer zone between the 60/20mph zones. And states all recent accidents have been caused by parked vehicles on the carriageway. 4.8 Police Scotland noted the only intervention which may have changed outcomes of the most recent accident would have been the street being illuminated, highlighting parked vehicles. 4.9 Officer advice remains that speed humps should not be placed on A or B class roads, and the additional measures – Lighting and build outs should be allowed time to be implemented and a monitoring period observed thereafter. Page 277 of 296
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4.10 If approved officers would recommend aligning speed hump installation into Dewarton also within the same project due to similarities in vehicle speeds and significantly more residencies. 4.11 Officers have concern regards the setting of precedent for other areas. 4.12 Cabinet is invited to nominate one of the below options for Newlandrigg 1- Approval of installation of speed humps to align with upcoming works within Newlandrigg. 2- Refusal of installation of speed humps in Newlandrigg at this time. 5 Report Implications (Resource, Digital and Risk) 5.1 Resource Capital expenditure will be allocated against the Transport Scotland award to Midlothian of RSIF (Road Safety Improvement Fund) – typical cost per sinusoidal speed hump is c£5k ➢ Newlandrigg 5 x Humps – c£25k ➢ Dewarton 3 x humps – c£15k 5.2 Digital N/A 5.3 Risk ➢ risk that residents may believe vehicle speeds experienced remain too high after any works undertaken. ➢ Complaints due to increased road noise caused by speed humps 5.4 Ensuring Equalities (if required a separate IIA must be completed) N/A 5.5 Additional Report Implications Page 278 of 296
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan In terms of the key priorities through the Single Midlothian Plan…. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value A.5 Involving Communities and Other Stakeholders Local community view have been captured in previous consultation and have fed into the drawing of the options presented. A.6 Impact on Performance and Outcomes Not applicable A.7 Adopting a Preventative Approach. Not applicable A.8 Supporting Sustainable Development Not applicable Page 279 of 296
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Cabinet Tuesday 6 October 2026 Item No 5.14 Disputed Proposed Parking Restrictions (Double Yellow Lines): Rullion Road/Kirkton Bank, Penicuik Report by Executive Director Place Report for Decision 1 Recommendations Cabinet is requested to determine whether the proposed parking restrictions (double yellow lines) should be put in place at the junction of Rullion Road and Kirkton Bank, Penicuik 2 Purpose of Report / Executive Summary 2.1 Parking restrictions (double yellow lines) are proposed for a short section at the junction entrance of Kirkton Bank from Rullion Road. Residential complaints were received regarding vehicles parked on Rullion Road, close to the entrance of Kirkton Bank, blocking visibility for exit from Kirkton Bank. This section of Rullion Road is on a downhill and a bus route also heavily parked. The removal of parking here would significantly improve visibility on exit for residents of Kirkton Bank. 2.2 As there is a potential safety concern, the Council put forward a scheme and provided an opportunity for members of the public to lodge Objections. If an Objection is sustained, the Council must abandon the scheme. 2.3 One objection have been received against the proposed parking restrictions (double yellow lines) on junction of Kirkton Bank/Rullion Road. 2.4 Cabinet is requested to determine whether these Objections should be sustained. Date:14/08/2026 Report Contact: Gillian Bathgate, Senior Roads Officer gillian.bathgate@midlothian.gov.uk Page 281 of 296
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3 Background 3.1 One objection has been received to parking restrictions (double yellow lines) that are proposed for the junction of Rullion Road/Kirkton Bank. 3.2 The location is shown in Appendix B – Site Plan 3.3 A representation (Appendix C) has been received which asserts that restricting parking here would penalise resident in one particular property at the junction, resulting in difficulties for their deliveries etc. and for visitors to their house. They also feel it may distract from their house value. The resident considers speeds on Rullion Road are more of an issue than visibility from Kirkton Bank and would prefer another form of assistance instead of parking restrictions. 3.4 However, other residents are all in support of the proposals, consultation attached, see appendix C. 3.5 Rullion Road is a main thoroughfare in this area, a bus route and a busy location to pull out into from the neighbouring side roads. Visibility is therefore very important. The area is a 20mph zone with all relevant signage etc.in place, this is due to have further measures including slow markings at the downhill sections. Page 282 of 296
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource The legal process and associated administrative work have already been carried out. Minimal additional expense would be incurred by painting the road markings. 4.2 Digital None 4.3 Risk The proposed parking restrictions at the location shown would improve visibility and provide greater safety for pupils walking to school. This is intended to make the area easier to negotiate and therefore reduce the risk of accidents. 4.4 Ensuring Equalities None. 4.5 Additional Report Implications None. Page 283 of 296
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Appendices Appendix A: Report Implications Appendix B: Site Plans Appendix C: Objections to new parking restrictions Appendix D: Notes of support for parking restrictions Appendix E: Photo of typical parking Page 284 of 296
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Appendix A – Additional Report Implications A.1 Key Priorities within the Single Midlothian Plan Not applicable. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Not applicable A.5 Involving Communities and Other Stakeholders The right to Object was publicised in the local paper, online and by Street Bills. A.6 Impact on Performance and Outcomes The report does not directly impact on Midlothian Council’s performance and outcomes A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Not applicable Page 285 of 296
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Appendix B – Site Plan (Attached) Rullion Road/Kirkton Bank Page 286 of 296
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Appendix C - Objections Dear Sir/Madam, I am writing to formally object to the proposed installation of double yellow lines outside my property. While I understand the importance of managing traffic flow and ensuring road safety, I do not believe that introducing double yellow lines at this location is necessary or proportionate. The proposal appears to focus on the area around my property, despite the fact that there are several neighbouring properties where vehicles are regularly parked without issue. This raises concerns about consistency and fairness in how such measures are being applied. I would also ask that the full boundary and frontage of my property be properly considered, as the current proposal appears to disproportionately affect my property compared to others nearby. Furthermore, all vehicles in this area, including those outside my property should be parked at least 10 metres away from the junction, in accordance with the guidance set out in the Highway Code. I have also consulted with traffic police on this matter, who have indicated that the current parking arrangements comply with existing regulations and do not present a safety concern. It may be more appropriate, in the first instance, to remind local residents of their obligation to park at least ten metres away from the junction, as outlined in the Highway Code, before introducing more restrictive measures. Increased awareness and targeted enforcement could further improve visibility at the junction without the need for permanent restrictions. In addition, the visibility of the road from the junction near the proposed yellow lines is not, in my view, the primary issue. A more relevant concern is the speed at which vehicles travel down the hill. Vehicles frequently approach the junction at speed, which reduces reaction time regardless of parking arrangements. I believe that introducing traffic calming measures—such as speed bumps, warning signage, or enforcing a stricter speed limit—would be a more effective and proportionate way of improving safety in this area. I would also ask that consideration be given to the local bus service that operates along this road. To my knowledge, there have been no significant issues raised by the bus operator in relation to access or obstruction. It appears that the concerns prompting this proposal may stem primarily from individual resident complaints rather than broader transport or safety requirements, which should be carefully weighed before implementing permanent restrictions. If these restrictions are implemented, the only alternative parking available would be on a nearby side street, where vehicles are already parked partially on the pavement. This raises further concerns, as displacement of parking to this area could worsen existing issues, including obstruction for pedestrians, Page 287 of 296
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wheelchair users, and emergency access. It may also increase congestion and reduce overall road safety in surrounding streets rather than improving it. In reality, if the council’s intention is to improve traffic flow and safety, similar restrictions would likely need to be applied along the full length of the road and surrounding streets, rather than targeting a single stretch, to have any meaningful or consistent effect. Applying restrictions in isolation risks creating unintended consequences elsewhere and undermines the stated objectives of the proposal. The road has operated in its current manner for many years without issue. There have been no known incidents or significant safety concerns that would justify such a change. However, it appears that since I purchased the property, this has now become a concern, which I find difficult to understand given the lack of any material change in circumstances. This gives the impression that the proposal may not be based on objective or evidence-based assessment. I would also like to highlight that the proposed double yellow lines would extend across the full width of my property frontage, where I intend to install a driveway. This would further limit reasonable use of my property and appears excessive. It may also have a negative impact on the value and practicality of the property, which is an important consideration. The proposed restrictions would have a direct negative impact on my household and visitors, significantly reducing available parking without clear justification. This could create unnecessary inconvenience for residents, deliveries, and essential services, including access for tradespeople or care providers. I would also respectfully request clarification as to whether a formal traffic survey, risk assessment, or consultation with local residents and relevant transport services has been conducted prior to this proposal. If such evidence exists, I would appreciate the opportunity to review it, as it would help to better understand the rationale behind the decision. I would appreciate it if you could provide the specific reasons, supporting evidence, or traffic assessments that have led to this proposal. I would also ask that the council reconsider whether such restrictive measures are warranted in this case, or if a more proportionate and evidence-based approach could be taken. I would also encourage the council to consider more practical and long-term solutions to address any perceived issues. For example, widening the road where feasible, or introducing a designated parking area for properties without driveways, would help manage parking demand in a fair and balanced way. Such measures would be more effective in addressing the root cause of the issue, rather than imposing restrictions that simply displace parking elsewhere I have attached photos the full length of the road with views from the said junction and side street to support my argument, I would ask that you carefully consider my points as I will be left with no other option than to contact legal representation with regard to this issue. Page 288 of 296
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Thank you for considering my objection. I look forward to your response. Page 289 of 296
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Appendix D – Support I am contacting you regarding parking on Rullion Rd at the junction with Knightslaw Place and Kirkton Bank. Our access road shared with Kirkton Bank leads onto Rullion Rd. Over the last view months several cars, transit van and a road sweeper park right on each corner causing very poor visibility to drive onto Rullion Rd safely. This is a very busy road with buses also travelling up and down this road. You literally have to creep out and hope for the best nothing is coming down Rullion Rd at speed. I wonder if there is any way double yellow lines could be installed just on each corner which hopefully would lead to better and safer visibility. I am generally in agreement with the introduction of double yellow lines in this area, particularly where parking currently restricts visibility and creates potential hazards. Improving sightlines for drivers exiting Kirkton Bank and ensuring safe access for the public would be a positive step.x I am writing to express my support for the proposed installation of double yellow lines at the corners of Kirkton Bank and Rullion Road. Over time, this area has developed into a significant safety concern, largely due to vehicles parking along the corners—including a van and a sizable commercial road sweeper—which has effectively created a chicane on Rullion Road. As a result, navigating this stretch has become increasingly challenging and hazardous. For instance, just last week I encountered a particularly alarming situation. As I was turning into Kirkton Bank, several cars were parked around the corner, and I was forced to perform an emergency stop when a young child unexpectedly dashed out of the garage at number 17 Rullion Road. This incident vividly highlights the urgent need for improved road safety measures in this location. Implementing double yellow lines would go a long way in preventing dangerous obstructions and ensuring a safer environment for all road users, particularly children and pedestrians. I urge you to move forward with this proposal to help address these pressing safety issues. I am in favour of this installation as the vehicles which now park on both sides of this junction caused great difficulty in safely exiting the street you have labelled as "Kirkton Bank" on the attached drawing. This opening in fact provides vehicular access to the Even numbers of Knightslaw Place (on the right as you drive up) and the lower half of Kirkton Bank. There is now a mechanical road sweeper parked on the top side which prevents a good view of any oncoming traffic hence forcing the driver to pull out further than is safe before being able to see. On the bottom side of the opening, residents on the left hand side of Rullion Road appear to want to park their car as close to their house as possible, ignoring The Highway Code" requirements and therefore often park with the front going over the double give way lines, again causing drivers to pull out further than they really should. I hope this proposal is adopted and the lines are installed as a matter of urgency Page 290 of 296
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I would also like to raise one other matter. The Access named Kirkton Bank on the attached drawing has recently been surfaced and a new "Keep Clear" marking installed at the dead end 'Turning Area'. This marking has been painted by "beginners" (there was no lining crew when I was at Fushie) and is in the incorrect place. I believe this should be in the centre of the turning area NOT against the kerb at the extreme end. Would it be possible to paint lines showing the extremities of the 'keep clear' area. We have had four ambulance visits here over the past few years, one of them for me and more importantly one of them blue light and none have been able to turn at this turning point due to parked cars. I would really appreciate your thoughts and help on this matter. I am happy to meet with someone to discuss if required. I look forward to hearing from you on this matter and with news on the yellow line proposal. Page 291 of 296
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Appendix E – (Attached) Photo of typical parking Page 292 of 296
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21 17 15 14 19 Kirkton Bank RULLION ROAD MIDLOTHIAN COUNCIL PLACE Road Safety &Policy DATE:- JUNE26 SCALE:-NTS DRAWN BY:-NG CHECKED BY:-DC Drg No.:- R5.3.191/01 DOUBLE YELLOW LINE RESTRICTIONS DOUBLE YELLOW LINE RESTRICTIONS RULLION ROAD,PENICUIK Reproduced by permission of Ordnance Survey on behalf of HMSO © Crown copyright and database right (2024) All rights reserved. Ordnance Survey Licence Number AC0000811376. Road Services Manager Fairfield House 8 Lothian Road Dalkeith, EH223AA Tel No. 0131 5615284 Appendix B: Site Plan Page 293 of 296
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Appendix E – (Attached) Photo of typical parking RULLION ROAD/KIRKTON BANK JUNCTION – visibility when exiting Kirkton Bank Page 295 of 296
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