Agenda Document Pack - Performance, Review and Scrutiny Committee - 10/06/2025
Midlothian Council · 10 June 2025
Back to Performance, Review and Scrutiny Committee — 10 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Notice of Meeting and Agenda Performance, Review and Scrutiny Committee Venue: Council Chambers/Hybrid, Midlothian House, Dalkeith, EH22 1DN Date: Tuesday, 10 June 2025 Time: 10:00 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 394
Page 2
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 Performance Review and Scrutiny Committee Meeting 25 March 2025, submitted for approval 5 - 18 4.2 Action Log 19 - 22 5 Public Reports 5.1 Inspection of Cuiken Primary School and Nursery, report by Education Chief Operating Officer 23 - 32 5.2 National Thematic Inspection of Local Authority approaches to supporting school improvement, report by Education Chief Operating Officer 33 - 106 5.3 Education Performance Report Quarter Four 2024/25, report by Education Chief Operating Officer 107 - 136 5.4 Children’s Services, Partnerships and Communities Performance Report Quarter Four 2024/25, report by Chief Officer Children's Services, Partnerships and Communities and Deputy Chief Social Worker 137 - 156 5.5 Adult Social Care Services Performance Report Quarter Four 2024/25, report by Head of Adult Services and Chief Social Work Officer 157 - 184 5.6 Inspection of Cherry Road Resource Centre, report by Head of Adult Services and Chief Social Work Officer 185 - 202 5.7 Highbank Intermediate Care Service Inspection Report, report by Head of Primary Care and Older People 203 - 214 5.8 Cowan Court Extra Care Housing Inspection Report, report by Head of Primary Care and Older People 215 - 224 Page 2 of 394
Page 3
5.9 Corporate Solutions Performance Report Quarter Four 2024/25, report by Chief Officer Corporate Solutions 225 - 284 5.10 Place Performance Report Quarter Four 2024/25, report by Chief Officer Place 285 - 336 5.11 Q4 24/25 and Annual Summary 24/25 Midlothian Council Performance Report and Balanced Scorecard Indicators Annual Report 2024/25, report by Chief Executive 337 - 394 6 Private Reports No items for discussion 7 Date of Next Meeting The next meeting will be held on Tuesday 16 September 2025. Page 3 of 394
Page 4
Page 4 of 394
Page 5
1-1 Minute of Meeting Cabinet 2024 Performance Review and Scrutiny Committee Tuesday 10 June 2025 Item No 4.1 No 4.1 Performance Review and Scrutiny Committee Date Time Venue Tuesday, 25 March 2025 11:00 am Council Chambers, Midlothian House, Buccleuch Street, Dalkeith and MS Teams Present: Councillor Milligan (Chair) Councillor Bowen Councillor Curran Councillor Drummond Councillor Imrie Councillor McEwan Councillor McCall Councillor Pottinger (virtual) Councillor Russell Councillor Smaill Councillor Winchester (virtual) In attendance: Councillor McKenzie (virtual) Dr Grace Vickers, Chief Executive Kevin Anderson, Executive Director Place Fiona Robertson, Executive Director Children, Young People & Partnerships Nick Clater, Head of Adult Services and Chief Social Work Officer Grace Cowan, Head of Primary Care and Older Peoples Services (virtual) Rebecca Hooton, Chief Officer Children’s Services, Partnerships and Communities. Deputy Chief Social Work Officer Saty Kaur, Chief Officer Corporate Solutions Derek Oliver, Chief Officer Place Michelle Strong, Education Chief Operating Officer Louise Middleton, Democratic Services Officer Nicola Thorburn, Democratic Services Officer Page 5 of 394
Page 6
1 Welcome, Introductions and Apologies The Chair welcomed everyone to the meeting of the Performance, Review and Scrutiny (PRS) Committee. Apologies were submitted from Councillor Virgo. 2 Order of Business The order of business was as detailed within the agenda. 3 Declarations of interest No declarations of interest were received. 4 Minutes of Previous Meetings 4.1 The minute of the meeting of Performance, Review and Scrutiny Committee held on the 26 November 2024 was submitted and approved as a correct record. The minute was moved by Councillor McCall and seconded by Councillor Imrie. 4.2 The Action Log was noted and Elected Members agreed that the items recommended for closure can be closed. 5. Reports Agenda No. Report Title Presented by: 5.1 Inspection of Newtongrange Primary School and Nursery Education Chief Operating Officer Outline of report and summary of discussion The Education Chief Operating Officer presented the report for noting, which details the outcome of the Education Scotland Inspection of Newtongrange Primary School and nursery class. Performance, Review and Scrutiny Committee is asked to: (i) Note the content of the 21 January 2025 inspection report. (ii) Congratulate the Headteacher, pupils, parents and staff of Newtongrange Primary School and Nursery on the key strengths highlighted in the report. The Chair thanked the Education Chief Operating Officer for the report and opened for questions. Elected Members passed on their congratulations and thanks to the Headteacher, teaching staff, pupils and families of Newtongrange Primary School and Nursery for their contributions. Page 6 of 394
Page 7
Decision Performance, Review and Scrutiny Committee noted the report and its recommendations. Agenda No. Report Title Presented by: 5.2 Attainment report for Broad, General Education phase (BGE) Education Chief Operating Officer Outline of report and summary of discussion The Education Chief Operating Officer presented the report for noting, which details the annual update on attainment for Midlothian’s dataset Achievement of Curriculum for Excellence Levels (ACEL) within the Broad General Education (BGE). This provides important indications of the achievement for our children and young people, at various stages from P1 to S3 and highlights the successes and challenges at various points, along with plans to address these and ultimately improve the outcomes for all our children and young people. Performance, Review and Scrutiny Committee is asked to note the strengths and areas for improvements of our children and young people's attainment in P1, P4, P7 and S3 as outlined in this report, and acknowledge the strategies adopted to address areas for continuous improvement outlined in this report. The Chair thanked the Education Chief Operating Officer for the report and opened for questions. The Chair noted that they had seen reports elsewhere advising that there has been a severe rise in pupils with Additional Support Needs (ASN) and asked, if when measuring attainment, there are different targets for those with ASN and those without. The Education Chief Operating Officer referred to an Audit Scotland Report which detailed a 768% increase in children with ASN. They added that they have seen a significant increase in Midlothian in terms of the 0-18 years population and the support required. The Education Chief Operating Officer advised that ASN is an umbrella term and covers a wide range of needs, many of which can be met in mainstream classes, however for others they need to attend specific provisions. The Scottish Government’s Achievement of Curriculum for Excellence Levels (ACEL) captures the attainment of children attending mainstream schools, and for those children with more complex needs there is less tracking of achievement levels and there is more focus on meeting milestones via the B Squared assessment software. The information contained in this report relates to children attending mainstream school, many of whom have additional support needs which are supported in mainstream classes. The Chair asked if the attainment gap will ever be closed if there are children being measured that have ASN who we are aware may not achieve the required levels from the outset. The Education Chief Operating Officer added that children with significant barriers to learning are supported through specialist provisions and they are not reflected Page 7 of 394
Page 8
in the data presented at this meeting as their individual milestones are tracked though B Squared. For the children with ASN that attend mainstream, the teacher and children are supported with additional staff to meet expected levels. ASN has increased across Scotland, and Midlothian need to meet the national average, if not better, and there is work ongoing to learn from neighbouring local authorities. Elected Members asked how Midlothian currently compares to neighbouring authorities and whether Midlothian has more children identified as having ASN. The Education Chief Operating Officer advised that Midlothian do have a higher percentage of children with ASN and there has been a sharp rise over the last few years, mainly due to migration from neighbouring local authorities to buy housing where there is a garden. It is becoming more challenging to meet the range of additional needs in one class and work is ongoing to support our school staff within terms of learning and more support. Decision Performance, Review and Scrutiny Committee noted the report and its recommendations. Agenda No. Report Title Presented by: 5.3 Education Performance Report Quarter Three 2024/25 Education Chief Operating Officer Outline of report and summary of discussion The Education Chief Operating Officer presented the report for noting, highlighting progress in the delivery of strategic outcomes, and the challenges and risks for Education and Communities, Lifelong Learning and Employability (CLLE) services. The Chair thanked the Education Chief Operating Officer for the report and opened for questions. Elected Members thanked the Education Chief Operating Officer for the information on the remedial action being taken to make improvements in Midlothian but added that there were still concerns over the exclusion rates. The report shows projections of the exclusion rate primary (per 100 pupils) to go down from 4.2 to 1 - Elected Members asked for comments on this reduction. The Education Chief Operating Officer added that, in an ideal world there would be no exclusions but that achievable targets must be set. There was a report published in 2023 call the Behaviours in Scottish Schools Report (BISSR) which highlighted that most children in schools behave well, are engaged in learning and do the right thing however there is a growing number of children who cannot maintain positive engagement in school for a variety of different reasons. The findings indicated that the deterioration of behaviour started before COVID-19, but COVID-19 has accelerated some of the behaviours that schools are now seeing. Schools continue to work hard and legally, and morally, the Education Authority has a duty to ensure we get it right for all learners but there will be times that, based on the safety of the individual and others in the building the hard decision to Page 8 of 394
Page 9
temporarily exclude someone from school must be taken. Following an exclusion, when it is time for the young person to return to school, the most important action is the debrief, in terms of finding the trigger for the event and what can be done differently to support that individual to maintain their presence in school. Depending on the severity of the event leading to the exclusion, sometimes there needs to be a partnership plan or meeting to determine who can contribute to the development of a new strategy for when the child returns to school. The exclusion period is a time for planning and to look at different ways to support the individual upon their return. The ambition will always be to reduce the number of exclusions because any learning days lost has a negative impact on that individual, but we also need to ensure schools are safe for all the children and the adults in the building. Elected Members asked about individuals who choose to leave secondary education at age 15-16 years. In particular where they may have been unable to achieve academic qualifications but would like to attend a further education establishment elsewhere and whether they will still be support from Midlothian Council’s Education Service up to age 18 years. The Education Chief Operating Officer advised that the ambition is to always have an open-door for Midlothian’s learners up until the age of 18 years. It is recognised that there is work to be done on the curriculum, so it meets the needs of everyone and allows individuals to stay on beyond the leaving age of 16 years old. The support will depend on individual circumstances. If the learner is going onto college or further education, they will be supported in a similar way to school and there will be a transition period to support the individual and daily contact. It is more challenging for the school to maintain daily contact if the young person is not in education every day but that does not mean that the door closes. There are lots of examples across Midlothian schools where pastoral staff continue to engage with young people who have started on a path that may not have gone as planned, and the school will continue to support any requirements for references or signposting. Ideally all learners would stay in school until age 18 as research has shown that the higher level of qualification leads to the higher level of earning later in life. It is recognised that the preference for some learners is to leave school at 16 years and schools are motivated to ensure leavers do so with the highest level of qualification they can. Councillor Smaill noted that his Party had suggested that it will help if pupils were able to leave school earlier, and that there was a debate on this topic to be had with other Parties. Decision Performance, Review and Scrutiny Committee noted the report and its recommendations. Page 9 of 394
Page 10
Agenda No. Report Title Presented by: 5.4 Children Services, Partnerships and Communities Performance Report Quarter Three 2024/25 Chief Officer Children’s Services, Partnerships and Communities Outline of report and summary of discussion The Chief Officer Children’s Services, Partnerships and Communities presented the report for noting, highlighting key achievements in the delivery of strategic outcomes, and the challenges and risks. The Chair thanked the Chief Officer Children’s Services, Partnerships and Communities for the report and opened for questions. The Chair raised the workforce challenges in terms of the ongoing reliance on locums and asked if there are any actions with the Scottish Government to ensure that there is an adequate supply of professional, qualified staff. The Chief Officer Children’s Services, Partnerships and Communities advised that wherever possible they reduce the use of locums but there is a need to strike a balance of using them short-term and maintaining continuity. Work is ongoing with Social Work Scotland in relation to workforce and how Social Worker levels they are sustained. There is a national shortage of experienced Social Workers and recently there has been an influx of newly qualified staff but that means a large proportion of the workforce with no significant experience. The Scottish Social Services Council (SSSC) are working to support the service by putting in a new workplace strategy in relation to development and support. Locally, the recruitment process and wording in adverts has been changed, and this is attracting more experienced Social Workers. In 2024, two of the locums in the service chose to apply for permanent roles with Midlothian Council, which has been a positive outcome of using agency workers. Elected Members asked about complaints against staff in Social Work and Education, whether they were prevalent and dealt with prudently, robustly and quickly as the process is daunting. The Chief Officer Children’s Services, Partnerships and Communities advised that the aim with any complaint is to deal with it as quickly as possible for the benefit of everyone involved. Children’s Services do not tend to have as many complaints as other areas but where they relate to staff, they often centre around a process that a family finds challenging, and there are parts of these processes that cannot be changed. In terms of communication, staff continue to ensure this is respectful and compassionate, but sometimes regardless of what is being said this will not be taken well and that is the nature of the work when discussing how people care for their children. The Education Chief Operating Officer added that the number of complaints in Education Services against staff has risen exponentially for a variety of different reasons and staff training has been carried out with teaching and support staff. When a complaint does come in, it is dealt with quickly and follows due process while being mindful of the impact any complaint has on those involved. Elected Members asked about the lottery funding for community initiatives and whether this was targeted or available for use across Midlothian. The Chief Officer Children’s Services, Partnerships and Communities advised that the funding for initiatives for neurodiverse developmental concerns was unsuccessful, and options for alternative funding are being considered. Page 10 of 394
Page 11
The Chair raised the Child and Adolescent Mental Health Services (CAHMS) waiting list and the work the National Health Service (NHS) is undertaking to reduce this. This has been a long-standing issue and previously staff have been moved from other areas to support, which has a knock-on impact. The Chair asked if there are any other ways to support this. The Chief Officer Children’s Services, Partnerships and Communities acknowledged that the aspiration from the NHS is good, and that the redesign looks positive, but it will take several years to come to fruition. The Chief Officer Children’s Services, Partnerships and Communities advised that teams are already trying to pick up those young people on the waiting list and look at the impact for them and their families in terms of how they engage in education and the community. Many of those children will be waiting on intervention or assessment from CAMHS or other services so work is ongoing to look at different support that can be provided earlier and not dependant on a diagnosis. The Getting it Right for Every Child (GIRFEC) Board also has a sub- group that relates to mental health looking at ways to better support young people and their families. The single point of access will hopefully speed up the process and support families while they wait on assessments. This will potentially be tested in one area of Midlothian to see how it works and what resource would be required to support. A proportion of the family wellbeing funding from the Scottish Government has been directed to working with families that have children who are neurodiverse. Decision Performance, Review and Scrutiny Committee noted the contents of the report. Agenda No. Report Title Presented by: 5.5 Adult Social Care Services Performance Report Quarter Three 2024/25 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 for noting, highlighting the key areas of progress in the delivery of strategic outcomes, the volume of people that they are working with and the challenges, and risks. For context, the Head of Adult Services and Chief Social Work Officer advised the following approximate numbers in Midlothian services; learning disability 400 people, 110 people with physical disabilities, 60 people subject to adult support and protection, 270 people engaged with justice services, and 300-350 people engaged with substance misuse services. This does not include all the services but hopes to give a snapshot of what the service covers out with care packages. The Head of Adult Services and Chief Social Work Officer advised that St Cuthberts Supported Living in Bonnyrigg has eight flats within the complex. This is for those with learning disabilities but who can move on, with support, into independent tenancies. Page 11 of 394
Page 12
The Head of Adult Services and Chief Social Work Officer thanked the Health and Social Care Partnership staff for their contribution over the winter period when it is always more challenging. The Chair thanked the Head of Adult Services and Chief Social Work Officer for the report and opened for questions. Elected Members asked about the Older People’s newsletter and whether anything could be done in collaboration with Midlothian Voluntary Action (MVA) and other partnerships in the voluntary sector to avoid any duplication of information. The Head of Adult Services and Chief Social Work Officer advised that they already produce the newsletter in conjunction with those partnerships, but they are happy to see what more can be done with MVA specifically. Decision Performance, Review and Scrutiny Committee noted the contents of the report. Agenda No. Report Title Presented by: 5.6 Place Performance Report Quarter Three 2024/25 Chief Officer Place Outline of report and summary of discussion The Chief Officer Place presented the report for noting and highlighted the important points including progress on the delivery of strategic outcomes, the challenges, and risks. The Chair thanked the Chief Officer Place for the report and opened for questions. Elected Members asked for a brief overview of the digital depot model. The Chief Officer Place advised that the digital in cab technology is going well and they have seen immediate success in terms of service delivery and cross-service working. Elected Members noted that an eviction notice, in relation to environmental health and tobacco seizures, had been issued and added that they approved of the approach when these situations are identified. The Chief Officer Place confirmed that they will use any regulatory means possible and work in partnership with Police Scotland and His Majesty’s Revenues and Customs (HMRC) to ensure all enforcement avenues are explored. Elected Members asked if Midlothian Council receive anything back from fines that are levied, as the Council have staff employed to target. The Chief Officer Place advised that fixed civil penalty notices which are imposed for more minor indiscretions would be retained by the local authority, and explained that the fixed penalties in this report are imposed by the Court, via the Procurator Fiscal and no monies come to Midlothian Council in relation to those criminal offences. Elected Members raised the lack of qualified Environmental Health and Food Safety Officers and added that they are pleased to see that the Council’s existing staff are being trained and asked if there were any opportunities to work with Queen Margaret University or other institutions who may have relevant courses of study. The Chief Officer Place advised that they explore various routes into the profession through working with the Royal Environmental Health Institute (REHIS) and there Page 12 of 394
Page 13
is also a Regulatory Officer Apprenticeship route into the profession, through Edinburgh College, at an entry level allowing experience to be built up. These routes are being looked at nationally and locally. Elected Members queried parking on pavements and how this is being enforced out with office hours. The Chief Officer Place advised that the number of fixed penalty notices in relation to pavement parking are reported to the Police, Fire and Rescue Board as part of the Protective Services update, but it does not breakdown if these were issued out with working hours, so they agreed to follow up and provide this level of detail. Elected Members passed on their congratulations to the Roads Teams on the amount of resurfacing that has been completed and asked if it was possible to share the programme of resurfacing work planned for streets more widely so Elected Members have the information to hand to share with constituents (what works, how long, when does it start). The Chief Officer Place advised that there is an Asset Management Plan however this can often be impacted by issues such as the weather, unplanned events etc, however agreed that this could be shared on Midlothian Council’s webpage. The Chief Officer Place added that Elected Members, Community Councils, Police Scotland and Scottish Fire Rescue Service do get notified of works and Temporary Traffic Restriction Orders (TTRO). Elected Members asked about the parking charges at Vogrie as there is still an honestly box in place, and why Midlothian Council is so behind the curve with taking electronic payments. The Chief Office Place confirmed that from the UK Shared Prosperity Fund, the new barrier has been purchased which will take electronic payment timeously, and this should be installed in the coming weeks. The Chair acknowledged the financial challenges of a growing Council and the need for everyone to work smarter to provide their services. They asked when Elected Members can expect to see a report regarding the plant purchased for Neighbourhood Services with details on what we can consider and what our neighbouring authorities are doing as some appear to be using their machinery 24 hours a day, 7 days per week. The Chief Officer Place advised that there is a lot of work ongoing to improve efficiencies with the current machinery within the current terms and conditions and there has been benchmarking activities and engagement with neighbouring authorities. The Chief Officer Place expects to be able to bring a report detailing where Midlothian Council currently are and some proposals for going forward as part of a transformational steps. Any tweaks to business are being picked up on an ongoing basis. Decision Performance, Review and Scrutiny Committee noted the contents of the report. Action Provide a breakdown of the fixed penalty notices for pavement parking and the time of day they were issued – Chief Officer Place. Page 13 of 394
Page 14
Provide details of the Asset Management Plan in relation to resurfacing works on Midlothian Council’s webpage to give visibility to Elected Members and constituents – Chief Officer Place. Provide a report on the use of machinery detailing the benchmarking activities, where Midlothian Council currently are and some proposals for going forward as part of a transformational steps – Chief Officer Place. Agenda No. Report Title Presented by: 5.7 Corporate Solutions Performance Report Quarter Three 2024/25 Chief Officer Corporate Solutions Outline of report and summary of discussion The Chief Officer Corporate Solutions presented the report for noting and highlighted the delivery of the outcomes against the Council’s strategic objectives, and the Transformation Blueprint progress. The Chair thanked the Chief Officer Corporate Solutions for the report and opened for questions. The Chief Officer Corporate Solutions picked up on the query from Elected Members earlier in the meeting in relation to an update on the Digital Depot and advised that In Cab technology had been launched into 30 vehicles for household waste with funding agreed at the Business Transformation Steering Group. The technology maps out routes and will eventually allow real time communication with customers and allows new routes to be added easily. The next phase will focus on trade waste (approximately 3 vehicles) and then this will contribute to the following phase which is recycling. Elected Members asked if the In Cab technology identifies the bin pull out services and assisted collections. The Chief Officer Corporate Solutions advised that it does, and this information is logged into their routes. Elected Members asked if when a waste collection shift ends early it would be possible to redirect the staff to litter picking. The Chief Officer Place advised that the routes are calculated in terms of the number of movements which includes the emptying and disposal at the end of a shift but added that operatives can be used for other means if required. It was noted that there is also the Neighbourhood Environmental Team in place to assist in other areas. Elected Members noted the receipt of a paper Council Tax bill this week and asked if this can be sent digitally. The Chief Officer Corporate Solutions advised that this is the last year paper bills will be issued and that there was a leaflet enclosed with the bill regarding e-billing, which is part of the Revenues Transformation Project. There will be an online portal where residents can update information in relation to house moves, request refunds, view payment plans, make extra payments and more. The Chief Officer Corporate Solutions advised that e-billing will go live for the 2026/27 Council Tax Year. Elected Members asked if the Near Me Programme is being used and if not, can this be promoted. The Chief Officer Corporate Solutions advised that they would circulate the latest information on usage and promote the programme more. Elected Members passed on their congratulations on the library report and asked if there was consideration given to having a presence on Tik Tok or Instagram. Page 14 of 394
Page 15
The Chief Officer Corporate Solutions advised that Midlothian Council is already on Instagram and that the library service is looking at different forms of social media platforms for engagement and agreed to ask the teams if Tik Tok was included in their plans. The Chair asked about the morality of Midlothian Council being active on social media platforms as they are aware of some other organisations and charities that have removed themselves. The Chief Officer Corporate Solutions added that they were not aware of any discussion about moving away from X but agreed to take this away and report back. Decision Performance, Review and Scrutiny Committee noted the contents of the report. Action Provide Elected Members with details on the usage of the Near Me Programme and plan more promotional activities – Chief Officer Corporate Solutions. Ask the Library Team looking at social media engagement whether Tik Tok has been considered in their plans - Chief Officer Corporate Solutions. Consider whether Midlothian Council should remain on social media platforms such as X and report back to PRS Committee – Chief Officer Corporate Solutions. Agenda No. Report Title Presented by: 5.8 Midlothian Council Performance Report Quarter Three 2024/25 Chief Executive Outline of report and summary of discussion The Chief Executive presented the report for noting which reflects a summary of the key service updates against the thematic areas of the Single Midlothian Plan. In Quarter Three there were 5 actions which were off target relating to audit, invoices and complaints, which were covered by the Chief Officers in their reports. The Chair thanked the Chief Executive for the report and opened it for any questions. No questions were submitted. Decision Performance, Review and Scrutiny Committee noted the contents of the report. Agenda No. Report Title Presented by: 5.9 Care at Home Inspection by Care Inspectorate 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 for noting which advises Cabinet of the outcome of the unannounced focussed inspection and the recommendations that will be included within the improvement plan. Page 15 of 394
Page 16
The Head of Adult Services and Chief Social Work Officer acknowledged the work of the staff and management team involved and gave particular thanks to Anthea Fraser, Interim Service Manager, as they have gone above and beyond their regular duties. Performance, Review and Scrutiny Committee is asked to note the outcome of the inspection for Care at Home (Registered name Domiciliary Care). The Chair thanked the Head of Adult Services and Chief Social Work Officer and opened for questions. Elected Members noted that the National Insurance increases had adversely affected the private sector in care work services and asked about the impact on the cost of employment for facilities directly owned by Midlothian Council. The Head of Adult Services and Chief Social Work Officer advised that as part of the recent Council budget, there is the National Insurance contributions and all the uplifts for staff passed over for internal services. This is not the case for National Insurance contributions for the Third Sector. There is a Midlothian Integration Joint Board (IJB) meeting later this week to set that budget and this will be raised as an issue as it is an additional pressure on Third Sector providers. It is estimated, based on staff numbers, that there will be a 2-3% increase in costs and work is ongoing to minimise that impact, but currently they are being asked to absorb that increase. The Chair and Elected Members added that the result of this inspection was fantastic and passed on their congratulations to those involved in delivering this level of complex care from home. Decision Performance, Review and Scrutiny Committee noted the contents of the report. Agenda No. Report Title Presented by: 5.10 Newbyres Care Home Inspection by Care Inspectorate 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 for noting and advised of the outcome of the unannounced focussed inspection and the recommendations that will be included within the improvement plan. To give context, the Head of Adult Services and Chief Social Work Officer noted that Newbyres Care Home are currently working with 48 beds out of the 60 available and this is due to the previously agreed reduction to bed base. Consideration on using the remaining 12 beds can be given when there is more resilience in the staff and leadership team. There is a new manager in place, and they were in post for around 6 months prior to this inspection. The Head of Adult Services and Chief Social Work acknowledged the work of the staff and management team involved and thanked them for their contribution. Page 16 of 394
Page 17
Performance, Review and Scrutiny Committee is asked to note the outcome of the inspection for Newbyres Village Care Home Service. The Chair thanked the Head of Adult Services and Chief Social Work Officer for the report and opened for any questions. Elected Members were glad to see a much better situation being reported and passed on their thanks for the manager and staff. The Chair added that while it is good to see an improvement, there needs to be an understanding of what needs done to achieve very good ratings, and maintaining that, at Newbyres Care Home. The Head of Adult Services and Chief Social Work Officer advised that the biggest issue continues to be staffing, and a lot of those challenges are related to the location. The new manager has a lot of private care home experience and has already had a positive impact. The Head of Adult Services and Chief Social Work Officer believes that the nursing input should be increased based on acuity, and frailty of residents. How this can be managed and funded is being looked at, as well as a further review of the management structure. There continues to be sickness absence challenges with staff and the Head of Adult Services and Chief Social Work Officer is working their way through these cases. There has also been a significant reduction in the agency staff spend over the last year which is good for continuity of care. If all staffing issues get resolved Newbyres will be in a better position. The Chair recalled an agreement from several years ago to put an additional £500k into Newbyres for additional nursing staff following a negative report and whether this had been changed since then. The Head of Adult Services and Chief Social Work Officer was not aware of this, and their understanding is that the staffing budget has not been reduced in the last 4 years and there is provision for 2 nurses, however it may have been before they were in post but would check this and report back to PRS. Elected Members recalled this decision may have been taken around 12 years ago by PRS Committee following a bad report. There is a lot of history but there only seems to be very small improvements and consideration may have to be given by the IJB to the fact that this system is just not working and has not worked for many years despite the hard work that the Newbyres Care Home team do. The Chair agreed and reiterated that this does not take away from the good work taken by the Newbyres Care Home team. Decision Performance, Review and Scrutiny Committee noted the contents of the report. Action Review staffing algorithm and impact of previous decision to put an additional £500k into Newbyres Care Home for additional nursing staff - Head of Adult Services and Chief Social Work Officer. Page 17 of 394
Page 18
6 Date of the Next Meeting The date of the next meeting was noted as Tuesday 10 June at 10:00am. The meeting ended at 12:52pm. Page 18 of 394
Page 19
PRS Committee Action Log Performance Review and Scrutiny Committee Tuesday 10 June 2025 Item No 4.2 Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 1 19/03/2024 5.3 Corporate Solutions Q3 Performance Report 2023/24 Information on how Midlothian library membership figures compare to other Local Authorities Chief Officer Corporate Solutions June 2024 Recommend for closure Figures can be reviewed as live data via the insight tool online: Community Planning Insights Tool - The Scottish Library and Information Council 2 26/11/2024 5.3 Children Services, Partnerships and Communities Performance Report Quarter Two 2024/25 Provide an update on progress with the asylum-seeking children and adults following the changes from the Scottish Government. The Head of Adult Services and Chief Social Work/ The Chief Officer Children’s Services, Partnerships and Communities February 2025 A meeting was held in January to begin this work, and the Working Group was established under the leadership of the Head of Children’s Services. Discussions regarding where this fits with Community Planning. Page 19 of 394
Page 20
Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 3 26/11/2024 5.5 Place Performance Report Quarter Two 2024/25 Provide details on the turnover of the existing social housing stock and complete a comparison to other local authorities. Chief Officer Place February 2025 4 25/03/2025 5.6 Place Performance Report Quarter Three 2024/25 Provide a breakdown of the fixed penalty notices for pavement parking and the time of day they were issued. Chief Officer Place TBC 5 25/03/2025 5.6 Place Performance Report Quarter Three 2024/25 Provide details of the Asset Management Plan in relation to resurfacing works on Midlothian Council’s webpage to give visibility to Elected Members and Constituents. Chief Officer Place TBC 6 25/03/2025 5.6 Place Performance Report Quarter Three 2024/25 Provide a report detailing the benchmarking activities, where Midlothian Council currently are and some proposals for going forward as part of a transformational steps. Chief Officer Place TBC Page 20 of 394
Page 21
Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 7 25/03/2025 5.7 Corporate Solutions Performance Report Quarter Three 2024/25 Provide Elected Members with details on the usage of the Near Me Programme and plan more promotional activities. Chief Officer Corporate Solutions TBC Recommend for closure No use of Near Me since introduced however work will continue to promote through Midlothian communications channels. 8 25/03/2025 5.7 Corporate Solutions Performance Report Quarter Three 2024/25 Ask the Library Team looking at social media engagement whether Tik Tok has been considered in their plans. Chief Officer Corporate Solutions TBC Recommend for closure The Communications Service is reviewing the social media strategy to include different platforms including the below query on the use of X. 9 25/03/2025 5.7 Corporate Solutions Performance Report Quarter Three 2024/25 Consider whether Midlothian Council should remain on social media platforms such as X and report back to PRS Committee Chief Officer Corporate Solutions TBC Recommend for closure The Communications Service is reviewing the social media strategy to include different platforms including the below query on the use of X. 10 25/03/2025 5.10 Newbyres Care Home Inspection by Care Inspectorate Review staffing algorithm and impact of previous decision to put an additional £500k into Newbyres Care Home for additional nursing staff. Head of Adult Services and Chief Social Work Officer TBC Page 21 of 394
Page 22
Page 22 of 394
Page 23
Performance Review and Scrutiny Committee Tuesday 10 June 2025 Item No 5.1 Inspection of Cuiken Primary School and Nursery Report by Michelle Strong, Education Chief Operating Officer Report for Information 1 Recommendations Performance Review and Scrutiny Committee is requested to: (i) Note the content of the 29 April 2025 inspection report. (ii) Congratulate the headteacher, pupils, parents and staff connected with Cuiken Primary School, ASN Provision (Unit) and nursery, on the key strengths highlighted in the report. 2 Purpose of Report/Executive Summary The report outlines the outcome of the Education Scotland inspection of Cuiken Primary School, ASN Provision (Unit) and nursery. 28 April 2025 Report Contact: Julie Fox, Quality Improvement Manager Julie.Fox@midlothian.gov.uk Page 23 of 394
Page 24
3 Background/Main Body of Report 3.1 In February 2025, a team of inspectors from Education Scotland visited Cuiken Primary School, ASN Provision (Unit) and their nursery setting. The report was published on 29 April 2025 and is now available on https://education.gov.scot/ This is also attached as Appendix B. 3.2 Education Scotland is responsible for inspecting education settings throughout Scotland. This inspection was a short model using core quality indicators from How Good is Our School? and How Good is our Early Learning and Childcare? and evaluations were as below; School and ASN Provision (unit) QI 2.3 Learning, teaching and assessment evaluated as Satisfactory QI 3.2 Raising attainment and achievement evaluated as Satisfactory Nursery QI 2.3 Learning, teaching and assessment evaluated as Good QI 3.2 Securing children’s progress evaluated as Good 3.3 Strengths The strengths identified in the Education Scotland report are: The newly-appointed headteacher has focused rightly on improving the quality of learning and teaching across the school and ASN unit. She has implemented guidance, which is supporting staff effectively to develop a consistent approach to planning at all stages. Staff foster positive relationships with all children. This promotes the supportive ethos across the school, unit and nursery. Children have a strong sense of belonging to the ‘Cuiken Family’ as a result. Children are making good progress in writing at first level. They show strong technical skills and write interesting texts for the reader. In the nursery, practitioners’ interactions are highly responsive and meet children’s needs well. 3.4 Areas for Improvement The main areas for improvement are: In the unit, teachers need to plan learning experiences that take greater account of children’s individual strengths and barriers to learning. They need to improve their approaches to learning to ensure lessons engage all children more effectively and build appropriately on what children can already do. In the school, teachers need to raise their expectations of what children can do. They should use assessment information better to plan lessons with increased pace and challenge. This should support teachers to continue to increase the progress children make to improve children’s attainment in literacy and numeracy. Page 24 of 394
Page 25
In the nursery, practitioners should improve further the quality of their observations. This should help them plan experiences with a clearer focus on the skills they want children to learn. 3.5 Conclusion Education Scotland inspectors concluded that they were confident that the school has the capacity to continue to improve and will make no more visits in connection with the school and nursery. They have requested that Midlothian Council reports on progress on the unit to address the agreed areas for improvement within one year of the publication of this letter. Taking account of the progress report, Education Scotland inspectors will then decide whether further engagement with the unit is required. The setting’s Quality Improvement Manager will continue to monitor improvement in the school and nursery through the quality improvement process and delivery of the school’s quality improvement plan. The Quality Improvement Manager ASN will work with the unit, monitor and track improvements and provide a report to inspectors in a year’s time. Midlothian Council will also inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. 4. Report Implications 4.1 Resource There are no resource implications. 4.2 Digital There are no Digital implications. 4.3 Risk Education Scotland’s team of Inspectors visit a sample of education settings every year to find out how they are performing. A report is published which informs parents about the key strengths of the setting and its capacity for further improvement. Page 25 of 394
Page 26
Following the publication of the report further visits may be made to the setting, by the Education Authority to assist improvement and monitor progress. Monitoring, review and evaluation of progress by central officers in the Education Team is the control measure in place to reduce the risk of failure of settings to demonstrate their capacity to improve. 4.4 Ensuring Equalities The School Improvement Plan will be screened for equalities implications. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B –Report 04 Midlothian Council - Cuiken Pri Page 26 of 394
Page 27
APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan • 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 A link to the published report has been made available to Elected Members, parents of children currently attending Cuiken Primary School and other interested parties. A.6 Impact on Performance and Outcomes The setting will continue to improve its work in line with the school improvement plan and central officers in the Education Team will continue to challenge and support the setting in relation to developing and implementing a range of quality improvement strategies. Page 27 of 394
Page 28
A.7 Adopting a Preventative Approach The Education (Scotland) Bill 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 is highly committed to closing the poverty related attainment gap. A.8 Supporting Sustainable Development The School Improvement Plan allows for sustainable development and improvement. Page 28 of 394
Page 29
1 | Cuiken Primary School and Nursery Class, Midlothian Council, 5545021 © Crown Copyright 29 April 2025 Dear Parent/Carer In February 2025, a team of inspectors from Education Scotland visited Cuiken Primary School and Nursery Class. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. The inspection team found the following strengths in the school’s work. • The newly-appointed headteacher has focused rightly on improving the quality of learning and teaching across the school and unit. She has implemented guidance, which is supporting staff effectively to develop a consistent approach to planning at all stages. • Staff foster positive relationships with all children. This promotes the supportive ethos across the school, unit and nursery. Children have a strong sense of belonging to the ‘Cuiken Family’ as a result. • Children are making good progress in writing at first level. They show strong technical skills and write interesting texts for the reader. • In the nursery, practitioners’ interactions are highly responsive and meet children’s needs well. The following areas for improvement were identified and discussed with the headteacher and a representative from Midlothian Council. • In the unit, teachers need to plan learning experiences that take greater account of children’s individual strengths and barriers to learning. They need to improve their approaches to learning to ensure lessons engage all children more effectively and build appropriately on what children can already do. • In the school, teachers need to raise their expectations of what children can do. They should use assessment information better to plan lessons with increased pace and challenge. This should support teachers to continue to increase the progress children make to improve children’s attainment in literacy and numeracy. • In the nursery, practitioners should improve further the quality of their observations. This should help them plan experiences with a clearer focus on the skills they want children to learn. Page 29 of 394
Page 30
© Crown Copyright We gathered evidence to enable us to evaluate the school’s work using quality indicators from How good is our school? (4th edition) and How good is our early learning and childcare?. Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Cuiken Primary School and Nursery Class Quality indicators for the primary school Evaluation Learning, teaching and assessment satisfactory Raising attainment and achievement satisfactory Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale Quality indicators for the nursery class Evaluation Learning, teaching and assessment good Securing children’s progress good Descriptions of the evaluations are available from: How good is our early learning and childcare? Appendix 1: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Cuiken Primary School | Inspection Report | Education Scotland 2 | Cuiken Primary School and Nursery Class, Midlothian Council, 5545021 Page 30 of 394
Page 31
© Crown Copyright What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with the school and nursery. We will ask Midlothian Council for a report on progress on the unit with the agreed areas for improvement within one year of the publication of this letter. Taking account of the progress report, we will then decide whether further engagement with the unit is required. This may involve another inspection visit. Midlothian Council will also write to you detailing the improvements the school has made and outlining any further action that we intend to take, as agreed with Midlothian Council. Gillian Frew HM Inspector 3 | Cuiken Primary School and Nursery Class, Midlothian Council, 5545021 Page 31 of 394
Page 32
Page 32 of 394
Page 33
National Thematic Inspection of local authority approaches to supporting school improvement Report by Michelle Strong, Education Chief Operating Officer Report for Information 1 Recommendations Performance Review and Scrutiny Committee are requested to: i) note the inspection findings and endorse the next steps for Midlothian Education service. ii) acknowledge the ongoing commitment of staff to improving the quality of education in Midlothian. 2 Purpose of Report/Executive Summary This report outlines the national thematic inspection that took place across Scotland last autumn and details the specific findings for Midlothian education service. The report details the recommended next steps to strengthen the support provided to schools and the action taken in relation to these recommendations. 28 April 2025 Report Contact: Michelle Strong, Education Chief Operating Officer Michelle.Strong@midlothian.gov.uk Performance Review and Scrutiny Committee Tuesday 10 June 2025 Item No 5.2 Page 33 of 394
Page 34
3 Background 3.1 In June 2024 His Majesty’s Chief Inspector announced a national thematic inspection of local authorities in Scotland. The focus of the inspection was on how local authorities support schools to improve the quality of education through: • planning and reporting • self-evaluation and quality assurance • professional learning • universal and targeted support 3.2 Midlothian inspection: A team of inspectors visited Midlothian on 28-31 October 2024. A range of evidence was gathered through presentations, documentation and meeting with focus groups. Inspectors met with senior central leaders, local authority officers, parents/carers, headteachers, teachers, trade unions and elected members. Verbal feedback was provided on Friday 1 November 2024 and the final report was issued on 11 March 2025. Midlothian Findings: Overall, the inspection findings were positive and highlighted that Midlothian education service; • Has a clear vision for the service and clarity about how this will be achieved. • Provides clear and effective advice and guidance to support school improvement. • Promotes collaborative development of policy such as QI processes and frameworks. • Has clear expectations for Standards & Quality reporting and improvement planning, leading to greater consistency and coherence. • Provides appropriate and proportionate support to schools. • Demonstrates effective use of data across the system which informs decision making. • Promotes empowerment and enablement of school leaders through forums such as the EEG. • Regularly and rigorously evaluates the quality of school performance. • Has a clear strategy for schools to allow parents to fully participate in school life and improvement. • Provides a range of useful opportunities for staff through the professional learning academy. • Makes effective use of digital technologies in the classroom. • Provides bespoke and targeted support to schools and groups of staff through the Raising attainment team. • Has a wide range of networks to support professional learning, dialogue and sharing of practice. • Has a well planned and supportive programme for new teachers. • Looks beyond Scotland for innovative approaches and professional learning opportunities. Page 34 of 394
Page 35
• Promotes partnership working with services who support children, young people and families. • Has effective universal and targeted support to schools. • Has a risk and capacity register that supports decisions around a school’s capacity for improvement. • Has effective supports for new headteachers. • Has strong and effective networks at LA, cluster and school level. Recommendations for Midlothian: HMI recognised the significant changes that the service has experienced since 2019 and validated the improvements made so far. They recommended that Midlothian education service: • Continue with plans to fully evidence the impact QI is having on overall attainment. • Continue to support the development of central staff to provide consistent levels of support and rigorous challenge. • Continue to increase the voice of learners in authority-wide improvements. • Continue to develop and sustain data literacy among headteachers and school staff. • Continue to grow the UNCRC pupil parliament. • Continue to build on parental participation in self-evaluation and QA. • Continue with plans to increase participation in PL. • Continue with plans to develop the second phase of the PL strategy. • Continue to plan skill-based PL for existing headteachers. • Continue to work with secondary schools on attendance and exclusions. • Continue to work to ensure consistency of approaches across all ASGs. • Use Associate Assessors (HMI trained HTs/officers) as a strategic resource. • Share with schools how we use performance indicators to categorise need. 3.3 National findings During September / October 2024, all 32 local authorities were inspected by HMI. A summary of the findings from across Scotland was published on 12 March 2025. This report highlighted: • the crucial role that local authorities play in supporting schools to deliver high- quality education and ensuring all children achieve their potential. • the commitment of local authorities to improving the quality of education for all learners. • that most local authorities have established clear frameworks and processes. • that collaborative approaches are a notable strength. • the reduced capacity of local authorities to support schools due to ongoing fiscal challenges. Page 35 of 394
Page 36
The national report made the following recommendations: • Ensure that all schools receive high-quality, consistent support through robust universal provision. This should reduce variability within and across local authorities and secure equitable outcomes for learners. • For schools requiring targeted support, implement robust action planning, monitoring and accountability. This is essential to ensure that necessary improvements for learners are secured at pace. • Prioritise leadership development for middle leaders, particularly in secondary schools, where improvement outcomes are less consistent, with a focus on the principles of self-evaluation for self-improvement. • Establish a national professional learning programme for local authority central officers. This will help to build capacity and professional knowledge in school improvement and effective support and challenge practices. • Develop flexible models of support that address the specific needs of rural, remote, and island schools. • Embed local authority collaborative approaches to foster collective accountability for school improvement, ensuring these are consistently grounded in robust self- evaluation, and lead to accurate understanding of individual and collective improvement priorities. • Improve the strategic use of data at both local authority and school levels. This includes developing staff capacity to interpret data effectively and use data-driven insights to inform self-evaluation, improvement planning, and resource allocation. 3.4 Next Steps for Midlothian: Following the verbal feedback from HMI on 1 November 2024, officers have progressed the recommendations given almost all were already included within our current improvement plan. A professional learning (PL) strategy has been developed and will form the backbone for PL delivery in 2025/26. There is a much stronger focus on leadership development for key roles such as middle leaders and headteachers. Tracking participation has been built into the new arrangements. Plans for a pupil parliament are progressing well and will help us to meet our UNCRC duties as well as strengthen how pupils inform decision-making across Midlothian. The Education Executive Group (EEG) are exploring how we further empower Associated School Groups (ASGs) to share resources, responsibility and accountability for learners from 3-18. Midlothian officers have reflected on the national report and the practice examples included within the report and some learning visits to other local authorities will be arranged in the summer term. MLC are working with national partners on training for central officers and middle leaders. We continue to work with external partners on strengthening our support for schools relating to attendance and exclusions. Page 36 of 394
Page 37
4 Report Implications 4.1 Resource Not applicable 4.2 Digital Not applicable 4.3 Risk Not applicable 4.4 Ensuring Equalities (if required a separate IIA must be completed) Not applicable 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 37 of 394
Page 38
APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Reducing inequality and improving outcomes for children and young people 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 Ensuring efficient and effective use of resources to maximise impact on improving outcomes for children and young people. A.5 Involving Communities and Other Stakeholders Not applicable A.6 Impact on Performance and Outcomes Ensuring effective support to schools to promote improvement and quality education for all children and young people. A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Not applicable Page 38 of 394
Page 39
Page 39 of 394
Page 40
Page 40 of 394
Page 41
Local authority approaches to supporting school improvement A national thematic inspection report from His Majesty’s Inspectors of Education 12 March 2025 Page 41 of 394
Page 42
Contents Foreword ................................................................................................................................ 3 Overview ................................................................................................................................ 5 Methodology .......................................................................................................................... 6 Main findings and summary messages .................................................................................. 8 Recommendations ............................................................................................................... 10 Supporting effective improvement planning and standards and quality reporting ................ 11 Supporting improvement through self-evaluation and quality assurance ............................. 15 Supporting schools to improve the quality of education through professional learning ........ 20 Delivering universal support and challenge for all schools, and/or targeted support for specific schools to improve the quality of education ............................................................ 26 Conclusion ........................................................................................................................... 32 Appendix: Questionnaire analysis ........................................................................................ 34 Page 42 of 394
Page 43
Foreword I am pleased to present this national thematic inspection report on how local authorities in Scotland support school improvement. This report reflects insights gathered from all 32 local authorities, offering a comprehensive overview of the strengths, challenges, and opportunities within our education system. Local authorities play a pivotal role in supporting schools to improve the quality of education. This report highlights how they undertake this critical work, focusing on self-evaluation, improvement planning, quality assurance, professional learning, and the delivery of both universal and targeted support to schools. Across Scotland, there is much to commend. We have seen strong examples of strategic leadership, robust data-driven self-evaluation, and collaborative cultures where schools and local authorities work together to improve outcomes for children and young people. Positive relationships, grounded in professional trust and respect, underpin many of these successes. In particular, effective leadership at all levels – central officers, school leaders, and middle leaders – emerges as a powerful driver for sustainable improvement. However, the report also identifies areas where improvement is needed. There is notable variability in the consistency and quality of support provided to schools, both within and across local authorities. The effectiveness of self-evaluation processes requires strengthening, to maximise the progress of children and young people. Strengthening leadership development at all levels is essential for building capacity for continuous improvement. The fiscal challenges facing all local authorities are significant. Financial constraints and the geographical realities of rural and island communities create barriers to consistent support and professional learning opportunities. The rural and remote contexts of a third of Scotland’s local authorities present unique challenges, including attracting and retaining high-quality staff and ensuring consistent in-person engagement with schools. Addressing these challenges requires system-wide collaboration. Despite these pressures, many local authorities are cultivating a culture of excellence and enhanced accountability. Where this culture thrives, there is a strong, collective responsibility to support every child and young person to achieve, regardless of which school they attend. This should be our shared ambition. Another notable strength is the high-quality professional learning available to teachers, supported through a variety of courses, programmes, networks, and coaching approaches. However, there is a gap in comprehensive professional learning for central officers in local authorities – an area that must be addressed to ensure that they are equipped to lead and support improvement effectively. I would like to acknowledge the work of the Association of Directors of Education in Scotland (ADES) in developing a framework for self-evaluation. This represents an important step towards strengthening the capacity of local authorities to reflect on their performance and secure improvement. Complementing this, our work to develop a framework for inspecting local authorities will provide an essential external perspective. It offers opportunities to strengthen partnerships and support continuous improvement to ensure that efforts are delivering the best outcomes for Scotland’s learners. The learning from this national thematic inspection will directly inform the development of that framework. Page 43 of 394
Page 44
I am grateful to all those who contributed to this thematic inspection, including local authority officers, school leaders, elected members, teachers, professional associations, and parents. Their openness and commitment to improvement are evident throughout this report. Ultimately, this report reinforces a shared ambition: to ensure that all of Scotland’s children and young people benefit from an education system that is inclusive, equitable, and of the highest quality. Together, through continuous reflection, leadership, and collaborative practice, we can achieve this goal – ensuring that every learner thrives in a system committed to their success. Janie McManus His Majesty's Chief Inspector of Education Page 44 of 394
Page 45
Overview In June 2024, His Majesty’s Chief Inspector of Education announced a national thematic inspection of local authorities in Scotland. The focus of this thematic inspection was how local authorities support schools to improve. This inspection provides a timely opportunity to reflect on strengths, challenges, and opportunities for ensuring high-quality education for all learners. This national thematic inspection enabled HM Inspectors to explore current priorities for improving school performance across all 32 local authorities in Scotland. We learned what is working well and heard about challenges that local authorities encounter and improvements that need to be addressed to ensure effectiveness across Scotland. Through the national thematic, HM Inspectors gathered evidence on the following themes: • How local authorities support schools to improve the quality of education through implementing effective improvement planning and standards and quality reporting • How local authorities support schools to improve the quality of education through self- evaluation and quality assurance • How local authorities support schools to improve the quality of education through professional learning • How local authorities deliver universal support and challenge for all schools, and targeted support for specific schools to improve the quality of education. Terms of quantity The following standard terms of quantity are used: All 100% Almost all 91%-99% Most 75%-90% Majority 50%-74% Minority/less than half 15%-49% A few less than 15% Page 45 of 394
Page 46
Methodology Visits to local authorities took place between September and November 2024. During the visits, inspection teams met with senior officers and central teams in local authorities to hear about local priorities and approaches to quality assurance and school improvement. HM Inspectors also met with focus groups of headteachers and school leaders, teachers, representatives of professional associations, elected members and chairs of Parent Councils. At the planning stages of these inspections, HM Inspectors recognised the need for flexibility in our approach to meetings so that we could engage with a range of stakeholders who might not be able to travel to a central venue due to location and/or other commitments. We therefore held some meetings and focus groups using a hybrid approach, with some participants joining online and some in person. Who we spoke to As part of our approaches to gathering a range of evidence, we captured the views of headteachers and local authority staff who support improvement through a pre-inspection online questionnaire. Local authority senior leaders Local authority officers Headteachers Teachers Trade union representatives Parents Elected members Total 150 436 635 479 111 144 126 Questionnaire responses We received responses from: • 1,328 headteachers • 485 local authority staff The responses to these questionnaires can be found in the appendix. Page 46 of 394
Page 47
Methodology key facts graphic Page 47 of 394
Page 48
Main findings and summary messages This summary highlights the overarching strengths and areas for further improvement. More detail is contained in the subsequent sections of the report. Supporting effective improvement planning and standards and quality reporting All local authorities provide guidance for self-evaluation, improvement planning, and standards and quality reporting, often using standard templates, exemplars, and timelines. This is most effective when local authorities’ strategic frameworks align school improvement approaches with broader visions for quality improvement in education. In a few local authorities, more work is needed to ensure rigorous evaluation and alignment between local authority and school priorities. Most authorities equip headteachers with a range of useful data (e.g. on attendance and attainment) for self-evaluation and benchmarking. A majority of local authorities should moderate the work of central teams to ensure consistent quality. Some school leaders perceive inequity in the support levels they receive. In most authorities, headteachers are engaged in worthwhile processes to collaborate and share practice, often within clusters. They help to improve quality assurance and self- evaluation approaches. For many authorities, a next step is to fully evaluate the impact of cluster improvement initiatives. Most authorities analyse school self-evaluation and improvement planning processes to inform local priorities, professional learning needs, and to identify targeted support for individual schools. Across authorities, school leaders, including middle leaders, need more support with evaluative writing and evidence-based self-evaluation. For a minority of authorities, challenges exist in demonstrating how self-evaluation informs broader strategic decisions. In a few authorities, collaborative governance structures help some headteachers shape local policies and enhance partnerships. This is practice worthy of sharing more widely. Most authorities actively involve their key stakeholders in aspects of improving policy and planning. Hybrid engagement methods developed during the pandemic continue in many areas, while some forums are being reinstated. Budget cuts and fiscal challenges are a shared concern among all local authorities and school leaders. Supporting schools to improve the quality of education through self-evaluation and quality assurance Most local authorities have well established and well understood systems in place to evaluate and monitor the performance and quality of education in schools, but they are not always effective. The majority of authorities should continue to develop robust ways to evaluate the effectiveness of their school improvement strategies. A minority of local authorities need to moderate more closely the input of central teams to ensure consistency of approach. Page 48 of 394
Page 49
A few local authorities have identified the need to strengthen their systems and approaches to evaluating school performance. This is important to ensure that local authority leaders and officers have an accurate overview of the strengths and areas for improvement across their schools. This will help to ensure there is equitable, targeted support for those schools that need to improve, and that effective practice can be shared more widely. In a minority of local authorities, strategic approaches are demonstrably improving attainment and standards in learning, teaching, and assessment in primary schools, but much less so in secondary schools. In most authorities, there is a need to revisit the principles of self-evaluation for improvement, so that this is well understood by school leaders and staff at all levels, particularly in secondary schools. A few local authorities have developed an effective system leadership approach across their schools. Many more local authorities are working towards this. Where this approach is effective, school leaders and their staff teams provide robust challenge and support to one another. They collaborate and share practice and feel empowered to lead and drive educational change. Building capacity within school teams in using robust, data-driven self- evaluation, strengthened by peer moderation, can help all local authorities to continue to raise standards and produce better outcomes for all children and young people, despite diminishing budgets and numbers of officers in central teams. Supporting schools to improve the quality of education through professional learning All local authorities provide a programme of universally accessible professional learning opportunities for leaders and staff in schools. In a few local authorities, the variability in uptake and engagement in professional learning across schools should be addressed. Most local authorities have well-established or improving professional learning strategies in place. These professional learning programmes are comprehensive and well-informed by national policy, and school and local priorities. Central teams use the expertise available from national organisations and a range of partners to enhance their professional learning offer. This includes, in a few authorities, the strong contribution being made by Educational Psychological Services teams. Almost all local authorities actively encourage and promote the sharing of effective practice among schools and build opportunities for this into meetings and networks. Collaborative working, based on positive relationships and mutual trust, is central to developing the skills and knowledge of staff at all levels. Staff engagement in network groups is customary practice in almost all local authorities. Most local authorities provide well established leadership learning programmes for current and aspiring school leaders. This includes national leadership programmes and locally developed offers. Local authority leaders use this strategy increasingly effectively to improve their ability to recruit and retain school leaders from within their own workforce. Across Scotland, there is a need to continue to develop high-quality leadership learning approaches, focused on self-evaluation, for middle leaders. A quarter of local authorities need to develop more rigorous and consistent approaches to evaluating the impact of their professional learning strategies. This should include monitoring the effectiveness of professional learning on improving the quality of learning and teaching and raising attainment, particularly in the secondary sector. In rural local authorities, geographical context and financial pressures make staff engagement in a broad range of professional learning activities challenging. Central teams Page 49 of 394
Page 50
and staff in schools welcome and devise creative digital solutions to address these barriers. Teachers of Gàidhlig contribute significantly to the work of central teams in a few local authorities. They often have enhanced roles for Gàidhlig Medium Education, beyond their own school. Delivering universal support and challenge for all schools, and/or targeted support for specific schools to improve the quality of education All local authorities have a framework in place to support improvement in their schools. In most local authorities, these frameworks are clear, well-established, and embedded in practice. A few local authorities have recently reviewed their frameworks to make improvements or are in the process of doing so. Almost all local authorities have effective systems and processes in place to identify and organise appropriate levels of support and challenge to individual schools. Most local authorities provide clear advice and strong support to all schools to help them make improvements. In a few local authorities, these processes lack the rigour and consistency to secure improvement. Local authority officers play a key role in the monitoring of school performance, identifying risk and supporting change and improvement. Most local authorities have an accurate understanding of the individual performance of all schools. Almost all local authorities use an evidence-based approach to identify schools that require targeted support. In the majority of local authorities, these approaches are well-established and effective. A few local authorities recognise the need to increase the robustness of the procedures they use to identify schools requiring targeted support. In around half of local authorities, schools receiving targeted or intensive support have clear action plans against which progress can be robustly measured. This is a common area for further development across local authorities. Local authorities with a high number of rural, remote and island schools face significant challenges in maintaining regular, in-person contact between all schools and central officers. Recommendations • Ensure that all schools receive high-quality, consistent support through robust universal provision. This should reduce variability within and across local authorities and secure equitable outcomes for learners. • For schools requiring targeted support, implement robust action planning, monitoring and accountability. This is essential to ensure that necessary improvements for learners are secured at pace. • Prioritise leadership development for middle leaders, particularly in secondary schools, where improvement outcomes are less consistent, with a focus on the principles of self- evaluation for self-improvement. Page 50 of 394
Page 51
• Establish a national professional learning programme for local authority central officers. This will help to build capacity and professional knowledge in school improvement and effective support and challenge practices. • Develop flexible models of support that address the specific needs of rural, remote, and island schools. • Embed local authority collaborative approaches to foster collective accountability for school improvement, ensuring these are consistently grounded in robust self-evaluation, and lead to accurate understanding of individual and collective improvement priorities. • Improve the strategic use of data at both local authority and school levels. This includes developing staff capacity to interpret data effectively and use data-driven insights to inform self-evaluation, improvement planning, and resource allocation. Supporting effective improvement planning and standards and quality reporting All local authorities provide schools with guidance on self-evaluation, improvement planning and standards and quality reporting. This usually includes standardised templates for school leaders to use, exemplars of good practice and timescales for completion. Most local authorities provide comprehensive guidance and advice that is embedded in a strategic quality improvement framework, which sets out a wider vision for school improvement. In these authorities, central officers know their schools very well and have a clear understanding of each school’s strengths, challenges, and improvement needs. In improvement plans, headteachers are required to highlight how they will address local priorities as well as their own school’s needs. In most local authorities, officers provide headteachers with a range of data and performance information to inform their self-evaluation processes. This includes data on attendance, attainment and positive destinations at local authority, cluster, and school levels and for virtual comparators. Headteachers report that this data helps them to evaluate and benchmark their own school’s performance and to identify appropriate improvement priorities for their school. In a minority of local authorities, officers recognise that school leaders would benefit from further support in evaluating school performance more rigorously against national standards and local frameworks. At school level, improvement planning processes do not always lead to better outcomes quickly enough. School staff are not always clear about how local authority priorities align with individual school priorities. Education officers provide all headteachers with evaluative written feedback on draft school improvement plans and standards and quality reports in most local authorities. Where practice is most effective, central teams moderate the quality of this feedback to ensure consistency in the approach they are taking. This is a next step for a minority of local authorities. Some school leaders do not always feel that there is equity and the same level of rigour across central teams. A few local authorities take a digital approach to reporting to stakeholders on standards and quality. All the schools in these local authorities produce standards and quality reports as interactive, digital publications, rather than paper-based documents. Headteachers report that parents, staff, and learners have welcomed this more dynamic and inclusive reporting Page 51 of 394
Page 52
style. Teachers and learners contribute to the standards and quality report through videos, podcasts, and photographs. As a result, wider school communities are now actively engaged in school improvement planning processes. They are involved in identifying and celebrating successes and in highlighting next steps. Headteachers and staff report that this consistent approach is helping to develop a clear cycle of improvement planning and reporting on standards across school teams. Involvement of school leaders Almost all local authorities involve headteachers in reviewing and refreshing approaches to improvement planning and standards and quality reporting. This includes through surveys, working groups and through regular headteacher meetings. Almost all local authorities support their headteachers to work collaboratively in clusters, trios, or quads to lead common areas of improvement. Local authorities share attainment and other data across cluster schools. Headteachers use this data to make comparisons and reflect on their own school’s performance. In a minority of authorities, work has still to be done to evaluate the effectiveness of this approach on individual school improvement. In most local authorities, school leaders are encouraged to be involved in improvement activities beyond their own establishments. These opportunities include being members of validated self-evaluation teams and school reviews and engaging in peer moderation of school improvement plans and standards and quality reports. In a very few authorities, they also include school leaders working across the primary and secondary sectors. Using data from school improvement plans and standards and quality reports to inform strategic decision-making and local authority support In the majority of local authorities, officers collate information from individual school improvement plans and standards and quality reports to identify common areas of good practice, priority and need. They use this information very effectively to inform strategic decisions about local authority priorities, requirements for professional learning and targeted support for schools. This is helping leaders and officers in these authorities to maintain existing high standards, and to secure further improvement in the quality of school education for children and young people. For the minority of local authorities, central staff should consider ways to share with school leaders how school improvement planning and the accuracy of their self-evaluation contributes directly to the wider service improvement plan. There is scope for local authorities to make this process more explicit for school leaders. Most local authorities have identified the need to work with school leaders to support them in the use of evaluative writing. They are also challenging headteachers more about the evidence they use to support their own evaluations of the quality of education. In a few authorities, school leaders are core members of governance boards and provide advice and guidance on the effectiveness of local authority policy and practice, including school improvement approaches. These types of collaborative approaches help to build the capacity of headteachers to evaluate the impact of planned outcomes on school improvement. This contributes to a sense of genuine partnership working and mutual respect between local authority senior leaders and school leaders. Page 52 of 394
Page 53
East Renfrewshire The local authority promotes the collaboration of all stakeholders, especially learners, as essential to self-evaluation. The Director of Education engages regularly with children and young people from all schools to seek their views on a range of themes. The local authority gathers information from surveys completed by children and young people in schools. Through the Young Leaders of Learning approach, children and young people are developing an understanding of how to evaluate aspects of their own and other schools. Pupil and parent-friendly versions of school improvement plans are available in all schools. This is supporting children, young people, and parents to have a better understanding about school improvement. Parents welcome these school improvement plans and standards and quality reports that avoid educational jargon. Stakeholder involvement The majority of local authorities have well embedded approaches to involving parents, learners, Elected Members and professional associations in informing policy and the work of central teams. The COVID-19 pandemic had a significant impact on the ways that all local authorities engaged with stakeholder groups, and many forums were paused. In more recent years, some authorities have opted to maintain hybrid ways of engagement that were established during periods of lockdown. A few local authorities plan to now reinstate some forums and stakeholder groups. In almost all local authorities, Central Officers and Elected Members reported to have productive and positive working relationships. Elected Members value the timely information and professional advice they receive from senior leaders. In a few local authorities, officers provide training sessions for Elected Members, for example on interpreting attainment data and on Gàidhlig. Elected Members appreciate this approach, and they feel better informed about school performance and statutory duties. During our visits to local authorities, Elected Members in all local authorities raised their concerns about the very challenging fiscal landscape and the resulting cuts to education budgets and some services. Central teams and school leaders across Scotland share these concerns. Where practice is effective, local authority leaders hold regular meetings with the chairs of Parent Councils. Together, they discuss information about educational priorities and strategies to increase parental engagement in decision-making. In other examples, parental engagement officers work with Parent Councils to promote sharing practice across schools. In a few local authorities, parents are invited to help to shape policy and practice, for example for reviewing approaches to inclusion and equity. In a minority of local authorities, there is an embedded approach to stakeholder engagement. Local authority senior leaders make time to listen to the views of learners. Education officers gather the views of children and young people through their quality assurance activities, including during school visits and thematic reviews. Engagement with learners is sometimes promoted through community learning and development (CLD) and third sector partners. In a few local authorities, children and young people’s views have informed the implementation of council-wide priorities, such as tackling poverty and The Promise. Practice examples Page 53 of 394
Page 54
Inverclyde Council Education Service senior leaders meet regularly with focus groups of learners from across the local authority. As a result, there are clear examples of improvements to learners’ experiences that are informed and driven by children and young people. These include learners’ roles in shaping approaches to building racial literacy in schools. Local authority leaders also have a strong working relationship with teachers’ professional associations. Professional associations worked with the authority to improve incident recording and reporting. These improvements mean that more effective actions can be taken to monitor and deal with incidents. These constructive relationships are supporting the local authority and its schools to move forward with change and improvements effectively Renfrewshire Council As part of the local authority’s target to build on inclusive approaches, parents of children with additional support needs (ASN) are invited to volunteer as Parent Ambassadors. Renfrewshire’s Parent Ambassadors play a significant role in advising education officers during the creation or review of local authority policy and practices in relation to inclusion and ASN. They meet four times per year to discuss emerging issues and to consider local authority initiatives. An example of this consultation and collaboration is the development of the local authority’s policy for transitions. Parent Ambassadors feel that they have a genuine voice in representing the families of children with ASN, and in informing the bespoke arrangements and approaches that are frequently required. The City of Edinburgh Council The Director and Heads of Education work very closely with Elected Members. They have established positive, constructive relationships. Education officers deliver a series of workshops for Elected Members, to support them in understanding school improvement systems and policy. For example, education officers have held sessions for Elected Members on interpreting data on Insight (the professional benchmarking tool for analysing attainment data in the senior phase), on Gàidhlig Medium Education, and the local authority’s statutory plan for Gàidhlig. Elected Members speak very highly of this support in helping them make informed decisions to further improve outcomes for children and young people. West Dunbartonshire Council Officers have collaborated with school leaders to develop the West Dunbartonshire Council Improvement Framework. The framework sets out successfully the local authority’s expectations for self-evaluation, quality assurance and improvement. The Excellence and Equity Board, which includes officers in central teams and school leaders, provides important governance to headteachers, central education leaders and elected members. School leaders agree that the framework and governance approach has been valuable in helping them maintain a focus on improvement within the context of their school community. The strong partnership between officers and schools, combined with the work of the Excellence and Equity Board, helps school leaders meet the standards and expectations outlined in the framework. Page 54 of 394
Page 55
“Headteachers are fortunate to work with a great team of senior managers, who know their schools. There is a constant drive for improvement, Collaboration is encouraged, and good practice is shared.” Headteacher “A key strength is the extent to which we know our schools and we work in partnership to support improvement. The balance of support and challenge is not formulaic. We meet schools ‘where they are’ and support is tailored to individual schools’ needs.” Education manager “Being a member of the Excellence and Equity Improvement Board has given me real insight into the local authority's improvement strategies. Their drive to have headteacher colleagues representing each local learning community is having a positive impact, enabling school leaders to work together on improvement initiatives thereby building collective efficacy.” Headteacher Supporting improvement through self-evaluation and quality assurance Methods to evaluate school performance and review the quality of education Most local authorities have well established systems in place to monitor and evaluate the quality of education provision in their schools, but the effectiveness of these systems varies. Common features of effective and embedded practice include: • programmes of formal visits by officers to every school across the year • regular discussions between officers and school leaders about attainment and other data • school reviews, often including peer school leaders We found practice to be highly effective in just over half of local authorities. In these authorities, local authority officers know their schools very well and have a clear understanding of each school’s strengths, challenges and improvement needs. School leaders feel well supported as well as challenged robustly by local authority officers. Their involvement in quality assurance reviews in other schools is helping to build professional capacity and contribute to the creation of a shared understanding of national standards across local authority and school teams. Overall, the majority of local authorities should continue to develop comprehensive approaches to evaluate the effectiveness of their quality improvement strategies. This includes implementing more robust approaches to moderate the work of central teams, such as how accurately officers evaluate school performance, and the quality of feedback they provide to headteachers. This is necessary to ensure better consistency, a shared understanding, and equity of approach across central teams. In a few authorities, a minority of headteachers feel that the quality of support and challenge they received from central officers is inconsistent or not sufficiently robust or frequent enough to help them to improve. Page 55 of 394
Page 56
A few local authorities have identified the need to strengthen their systems for evaluating and reviewing school performance. In these authorities, there are some early signs of positive new approaches being implemented. For example, refreshed frameworks for improvement provide clearer guidance and expectations, including clarity on the roles and responsibilities of central officers and school leaders. These approaches have the potential to support a more effective cycle of continuous improvement. Evaluating and improving the quality of learning, teaching, and assessment A minority of local authorities can demonstrate through robust data that their quality assurance strategy is directly supporting schools to improve the quality of learning, teaching, and assessment. Many more local authorities are developing and improving their systems to achieve this. Where practice is well established, embedded and leading to positive impact, there is a shared understanding between central officers and school leaders that the quality of learning, teaching and assessment is directly linked to outcomes for learners. There is a clear focus on improving the quality of learning, teaching, and assessment in the work of central officers. For example, during quality assurance visits to schools, outwith cyclical programmes of ‘deep dive’ school review, officers will routinely: • observe learning and teaching • speak with focus groups of children and young people • meet with groups of staff to discuss improvements in pedagogy • importantly, share messages about their findings with school teams. In a minority of local authorities, there are clear and embedded approaches on using robust and reliable data to inform decision-making, policy, and practice. Many other local authorities are developing and improving their processes in this area. In local authorities where this is working particularly well, central teams prioritise developing school leader and staff capacity to use data effectively to improve outcomes for children and young people. For example, ‘data leads’ or ‘data champions’ in each school are trained and supported to interpret and use data and to disseminate practice. Officers in central teams meet school leaders regularly across the school year to discuss a range of attainment, attendance, and exclusion data to determine school performance and how well the school is improving. In a minority of local authorities, headteachers have access to and use data for their locality and authority, as well as their own school. This is helping to support an ethos of collective efficacy and shared self-evaluation for improvement. A minority of local authorities have identified the need to continue to develop the use of data across their central and school teams. In a minority of local authorities, evidence demonstrates that strategic approaches are improving standards in learning, teaching, and assessment in primary schools, but less so in secondary schools. There is a need to ensure that practice in effective and robust self- evaluation for improvement is shared across, and between, primary and secondary schools. Professional learning for school leaders, including middle leaders in secondary schools, will help to achieve this. Page 56 of 394
Page 57
East Lothian Council The local authority’s Self-improving Schools (SIS) model is creating a culture where school leaders feel empowered to drive their own school’s improvement journey and play a key role in supporting the improvement of others. This approach is having a positive impact on developing a strong culture of professional collaboration. Headteachers welcome the opportunities to work in partnership with staff in other schools, and with their link quality improvement officer, to support improvement. Whilst the SIS model represents significant time investment, headteachers value this approach and the difference it is making to outcomes for children and young people. Falkirk Council The development of ‘quality associates’ enhances the local authority’s universal and targeted support for schools. Headteachers who take on the role as ‘quality associates’ use their skills, experience, and professional knowledge to provide support and challenge to peer school leaders. Within a challenging financial climate, this approach is helping to increase the capacity across the local authority, with a particular focus on effective self-evaluation for school improvement. Local authorities that have higher proportions of speakers and learners of Gàidhlig have substantial, bespoke support for schools that offer Gàidhlig Medium Education. In the most effective practice, central teams give schools feedback on the distinctive features of Gàidhlig Medium Education and on pedagogy. They use a range of evaluative strategies, such as visiting classes, analysing learners’ work and assessing learners’ progress through focus groups. System leadership A few local authorities have undertaken significant work over recent years to develop system leadership approaches. In these authorities, positive and effective relationships underpin the work of all staff. This arises from strong, strategic leadership, driving forward a well-understood, shared vision for collective improvement. Local authority senior leaders, officers and headteachers feel strongly that a culture of trust, respect and empowerment is central to effective system leadership. Reasons for local authorities adopting this approach include developing a vision for shared commitment for raising standards. However, they also include the fact that financial constraints mean that the numbers of staff in central teams, in almost all geographical areas, are diminishing. Therefore, building capacity within school teams in using robust, data driven self-evaluation, strengthened by peer collaboration, is helping these local authorities to continue to raise standards and produce better outcomes for children and young people. Key principles for the successful implementation of collective endeavours like these to improve all schools include ensuring that there is a shared understanding across all schools on the purpose and rationale for collaborative improvement and collective accountability. Building on this shared understanding, school leaders need to be skilled in robust and accurate self-evaluation, based on sound judgements and reliable data. Relationships need to be strong enough for school leaders to be able to benefit from providing, receiving, and acting on constructive feedback from their peers. Most local authorities are undertaking positive work towards achieving these aims. Practice examples Page 57 of 394
Page 58
Fife Council The local authority’s ‘Self-Improving Networked Learning System’ promotes continuous self-evaluation for improvement. All headteachers benefit from a comprehensive network of support and challenge at local authority, locality, cluster, and school levels. This systematic framework builds on a culture of ongoing improvement in the quality of education. The system aims to use the wealth of skills and expertise that exist at all levels of the local authority, supporting the empowerment of school leaders through strong partnership working and outcomes- focused collaboration. Local authority officers participate within targeted groups and networks to provide universal support and challenge. Renfrewshire Council The local authority has a clear and highly effective data strategy that underpins the work of all. The strategy is successful in ensuring that robust data is accessible for practitioners, teachers, school leaders and education officers alike. A data dashboard for each school provides a wealth of data that can be interrogated in different ways. The data strategy provides a comprehensive programme of skills development for practitioners, teachers, school leaders and education officers. As a result, the use of data is firmly embedded in the work of all. Decisions, refinement to practice and interventions at school and local authority levels are based on robust data evidence. This is leading to strong educational outcomes for children and young people. South Ayrshire Council Local authority officers work effectively with a range of colleagues including headteachers and teachers to co-design approaches to evaluate the quality of learning, teaching, and assessment in schools. This is helping to bring about improvement in this area across schools. In the secondary sector, the local authority has strengthened subject networks for subject leaders and teachers. These are regular, planned forums for subject leaders and teachers to share good practice and develop consistency around approaches to learning, teaching, and assessment. The recent development of well-planned subject department quality assurance visits is helping to generate a culture of sharing effective practice across schools and maintain a shared understanding about expected high standards. West Dunbartonshire Council Enhanced Scrutiny, Collaborative Action (ESCA) visits are an important feature of the local authority’s quality assurance framework and complement a wide programme of school review. ESCA visits are ‘deep dives’ into one area of a school’s work. School leaders identify an area for focused attention. A team of education officers and senior leaders from other schools visit the school for one day. They provide an objective view and constructive feedback on the school’s self-evaluation. School leaders often choose an area of practice that they feel needs further development. They report that participating in the supportive and robust dialogue is extremely helpful in deciding next steps for improvement. Examples of areas of practice that school leaders have chosen for an ESCA visit include: • safeguarding • ASN provision Page 58 of 394
Page 59
“There has been a notable shift in how we work with the central team. Schools have clear objectives identified through service level agreements. This means we are clear on our objectives and how we will measure and report back on progress.” Headteacher “Our authority has a very strong quality improvement framework which has been developed and improved in recent years. We are empowering schools to grow as a self-sustaining network.” Quality improvement officer “There appears to be an inconsistency in the standard of improvement plans and quality reports across the authority. Some schools appear to have more scrutiny or expectation placed on them than others. The level of support and challenge is very much dependent on who your Quality Improvement Officer is.” Headteacher “Sometimes it can feel that data is all that matters, rather than discussion about how it helps children's learning move forwards.” Headteacher “The introduction of self-evaluation trios has allowed school leaders to become part of the central quality assurance offer and provides leadership opportunities for staff in schools.” Head of Education West Lothian Council The local authority’s evaluation and review of ASN across its schools led to a strategic approach to supporting learning, teaching, and assessment in classrooms. Additional support needs are prioritised as a quality improvement driver in all schools. There is a clear focus on embedding the principles of inclusion and equity within mainstream classrooms across West Lothian schools. An ‘inclusion ambassador’ network connects teachers with an interest and skills in ASN pedagogy across the local authority. Courses, training events and coaching and mentoring sessions, run by the central ASN team, help to upskill school staff’s knowledge in five priority areas: autism, attention deficit hyperactivity disorder, behaviour as communication, inclusive classrooms, and sensory needs. These professional learning opportunities, which are linked to the local authority’s clear strategic lead, are having a positive impact on the learning experiences of children and young people with ASN. use of data to inform improvement the quality of learning environments the use of Pupil Equity Funding to close the poverty-related attainment gap. moderation of Curriculum for Excellence levels • • • • Page 59 of 394
Page 60
Supporting schools to improve the quality of education through professional learning Professional learning strategy to drive school improvement The majority of local authorities have in place established and effective professional learning strategies, with the remainder taking steps to strengthen their professional learning provision. In a few local authorities, this is at a very early stage of development. All local authorities believe that professional learning plays a critical part in improvement and embed the importance of this role within their quality improvement frameworks. Increasingly, professional learning strategies are tailored to align closely with the local authorities’ learning, teaching, and assessment strategies. However, the rationale for the professional learning offer and the decision-making process that informs it are not yet fully understood by school leaders and staff in a few local authorities. Most professional learning strategies are well-informed by national policy and the needs of service and school improvement priorities. This is most effective when central officers undertake regular, robust data analysis, using a wide range of local data and intelligence, including external inspection outcomes. They ensure that this supports career-long professional development, reflecting the needs of staff at all levels. A few local authorities could use their professional review and development process more effectively to inform their professional learning programme. Most local authorities’ strategies are based on the national model of professional learning. This supports staff to identify, participate in and reflect on the impact of professional learning on themselves as learners, and importantly on the children, young people. They provide a balance of self-directed, online professional learning and opportunities for collaborative learning. The range of learning opportunities is generally comprehensive and wide ranging. Geographical and budgetary constraints make the provision of in-person professional learning opportunities much more challenging for some. Increasingly, creative approaches are employed to mitigate these barriers. All local authorities provide professional learning that is available universally, in addition to more targeted approaches. Nationally, improving the quality of learning and teaching to raise attainment, data-literacy, inclusion, equality and building positive relationships are common priority areas for development. Bespoke training is delivered in individual schools, learning communities, localities or across sectors, as appropriate to local context. In the few local authorities where professional learning is very well-embedded, their approach to targeted support is responsive, varied, and agile. This enables them to adapt the delivery of professional learning programmes to meet the specific needs of individual schools or staff groups. As a result, professional learning is highly effective in improving staff skills and knowledge and, crucially, improving outcomes for children and young people. More rigorous, consistent evaluation of the impact of professional learning is required in almost a quarter of local authorities. Officers should use the increasing rigour of quality assurance activities to inform the design and delivery of their professional learning offer. These local authorities should give greater consideration to how they can meet the needs of both local and school improvement plans, and the professional development needs of staff identified through annual professional review and development meetings. Page 60 of 394
Page 61
Collaborative practice All local authorities support staff to work collaboratively in a range of ways, for a range of purposes. Often, this is informed by strategic priorities and data analysis. Increasingly, local authorities use collaboration to build capacity to support the development of a self- supporting school system. Most local authorities use a wide range of collaborative approaches. These include the creation of networks, working parties, think-tank groups and the development of online hubs. A few local authorities have a highly developed culture of effective collaborative working. They view collaboration as the main universal support for improvement. In these authorities, the vision for and promotion of this collaborative culture is strongly led by directors and senior leaders. In these local authorities, collaboration is creating the conditions through which supportive and empowered approaches to system-wide professional learning is being delivered. The strong culture of collaboration between school leaders and central officers is based on mutual trust and respect. In almost all local authorities, the effective use of dedicated networks to support professional learning is common practice. In only a very few local authorities, headteachers identified a need for more opportunities to work together. Formal networks provide forums for practitioners to discuss priorities, share practice and engage in collaborative improvement activity. They are designed to provide tailored support and development relevant to specific job roles, reflecting a commitment to career-long professional development. Typical networks include provision for newly qualified teachers, newly appointed teachers and aspiring middle leaders through to school leaders. A few local authorities are expanding network provision further to meet the needs of support staff and newly appointed or acting headteachers. In addition to role-specific networks, a range of more subject-specific and cross-sectoral approaches are also used, for example for staff working in Gàidhlig Medium Education or with a specific focus on additional support needs. Secondary subject networks involve curriculum leaders and teachers in development work centred on subject specific professional learning and moderation. These provide opportunities to share more specific approaches to school improvement and learn about effective practice from peers. Where well-established, this encourages effective cross-cluster collaboration and is making a positive difference to the practice of those who attend. A minority of authorities have identified the need to re-establish or strengthen further secondary subject specific networks. Smaller local authorities find collaborative working with other local authorities particularly beneficial. It allows staff to work with a wider range of partners, to share expertise and practice and develop resources together. They cite Regional Improvement Collaborative partnerships as having been instrumental in facilitating connections and partnerships with other local authorities. Actively involving school leaders in working beyond their own school contributes positively to their own learning and development. Most local authorities operate a well-established cluster, trio, or quad approach, where school leaders work with cluster colleagues or are matched with schools with similar contexts and profiles. These groups have important roles in supporting accurate, rigorous, and robust peer self-evaluation. School leaders consider participation in school reviews, such as validated self-evaluation, to be highly effective forms of professional learning. Headteachers grouped across learning communities gain a broader perspective of school standards and performance across the local authority. Page 61 of 394
Page 62
The ability to recruit school leaders with the necessary skills and expertise is particularly challenging in some parts of the country. Increasingly, local authorities are strengthening their approaches to leadership development to enable them to recruit to promoted posts from within their existing workforce. Aspiring leadership programmes are successful in encouraging participants to apply for promoted posts and undertake accredited learning. Local authorities value the contribution of staff participation in more formal national leadership development programmes, such as Into Headship and Excellence in Headship, working in partnership with Education Scotland and universities. Most local authorities provide opportunities for staff to develop leadership skills through specific roles, such as curriculum champion, data lead or quality assurance and support officer. Teachers appreciate these opportunities to work collaboratively and share their expertise in their own schools, and more widely across the authority. A few local authorities recognise the need to monitor more closely the impact that participation in professional learning has on the quality of leadership in their schools. The use of coaching and mentoring to support leadership development is common practice across all local authorities, particularly to support newly appointed or acting headteachers. Where practice is strongest, mentors feel well-equipped to carry out this responsibility due to the provision of training in advance of taking up the role. Those in receipt of mentoring speak highly of this approach and the high-quality coaching conversations on which the mentoring is based. Headteachers comment positively on its impact on their confidence and practice. The ongoing need to ensure that all school leaders undertake robust quality assurance and accurate self-evaluation remains a priority across the country. Professional learning is increasing school leaders’ confidence in using qualitative and quantitative data, evaluative writing, and improvement planning. A few local authorities are seeing increasing alignment with school self-evaluation, local authority evaluation of schools and outcomes from school inspection as a result. Impact of professional learning High-quality professional learning builds the capacity and increases the confidence of staff, impacting positively on their practice. The number of staff participating in professional learning programmes impacts positively on staff expertise and pedagogical practice. A few local authorities are aware of the variability of uptake in professional learning across their schools and are taking steps to address this. Staff engagement is particularly challenging for island-based and predominantly rural authorities, where travel and budgets are significant barriers to participation. As a result, some teachers have not participated in subject-specific professional development for a considerable period. Restricted access to central digital professional learning platforms, although intended for general use, can also make accessibility difficult. A lack of permanency of employment for newly qualified teachers is also a challenge. This is leading to some inconsistencies in the level of teacher skills. There is a need to strengthen approaches to systematically evaluating the quality and impact of professional learning in a minority of local authorities. In a few authorities, this is particularly the case in relation to determining improvement in the quality of learning and teaching in secondary schools. Robust self-evaluation shows that high-quality professional learning is contributing positively to improving outcomes for children and young people in a minority of local authorities. In these authorities, officers gather data to monitor the impact of Page 62 of 394
Page 63
professional learning on staff’s ability to adapt to the changing needs of education. This in turn is improving outcomes for children and young people. A few local authorities have successfully overcome barriers of limited contractual hours, to enable support for learning assistants to engage in dedicated professional learning programmes. The provision of additional paid hours enables support for learning assistants to work more collaboratively within and across schools. In some instances, this has led to them gaining advanced qualifications. As a result, children and young people benefit from an improved level of support. Almost all local authorities have a range of effective induction programmes in place for new staff. In almost all cases, these are targeted to meet the specific needs of identified groups of staff, such as newly qualified teachers, middle leaders, senior leaders and headteachers. These induction programmes support staff to feel increasingly confident in their role. Most local authorities are strengthening their focus on improving the quality of learning, teaching, and raising attainment. Those local authorities that are in the process of introducing new learning and teaching frameworks are doing this effectively through a comprehensive programme of professional learning, guidance, and support. This is having a positive impact on learning and teaching approaches, improving the curriculum, and developing data literacy skills. A few local authorities are committed to ensuring that all teachers across a specific sector, or at specific stages, engage with high-quality professional learning over a sustained period. These authorities report this leading to consistently better learning and teaching, particularly in primary schools. An increasing culture of professional enquiry is supporting staff to use quality improvement methodology to improve outcomes for children and young people. Most local authorities provide a universal offer with a clear focus on raising attainment in literacy and numeracy. Nationally, an increased focus on the teaching of writing in primary schools is increasing teacher confidence in teaching and assessing writing. This is having a positive impact on levels of attainment. Partnership working Across the country, local authority officers engage partners and national organisations who can contribute to the provision and quality of their professional learning programme. Frequent use is made of the professional learning offers from organisations such as Education Scotland and universities. Increased collaboration and looking outwards are creating a more consistent approach to developing highly effective practice in line with national standards. The positive impact of the professional learning provided by educational psychological services is evident in a few local authorities. They offer bespoke professional learning inputs, for example, in relation to understanding anxiety and cognitive behavioural approaches. This supports improved wellbeing for children and young people and the development of more inclusive practices across schools. All local authorities have senior leaders or central officers who work in partnership with HM Inspectors as Associate Assessors (AAs). Local authorities and AAs themselves value highly the quality of professional learning that inspection experience provides. All local authorities use the skills and experience of AAs to enhance their understanding of national standards and expectations, but to varying degrees. AAs work in partnership with local authority officers and headteachers to build capacity and support improvement. This Page 63 of 394
Page 64
includes providing support for Gàidhlig. A few local authorities have sought to increase the number of AAs across their service to enable them to utilise their skills more strategically. In almost all local authorities, AAs are becoming integral to the improvement work of central teams, in evaluating and validating the quality of education provided in schools. They support the development of increased confidence in applying national standards to self- evaluative professional activity. Practice examples Falkirk Council The Leadership Development Pathway is successfully increasing leadership capacity across the authority. School leaders are confident to support improvements beyond their own establishments. The Leadership Empowerment Strategy enables school leaders to take greater responsibility and accountability for leadership in their own school and across the authority. School leaders are viewed by the director and heads of education as part of the collective leadership of the local authority. School leaders collaborate successfully across sectors and establishments to support continuous improvement. This includes participation in thematic reviews and involvement in strategic decision making. School leaders influence strategic direction and contribute to a shared understanding of standards. Fife Council The secondary headteacher collaborative is a well-established network of headteachers and central officers that meets regularly to discuss self-evaluation and quality assurance approaches. Quality improvement packs provided by the central team support secondary school leaders to develop and embed quality improvement and self-evaluation processes and expectations across their individual schools and across the sector. This professional learning approach supports secondary school leaders in benchmarking performance, planning next steps, and linking evidence directly to school improvement planning and standards and quality reporting. Secondary school leaders are very positive about this collaborative. They feel that it is an integral part of ensuring a shared understanding of expectations across secondary schools. It supports them to evaluate robustly their schools’ strengths, identify areas for improvement and to access good practice examples within the authority. Glasgow City Council The Executive Director has a clear vision to develop Glasgow City Council as a ‘networked learning city.’ He has placed collaborative working at the centre of developments. Staff share this drive to work together across the city to identify priorities, find solutions and improve outcomes for all children and young people. This vision is articulated by staff at all levels. Headteachers report an increase in autonomy and feel empowered to work with others to lead and manage change and improvement. All staff acknowledge and value the role of professional learning and networking in improving the quality of education. North Ayrshire Council North Ayrshire Council has a very well-established and embedded Professional Learning Academy (PLA) that focuses on supporting improvement. The PLA, which is comprised of a team of seconded teachers, offers a range of supports to staff and Page 64 of 394
Page 65
schools within North Ayrshire. This includes a programme of courses, targeted visits, and in-residence programmes. The PLA in-residence programme is an important lever for success in the local authority’s quality improvement framework. The approach involves a PLA teacher joining a school team for nine weeks, working alongside teachers in classes to team teach, observe and plan learning experiences and create resources. The role of the PLA and aims of the programme are planned by headteachers, working with senior local authority managers. A contract is drawn up that sets out the agreed nature of the support to be delivered, its aims and how success and impact will be evaluated. Local authority staff and school leaders carry out reviews of the PLA in-residence programme to evaluate the impact and sustainability of the work. Renfrewshire Council Approaches such as a ‘train the trainer’ model, supports professional learning within schools and across clusters. This promotes an ethos of strong collaboration and is helping to build capacity for leading improvement at authority level, beyond the central team. Collaboration through subject networks is working very well across the secondary sector to support this work. Development officers provide universal professional learning and targeted, practical support to class teachers and support staff through modelling and coaching practice. The local authority is developing the role of ‘modelling and coaching’ officers within school staff teams in a consistent and universal ways through the development of a ‘grow your own’ approach. This approach supports the local authority’s aim to embed practitioner inquiry in professional learning. Stirling Council The local authority has a motivating way of recognising and capitalising on the skills, expertise and professional knowledge of staff in schools. It provides secondment opportunities for school staff to join the central team, to take forward priorities that support equity and excellence in education. This is contributing very successfully to the local authority’s approach to developing leadership capacity. Senior leaders’ sharing of their practice through creative conversations and at learning festivals supports the local authority’s mission for high-quality learning, teaching, and attainment across its schools. The City of Edinburgh Council The Edinburgh Learns for Life strategy is based on strong collaboration across schools, partners, and other stakeholders, with high accountability and support as required. The Professional Learning Charters for all teachers and practitioners are drivers for success. They highlight the local authority’s commitment to expanding and improving the workforce. The suite of professional learning opportunities sets out clearly an offer to teaching staff. The highly effective model for delivery of professional learning clearly aligns with identified priorities within the service strategic plans, as well as being responsive to emerging themes at local and national levels. Education officers ensure that they monitor the impact of professional learning effectively using a variety of methods. These robust evaluation approaches are supporting education officers to review, adapt, and improve professional learning on an ongoing basis. This helps to ensure that the professional learning offer continues to align with the progressive local authority strategic improvement plan. Page 65 of 394
Page 66
“We have invested in a Pedagogy Team to build capacity in schools in order to help raise achievement. This involves providing both targeted and universal professional learning and support to schools across the local authority.” Education manager “Headteacher collaborative sessions are not tokenistic information sharing sessions. They are meaningful opportunities to work with colleagues, finding solutions to the real challenges we face.” Headteacher “Professional learning programmes could be shaped more with headteachers. It can often feel delivered to us. There is not a lot of consultation on what would be helpful to us.” Headteacher “As a new Acting Headteacher, I have greatly appreciated the unwavering support from my local authority. Their guidance has not only been readily available but has also instilled in me the confidence to make informed decisions and to lead with purpose.” Acting headteacher Delivering universal support and challenge for all schools, and/or targeted support for specific schools to improve the quality of education Frameworks to support and challenge all schools All local authorities have a framework in place to support improvement in schools. In most local authorities, improvement frameworks are clear, well-established, and embedded in practice. All local authorities provide a tiered approach to support and challenge, recognising the need for universal, targeted, and intensive categories of support for schools, as necessary. The set of criteria used by central officers to determine the level of support for each school is generally well defined in almost all local authorities and is reviewed annually. A few local authorities have reviewed and refreshed their improvement frameworks recently or are rightly in the process of doing so. Authority staff have initiated these reviews due to a range of factors, including changes to the leadership and structure of central teams; quality assurance and self-evaluation evidence, including external inspections; and the impact of budget cuts. Almost all local authorities ensure that their improvement frameworks are founded on principles of self-evaluation, taking appropriate account of local and national priorities. Improvement frameworks are effective in securing continuous improvement in most local authorities. In these authorities, approaches are developed and refined collaboratively by local authority officers and school leaders. In most local authorities, there is an established culture of collaborative working. Positive, trusting relationships between school leaders and local authority officers are evident. These relationships are important in facilitating the effective development, implementation, and Page 66 of 394
Page 67
review of local authorities’ improvement frameworks. This supports central officers to ensure that improvement processes are clearly understood, transparent and responsive to need. School leaders value the visibility of local authority officers in their schools and welcome the feedback and challenge they provide. It is very important to recognise that maintaining in-person relationships is a significant extra challenge for those local authorities with a high number of rural, remote and island schools. This can restrict the full implementation of improvement frameworks that require a balance of in-person and online activity. Barriers include significant journeys for central officers to remote schools, transport difficulties and challenges in the recruitment and retention of central officers and school leaders. In a few rural authorities, hybrid approaches to engagement between officers and schools are often hindered due to poor broadband or digital infrastructure. Processes to identify support and challenge for all schools Most local authorities have effective processes in place to identify and organise appropriate levels of support and challenge for all schools. In a few local authorities, these processes lack consistency and rigour and are less effective. Senior leaders in these authorities recognise the need for a more strategic approach to developing the capacity of their central teams. This has the potential to support an increased pace of change in schools where improvement is required. Senior leaders should ensure that they have clear oversight of which schools are receiving universal, targeted, or intensive support. This will enable them to monitor more effectively the impact of support delivered by central teams. Across all local authorities, link officers play a key role in gathering intelligence and data about school performance. In a few local authorities, this role is also undertaken by a cluster lead or an experienced school leader who has been seconded for this purpose. The implementation of an agreed calendar of engagement between individual school leaders and their link officer is common practice across all local authorities. The frequency, nature and impact of this engagement is more variable across the country. There is a need to ensure a more consistent approach across teams, with a clear focus on improvement. In a minority of local authorities, officers could strengthen further the quality of their feedback to school leaders, for example on improvement plans and standards and quality reports. Most local authorities have an accurate understanding of the performance, capacity, and context of each of their schools. In these authorities, officers ensure that their understanding of school performance is accurately informed by a wide range of qualitative and quantitative evidence. This enables them to monitor and maintain a strong understanding of each school’s capacity for improvement and areas of risk. Officers interrogate attainment, attendance, and exclusion data regularly, looking for patterns or dips in performance. They review the impact of the school’s use of Pupil Equity Fund on attainment. Staff absence, recruitment challenges and recent appointments, particularly of headteachers, is also monitored carefully. In addition, they review the number of complaints received and consider the views of parents following local authority-wide surveys. Where practice is most effective, they use regular discussions with school leaders to triangulate data to ensure its accuracy and rigour, making comparison against local and national benchmarks where appropriate. In the minority of local authorities where practice is particularly strong, it is this breadth of understanding that most accurately informs the local authority’s identification of schools requiring enhanced or intensive support. Page 67 of 394
Page 68
A few local authorities offer headteachers a higher level of support. Headteachers recognise and value the enhanced level of guidance and resource associated with this and are keen to secure this for their school. As a result, these authorities are giving an increasing proportion of schools enhanced support. However, this can lead to an over-reliance on enhanced and targeted support in some schools, and an imbalance in resource provision overall. To redress this, local authorities should consider the effectiveness of their universal support provision. In authorities where universal provision is working very well, there is a more proportionate and targeted balance of central support across the schools. All authorities make effective use of the outcomes of school inspections within their own authority. They use these to benchmark the accuracy of their schools’ self-evaluation activity. Occasionally, in a few authorities, the emphasis on engagement and quality assurance is placed most often on preparing for inspection. This can be at the expense of other effective, ongoing quality assurance activity that would be based on a range of measures. Provision of advice and support Most local authorities have effective systems in place to provide advice and support to schools. They use data in increasingly strategic ways to inform and determine the approaches to be used. This includes support to address both performance and pastoral needs. Headteachers value highly the pastoral support provided by link officers, reflecting that relationships are built on trust and respect. A few local authorities find the provision of advice and support more challenging. This can be due to school-based staff’s lack of awareness of improvement frameworks, the cycle of self-evaluation for self-improvement, or the support provision available to schools. In a few local authorities, the central team do not have capacity to support high numbers of schools requiring targeted or intensive support. Increasingly, peer headteachers are being given a more prominent role in quality assurance activities, working in partnership with other schools to help address this. Almost all local authorities make increasing use of a range of networks to provide support and challenge to schools. This includes peer and multi-agency support. A few local authorities take a ‘team around the school’ approach to strengthen and inform multi-agency planning. Informed by their careful monitoring and tracking of school performance, they identify common themes. Guidance, such as improving attendance, is then issued to all schools, making best use of time and resource. Headteacher meetings and cluster improvement approaches are being used increasingly to provide universal support. A few local authorities have redesigned their headteacher meetings to incorporate regular evaluative activity. There is now a much stronger emphasis on strategic improvement in these authorities. They actively promote collaboration among headteachers, encouraging them to engage in open and honest dialogue. The sharing of effective practice is encouraged and facilitated. Most local authorities share effective practice to support learning in a variety of ways. Local authority officers direct staff at all levels to identified areas of strong practice across schools. Authority-led conferences, seminars and headteacher-led forums provide beneficial opportunities to develop knowledge and share effective practice. Staff value these opportunities to hear about the implementation and impact of new initiatives and effective and embedded practice. Page 68 of 394
Page 69
A few local authorities have a relatively high number of newly appointed headteachers. They understand the importance of providing enhanced support to build the capacity of new school leaders. Experienced headteachers are often paired with a new colleague to provide mentor support. In almost all authorities, officers and headteachers have engaged in coaching and mentoring training that has strengthened their skills in delivering this support. This approach to leadership development contributes to the success of improvement frameworks. All local authorities recognise the importance of having reliable and robust data for effective self-evaluation and quality assurance activity. Most local authorities provide advice and support about the use of data to build staff capacity and improve the accuracy of schools’ self-evaluation. This includes the provision of comprehensive data packs for each of their schools. A few local authorities implement effective support that links well with the national Pupil Equity Fund guidance. They use the expertise of their link attainment advisor to increase staff skills in using data to demonstrate impact. Identifying schools requiring targeted support The majority of local authorities have well-established systems and processes in place to identify schools requiring targeted support. They ensure that performance data for each school is maintained and updated regularly on a central database. This provides local authority officers and leaders with access to current performance information and intelligence. A minority of local authorities need to use data and intelligence more strategically. Doing so would help them to develop and maintain a clearer profile of risk, set within a structured risk matrix. This will enable them to provide a more equitable response to support provision, prioritising finite resources to where this is most needed. A few local authorities use data very well to provide targeted support to raise attainment in literacy and numeracy, including closing the poverty-related attainment gap. Their use of a central database enables officers to share information with support providers such as a central pedagogy team, enabling them to prioritise bespoke support accordingly for individual or groups of schools. Action planning, monitoring, and reviewing progress Around half of local authorities that have identified schools requiring targeted or intensive support ensure that a clear action plan is in place to support improvement. The quality and effectiveness of these actions plans varies across the country. Local authorities find action plans to be most effective when priorities and the nature of the support to be provided are agreed in partnership with the headteacher. These set out clear goals, responsibilities, time limits and measures for success. Around half of local authorities monitor the impact of action plans closely. A minority of local authorities need to strengthen further their approach to ensuring that targeted support leads to desired improvement. Where monitoring supports improvement most effectively, officers review progress in partnership with headteachers regularly and provide valuable feedback. Together, they agree next steps to ensure continuing improvement. The establishment of baseline measures by the staff involved help inform the rate of progress. Headteachers value this intensive support and challenge. Link officers take time to review data about their link schools and with each other. Working within an environment of professional trust, they feel able to challenge the quality and effectiveness of improvement actions and learn from each other. This provides opportunities for them to moderate the quality of their work. Page 69 of 394
Page 70
A few local authorities need to develop further the skills of the central team to ensure a consistent approach in developing, implementing, and monitoring the progress of school improvement. Officers need to be more precise about what will make the biggest difference to secure school performance. They need to ensure that headteachers act on the feedback and guidance provided more effectively. Practice examples Falkirk Council Education officers provide targeted support and challenge for schools in areas of high deprivation. They are reducing the attainment gap for children and young people living in the most deprived areas of the local authority. Central officers work with school leaders and staff to support those children and young people who are not on track to achieve expected Curriculum for Excellence levels. They moderate teachers’ professional judgements and analyse children and young people’s progress. Education officers have clear evidence that children and young people living in Scottish Index of Multiple Deprivation quintile one make significant progress because of successful, planned interventions by staff and partners. The local authority has a well-established ‘team around the school’ approach to provide enhanced support and challenge when necessary. This is helping to address challenges in identified schools, particularly around strengthening leadership and improving outcomes for children and young children. This approach provides a sustained focus for schools to improve and involves a range of officers from the authority’s central team. The progress that schools make is very carefully tracked, monitored, and evaluated by the ‘team around the school.’ The City of Edinburgh Council The local authority has very effective systems and processes in place to address any concerns about school provision. It takes swift action to ensure that improvements are made and that outcomes for children and young people are not diminished. In addition to universal quality assurance visits to all schools, identified schools benefit from a range of bespoke support and challenge approaches, whenever necessary. These can include meetings with a Head of Education to agree targets for an action plan. The authority takes a ‘team around the school’ approach, with relevant partners and specialist officers supporting individual schools to improve. This includes bespoke professional learning packages delivered by the ‘Edinburgh Learns’ team and coaching in context approaches to bring about improvement. Headteachers are very positive about the proportionate model of support and challenge taken by officers. They feel it is transparent, fair, and well understood by all. South Ayrshire Council The local authority’s very effective three-tiered approach to quality improvement visits is ensuring that support and challenge is targeted to promoting improvement. The model and criteria at each level was co-designed with school leaders and LA Officers and is shared with school staff. Schools in tiers two and three receive enhanced or targeted support. Targeted support for specific schools arises because of a range of potential circumstances. This may include a drop in attainment, a high frequency of parental complaints or staff absences. Each school’s agreed allocation to a tier is flexible. Schools may move between tiers during a session as circumstances, needs, and staffing change. School self-evaluation evidence and local authority officers’ Page 70 of 394
Page 71
“We have high ambitions for our schools. Our focus is both about support and challenge, but ultimately, it’s about improving outcomes for learners. Effective local knowledge means that support and challenge can be tailored to specific needs and/or context, ensuring the support and strategies we adopt are relevant and have impact.” Head of Education “Central staffing levels in the local authority have greatly reduced recently, making direct personal support for all schools more difficult. This does, though, empower schools to be self-evaluative and to problem solve effectively without over-reliance on officer input.” Quality Improvement Officer “Before an inspection, there is an increase in involvement from the local authority. It would be more helpful for central staff to have an ongoing and updated sense of what is happening in my school to inform their engagement with us.” Headteacher “The central team has been hugely reduced in number, so their ability to support schools has been greatly reduced. There are increased efforts to improve opportunities for headteachers to work collaboratively as a Learning Community and to reduce duplication and workload.” Headteacher “As a relatively new headteacher, I have found the support from the authority integral to receiving a positive school inspection. The collaborative nature of quality improvement processes, and the approachability of the Senior Leaders within the authority, have made all the difference. I felt confident and supported going into the inspection, due to the robust nature of quality improvement visits and discussions.” Headteacher “The quality improvement framework has changed from being largely universal in approach, to moving to more targeted and bespoke approaches over the last couple of years, to meet the needs of individual schools.” Education manager “Our capacity to engage in supporting wider school improvement, such as taking part in peer reviews, is greatly restricted by staffing challenges, including a recent reduction in teacher numbers. We are wholly committed to collaborative improvement, but its increasingly difficult to say ‘Yes’ right way to these opportunities, as the capacity within our own schools is reduced.” Headteacher professional judgement is discussed with the headteacher and is pivotal when determining a school’s current ‘live’ tier. Targeted offers of support are determined collaboratively between headteachers and local authority officers. This approach helps to ensure that proportionate support is provided where most needed, within the scope of finite resourcing. Page 71 of 394
Page 72
Conclusion Local authorities in Scotland play a crucial role in supporting schools to deliver high-quality education, ensuring that all children and young people can achieve their potential. This thematic inspection has highlighted both the strengths and challenges in how local authorities fulfil this role, particularly through self-evaluation, improvement planning, quality assurance, and professional learning. Across the country, most local authorities have established clear frameworks and processes embedded within strategic quality improvement plans. These frameworks are often underpinned by strong leadership, robust data use, and a commitment to continuous improvement. While most authorities have established frameworks and processes to support schools, there remains room for improvement in areas such as the consistency of support across schools, the effectiveness of school performance monitoring, and the evaluation of professional learning programmes. Collaborative practices are a notable strength, with positive relationships between central officers and school leaders fostering a culture of mutual trust, professional learning, and shared accountability. Innovative approaches, such as digital reporting and hybrid stakeholder engagement, have also expanded the reach and effectiveness of local improvement efforts. Given the often-limited resources available to local authorities, it is critical that support is prioritised for those schools with the greatest need. This requires a careful balance - ensuring strong, universal provision for all schools while also directing targeted support where it will have the most impact. Leadership development remains a key area for focus. While many local authorities offer well-structured leadership programmes, there is a need to strengthen pathways for middle leaders, particularly in secondary schools. Central officers play a crucial role in driving improvement, and their professional development should reflect this responsibility, to ensure consistency in the quality of support and challenge provided to schools. Fiscal constraints and the geographical challenges faced by rural and island authorities present significant barriers to the consistent delivery of support. Financial pressures affect not only the capacity of central teams but also the ability to provide in-person support to more remote schools. These challenges highlight the need for flexible, innovative solutions that ensure equity of access to high-quality support for all schools. Variability persists in the consistency and quality of universal support provided to schools, both within and across local authorities. This extends to the effectiveness of self-evaluation processes, particularly in the secondary sector, where strategic improvements in learning, teaching, and attainment are less evident compared to the primary sector. A recurring theme throughout this inspection is the importance of self-evaluation as a driver for improvement. Where self-evaluation is rigorous and embedded in practice, it leads to a clear understanding of strengths and areas for development, informing targeted action that improves outcomes for learners. The use of data to inform decision-making is inconsistent, with some authorities demonstrating strong practices while others require further development to ensure data-driven improvement planning. Despite the challenges, local authorities remain committed to improving the quality of education for all learners. By building on existing strengths, addressing areas for improvement, and fostering a culture of continuous reflection, strong leadership, and Page 72 of 394
Page 73
collaborative practice, local authorities can help schools to overcome challenges and ensure that all children and young people access to high-quality education. Page 73 of 394
Page 74
Appendix: Questionnaire analysis Local authority central staff 460 responses The questionnaire results presented reflect the aggregated views of responding local authority staff members. These findings should not be interpreted as fully representative of all local authority staff across Scotland. Percentages have been rounded and may not add to 100. Question 1 The education authority’s strategic plan for education is clearly focused on raising attainment and achievement for all learners. Response Number of responses Percentage of total responses Strongly agree 344 75% Agree 108 24% Disagree 4 1% Strongly disagree 0 0 Don’t know 3 1% Question 2 The education authority’s stretch aims to measure its progress in raising attainment and towards closing the poverty-related attainment gap, were developed in collaboration with headteachers. Response Number of responses Percentage of total responses Strongly agree 205 45% Agree 187 41% Disagree 25 6% Strongly disagree 1 0% Don’t know 40 9% Page 74 of 394
Page 75
Question 3: The education authority’s stretch aims have been made clear to senior leaders. Response Number of responses Percentage of total responses Strongly agree 270 59% Agree 161 35% Disagree 4 1% Strongly disagree 0 0% Don’t know 24 5% Question 4: The education authority’s leadership structure is clear. Response Number of responses Percentage of total responses Strongly agree 282 62% Agree 144 31% Disagree 26 6% Strongly disagree 3 1% Don’t know 3 1% Question 5: The education authority provides opportunities for children and young people to be involved and influence decision-making within the education authority. Response Number of responses Percentage of total responses Strongly agree 124 27% Agree 263 58% Disagree 37 8% Strongly disagree 5 1% Don’t know 28 6% Page 75 of 394
Page 76
Question 6: The education authority provides opportunities for parents and carers to be involved and influence decision-making within the education authority. Response Number of responses Percentage of total responses Strongly agree 124 27% Agree 278 60% Disagree 26 6% Strongly disagree 3 1% Don’t know 29 6% Question 7: The education authority’s arrangements and advice on self-evaluation is used effectively to help headteachers when planning for school improvement. Response Number of responses Percentage of total responses Strongly agree 254 55% Agree 181 40% Disagree 3 1% Strongly disagree 0 0% Don’t know 21 5% Question 8: The education authority’s guidance and advice on reporting on education standards and quality is used effectively by schools when writing their school standards and quality report. Response Number of responses Percentage of total responses Strongly agree 189 41% Agree 230 50% Disagree 12 3% Strongly disagree 0 0% Don’t know 29 6% Page 76 of 394
Page 77
Question 9: The education authority’s guidance and advice on planning for improvement is used effectively by schools when writing school improvement plans. Response Number of responses Percentage of total responses Strongly agree 184 40% Agree 242 53% Disagree 8 2% Strongly disagree 0 0% Don’t know 26 6% Question 10: The education authority provides constructive feedback to every headteacher on the quality of their improvement plan and standards and quality report. Response Number of responses Percentage of total responses Strongly agree 200 44% Agree 190 41% Disagree 27 6% Strongly disagree 1 0% Don’t know 42 9% Question 11: Between education authority staff and headteachers, there is a shared understanding of the purpose of its quality assurance activities. Response Number of responses Percentage of total responses Strongly agree 245 53% Agree 195 43% Disagree 9 2% Strongly disagree 0 0% Don’t know 10 2% Page 77 of 394
Page 78
Question 12: The education authority adopts a systematic approach to its quality assurance activities. Response Number of responses Percentage of total responses Strongly agree 245 53% Agree 186 40% Disagree 8 2% Strongly disagree 2 0% Don’t know 19 4% Question 13: The education authority invests in capacity building activities for its central education team to ensure that all schools experience a consistent application of the education authority’s program for quality improvement. Response Number of responses Percentage of total responses Strongly agree 190 42% Agree 200 44% Disagree 27 6% Strongly disagree 7 2% Don’t know 34 7% Question 14: The education authority’s quality assurance activities are making a positive difference to improving the quality of education in all its schools. Response Number of responses Percentage of total responses Strongly agree 182 40% Agree 230 51% Disagree 11 2% Strongly disagree 2 0% Don’t know 35 8% Page 78 of 394
Page 79
Question 15: The education authority promotes and supports schools’ effective use of data to evaluate impact and outcomes on children and young people. Response Number of responses Percentage of total responses Strongly agree 309 67% Agree 140 30% Disagree 7 2% Strongly disagree 0 0% Don’t know 4 1% Question 16: The education authority uses data effectively to demonstrate its progress in raising attainment and achievement for all children and young people in its schools. Response Number of responses Percentage of total responses Strongly agree 282 62% Agree 159 35% Disagree 6 1% Strongly disagree 2 0% Don’t know 8 2% Question 17: The education authority uses data effectively to demonstrate its progress in closing the poverty-related attainment gap. Response Number of responses Percentage of total responses Strongly agree 261 57% Agree 172 38% Disagree 11 2% Strongly disagree 1 0% Don’t know 14 3% Page 79 of 394
Page 80
Question 18: The education authority communicates its rationale for the professional learning activities that are offered to headteachers and their staff. Response Number of responses Percentage of total responses Strongly agree 209 45% Agree 212 46% Disagree 23 5% Strongly disagree 2 0% Don’t know 14 3% Question 19: The education authority offers professional learning opportunities that develop the capacity and capability of headteachers to lead their schools. Response Number of responses Percentage of total responses Strongly agree 233 51% Agree 193 42% Disagree 9 2% Strongly disagree 2 0% Don’t know 23 5% Question 20: The education authority’s strategy for raising attainment in literacy is clearly embedded in its programme of professional learning for teachers. Response Number of responses Percentage of total responses Strongly agree 277 49% Agree 193 42% Disagree 17 4% Strongly disagree 2 0% Don’t know 21 5% Page 80 of 394
Page 81
Question 21: The education authority’s strategy for raising attainment in numeracy is clearly embedded in its programme of professional learning for teachers. Response Number of responses Percentage of total responses Strongly agree 213 46% Agree 197 43% Disagree 24 5% Strongly disagree 2 0% Don’t know 24 5% Question 22: The education authority’s professional learning strategy draws on support from national organisations. Response Number of responses Percentage of total responses Strongly agree 216 47% Agree 207 45% Disagree 4 1% Strongly disagree 2 0% Don’t know 29 6% Question 23: The education authority’s professional learning strategy provides opportunities to work with other education authorities to achieve common goals. Response Number of responses Percentage of total responses Strongly agree 140 30% Agree 257 56% Disagree 27 6% Strongly disagree 2 0% Don’t know 34 7% Page 81 of 394
Page 82
Question 24: The education authority invests in capacity building activities for its central education team to ensure that the competences and knowledge to lead school improvement activities are developed. Response Number of responses Percentage of total responses Strongly agree 165 36% Agree 212 46% Disagree 35 8% Strongly disagree 2 0% Don’t know 46 10% Question 25: There is a well-developed culture of support and challenge across the education authority. Response Number of responses Percentage of total responses Strongly agree 241 52% Agree 191 42% Disagree 20 4% Strongly disagree 2 0% Don’t know 6 1% Question 26: The education authority knows its schools well. Response Number of responses Percentage of total responses Strongly agree 305 67% Agree 133 29% Disagree 12 3% Strongly disagree 1 0% Don’t know 4 1% Page 82 of 394
Page 83
Question 27: The education authority ensures that there is a named officer who is linked to each school. Response Number of responses Percentage of total responses Strongly agree 396 86% Agree 59 13% Disagree 1 0% Strongly disagree 1 0% Don’t know 3 1% Question 28: The local authority routinely discusses the performance of schools with headteachers to help identify strengths and areas of development. Response Number of responses Percentage of total responses Strongly agree 293 64% Agree 149 33% Disagree 2 0% Strongly disagree 0 0% Don’t know 15 3% Question 29: The education authority recognises the successes of its schools. Response Number of responses Percentage of total responses Strongly agree 262 57% Agree 174 38% Disagree 14 3% Strongly disagree 1 0% Don’t know 9 2% Page 83 of 394
Page 84
Question 30: The education authority provides constructive feedback on schools’ self- evaluation processes. Response Number of responses Percentage of total responses Strongly agree 204 45% Agree 203 45% Disagree 15 3% Strongly disagree 1 0% Don’t know 33 7% Question 31: The education authority supports headteachers to lead effectively. Response Number of responses Percentage of total responses Strongly agree 227 49% Agree 207 45% Disagree 12 3% Strongly disagree 0 0% Don’t know 14 3% Question 32: Headteachers have opportunities to work collaboratively with other school leaders within the education authority. Response Number of responses Percentage of total responses Strongly agree 300 66% Agree 143 31% Disagree 7 2% Strongly disagree 0 0% Don’t know 7 2% Page 84 of 394
Page 85
Question 33: Headteachers are supported to exercise their autonomy to make key decisions relating to school improvement and education quality. Response Number of responses Percentage of total responses Strongly agree 252 55% Agree 188 41% Disagree 5 1% Strongly disagree 2 0% Don’t know 13 3% Page 85 of 394
Page 86
Headteachers 1,328 responses The questionnaire results presented reflect the aggregated views of responding headteachers. These findings should not be interpreted as fully representative of all headteachers across Scotland. Percentages have been rounded and may not add to 100. Question 1: I have a good understanding of how decisions about education are made by the education authority. Response Number of responses Percentage of total responses Strongly agree 455 34% Agree 748 56% Disagree 82 6% Strongly disagree 19 1% Don’t know 21 2% Question 2: The education authority’s strategic [improvement] plan for education is clearly focused on raising attainment and achievement for all learners. Response Number of responses Percentage of total responses Strongly agree 795 60% Agree 488 37% Disagree 29 2% Strongly disagree 4 0% Don’t know 11 1% Question 3: The education authority’s stretch aims to measure its progress in raising attainment and towards closing the poverty-related attainment gap have been made clear to me. Response Number of responses Percentage of total responses Strongly agree 696 52% Agree 534 40% Disagree 55 4% Strongly disagree 14 1% Don’t know 27 2% Page 86 of 394
Page 87
Question 4: The education authority’s leadership structure is clear to me. Response Number of responses Percentage of total responses Strongly agree 716 54% Agree 504 38% Disagree 72 5% Strongly disagree 23 2% Don’t know 12 1% Question 5: I have opportunities to be involved in and influence decision-making within the education authority. Response Number of responses Percentage of total responses Strongly agree 396 30% Agree 723 54% Disagree 144 11% Strongly disagree 29 2% Don’t know 35 3% Question 6: The education authority’s arrangements and advice on self-evaluation help me when planning for my school’s improvement. Response Number of responses Percentage of total responses Strongly agree 571 43% Agree 665 50% Disagree 55 4% Strongly disagree 11 1% Don’t know 23 2% Page 87 of 394
Page 88
Question 7: The education authority’s guidance and advice on reporting on education standards and quality is useful to me when writing my school’s standards and quality report. Response Number of responses Percentage of total responses Strongly agree 582 44% Agree 645 49% Disagree 59 4% Strongly disagree 12 1% Don’t know 28 2% Question 8: The education authority’s guidance and advice on planning for improvement is useful to me when writing my school’s improvement plan. Response Number of responses Percentage of total responses Strongly agree 580 44% Agree 647 49% Disagree 61 5% Strongly disagree 12 1% Don’t know 24 2% Question 9: The education authority provides constructive feedback to me on the quality of my school’s school improvement plan and standards and quality report. Response Number of responses Percentage of total responses Strongly agree 453 34% Agree 602 44% Disagree 178 13% Strongly disagree 49 4% Don’t know 42 3% Page 88 of 394
Page 89
Question 10: Between education authority staff and headteachers, there is a shared understanding of the purpose of its quality assurance activities. Response Number of responses Percentage of total responses Strongly agree 558 42% Agree 642 48% Disagree 74 6% Strongly disagree 12 1% Don’t know 38 3% Question 11: The education authority adopts a systematic approach to its quality assurance activities. Response Number of responses Percentage of total responses Strongly agree 465 35% Agree 639 48% Disagree 113 9% Strongly disagree 22 2% Don’t know 84 6% Question 12: The education authority’s quality assurance activities are making a positive difference to improving the quality of education in my school. Response Number of responses Percentage of total responses Strongly agree 371 28% Agree 690 52% Disagree 139 10% Strongly disagree 32 2% Don’t know 92 7% Page 89 of 394
Page 90
Question 13: The education authority has supported me to develop a systematic approach to self-evaluation in my school. Response Number of responses Percentage of total responses Strongly agree 377 28% Agree 719 54% Disagree 158 12% Strongly disagree 17 1% Don’t know 51 4% Question 14: The education authority promotes and supports effective use of data to evaluate impact and outcomes on children and young people. Response Number of responses Percentage of total responses Strongly agree 711 54% Agree 568 43% Disagree 28 2% Strongly disagree 7 1% Don’t know 11 1% Question 15: The education authority uses data effectively to demonstrate my school’s progress in raising attainment and achievement. Response Number of responses Percentage of total responses Strongly agree 567 43% Agree 617 47% Disagree 85 6% Strongly disagree 12 1% Don’t know 38 3% Page 90 of 394
Page 91
Question 16: The education authority uses data effectively to demonstrate its progress in closing the poverty-related attainment gap. Response Number of responses Percentage of total responses Strongly agree 528 40% Agree 623 47% Disagree 70 5% Strongly disagree 10 1% Don’t know 93 7% Question 17: I regularly participate in professional learning that develops my capacity and capability to lead my school. Response Number of responses Percentage of total responses Strongly agree 690 52% Agree 595 45% Disagree 35 3% Strongly disagree 1 1% Don’t know 2 2% Question 18: The education authority’s rationale for the professional learning activities it offers to headteachers is clear to me. Response Number of responses Percentage of total responses Strongly agree 347 26% Agree 688 52% Disagree 165 12% Strongly disagree 32 2% Don’t know 93 7% Page 91 of 394
Page 92
Question 19: The education authority’s strategy for raising attainment in literacy is clearly embedded in its programme of professional learning for teachers. Response Number of responses Percentage of total responses Strongly agree 445 34% Agree 701 53% Disagree 97 7% Strongly disagree 12 1% Don’t know 67 5% Question 20: The education authority’s strategy for raising attainment in numeracy is clearly embedded in its programme of professional learning for teachers. Response Number of responses Percentage of total responses Strongly agree 407 31% Agree 711 54% Disagree 106 8% Strongly disagree 13 1% Don’t know 80 6% Question 21: The education authority’s professional learning strategy draws on support from national organisations. Response Number of responses Percentage of total responses Strongly agree 397 30% Agree 727 55% Disagree 35 3% Strongly disagree 7 1% Don’t know 157 12% Question 22: The education authority’s professional learning strategy provides opportunities to work with other education authorities to achieve common goals. Response Number of responses Percentage of total responses Strongly agree 264 20% Agree 644 49% Page 92 of 394
Page 93
Disagree 183 14% Strongly disagree 29 2% Don’t know 199 15% Question 23: There is a well-developed culture of support and challenge in the education authority. Response Number of responses Percentage of total responses Strongly agree 425 32% Agree 661 50% Disagree 158 12% Strongly disagree 35 3% Don’t know 45 3% Question 24: The education authority knows my school well. Response Number of responses Percentage of total responses Strongly agree 454 34% Agree 620 47% Disagree 134 10% Strongly disagree 33 2% Don’t know 83 6% Question 25: When I need advice or support, I am able to contact a named education authority officer who is linked to my school. Response Number of responses Percentage of total responses Strongly agree 867 65% Agree 432 33% Disagree 16 1% Strongly disagree 5 0% Don’t know 5 0% Page 93 of 394
Page 94
Question 26: The education authority routinely discusses the performance of my school with me, to help identify strengths and areas of development. Response Number of responses Percentage of total responses Strongly agree 523 39% Agree 632 48% Disagree 138 10% Strongly disagree 20 2% Don’t know 13 1% Question 27: The education authority recognises my school’s successes. Response Number of responses Percentage of total responses Strongly agree 422 32% Agree 634 48% Disagree 151 11% Strongly disagree 26 2% Don’t know 7 7% Question 28: The education authority provides constructive feedback on my school’s self- evaluation processes. Response Number of responses Percentage of total responses Strongly agree 367 28% Agree 670 51% Disagree 190 14% Strongly disagree 27 2% Don’t know 66 5% Page 94 of 394
Page 95
Question 29: The education authority supports me to lead effectively. Response Number of responses Percentage of total responses Strongly agree 415 31% Agree 734 56% Disagree 110 8% Strongly disagree 21 2% Don’t know 41 3% Question 30: I have opportunities to work collaboratively with other school leaders within my local authority. Response Number of responses Percentage of total responses Strongly agree 746 56% Agree 549 42% Disagree 19 1% Strongly disagree 2 0% Don’t know 5 0% Question 31: I feel I can exercise my autonomy to make key decisions relating to school improvement and education quality. Response Number of responses Percentage of total responses Strongly agree 607 46% Agree 632 48% Disagree 54 4% Strongly disagree 12 1% Don’t know 16 1% Page 95 of 394
Page 96
Page 96 of 394
Page 97
1 National Thematic Inspection: Local authority approaches to supporting school improvement Summarised Findings Local Authority Midlothian Council HM Lead inspector David McKellar In October 2024, a team of inspectors from Education Scotland visited Midlothian Council. During our visit, we talked to senior leaders, local authority officers, parents/carers, headteachers, teachers, representatives from professional associations and elected members. Purpose and themes The purpose of the visit was to gather evidence about how Midlothian Council supports school improvement, with a focus on how they support schools to improve the quality of education through: • the implementation of effective improvement planning and standards and quality reporting • self- evaluation and quality assurance • professional learning • universal and targeted support and challenge Context of the local authority This local authority’s geographical area is largely urban and lies to the south of Edinburgh. It is the fastest growing local authority by population in Scotland. The current population is around 97,000 and is predicted to rise by 13.8% by 2028. 8.9 percent of children and young people in primary and secondary schools live within deciles 1-2 of the Scottish Index of Multiple Deprivation (SIMD). Approximately 35% of children in primary and 49% of young people in secondary have been assessed as requiring additional support with their learning. The local authority has an increasing Additional Support Needs population with the greatest need being children and young people with social, emotional and behavioural needs. The average attendance in 2022/2023 was 90.7%. The national average is 90.2%. Across Midlothian there are 31 primary schools, six secondary, and two special schools. In 12 of the schools there is a special unit. The local authority is working to improve and increase the learning estate to accommodate projected increases to the school population as well as general improvements to learning environments. Page 97 of 394
Page 98
2 The local authority senior leadership team has gone through significant change since 2019. Since the appointment of the Executive Director of Children, Young People and Partnerships Directorate in 2019, a new senior leadership team for Education has been established. The team has spent time during and since the pandemic refreshing, enhancing and developing service visions, priorities, relationships with schools and guidance to support schools to improve the quality of education. The education team comprises of an Executive Director Children, Young People and Partnerships, Education Chief Operating Officer, four quality improvement managers, a principal educational psychologist, seven quality improvement officers and a range of education support officers. Theme 1 - How do local authorities support schools to improve the quality of education through implementing effective improvement planning and standards and quality reporting? • How clear and effective is the local authority’s arrangements and advice to schools on self-evaluation, improvement planning and standards and quality reporting? • How does the local authority ensure that schools’ self-evaluation is accurate, rigorous and robust, based on reliable and comprehensive data and information? • In what ways does the local authority promote collaboration with all stakeholders, especially learners, as essential to effective self-evaluation and identification of priorities? • What is the role of central teams in providing critical feedback to school leaders on the quality/robustness of their self-evaluation and school improvement planning processes? • To what extent does the local authority use the data from individual school or cluster improvement plans and standards and quality reports, to direct their officers’ work? Midlothian Council provides clear and effective advice and guidance to support school improvement. Senior managers led a review of the local authority’s Quality Improvement Framework (QIF) in 2021 resulting in new guidance and revised procedures. This was initiated as a result of a central team restructure, and data from school attainment performance and inspection outcomes. Central staff continue to review and refine these approaches, in collaboration with headteachers, to improve their effectiveness to support school improvement. In addition, the local authority has produced three frameworks. One framework for learning, teaching and assessment, and one each for numeracy and literacy. Headteachers and central staff are using the frameworks to promote improvements in the quality and consistency of learning and teaching across schools. The local authority should continue with its plans to fully evidence the impact this is having on overall improvement. The local authority’s QIF sets out clearly the expectations for the completion and submission of standards and quality reports (SQR) and school quality improvement plans (SQIP). The new SQR and SQIP templates provide an increased coherence in the approaches, and templates have been streamlined well. The revisions to frameworks and templates are supporting headteachers to be more consistent in the way they produce plans and reports. The Local Authority Education Service Plan supports headteachers to ensure SQIPs take account of the local authority priorities and the context and needs of the school. Headteachers produce an annual SQR which evaluates the impact of the SQIP. Headteachers are increasingly using SQIPs as working documents to guide and chart improvements at school level. Headteachers use a ‘red, amber, green’ Page 98 of 394
Page 99
3 rating (RAG rating) approach to monitor and indicate progress made towards improvement priorities. Headteachers undertake the RAG rating exercise in trio groups or with a Quality Improvement Officer (QIO). QIOs provide appropriate challenge to headteachers about the evidence they use to arrive at evaluations. There is an improvement in quality, consistency and specificity of SQIPs as a result of these review processes. QIOs should continue to work with school leaders and staff to develop consistent and high quality SQIPs across all schools. Schools are organised into associated schools groups (ASG). Each ASG has a link QIO who works directly with the schools within that area. This enables them to develop effective working relationships with individual schools. QIOs provide headteachers with evaluative written feedback on draft SQIPs and SQRs. The central team moderate the quality of this feedback to ensure there is consistency in approach. Many headteachers feel that there is an appropriate and proportionate level of support and challenge provided to schools across the authority. However, headteachers intimated that this is not yet consistent across sectors. The local authority should continue to support the development of central staff to provide consistent levels of support and rigour of challenge across all schools and sectors. The local authority’s QIF sets clear expectations for headteachers to collaborate with, and involve, parents and learners as part of their approaches to self- evaluation and school improvement planning. Parents report they are aware of, and increasingly involved in the development of, priorities for improvement in their child’s school. They are informed of the local authority’s priorities for improvement through the local authority’s Parent Council Chair Forum. These meetings are facilitated by a Parent and Learner Liaison Officer with responsibility for this area of work. The Midlothian Learner Conference provided a forum to facilitate consultation with, and feedback from, children and young people. Young people have begun to influence approaches to key pieces of work that include learning and teaching, and the local authority’s aligned curriculum offer. This approach has further potential to increase the voice of learners in authority-wide improvements. The local authority has increased the focus on high quality and reliable data about schools. Headteachers are now provided with attainment data for schools across the local authority in the form of data dashboards. Equity and Excellence Workbooks have also been developed to support the effective use of Pupil Equity Funding. Headteachers welcome this move to enhance their understanding of their individual school’s performance in relation to others. However, there is still variability in headteachers’ understanding and use of data across the authority. The local authority recognises the need to continue to develop and sustain data literacy among headteachers and school staff. Developing this capability across the system should support ongoing capacity to implement, monitor and evaluate the impact of school improvements on children and young people. Staff in the central team are increasingly confident they know schools well. QIOs and Quality Improvement Managers (QIMs) collate information from SIPs, SQRs and their planned engagement visits with schools. They are using this to help connect schools with similar improvement priorities or other areas for Page 99 of 394
Page 100
4 development. Headteachers are finding initial benefits from collegiate working with other schools with similar priorities. Theme 2: How do local authorities support schools to improve the quality of education through self-evaluation and quality assurance? • What methods does the local authority use to evaluate school performance (review the quality of education) for example, gathering evidence from stakeholders, review/validated self-evaluation visits, attainment analysis)? How effective are these methods? How often does this take place? • To what extent do officers carry out regular and rigorous evaluation of the quality of school provision? How is this work quality assured? • How does the local authority evaluate the quality of learning, teaching and assessment? • How clear and effective is the advice and support for schools on approaches to self-evaluation and their quality assurance? How effectively does the local authority moderate this at strategic and school levels? • How does the local authority identify and share effective practice through quality assurance? Is this making a difference across the authority? Over recent years, the local authority has refreshed and developed a range of useful methods and policies that are beginning to help it evaluate school performance. It is working well with headteachers to continue to develop an empowered system that identifies accurately strengths across schools and areas that require improvement. As a result, headteachers and central staff are working together more closely to determine how self-evaluation and quality assurance activity is taken forward. Central staff carry out regular and rigorous evaluation of the quality of school performance. The local authority has a commitment to update and analyse data regularly for all schools. They are progressing well in improving the effectiveness of local authority quality assurance processes and how this is used to support schools. In doing so, they undertake a range of quality assurance activities and provide feedback on this to schools. QIOs attend ASG meetings to provide support, challenge and feedback on ASG improvement plans. Secondary schools have an annual attainment review following publication of attainment data. The Director or Education Chief Operating Officer now attend these reviews in addition to QIMs, another secondary headteacher, and an ASG representative. QIMs and QIOS visit their link schools across the academic year to analyse data. QIOs and QIMs develop their understanding of school data and of the school context further through directly observing learners’ experiences and considering the progress learners make. As a result of the information and data gathered through the totality of quality assurance activities, central staff have an accurate working knowledge of strengths and areas of improvement across each of the local authority schools. This contributes to a shared understanding of next steps between headteachers and central staff. The local authority has co-produced its new QIF with school leaders and other stakeholders. Across academic session 2023-2024, the local authority took time to provide opportunities for all school leaders to learn about the new QIF prior to its implementation in August 2024. This provided headteachers with support to understand the requirement for systematic quality improvement approaches. It established how central staff, school leaders and other stakeholders would work to quality assure the impact of improvement work. The QIF outlines well the Page 100 of 394
Page 101
5 expectations of headteachers to provide a summary of self-evaluation regularly to build up evidence over time. Therefore, advice to schools is widely understood and actioned quickly. In many key areas, it is too early to evidence what impact these documents and policies are having on improving school performance. However, there is a notable improvement in school leaders’ use and understanding of the quality improvement framework. They are using this to improve their approaches to self-evaluation and quality assurance at school level. Increasingly, they are using this within their ASGs and with some of the new established ‘trios’ of headteachers. The use of trios in relation to the expectations of the QIF is very new. Within the primary school sector, trios are having success in working together to evaluate, with increasing accuracy, progress made towards meeting outcomes within SIPs. The role of trios in validating school evaluation and learning and teaching has been supported by training for headteachers and is aimed at building improvement capacity across the authority. Trios are expected to carry out visits with a focus on learners’ experiences and improving learning teaching and assessment. The local authority has taken important steps to increase stakeholder participation when gathering evidence. For example, the local authority has established a UNCRC Pupil Parliament that is beginning to gather the views of children and young people. These children and young people are supporting central teams’ understanding how they envision the local authority can improve educational experiences for all. Although the UNCRC Pupil Parliament is in the early stages of providing views to the local authority, children and young people’s views are beginning to influence local authority guidance. For example, their views are used to inform local authority understanding of what effective teaching and learning is to children and young people. The local authority should continue with its plans to grow the UNCRC Pupil Parliament and build upon the very positive start it has made to involving children and young people in improving the work of schools. The local authority has developed a clear strategy for all settings to provide quality opportunities for parents to participate in school life and improvement. It has identified correctly that there is a need to ensure consistency across schools in promoting greater parental involvement with evaluation activities. The local authority should continue to build upon the positive steps made to increasing parental participation to self-evaluation and quality assurance through its strategy. Theme 3: How do local authorities support schools to improve the quality of education through professional learning? • What professional learning does the local authority currently provide to support school improvement? • What is the impact of this on developing the skills and knowledge of school leaders and staff on school improvement? • What support systems (e.g., mentoring, networks of practice, peer support groups, cluster support) are available for school leaders and staff? How are these approaches improving school performance and outcomes for learners? • To what extent do senior leaders have opportunities to support improvement beyond their own establishment? What difference is this making? • How effectively does the local authority utilise Associate Assessors (if applicable) to support school improvement across establishments. Page 101 of 394
Page 102
6 • Does the local authority’s professional learning strategy draw on support from national organisations? Midlothian Professional Learning Academy team facilitates the delivery of professional learning across the local authority. The ‘first phase’ of professional learning delivery is accessible to all staff across schools. In progressing the ‘first phase’, the professional learning team has developed a purposeful universal professional learning offer. Central staff considered well the needs and priorities of the local authority and its schools when developing professional learning in the initial stages. The professional learning team use a range of approaches, such as online, in-person and prerecorded sessions. The online resources are helpful as they allow staff to access professional learning at a place and time of their choice. ‘Let’s Talk’ sessions and movie nights provide creative ways to share information alongside opportunities to engage in professional dialogue and develop knowledge and understanding in key areas. Overall, staff uptake across schools has been very positive. Responses to professional learning evaluations show that professional learning is helping staff build their skills and confidence in classroom. They value the increasing opportunities to collaborate with colleagues and have opportunities to co-construct the development of resources. Central staff are aware of the variability of uptake in professional learning from schools across the authority. They should continue with their plans to work with schools with lower uptakes to identify how professional learning can be developed further to increase their participation. Senior leaders recognise the next step is to progress the ‘second phase’ of their professional learning strategy. This should include learning that is more targeted towards specific roles and remits within schools. However, it should be noted that a very positive start has been made to the reintroduction of the headteacher induction programme and depute headteacher professional learning opportunities. These opportunities are resulting in newly promoted headteachers and current depute headteachers feeling supported well and increasingly confident in their role. The local authority has developed a new approach to headteacher conferences. This is providing useful opportunities to develop headteachers’ knowledge and for them to share practice with peers. The local authority should continue with plans to include specific skills based professional learning for existing headteachers. For example, headteachers, and indeed other school leaders and central staff, require to build skills and confidence in their approaches when providing peer school leaders with robust support and challenge about school performance. Examples may include how to undertake challenging professional dialogue, data analysis across 3-18 and feedback on learners’ experiences or the quality of learning and teaching. This is important for the local authority to continue as they develop an empowered and self-improving system. For example, not all headteacher trios will have direct support from QIOs or QIMs when undertaking quality improvement visits. Therefore, they will need high levels of knowledge and understanding of approaches to evidence based evaluation activity. Page 102 of 394
Page 103
7 In developing and progressing the ‘second phase’ further, there is potential for the local authority to link its key priorities to impact and outcomes. Through the professional learning strategy, the local authority will be able to articulate explicitly to all staff, its aspirations, expectations and intended outcomes. Central staff, supported by Education Scotland Attainment Advisors, have led purposeful workshops to support headteachers develop their use of evaluative writing in SQRs. They are also challenging headteachers more about the evidence schools gather and use to support school evaluations. As a result, central staff indicate that recent SQRs are more robust in their evaluations. They contain more evaluative language that reflects better the quality and impact of school improvement. There is increasing alignment with school self-evaluation, local authority evaluation of schools and outcomes from school inspection. The local authority has committed to a significant investment in digital technology and training to support learning and teaching across the authority. The focus on the ‘Midlothian Learner’ is providing momentum to system wide change and development. This includes aligning secondary school timetables to facilitate better access to courses and programmes for young people outwith their own school. It is beginning to improve and promote equity for every young person across all secondary schools. Professional learning is leading to an increased use of digital technologies in classrooms, which is having a positive impact on learning and teaching in classrooms. This can be demonstrated within recent inspection reports, where the use of digital technology to support learning has been commented upon as a strength. As planned, officers should measure whether there is a sustained impact on attainment over time for all schools. A small team of central staff lead on raising attainment. They provide useful mentoring, training and in-person support to improve learning and teaching approaches in schools. This support is bespoke and targeted to the needs of individual schools and groups of staff. Headteachers and staff confidently share the positive impact this support is having on improving learning and teaching and children’s outcomes. Local authority professional learning is supporting schools to nurture supportive relationships. This is building confidence in staff and across the authority to meet learners’ wellbeing needs. The local authority is correctly working with secondary schools to address attendance and exclusion rates with regard to its nurturing supportive relationships approach. There is a wide range of networks in place to support professional learning, dialogue and sharing practice. These build on what staff have identified as an improving culture of collaboration where staff are well supported and enthusiastic about engaging in professional learning. The local authority has a well-planned approach to supporting and building capacity in newly qualified teachers (NQTs). This plan includes helping mentors and headteachers ensure that support is provided to NQTs when they join the profession. Central staff should continue to work with school leaders to identify when NQT professional learning takes place. This will allow NQTs more opportunities to join school level professional learning across the year in addition to local authority opportunities. The local authority has made positive steps in providing newly appointed teachers with access to key support and training. The reintroduction of the professional learning programme Page 103 of 394
Page 104
8 for middle leaders is supporting aspiring leaders to develop their professional knowledge and skills. A few ASGs have been supported very well to engage in research and enquiry-based learning. This is leading to schools within these ASGs providing ongoing advice to schools across the local authority in key improvement areas. This includes sharing practice and learning in areas such as play pedagogy and attendance. The local authority should continue to build upon this positive start so there is opportunity for all ASGs to develop practice that other schools can learn from. They recognise the positive impact and benefits in developing a shared understanding of expectations and contributing to developing work such as the progression frameworks for literacy and numeracy. This is leading to improved transitions and progression in learning in some ASGs. The local authority should continue to work to ensure consistency of approaches and standards is achieved across all ASGs. The local authority has encouraged school leaders to apply to HMIE to become associate assessors (AAs). As a result, there has been a small increase of AAs within the local authority. Central staff recognise that they could make more use of existing AAs to support self-evaluation and improvement and build further confidence and skills across the authority. They should continue with their plans for AAs to work together as a strategic resource to build a more confident understanding of national standards, expectations and to support improvements in learning and teaching. Innovative approaches to building staff capacity through professional learning are promoted and led by central staff. For example, the local authority has organised conferences with selected authorities across Wales, England and Northern Ireland to share and influence improvement in schools. This collaboration with organisations beyond Scotland is supporting well learning and reflection in key areas such as attendance. The authority works well with organisations such as Education Scotland and neighbouring universities to contribute to programmes and curricular developments. The local authority is proactive in working with other local authority services and developing partnerships to support professional learning. There are regular opportunities for professional learning across children’s services and the health and social care partnership. Theme 4: How do local authorities deliver universal support and challenge for all schools, and/or targeted support for specific schools to improve the quality of education? • What is the universal offer of support and challenge for all schools? • How does the local authority use the data from individual school or cluster improvement plans and standards and quality reports, to provide targeted support? • What measures are used to identify the need for targeted support? • Is there targeted support for specific schools? What might that look like? (examples?) What action is taken if a review of a school concludes that a school is not performing satisfactorily and requires targeted support? • What support systems (for example: mentoring, networks of practice, peer support groups) are available for school leaders and staff? • What is the role of central staff in facilitating/contributing to collaborative approaches, which improve school performance and outcomes for learners? Page 104 of 394
Page 105
9 The local authority provides clear universal and targeted support to schools across the local authority. Central staff are linked appropriately to ASGs, schools and networks to provide universal and targeted support and challenge. This is supporting the central team to consider different ways of working to support and secure continuous improvement. Central staff and school leaders have co-produced local authority-wide improvement frameworks and tracking and monitoring guidance documents for all staff to use. These promote consistency in gathering data and information across the local authority as well as building staff capacity. For example, teachers frequently use the literacy and numeracy frameworks to support and improve confidence in professional judgements on the progress learners are making towards attainment of levels. The local authority has developed a school risk and capacity register to provide an overview of individual schools’ capacity to improve. Across all sectors, central staff have prioritised schools that require support to improve in line with the launch of the QIF in August 2024. As a result, all schools are either categorised as having no risk factors (core schools), a few significant risk factors (enhanced schools) or multiple risk factors (improvement schools). A school’s categorisation predominantly focuses on school self-evaluation against quality indicators 1.1, 1.3, 2.3, 3.1 and 3.2 from HGIOS?4. Core schools will have evaluated themselves as good or better in four or more of the quality indicators. Enhanced schools will have evaluated themselves as good or better in three or more of the quality indicators. Improvement schools will have evaluated themselves as good or better in fewer than three of the quality indicators. Central staff also use centrally agreed ‘performance indicators’. These include, HMIE quality indicator evaluations, attainment data, attendance data, complaints data and exclusions data. Central staff are making increased use of relevant data and information to provide earlier intervention to support schools. This is beginning to support QIOs and QIMs understand better where, when and why improvement is required across Midlothian. Central staff should continue with their plans to share with headteachers how they use ‘performance indicators’ when categorising the level of support a school needs to improve. This should be in addition to the school risk and capacity register. This will provide headteachers with more information to help them identify when and why their school requires support. Schools that are identified as an ‘enhanced’ and ‘improvement’ school receive more direct support than ‘core’ schools. ‘Core’ schools do not receive quality improvement visits from central staff at this point. This has resulted in schools that evaluate themselves as performing well receiving a reduction in improvement support in the interim period. Headteachers within these schools are aware that QIOs and QIMs are available for unplanned discussion and support if required. Central staff aim to redress this short-term imbalance of improvement visits as the QIF becomes more established. Where a school requires targeted support as an ‘enhanced’ or ‘improvement’ school, central staff implement a range of different approaches. This is responsive to individual need and can include, for example, providing temporary Page 105 of 394
Page 106
10 staffing, coaching and mentoring, support from the Raising Attainment Team and additional professional learning. The number and frequency of visits depends on the sector, the nature of need and support required. Schools in an improvement category, or that are an ‘improvement school’, should have an agreed action plan which is reviewed with a QIM regularly. The local authority provides all primary schools with data dashboards to help them analyse and monitor school performance. This data is used by QIOs and QIMs to provide regular support and challenge to headteachers across the academic year. QIMs and QIOs ensure that headteachers receive an agreed calendar of their visits to the school. Each visit has a clear purpose related to improvement with a continuous focus on using data. Headteachers benefit from networks of support at local authority, cluster and school levels. Central staff work together very effectively to promote a culture of ongoing improvement in the quality of education. All newly appointed headteachers are given a mentor to support them in their understanding of operational deliverance and strategic school improvement. Headteachers speak highly of this approach and the high-quality coaching conversations on which the mentoring is based. 5. Any other relevant information In this local authority, key challenges were identified consistently in each focus group. There is concern about: • financial implications that may limit potential to release staff for improvement work • financial implications that could result in a reduction of improvement and professional learning teams • increasing need for headteachers to cover absence. Within a tight financial climate, headteachers and depute headteachers may have less capacity to continue to support improvement beyond their own school. • significant increases in children and young people with additional support needs and staffing levels / capacity to meet needs effectively in schools, special schools and provisions • maintaining and recruitment of teacher numbers • meeting NQT quotas within a context of significant savings across the local authority • continuation of the commitment to improve the learning estate within current and potential budget savings. Page 106 of 394
Page 107
1 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 CYPP Directorate Vision The children, young people and partnerships directorate comprises of Education, CLLE and children’s Services. The directorate vision is for 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 The Standards in Scotland’s Schools etc. Act 2000, as amended 2016, placed new duties on education authorities, and the Education Service Plan includes identified areas for improvement specific to Education to fulfil these duties. As a result, the Education Service Improvement Plan not only reflects the key priorities in the Midlothian Single Plan but also aligns closely with the key priorities in Education Throughout 2024/25 education services, schools and settings are focused on a single priority to: We will raise attainment and achievement to ensure that all children and young people in Midlothian achieve outcomes which lead to positive and sustained destinations. The Service Improvement Plan has four main workstreams: • Learning, teaching, assessment & curriculum • Attendance& engagement • Relationships, wellbeing & care and • Inclusion, equity & targeted supports and risks Education 24/25 Performance report Performance Review and Scrutiny Committee Tuesday 10 June 2025 Item No 5.3 Page 107 of 394
Page 108
2 Challenges and risks Attendance rates The continuing impact of the pandemic on attendance and on post-school destinations The implementation of a new Attendance strategy as well as strengthened supports will help to reverse this negative trend Early Learning and Childcare Delivery Midlothian Council has a relatively high proportion of funded ELC places delivered by partners in the private and voluntary sectors. Any increases in the rate that is paid to funded providers would create additional upward pressure on the early years budget. Rate of demographic growth on the learning estate • A full refresh of school roll projections and capacities has been undertaken to assess current and future demand. This work will inform and shape the Learning Estate Strategy over the next 5 years. • A number of schools funded through the Scottish Governments Learning Estate Investment Programme are at the briefing and design stages. There are council and developer funded projects being undertaken also. • The Roll Projection data will be checked and refreshed on a 6 month basis to ensure we have provided sufficient capacity in each catchment. There are a number of schools with imminent capacity breaches. • The Place Directorate are conducting Condition Surveys in all schools assets. Children with ASN • Increase in the number of children and young people with additional support requiring more specialist provision will require robust monitoring to ensure staffing and specialist facilities meets level of needs. • Increase in the number of children and young people with additional support needs requiring more resourcing within mainstream school. Recruitment and retention of staff Increased difficulties of attracting and retaining subject specialists especially Maths, Science, Technologies is having an impact on service delivery in a number of secondary schools. Attracting and retaining teaching and non-teaching staff into ASN provisions is having an impact on service delivery. Attracting suitably qualified staff for ELC due to national demand is also proving a challenge and having an impact on service delivery. Page 108 of 394
Page 109
3 Financial pressure • There is a financial challenge to deliver statutory services given the current budget gap. • Due to the current financial climate there may be an impact on services as a result of the cost of living and increase in poverty. Page 109 of 394
Page 110
4 Aligned to the Service Plan, priorities for 2024/25, key actions are: Midlothian schools and ELC settings offer a relevant, progressive and motivating strengths-based 3-18 curriculum, that enables all learners, including those with ASN, to move on to highly skilled, sustained positive destinations. Quality improvement processes evidence improvement in QI 2.3 LTA. Robust data sets track and monitor educational outcomes for all children and young people Key achievements this year: • ASG level action plans support ongoing planning for 2025/26 and beyond in relation to curriculum and pathways • Quality Improvement gradings show an increase in the number of schools graded at “Good” or above in all QIs. • Trio attainment meetings have been held with all secondary HTs/SLT and a summary of next steps shared to support improvement. Secondary attainment meetings with elected members, peer headteachers and central officers have helped to build a shared understanding of secondary attainment successes and challenges. • Our Thematic inspection by Education Scotland this year stated that “Within the primary school sector, trios are having success in working together to evaluate, with increasing accuracy, progress made towards meeting outcomes within SIPs. The role of trios in validating school evaluation and learning and teaching has been supported by training for headteachers and is aimed at building improvement capacity across the authority.” • The raising attainment team has a measurable impact on raising learner attainment in the schools where it is working. Numeracy attainment in P7 improved by 15% (average) in these schools since June 2024. A “Core Numeracy” programme has been established which is a universal offer open to all teachers in Midlothian. This is focussed on raising attainment in Numeracy. • The Thematic inspection this year found that “the professional learning team has developed a purposeful universal professional learning offer... The professional learning team use a range of approaches, such as online, in-person and prerecorded sessions. The online resources are helpful as they allow Workstream 1: Learning, teaching, assessment & curriculum achieve outcomes which lead to positive destinations Page 110 of 394
Page 111
5 Priority 1. Learning, teaching, assessment and curriculum Priority 1 – Progress towards the outcome Quality improvement processes evidence improvement in QI 2.3 LTA Robust data sets track and monitor educational outcomes for all children and young people. 100% Midlothian schools and ELC settings offer a relevant, progressive and motivating strengths-based 3-18 curriculum 100% 100% Page 111 of 394
Page 112
6 Raising Attainment – ACEL update 2023/24 Page 112 of 394
Page 113
7 Page 113 of 394
Page 114
8 Aligned to the Service Plan, priorities for 2024/25, key work streams: • Tracking, monitoring and reporting processes are in place for attendance and engagement in education leading to more targeted interventions. • Pupil voice informs all decisions pertaining to attendance and engagement at individual and strategic levels. • Parents, schools and partners are clear on their roles and responsibilities and feel confident and skilled in promoting attendance Key achievements this year: • The attendance dashboard has been further developed, providing schools with data on a monthly basis including tracking of numbers at different attendance bands to inform intervention. • The new codes from Scottish Government have been rolled out with new guidance and coding workshops designed to run in February for school leaders and use of codes are being monitored. • An Engagement in Education Toolkit has now been drafted to be launched to schools in April. We have mapped out an initial project plan for the Engagement toolkit to be set up as a mentoring intervention as a test of change from August. • All ASGs have participating in the Attendance Partnership Network with partners from Educational Psychology, Family Wellbeing Service, Home School Practitioners and 3rd Sector focusing on sharing effective practice and strengthening locality planning for children and young people at different levels of attendance. • The self-evaluation tool has been positively received by school leaders and is being used to gather insight into current strengths and identify areas for • improvement across the schools for young people at different levels of attendance. Findings will be collated to inform workstream priorities and actions. • The initial review of policy implementation has identified need for further streamlining of processes to reduce administrative tasks. • There is improved clarity of role and partnership with Family Wellbeing Service to support attendance. Workstream 2: Attendance and engagement Page 114 of 394
Page 115
9 Workstream 2. - Attendance and engagement 100% 100% 100% Workstream 2 – Progress towards the outcome School improvement plans for attendance are informed by self- evaluation against quality indicators at 4 levels: universal, preventative, early support and focused support. The Attendance Partnership Network promotes collaborative action planning with pathways of assessment and intervention for children and young peoples at 0- 25%, 25-75% and 75-90% attendance. Attendance targets are tracked and monitored and the data is quality assured across schools and ASGs. Page 115 of 394
Page 116
10 88% 89% 90% 91% 92% 93% 94% 95% 96% 97% Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4 2018 2019 2020 2021 2022 2023 2024 Primary School attendance Primary Attendance Target 83% 85% 87% 89% 91% 93% Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4 2018 2019 2020 2021 2022 2023 2024 Secondary School attendance Secondary Attendance Target 0 5 10 15 20 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2022 2023 2024 2025 Reduce exclusions in Primary schools (Rate per 1,000) Primary Exclusion Rate (per 1,000) Target 0 10 20 30 40 50 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2022 2023 2024 2025 Reduce exclusions in Secondary schools (Rate per 1,000) Secondary Exclusion Rate (per 1,000) Target Workstream 2 – Performance measures Page 116 of 394
Page 117
11 Aligned to the Service Plan, priorities areas of improvement for 2024/25: • Effective tracking and monitoring processes lead to more targeted support and improved outcomes for all children and a narrowing of the gap for those with ASN and protected characteristics. • All staff demonstrate confidence in their use of relational approaches through effective professional learning, staff support and supervision • All schools and settings are able to demonstrate effective practice and pathways to promoting wellbeing and reducing risk of harm. Key achievements this year: • An action plan has been drafted following the Appreciative Enquiry into staff wellbeing based on the 4 key areas: 1. Time and space to fulfil your role 2. Right support at right time to meet learners’ needs 3. Feeling valued and part of a shared purpose 4. Time, space and systems for reflection and care • All ASGs are participating in the Nurture Leads Community of Practice which provides a forum of support for the implementation of principles and practice from Safe, Connected and Ready to Learn. • Nurture Leads working group have drafted initial themes and plan for policy development. • Over 100 learners from primary schools and over 30 learners from secondary schools participated in the Learners Conferences in September, sharing insights into what helps them feel safe, connected and ready to learn in school. • A professional learning framework is being developed with the Professional learning team to establish core induction PL and progression routes in areas of trauma-informed practice, mental health and wellbeing. • A review of the Wellbeing Concern process is underway with regards to robustness and consistency of process across settings and pathways to intervention. Workstream 3: Relationship, wellbeing and care Page 117 of 394
Page 118
12 Workstream 3. - Relationship, wellbeing and care 100% 80% 100% Workstream 3 – Progress towards the outcome A Relationship Policy is co- produced with children and young people and sets out our commitment to a relational and restorative approach. A professional learning framework maps out learning at universal, targeted and intensive levels for school leaders and staff in promoting relationships, wellbeing and care with relevant professional learning, implementation and support structures Universal and targeted support is informed by monitoring of children’s wellbeing and pathways for wellbeing and mental health support are mapped out with links to self-help resources. Page 118 of 394
Page 119
13 Aligned to the Service Plan, priorities for 2024/25, key work streams: • Policies, systems and processes are in place to advise and assist schools and settings around inclusive practice and the allocation of additional resource. • Develop a robust data set 0-18 to inform future learning estate planning to ensure that buildings and resources are available well in advance of need. • Through workforce reform we build a diverse and relevant workforce that is skilled and confident in meeting learners needs. Key achievements this year: • Ensure that all ASN provisions have robust Tracking and Monitoring systems in place to evidence attainment and achievement. • Monitor and reduce part-time timetables across the Midlothian. • Midlothian Learner's Plans and Personal Support Plans are in place for all learners who require one. Learner planning is informed by robust assessment of needs for learners with neurodivergence. • Websites for information around inclusion and ASN in Midlothian for staff and parents will be live and accessible. • Transition Planning for post school destinations is in place for 14+ learners with additional support needs. • A comprehensive CLPL programme ensures staff confidence and skills in creating inclusive learning environments for learners with ASN. • Outreach Service Referrals – to date the Outreach Teams have supported a total of 961 learners • ASN website for staff – feedback has been very positive from school/ELC staff: “It is useful to locate and find information quickly, easy to navigate and up to date.” “It’s easy to find what you really need that is relevant to Midlothian.” “I think it is a good idea and easy to direct staff to when doing outreach.” • Education Resource Group Referrals - The total number of pupils currently accessing a shared placement within Midlothian council amounts to 277. The total number of pupils presented to the ERG for a provision placement with effect from August 2025 amounted to 84. • Guidance to schools around part-time buildup timetables has been completed and shared. Quality Assurance around theses will be a key focus next session. • A review of all bespoke curriculum packages has been completed. Processes for referrals have been streamlined via the Education Resource Group (ERG). Costs and impact will be monitored. • 12+ alternative curriculum offer has been revised with a main focus on this being an intervention, not a full time alternative placement for mainstream school. Schools and CLLE will work closely together to monitor impact. Workstream 4: Inclusion and Targeted Support Page 119 of 394
Page 120
1 Key achievements this year: CLD builds skills for learning, life and work. In the last four quarters 5,779 people have engaged with CLLE services across 510 opportunities. 1,187 home visits were carried out to help young people engage with our services, this is double the number last year. 451 people accessing our services live in SIMD 20% and 2,271 in SIMD 40%. In addition, 48 community groups have received support and advice from CLLE. Securing qualifications is key to us supporting young people and adults to make changes and progress we support 2,506 qualifications to be successfully secured by local people in Midlothian. 80% of people successfully completed their Modern Apprenticeship supported by CLLE. Employability Highlights 1. The Childcare Review has been completed with key recommendations being taken forward by the wider Children, Young People and Partnership Directorate. 2. Meeting our annual NOLB targets for Scottish Government. 3. NOLB grant panels have taken place with partners, service users and staff assessing the bids. Recommendations will go to Fiona Robertson for operational approval. NOLB All Age Employability Service for those who are not parents, including young people Impact quote from a young person and their Mum: “You’ve helped me out by being easy to talk to, helping me feel confident to do things by myself and overall being honest with me. The support has been really good and helped me find things I enjoy doing. Your support has helped me find work and groups. Communities Lifelong Learning and Employability 24/25 Performance report Page 120 of 394
Page 121
2 “Invaluable My daughter and I appreciated ever moments of support and knowing you are there is precious especially when we had trouble with her work. Thank you so much.” In Q4 the NOLB All Age Employability team have continued to provide support to 211 people, with 61 new starts this quarter. From this: • 11 have moved onto employment, self-employment or a modern apprenticeship • 49 have achieved a work related/accredited qualification such as Step 2 Work (SCQF Level 3), Level 6 Emergency First Aid, vocational training in IT Basic Skills at Work, Woodland Skills, FOLA level 5 qualification, NPLQ, CSCS Card. • 15 have started Volunteering • 7 started work experience Key activities for All Age NOLB Employability from January to March 2025 have been: • One young person who had multiple barriers, who was unemployed long term gained a pilot place on NHS paid work placement and successfully completed a 26 week paid work placement and furthermore gained a permanent job with the NHS all supported by the No One Left Behind (NOLB) programme. This role was carefully designed to add social value and did not replace or displace existing staff or recruitment efforts. The placement opportunity was tailored to align with each participant’s career interests, location preferences, and availability, helping to enhance their readiness for sustained employment. The placement was hosted by the NHS and offered Flexible working arrangements such as term-time, full-time, and part-time contracts and were implemented to suit individual needs. • Local partnerships continue to grow to offer various volunteering opportunities. Multiple group volunteering taster days were facilitated at various organisations across Midlothian. All young people had the opportunity to volunteer at all the organisations, with multiple dates being arranged at some organisations to accommodate as many volunteering opportunities as possible: Marc Community Furniture Shop, Dalkeith – participants supported in sorting through stored donations and displaying them on the shop floor. There were also opportunities for participants to support with building furniture and preparing it for delivery. 2 taster days were organised to accommodate 5 young people on each day. Penicuik Storehouse – participants gained experience in a busy café setting and helped to prepare and serve the Storehouse’s weekly free community 3-course meal. Young people had supervised experience in preparing meals, cooking, baking, barista work, as well as serving customers and keeping the kitchen and café area clean. There were also opportunities for young people to work in the Storehouse shop, helping to count stock and replenish shelves. 2 taster days were organised to accommodate 5 young people on each day. Page 121 of 394
Page 122
3 Dalkeith Community Garden – a project run by Volunteer Midlothian, our young people supported to prepare the garden for spring, completing supervised activities such as pruning, weeding and clearing significant debris from Storm Eowyn which had occurred a week prior. The Turing Trust, Loanhead – Young people worked in two groups to test, dismantle, clean and re-package bulk donated computer monitors and wiped laptops which would later be shipped to schools in Malawi. The Turing Trust provided us with an update that, in total, the group managed to pack 98 monitors and 28 laptops, which is estimated to benefit 2268 children in Malawi. Parental Employability Support funded through NOLB Scottish Government The team has continued to support 231 existing parents on our caseloads from the year 24-25 and a further 96 new parents started in quarter 4. From this: • 22 parents have entered employment, self-employment or progressed in employment. • 83 parents have achieved a total of 166 work related/ accredited qualifications ranging from REHIS, First Aid, Customer service, CSCS, LGV, IT, Food Allergy and Intolerance Training, Animal Handling, Wellbeing, Paediatric First Aid and SIA door supervisor. • 2 parents have moved onto further/higher education • Parental Employability Support has delivered innovative programmes in partnership with employers and others, including Rural Skills with Borders College, animal handling with Edinburgh Dog and Cat home. • The main successes for Parental Employability Support this quarter is the completion of the NOLB Long Term Unemployed (LTU) and the NHS Gateway placements. 71% of the participants secured sustainable employment. With the remaining five parents still receiving employability support and/or awaiting interviews. • Midlothian Council successfully generated a total of 21 paid work placements to NOLB parents. These opportunities provided additional social value and did not substitute, replace, or displace existing staff or recruitment. The placement opportunities were identified to suit their career aspirations, location, and availability. This helped to support their readiness for work. The placements across the organisations (Midlothian Council, NHS and Third Sector) were in the occupational sectors of Administration, Business, Early Learning and Childcare, Hospitality and Catering, Care, Laundry, IT, landscaping, and Facilities. Flexible contracts were put in place to meet the needs of the individuals by enabling term-time, full time and part-time opportunities. At least 40% of these placements available were located within the Public Sector with the remaining placements offered within Third Sector organisations. • Alongside their 26-week paid work placement to all individuals. There was a focus on employability skills, devising individual action plans and offering support to begin addressing barriers to more regular, sustainable employment. There have been several opportunities throughout the process for candidates to increase their knowledge and skills over and above the direct experience within the work environment. This included bespoke training Page 122 of 394
Page 123
4 packages, inductions specifically developed for this project and further input on NHS Lothian and Midlothian Council values, job application processes and interview techniques. • Candidates reported feeling more confident, having increased knowledge, skills and experience, and a greater sense of purpose. They also noted an increase to income and improvements to general feelings of wellbeing. They hugely value the support received throughout this process and appreciated the opportunity provided Parental Employability Support Impact Statements: “An excellent opportunity for people to get back into work after a period of unemployment. The team are great at matching up suitable placements with individuals. We hugely appreciate you placing J with us”. (Public) “The LTU placements we have received have worked so well because the candidates are there because they want to be, they have needed support to gain employment after such a long time, but they are dedicated to making this work and doing what they can to secure the employment long term. They are some of the most committed new staff members we have had over the years.” (Third Sector) “I am pleased to inform my acceptance of the Band 3 Team Secretary Position following my successful interview. I wanted to take a moment to sincerely thank you for your support and guidance provided throughout this process - from helping me secure my current fixed term role to assisting me in transitioning into a permanent position. I truly appreciate all the efforts made to help me find this opportunity, and I am grateful for the assistance provided” (parent) “It’s truly been a pleasure working with you. Thank you for all your support and kind wishes, I’m really excited about the next chapter with the soap business, and your encouragement means a lot. Wishing you all the very best, and I do hope our paths cross again sometime soon!” (parent) “I am very happy with all the services and support you provided, especially with writing my CV, meeting new people through the Conversation Café, and improving my conversation skills. I have now gained the necessary qualifications with the support of the Parental and Employability team and have found a good job. Now, I can earn my own money and live happily with my family. Thanks, PES team” (parent) Youth Work Up to and including Q4 2,664, young people have accessed CLLE services over 175 different opportunities, 156 from SIMD 20% and 1,033 from 40% SIMD. 151 received one to one youth work support. Page 123 of 394
Page 124
5 Impact Statements from Young People: CLLE Youth Work in Penicuik – “I come to the youth club to get out of the house and get a break from my parents, I like the youth club as it is close to my house, it’s free and I like the snacks, I meet new friends before I go to high school, I hang out it’s fun and I like mixing with different age groups and different high schools.” (from a variety of young people). Impact Statement from a Parent: My son thoroughly enjoys the activities and most of his friends attended these too. It’s actually a great incentive for them not to be wandering the streets bored.” Midlothian Council - CLLE (Communities, Lifelong Learning and Employability) (padlet.com) We ensure our partners and staff can see through our padlet the offer across Midlothian for youth work, employability and adult learning to help cross referrals etc. Page 124 of 394
Page 125
6 Adult and Family Learning – The new programme for April onwards is available on Eventbrite - Discover Clle Events & Activities in Midlothian, United Kingdom | Eventbrite 375 local people have enrolled in the paid for adult learning programme which is offering a variety of courses including Nat 5 Maths. These programmes are advertised locally and through social media and places are booked through Eventbrite. Community based adult and family learning courses are generally free of charge and offered within local communities to increase accessibility. Courses proving popular for next term include exploring community health and wellbeing, understanding and solving poverty, mindfulness for wellbeing, creative writing, Spanish and French. Other courses starting in Woodburn next term include air fryer cookery group, Family Cooking, Family Gaelic and PDA Introduction to Tutoring ESOL. There has been interest in the family cooking group from an Edinburgh TV Channel who wish to highlight it. • 85 qualifications secured through UKSP funding this quarter, including new work-related qualifications such as Barista training. • An increase in local health and wellbeing courses including walks in Penicuik House Estate and Mindfulness for Wellbeing is reaching new learners and providing a first step back into learning for many adults. • An increase in the number of ESOL groups and learners continues, with universal and targeted provision including beginners, conversational groups, intermediate, advanced and ESOL for employability. 15 projects have been delivered between October 24 and March 25 with learners reporting improved health and wellbeing and feeling better connected to their local community. Adult Learning Impact Statement: Mental Health Coping Strategies and Building Resilience SCQF level 4 I work in a Day Centre for older adults, many of whom have physical health problems as well as mental health conditions. When I saw the course advertised, I felt that by taking part, it would be beneficial to me in helping our Service Users deal with these conditions and that they would know that they could discuss these issues with me and that I would help them as much as I can. I really enjoyed doing this course and feel that it has taught me so much and that it will help, not only my own mental health, but the Service Users who attend the Centre. Our CLLE Worker is a very informative, helpful, friendly Tutor and made everyone feel at ease and able to discuss things in the group. Community Capacity Building/Community Development and Reducing Poverty • Feasibility study completed on making Penicuik Town Hall more accessible. Extensive consultation undertaken with users, staff and local community. Page 125 of 394
Page 126
7 • The Scheme for the Establishment of Community Councils has been reviewed, updated and extensive consultation undertaken with stakeholders. This has now been approved by Council. • CLLE staff are supporting the development of a Food Pantry Network funded through the Cost-of-Living Taskforce and hosted by Mayfield and Easthouses Development Trust. An SLA has been agreed with clear outputs and outcomes including gathering a detailed synopsis of the working model of each pantry, agreeing and signing off a memorandum of understanding with the network members, working with suppliers to maximise waste food donations, developing a storage and distribution method, exploring co-operative buying, shared food drives and other methods of maximising donations and buying power. • CLLE support the child poverty action group by pulling together the annual report and supporting 3 main work streams – data and indicators for measuring child poverty, equitable provision of income maximisation advice service and the roll out of poverty awareness sessions to council departments and Trusted Partners. • The development of the MARC building into the Woodburn Community Hub continues with regular user meetings and development of processes and systems to manage the building. The RIBA Stage 2 Concept Design for a new Woodburn Community Hub was completed at the end of March and provides a resource to support capital funding applications for a new build. • Successfully upskilled CLLE staff to gain qualifications to deliver a wide range of programmes and qualifications including REHIS, First Aid and Barista training. This is cost effective and generates income to deliver other services. • The Child Poverty Accelerator Funded Lived Experience project delivered by Midlothian Sure Start and sponsored and supported by CLLE finished on 31st March 2025. Three researchers have gone on to gain their Adult Achievement Award and will present their findings on the 28th April 2025. Midlothian Instrumental Music Service (CLLE currently supports the management of this service). 1,332 young people (P6 to S6) received music tuition in academic year 2024/25. Impact Statement: “I would just like to say I think that the IMS staff member should be congratulated on putting a Beeslack pupil through ABRSM grade 8 music exams and achieving a distinction from that pupil.” “As well as giving both my girls more music making opportunities, having the Midlothian ensembles allows them to make friends with like-minded people from lots of schools that they may not meet otherwise. Building friendships and rehearsing together really makes them feel part of something very special. Although one of my daughters is fairly confident and outgoing, the other isn't and I can see a huge difference in her confidence levels after attending the ensemble rehearsals: confidence in both her playing ability, performing to others but also in talking to new people. Being able to learn an instrument in school offers so many things on so many levels. I could go on and on....” Page 126 of 394
Page 127
8 Instrumental Music Service Successes: • Young Musician Solo Performer of the Year 2025 was held on Monday 24 February at the St John’s and Kings Park Church. 22 young musicians competed on the night and the title was won by Alex Robertson, Beeslack High School. Alex will go on to represent Midlothian at the national final held at the Royal Conservatoire Scotland, Glasgow in May 2025. • Midlothian Festival of Music 2025 – plans and rehearsals are underway for April concerts and ensembles organised by IMS staff. These include Percussion Extravaganza at Newbattle HS, Wind Band Spectacular and All Things Strings at Dalkeith Campus. In total there will be 325 performers, 19 Ensembles, 13 soloists and 54 pieces of music performed over the 3 events. • Plans are underway for the Young Musician Intermediate Solo Performer of the Year 2025 event in May. This provides a platform for young musicians that are just starting on their music journey to experience performing in front of each other, an audience and judges! • ‘We Make Music Libraries’ is coming to Midlothian. This is a new initiative and crowdfunding campaign to get musical instruments into public libraries across Scotland, so people can borrow an instrument for free, just like you would take out a book. The project launched in 2022, and the initiative has spread to 13 local authorities and 40 community libraries in Scotland, with more joining every month. As well as loaning instruments, music workshops and live performances can be hosted at participating libraries, equipping them with music production software & equipment, and developing online resources so people can access learning opportunities from home We Make Music Instrument Libraries – We Make Music • YMI projects continue to flourish and work with a range of universal and targeted groups including after school ensembles, work with pre-school children in SIMD areas and incorporating training for school staff to sustain delivery of Drumming for Excellence offered across all Midlothian primary schools by Infectious Grooves. Next session will see a project developed with six S1/2 students from Dalkeith/St. David’s whose attendance is between 50-80% who are missing music lessons due to poor attendance or finding the classroom environment challenging. The aim is to provide 1:1 teaching time and engage young people in music, building their confidence and skills in the hope they will continue their musical journey, improve attendance and engagement and raise attainment. • The Midlothian Percussion Ensemble competed at the final of the Scottish Young Musicians in Glasgow last month and acquitted themselves extremely well and were unlucky not to be placed amongst the prize-winners. External Funding Update • Modern Apprenticeship contract has been confirmed for 25/26 with training element funded support for 40 apprentices worth £87,193 • UKSPF Transition funding has been confirmed for 2025/26. A total of £1,116,951 has been allocated with it split between £330,884 for capital expenditure and £836,067 for revenue expenditure. The transition fund will report against the newly introduced Missions, Priorities, Themes and Sub Themes with revised outputs and outcomes. Continuation funding has been awarded to 12 existing UKSPF projects. Page 127 of 394
Page 128
9 Challenges: • We are working to minimise the impact of increased income targets, reduced access to external funding and budget reductions to meet our statutory duties of providing adequate and efficient provision of CLD services. However, even with the mitigation actions it is likely to result in a reduction in the CLLE offer in terms of the number of youth, adult and community opportunities available in 2025/26. • Maintaining a qualified workforce who can meet the standards for the courses being offered which generate income is challenging as the CLLE work force changes. Currently, we only have 12 to 15 staff who are, or about to be, CLD qualified. • Securing a range of tutors who can deliver SQA qualifications at National 5 and Higher level in order to support adult and youth learning in the evenings, remains a challenge. Recruitment is underway, with a good response from teaching staff at Beeslack High School • There are waiting lists in most primary schools for instrumental music tuition, this is a pressure due to the lack of capacity of instrumental music staff in some schools. The age, cost and quality of replacing current musical instruments remains challenging. Challenges: this quarter are the retention of employability staff on annual fixed term contracts linked to NOLB Funding, planning for a new management information system and reduced staffing within the overall service. Page 128 of 394
Page 129
10 Number of local people engaged with CLL projects 5,023 Number of CLL Opportunities / Projects / Courses offered 510 The number of Community groups engaged with CLLE 48 Number of qualifications gained by CLLE learners 2,506 Participants in the paid for adult learning program 375 Holistic Home Visits 1,187 Number of CLLE learners from 20% SIMD most deprived 451 Number of CLLE learners from 40% SIMD most deprived 2,271 Provide Community, Lifelong Learning and Employability Opportunities to all areas of Midlothian and Community to improve skills for learning life and work Progress toward outcomes Page 129 of 394
Page 130
14 Pentana Performance Dashboard Page 130 of 394
Page 131
Service Priorities –Learning, teaching, assessment & curriculum achieve outcomes which lead to positive destinations Key Highlights • ASG level action plans support ongoing planning for 2025/26 and beyond in relation to curriculum and pathways • Quality Improvement gradings show an increase in the number of schools graded at “Good” or above in all QIs. • Trio attainment meetings have been held with all secondary HTs/SLT and a summary of next steps shared to support improvement. Secondary attainment meetings with elected members, peer headteachers and central officers have helped to build a shared understanding of secondary attainment successes and challenges. • Our Thematic inspection by Education Scotland this year stated that “Within the primary school sector, trios are having success in working together to evaluate, with increasing accuracy, progress made towards meeting outcomes within SIPs. The role of trios in validating school evaluation and learning and teaching has been supported by training for headteachers and is aimed at building improvement capacity across the authority.” • The raising attainment team has a measurable impact on raising learner attainment in the schools where it is working. Numeracy attainment in P7 improved by 15% (average) in these schools since June 2024. A “Core Numeracy” programme has been established which is a universal offer open to all teachers in Midlothian. This is focussed on raising attainment in Numeracy. • The Thematic inspection this year found that “the professional learning team has developed a purposeful universal professional learning offer... The professional learning team use a range of approaches, such as online, in-person and prerecorded sessions. The online resources are helpful as they allow Page 131 of 394
Page 132
Service Priorities - Attendance and engagement Key Highlights • A Nurture Lead has been established in every school, nursery, Children and Families Service, and Community Life Long Learning Service • A Resource Hub in GLOW currently enables Education Professionals and School Nurture Leads to share resources and ideas for practice • School Counselling Service – MYPAS awarded the contract to deliver this service from September • Updated guidance and training has been provided for school staff to improve the robustness and quality of our ASN data. Training and support has also been provided on the new 4 stages of interventions which will provide more accurate data on the needs of children and young people • A Quick Reference Guide to STEM, with key concepts, has been written and printed ready to be given to all ELC settings and P1 classes in Midlothian. Seven Bite Sized modules were created and shared with ELC staff Challenges • The continuing impact of the pandemic on attendance and on post-school destinations • The implementation of a new Attendance strategy as well as strengthened supports will help to reverse this negative trend • Increase in the number of children and young people with additional support requiring more specialist provision will require robust monitoring to ensure staffing and specialist facilities meets level of needs. • Increase in the number of children and young people with additional support needs requiring more resourcing within mainstream school. 31 Primary Schools 1 Special School 6 Secondary Schools 32 Early Years Provision 70 Educational settings within Midlothian Page 132 of 394
Page 133
Service Priorities - Relationship, wellbeing and care Key Highlights • An action plan has been drafted following the Appreciative Enquiry into staff wellbeing based on the 4 key areas: 1. Time and space to fulfil your role 2. Right support at right time to meet learners’ needs 3. Feeling valued and part of a shared purpose 4. Time, space and systems for reflection and care • All ASGs are participating in the Nurture Leads Community of Practice which provides a forum of support for the implementation of principles and practice from Safe, Connected and Ready to Learn. • Nurture Leads working group have drafted initial themes and plan for policy development. • Over 100 learners from primary schools and over 30 learners from secondary schools participated in the Learners Conferences in September, sharing insights into what helps them feel safe, connected and ready to learn in school. • A professional learning framework is being developed with the Professional learning team to establish core induction PL and progression routes in areas of trauma-informed practice, mental health and wellbeing. • A review of the Wellbeing Concern process is underway with regards to robustness and consistency of process across settings and pathways to intervention. Areas for improvement • Increased difficulties of attracting and retaining subject specialists especially Maths, Science, Technologies is having an impact on service delivery in a number of secondary schools. • Attracting and retaining teaching and non-teaching staff into ASN provisions is having an impact on service delivery. • Attracting suitably qualified staff for ELC due to national demand is also proving a challenge and having an impact on service delivery.Page 133 of 394
Page 134
Service Priorities - Inclusion and Targeted Support Key Highlights Ensure that all ASN provisions have robust Tracking and Monitoring systems in place to evidence attainment and achievement. Monitor and reduce part-time timetables across the Midlothian. Midlothian Learner's Plans and Personal Support Plans are in place for all learners who require one. Learner planning is informed by robust assessment of needs for learners with neurodivergence. Websites for information around inclusion and ASN in Midlothian for staff and parents will be live and accessible. Transition Planning for post school destinations is in place for 14+ learners with additional support needs. A comprehensive CLPL programme ensures staff confidence and skills in creating inclusive learning environments for learners with ASN. Outreach Service Referrals – to date the Outreach Teams have supported a total of 961 learners ASN website for staff – feedback has been very positive from school/ELC staff: “It is useful to locate and find information quickly, easy to navigate and up to date.” “It’s easy to find what you really need that is relevant to Midlothian.” “I think it is a good idea and easy to direct staff to when doing outreach.” Education Resource Group Referrals - The total number of pupils currently accessing a shared placement within Midlothian council amounts to 277. The total number of pupils presented to the ERG for a provision placement with effect from August 2025 amounted to 84. Guidance to schools around part-time buildup timetables has been completed and shared. Quality Assurance around theses will be a key focus next session. A review of all bespoke curriculum packages has been completed. Processes for referrals have been streamlined via the Education Resource Group (ERG). Costs and impact will be monitored. 12+ alternative curriculum offer has been revised with a main focus on this being an intervention, not a full time alternative placement for mainstream school. Schools and CLLE will work closely together to monitor impact. Challenges • Increase in the number of children and young people with additional support requiring more specialist provision will require robust monitoring to ensure staffing and specialist facilities meets level of needs. • Increase in the number of children and young people with additional support needs requiring more resourcing within mainstream school.Page 134 of 394
Page 135
24/25 Performance Report - Education Summary - Trend Data 0 5 10 15 20 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2022 2023 2024 2025 Reduce exclusions in Primary schools (Rate per 1,000) Primary Exclusion Rate (per 1,000) Target 0 10 20 30 40 50 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2022 2023 2024 2025 Reduce exclusions in Secondary schools (Rate per 1,000) Secondary Exclusion Rate (per 1,000) Target 89% 90% 91% 92% 93% 94% 95% 96% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2022 2023 2024 2025 Improve Primary School attendance Primary Attendance Target 83% 85% 87% 89% 91% 93% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2022 2023 2024 2025 Improve Secondary School attendance Secondary Attendance Target 50% 60% 70% 80% 90% 100% 2019/20 2020/21 2021/22 2022/23 2023/24 School Leavers progressing to positive destination 50% 60% 70% 80% 90% 100% 2019/20 2020/21 2021/22 2022/23 2023/24 Care Experienced School Leavers progressing to positive destinations Page 135 of 394
Page 136
Page 136 of 394
Page 137
1 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. Vision and context 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. Our top 3 shared outcomes for the next five years are: •Individuals and communities have improved health and learning outcomes, •No child or household need live in poverty •Significant progress is made towards net zero carbon emissions by 2045 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 2023-2026, is a statutory three-year plan devised by the local authority and health. The plan develops key outcomes and priority actions which are designed to improve the lives of children, young people, and families. The plan has 12 shared priority themes, outcomes and actions which sit within 4 subgroups: 1.Children & Young People’s Rights 2.Children & Young People’s Mental Health and Wellbeing 3.Whole Family Wellbeing 4.Information Sharing and Commissioning Midlothian continues to progress towards the key foundations of The Promise Scotland Plan 2024-2030. We are committed to listening and acting on the feedback from the voices of our care experienced children and families. We recently secured a three year contact with Who Cares? Scotland and are working together to develop our participation strategy and refreshing our Champion’s Boards to ensure wider engagement with our care experienced children and young people. This work continues to be shared with wider partners to raise awareness of The Promise and Corporate Parenting duties. Children’s Services 24/25 Performance report Performance Review and Scrutiny Committee Tuesday 10 June 2025 Item No 5.4 Page 137 of 394
Page 138
2 Challenges and risks Workforce: As noted in previous quarterly reports, there is a national shortage of experienced and skilled staff across the sector. This has resulted in us having to rely on locum workers who are both expensive but also do not offer continuity to service users. We are testing ways to make permanent roles more attractive to experienced staff and have had successful recruitment in Q4. However, the majority of newly recruited staff come with limited practice experience. In addition, we are considering ways to ensure we support and retain our existing workforce. Unaccompanied Asylum-Seeking Children We continue to work with our Home Office colleagues to discuss the distribution of UASC who arrive mainly in Kent on small boats. Most local authorities in Scotland are at capacity with no more foster or residential capacity to accommodate these young people. We are trying to develop more creative solutions and further capacity to meet this ongoing demand, which can only be expected to further increase in coming months as the weather starts to improve. In Q4 we have supported one new young person into our care, who was a spontaneous arrival. Our unaccompanied asylum seeking children and your people are well supported by our local team of workers and offered the same opportunities as our local Care Experienced young people. In the coming year we are working with colleagues in Education ad CLLE to develop a flexible and responsive educational package to further enhance the support offered to these young people. Increased numbers of children impacted by the delay in neurodevelopmental waiting times: There remains a significant delay in families waiting for an appointment with CAMHS regarding neurodevelopmental (ND) concerns. NHS is in the process of developing a new pathway to support ND assessment and support. This work is in its early stages but seeks to ensure families have reduced waiting times for assessment and those that do not need clinical input are supported via other means. Midlothian is an active part of the consultation and planning and the Framework has been shared with the GIRFEC board for feedback and sign off. Partners are seeking alternative solutions to support children, families and schools with the delay in assessment and support from NHS. Financial Pressures Finance is an ongoing challenge across the council. Budget consultation and proposals have a significant impact on how we support children and their families. We must ensure that we have sufficient capacity within our workforce and resources to meet the increasing demand faced by the service as the population continues to grow. Within Children services we continue to review how we meet our statutory requirements and provide early and enhanced support which reduces the burden on statutory services. This will remain an ongoing challenge as we plan for the new financial year. Page 138 of 394
Page 139
3 Family Wellbeing Service The Family Wellbeing Service (FWS) continues to work alongside families, schools, health and third sector partners to support children and their families to improve low school attendance and other wellbeing concerns. Referrals where school attendance is the primary concern accounts for 50% of the overall allocations to the FWS, which is on track with the service’s year 2 aim. Schools remain the main source of referrals to the service with the highest number of referrals coming from the Newbattle locality. In 2024, of those referred for school attendance, approximately 65% of children open to FWS have had improved rates of school attendance. It is worth noting that where there has been no positive impact on attendance captured, these children are typically active cases remaining open to the FWS for further intervention. Going forward, development of a data dashboard to interact with education data will enable better tracking and understanding of the impact of FWS on attendance and attainment. The FWS are typically working with families from highest areas of SIMD and the team are working to ensure that where entitled, families are accessing key supports such as free school meals and school clothing grant. We are currently working on developing the offer to families not accessing supports via TATC, and those waiting for supports, to ensure income maximisation is more readily available to those in need and barriers to access are reduced. Key achievements this year: • A draft Whole Family Wellbeing Approach has been agreed with partners. The aim of the approach is to ensure that holistic, timeous and responsive family support is aligned and readily available to families in Midlothian that need it, where and when they need it. This includes working together as a partnership to understand what our Midlothian families want and need, what we have to offer collectively and to create opportunities to creatively and flexibly respond to need at a local level. • Remaining WFWF funding has been used for targeted commissioning informed by data regarding gaps in service being collected via TATC. • Data collection and performance indicators for the team have been defined and are in place. Data is now being drawn and reviewed for performance reporting and service developments. Work ongoing to create data dashboards and management information. • The Family Learning review underway. This will collate information about all the available learning opportunities in place for families, the data about staff skills and examine the gaps in skills and service provision to support future planning. Priority 1: Ensure the Midlothian Wellbeing Service is aligned with other family supports across Midlothian Page 139 of 394
Page 140
4 Priority 1. Ensure the Midlothian Wellbeing Service is aligned with other family supports across Midlothian Priority 1 – Progress towards the outcome Develop a series of performance indicators and baseline figures to measure outcomes for Family Wellbeing Service 100% Develop transparent pathway to ensure 3rd sector partners have equitable access to funding resources within the Family Wellbeing Fund. Ensure funding and resources are in place for 24/25 100% Page 140 of 394
Page 141
5 Disability Service and Self-Directed Support A discrete disability team is now in place for children’s services. A Team Leader has been recruited and will start in April. Our focus upon improving practice and consistency continues, to ensure families are receiving a fair and equitable response to assessed needs. Work has focused upon those most in need, while we skill up and develop knowledge within the team. The team are currently support 226 children or young people with a package of care. This can vary from residential respite to allow children with a high level of need to remain living with their family, to supporting children to attend appropriate social activities and thrive in their communities. The development of this team supports the Business Transformation Project focused on improving transitions across Education, Children’s Services and Adult Services. The introduction of the team will support better tracking of our young people who will need support as they move into adulthood. Over the next 3 year we have identified over 200 young people will need varying level of post school support due to additional needs. A website is due to be launched providing information for families and partners. The transitions Policy is in final draft. We are also working with our information management system in the final stage of creating clear data around this cohort. Key achievements this year: • The Transitions policy is in draft form and final consultation is happening prior to presentation at governance routes. This policy includes those impacted by complex needs, learning and physical disability, mental health and other acute vulnerabilities. • The website giving all partners and families access to key transition routes will be live over the next month. • Data collection and tracking is being established to allow long term planning for those with complex needs and consideration of support packages as they move though the system. Priority 2: Develop a transitions strategy and pathway across Children’s Services, Education and Adult Health & Social Care. Page 141 of 394
Page 142
6 Workstream 2. - Develop a transitions strategy and pathway across Children’s Services, Education and Adult Health & Social Care. 100% 100% Priority 2 – Progress towards the outcome Develop a disability transition policy that supports children moving into adult services who have additional support needs. Map and review existing interface to support the proposal for standalone disability/transitions team. Page 142 of 394
Page 143
7 Fostering, Kinship and Adoption Service • Council recently approved permanent funding to recruit an additional Family Centred Care Team Leader and an additional Supervising Social Worker for the Family Centred Care Team to enable us to strengthen the Adoption and Kinship parts of the service. We have successfully recruited into both posts. • A successful fostering recruitment campaign was launched in February and the team are currently following up interest generated. There are plans to hold quarterly recruitment campaigns throughout the remainder of the year. • For Kinship Care week, the Family Centred Care team supported an activity eventing which was well attended with very positive feedback. We also held a Foster Carers appreciation brunch in February which gave us an opportunity to say thank you and celebrate the ongoing commitment and hard work of our Midlothian Foster Carers. Child Protection and Looked After away from home population • The data evidences that our looked after population is fairly static. Overall, across the past year the data has had no significant change, generally fluctuating from 140 – 152 children. • The ongoing use of Family Group decision making, supports families to devise a plan which promotes families staying together with support from extended family. Further capacity for early support also contributes to keeping children out of care. For children who have needed permanent care it is really positive that there has been significant progress with permanence planning for a number of children within this period. • The number of children’s names on the child protection register has also remained fairly consistent across the past year. The main reason for registering a child’s name on the register is the risk posed by parental mental health, this is a change from previous years where domestic abuse was the most common risk factor. Emotional abuse and domestic abuse remain very prevalent in registrations. • In the coming year we are seeking to strengthen our data to explore the connection between poverty and those on the children on the child protection register or who are looked after. Key achievements this year: • 28 family referrals were made to FGDM during this quarter. 2 of these have been for Lifelong Links Work • 13 meetings were held over the quarter • During this quarter our only full-time member of the team moved to the Family Wellbeing Service. Recruitment to replace him is ongoing and hoped complete in May 2025. We have a preferred candidate who is an experienced FGDM coordinator. Priority 3: Maintain supports offered by Family Group Decision Making and Kinship staff to ensure children remain with birth/ kin families. Page 143 of 394
Page 144
8 Workstream 3. - Maintain supports offered by Family Group Decision Making and Kinship staff to ensure children remain with birth/ kin families 100% 100% 100% 100% Priority 3 – Progress towards the outcome Increase the number of families who participate in Family Group Decision Making Increase the number of Kinship assessment undertaken. Increase the number of families who have a Family Group Decision Making plan Develop and implement permanence process to formally secure children in kinship Page 144 of 394
Page 145
9 • In Total 283 Council staff have been trained in Trauma informed practice in 24/25, 235 at Level 1 and 283 to Level 2. • 20 Children’s services staff were trained in Trauma informed practice in Q4, 9 at Level 1 and 11 at Level 2 bringing the total for the 24/25 year to 128. This includes a significant number of Foster carers. • Further training sessions in Level 1 and 2 Trauma informed practice are being rolled out throughout 25/26. • Children’s Services and Learning and Development have agreed 17 Children’s Services staff will be supported to complete University level qualifications – all of these course support rights based and trauma informed practice. • Psychological consultations have been introduced of staff support and wellbeing. Much of this is focused on ensuring staff are supported with the challenging nature of the work and they have opportunities to reflect on the impact of our work. This was a pilot until December 24 and will be reviewed as part of the Children’s Services staff survey. 12+ alternative curriculum offer has been revised with a main focus on this being an intervention, not a full time alternative placement for mainstream school. Schools and CLLE will work closely together to monitor impact. Priority 4: Strengthen the number staff who understand the importance of trauma informed practice Page 145 of 394
Page 146
10 0 200 400 600 800 1000 1200 1400 1600 1800 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of outcome focused assessments undertaken (cumulative) 0 2 4 6 8 10 12 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of external "Foster" placements purchased this year 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of referrals to the duty service (cumulative) 0 0.5 1 1.5 2 2.5 3 3.5 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of children adopted (cumulative) 0 5 10 15 20 25 30 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of foster carers going through prep groups on a quarterly basis (cumulative) 0 2 4 6 8 10 12 14 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of new foster carers approved (cumulative) 0 1 2 3 4 5 6 7 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of foster carers de-registered quarterly (cumulative) 0 5 10 15 20 25 30 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of permanence LAAC Reviews happening quarterly (cumulative) 0 1 2 3 4 5 6 7 8 9 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of children matched in quarter – (average months from perm LAAC to matching panel) (cumulative) Balanced scorecard indicators Page 146 of 394
Page 147
11 0 2 4 6 8 10 12 14 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of places taken at residential houses - capacity 10 0 10 20 30 40 50 60 70 80 90 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 The number of children living in kinship care 50 52 54 56 58 60 62 64 66 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 The number of children living in foster care 0 10 20 30 40 50 60 70 80 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of Midlothian children on the Child Protection Register 0 0.5 1 1.5 2 2.5 3 3.5 4 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Rate per 1,000 population of Midlothian children on the Child Protection Register in relation to the Scottish average 0% 20% 40% 60% 80% 100% 120% 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 % of Child Protection plans which have integrated chronology 0 0.5 1 1.5 2 2.5 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Rate per 1,000 of Midlothian Looked After Children AT HOME in comparison with the Scottish average 0 1 2 3 4 5 6 7 8 9 10 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Rate per 1,000 of Midlothian Looked After and Accommodated Children in comparison with the Scottish average 0 2 4 6 8 10 12 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 The number of looked after children and young people not in residential placed outwith Midlothian Page 147 of 394
Page 148
12 0 0.5 1 1.5 2 2.5 3 3.5 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 The number of looked after children and young people placed in Residential School outwith Midlothian 0 10 20 30 40 50 60 70 80 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 The number of young people who are allocated/engage with Through Care and After Care service 75% 80% 85% 90% 95% 100% 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Child Protection: % of Core Group meetings held within a 8 week period. 0% 20% 40% 60% 80% 100% 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Child Protection: % of Core Group meetings held within 15 days for Initial Page 148 of 394
Page 149
13 Pentana Performance Dashboard Page 149 of 394
Page 150
Ensure the Midlothian Wellbeing Service is aligned with other family supports across Midlothian Key Highlights • A draft Whole Family Wellbeing Approach has been agreed with partners. The aim of the approach is to ensure that holistic, timeous and responsive family support is aligned and readily available to families in Midlothian that need it, where and when they need it. This includes working together as a partnership to understand what our Midlothian families want and need, what we have to offer collectively and to create opportunities to creatively and flexibly respond to need at a local level. • Remaining WFWF funding has been used for targeted commissioning informed by data regarding gaps in service being collected via TATC. • Data collection and performance indicators for the team have been defined and are in place. Data is now being drawn and reviewed for performance reporting and service developments. Work ongoing to create data dashboards and management information. • The Family Learning review underway. This will collate information about all the available learning opportunities in place for families, the data about staff skills and examine the gaps in skills and service provision to support future planning. Page 150 of 394
Page 151
Key Highlights • The Transitions policy is in draft form and final consultation is happening prior to presentation at governance routes. This policy includes those impacted by complex needs, learning and physical disability, mental health and other acute vulnerabilities. • The website giving all partners and families access to key transition routes will be live over the next month. • Data collection and tracking is being established to allow long term planning for those with complex needs and consideration of support packages as they move though the system. Areas for improvement Disability Service and Self-Directed Support A discrete disability team is now in place for children’s services. A Team Leader has been recruited and will start in April. Our focus upon improving practice and consistency continues, to ensure families are receiving a fair and equitable response to assessed needs. Work has focused upon those most in need, while we skill up and develop knowledge within the team. The team are currently support 226 children or young people with a package of care. This can vary from residential respite to allow children with a high level of need to remain living with their family, to supporting children to attend appropriate social activities and thrive in their communities. The development of this team supports the Business Transformation Project focused on improving transitions across Education, Children’s Services and Adult Services. The introduction of the team will support better tracking of our young people who will need support as they move into adulthood. Over the next 3 year we have identified over 200 young people will need varying level of post school support due to additional needs. A website is due to be launched providing information for families and partners. The transitions Policy is in final draft. We are also working with our information management system in the final stage of creating clear data around this cohort. Develop a transitions strategy and pathway across Children’s Services, Education and Adult Health & Social Care Page 151 of 394
Page 152
Maintain supports offered by Family Group Decision Making and Kinship staff to ensure children remain with birth/ kin families. Key Highlights 28 family referrals were made to FGDM during this quarter. 2 of these have been for Lifelong Links Work 13 meetings were held over the quarter During this quarter our only full-time member of the team moved to the Family Wellbeing Service. Recruitment to replace him is ongoing and hoped complete in May 2025. We have a preferred candidate who is an experienced FGDM coordinator. Fostering, Kinship and Adoption Service Council recently approved permanent funding to recruit an additional Family Centred Care Team Leader and an additional Supervising Social Worker for the Family Centred Care Team to enable us to strengthen the Adoption and Kinship parts of the service. We have successfully recruited into both posts. A successful fostering recruitment campaign was launched in February and the team are currently following up interest generated. There are plans to hold quarterly recruitment campaigns throughout the remainder of the year. For Kinship Care week, the Family Centred Care team supported an activity eventing which was well attended with very positive feedback. We also held a Foster Carers appreciation brunch in February which gave us an opportunity to say thank you and celebrate the ongoing commitment and hard work of our Midlothian Foster Carers. Child Protection and Looked After away from home population The data evidences that our looked after population is fairly static. Overall, across the past year the data has had no significant change, generally fluctuating from 140 – 152 children. The ongoing use of Family Group decision making, supports families to devise a plan which promotes families staying together with support from extended family. Further capacity for early support also contributes to keeping children out of care. For children who have needed permanent care it is really positive that there has been significant progress with permanence planning for a number of children within this period. The number of children’s names on the child protection register has also remained fairly consistent across the past year. The main reason for registering a child’s name on the register is the risk posed by parental mental health, this is a change from previous years where domestic abuse was the most common risk factor. Emotional abuse and domestic abuse remain very prevalent in registrations. In the coming year we are seeking to strengthen our data to explore the connection between poverty and those on the children on the child protection register or who are looked after. Page 152 of 394
Page 153
Strengthen the number staff who understand the importance of trauma informed practice Key Highlights In Total 283 Council staff have been trained in Trauma informed practice in 24/25, 235 at Level 1 and 283 to Level 2. 20 Children’s services staff were trained in Trauma informed practice in Q4, 9 at Level 1 and 11 at Level 2 bringing the total for the 24/25 year to 128. This includes a significant number of Foster carers. Further training sessions in Level 1 and 2 Trauma informed practice are being rolled out throughout 25/26. Children’s Services and Learning and Development have agreed 17 Children’s Services staff will be supported to complete University level qualifications – all of these course support rights based and trauma informed practice. Psychological consultations have been introduced of staff support and wellbeing. Much of this is focused on ensuring staff are supported with the challenging nature of the work and they have opportunities to reflect on the impact of our work. This was a pilot until December 24 and will be reviewed as part of the Children’s Services staff survey. 12+ alternative curriculum offer has been revised with a main focus on this being an intervention, not a full time alternative placement for mainstream school. Schools and CLLE will work closely together to monitor impact. Page 153 of 394
Page 154
24/25 CSYP performance report Trend Data 0 200 400 600 800 1000 1200 1400 1600 1800 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of outcome focused assessments undertaken (cumulative) 0 2 4 6 8 10 12 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of external "Foster" placements purchased this year 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of referrals to the duty service (cumulative) 0 0.5 1 1.5 2 2.5 3 3.5 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of children adopted (cumulative) 0 5 10 15 20 25 30 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of foster carers going through prep groups on a quarterly basis (cumulative) 0 2 4 6 8 10 12 14 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of new foster carers approved (cumulative) 0 1 2 3 4 5 6 7 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of foster carers de-registered quarterly (cumulative) Page 154 of 394
Page 155
24/25 CSYP performance report Trend Data 0 5 10 15 20 25 30 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of permanence LAAC Reviews happening quarterly (cumulative) 0 1 2 3 4 5 6 7 8 9 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of children matched in quarter – (average months from perm LAAC to matching panel) (cumulative) 0 2 4 6 8 10 12 14 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of places taken at residential houses - capacity 10 0 10 20 30 40 50 60 70 80 90 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 The number of children living in kinship care 50 52 54 56 58 60 62 64 66 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 The number of children living in foster care 0 10 20 30 40 50 60 70 80 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Number of Midlothian children on the Child Protection Register 0 0.5 1 1.5 2 2.5 3 3.5 4 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Rate per 1,000 population of Midlothian children on the Child Protection Register in relation to the Scottish average Page 155 of 394
Page 156
24/25 CSYP performance report Trend Data 0% 20% 40% 60% 80% 100% 120% 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 % of Child Protection plans which have integrated chronology 0 0.5 1 1.5 2 2.5 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Rate per 1,000 of Midlothian Looked After Children AT HOME in comparison with the Scottish average 0 2 4 6 8 10 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Rate per 1,000 of Midlothian Looked After and Accommodated Children in comparison with the Scottish average 0 2 4 6 8 10 12 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 The number of looked after children and young people not in residential placed outwith Midlothian 0 0.5 1 1.5 2 2.5 3 3.5 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 The number of looked after children and young people placed in Residential School outwith Midlothian 0 10 20 30 40 50 60 70 80 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 The number of young people who are allocated/engage with Through Care and After Care service 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 21/22 Q1 21/22 Q2 21/22 Q3 21/22 Q4 22/23 Q1 22/23 Q2 22/23 Q3 22/23 Q4 23/24 Q1 23/24 Q2 23/24 Q3 23/24 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Q4 Child Protection: % of Core Group meetings held within 15 days for Initial Page 156 of 394
Page 157
The Service priorities monitored in the Council Performance report during 2024/25 indicate stable progress and notable success in several areas. The following pages highlight key activity in these areas. There is recognition that measuring the contribution our services make to achieving an intended outcome is complex. External factors, out with our control, often influence direction and speed. 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. The complex interdependencies of increasing need, finance, and workforce pressures have contributed to a challenging social care landscape across Scotland. Efforts in Midlothian have been firmly focussed on achieving financial recovery plans whilst ensuring consistency and quality of service delivery. 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. Adult Social Care Services 2024/25 Performance Review and Scrutiny Committee Tuesday 10 June 2025 Item No 5.5 Page 157 of 394
Page 158
Welfare Rights/Learning Disability/Physical Disability Key Achievements for 2024/25 – Welfare Rights The Welfare Rights Team support people to maximise their incomes by offering welfare advice and benefits checks, helping to apply for benefits, support with benefit appeals and tribunal representation, and debt and housing advice. Service priority - Measure the effectiveness of welfare rights services in generating additional income for clients through welfare rights support. The total benefit generated during 2024/25 is £4,463,000.46. This is an increase of £68,625.20 from the previous year and represents good outcomes for some of our most vulnerable people. Key Achievements for 2024/25 – Learning Disabilities The Learning Disability Team provides social work assessment and care management services to around 400 people with a Learning Disability. Service priority - Monitor and maintain quality assurance of care providers in relation to hours delivered, number and type of incident reports, Care Inspectorate grades, complaints, and quality assurance activities. A Quality Assurance Officer undertakes ongoing activity to monitor the standard of care being delivered and address any quality issues. This activity includes liaising with providers in relation to complaints, reviewing any reportable incidents in the service, and conducting spot checks on services. This activity ensures that standards of care are proactively managed, and services can be supported where quality issues are identified. The Quality Assurance Officer undertakes work to ensure resources and best practice are shared among providers to improve the overall standard of care in Midlothian. Page 158 of 394
Page 159
Towards the end of 2024/25, the Care Inspectorate have completed inspections of a number of services including one external care provider, Thera (Scotland), and one council service, Cherry Road Resource Centre. The Care inspectorate evaluate quality using a six point scale where 1 is unsatisfactory and 6 is excellent. The risk status is monitored for the 10 largest providers operating in Midlothian. In 2024/25, 9 of these providers were rated at low risk. Follow up action is being progressed with the provider ranked as medium risk. The following graph shows the grades for support provision achieved by care providers in Midlothian. Page 159 of 394
Page 160
Cherry Road Resource Centre is a day service for adults with a Learning Disability received ‘Very Good’ grades in four of the themes inspected and a ‘Good’ grade for one (How good is our setting?). The inspection identified high standards of care being provided in the service with individuals being supported to engage in activities that were meaningful to them. The staffing in the service was seen as a key strength with the report noting ‘The manager and senior staff modelled the practice they expected, and this led to good outcomes’ ‘for the people using the service’. Key Achievements for 2024/25 – Physical Disabilities The Physical Disability Team provides services and support through Occupational Therapy assessments, equipment, home adaptations, and care packages. The number of people with a physical disability who currently require support and receive a service from adult and social care in Midlothian is around 380. Service priority - Monitor and maintain the percentage of PD/LTC interventions recorded as outcome achieved. Service priority - PD/LTC referral screening episode concluded within 3 working days. To support service delivery a performance framework has been developed with a range of monthly and quarterly reporting. One of these reports tracks the end of involvement of an intervention to identify if the intended outcome has been achieved. Our target of 85% has been achieved throughout the year. Thera (Scotland) provide support for around 70 people with Learning Disabilities in Midlothian. The service scored 5 - Very Good in both ‘How well do we support people's wellbeing?’ and ‘How good is our leadership?’. The inspection noted ‘Staff were motivated by supporting people to achieve their aspirations and wishes while actively promoting new opportunities through engaging with community activities.’ The report also acknowledged the work that Thera staff we doing to work closely with health professionals and how this was actively promoting people's health and wellbeing. Page 160 of 394
Page 161
The 90% performance target for referral screening episodes to be concluded within 3 working days has been consistently achieved with an average achievement rate of 96% for the year. While delays can occur due to the requirement for more information there is a process in place to ensure full oversight on a daily basis. There has been an identified increase in the number of people with a physical disability who are being provided with support at home, of 24% across the year. Chart: Number of People receiving care at home budgeted against Physical Disability Page 161 of 394
Page 162
Older People’s Service Older People’s Social Work Team Provides social work assessment, care management and review of services for people over 65 years old and their carers. There is a separate team for those who have a diagnosis of dementia. Key Achievements for 2024/25 – Older People Service priority – 60% of all initial care home reviews completed within 12 weeks of admission The 60% performance target consistently achieved in 2024/25 with a 96% completion rate at year end. Initial reviews are being completed promptly within timescale. Allocation of the care home review was identified as key to improving the process and a review of the Care Home review policy has been undertaken. Service priority – Reduce the number of hours waiting each week on the community waiting list from 950 to 500 hours An overall reduction of 28% for the year was attained and the trajectory is positive. Service priority – Achieve a 90% qualification rate for care at home staff appropriate to their post (SVQ 2) In 2024/25, this has been achieved since Q3 and with programmes in place improvement is expected to continue. Hospital In Reach Social Work Team Assess the needs of people who need support relating to hospital discharge. They operate over all acute hospital sites, rehabilitation and psychiatric wards at Midlothian Community Hospital and Highbank Intermediate Care facility, providing assessment and discharge planning for individuals. Key Achievements for 2024/25 – Hospital In-Reach Social Work Service priority – Hospital In-Reach team referrals screened within 2 working days of allocation. Page 162 of 394
Page 163
The 95% performance target has been achieved with a 99% performance rate at year end. A new screening allocation process was established to ensure screening episodes are completed timeously. Challenges in staffing reduction levels were noted throughout the year and action was taken to help mitigate the outcome on screening time. Supporting people living in Newbyres Care Home Newbyres Village care home The team provide 24 hours care and support for 48 residents. (12 beds/one street is currently vacant 3 full time nurses provide 12 hours x7 days a week clinical support for the residents. The district nursing service provides support and out of hours service. The care home support team, learning and development team, hospital at home service and quality assurance officer work in partnership with Newbyres staff to promote a service offering quality 24 hours care and support to residents and to identify and plan ongoing improvement. Key Achievements for 2024/25 – Newbyres Care Village Service priority – Maximise the occupancy rate at Newbyres Village Care Home to achieve 95% occupancy. A 96% occupancy rate was recorded at year end and has been achieved since Q3. A change in process was established to ensure a robust admissions procedure that supports the reduction in the timescale of a vacancy. Key Achievements for 2024/25 – Care at Home The vision for care at home is to assist clients to maintain their independence and quality of life in their own home. To provide the best possible service with a friendly, caring and compassionate approach. To provide appropriate trained and skilled staff that fit our clients' needs. The service provides care and support to adults aged 16 and above to all citizens in Midlothian. It operates 7 days per week between the hours of 7am and 10pm. The criteria for this service falls under the free personal care legislation. In 2024/25, the service had an inspection (November 2024) where it received improved gradings from last year which were predominantly grade 5/very good . The whole service including commissioned services and Self-Directed Support Option 2 delivers around 9000 hours per week. Page 163 of 394
Page 164
Justice and Protection Services This service area includes Justice, Community Justice, Duty Social Work, Adult Support and Protection, and Public Health. Supporting people in contact with the Justice system They support people involved in the Parole and Pre-release process including the preparation of Criminal Justice Social Work Reports and pre-release reports. The team supervises people aged 18 and over who are subject to Community Payback Orders, Parole, Life and Non- Parole Licences, Extended Sentences and Supervised Released Orders. Since April 2022 the team have expanded service delivery to increase the range of non-statutory support they provide to ensure that there are early intervention pathways for those in conflict with the law but not convicted. This includes men who are concerned about their domestically abusive behaviour and provision of bail services for people appearing at court prior to conviction and at risk of being remanded into custody. Their work is underpinned by the ideals of reparation, rehabilitation and reintegration and aims to provide a clear pathway to support those who have been convicted of offences to achieve a positive destination. Through the work undertaken by those subject to unpaid work we also aim to provide meaningful benefit to our local communities. Page 164 of 394
Page 165
Justice and Protection Services– Performance Measures Key Achievements for 2024/25 – Justice Services Individuals become formally involved with Justice Social Work at the point of conviction when a Court makes a request for a Justice Social Work Report; requests for assessment and risk management planning are received from the Scottish Prison Service and the Parole Board. The table below shows the number of reports requested over each of the 3 months; there has been a 15% decrease in the number of reports requested from quarter 3. The reason for the decrease is not known and will continue to monitor this over the next year. The main type of report requested is the Justice Social Work Report (JSWR) and these are requested by a Sheriff or Judge to inform sentencing. The Justice Service also completes reports for Scottish Prison Service and the Parole Board for people progressing through their custodial sentence. Chart: Reports requested during Q4 Staff in the Justice Service work with men and women subject to Community Payback Orders who present with a wide range of presenting risk and needs. This includes individuals with mental health, substance use, adverse childhood experiences, trauma and negative experiences of education and or employment. Staff working within Justice Services require the appropriate level of support and training to enable them to effectively engage with people in order to progress interventions towards positive changes in behaviour. An important part of ensuring that men and women in the Page 165 of 394
Page 166
justice system have ease of access to services and resources is the provision of robust community-based alternatives to custodial sentences as it enables individuals to remain in their community, maintain relationships and ensures continuity of care. The main community-based sentence is a Community Payback Order (CPO), which can have several requirements attached to it. The most frequently imposed requirements are Supervision and Unpaid Work. The Courts have imposed 201 Community Payback Orders during 2024/25. Alongside managing individuals on Community Payback Orders the Justice Service provides a throughcare service to people who are in prison and to their families/named support, from the point of sentence, during the period in custody and following release. It comprises of two elements that are fundamentally connected, services provided during the custodial sentence and services provided on release back into the community. Justice Social Work have a statutory duty to provide a service to persons who will be subject to statutory supervision on release. This includes a life sentence, Order for Lifelong Restriction (OLR), long-term determinate sentence (4 years and over), short term sex offender sentence, extended sentence or a Supervised Release Order (SRO). Service priority – Justice Services work collaboratively to ensure those subject to statutory supervision are enabled and supported to effectively participate. It is essential to establishing and maintaining confidence in community-based sentences that there is assurance that robust action is taken on non- compliance. To be able to comply with the requirements of the order the individual has understand the expectations and consequences of non- compliance it is important that staff are skilled in being able to engage with people effectively. Justice Social Work staff use a trauma informed and person-centred approach to develop effective working relationships with clients. In the interests of justice, and to maintain the public confidence in community sentences, all missed appointments, or failure to comply, are responded to robustly using disciplinary procedures which can result in the order being returned to court in breach. During the breach process we continue to seek to engage individuals to re-engage with interventions to reduce and manage the risk of re-offending. The number of open orders is greater than the number of people supervised as a person can be subject to more than one CPO at any given time. Page 166 of 394
Page 167
Chart: Illustrates the percentage of individuals who have been breached and those with whom we have been able to maintain effective engagement with during the breach process. The number of open orders is greater than the number of people supervised as a person can be subject to more than one CPO at any given time. Since January 2025 the Justice service moved to Microsoft forms to gather feedback. Every person receiving a service completes an entry questionnaire as part of the assessment process. At the end of service, they are also offered the opportunity to complete an exit questionnaire; this is voluntary. For the current reporting period those with a CPO with an unpaid work requirement only were unable to complete Microsoft form and we are considering how to take this forward. Between 1 January 2025 and 2 April 2025, 36 people completed an entry questionnaire; 91% were male and 9% female. 83% of respondents were subject to a CPO, 2% were on post custodial licence or order and 13% were part of early intervention as part of Supervised bail or a Structured Deferred Sentence. 36% were aged between 16 and 25 years of age, with 44 % aged between 26-45 years and 19% and between 46 – 64 years of age. Respondents are asked to self-assess how they are managing with a range of criminogenic needs (factors which can impact on a person’s risk of general offending). The information from the self -assessment, alongside information from formal risk assessments completed by the Justice Social Worker, is used to complete the case management plan. Page 167 of 394
Page 168
Chart: Feeling about Employment, Education and Train (entry questionnaire) Chart: Feeling about alcohol and/or substance use (entry questionnaire) Page 168 of 394
Page 169
Chart: Mental Health (entry questionnaire) During the same time period 16 people completed an exit survey; 87% were male, with 13% female and all respondents had been on a CPO. 18% were aged 16-25, 43% aged between 26-45, 31% aged 46-64 and 1% were aged over 65 years of age. To be able to measure effectiveness of service delivery respondents are asked to complete a self-assessment for the same criminogenic needs noted in the entry questionnaire. This enables analysis of the areas we are having the most impact and shape future service delivery. When asked the question “How trustworthy did you find us”, 100% of the respondents gave the highest score a 4 star rating. When asked the question “How did we do in making sure that you felt in control and held onto power to make decisions in your life”, 93% gave the highest score a 4 star rating. Page 169 of 394
Page 170
Chart: Illustrates how respondents said things have changed (exit questionnaire) Page 170 of 394
Page 171
The Public Health Practitioners work to support services to improve wellbeing and reduce health inequalities for the people of Midlothian. They support staff to design and deliver services that support early intervention and prevention. Key Achievements for 2024/25 – Public Health Service priority – Evidence informed, preventative improvements in population health gained by supporting integrated working with key strategic partners. The annual target of 10 actions collaboratively achieved with other areas of the organisation involving early intervention/prevention was achieved. Supporting vulnerable people Health Inclusion The Health Inclusion Team (HIT) is a small team working with some of the most vulnerable populations, such as those affected by homelessness, substance use, community justice and carers. Due to the sometimes-chaotic lifestyle of the populations the team works with, they operate a flexible Did Not Attend policy, which is essential to engaging with these client groups. The average wait time for the service is 1 day, this allows the HIT nurses to be responsive to the needs of the populations they engage with. The service operates predominately on outreach work, mainly through the temporary accommodations throughout Midlothian. Overall, in the past 3 years 85% of engagement has been seen in the clients’ home, this is often the temporary accommodations which shows the trusting relationship built within the accommodations and how effective the teams outreach approach is. • The Health Inclusion team has supported 164 people in this financial year. 53% of these were male and 47% female. • The majority of the clients are 45-54 years old. • On average this year there were 13 referrals a month. • Maximum wait time from referral to client contact was 1 day. Public Health Page 171 of 394
Page 172
Healthcare and lifestyle factors Referrals to others Advocacy and liaise Assessment(initial/follow-up) Mental wellbeing Chart: Top 5 interventions for this year ➢ For women the main challenge was Mental Health and for men was Housing/Homelessness. ➢ For men the main challenge was Housing/Homelessness. Page 172 of 394
Page 173
Adult Mental Health Service Key Achievements 2024/25 - Mental Health Service priority - Percentage of all Adults with Incapacity reports (AWI) allocated to MHO within 12 weeks. Target achieved throughout 2024/25 with 100% of all Adults allocated to MHO within 12 weeks. All adults referred to the Adult Mental Health continue to meet the waiting time directive of 100% of all individuals referred to adult mental health are seen within 18 weeks. Neurodiversity continued to have increasing demand throughput 2024/25 which impacts on the waiting times for neurodiversity screening and assessment. At year end, there were 440 people in Midlothian waiting for an assessment for neurodiversity. Service priority - Midlothian Adult Mental health bed occupancy rate (8 beds - 7 acute and 1 IPCU) to be maintained at/or below 100%. The bed performance for Midlothian has fluctuated and although had periods of being on track the median bed occupancy has been 8 throughout 2024/25. The 8 Pillars Model of Community Support sets out an integrated and comprehensive, evidence-based approach to supporting people with dementia living at home during the moderate to severe stages of the illness. Post Diagnostic Support provides 12-months of interventions for individuals and their families/carers incorporating education, practical guidance and support (5 Pillars). Supporting an individual to remain at home as long as possible. This support incorporates and focuses on the overall delivery of the 8 pillars model • Role of the Post Diagnostic Support Staff • Support for carers • Personalised support • Therapeutic interventions to tackle symptoms of illness • General health care and treatment • Mental Health care and treatment Page 173 of 394
Page 174
• Environment • Community connections This approach offers a foundation for good quality integrated care from both the health and social care Dementia Team. The dedicated Post diagnostic staff within the Dementia service has developed an information pack which provides a person centred holistic approach to an individual’s care and treatment. The pack has been developed and improved based on feedback from those who access the service and their carers/families. The Dementia service recognises the importance in gaining lived experience feedback, which supports the service to improve, and develop continually. This is an area that has been continued to develop throughout 2024/25 and has matured by Q4 (below). Post Diagnostic Support Feedback Q4 Post diagnostic support feedback gives opportunity for individuals, carers and families to feedback, and share their experience on how staff provide a person-centred approach through engagement, support and communicate. This feedback is used to continuously learn, develop and strive to improve our service and the experience individuals, families/carers have when engaged with the service. Excellent Very Good Good Fair Poor Letting you tell your story 47% 53% 0% 0% 0% Making you feel at ease 69% 31% 0% 0% 0% Really listening 40% 60% 0% 0% 0% Being interested in the whole person 50% 43% 7% 0% 0% Fully understanding your concerns 43% 50% 7% 0% 0% Showing care and compassion 46% 47% 7% 0% 0% Being positive 40% 53% 7% 0% 0% Explaining things clearly 38% 56% 6% 0% 0% Helping take control 44% 50% 6% 0% 0% Making your person centered plan of action with you 40% 53% 7% 0% 0% Page 174 of 394
Page 175
Feedback "We were very grateful for workers help and support, she guided us through the paperwork and got us organised for the future, a true blessing to meet her" "I looked forward to the visits, she had lots of practical advice and useful referrals" "The ladies of the dementia team helped in our time of need which I feel was a very difficult time" "Excellent support since diagnosis, cannot fault anything" "Worker was excellent in every way, such a help in understanding things, I always felt lighter after she had visited, I'm sorry to lose her but understand she was only with us for a year " "Worker was positive and caring" Page 175 of 394
Page 176
Substance Use Treatment Service (SUS) Key Achievements 2024-25 – Substance Use Services Service priority - Achieve the Scottish Government HEAT target (A11) - 90% of all individuals will wait no longer that 3 weeks (21 days) from point of referral to drug and /or alcohol triage. This target has consistently been achieved in 2024/25. Measure Q1 Q2 Q3 Q4 A11 – all individuals seen within 21 days of referral 100% 98.11% 100% 100% The service continues to progress with implementation of the Medication Assisted Treatment (MAT) standards and the MAT progress report for Q4 has been submitted. All services have completed relevant numerical and process data for annual submission to MIST and Midlothian is predicted to have met the expected targets for April 2025. The service received 54 new referrals over Q4, and all individuals for both alcohol and drugs have been seen within the 21 days. These figures have been broadly consistent throughout the year. Midlothian Mental health and Substance use services deliver a number of group interventions; this list is not exclusive but an example of the wide range of areas covered to support the needs of individuals who access our services: • Creative group to enable individuals to express them self creatively, sense of belonging and understanding of their own mental well being and recovery • Decider group – enhance 12 main life skills • Cooking group – enhance develop an individual’s own skills and knowledge in health eating, preparing, and making meals, giving a sense of empowerment within independent living. • Gym Group- providing a holistic approach to care positive mental well being Page 176 of 394
Page 177
100% Strongly agree Strongly agree Agree 83% 17% Through the delivery of our groups we seek feedback, this is important to the services so that we can continue to improve and redevelop if something is not working well, or we need to improve. Likewise, it also informs us if the group intervention is successful which enables us to continue to run the groups to optimise the support and benefit to all those who would benefit. Below is an example of one of our groups and the outcome/ feedback we receive. Recovery Through Activity - Creative Group Q1. I found this group helpful. Q2. I had enough information prior to attending the group. Page 177 of 394
Page 178
100% Strongly agree 100% Strongly agree 100% Strongly agree Q3. I had opportunities to ask questions and share experiences. Q4. I felt respected and listened to. Page 178 of 394
Page 179
100% Strongly agree Q5. I feel more confident in my strengths and abilities after this group. Qualitative Feedback Q6. What worked well? • “Freeness of the group” • “Conversations between people” • “Inspired by activities” • “I’m happy and it was nice to be around other people” • “Excellence” • “Group” • “Activities are great” • “Met new people” • “Nice staff, helpful” • “Helpful to be women only” • “Good to talk” Page 179 of 394
Page 180
100% Excellent Q7. What could be improved? • “Nothing” • “Myself as things go on/self improvement” • “Nothing” • “Nothing it is the sign of excellence, I really appreciate this session, it is so useful for my future with the grandchildren” • “There’s always room for improvement” Q8. Has this group supported your recovery? If yes please explain how. • “Got me out of my house a lot more” • “Improved my confidence” • “Yes 100%” • “Enable confidence and consider going to college” • “Made connections in the group” • “Encouraged me to go to Recovery Cafe with people in the group” Q9. Would you recommend this group? 100% of participants said YES. Q10. Please rate your overall experience. 100% of participants rated their overall experience as “Excellent”. Page 180 of 394
Page 181
Workforce: Workforce remains a challenge across Social Work and Social Care. Within Social Work, whilst we are getting applicants for posts, we are finding that the majority of applicants are newly qualified. The SSSC have developed a Newly Qualified Social Worker (NQSW) Mandatory Supported Year (SY) with accompanying Individual Learning Plans (ILP). This is a welcomed addition to ensuring NQSW are well supported in their new roles. What this means practically is that our Learning and Development Team have devised a framework of support to ensure the NQSWs are able to meet the learning requirements. Coaching/mentoring support to managers and NQSWs is offered alongside involvement in each of the 3 key meetings for each NQSW. We are also supporting a NQSW Forum and Protected Learning Days. This will ensure consistency and robustness, as well as a considered approach to the retention of staff. We continue to do a lot of work developing and nurturing our workforce and the National Workforce Strategy clearly states that the wellbeing of our Social Work and Social Care staff is a priority. However, working within community settings can be challenging with regular exposure to complex and distressing situations. While staff often develop positive coping strategies, sustained contact with those in distress can have a deeper and more profound impact. This can contribute to presenteeism, absenteeism, and burnout. Midlothian Health and Social Care Partnership have sought a positive, proactive, and preventative approach to this challenge through the delivery of bespoke team wellbeing sessions. Each session is guided by the issues which matter to staff. The issues which impact on personal wellbeing, team morale, and the quality of the services we provide. Common themes include. - The work-life juggle - Surviving change - Coping with stress and distress - Self-care for superhero’s The sessions are facilitated by the Staff Wellbeing Development Lead. The National Improving Wellbeing and Working Cultures Strategy, in addition to our local plan has reinforced the need to prioritise the wellbeing of staff and ensure teams feel valued and nurtured. Challenges and Risks Page 181 of 394
Page 182
Each session is offered face to face on a day and at a time which suits the team. The team prioritises the physical, psychological, and social wellbeing of each other, embracing the principle of ‘nurturing’ outlined within the National Workforce Strategy. Opportunities are provided to share thoughts, acknowledge experiences, and attend to personal needs. In addition to this staff are encouraged to participate in team building activities, reflective practice, and self-care. The aim being to bring the benefits of pastoral care directly to the workplace by addressing emotional, social, and practical needs. It is clear from our workforce data, that psychological issues including stress remain the primary cause of sickness absence across partnership organisations. In order to reduce this, we have put in place tailored support where and when we know it is needed. Providing team and individual support is an objective within our local Staff Wellbeing, Experience, and Engagement Delivery Plan 25-28. It ensures that the actions the HSCP takes minimises the risk to staff wellbeing in the short-term while building resilience for the future. In the last 3 quarters, 21 staff wellbeing team sessions have been provided across the HSCP. Over 220 staff have benefitted with approximately 10 staff attending each session. Staff feedback and comments include: • It’s lovely to know we are valued. • Time to reflect • Roll sessions out to all • Laughing as a team • Sharing with others • Worthwhile use of time • Think about my self-care • Team Bonding • Thought provoking • Insightful • Refreshing, Soothing, Calming NI contribution: Engagement has been ongoing with commissioned providers regarding the impact of the increase in National Insurance Contributions. There are some risks that service delivery may be impacted, and we are engaging with providers to understand how we can work with them to redesign services to mitigate against this. Page 182 of 394
Page 183
Bed-Based Review: Similarly, we continue to see a pressure on care home beds and there is an opportunity to ensure that future bed based planning includes a more robust Extra Care Housing model so that there can be a continuum of care from community to care home where a care home place is deemed to be for our frailest older people. Mental Health Accommodation: Whilst our community mental health model is robust, we continue to lack appropriate supported accommodation for people who are mentally ill. There is an opportunity to move away from a bed-based hospital model and reinvest money in the community. This has been successfully undertaken in Learning Disabilities, and we are now looking at how we can do this within a wider Mental Health context. Carers: We acknowledge that as services are more challenged, the pressure on carers can increase. To offset this, we are in discussion with our partners regarding how monies can be used most effectively to meet our strategic aims. What we require most of all is practical support to carers and that is the tenor of our approach going forward. Page 183 of 394
Page 184
Pentana Performance Dashboard A full review of quarterly performance data is available via Pentana (Browser login link – https://midlothian.pentanarpm.uk/login Page 184 of 394
Page 185
Performance Review and Scrutiny Committee Tuesday 10 June 2025 Item No 5.6 Title Inspection of Cherry Road Resource Centre Report by: Nick Clater, Head of Adult Services and Chief Social Work Officer Report for Noting 1 Recommendations Performance Review and Scrutiny Committee 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 2. The no specific actions or improvements are required as a result of the inspection. Date: 21/04/25 Report Contact: Nick Clater Page 185 of 394
Page 186
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 March 2023 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 Grades Following the inspection the Care Inspectorate awarded the following grades. • 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? 4 – Good • How well is our care and support planned? 5 – Very Good The Inspection report noted the following: • People experience compassionate care and support because there was warm, encouraging, positive relationships between staff and people using the service. • The manager and senior staff modelled the practice they expected, and this led to good outcomes for the people using the service. • There were a range of audit tools which informed the manager and senior management about how well the service was performing. • There were very good systems in place to evaluate staff's understanding or ability to transfer learning into practice. • Care and support plans were personalised and gave good guidance to ensure people were well supported and safe. The table below lists previous grades for Cherry Road Resource Centre. Some older grades are assessed against a different evaluation framework. Page 186 of 394
Page 187
Date How well do we support people's wellbeing? How good is our leadershi p? How good is our staff team? How good is our setting? How well is care and support planned? 04 Mar 2025 5 Very Good (I) 5 Very Good (I) 5 Very Good (I) 4 Good (I) 5 Very Good (I) 14 Mar 2023 4 Good (I) 4 Good (I) Not Assessed 3 Adequate (I) 5 Very Good (I) Date Care and Support Environment Staffing Management and Leadership 01 Aug 2018 6 - Excellent (I) Not Assessed Not Assessed 5 - Very Good (I) 16 Jul 2015 4 - Good (I) 4 - Good (I) 5 - Very Good (I) 5 - Very Good (I) 22 Aug 2012 4 - Good (I) 5 - Very Good (I) 4 - Good (I) 4 - Good (I) 03 Aug 2011 3 - Adequate (I) 4 - Good (I) Not Assessed Not Assessed 03 Sep 2010 4 - Good (I) 3 - Adequate (I) Not Assessed Not Assessed 12 Oct 2009 3 - Adequate (I) 3 - Adequate (I) 4 - Good (I) 4 - Good (I) 04 Dec 2008 4 - Good (I) 3 - Adequate (I) 3 - Adequate (I) 4 - Good (I) 3.2 Areas for Improvement The report did not identify any areas for improvement and did not make any requirements on the service. The report noted that the two previous requirements made in the last inspection in March 2023 had been completed and no further requirements have been made. 3.3 Actions Being Progressed No specific actions are being progressed as result of this inspection. This was a very positive inspection that highlighted the good practice and high standards within the service. Work will continue to be progressed to ensure these standards are maintained. Page 187 of 394
Page 188
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 188 of 394
Page 189
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 189 of 394
Page 190
Page 190 of 394
Page 191
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: 4 March 2025 Service provided by: Service provider number: Midlothian Council SP2003002602 Service no: CS2003017838 Page 191 of 394
Page 192
About the service Cherry Road Resource Centre is run by Midlothian Council and is a purpose-built centre which is accessible for people with physical disabilities. Cherry Road is a resource centre for adults with learning disabilities to access service and facilities, whether within or out with the centre. It is situated within a housing estate in Bonnyrigg close to all local amenities and public transport links. The service also provides an element of care at home/outreach in the community, in addition to the use of the day centre premises. Support to people is provided on a one-to-one basis. About the inspection This was an unannounced inspection which took place between 25 February 2025 and 27 February 2025. The inspection was carried out by one inspector 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: • We spoke with and gathered feedback via an electronic questionnaire from three people using the service, nine relatives and nine health professionals. • We talked with eight members of staff and the management teams. Sixteen staff members completed the electronic questionnaire. • Observed staff practice and daily life. • Reviewed a range of documents. Inspection rInspection reporteport Inspection report for Cherry Road Resource Centre page 2 of 11 Page 192 of 394
Page 193
Key messages • People experience compassionate care and support because there was warm, encouraging, positive relationships between staff and people using the service. • The manager and senior staff modelled the practice they expected, and this led to good outcomes for the people using the service. • There were a range of audit tools which informed the manager and senior management about how well the service was performing. • There were very good systems in place to evaluate staff's understanding or ability to transfer learning into practice. • Care and support plans were personalised and gave good guidance to ensure people were well supported and safe. 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 How good is our leadership? 5 - Very Good How good is our staff team? 5 - Very Good How good is our setting? 4 - Good How well is our care and support planned? 5 - Very Good Further details on the particular areas inspected are provided at the end of this report. Inspection rInspection reporteport Inspection report for Cherry Road Resource Centre page 3 of 11 Page 193 of 394
Page 194
How well do we support people's wellbeing? 5 - Very Good We found significant strengths in aspects of the care provided and how these supported positive outcomes for people, therefore we evaluated this key question as very good. The centre had a nice, relaxed and homely feel. Staff knew people well and all enjoyed friendly interactions. People told us, 'I like it very much here; the staff are very good to me', and 'staff are friendly we have lots of fun'. This meant people were reassured they were being looked after in a caring environment. People were being encouraged to enjoy opportunities to engage in a range of activities which were meaningful to them. Many of these activities encouraged people to move and change positions, for example, seated exercise groups. Some people enjoyed quizzes, participated in swimming, entertainment and musical events. People were able to choose how to spend their day, and this meant they were listened to, and treated respectfully. We made a previous area for improvement relating to enabling people to meet their full potential at the last inspection, this area for improvement has now been met. Staff had developed very good relationships with people who used the service, and their family and friends. Care plans provided clear information about who was important to people supported, and how to support people to maintain relationships. Relatives told us, 'Communication is very good' and 'staff contact us regularly, keeping us informed'. This demonstrated staff recognised the importance of nurturing relationships for, and with people, which benefited their overall wellbeing. The centre welcomed visitors and there were no restrictions in place at the time of inspection. As a result, staff supported people to maintain meaningful connections with the community. There was a varied menu on offer and staff were knowledgeable about people's needs and preferences. Visual choices were offered, which helped people who had memory difficulties. We were told, 'the food's really nice' and 'the food's good, there is plenty of choice'. It was positive to see staff encouraging people to eat their meals together in the dining room, staff sat alongside people to provide reassurance or to assist people with eating. This inclusive atmosphere provided natural prompts and encouraged people to eat and drink well. There was an organised system in place for administration of medications. This was audited on a regular basis by the senior team. A protocol was in place for administration of 'as required' (PRN) medications, and where this was prescribed, was given appropriately. This meant people could be confident their medication was available and being administered safely. Care plans were informed by a range of recognised assessment tools which helped to maintain and improve people's health and wellbeing. The information held within plans had been monitored regularly and we saw appropriate referrals had been made to other health professionals if required. Their advice and guidance was reflected in relevant care plans. Care plans were personalised and regularly updated as people's needs and preferences changed. One health professional told us 'Staff are always very appreciative of any advice and support the team can give. They take on board any issues and work to improve where required.' Inspection rInspection reporteport Inspection report for Cherry Road Resource Centre page 4 of 11 Page 194 of 394
Page 195
How good is our leadership? 5 - Very Good We found significant strengths in aspects of the care provided and how these supported positive outcomes for people, therefore we evaluated this key question as very good. Management had a good overview of the centre. Staff told us the manager and management team had an open-door policy, where any aspect of care, support or development could be discussed and was listened to. The manager and senior staff modelled the practice they expected, and this led to good outcomes for the people who used the centre. The manager knew the care and support needs of people and was able to direct care in a supportive and professional manner. An established staff team supported each other well through clear channels of communication. This ensured any changes to care were consistently achieved. Regular team meetings offered an opportunity for staff to share and contribute to the development of the service. There were a range of audit tools used to inform the manager and senior management about how well the service was performing. A service improvement plan was in place which was supported by action plans to drive continuous improvement. Management meetings were in place to ensure all aspects of the service had an overview by the manager. We discussed with the manager, the need to ensure identified actions resulting from audits were evidenced as complete when work had been undertaken, ensuring that they captured the impact of improvements and overall outcomes for people using the service. Audits linked to healthcare were regularly completed. This enabled overview of any actions needed to be put in place to improve individual health. This led to positive outcomes for people using the service. All accidents, incidents and concerns had been appropriately recorded and actioned. This included notifications to the Care inspectorate. The manager ensured where needed, that any identified risk led to changes in planned care. The manager ensured confidence in the leadership of the centre. People told us: 'The manager is supportive, you can ask anything, and communication is always fantastic, which is good, the care can't be faulted.' 'All the leaders are visible each time I'm in to visit, they are welcoming and friendly'. Relatives were offered the opportunity to meet and discuss any suggested improvements on a regular basis. How good is our staff team? 5 - Very Good We found significant strengths in aspects of the care provided and how these supported positive outcomes for people, therefore we evaluated this key question as very good. People could be confident staff were recruited safely with all pre-employment checks completed prior to the staff member starting employment. Staff were working hard and were enthusiastic about their work. They were clear about their roles, what was expected of them and demonstrated a very good knowledge of people's care and support needs. Staff were working well together as a team and were visible within the centre. Relatives told us, 'The staff are all supportive, loving and kind' and 'I can talk to any one of them and they always help if I'm worried or concerned'. People had confidence in the team who supported them with their care. Inspection rInspection reporteport Inspection report for Cherry Road Resource Centre page 5 of 11 Page 195 of 394
Page 196
People experiencing care had the opportunity to meet any new staff being introduced. This meant staff had time to get to know people and learn what was important to them. Staff confirmed they had a good induction with regular ongoing support from the management team. Staff completed a range of online and face to face training courses relevant to people's needs. There were very good systems in place to evaluate staff's understanding or ability to transfer learning into practice. The provider ensured staff training and support provided the skills, knowledge and understanding required to meet people's needs. We made a previous area for improvement in relation to infection prevention and control training at the last inspection, this area for improvement has now been met. Supervision records were completed for all staff; staff told us they could speak with a manager at any time, and they attended regular team meetings. We sampled records of supervision meetings and observations of staff practice and found very good evidence of discussions held, feedback on practice, reflection on any training undertaken and aspects of care they did well or found more challenging. This aided staff development. We discussed with the manager, ensuring staff observations of practice captured all aspects of care and support, including but not limited to manual handling practice, Infection control practice and general care. Morale across the service was high, staff we spoke to said they were very happy at their work. Staff felt well supported by management and confident in raising concerns. This enabled people to have a positive experience of their care as the staff team were enthusiastic and happy. How good is our setting? 4 - Good We evaluated this key question as good overall where several strengths impacted positively on outcomes for people and clearly outweighed areas for improvement. The management team had developed a maintenance improvement plan since the last inspection. The plan was reviewed on a monthly basis, with appropriate actions identified. Staff reported any defects or repairs, and these were actioned quickly, or referred on to an outside contractor. This helped to maintain a safe environment for people using the centre. Some areas of the centre had been redecorated and created warm and inviting spaces for people to use. The centre had a relaxed welcoming atmosphere and reflected the ages of the people attending. People had the choice of what they wanted in their individual spaces re entertainment, radios, televisions etc. The garden areas to the front and rear of the building were well kept and easily accessible. One of the advantages of the centre was its proximity to local shops and amenities, which enabled people to be part of the local community. Overall, the centre was clean and tidy, free from odours or intrusive noises. Upgrading was required in some areas, for example, the corridors and conservatory. A refurbishment plan was in place, and we could see improvements being made. Inspection rInspection reporteport Inspection report for Cherry Road Resource Centre page 6 of 11 Page 196 of 394
Page 197
We had made a previous requirement in relation to maintaining the environment at the last inspection, this requirement has now been met. How well is our care and support planned? 5 - Very Good We found significant strengths in aspects of the care provided and how these supported positive outcomes for people, therefore we evaluated this key question as very good. People benefited from dynamic and aspirational care and support planning which consistently informed all aspects of the care and support they experienced. People, and where relevant, their families or those important to them, were fully involved in developing their personal plans. Strong leadership, staff competence, meaningful involvement and embedded quality assurance and improvement processes support this happening. Monthly summaries of people's achievements and outcomes with using the service were captured well and were person centred. These summaries provided a timeline of key events and achievements to their overall six-monthly review meetings with relatives and health professionals. Requirements Requirement 1 By 30 June 2023, the provider must ensure people experience high quality facilities that are well maintained, furnished, and decorated to a good standard. To do this, the provider must, at a minimum: a) develop an improvement plan which has involved those using and working at the resource centre and share this with the Care Inspectorate by30 April 2023; b) where areas can be addressed quickly these should be prioritised; and c) set realistic timescales for the areas of work required. This should include but not be limited to: • the flooring of bathrooms and communal areas; • door frames to support cleaning and provide a pleasant environment of people; • ensuring surfaces, (including kitchen worktops), are easy to wipe clean using appropriate cleaning products; • the redecoration of areas to improve the appearance and provide high quality facilities; and • ongoing upkeep of the premises. What the service has done to meet any requirements we made at or since the last inspection Inspection rInspection reporteport Inspection report for Cherry Road Resource Centre page 7 of 11 Page 197 of 394
Page 198
Any essential repairs and redecoration are logged and carried out within timescales ensuring there is no compromise to people’s safety. This to comply with Regulation 10 (2) of the Social Care and Social Work Improvement Scotland(Requirements for Care Services) Regulations 2011. This is to ensure care and support is consistent with the Health and Social Care Standards which state that: 'I experience an environment that is well looked after with clean, tidy and well-maintained premises, furnishings and equipment' (HSCS 5.22). This requirement was made on 14 March 2023. Action taken on previous requirement The service had developed a maintenance improvement plan which had involved service users and care staff, realistic timescales of work completion were noted and those responsible for actions identified. We could see work had been prioritised with many current actions awaiting quotes and invoicing. From our observations, spaces available to service users had been painted, the outdoor space at the back of the building had been newly renovated ensuring a safe environment for service users. Met - within timescales Areas for improvement Previous area for improvement 1 To ensure people are kept safe and limit the spread of infectious diseases, (including but not limited to Covid-19), the care provider should ensure that staff are trained to have the knowledge and application of guidance from the Infection Prevention and Control Manual. This is to ensure care and support is consistent with the Health and Social Care Standards, which state that: ‘I experience high quality care and support based on relevant evidence, guidance and best practice' (HSCS 4.11). This area for improvement was made on 14 March 2023. Action taken since then Staff completed regular infection prevention and control training in line with best practice guidelines; we observed staff following best practice guidance in relation to infection control. 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 Cherry Road Resource Centre page 8 of 11 Page 198 of 394
Page 199
Previous area for improvement 2 To ensure people experience care that increases their quality of life and experience, the provider should engage with people, their relatives and staff, to explore how a cultural change could focus on an enabling attitude to support people to fully achieve their potential. This is in order to comply with the Health and Social Care Standards which state: 'I get the most out of life because the people and organisation who support and care for me have an enabling attitude and believe in my potential' (HSCS 1.6). This area for improvement was made on 14 March 2023. Action taken since then The management team gathered people’s view through regular discussions and reviews of care these were recorded well and where further actions had been identified these were acted upon appropriately. Following the Covid-19 pandemic the service had resumed normal levels of activities with groups and individuals enabling individuals to fully achieve their potential. This area for improvement has been met. 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 Cherry Road Resource Centre page 9 of 11 Page 199 of 394
Page 200
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 How good is our leadership? 5 - Very Good 2.4 Staff are led well 5 - Very Good How good is our staff team? 5 - Very Good 3.3 Staffing arrangements are right and staff work well together 5 - Very Good How good is our setting? 4 - Good 4.1 People experience high quality facilities 4 - Good How well is our care and support planned? 5 - Very Good 5.1 Assessment and personal planning reflects people's outcomes and wishes 5 - Very Good Inspection rInspection reporteport Inspection report for Cherry Road Resource Centre page 10 of 11 Page 200 of 394
Page 201
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.com 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 11 of 11 Page 201 of 394
Page 202
Page 202 of 394
Page 203
Performance Review and Scrutiny Committee Tuesday 10 June 2025 Item No 5.7 Title Highbank Intermediate Care Service Inspection Report Report by: Grace Cowan, Head of Primary Care and Older People Report for Noting 1 Recommendations Performance Review and Scrutiny Committee is requested to 1. To note the outcome of the inspection for Highbank intermediate care service 2 Purpose of Report/Executive Summary This report advises of 1. The outcome of the focussed inspection (Unannounced) 2. The recommendations that will be included within the improvement plan. Date: 10th February 2025 Report Contact: Grace Cowan – grace.cowan@midlothian.gov.uk Page 203 of 394
Page 204
3 Background 3.1 Inspection Highbank intermediate care facility provides step down intermediate care for 37 people and short break respite for 3 residents. It is registered as a Care Home Service. The provider is Midlothian Council. The facility is in Eskbank and is close to shops and local amenities. Accommodation is within 6 wings each with lounge and dining areas and access to gardens. Some bedrooms have en suite, with shared toilets/bathrooms in each unit. There is a separate area that houses the kitchen and laundry facilities as well as staff room and staff changing rooms. This was an unannounced inspection of the service which took place 21st of January 2025. The inspection was carried out by two inspectors from the Care Inspectorate. To prepare for the inspection information was reviewed about the service. This included previous inspection findings, registration information, information submitted by the service and intelligence gathered since the last inspection. 3.2 Grades In making their evaluations of the service, the inspectors spoke with people using the service as well as feedback from relatives. They also spoke with management and staff, observed practice and daily life as well as reviewing a wide range of documents. The grades of the service are based on the findings of the inspection and are related to “The National health and Social Care standards-My Support My Life” The objectives of the Standards are to drive improvement, promote flexibility and encourage innovation in how people are cared for and supported. All services and support organisations, whether registered or not, should use the Standards as a guideline for how to achieve high quality care. The following grades were awarded to the service: - • How well do we support people's wellbeing? 4 - Good • How good is our staff team? 5 – Very Good The key messages which were predominantly all positive from the Inspectors highlighted in the report were: - • Staff demonstrated a good knowledgeable about peoples care needs. This meant that people could be confident that staff supporting them were well informed and worked consistently to help them achieve the outcomes that they had identified. • People benefited from regular healthcare assessments, access to community healthcare and treatment from external healthcare professionals. • Good feedback was received from healthcare professionals involved in the health assessments for the people residing in Highbank. • Staff encouraged people to be independent and promoted choice as well as carrying out meaningful interactions. This ensured peoples wellbeing and sense of worth was enhanced by the staff who were knowledgeable and skilled. • Staff supported activities, working alongside the activity coordinator, providing a range of events and activities to residents. • The service was found to have significant strengths in aspects of care provided, focused on supporting positive outcomes for people. • Respectful communication was noted within the team, which created a warm atmosphere and good working relationships. • Staff appeared motivated and feedback from relatives in relation to the care provided was positive. • Staff expressed management were knowledgeable and supportive of their work. Page 204 of 394
Page 205
3.2 Areas for Improvement . There were no requirements made at this inspection. . There was one area of improvement from this inspection: 1. Medication administration is provided via paper medication administration record (MAR). A medication audit system is in place looking at all aspects of medication management, however inspectors noted a more robust system needs to be implemented to minimise the risk of medication errors. Plan- a review of the current medication audit system has been undertaken with support of the NHS Lothian Pharmacy team, and implementation of more detailed audit with reporting implemented. 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 There is a reputation risk to Midlothian Health and Social Care Partnership should identified improvements not be progressed. 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 – Background information/Links Page 205 of 394
Page 206
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 Care Inspectorate and Highbank intermediate care facility fully involve communities and their stakeholders when undertaking inspections. Feedback from stakeholders, service users, their families and friends are all incorporated into the inspection outcome. Any improvements that require relevant consultation with service users, family members and carers will be undertaken by the relevant service. A.6 Impact on Performance and Outcomes The attached inspection report highlights significant strengths in aspects of the care provided and how these supported positive outcomes for people. A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Not applicable Page 206 of 394
Page 207
HighbHighbankank Care Home Service 9a Bonnyrigg Road Eskbank Dalkeith EH22 3EY Telephone: 01312 705 640 Type of inspection: Unannounced Completed on: 29 January 2025 Service provided by: Service provider number: Midlothian Council SP2003002602 Service no: CS2003011087 Page 207 of 394
Page 208
About the service Highbank care home provides care to a maximum of 40 people over the age of 60, of which six will be respite/short breaks places. The provider of the service is Midlothian Council. A new home is scheduled to be built within the next two years to offer a more specialised service in a more suitable environment. The care home is situated in Eskbank, Dalkeith, and is close to shops and local amenities. The home comprises of two floors that offer accommodation. The home is made up of six wings, each with a lounge/ dining and kitchenette area. Some bedrooms have en- suite facilities. There are shared toilets and bath/ shower rooms in each unit. The laundry and kitchen area are on the ground floor. There are patio and garden areas around the home that people can access easily. The care home provides intermediate care which includes rehabilitation and assessment. Placements are usually short term before people move on and professionals are involved from the Health and Social Care Partnership to provide support, such as, physiotherapists and district nurses. About the inspection This was an unannounced inspection of the service which took place on 21 January 2025. The inspection was carried out by two inspectors from the Care Inspectorate. To prepare for the inspection information was reviewed 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 people using the service as well as feedback from relatives. We also spoke with management and staff, observed practice and daily life as well as reviewed a wide range of documents. Inspection rInspection reporteport Inspection report for Highbank page 2 of 7 Page 208 of 394
Page 209
Key messages • Staff were knowledgeable about peoples care needs and preferences, this resulted in people feeling confident in their care. • There were good working relationships between management and staff. • People benefited from staffing levels that supported their care needs. • People living in the care home and their families were very happy with the care and support. • People's health needs were escalated to other health professionals when needed. • A more robust medication management system was required to minimise medication errors. 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? 4 - Good How good is our staff team? 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 3 of 7 Page 209 of 394
Page 210
How well do we support people's wellbeing? 4 - Good We evaluated this key question as good, where several strengths impacted positively on outcomes for people and clearly outweighed areas for improvement. Staff demonstrated a good knowledge of people's needs. This meant that people could be confident that staff supporting them were well informed and worked consistently to help them achieve the outcomes that they had identified. People benefited from regular healthcare assessments, access to community healthcare and treatment from external healthcare professionals. Good feedback was received from healthcare professionals involved in the health assessments of the people residing in Highbank. One stated I have found Highbank staff to be insightful into the ongoing needs of their patients and attentive to any deterioration of the patients, they have been compassionate with patients who have unfortunately deteriorated to end of life and supportive towards the needs of the relatives. Staff encouraged people to be independent and promoted choice as well as carrying out meaningful interactions. This ensured peoples wellbeing and sense of worth was enhanced by staff who were knowledgeable and skilled. Medication administration is provided via paper medication administration record (MAR). A medication audit was carried out by senior staff twice daily but this showed gaps and lack of consistency. Management also carried out a medication audit looking at all aspects of medication management, however it did not identify omissions in the daily audit. A more robust system needs to be in place to minimize the risk of medication errors and safeguard those receiving support. An area for improvement regarding medications has been made. Please see area for improvement one. People benefited from access to tasty, varied and well-balanced meals. The cook was familiar with the current dietary needs of each person. Throughout the day, they were supported to choose from a variety of meals, snacks and drinks. Senior staff and management had a good overview of each person's nutrition and strategies were in place where anyone was at risk of malnutrition. Staff supported activities and worked alongside the activity coordinator and provided a range of events and activities. This ensured people had opportunities to enjoy and take part in activities should they wish to do so. Those who chose to spend time in their rooms were offered one to ones to ensure everyone had opportunities to feel included. Areas 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. Inspection rInspection reporteport Inspection report for Highbank page 4 of 7 Page 210 of 394
Page 211
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). How good is our staff team? 5 - Very Good We found significant strengths in aspects of the care provided and how those supported positive outcomes for people, therefore we evaluated this key question as very good. The staff team were well established and worked well together. There was respectful communication within the team which created a warm atmosphere because of good working relationships. People supported received care from consistent staff who knew them well and who had built up caring relationships with them. The staff appeared motivated and very good feedback was received from those they supported and their relatives. It was evident that all staff had access to relevant training to meet the ongoing care and support needs of people. A training matrix was monitored by the manager to ensure staff training was up to date and reflected best practice. Staff expressed that the management team were knowledgeable and supportive of their work. They demonstrated an understanding of the nature and challenges associated with supporting individuals they care for. Additionally, they described managers as open and approachable, fostering a supportive and collaborative work environment. Staff arrangements were informed by assessments of people's needs. These were updated using the provider's dependency tool. During our inspection, staffing levels appeared to provide staff with adequate time to provide staff enough time to offer compassionate care and support. Staff were all registered with relevant professional bodies and had an understanding of their responsibilities. People benefited from safe recruitment and induction which reflected positive outcomes for people experiencing care. 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 Highbank page 5 of 7 Page 211 of 394
Page 212
Detailed evaluations How well do we support people's wellbeing? 4 - Good 1.3 People's health and wellbeing benefits from their care and support 4 - Good How good is our staff team? 5 - Very Good 3.3 Staffing arrangements are right and staff work well together 5 - Very Good Inspection rInspection reporteport Inspection report for Highbank page 6 of 7 Page 212 of 394
Page 213
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.com 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 7 of 7 Page 213 of 394
Page 214
Page 214 of 394
Page 215
Performance Review and Scrutiny Committee Tuesday 10 June 2025 Item No 5.8 Title Cowan Court Extra Care Housing Inspection Report Report by: Grace Cowan, Head of Primary Care and Older People Report for Noting 1 Recommendations Performance Review and Scrutiny Committee is requested to 1. To note the outcome of the inspection for Cowan Court Extra Care Housing. 2 Purpose of Report/Executive Summary This report advises of 1. The outcome of the focussed inspection (Unannounced) 2. The recommendations that will be included within the improvement plan. Date: 10th February 2025 Report Contact: Grace Cowan – grace.cowan@midlothian.gov.uk Page 215 of 394
Page 216
3 Background 3.1 Inspection Cowan Court extra care housing is a purpose-built extra care housing development in Penicuik, Midlothian. The service provides a combined care at home and housing support service to people over the age of 50 years, who are living in their own homes within the development. The development is a two-storey building providing 32 extra care flats for older people (mostly single occupancy rooms, with two for couples) There is one flat designated for intermediate care, and a “guest” flat which can be used for visiting relatives. Tenants can make use of several communal areas and gardens. This was an unannounced inspection of the service which took place 18th November 2024. The inspection was carried out by two inspectors from the Care Inspectorate. To prepare for the inspection information was reviewed about the service. This included previous inspection findings, registration information, information submitted by the service and intelligence gathered since the last inspection. In making their evaluations of the service, the inspectors spoke with people using the service as well as feedback from relatives. They also spoke with management and staff, observed practice and daily life as well as reviewing a wide range of documents. 3.2 Grades The grades of the service are based on the findings of the inspection and are related to “The National health and Social Care standards-My Support My Life” The objectives of the Standards are to drive improvement, promote flexibility and encourage innovation in how people are cared for and supported. All services and support organisations, whether registered or not, should use the Standards as a guideline for how to achieve high quality care. This was a pilot inspection to test a new way of inspecting to provide assurance that better performing services continue to deliver a very good level of care and support. This core assurance inspection has key areas of reporting under the headings: legal assurance, wellbeing, leadership. staffing and planned care/support. Grades awarded: No new evaluations (grades) have been awarded as the service was assessed as continuing to provide a very good level of care and support. The key messages which were predominantly all positive from the Inspectors highlighted in the report were: - • The service was operating in line with its conditions of registration. • The service provider had the appropriate insurance in place. • A range of policies and procedures promoting good outcomes for people were implemented and adhered to. • Inspectors noted assurance the service was meeting their aims and objectives. • Appropriate adult support and protection policy in place, with all staff completing training in this aspect. • People were protected and kept safe from risk of infection through safe management of infection control policies and procedures. • People were protected by safe medication management policies and practices. With staff receiving training in medication administration. Page 216 of 394
Page 217
• Quality improvement tools, such as audits, were utilised to drive continuous improvement in service. • The manager was a positive role model for staff, demonstrating good values which emanated throughout the service. • Effective recruitment processes were in place, including a comprehensive induction programme for new staff. • Staffing numbers were assessed based on peoples care and support needs. • People’s personal plans reflected their needs, preferences, outcomes and wishes. 3.2 Areas for Improvement . There were no requirements made at this inspection. . There were no areas of improvement from this inspection: 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 There is a reputation risk to Midlothian Health and Social Care Partnership should identified improvements not be progressed. 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 – Background information/Links Page 217 of 394
Page 218
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 Care Inspectorate and Cowan Court extra care housing service fully involve communities and their stakeholders when undertaking inspections. Feedback from stakeholders, service users, their families and friends are all incorporated into the inspection outcome. Any improvements that require relevant consultation with service users, family members and carers will be undertaken by the relevant service. A.6 Impact on Performance and Outcomes The attached inspection report highlights significant strengths in aspects of the care provided and how these supported positive outcomes for people. A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Not applicable Page 218 of 394
Page 219
CoCowwan Court Extran Court Extra Cara Care He Housingousing Housing Support Service 1 Pentland Way Penicuik EH26 8BF Telephone: 01968 664 141 Type of inspection: Unannounced Completed on: 21 November 2024 Service provided by: Service provider number: Midlothian Council SP2003002602 Service no: CS2012314382 Page 219 of 394
Page 220
About the service Cowan Court Extra Care Housing is a purpose-built extra care housing development in Penicuik Midlothian. The service provides a combined care at home and housing support service to people over the age of 50 years who are living in their own homes within the development. The development is a two-storey building providing 32 extra care flats for older people (mostly single occupant rooms, two for couples). There was one flat designated for intermediate care. There was also a "guest" flat for relatives to stay in. Tenants can make use of several communal lounges, dining area and gardens. The service provider is Midlothian Council. About the inspection This was an unannounced inspection which took place on 18 November 2024 between 09:15 and 14:00. One inspector carried out the inspection. Our visit was then followed by time examining evidence remotely. 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. This was a pilot inspection to test a new way of inspecting to provide assurance that better performing services continue to deliver a very good level of care and support. 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, and planned care/support. We confirmed the service continued to provide a very good level of care and support. We know this because on this inspection we: • spoke with people using the service and staff at our visit • considered feedback from completed and returned MS Forms questionnaires from supported people and relatives • observed practice and daily life • reviewed documents Inspection rInspection reporteport Inspection report for Cowan Court Extra Care Housing page 2 of 5 Page 220 of 394
Page 221
Key messages Legal Assurances The service was operating in line with its conditions of registration. The service provider had the appropriate insurance in place. A range of policies and procedures promoting good outcomes for people were implemented and adhered to. This gave assurance the service was meeting their aims and objectives. Wellbeing Assurances The provider had an appropriate adult support and protection policy in place, outlining the measures they take to protect people who experience care. Staff completed protection training. People could be confident service staff worked with others to help keep them safe. One person told us: "I love living here - I feel safe here". People were protected and kept safe from the risk of infection through safe management of infection control policies and practices. Staff undertook appropriate infection prevention and control training, and their skills and competencies were checked through direct observations. People were protected by safe medication management policies and practices. Staff had received training in the administration of medication which helped them gain confidence in their practice. Some people managed their own medication with minimal input from staff. This evidenced people were encouraged to be as independent as possible. Leadership Assurances The manager was a positive role model for staff, and demonstrated very good values which emanated throughout the service. Inclusion, involvement and independence were promoted with supported people. There was a supportive caring culture within the staff team. Quality improvement tools, such as audits, were utilised to drive continuous improvement in the service. The manager had recently been absent from the service for a period of time. Some audits and checks had not been completed in their absence. The manager was now back in post and quality assurance checks had resumed. The provider had a complaints procedure in place and people told us they knew how to make a complaint. A service improvement plan was in place which reflected current improvement work. We have advised for some additional planned improvements to be included on the plan. Staffing Assurances People were kept safe because the provider had effective recruitment processes in place, in line with the principles of 'Safer Recruitment, Through Better Recruitment'. The provider operated a comprehensive induction programme and shadowing opportunities were in place to ensure new staff did not lone work until they were confident and competent. Inspection rInspection reporteport Inspection report for Cowan Court Extra Care Housing page 3 of 5 Page 221 of 394
Page 222
Staffing numbers were assessed based on people's care and support needs. At the inspection there were sufficient skilled staff on duty to support people's intended outcomes. People told us staff were familiar to them, and they knew who would be providing their support and when to expect them. Staff were praised for being cheerful, friendly and kind "The staff are always there for me, respect me and are always caring with everything they do. Nothing is too much trouble". Planned Care/Support Assurances People could be confident their personal plans reflected their needs, preferences, outcomes and wishes. Risks were assessed, giving staff guidance about how to keep people safe. People were fully involved in six monthly reviews of their care. Plans were regularly audited and updated with new information. This meant that personal plans were up to date. Plans held good information about the person's life history and achievements, hobbies and people who were important to them. This ensured staff saw the person behind the tasks and helped make meaningful connections and build relationships. People felt settled knowing staff had knowledge about their background and what was important to them. 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 Cowan Court Extra Care Housing page 4 of 5 Page 222 of 394
Page 223
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.com 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 Cowan Court Extra Care Housing page 5 of 5 Page 223 of 394
Page 224
Page 224 of 394
Page 225
Corporate Solutions Performance Report 2024/25 High Level Annual summary Key achievements during 24/25 Our Libraries A total of 770,877 library visits across the year, a 4% increase from last year and a 27% increase from 22/23. This year a total of 7,874 events, clubs, activities and workshops were held across our libraries, a 29% increase compared to last year 605,003 physical visits were made to our libraries, an increase of 12% from last year 23/24 and a 40% increase from 22/23. A total of 102,001 event attendees, an increase of 26% from those attending events last year 165,874 virtual library visits, an increase of 8% from last year Library Service Excellence Award – Winner Our library services were nominated in the Scottish Library Information Council (SLIC) Library Service Excellence Award and announced as the Regional and Country Winner for Scotland in the Bookseller Library of the Year Award. Performance Review and Scrutiny Committee Tuesday 10 June 2025 Item No 5.9 Page 225 of 394
Page 226
Over the year our Contact Centre received a total of 150,481 calls, a slight reduction of 2% compared to the annual figure for 23/24. Our Customers Over the year 46,908 emails were handled by the Contact Centre, a 12.5% reduction from 23/24. A 41% reduction in complaints received for Corporate Solutions with 162 complaints responded to across the year. Communications and promotions This year we received 1,449,235 visits to our website, a 27% increase from last year. This number is based on customers who accepted analytic cookies, therefore, we expect figures to be much higher. Our Communication and Marketing team continued to support services across the Council by promoting key initiatives on our social media platforms, news releases, website and community radio channel. 30 key promotions/campaigns took place this year. Page 226 of 394
Page 227
Our Workforce Launch of Workforce Strategy 2024-34 after approval by Council in December. Launch of New Human Resources Portal to provide valuable employee resources, policies, employee and managers guidance and templates. Maximising Attendance at Work policy reviewed and amended. Revised Sexual Harassment Policy following the introduction of new legislation. The Equality, Diversity and Inclusion (EDI) policy launched. Page 227 of 394
Page 228
Continued year on year reduction of the gender pay gap at 2.29% Wellness@Midlothian programme A total of 95 health and wellbeing events held, an increase of 27% compared to last year with a total of 1,751 attending events, an increase of 194% compared to last year’s attendance. 14% reduction in long term absence cases compared to last year. 22% reduction in employee relations cases compared to last year. Continued year on year increase in the number of females in the top 5% of earnings to 130 Employment and Reward ‘Overpayments and Underpayments policy’ launched this year and aims to ensure all salaries and allowances are processed accurately and timeously. The policy sets out principles and procedures in place if any error in pay occurs, outlining the Council’s processes for recovery of overpayments and payment of underpayments. Page 228 of 394
Page 229
Digital Learning Continued partnership with the highly successful Equipped for Learning programme delivering a first-class teaching experience for teachers and pupils including: • Installing 500 Interactive screens • A brand-new School Wi-Fi network • Digital signage for all schools reusing old screens and Chromebooks • Consolidating servers saving money and increasing energy efficiency Digital Launch of our new Digital Transformation Strategy 2024-2029 after approval by from Council in November. Key to delivering change as part of the Council’s Transformation Blueprint is fully utilising digital tools, digitising and automating processes, introducing Artificial Intelligence (AI) and ensuring that decisions can be made through comprehensive data and management information. 3,700 PCs and laptops have been migrated to Windows 11 as part of the upgrade, delivering a sustainable and efficient platform for our digital estate. Microsoft 365 became the Council’s central communication and collaboration tool: • 290 Teams started up • External Teams sharing with NHS and other organisations • Services migrating to SharePoint to share files and information • Launch of a new intranet: Mid-Hub Faster Internet Connections 46 existing core internet connections upgraded to a faster, more cost-effective network. Ten other sites are getting brand new lines, providing robust connectivity across Midlothian Page 229 of 394
Page 230
Cyber Security In a challenging cyber threat landscape, we continued to defend the Councils digital estate. Over 500,000 Phishing and Spam emails were blocked, and more than 80 malicious attacks were thwarted. Digital Services continued to maintain 100% of Cyber Essentials Plus and PSN accreditation. Business Applications Invoicing and payments 104,036 invoice transactions were processed this year with an average processing time of 11.3 days 13,645 direct payments to bank accounts to cover free school meals during the holiday periods, Ukrainian Host payments and Economic Development Business Grants. 3,268 internally generated payments were processed including grants, corporate appointees, salary deductions and treasury activities. Reduction in ‘Green slip’ transactions to 8.1% this year from 12.1% Business Application upgrades were completed for Integra Mosaic, Itrent, Open Revenues Civica D360, Legend, Learnpro, Talentlink, Content Server, DRS (dynamic scheduling tool for Property Maintenance), Civica Automation, Granicus and ONE Housing. Cost of Living Crisis support A total of 7,168 applications for Crisis Grants and 1,351 for Community Care Grants were received this year. This demonstrates the continued significant financial challenges faced by our communities. Page 230 of 394
Page 231
Legal and Procurement 45 legal commercial transactions completed this year by our in-house legal team. The legal court team responded to over 257 individual legal queries. Procurement 35 new Tenders awarded on Public Contracts Scotland (PCS) this year. 288 new suppliers registered this year of which 61 Midlothian based. 78 regulated procurement exercises undertaken Continuous Improvement Published the Midlothian British Sign Language (BSL) Plan 2024-2030 Developed fresh equality outcomes for 2025-2029 Refreshed Planning and Performance Management Framework (PPMF) to reflect changes in Statutory Performance Indicator (SPI) Directions. Page 231 of 394
Page 232
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 departments 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 Q4 24/25 Performance report Page 232 of 394
Page 233
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 that 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 improve 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 233 of 394
Page 234
Aligned to the Transformation Blueprint, Customer Engagement priorities are set out below: • Continued rollout and implementation of Customer Service Platform • Reviewing service delivery across all Contact Centre teams • Increased use of e-Resources in libraries • Community and school library redesign • Active promotion of library space, for Council and partner services, and enable 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 including revised communications and engagement plan • Launch of the new mobile One Stop Shop in partnership with the Third Sector • Increase income within Registrars through alternative ceremony offer Communications and Marketing: • Promoting the council's vision, strategy and plans such as a Great Green Place to Grow, Transformation Blueprint, Wellbeing Strategy, Climate Change Strategy and carbon charter 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 service 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. Customer Engagement Page 234 of 394
Page 235
Key achievements: Library services Our library services continue to transform and thrive in response to the needs of our communities. This quarter overall figures for library visits remain high with an 8% increase in total visits (both physical and virtual) compared to quarter 3 and an 7% increase compared to the same period last year. The number of total visits across the year was 770,877, a 4% increase from last year with 741,518 visits and a 27% increase from 22/23. Overall figures for the year show a total of 605,003 physical visits were made to our libraries, an increase of 12% from last year 23/24 and a 40% increase from 22/23. 166,411 physical library visits were made this quarter, an increase of 7% from the previous quarter and 5% compared to the same period last year. This indicates a strong recovery from the quieter summer holiday period and the continuation of the long term trend of increased in person visits with our libraries recognised as local community hubs. Overall figures for the year show a total of 165,874 virtual library visits, an increase of 8% from last year. 46,116 virtual library visits were made this quarter, an 14% increase compared to this period last year. Similar to previous quarters, the increase is mainly a result of more customer visits to our online catalogue which has increased in popularity since the library management system was upgraded. Page 235 of 394
Page 236
Library membership continues to increase this year with a 2% rise in members compared to the same period last year and an 11% compared to 22/23. Every Child a Library Member (ECALM) is a universal offer for children’s library membership in Scotland. This quarter, in January, we relaunched the ECALM scheme working closely with Registrars to include the offering as part of the birth registration process. This collaboration has made it even easier for children to join the library as parents can now sign up their children for library membership when registering the birth of their child. Midlothian Council's Cabinet Member, Councillor Ellen Scott was in attendance for the first birth registration of the year. When Baby Harris became the newest and youngest member of Midlothian Libraries, his mum and older brother also became library members, starting the trend of other family members joining up – we’ve even had grandparents joining as part of the scheme. Since the relaunch in January a total of 94 children and 37 adults have signed up for library membership in Midlothian through the ECALM scheme. Library events This year a total of 7,874 events, clubs, activities and workshops were held across our libraries, a 29% increase compared to last year and a 38% compared to 2022/23. Quarter 4 saw 2,396 events, an increase of 35% compared to the same period last year. This covers regular events and specific activities for both adults and children and standalone events. 5,139 library events and activities were aimed at children, a 26% increase from last year. This totalled 102,001 attendances, a 26% increase from last year of 86,006. 5714 6093 7874 22/23 23/24 24/25 Page 236 of 394
Page 237
Throughout this year our libraries have participated in a range of national initiatives for both children and adults. Book Week Scotland was celebrated this year with a number of free events held across our libraries. Overall, 79 events were held with 586 adults and 2,159 children attending, a 20% increase from last year. A creative writing competition was held on the theme of ‘Hope’ plus a bookmark designing competition around this theme. The Summer Reading Challenge of ‘Marvellous Makers’ led to crafty and creative events across Midlothian with 179 events delivered by 1,816 adults and 2,068 children, an 8% increase in attendance compared to last year’s event. Bookbug Bookbug is a universal early year’s book gifting and sharing programme in Scotland, aimed at encouraging parents and carers to enjoy reading and sharing stories with their children from birth. It's delivered through a partnership between Scottish Book Trust, local authorities, libraries, and health trusts. The programme includes free book bags for different age groups and free story, song, and rhyme sessions. An evidence review released by The Scottish Book Trust in March on how sharing stories, songs and rhymes can support language development, bonding and wellbeing suggested a robust correlation between language outcomes and socioeconomic status. The review also acknowledged that environmental factors can mediate (e.g. child-directed speech, timing and relevance of caregiver responses to infant’s speech, parental sensitivity, book reading activities). This quarter, Midlothian Libraries delivered 130 Bookbug Sessions attended by 3,264 children and 3,030 adults, during what is traditionally a quieter time of year. 32 of our quarter 4 Bookbug sessions were held in SIMD deciles 1 & 2. Bookbug Explorer bags aimed at 3 year olds, contain 3 books (which change every year), colouring in pencils, postcards and an activity book. The bag allocation is based on the birth rate in each local authority area and are given to every 3 year old in Scotland, with versions available for Gaelic speaking children and children with Additional Support Needs. In February the Explorer bags were gifted to 1,273 children in Midlothian’s Early Years Centres and Partnership nurseries. T Extra resources had to be requested, reflecting the rapidly growing population in Midlothian. Page 237 of 394
Page 238
Our 28 Bookbug Session Leaders are now registered on the Bookbug Learning Portal where they can access training information and participate in discussions with other practitioners about good books to use in a session, suggestions of songs/rhymes and find out about new resources being added to the Bookbug webpage. The Bookbug Session finder has returned to the Bookbug app. This means that families can search by postcode to see when and where Bookbug Sessions are running in their area. Alongside the app a new Session Data System has been developed by The Scottish Book Trust to provide more specific session statistics to funders. We celebrated World Book Day with another Bookbug trip to IKEA, where the Library Service engaged with families who are not library members and demonstrated the benefits of sharing songs, rhymes and stories with children and showcased all that Midlothian Libraries have to offer. Page 238 of 394
Page 239
Below are some key library branch highlights throughout the year: Dalkeith library This year, the library service was successful in their bid to receive funding from the Scottish Government’s Climate Engagement Fund and the Scottish Library and Information Council as part of their ‘Shelf Life’ project. The project encourages communities to take action on climate change and support people to move towards a more sustainable lifestyle. With the funding a brand new seed library was launched at Dalkeith Library during quarter 1. Alongside this a new gardening group was established where members of the community can come together to share gardening tips, take and donate seeds. The 3rd Dalkeith Rainbows are pictured below making use of the community garden along with Katie from King’s Park Primary School who was our poster competition winner. Thanks to funding from local Ward Councillor Margot Russell, we were able to buy a new state-of-the-art microfilm scanner which launched this year. It’s fast, efficient and accessible to all library members. Dalkeith Library also hosted one of the Lego dinosaurs during the popular dinosaur trail. Page 239 of 394
Page 240
Danderhall Library As one of our Warm and Well Hubs, Danderhall held free energy advice sessions helping people to understand their bills and provide support. For Book Week Scotland, a scavenger hunt was held around the library, and we extended our successful Lend and Mend provision with a new location in Danderhall Library this year. The library also had a visit from Bookbug to celebrate Bookbug Week and a visit from local Ward Councillor Margot Russell to present the Summer Reading Challenge certificates. Gorebridge Library To celebrate Green Libraries Week, Gorebridge Sewing Group members used recycled materials to create their own clothing in our 1st Lend and Mend Hub. Yuko created a peplum party top and Jess made these amazing dungarees from charity shop curtains. More detail on the Lend and Mend is reported within this report. The library has also hosted craft sessions and the Lend and Mend Hub continues to grow and thrive. Page 240 of 394
Page 241
Lasswade Library To celebrate the Summer Reading Challenge, Lasswade held a Rocky and Riley Build Your Own Dragon event where the children used recycled materials to make awesome creations. They celebrated the Euros with some fabulous displays. Loanhead Library The Loanhead Library Memories Group brought the sunshine inside by making beautiful sunflowers and sharing memories of springtime. The library hosted a ‘Lost Loanhead’ exhibition showing the rich history of the area. Our 2nd Lend and Mend Hub was launched and Leigh from the Loanhead Chatterbooks groups shared her love for Chatterbooks, reading and the library. Roslin Library Roslin Primary School have been enjoying their class visits to the library. The Roslin Library Book Group have enjoyed titles including ‘The Truth About Julia’ by Anna Schaffner, A Silent Death by Peter May and Cartes Postales from Greece by Victoria Hislop. Page 241 of 394
Page 242
Newbattle Library The team welcomed 8 week old Joey to his first ever Bookbug session at Newbattle Library. His dad also made a surprise visit, he's the School Librarian. They hosted the primary 1’s from St Luke’s Primary School who were delighted to receive their P1 Bookbug bags and listening to stories for Book Week Scotland. They had a wonderful Christmas lunch with their Memories Group where they shared good food, laughter and some festive quizzes. Newtongrange Library Newtongrange celebrated Local History Month with a fabulous display of historical photos of the village. The pop-up Post Office continues to be very busy, and the Reminiscence Group enjoyed an afternoon in the sunshine. Page 242 of 394
Page 243
Penicuik Library Penicuik ran a local history quiz for Local History Month in May 24 with the winners receiving a Scottish foods hamper. A brilliant ‘Protect the Ocean’ display was created by the Penicuik Library craft group illustrating the impact of ocean pollution. They had a musical summer with crafts on how to make musical instruments and a visit from Graham McDonald to teach the ukulele. They also had a visit from local author Moira Cormack for the Summer Reading Challenge and enjoyed exploring the magical world of fairy tales. Page 243 of 394
Page 244
Library Service priorities across the year This year our library services have actively promoted the use of our library spaces for Council and other partners. A new partnership was developed with the Royal National Institute for Deaf People (RNID). Working with volunteers, sessions were held in Dalkeith and Penicuik Libraries providing hearing checks, hearing aid maintenance and repairs and general information and signposting. Relaunch of Warm and Well hubs We have continued to support our communtiies with the Cost of Living crisis by relaunching our four Warm and Well Hubs in Danderhall, Lasswade, Loanhead and Newbattle Libraries this year. The ‘Ask for Alex’ promotion, coat collection points in Dalkeith and Loanhead Libraries offering coats and warm clothing to those who need them and the provision of information and services made our hubs One-Stop Shops in the community. We have worked in partnership with a number of other services including Community Lifelong Learning & Employabilty, Citizens Advice Bureau, Ageing Well and Changeworks, to host workshops and drop-in sessions providing advice on benefits, home energy efficiency, household budgeting and Cost of Living support and advice. Danderhall Library has a pop-up pantry, working with the Cyrenians and Penicuik Library is now a collection point for food parcels from the Midlothian Food Bank instead of residents travelling to Gorebridge. This quarter, in conjucton with our Revenues Service, a new series of drop-in support sessions have been held in libraries and other community venues providing guidance and advice on Council Tax, Housing Benefit and a range of other Revenues subjects. The Hubs are busy with families and people ‘Asking for Alex’ and making use of the free soup and hot drinks. Library Service excellence Award In November, our library services were nominated in the Scottish Library Information Council (SLIC) Library Service Excellence Award and in March we were announced as the Regional and Country Winner for Scotland in the Bookseller Library of the Year Award. Page 244 of 394
Page 245
Library Natter Project After a successful application to the Public Libraries Improvement Fund run by the Scottish Library and Information Council, the new Library Natter Project launched this year. Focusing on the Dalkeith community, our aim is to create a safe space for people to sit, relax and chat and meet other library users while learning about and engaging with wider Council services and community organisations that would benefit them. Since its launch in December 2024 the Library Natter Corner has hosted a series of events and activities for the community. To date we have hosted six targeted events that have seen over 70 attendees. Some events have had a specific focus such as the carers event that was held in partnership with VOCAL, who brought an information stall for unpaid carers in Midlothian, and the women only event held in March for International Women’s Day where attendees made Girl Power clay earrings. The craft events were run in Partnership with The Edinburgh Craft Club and have brought high quality crafting for free. The feedback has been really positive: Alongside the targeted events, the space is also in use daily by groups using the library. The reminiscence group really enjoy the comfortable space and use the large screen to engage in quizzes, videos and crafting. Class visits from the local primary school also use the space for story-telling and use the screen for learning opportunities within the library space. We have found since launching the Library Natter corner that there are a lot more people spending longer in the library and enjoying engaging with the space and taking time to relax and have shown greater interest in the services being offered. ‘Brilliant fun and relaxing – just what I needed’ ‘I enjoy the conversations and being ‘Good fun, creative, excellent tutor! A friendly, relaxing time!’ ‘I am so nervous about doing ‘artsy’ things but this was so welcoming and something I could do!’ ‘Good to get out and try different things’ ‘Relaxed, learned a lot, nice to take my mind off things’ Page 245 of 394
Page 246
Bibliotherapy The Bibliotherapy Service operates across Midlothian Libraries, offering activities such as reading aloud, writing, sharing, and reflecting in small groups. It provides a means to promote good mental health by fostering connections with others through Words for Wellbeing. This year continues to be busy with ongoing groups in Penicuik, Dalkeith, and Gorebridge Libraries. A six-week Writing for Wellbeing programme was hosted by Loanhead, Lasswade, and Penicuik Libraries. Special events have included writing workshops, author talks, open mic nights, and, as part of the Outdoor Festival, Walking with Words. A new group, The Healthy Reading Book Club will start soon and will invite people to read and discuss books about Health Topics. People can attend without the need for referral and are often directed to the service by professionals working in support roles in the community. Page 246 of 394
Page 247
Our Lend and Mend Hubs Gorebridge Library led the way in delivering Midlothian’s first Lend and Mend Hub, part of a Scotland-wide pilot project funded by the John Lewis Circular Future Fund and coordinated by the Scottish Library and Information Council (SLIC). As one of only nine libraries selected nationally, Gorebridge was the first Midlothian site for this initiative, offering free access to sewing machines, repair sessions, and craft workshops to support sustainable living and help with the cost- of-living crisis. Thanks to additional funding from the Place Based Investment Fund, the project has since expanded to Danderhall and Loanhead Libraries with both new sites launching in May. The project reflects the libraries’ ongoing commitment to delivering inclusive, practical services at the heart of their communities, helping residents save money, reduce waste, and build confidence through learning and collaboration. The Lend and Mend Hubs in Midlothian Libraries have had a positive impact on the community, offering inclusive and creative spaces for individuals to learn new skills and connect. A young man with health issues and an assistance dog spent several sessions mastering the embroidery machine to personalise the dog’s collar and leash for a school trip. A refugee mother has utilised the sewing machines to make head coverings and other items for her family, using donated materials. Additionally, a wheelchair user greatly values the social and practical benefits of the sewing group, particularly the accessible equipment and the large cutting table, which enhances her ability to participate alongside others. These examples showcase our hubs' role in fostering creativity, inclusion, and community spirit. Page 247 of 394
Page 248
Communication Accessibility Throughout the year Libraries worked with colleagues in the Community Learning Disabilities Team to make libraries more accessible to adults with communication and/or learning challenges. Aiming to offer a relaxed activity for people who can be often socially isolated, this was a series of ‘chatty library’ events monthly at different libraries, offering relaxed chat and support over a cup of tea on the chatty cafe model. Staff also got refresher training on Boardmaker communication software and collaborated to create a library chat board. This uses visual symbols to allow those with communication challenges to express what service they require or how staff can help or direct them. The library chat board is now displayed at the counter in all community libraries and has had positive feedback, including from one customer who told colleagues in the Learning Disabilities Team know he had found it very useful when he visited his local library. Library staff were encouraged to undertake Communication Access training and as a result Midlothian Libraries were accredited as communication accessible locations by Communication Access UK. As part of the next steps for our partnership, we will offer more chatty library sessions at Dalkeith's Library Natter Corner this year, apply again for continued communication accreditation, and are planning on introducing social stories for all libraries to support the vulnerable in our communities to use their public spaces and services fully. eBook promotion Continued focus was aimed at the promotion of our eBook service this year. Our eResources play a really important part in our service provision for customers with sight impairment, as well as for those who love to listen to a good book. Overall, there has been a 2% increase in issues for eBooks and a 15% increase in eAudiobook issues. Page 248 of 394
Page 249
The Tech Shed Funded by a successful bid to the Digital Xtra fund, the Tech Shed continued into this year as a separate library based and outreach strand to our code club offer, offering taster sessions and 8 week blocks of activity at different locations. The sessions provide fun activities that promote creative use of technology as opposed to consumption, with each session being based around several wiring and coding projects. Each were designed to engage young people and enhance their technical and problem-solving skills. Over the duration of the project we engaged with 74 young people, most in the 9- 12 age group, who with micro bits and Arduino engaged in coding and basic work with electronics and sensors. Activities included temperature sensors, working with LEDs, light theremin and making sounds, and building a remote-control M- bot robot. Follow up surveys indicated the young people all enjoyed the project (which came to be known unofficially as ‘robot club’) and all indicated that they felt they had learned a lot. Equipment purchased for the project is now also available as stretch tasks for library code clubs, enhancing our Science, Technology, Engineering and Mathematics (STEM) offer within libraries. Page 249 of 394
Page 250
Focus on digital support within our libraries Libraries play a crucial role in supporting communities with digital access, learning and support and in preventing digital exclusion. A further 978 customers were supported with digital queries this quarter including general IT help, assisting customers to access services online such as job searches, benefits, universal credit and assist in making payments online. The total figures across the year show a 15% increase in support given compared to year. Figures this year. The Near Me programme, funded by the Scottish Library and Information Council (SLIC) and the Scottish Government Technology-Enabled Care programme have supported the launch of 2 hubs in Midlothian (in Dalkeith and Gorebridge Libraries) enabling people who lack digital access, digital skills or a confidential space at home to have a remote consultation with Health and Social Care staff. This saves time and travel costs and increases equitable uptake of health services. Library staff are on hand to provide assistance if needed. Digital Learning Stations project Towards the end of this year library services were successful in an application for funding for a new library project. The Digital Learning Stations project, with funding provided by the Public Library Improvement Fund via the Scottish Library and Information Council, aims to bridge the digital skills gap by equipping Midlothian Libraries with user-friendly learning stations featuring tablets, notebooks, and laptops pre-loaded with interactive tutorials on essential computer skills, internet safety and other vital digital skills. Designed to cater to learners of all abilities, the initiative allows individuals to progress at their own pace, both in-library and at home, with the help of take-home kits containing step-by-step guides and resources. By empowering residents with the confidence and skills to navigate the digital world, the project seeks to combat digital exclusion, foster connections, and open up new opportunities in an increasingly online society. This project will be progressed during 25/26 and updates provided throughout the year. Page 250 of 394
Page 251
Channel shift and customer contact Channel shift work continues with the rollout of the Customer Service Platform.16 modules were implemented this year. This quarter focused on the launch of street cleansing, Subject Access Requests, internal form for staff updating Garden Waste Direct Debit exceptions and Council Tax Direct Debit form. Several other service requests continue in test phase and due to go live: • online application forms for school clothing grants and free school meals • access protection markings requests • Vogrie parking passes • Traffic light signals requests This quarter contact centre call numbers have reduced compared to the same period last year with 36,285 calls received compared to 42,358 at quarter 4 in 23/24. Contact Centre calls can peak due to unexpected events such as Storm Eowyn during this quarter. Over the year the Contact Centre have received a total of 150,481 calls, a slight reduction of 2% compared to the annual figure for 23/24 and an 8% reduction from 22/23. Although this is a slight decrease in call volumes compared to last year, email contact has also reduced this year. After collaboration with our main service areas Waste, Greenspaces and Road services over the last few quarters, changes to the way in which customer contact is handled in those services is having a positive effect on dealing with repeated customer contact and resolving ongoing customer queries more efficiently. Call abandonment rates have increased this quarter to 12% but shows an improvement from 17% in quarter 1. This abandonment rate calculates the total number of calls that come into the call queue and then leave the queue. There is no ability to analyse why calls are abandoned - callers may choose to hang up because they would rather not wait, or they have called at an inopportune time. Front-end messages are updated on contact centre lines to provide information to the customer waiting, for example, if a whole street of bins had been missed. Lines also have messages directing people online to carry out transactional activity. The percentage of calls answered within 120 seconds has improved from 48% during quarter 1 to 66% this quarter. The overall percentage of calls answered within 120 seconds for this year is 64.5%. Compared to last year, the percentage of calls answered within 120 seconds has reduced which can be attributed to customer enquiries relating to Revenue and Benefits. With work ongoing via our Customer Services Platform and the Revenues Improvement Programme, to implement e-billing and self-service through 2025/26, we expect call volumes to reduce over time as more people move to self-service, resulting in a higher percentage of calls answered within our customer target response times. Page 251 of 394
Page 252
Quarter 4 shows an increase in the percentage of online customer contact against telephone contact with channel shift figures showing 25% compared to 11% in quarter 1. Figures for quarter 4 are in line with the figure for quarter 4 of last year and show an increase in the number of web forms due to the launch of the Garden Waste service which make up 60% of the total forms received. Through improvement activity this year, customers can now sign up to an annual Garden Waste Direct Debit which is anticipated to reduce administrative tasks year on year for sign ups. Email contact has decreased by 46% from the same period last year with 9,941 emails handled by the contact centre during quarter 4. Over the year 46,908 emails were handled by the Contact Centre, a 12.5% reduction from 23/24. This can be attributed to changes made to customer forms which now go directly to the service which means quicker responses direct to customers and also as outlined above changes to the way in which customer contact is being handled by our services, leading to fewer contacts stating dissatisfaction. The number of webforms received via the contact centre has significantly decreased after the launch of the “missed bin” form via our Customer Services Platform. A reduction of 67% compared to last year. The number of webforms handled by Contact Centre staff will continue to reduce as more service transactions are automated and rolled out through the Customer Services Platform. Although stage 1 complaint responses across Corporate Solutions are off target overall for the year with 90.27% of stage 1 complaints responded to within 5 working days, quarter 4 figures are on target with 95.24% of complaints responded to within working 5 days. As part of the implementation of the new online complaints portal, there has been an increase in stage 1 complaints received through this self-service option. However, some of these are service requests and not complaints, and work continues to better signpost customers to service request options that are more appropriate. As a result, complaint volumes for Corporate Solutions have decreased by 41% this year compared to last year. Page 252 of 394
Page 253
Communications and promotion Our communication and marketing team continue to support Council services by promoting key initiatives on our social media platforms, news releases, website and community radio channel. The team have provided updates on 22 key initiatives via quarterly performance reporting throughout the year ranging from consultations carried out as part of savings proposals, the launch of free school meal campaign, Local Transport and Active Travel promotions, continued cost of living crisis campaigns to the launch of our Alpine Coaster. Key successes this quarter include: Sport and Leisure half term February promotions to raise awareness of Sport and Leisure activities being offered to children and teens and increase revenue. The team created a one-stop shop webpage promoting all February activities, with direct links to the Sport and Leisure online booking webpages. Details of activities were circulated to school pupils and parents by individual schools. 11 different social media graphics were created to advertise each activity and general events. A total of 36 social media posts were created on Facebook and X. The top performing post received 732 engagements (a 5% rate), reaching 14,626 user accounts. The 36 posts reached 98,547 user accounts collectively, with an average engagement rate of 1.3%. The newly created activities main webpage received 1,185 visits and 2,131 page views. The result of the promotion generated a rise in income and 752% rise in attendance compared to last year. Launch of Mid-Hub campaign to modernise the internal communication of news to both corporate and education staff, with Mid-Hub becoming a one-stop shop for all internal communications. The team contributed to the design and layouts of the news page and the news section on the homepage of Mid-Hub. News article templates were introduced for the Chief Executive’s Monday message, the weekly Spill The Beans and quarterly Connect magazine. 3 weekly announcements were published via the Teams News Channel and ‘Spill The Beans’ in the lead-up to the launch, confirming the name of the new intranet, the launch date, the services currently available on the new intranet and the distribution of an explainer video on how to navigate Mid-Hub. The team identified and tested out a solution to ensure Education staff can keep up to date with Mid-Hub news via emailing direct from Sharepoint to their googlemail inboxes. Mid-Hub was launched in March 2025 and is in the very early stages of using the hub to analyse data, but initial figures are positive. Moving forward, Mid-Hub will become the main base for all internal communications and internal campaigns, and with the benefit of analytics, we will be able to measure the success of internal communications. Page 253 of 394
Page 254
Midlothian House retrofit and building rationalisation campaign to ensure staff in Midlothian House and Fairfield clear their desks and manage their records in time for a phased move from Mid House and communicate to the public the need for the retrofit, the benefits of doing so and encouraging them to give their views to inform the planning application. A new one stop shop page was created on the new Sharepoint portal with FAQs, clear desk and records guidance and video promotion of next steps and objectives. Posters were designed for Fairfield and Midlothian House, and weekly reminders were created in Spill the Beans (average 750 views) with key messages such as drop-in dates and locations on records management information sessions. 3 social media posts were created to encourage people to come to the drop in sessions with the best performing Facebook post reaching 19,063 news feeds with 4,327 engagements. A Citizen Space survey was created to capture the public’s views of the proposals for Mid House. Midlothian House clear-out promotional video, as part of the Midlothian retrofit campaign a staff information video was created by our Communications team with the Midlothian House decant project team, creating a shooting script, filmed, edited and issued in less than two weeks. The video was published privately to the Council’s YouTube Channel. As of April, our Sharepoint page had 832 views, meaning that more than 1 in 6 people accessing the page had viewed the video, a ‘click-through’ rate of about 17%. For context, a click-through rate of even 5-10% or higher is considered good, especially for smaller channels or specific audiences. An average of 79% of viewers watched for 2 minutes, above average compared with other videos on YouTube. For videos under 5 minutes, a good rate is said to be around 60-70%. Strong click through and retention rates support the idea that timely and relevant video content can be an effective means of communicating change to staff. As the deadline for the office decant approaches and the Sharepoint page continues to be publicised, viewing figures can be expected to further increase. Storm Eowyn communications to ensure public and staff safety and inform both of service disruptions and where to get help. A building closures and service disruption webpage was created for people to easily find the latest updates on the impact of the storm across all Council Services. A banner across all webpages drove traffic to this page as well as using our social media posts platform to further signpost people to the website and partner information. This page was viewed 4,599 times. In addition, various service specific webpages were updated to provide relevant information such as school closures, waste updates and leisure centre updates. 34 Facebook and 34 Twitter/X posts were created with different messages to support our communities. The best performing Facebook page about school closures had 208,548 views with 1,186 interactions. Posts featuring the work of our staff clearing fallen trees had 48,055 and 46,043 views. Print and online media helped share our messaging within information on Edinburgh Evening News, Edinburgh Live, Midlothian View, Edinburgh Reporter, Midlothian Advertiser and Scottish Sun. Internal communications to staff were shared via email, our intranet and on Teams News. The high traffic volume via our dedicated webpage and social media platform gave our communities relevant information and helped reduce calls made to our Contact Centre. Page 254 of 394
Page 255
Parking survey and survey to make it easier to walk, wheel and connect with transport on A7 campaign to maximise responses to inform a new parking strategy and active travel improvements. A survey was created on Citizen Space with new social media graphics produced for both surveys. Media releases were issued and featured in Evening News and Midlothian Advertiser. 15 Facebook posts and 15 Twitter/X posts were created for the parking survey with the best performing reaching 20,307 news feeds and 3,767 engagements. 9 Facebook and 9 Twitter/X posts were created to highlight the A7 survey with the best performing post on Facebook reaching 42,950 news feeds and 6,512 engagements. The surveys were regularly mentioned on the council’s Black Diamond council news slot. The A7 survey received 857 online responses and the parking strategy 1,069. Garden Waste Subscription promotion to encourage sign up of the service during January and February. Our Communications team provided Waste and Recycling Team with communications to help drive sign-ups to the garden waste collection service ahead of the 2025/26 kerbside collections. Our web team refreshed the garden waste sign-up pages and relevant sign-up forms. A supporting social media campaign was produced on Midlothian Council’s Twitter/X and Facebook channels using refreshed graphics publicising dates, prices and application information. An email announcement was sent to non-renewed subscribers. In addition, lamp post banners were advertised at 65 locations across Midlothian. Over the January and February ‘phase one’ sign-up window, the web page was viewed 52, 812 times, including 12,459 views on January 14, the day the email went out to customers. Facebook posts had a total reach of 38,473 from 40,279 impressions. The average engagement rate across the month was 5%. The best performing post was the initial announcement, with a reach of 8,383 and 8,710 impressions with an engagement rate was 9%, considered high for Facebook. Twitter/X generated 3,648 impressions, with an average engagement rate of 2.24%. The best performing post was also the first one, which had 406 impressions and an engagement rate of 2.22%. For context, anything between 1-5% is generally considered good. Sending information directly to existing customers remains the single best way to catalyse sign-ups to the scheme. Facebook continues to be the best performing social media platform, serving an important role in reinforcing messaging and driving customers to sign-up pages. The total number of ‘phase one’ sign-ups was 13,785 which remains consistent with previous years. Dinosaur exhibition. The Iconic Bricks Dinosaur Trail was a two-week event that visited Midlothian from 1st to 16th of February. It was a free family friendly fun trail in Dalkeith which brought dinosaurs to life using model bricks. The models were displayed in various local businesses including shops and restaurants. The exhibition offered visitors the chance to win prizes via a selfie competition and online survey. This trail had already been held successfully in other areas in Scotland. The council’s Active Travel team managed the exhibition with the event organisers. A promotional campaign was carried out via Listings on the events section of our website, news story on home page of council website, social media posts in the build-up, during and after event including 11 Facebook posts and promotion on our community radio. The dinosaurs were located near active travel routes so this provided an opportunity to showcase some of our active routes available in and around Dalkeith. The best performing Facebook post reached 397,724 news feeds with 45,021 people engaging with the post. A second post reached 174,384 people with 8,876 engagements. Total visits to the event page on council website was 12,018 and just over 6000 to the main news story on the website. The Dino Trail map achieved just over 4800 visits. Over 40 ‘Dino selfie’ entries were submitted and 266 visitors completed surveys. Page 255 of 394
Page 256
40,123 38,762 40,111 40,885 46,116 158,023 146,809 136,493 155,290 166,411 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of Library visits (quarterly) Virtual Phyiscal 34,312 35,375 36,428 37,102 37,382 369 321 539 328 398 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of Library memberships Child memberships - new Total 42,358 45,296 37,084 31,816 36,285 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of Contact Centre calls(quarterly) Customer Engagement – performance measures 16% Customer contact received digitally (webform versus telephone) this year. (25% in Q4) 64.5% of calls this year answered within 120 seconds 3,836 Contact Centre Webforms received this year (decrease from 11,537 in 23/24) 46,908 Email contact handled this year (decrease from 53,600 in 23/24) Social Media 26.3k Midlothian Council Facebook followers 17.7k @midgov twitter followers 7,874 Library events held this year. (2,396 in Q4) 5,139 Children’s library initiatives taken place in 24/25 (1,628 in Q4) 24/25. (978 in Q4) Library services Customer contact 3,057 Library customers supported with digital queries in Page 256 of 394
Page 257
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 2024/25 are: • Investment in Organisational Development through focused programmes of work e.g. launch of Managers Forum, refresh of Leadership Forum • Development and delivery of the new Workforce Strategy 2024-2029 • Completion of workforce plans in all services, with a particular focus in high risk areas, aligned to the new 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 Key achievements: Wellness@Midlothian The rolling programme of Wellness@Midlothian initiatives continues to support the positive health and wellbeing of our staff. This quarter 27 wellbeing events were held covering financial support, carer support, physical wellbeing and information sessions. A total of 431 staff attended these events. For the year 24/25 a total of 95 events were held, an increase of 27% compared to last year with a total of 1,751 attending events, an increase of 194% compared to last year’s attendance. Events this quarter included: Human Resources Page 257 of 394
Page 258
Financial support for our employees: • Pre-retirement planning online webinar and a pre- retirement planning session held at St Lukes Primary School. • Pension Tax Allowance, Money Advice Scotland, Big Energy Saving and Cyber Security online webinars held. Events to support employees with carer responsibilities: • 2 Vocal Carer sessions held for managers called ‘Think Carer’, session held both in person and via webinar. Health and wellbeing events: • 3 health walks organised by the Active Travel Team held throughout the quarter. • 5 in person staff health check sessions held across different sites. • Swim sister’s sessions held at Newbattle pool over an 8 week period. • SQA mental health course provided by Community Lifelong Learning and Employability. • Staff wellbeing mindfulness course held at Hardengreen industrial estate. • Disability awareness training webinar held for managers to support employees with disabilities. Various promotional activities were delivered this quarter including online CPR training from the British Heart Foundation, ‘time to take day’ promoted through the Employee Assistance Programme, Breathing Space, Samaritans and Able Futures. Promotion of the Capital Credit Union, Money Matter AVCs, and eye vouchers. Promotion of Sport and Leisure Services and NHS Pharmacy First services. Page 258 of 394
Page 259
Absence and case management The HR team continue to proactively work with managers and their teams to support them in their absence management, helping to tackle and reduce sickness absence, complimenting the range of health and wellbeing support provided by the Council to all employees. The HR team provides training for managers in absence management processes and provides management information to enable managers to measure and manage the long and short term absence in their areas. This quarter Maximising Attendance at Work training took place for line managers - 3 sessions were held with a further 5 planned for quarter 1. In addition, our staff e-learning platform is currently being updated to incorporate a Maximising Attendance at Work course for managers. This work is resulting in progression of absence cases, capability hearings and return to work as well as the more efficient management of employee relations cases to bring these to a conclusion. This quarter the number of long term absence cases supported by HR was 145. Across 24/25 HR have supported 521 cases, a reduction of 14% compared to last year. HR commission services including an Employment Assistance Programme, Physiotherapy services, Occupational Health and work in partnership with local and national agencies to offer counselling, health and lifestyle advice, health plans and treatment guidance for the workforce. Employees can self-refer to the Employment Assistance Programme from MCL medics which provides lifestyle support regarding relationship issues; work/life balance, stress, nutrition, sleep and can be accessed 24/7. 8 sessions of counselling can be offered free of charge, where the employee requires this level of support. Physiotherapy services of up to 4 free sessions can be accessed by the employee to receive treatment and advice for musculoskeletal injuries and various health conditions to improve movement and mobility. Throughout the year the team continue to work on various lengthy and challenging employee relations cases supporting staff and managers throughout the process to reach a successful conclusion. 72 cases were supported across the year compared to 92 cases during 23/24. All business partners attended a half day settlement agreement HR academy session this year, delivered by an external legal firm. In addition, mediation training was provided to a small selection of staff. The result of this training will give managers the tools to carry out mediation to reach a quicker resolution between our employees and reduce cases escalating. In addition, the team continues to support services going through periods of organisational change such as service reviews across all Council Services. Page 259 of 394
Page 260
Investing in our workforce This year saw the formal launch of our Workforce Strategy 2024-34 after approval by Council in December. The Workforce Strategy is a core part of the council’s Transformation Blueprint, will support the Council’s Medium Term Financial Strategy (2023-2028). The Workforce Strategy is accompanied by a 3- year short term action plan which will be reviewed annually. The strategic aims of the plan are 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. As part of the Workforce Strategy, an Employee Survey was launched to gather as much feedback from our employees as possible. The results of the survey were analysed and the output will feed into our Workforce action plan which commenced this quarter by our newly appointed HR Strategic Lead who will lead on implementing the action plan. This quarter discussions have taken place with the Local Government Association to provide training on workforce planning. The Managers Forum continued this quarter with online sessions providing managers guidance on supporting staff in using our Employee Assistance Programme, mediation, and managing mental health issues through a ‘Breathing Space’ online forum. The forums provide a safe space for leaders and managers to share experiences. In addition, a ‘Diversity in the workplace’ online training course took place in February. The course is aimed at anyone who is responsible for managing staff, recruitment or developing organisational policies, as well as at individuals interested in making their own work practices and teams more inclusive. In conjunction with Digital Services, 2 sessions were held for managers on Microsoft 365 updates. Page 260 of 394
Page 261
As part of our fair work commitments, 2 Listen and Learn exercises were carried out in Children Services and Kings Park Primary school this quarter. 4 exercises have taken place across the year. 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. 1,513 staff accessed our mandatory e-learning courses this quarter. This year to date has seen a significant increase in e-learning courses undertaken by our staff with a total of 17,174 staff accessing mandatory courses compared to 3,325 during 23/24. Courses include training on Bribery Act 2010, Information Security and GDPR, procurement fraud, cyber security, records management and threat of terrorism. The new Human Resources intranet site went live this quarter and will provide valuable employee resources, policies, employee and managers guidance and templates. This year our Maximising Attendance at Work policy was reviewed and amended. Our Sexual Harassment Policy was revised following the introduction of new legislation, The Worker Protection Act 2023, which aims to better protect employees from sexual harassment by prioritising prevention. As a Council we have a legal duty to work preventatively, and not retrospectively, to address sexual harassment in the workplace. This includes ensuring that employers “must take reasonable steps to prevent sexual harassment of employees in the course of their employment.” In conjunction with our Equality Officer, the Equality, Diversity and Inclusion (EDI) policy was launched this quarter and training is being planned to roll this policy out. Our policy aims to eliminate unlawful discrimination, harassment and victimisation and prohibited conduct, advance equality of opportunity between people who share a relevant protected characteristic and those who don’t and foster good relations between those people. In addition, the team launched a new CREST themed staff teams background to promote our People Values which describe the way we do things in Midlothian. Celebrate - recognise, celebrate and share all our achievement. Respect - respect each other’s differences in a culture of trust and flexibility, Excellence - make the most of opportunities to develop ourselves and our teams to provide excellent services. Support - lead by example and be approachable and supportive of each other. Together - work together to make a difference for Midlothian. This quarter our Corporate Management Team (CMT) approved the move to Vivup, an employee benefits portal to support the financial wellbeing of staff by introducing lifestyle savings and discounts on many major high street retailers and has the option to add local offers too. The average employee could save £1,200 a year using Lifestyle Savings option. Vivup will engage positively with staff via messaging functionality on the portal and can also host other benefits, staff information and guidance on the portal. The types of discounts or savings that are offered are e-gift card, reloadable card, physical card, discount code, cashback. This means employees can use this benefit when they are “on the go” perhaps in a restaurant having lunch at a participating retailer. Page 261 of 394
Page 262
Workforce measures We track our employee turnover rates by expressing it as a percentage of employees overall when taking account of all leavers. Consideration of the levels of turnover across services, locations and particular groups of employees helps to inform workforce planning and resourcing. Compared to last quarter, staff turnover rates have reduced this quarter to 1.86% from 2.2%. Overall for the year, turnover rates have reduced from 9.2% in 23/24 to 8.6% this year. The gender pay gap measures the average female pay (£20.64) versus average male pay (£21.13) within the organisation. The figures show that the Council has more male staff at higher rates of pay by 2.29% this year which shows a reduced pay gap compared to the last year at 2.7%. The percentage of female employees in the top 5% of earnings continues to gradually increase compared to last year with 130 female employees in the top 5% of earnings compared to 122 during last year. Sickness absence rates for all employees have slightly decreased this year compared to last with average sickness days at 10.91 for the year compared to 11.71 for 2023/24. Data shows similar results for Corporate Solutions where the average number of working days lost due to sickness absence this year is 8.26 compared to 9.22 for 2023/24. Of the FTE days lost, 70% was due to long term sickness, 16% self-certified, 14% short term absence. Work continues with each service area to review attendance levels and support those absent to return to work. Page 262 of 394
Page 263
2.70% 2.65% 1.92% 2.30% 2.29% Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Gender pay gap between average hourly rate of pay for male and female (all employees) Scottish Average (2.5%) 11.7 3.1 6.5 8.5 10.9 6.4 1.8 2.7 4.8 6.7 13.8 3.6 8 10 12.6 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Average Sickness Absence days All employees Teachers Local Government workers 2.26% 1.9% 2.6% 2.2% 1.9% Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 % of staff turnover (quarterly) 8002,432 1,780 16-30 31-50 over 50 Human Resources – performance measures 521 Long term absence cases this year (145 in Q4) 678 Occupational Health referrals via OHIO this year (284 in Q4) 72 HR cases handled this year (15 in Q4) 1,352 Physiotherapy referrals made this year (378 in Q4) No. of staff by age group 1,232 (24%) Employees with over 15 years of service 365 Leavers at end of Q4 (cumulative figure) 65.2% of employees are Midlothian Residents Employee Health and Wellbeing Workforce demographics 130 female employees in top 5% this year. • 95 wellbeing events held this year with 1,751 attendees • 17,174 employees accessing mandatory eLearning courses • 3,994 employees accessing non-mandatory eLearning courses Page 263 of 394
Page 264
Digital solutions underpin the Transformation Blueprint. Key work streams include: • Review and refresh of the Council's Digital Strategy, including reprioritisation of projects to enable change and transformation • Development of a data analysis capability and pilot projects such as multi-source analysis of cost of living data and streamlining of performance and other standard reporting • Expanding digital automation efforts via Power Automate, to improve efficiencies and process quality • Continued rollout of compliance and cyber security protective measures, including attainment of PSN and Cyber Essentials certification, staff training and engagement and establishing a Security Operations Centre • Deepening the adoption of Microsoft O365 capabilities and applications to enable organisational efficiencies, collaboration and lay the foundation for future AI initiatives • Delivering service improvements in frontline teams through projects such as the digital transformation of Neighbourhood Services • Continue the roll-out of the Customer Services Platform solutions to promote channel shift • Equipped for Learning: support the EfL project to provide best in class, secure digital ecosystem for optimal learning outcomes • Developing Council telephony digital strategy and implementing upgrades to education estate • Upgrading all Windows devices to the latest operating system standard (Windows 11) • Ensure all digital aspects of Council operations are well supported and operational Key achievements: Digital Strategy Towards the end of this year, we launched our new Digital Transformation Strategy 2024-2029 after approval by Council in November. Key to delivering change as part of the Council’s Transformation Blueprint is fully utilising digital tools, digitising and automating processes, introducing Artificial Intelligence (AI) and ensuring that decisions can be made through comprehensive data and management information. Our Digital Transformation Strategy outlines key priority areas that the Council will focus on over the next 5 years, harnessing digital tools, technology and data. The key areas are: • Automate: For an Efficient, Modern Council • Reimagine: Transform Service Delivery • Data: Deeper Insights and Preventative Operations • Secure and Sustain: Protect and Preserve Digital Page 264 of 394
Page 265
Education and Equipped for Learning The highly successful Equipped for Learning programme continued this year with a new Wi-Fi School network rolled out across our schools. The Council was named a SMART Exemplary Council. This award was presented in recognition of the approach Midlothian has taken to replacing SMART panels (boards) in schools and Early Learning Centres, installing 500 interactive screens and the consolidation of servers, saving money and increasing energy efficiency. Installation of new panels for the programme is 90% complete with the remaining schools scheduled for upgrades during the Easter holidays. Digital designed and tested a digital signage model reusing old Chromebooks for schools and most schools now have digital signage in key areas. Various activities and successes have taken place this quarter to support the Equipped for Learning programme across the organisation, including: • Google Drive Backup Solution: Identified potential providers for the Google Drive backup solution with support from our license reseller. • Audit Scotland Case Study: The Equipped for Learning Programme was selected as one of the three case study submissions for the Best Value audit by Audit Scotland. This recognition highlights the project's impact and success in delivering quality educational outcomes. These activities and updates reflect our ongoing commitment to leveraging technology to enhance educational outcomes, support staff development, and ensure sustainable and impactful delivery of the Equipped for Learning project. Digital Systems and Infrastructure A range of improvements projects and service supports have been completed throughout the year to facilitate a more efficient organisation and improve how we work: • Mayfield Primary School Decant - Digital Services responded swiftly and effectively to the unplanned decant of Mayfield into Easthouses, with just three days' notice around the Christmas break. This required a series of subsequent team relocations across Midlothian. Despite the short timeframe and complexity, the work was completed efficiently and to a high standard. As a result, all classrooms, teachers, and office staff were fully operational and digitally ready at the start of the January term. It is worth noting that several members of the Digital Services team volunteered their time during the Christmas break to help ensure the success of this transition. • Windows 11 upgrade, all corporate devices now upgraded to Windows 11, with the majority of school devices also complete. The remaining devices are on schedule to be completed by the end of July. 3,700 PCs and laptops have been migrated to Windows 11 delivering a sustainable and efficient platform for our digital estate. Page 265 of 394
Page 266
• In-cab technology Waste Services project - set up, testing and provision of 30 iPads for the waste vehicles and development of an integration between the customer portal and in-cab technology is underway. • Midlothian Decant/Refurbishment - Digital Services is heavily involved in the planning of the decant and work is underway to fit out Fairfield House and other locations across the Midlothian estate for the move, starting early 25/26. • Manage Print Service/Xerox - testing for the transition to the new hosted contract has been completed and planning has started on the new device rollout. • School Wi-Fi Replacement - the Wi-Fi access point replacement programme has completed, replacing all devices in schools with faster, more powerful modern devices. The core Wi-Fi management infrastructure has been upgraded and moved to the cloud. Work is planned to extend the network over the summer break. • Customer Service Portal, a number of forms, workflows and processes have been rolled out this year, including Street Cleansing, Subject Access Requests, internal form for staff to update Garden Waste Direct Debit exceptions and Council Tax Direct Debit form this quarter. • Upgrades and business as usual updates for a number of core business systems including: Implementation of the upgrade from Integra to Centros Upgrades to Open Revenues, Civica Pay, Fleet and Lighting databases • Education Telephony - preparatory investigatory and planning work for the upgrade of school telephony to a new hosted system. • High School servers - preparatory investigatory and planning work for the upgrade of school telephony to a new hosted system • Vogrie Barrier - preparatory work for the installation of the car parking and barrier system at Vogrie Country park • Scottish Wide Area Network (SWAN) upgrades - 70% of Midlothian sites (education and corporate) have now been migrated to faster, more cost- effective BT Swan WAN connections. Page 266 of 394
Page 267
Cyber Security Work continues this quarter to maintain and strengthen our cyber security. Key successes this quarter include: • Delivered a week-long cyber security awareness campaign (24 February – 2 March), using email, posters, intranet news, social media, and updates from the Chief Executive. • Secured a £7,000 grant from the Scottish Government to support cyber security training for Digital Services staff. • Provided support for the 2025 Audit Scotland audit, focusing on key financial systems and cyber security controls. • Successfully defended the organisation against multiple cyber attacks. • Provided security oversight for the onboarding of new applications and technical services. Information Governance This quarter the new Strategic Information Governance Group (SIGG) was established to oversee the Council’s approach to data compliance, governance, and risk with contribution made to the wider service review to help reshape and reorganise the Council’s Information Governance provision. Key governance documentation was developed and approved by CMT, including: • Terms of Reference for SIGG • Strategic Information Governance Strategy • Information Governance Action Plan • Information Governance Risk Register • AI Governance Policy Page 267 of 394
Page 268
Roll out of Microsoft 365 across the whole corporate estate was completed last year, enabling widescale collaboration and co-production with work efficiencies now being realised in many ways across various service areas. Phase 2 focused on user adoption, service-level workflow re- design, SharePoint deployment, software rationalisation and data reporting and visualisation. Various activities have taken place this quarter to support staff with M365 across the organisation including: • Continued the rollout of Teams and SharePoint for external sharing with partner organisations: This has facilitated better collaboration and information sharing with our external partners. • Enabled external sharing capabilities for Microsoft 365 Forms, this enhancement allows for more efficient data collection and collaboration with external stakeholders. • Progressed the Tribe365 engagement and training programme, this programme aims to enhance digital skills among identified champions and build upon internal knowledge and capacity. • Initiated the build and launch of a new M365 based intranet site. The new intranet site, Mid-Hub, is being developed to replace the existing site, ensuring better functionality and user experience. • M365 Copilot Trial Programme, a pilot programme for M365 Copilot was initiated to drive operational efficiency, improve service delivery, and support council staff in their daily tasks using advanced AI technology. These activities and updates reflect our ongoing commitment to leveraging Microsoft 365 to enhance productivity, collaboration, and security across the organisation Page 268 of 394
Page 269
50 19 16 Total Planned modules Planned for 24/25 Complete 58% 58% 61% 62% 60.5% Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 % of IT helpdesk incidents complete within 48 hours (quarterly) Digital – performance measures Key Digital projects Cyber security performance Progress of total number of Customer Service Platform modules (cumulative) 1,449,235 Midlothian Council Website visits this year with 4,294,138 page views. (467,481 website visits and 1,367,724 page views in Q4) 100% of Cyber Essentials and PSN implemented 54% of cyber security training complete 75% of Neighbourhood Services digital project complete Website Customer satisfaction and helpdesk Digital Services Customer satisfaction rate: 94% this year (95% in Q4) Page 269 of 394
Page 270
Key priorities for the service in 2024/25 • Redesign of business processes to achieve efficiencies across all of Corporate Resources • Making more use of current applications to enable self-service e.g. viewing Council Tax and rent accounts online • Continued upgrade of applications supporting the Council’s transformation agenda e.g. increasing automated and online payments Key achievements: Invoicing Work continues in the rollout of invoice approval processes. Moving away from 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 continue to work with Scottish Government’s e-commerce team on next steps for the e-invoicing programme and onboarding of suppliers to this service. The invoice approval process expansion continued across Property Maintenance and Fleet Services this year. Green slip transactions have reduced from 12.1% in (23/24) to 8.1% this year. The rate of invoices paid on time across the Council this quarter was 90.9% (target is 95%). A total of 104,036 transactions were processed up to quarter 4, of which 87,123 are included in the Statutory Performance Indicator (SPI) invoice calculation with an average of 11.3 days to pay an invoice. This year the team made 13,645 direct payments to bank accounts to cover free school meals during the holiday periods, Ukrainian Host payments and Economic Development Business Grants. 3,268 internally generated payments were processed including grants, corporate appointees, salary deductions and treasury activities. Corporate Resources Page 270 of 394
Page 271
Further Business Application upgrades were completed this quarter for Mosaic, Itrent, Open Revenues Civica D360, Legend, Learnpro, Talentlink. A major upgrade took place this quarter from Integra E-series2 to Integra Cenrtros. Testing and production of Council Tax, Revenues and Benefits year end uprating was completed. The Parent Portal project commenced this quarter after a business case was presented to Business Transformation Steering Group during quarter 3 and in conjunction with Digital Services, in-cab digital solution was implemented for Waste Services. Other activities across this year for our Business Applications team include the completion of the 2024 Scottish Exchange of Data (ScotXed) annual return which was submitted to the Scottish Government. The submission covers data such as the levels of achievement for Curriculum for Excellence in numeracy and literacy, school attendance statistics, absences, exclusions and pupil numbers. A new 2 year contract was signed with Vodafone, delivering a revenue saving of £100k per year. Further business cases were completed and accepted for various transformation projects - Mosaic Access Community Gateway Project, Customer Payments Project and Open Revenues Project. Employment and Reward This year a new ‘Overpayments and Underpayments policy’ was launched and aims to ensure all salaries and allowances are processed accurately and timeously. The policy sets out principles and procedures in place if any error in pay occurs, outlining the Council’s processes for recovery of overpayments and payment of underpayments. This quarter Employment and Reward worked with colleagues in Finance to review payroll reporting which has improved monthly payroll transaction reconciliations. Improvements were completed and implemented to manage and support our employee processes more effectively and efficiently. A workflow was introduced for the purchase of annual leave. Improvements to the business process for unpaid special leave and mileage was introduced to improve our payroll processing. Work was completed by Employment and Reward, HR and procurement for the introduction of shared cost additional voluntary contributions with a communications plan to support the roll out to encourage take up to the scheme. At the beginning of the year, the team successfully implemented the pay award and associated back pay for both Local Government Workers and Teachers which included system testing to support the process. Working with our Health and Safety team a new eyecare contract was procured and introduced for all Display Screen Equipment (DSE) users. Page 271 of 394
Page 272
Business Services This year the rollout of incoming mail scanning and electronic mail distribution continued with implementation of more efficient processes for Finance and Sport and Leisure. As part of our M365 applications, MS stream was introduced to video record and create training material and guidance procedures across our mail scanning service. In terms of records management, our records management policy, business classification scheme, retention schedule and associated user guides were refreshed, and our records champions re-established with training delivered. Supporting the Cost-of-Living Crisis Requests for crisis funding continue to remain consistently high compared to last year with a 6% increase in applications received. 100% of our total Scottish Welfare Fund (SWF) budget was allocated during quarter 3 this year. A further £260,000 was granted by the Scottish Government in December. This quarter 2,059 Crisis Grants and 420 Community Care Grants were received. A total of 7,168 applications for Crisis Grants and 1,351 for Community Care Grants were received this year. This demonstrates the continued significant financial challenges faced by our communities. The successful recruitment of the Scottish Welfare Fund Assessors allows the team to respond and address the current backlog of processing activities and analyse the reasons for the high number of applications and refusals to identify preventative activity to mitigate people reaching this crisis point. This is identified as a key action in the Child Poverty Action Plan. In addition, 2,559 customers received help and support via housing benefits this quarter, a total of 11,175 this year. Although off target for the year, processing times the change or circumstances within Revenues and Benefits have improved significantly this quarter to an average of 2 days from 12 days in quarter 1 this year and 29 days compared to the same period last year. The percentage of current housing rent arrears sits at 12.67% by the end of quarter 4 and is consistent with last year’s figure of 12.77%. In year Council Tax collected year to date is 94.3% showing a similar rate of collection compared to the same time last year of 93.8%. Page 272 of 394
Page 273
6,766 1,824 3,480 5,109 7,168 3,352 1,005 1,868 2,723 3,840 101 27 45 52 127 3313 792 1,567 2,334 3,201 Annual 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 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 48 63 48 56 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 New claims Revenues and Benefits 2531 5753 5364 4865 2935 2767 2890 2967 2863 3064 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of online transactions (quarterly) Rent Council Tax 94.3% of in year Council Tax collected year to date. 29 12 15 12.7 2 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Change of circumstances 1,349 344 668 931 1,351 464 120 239 326 461 9 4 5 6 88 876 220 424 599 802 Annual 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of Community Care Grants (cumulative) received awarded declined ineligible Corporate Resources – performance measures £421,090 granted from Scottish Welfare fund for crisis grants £450,709 granted for community care grants in 24/25. Scottish Welfare Fund Average processing times (days) Page 273 of 394
Page 274
Key priorities for the service in 2024/25 • Review of the Council’s governance framework with revised Standing Orders and Associated Scheme(s) • Implementation of the new Subject Access Request portal • 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, undertake a review of Contract and Grant Management. Key achievements: Legal Services In total, 45 legal commercial transactions took place this year took place by our in-house legal team. Activity this quarter included: • Completion of purchase of land from Network Rail for Shawfair Schools Campus with payment of final instalment of £1 million to comply with Scottish Government grant funding requirements. • Completion of purchase of 3 properties (buy backs) for social rent. • Completion of Section 75 Agreement for land 100m south of Glenarch Lodge, Melville Road, Dalkeith, securing developer contributions of £17,188. • Implementation of 4 Temporary Road Traffic Orders. • Registration of 7 Housing Improvement Grants. • CMT approved pilot project for use of e-signing platform in Legal Services. • Law student volunteer placement facilitated. • Completion of a settlement agreement to terminate employment contract by mutual consent. • Appeal to Employment Appeal Tribunal and Court of Session on a point of law failed to pass sifting process. 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: • Responded to 89 individual legal queries. • Raised 13 applications for guardianship and/or Intervention Orders under the Adults with Incapacity (Scotland) Act 2000. • Raised 11 actions for recovery of possession under the Housing (Scotland) Act 2001. • Provided ongoing advice to Children and Families Social Work in an opposed section 11 application under the Children (Scotland) Act 1995. • Provided substantial ongoing representation and advice in 3 ongoing permanence matters. • Represented Children and Families in two actions for Child Protection Orders under the Children’s Hearing (Scotland) Act 2011. • Provided advice in relation to two hearings now fixed in the Additional Support Needs Tribunal, including arranging to take witness statements, preparing the Council’s response and lodging relevant documents. Legal and Governance Page 274 of 394
Page 275
• Attended and/or provided advice for 15 Adults with Incapacity/Adult Support and Protection Case Conferences. • Provided extensive advice to education and Democratic Services in relation to an education exclusion appeal. • Provided advice to Adult Services in relation to two separate actions raised in the Court of Protection in England. • Provided advice and assistance to education and Democratic Services ahead of this year’s placing request appeals. • Provided advice to education on statutory duties. • Provided advice to Housing in relation to occupancy agreements. • Provided advice to schools and social work colleagues regarding the recording of meetings and CCTV. • Liaised with other members of the Curator Panel for Edinburgh Sheriff Court, revising all documents in preparation for recruitment to the Panel • Provided extensive submissions to the Sheriff Court on the interpretation of the Adults with Incapacity (Scotland) Act 2000. Page 275 of 394
Page 276
Procurement This year 35 new tenders were awarded on Public Contracts Scotland (PCS). 288 new suppliers were registered of which 61 are Midlothian based businesses. 55 Adult Care contracts were awarded. Through ongoing participation with Scotland Excel initiatives, £65,000 of savings were identified. This year a new and updated contracts register is now available both internally and externally on the Council’s website. Our category management system was reviewed this year and updated to provide a more service specific system which will lead to closer working relations between Procurement Officers and stakeholders. Work undertaken this quarter includes: • 3 tenders from the previous quarter have been managed but not yet completed on Public Contracts Scotland (PCS). • 4 new tenders awarded on PCS. • 1 quick quote completed on PCS. • 4 mini competitions awarded on PCS. • 3 Direct Awards awarded on PCS. • 7 Non-Competitive Action (NCA) forms issued. • 2 Non-Compliance Forms (NCF) issued. • 80 new suppliers registered of which 11 are Midlothian based. Page 276 of 394
Page 277
6 32 27 10 9 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of regulated procurement excerises undertaken (quarterly) Legal and Governance – performance measures Access to information 397 304 266 359 399 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of Freedom of Information requests recieved (quarterly) 49 50 53 47 70 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of Subject Access Requests recieved (quarterly) 45 Legal commercial transactions carried out this year Page 277 of 394
Page 278
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 2024/25: Working with services to focus on performance measures and supporting approaches which deliver improved outcomes, including: • The introduction of a revised Planning and Performance Management Framework (PPMF) and a newly developed Best Value Framework (BVF). • Revising the Midlothian Excellence Framework (MEF), our corporate self- evaluation tool, to reflect changes to the Public Service Improvement Framework (PSIF). • External data submission, monitoring and reporting of Local Government Benchmarking (LGBF), including maintenance of the LGBF dashboard on Pentana for elected members. • Key contact for corporate level external scrutiny activities such as the Best Value Thematic exercises undertaken by our external auditor. • Facilitating a review and update of all policies and procedures in place to deliver the Council’s strategic outcomes and ensure alignment with overarching strategies. • Review and refresh of the Equalities work programme including increased awareness of equality and diversity and the redesign of the staff equalities group to facilitate greater diversity and inclusion in the Council’s decision making processes, policy development and a more diverse workforce reflective of the communities the Council services. Continuous Improvement Page 278 of 394
Page 279
Key achievements: Key achievements across the year for our Continuous Improvement team include: • Published the Midlothian British Sign Language (BSL) Plan 2024-2030, setting out the actions the Council will take over the next six years to provide local BSL users with equal access to services and support. • Updated the Integrated Impact Assessment (IIA) template and guidance to meet the requirements of the UNCRC Scotland Act and ensure that children’s rights are fully respected in decision-making processes. • Developed fresh equality outcomes for 2025-2029, setting out the key objectives the Council will aim to achieve in its work to eliminate discrimination, advance equality of opportunity and foster good relations between our diverse communities. • Introduced a dashboard and reporting structure within Pentana to reflect and support the changes introduced by the Community Planning Board for the Single Midlothian Plan 2023-27. • Contact Us system and process transition from the project environment to business as usual. Key achievements across quarter 4 included: Equalities: • Worked with the Lothian Regional Equalities Partnership to collate and analyse the findings of the Lothians Equality Outcomes 2025-2029 Survey. • Liaised with Council services and partners to finalise outcomes and associated actions for the Midlothian Equality Plan 2025-2029. • Collaborated with Human Resources to produce the Council’s new Equality, Diversity and Inclusion Policy, approved in March 2025. Performance: • Refreshed Planning and Performance Management Framework (PPMF) to reflect changes in Statutory Performance Indicator (SPI) Directions. • Aligned Best Value Framework checklist with Annual Governance process. • Published Annual Public Performance Report. Contact Us: • Finalising Annual Complaint Handling Report for 2023/24 with the data since live with the new Complaints Management System. • Continuing with Child Friendly Complaints considerations. Page 279 of 394
Page 280
Challenges and risks Financial position Council approved the 2025/26 budget at its meeting in February 2025. Whilst the 2025/26 budget is agreed, the challenge remains to reach ongoing financial sustainability. 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. The Council continue to work to ensure the Council has robust financial management arrangements in place with a full suite of financial monitoring reports for quarter 3 of 2024/25 presented to Council this quarter. The team continues to provide in-depth financial input to revenue and capital projects embedded into the Medium Term Financial Strategy with regular updates being presented at Council. Growing Council The recent 2022 Census results have now been published. Between 2011 to 2022 data shows that Midlothian had an increase in population 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 kilometer compared to the Scottish average of 69.8. Economic pressures Inflation, as well as rising energy costs, are affecting the construction industry in Scotland. The UK is experiencing unprecedented adverse market conditions, leading to significant rises in tender prices for a wide range of materials. There is evidence that inflation of between 10% and 15% beyond BCIS predictions is affecting projects. The pandemic has also accelerated financial challenges, and the growth from being the fastest growing local authority in Scotland places significant pressure on Midlothian to be able to deliver high quality services to its citizens. Page 280 of 394
Page 281
Capital Investment Strategy Midlothian’s approved Capital Investment Strategy sets out the infrastructure required to meet these 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 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 is taking place, with a revised Capital Investment Strategy being considered by the cross- party Business Transformation Steering Group, and options to review what and how services are delivered as part of the savings measures to reduce the funding gap recommended to Council. Cost of Living Crisis Midlothian’s citizens are facing significant financial challenges. The impact on households continues to be noted across the UK with 49% of adults reporting an increase in their cost of living in December 2023 (Office for National Statistics; Francis-Devine et al, 2022). The UK is currently facing 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%. The price rises continue to impact low-income households hardest as a larger proportion of their costs are on energy and food. The Resolution Foundation forecasted that absolute poverty will increase by 300,000, from 11.7 million in 2023/24 to 12 million in 2024/25. 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. Page 281 of 394
Page 282
Risk The Council’s Strategic Risk Profile is presented retrospectively to Audit Committee quarterly. The most critical risks to the Council are Financial Sustainability, Climate Change and the Change Programme. Corporate Solutions is key to the delivery of mitigating actions to these risks; through strategic planning and driving forward transformation. Page 282 of 394
Page 283
Pentana Performance Dashboard – Q4 24/25 A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) here Page 283 of 394
Page 284
Page 284 of 394
Page 285
Place Performance Report 2024/25 High Level Annual summary The contract for the “Digital depot” awarded this year and in-cab technology was implemented into our refuse collection vehicles providing real time reporting to and from our waste service operators. Food waste collection service expanded to include a further 2,500 properties in rural areas. Key achievements during 24/25 Our Greenspaces 62 improvements or new facilities were completed across our play areas and greenspaces. (77 in 23/24) This year, 6,642 volunteer hours (1,107 days) were spent in countryside sites. Volunteer numbers continue to remain high this year ensuring our sites are attractive, safe and welcoming for all to enjoy. (6,990 in 23/24). In addition, 222 Ranger events were undertaken. (36 in 23/24). Waste and Recycling 48% of household waste recycled (average figure from Q1 to Q3, annual figures available in Q1 25/26) 36% of waste used to generate heat and electricity (average figure from Q1 to Q3, annual figures available in Q1 25/26) last year £110,000 of UK Shared Prosperity funding invested into improvements for litter bins and Vogrie parking site. Although remaining ambitious, Midlothian Council now have a Net Zero target of 2045 New Neighbourhood Environment Team became fully established within the Recycling and Greenspace Service this year Performance Review and Scrutiny Committee Tuesday 10 June 2025 Item No 5.10 Page 285 of 394
Page 286
Our Roads and Footpaths 3,065.37 tonnes of material used in 2024/25 to fill potholes. (1,802 in 23/24). The Pothole Pro project equated to 16,029m2 of permanent patching, repairing 3,122 potholes this year. (compared to 9,214 m2 and 2,985 in 23/24) 23.7km of carriageway resurfaced and 4.96km of footway resurfaced this year. (an increase of 8.87km of carriageway was resurfaced this year compared to last) The street lighting capital programme was completed ahead of plan with a targeted 472 new lighting column replacements. A further 680 street lights were upgraded to LED lanterns to include a central management system for dimming. (752 columns in 23/24) Protective Services 208 food law service requests were received this year from Midlothian residents and businesses. (236 in 23/24). A total of 287 food law interventions (food hygiene/standards) were carried out at businesses across Midlothian. (312 in 23/24). 224 abandoned vehicle reports were responded to. (185 in 23/24) Our Public Health and Environmental Protection team received 1,252 public health service requests this year from Midlothian residents and businesses and 381 requests from internal sources. (1,121 in 23/24). “Safety” icon by Alice Design from Noun Project CC BY 3.0 “Road” icon by Evan Shuster from Noun Project CC BY 3.0 Progression made to roll out 20 mph speed limits across numerous urban roads in Midlothian. Through a dedicated capital investment of £4.67m, 52 Vehicles purchased as part of our Fleet and Plant replacement plan during 2023 to 2025 Carriageway and footway investment in excess of £5.8m for the year Page 286 of 394
Page 287
131 Business start-ups this year. This should realise a forecasted creation of 171 jobs and an estimated contribution of £6.245M to the Midlothian economy in their first year of trading. (103 start ups in 23/24 with £5.790M contribution to economy) 154 Trading Standards primary inspections took place this year. Trading Standards received 153 consumer complaints this year with at least £50,500 being returned to Midlothian consumers following Trading Standards involvement. This includes refunds as well as repairs and replacement goods. (208 in 23/24) 132 intelligence logs were recorded on IDB, the national Trading Standards database. (133 in 23/24) Planning, Sustainable Growth and Investment 198 ‘Planning to Start’ business enquiries were received this year and 58 ‘Strengthen Your Business’ enquires received, totalling 256, (235 in 23/24) 179 Businesses now signed up to the Midlothian Business Green Pledge. (108 sign ups end of 23/24) Our new Active Travel Strategy ‘On the Move Midlothian: Our Active Travel Strategy for Everyone 2024-2034’ was approved this year at December Council. This year Council approved the Economic Strategy for Inclusive Economic Growth 2025-2030. 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 Local Development Plan 2 (MLDP2) Evidence Report approved and cleared Scottish Governments ‘Gate Check’ process this year. Page 287 of 394
Page 288
92.77% of homeless applicants sustained a permanent tenancy after 1 year compared to 93.2% in 23/24 and 76.98% during 22/23. The total number of jobs completed internally by our Building Maintenance Service this year was 35,465. (36,773 in 23/24) Jobs include all reactive, planned works, voids and inspections. Housing Re-let times to permanent accommodation properties this year has averaged at 34 days to re-let and continues on a downward trend from 35 days in 23/24. This year housing received the completed handover for 152 new build homes extending our housing stock to 7,677 by end of 24/25. (7,170 at end of 23/24) 586 lets were made this year, an increase of 6% lets from last year. 15 houses were let this year through our Housing first model. (19 in 23/24) 177 lets were made to new build and open market purchases. (217 in 23/24) The length of time homeless applicants waited until receiving a permanent housing outcome has decreased to 53 weeks for this year showing a continued downward trend from 58 weeks at the same period last year. (this is based on recent data from average of Q1 to Q3 – Q4 data not currently available) The number of temporary accommodation households that have been flipped to permanent accommodation was 170 this year. (139 in 23/24) The number of homeless cases provided with advice and assistance this year was 881. “rent” icon by Adrien Coquet from Noun Project CC BY 3.0 “Repair” icon by parkjisun from Noun Project CC BY 3.0 Page 288 of 394
Page 289
Sport and Leisure 11,583 primary 4 pupils attended free swimming lessons this year after an effective system was put in place from our programme development officer. Our tonezone memberships continues to grow through improved marketing and promotion with a total of 5,349 memberships this year to date. An increase of 15% from last year. 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 year saw 6,431 Midlothian Active Choices attendees and an increase of 18% in new referrals after completion of MAC sessions. The percentage of Secondary school meal uptake continues to remain high this year with an uptake rate of 38.22% (compared to 37.13% in 23/24) Primary school meal uptake for this year increased to 59.96% and remains steady compared to a 58.84% uptake for 23/24. “meal” icon by David Khai from Noun Project CC BY 3.0 Catering Services Across the year, over 1.16 million school meals prepared and served. Our Catering Services received the Bronze Food for Life Award and the Pro-veg School Plates Bronze award this year. Page 289 of 394
Page 290
Official opening of Midlothian Energy Limited (MEL) Centre which will capture low carbon heat from the Millerhill Recycling and Energy Recovery Centre and use this heat to supply 1,000s of homes, education and retail properties at Shawfair Construction and Development Passivhaus development progressing well on site at former Newbattle High School, part of Scotland’s largest Passivhaus housing programme. The first handovers are programmed for summer/autumn this year. The opening of the new Easthouses Primary School and the completion of Woodburn Primary School gym and kitchen extension. The completion of contracts 1 and 2 of Destination Hillend with parking and service infrastructure in place and the opening of the new Alpine Coaster. Page 290 of 394
Page 291
Place is where people, location and resources combine to create a sense of identity and purpose. 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. Place Services encompasses Building Services; Housing Services; Neighbourhood Services; Planning, Sustainable Growth & Investment; Property & Facilities Management; Protective Services and Sport & Leisure. Transformation Blueprint (2023-2028) We are committed to building on the learning and new ways of working that were adopted during the pandemic and renew our focus on delivering our key priorities at the most local level possible. Rooted in the creation of a wellbeing economy, the vision of our new 5-year strategy focuses on reducing inequalities at the same time as looking after the health of our planet. Specifically, we have three main aims: • 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. Reprioritisation and redesign is crucial to balancing the Council’s financial position, as well as preparing for further challenges and changes that we will face. The strategic plan sets out our biggest challenges that need to be addressed over the next five years. We will continue to work to address the inequalities that our communities face, respond to the demands of the fastest growing local authority in Scotland, and delivering our vision of being a great, green place to grow. Place Q4 24/25 performance report Page 291 of 394
Page 292
Transformation Blueprint Objectives 1. Support the Council to address the 5-year funding gap of 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 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 improve outcomes. Environmental Key achievements 24/25 Midlothian Council was one of the first local authorities to sign Scotland’s Climate Change Declaration, publicly acknowledging the challenges and opportunities that climate change brings with a commitment to make the Council’s activities net zero in line with the Scottish Government targets. Work continues to implement the Council’s Climate Change Strategy which sets out how we will reduce our greenhouse gas emissions, encourage, and work with others in our community to mitigate and adapt to the changing climate. Focus continues within Place services to achieve future emissions targets. During quarter 3 Council were asked to consider the findings of the Climate Action Support Report (CASR) prepared by Aether consultants relating to climate emission reduction trajectories for the Council’s estate. A refresh of our Climate Change Strategy and underlying action plan is in development to support the Council and wider local authority partners in their collective journey to net zero across Midlothian. This year saw the official opening of Midlothian Energy Limited (MEL) Centre which will capture low carbon heat from the Millerhill Recycling and Energy Recovery Centre and use this heat to supply 1,000s of homes, education and retail properties at Shawfair. Council endorsed a 5 Page 292 of 394
Page 293
year business plan for Midlothian Energy Limited that includes future plans to supply low carbon heat to new homes in Midlothian through the MEL heat network and expansion into existing buildings and other areas of Midlothian. The Scottish Government’s Heat in Buildings Strategy (2021) sets out its aims and objectives for achieving net zero emissions within the entire building stock in Scotland by 2045, including addressing poor energy efficiency as a driver of fuel poverty. As part of this Strategy, Local Heat & Energy Efficiency Strategies (LHEES) will set out the long-term plan for decarbonising heat in buildings and improving energy efficiency across an entire local authority area. This year, Midlothian Council’s LHEES Strategy and delivery plan were approved at Council. Our LHEES sets out a strategy to provide low carbon heat that is affordable to as many households and buildings as possible. Driving low cost, low carbon heat over expensive and challenging fabric retrofit approach will enhance the likelihood of achieving our net zero targets. Our new Active Travel Strategy ‘On the Move Midlothian: Our Active Travel Strategy for Everyone 2024-2034’ was approved this year at December Council. The strategy will allow Midlothian Council to continue to seek further funding from 2025/26 onwards for active travel projects throughout Midlothian, with funding bids and proposals already being prepared for the delivery of more safe, and properly lit routes to schools and towns, town centre cycle parking, improved active travel connections between Lasswade and Loanhead, and between Roslin and Penicuik, as well as the creation of a rural off-road connection between Penicuik and the Scottish Borders. The new strategy leads the way in providing safe, convenient, well connected and well maintained active travel networks to encourage the use of active and public forms of transport, aiming to reduce our carbon emissions and car kilometres. This year 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. Businesses signing up to the Pledge continues to rise each quarter with a total of 179 businesses now committed, 7 of those signing up during quarter 4 and 71 this year. The cumulative number is slightly lower than expected due to 8 businesses that were removed during quarter 4 who are no longer operating in Midlothian. 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 293 of 394
Page 294
Road Services This year, under the combined Capital Works Programme and Residential Streets Programme, a total of 23.7km of carriageway and 4.96km of footway was resurfaced and delivered within budget. Representing 3.39% and 0.69% of the carriageway and footway network respectively. Our annual target for carriageway resurfacing was exceeded by the end of quarter 3 and a further 2.6km was resurfaced during quarter 4. Footway resurfacing was brought back on target, where a further 2.76km of footway was resurfaced during quarter 4, meeting our annual target set for the year. In comparison to last year’s figures, an increase of 8.87km of carriageway was resurfaced this year. 3,065.37 tonnes of material was used this year to fill potholes. (629.35 tonnes this quarter). A total of 1,094.60 tonnes of material was used for temporary repairs (243.68 in Q4) and 1,964.77 for pothole pro permanent patching (385.67 in Q4). The Pothole Pro project equated to 16,029m2 of permanent patching, repairing 3,122 potholes this year. (2,864m2 repairing 584 potholes this quarter). Compared to last year, a 5% increase in the number of potholes repaired this year. As part of the street lighting capital programme, 472 street lighting columns were replaced this year. In addition, a further 680 LED upgrades to existing street lighting columns were replaced. The percentage of street lighting repairs completed within 7 days remained high throughout the year with the annual figure at 98.26%. This year plans progressed to implement 20mph speed zones across Midlothian with 20mph zones. A consultation period was held this quarter, allowing residents and stakeholders to provide feedback on proposed changes. Preparatory work began on the installation of 20mph speed limit signs across Midlothian and will be implemented pending final approval. The initiative aims to create a safer environment for pedestrians and cyclists and reduce road accidents. This year 24 new variable speed message signs and 23 ‘school zone’ signs were installed utilizing Transport Scotland funds. The upgrade of CCTV installation at Shawfair park and ride was completed. Page 294 of 394
Page 295
A dedicated capital investment of £4.67m was allocated to accelerate the Council’s Fleet and Plant replacement plan for 2023 through to 2025, delivering the Council’s operational activities whilst ensuring our fleet is modern, efficient and fit for purpose. 52 units were purchased over 23/24 and 24/25, including, 11 additional support school busses, 10 recycling/waste bin lorries, 3 ride on grass cutters and 3 JCB loading shovels. Our Winter Service runs from October to late March, during this time the service monitored conditions across our road network, gritting and clearing roads and footways, giving priority to routes in line with our Winter Service policy and operational plan. Place Services worked closely together to prepare and move to critical service delivery during the red weather warning for Storm Eowyn, triggering our emergency continuity arrangements. Across Place Services, all critical services were operational including our Protective Services resilience team and our Neighbourhood Services team to assist blue light services with fallen trees, keeping our roads clear for emergency service vehicles during the Storm and into the recovery stage to ensure services could return to normal the following day. Waste and Recycling As part of a wider Neighbourhood Services review, a new management structure for the Recycling Team was implemented this year. This has resulted in the streamlined management of the service which has already seen an increase in productivity and time management of front line teams. The team have improved the way the service engages with residents in relation to enquiries and complaints. A new way of working has seen a significant improvement to customer service, resulting in a more responsive and timely service to residents who contact the team. The contract for the “digital depot” was awarded this year and the implementation of the Whitespace digital in cab system has been a huge success for the service this quarter. The investment has provided all of our refuse collection vehicles with real time reporting to and from our waste service operators and allows for a paperless deployment of the entire waste collection service. The digital in-cab technology will transform the way our front line waste service is delivered by relaying information back to our centre such as access problems on our routes, issues with collections or items not being presented, and will result in efficiencies and improved customer service where the information can be provided to our customers in real time. Page 295 of 394
Page 296
This year, the service launched the recycling app (LitterLotto) which encourages residents to recycle at home for the chance to be entered into a free prize draw for £100 each month as well as a £1,000 UK wide free prize draw. The app features benefits such as earning ‘coins’ for every piece of recycling binned correctly that can be used to claim discounts and rewards. The app also uses advanced AI technology to recognise waste types, providing information on whether the Council can recycle items and which bin to use as well as offering tips on recycling items more effectively. This quarter seen three residents win £100 each from a free prize draw. Our food waste collection service was expanded this year and included a review of the current collection routes and consultation with front line staff and trade unions. The expansion included a further 2,500 properties in rural areas and has been a great success with 2 tonnes of food waste collected in the first week alone. This is potentially 100 tonnes of food waste recycled, rather than going into the residual bin. The expansion of the food waste collection service is the latest phase of the plan to transform the waste collection service as part of the move to twin stream recycling this year. Neighbourhood Environment Team The new Neighbourhood Environment Team became fully established within the Recycling and Greenspace Service this year. The new team combines elements of the former street cleaning service with specialist elements of the greenspace team to create a new service that aims to improve the quality of the local environment for our residents. Across Midlothian, the Neighbourhood Environment Team has been carrying out the following works in our local communities: • Ensuring our streets remain clear of litter • Cleaning our bus stops so that they provide safe, clean shelter for residents • Emptying street litter bins • Spraying and removing weeds from footpaths and roads Page 296 of 394
Page 297
• Mechanical sweeping of roads and pavements • Ensuring pathways are clear of overhanging trees and shrubs • Keeping Midlothian clear of fly tipping • Edging back grass verges to reclaim overgrown footpaths • Power washing of high streets and public areas Grass cutting Following the approval of £47,000 for additional resource at February Council, the Greenspace team has commenced grass cutting across Midlothian at the beginning of March, which is four weeks earlier than normal. This significant change has resulted in an increase to the overall standard of grounds maintenance across the area. It has been agreed that this will now become an annual practice which will ensure that the Greenspace team make a strong start to the grass cutting season each year, significantly enhancing the overall appearance of Midlothian. Weed control In addition to the positive change regarding grass cutting, it was agreed at February Council to expand the timeframe during which the Greenspace team can apply glyphosate to control weeds across Midlothian. This will result in an improved appearance to the streets and roads in towns, villages and housing estates as the weeds will be tackled before they grow to full height, which means they can be easily removed once treated. In addition to the increased mechanical sweeping carried out by the new Neighbourhood Environment Team, the changes to the weed spraying programme will further enhance the local environment across Midlothian. Greenspace improvement projects During quarter 4 the Greenspace team delivered the following projects from the UK Shared Prosperity Fund: Page 297 of 394
Page 298
• Vogrie Country Park entrance barrier – (£75,000), the new car park barrier will improve the parking experience for visitors to the site as well as increase income which will be re-invested into the site. • Litter bin investment – (£51,000), this funding has provided 372 litter bins which will renew over a quarter of the entire litter bin stock in parks and on our streets. The funding has been used to target damaged bins that detract from the aesthetics of the local environment. Play area improvements The team are continued to deliver the play area improvements programme funded by the Scottish Government grant, with further projects planned in next year in play areas across Midlothian. 62 improvements across our play areas, parks and green spaces were completed up to and including this quarter including play area installations, landscaping projects, installation of benches, street litter bins and deep cleaning projects. Village improvements Throughout the year the team carried out clean-ups in village areas including Cousland, Edgehead, Temple and Howgate. Working with the community The Greenspace Team have continued to work with our brilliant volunteers across Midlothian, supporting 6 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. Up to and including this quarter, 6,642 volunteer hours (1,107 days) were spent in countryside sites. This year our Ranger service delivered the Midlothian Outdoor Festival attracting over 1,500 participants to a wide range of outdoor activities including cycling shows, walks, talks and running events. In total, our Ranger service delivered 222 events across the year. Page 298 of 394
Page 299
Protective Services Business Regulations and Trading Standards Throughout the year, our Business Regulations Food and Safety team continue to prioritise proactive interventions at food businesses registered with Midlothian Council with the highest risk for food safety and standards. These include retailers and caterers with significant or sustained non- compliances in food law. The team carried out 287 food hygiene/food standards interventions across Midlothian (113 carried out during quarter 4), with key interventions detailed in previous quarterly reports, including Remedial Action Notices being served at food premises in Dalkeith and Gorebridge and ongoing interventions. Investigation of two serious health and safety incidents that happened within Midlothian businesses. Serving of Prohibition Notices on different businesses. Food Standards Scotland issued a Food Alert for Action due to counterfeit alcohol being found in a retail premises in another local authority area in Central Scotland. As a result, officers from our Business Regulation Team carried out checks on over 40 small independent retailers in Midlothian. This quarter, in March, Food Standards Scotland (FSS) issued a Food Alert for Action (FAFA) requiring our Food Service team to take action to advise specific care premises of potentially contaminated food. The identified food products had been linked to a cluster of cases of Listeria Monocytogenes which cause serious complications in vulnerable people, including pregnant women, babies, people over 65 years old and those with weakened immune systems. A total of 25 businesses were contacted, with some visits being made the week after to any who could not be contacted by phone. The same businesses were contacted for a second time when the FAFA was updated by Food Standards Scotland to include a specific list of products. No affected products were identified in Midlothian. The Food Service team completed the planned sampling programme. This consists of sampling priorities set by Food Standards Scotland for their food surveillance survey and food samples taken as part of our annual sampling plan from Midlothian manufacturers and approved premises. In January, a guilty plea was accepted at Edinburgh Sheriff Court from the Food Business Operator in Gorebridge. Sentencing is schedule for the end of April for 4 charges under the Food Hygiene (Scotland) Regulations 2006. After a Hygiene Emergency Prohibition Notice closed the premises in May, due to an extensive rat infestation, there were a further 2 Remedial Action Notices served also for rat activity within the Page 299 of 394
Page 300
premises. Officers have spent a considerable amount of time over the year working with the Business Operator to bring the premises up to compliance. In total officers have carried out 7 food law inspections, 2 revisits and 3 advisory visits to these premises. The next inspection is due to take place in May 2025. Given the ongoing nationwide crisis regarding the lack of qualified Environmental Health Officers and Food safety Officers, our Food and Safety team have adopted a “grow our own” approach by recruiting a second trainee Food Safety Officer who will complete practical training and required reports before undertaking the Royal Environmental Health Institute for Scotland (REHIS) professional exams in September 2025. Two Environmental Health Officers have been contracted to assist with training of officers and tackling a backlog of inspections to bring our programmed food law inspections back on track; including working on some of our low-risk inspections from our 2024/2025 service plan. Our Trading Standards team received 153 consumer complaints this year, with 31 received this quarter. Compared to last year, this is a 26% decrease from 208 received during 23/24. Across the year 98.7% of consumer complaints were responded to within 5 working days and 97.3% fully completed. Completion is not fully within service control and is dependent on traders and complainants responding to investigations. This year to date at least £50,500 has been returned to 14 Midlothian consumers following Trading Standards involvement. These figures do not include refunds obtained by reporting cases to the Procurator Fiscal or the continued savings of £1.25 each time cash is/was withdrawn from a Bonnyrigg ATM which was restored to free use. Trading Standards prosecution cases continued this year with two cases reaching a conclusion, one regarding a discount bathrooms company who was ordered to repay £10,875.75 to nine customers. The trader pleaded guilty to an offence under the Consumer Protection from the Unfair Trading Regulations 2008 of operating a fraudulent scheme. Another case, involving the supply of oversized vapes where a £500 fine was issued. There are currently three other cases in various stages of legal proceedings and scheduled for trial next quarter. This quarter, the website of a US-owned business was removed for a few days in March after Trading Standards followed up a complaint that the London address listed did not exist. The website was reinstated after assurances were received about the two addresses they now use and that it includes consumer protection information relating to cancelling goods and receiving refunds. In total the Trading Standards have received 32 Business advice requests this year. A local business was supported by Trading Standards this quarter after they felt their product was wrongly accused of being an unsafe toy. The Eastern European safety authority later changed its mind but insisted it was instead a strangulation hazard. Trading Standards helped to engage the national authority, the Office of Product Safety and Standards, and the matter was resolved by making a minor change. Page 300 of 394
Page 301
Illegal tobacco 52 interventions were carried out this year by Trading Standards regarding tobacco and nicotine containing products and Trading Standards were joined by Police Scotland and a tobacco detector dog as part of Operation CeCe Scotland (funded by HMRC), an operation which has been working to seize illicit tobacco since 2021. A total of 9,580 cigarettes and 19 tobacco packs were seized from a shop in Dalkeith after 2 visits. The cigarettes and tobacco were not legal for the UK market and some brands are very likely to be counterfeit, possibly contain unsafe filler material. Trading Standards issued Sanction Notices at each visit which could result in HMRC imposing fines totalling £12,500. This is the first local example of a national problem of a shop being a front for the sale of illicit tobacco. 154 Trading Standards primary inspections took place this year, with 35 taking place during quarter 4, meeting our overall annual target for the year. Primary inspections have reduced this year compared to last where 275 inspections took place. This is due to extensive inspections to farms and small holdings carried out over last year. In addition, all planned inspections were achieved this year in line with our Trading Standards Service plan. 132 intelligence logs were recorded on the national Trading Standards Intelligence database (IDB) by our Trading Standards team exceeding our annual target of 120. (21 logs were recorded this quarter). Intelligence logging remains high this year with similar records made to that of 23/24 and in comparison, to other Scottish Councils, Midlothian continue to sit in the top quartile for logs created. Our Public Health Environmental Protection (PHEP) team successfully recruited a Regulatory Services apprentice this year after being awarded college fee funding from Skills Development Scotland for two Regulatory Services Apprentice posts. This new pilot apprenticeship scheme is aimed at partially addressing the national shortage of regulatory services officers and is hoped to assist future staffing requirements by providing a new route into the field of Environmental Health. This quarter the team successfully recruited a new Environmental Warden principally responsible for dog control and we are supporting them in gaining Level 2 BPCA Pest Control Award. The PHEP team received a total of 1,252 public health service requests during the year from Midlothian residents and businesses (a 12% increase compared to last year) with 289 received this quarter. A further 381 service requests were received from internal sources (a reduction of 8% compared to last year), with 120 of those received this quarter. Key activities for the Public Health Environmental Protection team this quarter included: Page 301 of 394
Page 302
• 113 Short Term Let Licences issued under the new scheme this year with a new in-house short term let processing system is currently being designed. • The team have successfully referred a case to the First Tier Tribunal for Scotland (Housing and Property Chamber) under S22(1A) of the Housing (Scotland) Act 2006 due to a failing to meet the repairing standard at a private rented property. • An animal welfare case reported to the Crown Office Procurator Fiscal Service earlier in 2024 has been accepted and is scheduled to call in Court in Q1 2025/26. • The team successfully submitted new procedures for landlord registration to General Purpose Committee in terms of prescribed information, fit and proper person checking and unregistered landlord investigation. These are now being implemented. • The annual return was submitted to the Drinking Water Quality Regulator confirming 100% compliance with sampling of Midlothian regulated private water supplies. This year our Health, Safety and Resilience team handled 40 workplace health and safety RIDDOR reports, a 53% reduction from 61 during 23/24. 513 liquor licenses were processed by the team, 96% of which were determined, a 36% reduction from 329 received during 23/24. 492 Civic government licences were processes this year, a slight increase of 7% compared to 23/24. Key successes this year include: • The appointment of a new Fire Safety Adviser, due to commence in April 25. • A new Health and Safety Training Brochure was published for 2025. • A new Risk Management E-Learning course was developed and is now on Learnpro to aid and guide staff and mangers identifying and mitigating service risks. • The revision of Midlothian Council’s Severe Weather Plan. • Work in developing the digitalisation of all licence applications made excellent progress this year with some online applications to be launched early 2025/26. • The effective operation of the Safety Advisory Group throughout the year has helped to ensure that all events held within Midlothian’s District were safe and without incident. • A full Health, Safety and Resilience service review was completed and a report submitted to senior management for consideration. Page 302 of 394
Page 303
Neighbourhood Services – performance Energy from Waste 38.9% Recycled 43.6% Landfill 16.4% % OF ALL DISPOSED WASTE* 0.64% 0.01% 0.16% 0.32% 0.69% 2.15% 0.51% 1.00% 3.01% 3.39% Annual 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Annual 24/25 % of Roads and footpath resurfaced (cumulative) % of Footpath % road network1,116 tonnes of carbon emissions saved from street lighting this year. 3,065.37 tonnes of material used to fill temporary and permanent potholes this this. (629.35 in Q4) 16,029 m2 of permanent patching achieved this year (2,864m2 in Q4) 3,122 potholes were permanently repaired this year. (584 in Q4). 6,990 1,890 3,342 5,107 6,642 Annual 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Annual 24/25 Number of vounteer hours in countryside sites (cumulative) Target (24/25 is 6,000) Other 11% *Data shows figures for Q3 24/25. Q4 24/25 not available until Q1. 62 play area, parks and greenspace improvements completed this year to date. Page 303 of 394
Page 304
Protective Services – performance 185 66 35 58 65 33 18 7 5 916 4 2 2 6 Annual 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of abandoned vehicles (quarterly) Reported Notices served Vehicles removed for destruction 100% 100% 96% 100% 100% 81% 88% 84% 96% 89% Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 % of Consumer complaints completed within 14 days responded to within 5 days 90% of food related service requests from mid residents and Businesses responded to with target of 10 working days. Food Standards 287 food law interventions carried out (Hygiene/Food Standards) this year. (113 in Q4 and 312 during 23/24) 208 food law service requests received this year (72 in Q4 and 236 in 23/24) Public Health 97% of public health complaints receiving first response within timescale this year. (78% in 23/24). 1,252 Public Health service requests received from residents and businesses this year. (1,121 in 23/24). 153 consumer complaints received this year (decrease from 208 in 2023/24) (31 in Q4) 492 Civic Government license applications received this year (456 in 23/24) 513 liquor licence applications received this year with 96% determined (329 in 23/24) Trading Standards Page 304 of 394
Page 305
Housing Key achievements 24/25 Meeting housing need The Council’s Strategic Housing Investment Plan (SHIP) 2025/26 to 2029/30 was submitted to the Scottish Government in October 24. The SHIP identifies the Council’s priorities for investment in new affordable housing in Midlothian over a 5 year period. The delivery of more affordable housing remains a high priority for Midlothian, as reflected by our ongoing and ambitious housing development programme. From March 2024 to date we have received the completed handover for 158 new build homes in Conifer Road, Mayfield, St Cuthberts (a mixture of amenity/ambulant disabled housing) in Bonnyrigg High Street, Buccleuch Wynd, Pathhead and Danderhall with 39 amenity houses handed over during quarter 4 at Normandy Court, Dalkeith. There were 6,006 active housing applicants placed on the Common Housing Register at the end of this quarter, a 5% increase compared to the same period last year and a 30% increase from 22/23. 586 lets have been made this year, an increase of 6% from 23/24 and 23% from 22/23. For this quarter, 169 lets were made (averaging 56 lets per month), 2 houses were let through our Housing First model and 47 lets were made to new build and open market purchases during quarter 4. In total 177 lets were made to new build and open market purchases during 24/25. This year we have retained our letting targets of 60% of lets made to homeless households and 40% for general needs with this year’s figures at 60.6% for homeless applicants and 39.4% for general needs. Page 305 of 394
Page 306
Re-let times to permanent accommodation properties has averaged at 34 days to re-let this year which is lower compared to the same period last year at 35 days. Re-let times were higher this quarter at 47 days due to an increase in some of our void turnaround times over holiday periods resulting in a higher than expected annual average. Earlier this year changes to our Housing allocation policy were approved by Council following a consultation process with tenants and stakeholders. The policy aims to prioritise applicants needs and to let the available vacant properties to those in the greatest need in accordance with current guidance and legislation. In addition, Council also approved the adoption of our Mixed Tenure Strategy. With rising numbers of housing applications for social housing, the strategy will support the active promotion of a range of mixed tenures in meeting the needs of affordable housing. A review of our Tenancy Participation Strategy was carried out this year after collaboration with residents and tenants. The new Tenancy Participation and Customer Engagement Strategy 2024-27 sets out our commitments in making sure there are opportunities for all tenants and service users to participate in the design and delivery of our Housing Services. This year’s Annual Return on Charter to the Scottish Housing Regulator received positive results in general and specifically in relation to the time people spend in temporary accommodation and the elimination of our use of bed and breakfast type accommodation. In addition, the Scottish Housing Regulator conducted an assurance visit to evaluate our Temporary Accommodation service. Feedback received was positive and they were satisfied with the processes and improvements implemented so far highlighting our commitment to meeting regulatory standards and providing effective support to those in need. An initial review of our supported accommodation commenced this year to look at better ways we can support, protect and house women within our supported accommodation sites with a resident survey on gendered based space in supported accommodation carried out during quarter 4. Further improvements during quarter 4 include: • Following good practice as part of the Multi-Agency Public Protection Arrangements (MAPPA) guidance, Housing implemented additional checks for surrounding neighbours for individuals moving through the Mutual Exchange process. • A review of our Mutual Exchange process is ongoing, to have enhancement integrated through the Granicus system. Page 306 of 394
Page 307
• Shortlisting amendment request to the allocation policy submitted for Easthouses new builds to be allocated via Newtongrange, rather than as the community boundary, Mayfield. Homelessness There continues to be a significant demand placed on homeless and temporary accommodation services, alongside the increase in energy, food and fuel costs, requiring a comprehensive preventative approach. Homelessness is not inevitable and can often be prevented. The Homeless Persons (Suspension of Referrals between Local Authorities) (Scotland) Order 2022 gives people in housing crisis the freedom to settle where they choose with access to the support they need and aims to help them integrate more fully into the local community and to reduce repeat homelessness. The removal of the necessity to have a local connection to an area under this legislation has seen a shift in persons now presenting to Midlothian. The total number of households in temporary accommodation at the end of quarter 4 was 359, a decrease of 7.5% compared to the same period last year. Strengthening our support services, this year we commissioned Care Support Scotland to manage our Supported Accommodation Service, Tenancy Support Service and Housing First. Care Support Scotland cover a range of support services and work with people experiencing different levels of vulnerability, including those with lifelong support needs to people experiencing homelessness for the first time. We continue to aim to reduce the length of time that an applicant is in Temporary Accommodation and through 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. Latest figures available from quarter 3 show the length of time homeless applicants waited until receiving a permanent housing outcome was 65.9 weeks, although this figure has increased from the same period last year of 57.5 weeks, figures up to end of quarter 3 show an Page 307 of 394
Page 308
improvement with an average of 53 weeks across quarters 1 to 3 compared to 58 weeks across the same period last year. It should be noted, figures for quarter 4 are not currently available however we expect figures to remain steady. Similarly, quarter 4 figures for the length of time homeless applicants spent in temporary accommodation is currently not available. The most recent available data for quarter 3 shows that an average of 47.9 weeks was spent in temporary accommodation, although this figure has increased from the same period last of 39.5 weeks, figures up to the end of quarter 3, show an improvement with an average of 41 weeks across quarters 1 to 3 compared to 48 weeks for the same period last year. It is expected that figures will continue to remain within target and annual figures will be reported during quarter 1. The number of temporary accommodation households that have been flipped to permanent accommodation this year was 170 with 42 this quarter, reducing the need for multiple moves before being permanently housed, allowing for links established within the local community to be maintained. Homelessness prevention assists around 20 households with advice and assistance about homelessness prevention per week. This is rental assistance advice, financial awareness advice and mediation. The number of homeless cases provided with advice and assistance this year was 881 with 232 during quarter 4. We continue to promote this service to ensure early successful intervention when possible. Tenants sustaining permanent accommodation continues to be high this year with 92.77% of homeless applicants sustaining a permanent tenancy after 1 year. Page 308 of 394
Page 309
Building Maintenance The total number of jobs completed internally by our Building Maintenance Service this quarter was 10,457. A total of 35,465 jobs have been completed this year. Jobs include all reactive, planned works, voids and inspections. This year the Building Maintenance Service (BMS) Capital upgrade programme was set at just over 3000 upgrades across our estate, continuing from achievements last year. 3,165 upgrades were completed this year meeting targets set. 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 complete the remaining fire door installs to all our flats to ensure that we are also compliant with the latest fire regulations. This year we have increased the percentage of Council Housing stock meeting the Scottish Housing Quality Standards criteria to 88.35%. Although this is still off target there has been a significant increase from 54.47% meeting standards at quarter 4 of last year. Due to changes in the Energy Efficiency regulations affecting the Scottish Housing Quality Standards (SHQS) criteria, 431 houses were identified as failing the Energy Efficiency Standard for Social Housing (EESSH). We have reduced these failures to meet 2025 targets. However, with the Electrical Installation Condition Reports (EICR’s) now part of the SHQS we found that 4,733 were failing assessment. We have reduced this figure to 1,708 during quarter 2, 1,436 during quarter 3 and 897 this quarter resulting in 88.35% now meeting standard. Work is progressing to bring this indicator back on target. 100% of smoke alarms comply with current legislation. In line with our Damp and Mould policy the service continues to roll out the environmental sensors throughout our portfolio. This year BMS installed 1,082 monitors across 541 homes. 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 3,607. Page 309 of 394
Page 310
Building Standards Although performance targets in relation to building warrant applications issued are off target this quarter and overall for the year, the service continues to provide a high level of customer satisfaction against an increasing service demand, including a continued high percentage rate of customers queries being responded to within 10 working days, 92% for quarter 4 and 94% average across the year. The National Customer Satisfaction Survey which is run by the Building Standards Division of the Scottish Government provides feedback on topics such as communications, time taken, staff, available information, responsiveness, fairness and overall satisfaction and produces an overall rating scale from 1 ‘not at all satisfied’ to 10 ‘completely satisfied’. The most recent information available shows Midlothian having a rating of 7.7, a further update for the 24/25 will be provided at quarter 1. In December the Building Standards service was awarded its full re-appointment period by the Scottish Government. This re-appointment period is from the 1st of May 2023 until the 30th of April 2029 and is subject to the following terms: • The six year appointment period is conditional on the ability of Midlothian Council’s Building Standards service to sustain and improve performance and ensure there is no reversal of performance or investment levels. • Sufficiently resourcing the service to ensure workforce supply will meet longer term demand projections to maintain operational resilience. This year the Building Standards service review was agreed and outlined in the review is the proposal to increase the workforce to manage the increase in workload, as well as successfully managing the future of the service as it navigates through the expected changes due to succession planning. Building Standards met with the Scottish Government in October 2024 and was given a positive review and welcomed the outcome of the Rational Report and the Councils commitment to the service re-structure. The service has appointed two building standards inspectors, new modern apprentices. The team will assist with the training and development of the new staff members and looks forward to their successful transfer to full time inspectors in two years. Page 310 of 394
Page 311
Housing – performance 35 23 47 28 47 34 Annual 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Annual 24/25 Time taken to re-let permanent accommodation properties (calendar days) 6,006 applicants on housing waiting list as of end of this quarter (General needs and Homeless) (increase from 5,712 in 23/24). General needs 39.4% Homeless 60.6% % of lets made to applicants this year 586 housing lets this year (169 during Q4). 177 Lets to new build and open market purchases this year. (47 in Q4) 15 Lets to Housing First applicants this year. (2 in Q4). 90.76% of Homeless applicants sustaining a permanent tenancy after 1 year. Due to reporting issues, data for quarter 4 will not be available until quarter 1. 57.5 43.8 49.9 44.1 65.9 Q3 24/25 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Length of time (weeks) homeless applicants wait until receivng a permanant housing outcome Target (under 85 weeks) 39.5 40.3 42.0 33.9 47.9 Q3 24/25 Q4 24/25 Q1 24/25 Q2 24/25 Q3 24/25 Length of time (weeks) homeless applicants spend in temporary accommodation Target (under 60 weeks)Page 311 of 394
Page 312
Percentage of housing repairs completed on time up to quarter 4 Building Standards Building Services – performance 59.47 72.1 76.55 80.29 88.35 0 50 100 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 % of Council housing meeting Scottish Housing Quality Standards (SHQS) (cumulative) 10,457 jobs completed this quarter by our Building Maintenance Service 35,465 jobs completed year to date 93.42% of emergency repairs completed on time 84.32% of priority 2 repairs completed on time 80.98% of priority 3 repairs completed on time Building Standards National Customer Satisfaction Survey rate: 7.7 out of 10 58% 50.7% 60.2% 48.6% Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 % of first reports for building warrant applications issued within 20 working days 74% 72.4% 75% 74% Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 % of building warrants issued within 10 working days, following receipt of satisfactory information Page 312 of 394
Page 313
Economy & Regeneration Key achievements 24/25 This year Council approved the Economic Strategy for Inclusive Economic Growth 2025-2030. 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 313 of 394
Page 314
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. 46 ‘Planning to Start’ enquiries were received in quarter 4 with a total of 198 enquires for the year. Enquiries are received from individuals that are considering setting up a business but need support to achieve this, these clients tend to have numerous sessions with their advisor covering areas such as business planning, access to finance, regularity compliance, routes to market and can take from 3 months to a year to reach the trading stage. Compared to last year, there is a reduction in ‘Planning to Start’ enquires from 235 during 23/24. However, ‘Strengthen Your Business’ enquiries were launched this financial year, these are a mix of disengaged clients that are re-engaging or new clients. These enquires present an opportunity to engage new businesses with the service, as well as re-engaging existing clients. In quarter 4 we received 22 ‘Strengthen Your Business’ enquires and 58 in total for the year. Combined with our ‘Planning to Start’ enquires this gives a total of 256 enquires for this year. As well as ‘Planning to Start’ and ‘Strengthen Your Business’ enquiries, the Business Gateway Service handle calls and enquiries from existing and growth businesses as well as hosting the weekly Enterprise Hub at Edinburgh College Dalkeith and the 2 SIMD area sessions in Gorebridge and Woodburn, these community sessions are actions set out in our Single Midlothian Plan. The total number of new Business start-ups this quarter was 55, creating a total of 73 jobs and an estimated contribution of £2,365,000 to the Midlothian economy in their first year of trading. This is an increase of 25 more start ups compared to the same period last year. This year we have supported and recorded 131 new start businesses, within 171 jobs, (an estimated contribution of £6,245,000 to the Midlothian economy in their first year of trading), this is an increase in start ups overall for the year compared to last year’s figures which show 103 new start businesses supported with 145 jobs. Page 314 of 394
Page 315
Business Gateway, as part of the ‘Gateway to the Future’ service redesign, are looking to engage with more existing and growing businesses. Pre-start micro-businesses and sole traders are still key to the service. The perception of how Business Gateway can support has to expand into growth and high growth client profiles in order to maximise the Economic Development potential, this is what has driven the launch and promotion of the ‘Strengthen Your Business’ enquiry tool. Further to the above, and also part of the Business Gateway Service redesign, this year saw the launch of new CRM tools; ‘customer categories’ and the ‘progress tracker’: • Customer categories: the existing categories pre-start/new business/business base have been complemented by pre-start plus, new- business plus and local priority categories. Business Gateway local offices can now differentiate incoming planning to start businesses with more economic development potential across set metrics (premises, growth potential, exporting, minimum revenue, employee numbers) by setting as ‘pre-start plus’. If potential is realised and business starts, they will be ‘new business plus’. One year after being ‘claimed’ as a start, if potential is still there, they can be categorised as a ‘local priority’. • Progress Tracker: where clients (due to potential economic development impact and scope) are requiring multiple interactions, across multiple themes, the progress tracker is a useful tool to retain all interactions in one place. The set applicable themes include Human Resources, Carbon Reduction, Intellectual Property, Community Wealth Building, Innovation, Fair Work, Digital Maturity and Finance. This can be useful to see which outcomes have been achieved and is helpful where more than one person is providing support for a client. It also provides continuity where there is absence or staff turnover. Page 315 of 394
Page 316
The Business Gateway Conference took place in quarter 4, with a keynote speech delivered by Richard Lochhead MSP, Minister for Small Business, Innovation, Tourism and Trade. Business Gateway’s Chief Officer, Hugh Lightbody spoke of the research into the Business Gateway service redesign, and the importance our customers placed in the one to one adviser support. Part of the Business Gateway redesign includes a focus on Continuous Professional Development (CPD) for advisers, who have taken advantage of CPD activity areas such as AI, IP, Economic Development priorities for 2025/26 and working with neurodiverse clients. During Quarter 4, Business Gateway Midlothian sponsored an award and attended the East Lothian and Midlothian Chamber of Commerce Business awards. 18 Business Gateway Midlothian clients were nominated, with 5 winners; Aristo Cat Care winning new business of the year; Rosslyn Chapel Trust won for Best Environmental Impact; Ian Gardner (RCT) won Local Hero; Rutland Square Spirits won for Food and Drink; MacSense Group won Best Community Impact. Business Gateway Expert Help Programme The HR and Finance Expert Help programmes closed in February 2025. Both programmes were very popular with the local clients, with 22 businesses benefitting from the HR programme and 16 benefitting from the Finance programme. The Net Zero Nation 12-month programme finished in December 2024. An in person event was organised in January for the graduating cohort at the Energy Training Academy. Client feedback was positive, with a full case study on the effectiveness and relevance of the pilot programme to be developed in quarter 1. The programme was most successful with the larger production-based clients who are more reliant on supply chain partners or produce goods for major supermarkets, however all clients involved provided positive feedback about the programme: • A manufacturing firm stated that thus far none of their clients have asked for the detailed level of carbon accounting in the programme, but they are glad to be prepared for it when it happens. • A Brewing company felt the programme was beneficial and has inspired them to focus more on their carbon accounting but have decided to engage support from a consultancy that specialises within the brewing industry. Page 316 of 394
Page 317
• A hospitality business stated that the programme was good, has made the business focus more on emissions but their suppliers and customers are not seeking such detailed carbon accounting information at this point. The 2nd Cohort of our Learn Ecommerce programme completed this quarter at the end of March with 14 local businesses going through the programme. Business Gateway were actively involved in the group sessions, on the 22nd of January and 5th of March. So far 7 of the businesses have taken advantage of one to one follow up sessions, with full diagnostics of their web presence and suggested improvements. The 12 sessions will remain bookable with the clients until the end of April. So far, the feedback has been very positive. Jen Nichol, Coordinator of Rosemains Steadings CIC said: “The programme has focussed our website redesign and has already made a tangible difference to our ecommerce strategy.” A review of the expert help inputs is under way and a new suite of programmes will be launched for the financial year 2025/26. Business Gateway Midlothian Events Business Gateway held 4 coffee mornings throughout this year at 4 different venues across Midlothian at Rosemains Steading (Pathhead), The Craigie Hotel (Penicuik), The Energy Training Academy (Dalkeith) and Midlothian Innovation Centre (Roslin) attracting 154 attendees. During quarter 4 a Coffee Morning was held at the Midlothian Innovation Centre (MIC) on the 24th of January. The speaker was Mark Blair from Effective Now, a Midlothian based consultancy and Business Gateway client. 37 local businesses attended the event with 3 new Business Gateway registrations post event. Excellent feedback was received in regard to the speaker, venue and catering. The event further cemented relationships with the Midlothian Innovation Centre and agreement was made to carry our Gateway surgeries on site on a quarterly basis for the next financial year. Page 317 of 394
Page 318
Business Gateway also carried out a Rosemains Steading Business Association catch up session this quarter on the 22nd of March. 8 of the 17 resident business attended, along with the Rosemains Steading coordinator Jen Nicoll, Will Callander the owner of Preston Hall and Director of the CIC and Ella Fletcher, the second Director of the CIC. They outcomes of the session included: • Quarterly on-site meeting to schedule continued support of Business Association. • Growth project discussed for the CIC and potential UKSPF funding route. • The Rosemains Steading coordinator agreed to support development of Convenor role for all of Midlothian’s Business Associations • A case study to be developed focussing on the growth of the association, the success of the resident businesses and contribution to Community Wealth Building. UKSPF Local Business Support The Shared Prosperity grant funding for local business support closed on the 31st of March 2025. The first tranche of funding was allocated in January 2023 with two further tranches allocated throughout 2024-2025. A total of £371,130.09 grant funding was awarded under the following themes with a total of 34 grants distributed: • Community Wealth Building, 13 applications • Exporting – 8 applications, (2 withdrew) • Tourism Culture & Heritage, 11 applications • Net Zero, 2 applications The Tourism Culture and Heritage funding included £24,800.00 to Economic Development to create 5 marketing videos and the procurement process awarded this work to local business Fifth House Design. The year the Green Skills programme (fund value of £100,000) upskilled local plumbers, heating engineers and electricians in the installation of Heat Pumps and Solar Panels/Battery Storage, this programme includes the Managed Learning Programme (MLP) which takes an individual with no experience of the trade to fully qualified gas and heat pump installers. Four unemployed individuals commenced on the MLP programme, each participating in a work placement with a local installation company for the duration of the programme. The Solar Panel and Page 318 of 394
Page 319
battery storage programme upskilled 22 electricians, 11 of which were employed by Midlothian Council. The Air Source Heat Pump element of the Green skills programme has been less popular but upskilled 12 local plumbers and heating engineers. The Economic Development team and our delivery partner The Energy Training Academy actively promoted the Green Skills programme via various online channels such as Locate in Midlothian, Facebook and LinkedIn and reached out to non-Business Gateway registered businesses and converted them to clients in addition to supporting them to access the training. Social Enterprise The Business Gateway service continue to promote the Social Enterprise model to clients where their plans, objectives and values align to the model. Contributing to Community Wealth Building objectives, the team support projects from the Social Enterprise Conversation sessions as they develop. The service supported 62 Social Enterprises this year. 13 Social Enterprise organisations were supported in quarter 4 and included: • 2 pre-start social enterprises have been provided with support to develop their idea and been given advice on support available and the current social enterprise landscape. One is now incorporated. • 2 pre-start business associations have been provided with support and advice to set up structure and begin trading. • 4 Social Enterprises have been provided with land and property support including 2 Development Trusts that have been provided with support to look at developing a community asset and two other Social Enterprises that have been supported in a search for premises. • 1 Social Enterprises has been provided with support to pursue a commercial opportunity in partnership with another commercial enterprise. • 1 Third Sector Organisation has been referred to our culture and tourism officer for support to develop culture and heritage assets. • 3 Social Enterprise have been referred for PR support from our digital officer. One of which has been promoting a new community transport scheme aimed at women’s safety. Page 319 of 394
Page 320
Tourism, Culture and Heritage Development of the Midlothian Tourism Strategy continued in quarter 4, with publication planned for Summer 2025. The strategy will align with the wider Inclusive Economic Growth Strategy and outline strategic priorities around tourism growth, sustainability, and local economic impact. Work commenced on establishing a strong evidence base through the reinstatement of STEAM (Scarborough Tourism Economic Activity Monitor) to capture visitor numbers, spend, and employment. This will be supported by a comprehensive visitor survey programme, ensuring the final strategy reflects both data-driven insight and local priorities. The fifth and final marketing video funded through UKSPF was completed this quarter, showcasing Midlothian’s cultural, outdoor, and family visitor offer. These videos will be used across Locate in Midlothian and other relevant platforms to support regional campaigns and increase destination awareness. Engagement continued with the ESES Regional Visitor Economy Partnership (RVEP), contributing to ongoing discussions around low-carbon tourism, destination development, and visitor management. In February 2025, the Economic Development Officer for Tourism, Culture and Heritage attended VisitScotland’s ‘Destinations Deep Dive’ workshop in partnership with the Travel Foundation. The national event brought together destination leads from across Scotland to explore how local areas can implement sustainable tourism practices aligned with national goals. Midlothian contributed to discussions on right-sized solutions, behaviour change, and systemic thinking. Learnings from this event will directly inform the delivery of the Tourism Strategy 2025– 2030 and the Council’s broader sustainable tourism approach. Quarter 4 also saw the early-stage development of a Rural Tourism Infrastructure Fund (RTIF) application for improvements to infrastructure at Vogrie Country Park. Economic Development is working in collaboration with Planning, Land and Countryside Services and Roads to gather baseline data on visitor pressure and infrastructure need. Subject to progression, the Council aims to submit a full RTIF application and associated planning permissions early 2025/26. The project reflects Midlothian’s ongoing commitment to sustainable tourism development and investment in key visitor destinations. Land and Property Property enquiries are specific premises enquiries and sign ups to the property mailing list. This year a total of 113 property enquires were received. 30 enquiries from local businesses were received in quarter 4 of which 12 were from businesses outside of Midlothian, these could Page 320 of 394
Page 321
be considered Inward Investment enquiries however they are all smaller businesses looking to relocate from Edinburgh or surrounding areas. 3 inward investment enquiries were received in quarter 4, 1 from a development company in Edinburgh working on behalf of an investor based in Bristol who is looking to set up a community leisure facility to bring jobs, tourism and a community hub to Midlothian. 1 enquiry from an Edinburgh business looking to relocate to Midlothian, bringing 28 jobs and 1 enquiry is for rent or purchase of land for a glamping business, a potential interested party for Vogrie when ready for advertising. Property Assets This year our Estates and Asset management team concluded the sale of the Leadburn dwelling and the sale of the former Loanhead Police Station, the acquisition of 3 houses under the Ukrainian Resettlement Programme, Shawfair land acquisition for the education provision at the site and in conjunction with Midlothian Energy Limited (MEL) the team concluded options into future heating alternatives for the Bonnyrigg Heating Scheme. Key achievements this quarter include the Community Asset Transfer of Polton Hall Pavillion and Park to Bonnyrigg Rose Community Football Club. The letting of unit 2 at Dryden Glen following successful marketing and receipt of 12 offers. The Loanhead Police Station bidders secured planning permission now allowing sale to now progress to completion. Work continues this quarter in energy management activities to drive forward energy savings and switch to more financially and environmentally friendly heating systems with the smart meter replacement programme progressing for common Stairway supply. The conclusion of a Forensic Energy Audit which identified more than £70,000 of annual savings now being implemented. This quarter the team successfully implemented the Systems Link Energy Management system on the Cloud. Page 321 of 394
Page 322
Planning Following the adoption of the National Planning Framework No.4, the Planning Service formally commenced its review of the Council’s adopted spatial strategy, the Midlothian Local Development Plan 2 (MLDP2). The first phase consisted of engagement with community groups, key agencies, the development industry, local residents and elected members. This engagement was ongoing throughout 2023/24 and continued into 2024/25. At its meeting in June 2024 Council approved the MLDP2 Evidence Report, including setting a Local Housing Land Requirement at 8,851, for submission to the Scottish Government for ‘Gate Check’. This is the first major milestone in the MLDP2 process. The Evidence Report has now cleared the ‘Gate Check’ process, the second Council in Scotland to clear this process. The outcome of this process was reported to Planning Committee at its meeting in October 2024. This quarter the Council has undertaken a ‘call for ideas’ exercise and assessing the responses in preparation of publishing the sites promoted by landowners and developers. Throughout 2024/25 the Planning Committee has determined to grant planning permission for a number of strategic developments which contribute towards the Council’s planning, economic and environmental objectives, and include: • planning permission for a new primary school campus at Mayfield and a waste transfer state at Middleton Quarry. The Planning Committee also approved the Dalkeith Regeneration Development Framework Planning Guidance, which sets out the Council’s vision for Dalkeith Town Centre. • At its meeting in March 2025 the Planning Committee granted planning permission for two strategic applications, the first one being the redevelopment of the Mayfield Primary School and Community Facilities Campus and the second application was for the erection of a new secondary school and community facilities campus on land to the east and west of Seafield Moor Road, Bilston. Page 322 of 394
Page 323
103 23 37 20 17 55 Annual 24/25 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of new Business start ups (quarterly) 76% 70% 80% 65% 66% 70% Annual 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Annual 24/25 % of planning applications completed within target of 80% Planning, Sustainable Growth & Investment–performance Social media 1,769 Locate in Midlothian followers. 2,580 Business Gateway followers 14 weeks Average time to determine planning applications for local developments. 44 weeks Average time to determine planning applications for major developments. 113 property enquires received (30 in Q4) 62 Social enterprises supported this year (13 in Q4) 197 ‘Planning to Start’ enquires/submissions this year (46 in Q4) 58 ‘Strengthen your business’ enquiries this year (22 in Q4) Page 323 of 394
Page 324
59.08% 54.44% 54.02% 59.56% 59.82% 38.03% 34.35% 40.50% 40.89% 37.13% 67.75% 67.76% 68.27% 70.05% 68.57% Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 % of school meal uptake Primary Secondary Free school meals 106.76 109.1 106.96 108.12 104.55 105.75 107.84 109.03 106.04 108.04 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Percentage of cleaning hours against budgeted hours achieved primary school Secondary school 5.21% 4.98% 4.35% 4.24% 3.97% Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Target (less than 7.5% of waste) Property and Facilities – performance 6.92 nursery and primary school meals prepared per hour this year (6.85 in Q4) 8.46 secondary school meals prepared per hour this year (8.38 in Q4) TARGET: APSE national average 8.84 meals prepared per hour Percentage of school meal food waste Page 324 of 394
Page 325
Health and Wellbeing Key achievements 24/25 Facility Services Across this year our Catering Services prepared and served over 1.16 million school meals across our education setting. The percentage of secondary school meal uptake this quarter was 37.13% and continues to sit above the Association for Public Service Excellence (APSE) average of 36.23% with overall annual figures for 24/25 sitting at 37.22%. This is due to changes made to the menu offered to secondary schools to attract pupils back into the dining room. This remains consistently on target with figure from 23/24 being 37.13%. The percentage of primary school meal uptake for this year increased to 59.96% and remains steady compared to a 58.84% uptake for 23/24. (quarter 4 figures show 59.82%, a continued upward trend from the start of the year). Primary school meal uptake continues to sit well above the Association for Public Service Excellence (APSE) average of 41.24%. The percentage of school meal food waste has decreased slightly this year to 4.38% from 5.73% last year. (quarter 4 figures 3.97%). The service continues to look at ways to reduce our food waste across all schools. This year our Catering Services team were awarded the Bronze Food for Life Award and the Pro-veg School Plates Bronze award. This quarter the new school meal menu was drafted and is ready to be implemented after the Easter Holidays. 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 APSE averages, based on the APSE national average of cleaning 192m per hour. Productivity hours have increased this year compared to last year. This year Facility Services contributed to the smooth transition of Mayfield Primary to Easthouses Primary School. In conjunction with our Property Maintenance team, completed holiday works programmes across our schools and ensure the smooth opening of the new Woodburn Primary School extension and Easthouses Primary School. Page 325 of 394
Page 326
Sport and Leisure Our Tonezone memberships continues to grow through improved marketing and promotion with a total of 5,349 memberships up to the end of quarter 4. The highest number of memberships to date with an increase of 9.7% compared to last quarter and an increase of 15% compared to the same period last year 23/24. Usage figures across our sport and leisure facilities have increased this year with a 13% increase in usage across all facilities (excluding pools) attendances and an 11% increase at our swimming pools. This year a new Sport and Leisure mobile app was launched making it easier for customer to access and manage their account, book classes, get live pool updates, news and Active Schools information. As of quarter 4, the app now has over 21,000 downloads, 5,574 during quarter 4. Our app can be found on the Apple and Google store. Primary 4 free swimming lessons continue this quarter after an effective system was put in place from our programme development officer. Two swimming blocks were delivered during the quarter delivering 18 classes per week, totalling 3,378 attendances over both 5 and 3 week blocks. Across the year there was a total of 11,583 attendances. Our Alpine coaster at Midlothian Snowsports Centre opened successfully on the 14th of September. After a successful communications campaign the coaster was fully booked since its opening weekend to the 13th of October with 11,479 tickets being sold. This quarter a further 22,868 tickets were sold, an increase in ticket sales of 22% compared to last quarter. The total ticket sales since the opening up to the end of quarter 4 is 46,774. Page 326 of 394
Page 327
Our Snowsports Centre figures continue to increase this year compared to previous years with a 9% increase in Ski/Snowboarding instruction/lessons compared to last year and a 66% increase compared to 2022/23. From last year a 3% increase in Ski Centre event usage and a 4% increase in the school ski programme sessions covering Midlothian and non Midlothian based schools. Ski/snowboarding practice open sessions (pay and play) remain steady compared to previous years. Midlothian Snowsports Centre usage figures over a 3 year period: Activity type 2022/23 2023/24 2024/25 Ski/Snowboarding Instruction/lessons 27,427 42,054 45,662 Events 4,702 3,933 4,069 Ski/Snowboarding practice (open sessions – pay and play) 16,477 16,492 15,226 Schools programme 25,390 23,931 24,869 Total 73,996 86,410 89,826 Page 327 of 394
Page 328
Our Active Schools Midlothian team continue to work in partnership with sportsscotland, 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 extra curricular physical activity and sport before, during and after school and in the wider community. Recent data shows that 388 activities were delivered this year over quarters 1 and 3, an increase of 17% from 331 delivered during the same periods last year. 5,479 participants attended Active Schools free extra curricular club across quarter 1 and 3 which is an increase of 19.5% compared to the same periods last year of 4,584 participants. The number of volunteer hours delivered in the Active Schools Programme during quarters 1 and 3 has also increased from this time last year from 2,649 volunteers compared to 3,290 during this year. An increase of 24% for this year. Our October and December holiday programme was well attended generating income and resulted in a good base to build on for future years. In addition, this year Newbattle High school won the School Sport Award at the Scottish Sports Awards 2024. 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 1,307 Midlothian Active Choices attendees with 364 new referrals received after completion of MAC sessions showing an increase of 7% compared to the same period last year. Across 24/25, 6,431 attendees attended sessions, an increase of 13% compared to last year with a 18% increase in new referrals. The new of activities offered by Ageing Well to 50 plus age groups has also increased this year with 3,045 activities officered compared to 2,763 offered during 23/24 (780 activities offered during quarter 4). Page 328 of 394
Page 329
80,164 70,366 77,017 74,009 88,905 45,613 52,615 57,321 44,572 53,992 30,661 28,187 28,223 32,978 32,799 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of attendances at Sport and Leisure facilties (quarterly) All facilities (excl pools) Swimming pools Outdoor facilities -pitches/pavillions 4,628 4,386 4,527 4,872 5,349 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 1,447 1,670 1,653 1,307 1,801 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of MAC attendees (quarterly) 379 416 444 364 471 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of new referrals after completion of MAC sessions (quarterly) Ageing Well £341,220.85 £368,200.35 £372,559.38 £397,740.65 £404,017.15 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Sport and Leisure - performance Number of Tonezone memberships (cumulative) Midlothian Active Choices (MAC) 660 741 780 744 780 Q4 23/24 Q1 24/25 Q2 24/25 Q3 24/25 Q4 24/25 Number of activities offered by Ageing Well to 50+ age groups (quarterly) Total income generated from Tonezone memberships Page 329 of 394
Page 330
Capital Investment Programme As Scotland’s fastest growing local authority area, it is critical to delivery that investment in community infrastructure, such as housing, the learning estate, economic investment and green infrastructure, is in the right place at the right time. This will help our communities to live well, live locally and prosper. How we invest in community infrastructure must also respond to changes in our working and living patterns brought about by the pandemic. Communities need to be able to readily access the services they require. Capital investment is also an opportunity to support our local economy through job creation and skills enhancement, particularly in relation to supporting a transition to a green economy as we invest in sustainable, highly energy efficient buildings. As a growing Council, we have the opportunity to transform parts of Midlothian in a way that reflects how we live now. We will invest in community infrastructure with a focus on place-making, reducing inequalities, improving economic opportunities and improving education and health and wellbeing outcomes. The Capital Investment Strategy brings together many strands of the Council’s activities to build upon our past successes and drive forward innovation in a co-ordinated and achievable manner for the benefit of Midlothian and its citizens. 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, a record 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. To ensure Midlothian is ‘building back better’, this investment is also creating new jobs, apprenticeship opportunities, opportunities for businesses and communities and families. These new opportunities help lead the way towards a better future for Midlothian. The Education Learning Estate Strategy programme continues 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 Page 330 of 394
Page 331
1134, 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 297 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. Construction and Development Key achievements across our Construction and Development team this year include: • The completion of contracts 1 and 2 of Destination Hillend with parking and service infrastructure in place and the opening of the new Alpine Coaster. • The opening of the new Easthouses Primary School, a high quality learning space welcomes by CYPP and the completion of Woodburn Primary School gym and kitchen extension • New Passivhaus housing developments completed and certified in Bonnyrigg High Street, in addition to Buccleuch St, Dalkeith and Burnbrae, Bonnyrigg. • Nomination for 2 Scottish Property Awards (Regeneration and Education) for Buccleuch St passivhaus housing and Easthouses Primary School. • Entered into a contract for 20 homes on site of former leisure centre in Danderhall, at Newton Church Road. On site as of January 2025 with homes being built to Passivhaus standard. • Passivhaus development progressing well on site at former Newbattle High School, part of Scotland’s largest Passivhaus housing programme. The first handovers are programmed for summer/autumn this year. Page 331 of 394
Page 332
• Replacement Highbank Intermediate Care on site with extra care housing progressing well on site with Ogilvie in Bonnyrigg • Newbyres Gorebridge replacement housing site is progressing well and on programme with the construction of 79 new homes. Achievements this quarter include: • Budget for All Through Campus at Shawfair approved to allow progress of design development for 2 stream (with capacity to be expanded to 3 stream) and 900 pupil High School to serve the new community at Shawfair. Final payment to Network Rail made for acquisition of site. Grouting of site underway by Shawfair LLP per the terms of the back to back agreement. • Pre Construction Services Agreement agreed with Morrison Construction for redevelopment and retrofit of Penicuik High School. Design Sprint underway to bring project back into budget. • Contractor (Morgan Sindall) appointed for Beeslack Replacement Community High School project at Easter Bush. • Budget approved for extension to Bilston Primary School and modular unit at Roslin Primary School. • Contract agreed and signed with Dundas Building for 28 homes on Edmonstone Road site, previously being delivered by Stewart Milne. Dundas Building taking private housing forward and will also deliver homes for Midlothian Council. • Final account agreed on Contract 1 and 3 at Hillend with Weigand and Robertson Civils. • Planning consultation held for retrofit works to Midlothian House in Dalkeith Library. Online consultation form extended until 18th April. Procurement strategy for contractor appointment in place. Project due to go out to the market during quarter 1 and funding application to SALIX to be submitted during this period. • Cross Council Vogrie Renewal Strategy Delivery Team set up to take forward priority actions of strategy. Page 332 of 394
Page 333
Challenges and risk Over recent years, innovative ways of working have been introduced and services adapted at pace to respond to the needs of our citizens, in particular those experiencing the greatest levels of poverty and inequality. Our services are continuing to build on this learning moving forward, harnessing the energy, flexibility and creativity demonstrated by our workforce, to embed a culture of continuous improvement and innovation across Place. Growing Council In addition to the financial sustainability challenges, other challenges for Midlothian continue in the cost of living crisis, the growing and ageing population and the increasing demand for services that this brings. The recent Census results 2022 highlights 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. The approved 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: Page 333 of 394
Page 334
• 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. Risk The Council’s Strategic Risk Profile is presented retrospectively to Audit Committee quarterly. The most critical risks to the Council are Financial Sustainability, Climate Change and the Change Programme. Corporate Solutions is key to the delivery of mitigating actions to these risks; through strategic planning and the Medium Term Financial Strategy and driving forward the Council’s transformation programme to drive change and redesign services. Page 334 of 394
Page 335
Pentana Performance Dashboard – Q4 24/25 A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) Page 335 of 394
Page 336
Page 336 of 394
Page 337
Midlothian Council Report Year End/Quarter 4 2024/25 Progress Against Strategic Outcomes The Single Midlothian Plan focuses on three main priorities: • 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. In recent Census results, Midlothian is projected to have the highest percentage change in population size of all mainland council areas in Scotland with an increase of 16%. In addition, Midlothian has 10 zones which fall into the most deprived areas living a local share of 8.7% living in the most deprived areas in Scotland. To accommodate growth within the resources available we will need to think differently about the services we deliver and how we deliver them. Rooted in the creation of a wellbeing economy, in June 2023 Council approved the new Transformation Blueprint 2023-2028. Some services will be transformed to meet our growing population within the financial envelope available, others may be delivered in a different way and some will need to stop. Fostering a collaborative culture where everyone is focused on the same end goal – creating effective and efficient services which will benefit our citizens – will be crucial to future success. The Transformation Blueprint will focus on the nature of the work we will do, developing a 21st century workforce supported by a workplace fit for the future where joined up services are delivered in a holistic and integrated way. The 5 key objectives of the Transformation Blueprint are: 1. Support the Council to address the 5 year funding gap of £29.121 million 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 fit for a 21st century workforce. 4. Design a workplace fit for the future delivering services in a holistic and integrated way as well as utilising our assets to maximise their potential. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in integrated service delivery which improve community outcomes. Following approval from Council, this quarter saw the formal launch of our Workforce Strategy 2024- 34 and Digital Transformation Strategy 2024-29. The strategies are a core elements of the council’s Transformation Blueprint and will support the council’s medium-term financial strategy (2023-2028). Workforce Strategy 2024-34 is accompanied by a 3-year short-term action plan and the strategic aim are: • Plan: deliver an evidence and outcome-based workforce planning framework that is an integral part of the council’s approach to strategic planning. Performance Review and Scrutiny Committee Tuesday 10 June 2025 Item No 5.11 Page 337 of 394
Page 338
• 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. Digital Transformation Strategy 2024-29 outlines the key priority areas the Council will focus on over the next 5 years, harnessing digital tools, technology and data. The key areas are: • Automate: For an Efficient, Modern Council • Reimagine: Transform Service Delivery • Data: Deeper Insights and Preventative Operations • Secure and Sustain: Protect and Preserve Whilst a full update for the performance for each of the Council’s Service areas is published separately, this report reflects a summary of the key service updates, against the thematic areas of the Single Midlothian Plan. Page 338 of 394
Page 339
Single Midlothian Plan Themes in 2023/27 Midlothian will be Healthier – Achievements The Midlothian Integration Joint Board (IJB) plan and direct delegated health and social care services for the people of Midlothian. Midlothian Health and Social Care Partnership (HSCP) oversees the delivery of all the services delegated to Midlothian IJB. The aim of integrated health and social care is for the people to experience more joined up treatment and care. Achievements include: • Learning Disability Team – provides social work assessment and care management services to around 400 people with a Learning Disability. The Care Inspectorate have completed inspections of a number of services including, Cherry Road Resource Centre which received ‘Very Good’ grades in four of the themes inspected and a ‘Good’ grade for one. The inspection identified high standards of care being provided in the service with individuals being supported to engage in activities that were meaningful to them. The staffing in the service was seen as a key strength with the report noting ‘The manager and senior staff modelled the practice they expected, and this led to good outcomes’ ‘for the people using the service’. • Physical Disability Team - The number of people with a physical disability who currently require support and receive a service from adult and social care in Midlothian is around 380. The 90% performance target for referral screening episodes to be concluded within 3 working days has been consistently achieved with an average achievement rate of 96% for the year. There has been an identified increase in the number of people with a physical disability who are being provided with support at home, of 24% across the year. • Older People’s Social Work Team – The 60% performance target of all initial care home reviews completed within 12 weeks of admission has consistently been achieved with a 96% completion rate at year end. • Hospital In Reach Social Work Team – Assess the needs of people who need support relating to hospital discharge. The service priority for referrals to be screened within 2 working days of allocation achieved the 95% performance target with a 99% performance rate at year end. • Newbyres Village Care Home – The team provide 24 hours care and support for 48 residents. A 96% occupancy rate was recorded at year end and has been achieved since Q3. • Care at Home - In 2024/25, the service had an inspection where it received improved gradings which were predominantly grade 5/very good . The whole service including commissioned services and Self-Directed Support Option 2 delivers around 9000 hours per week. • The Health Inclusion Team (HIT) works with some of the most vulnerable populations, such as those affected by homelessness, substance use, community justice and carers. The service operates predominately on outreach work, mainly through the temporary accommodations throughout Midlothian. During the financial year the team has supported 164 people with average referrals being 13 a month and the maximum wait time from referral to contact was 1 day. Page 339 of 394
Page 340
• Adult Mental Health Service - All adults referred to the Adult CMHT Midlothian Mental Health continue to meet the waiting time directive of 100% of all individuals referred to adult mental health are seen within 18 weeks. Neurodiversity continues to have increasing demand which impacts on the waiting times for neurodiversity screening and assessment. At year end, there were 440 people in Midlothian waiting for an assessment for neurodiversity. Post diagnostic support feedback gives the opportunity for individuals, carers and families to feedback, and share their experience of the service and this feedback is used to continuously learn, develop and strive to improve our service and the experience individuals, families/carers have when engaged with the service. • Midlothian SUS treatment service – The Scottish Government HEAT target that 90% of all individuals will wait no longer than 3 weeks (21 days) from point of referral to drug and/or alcohol triage has consistently been achieved in 2024/25. The service received 54 new referrals over Q4, and all individuals for both alcohol and drugs have been seen within 21 days. The Near Me programme, funded by the Scottish Library and Information Council (SLIC) and the Scottish Government Technology-Enabled Care programme have supported the launch of 2 hubs in Midlothian (in Dalkeith and Gorebridge Libraries) enabling people who lack digital access, digital skills or a confidential space at home to have a remote consultation with health and social care staff. This saves time and travel costs and increases equitable uptake of health services. Library staff are on hand to provide assistance if needed. Tonezone memberships continues to grow through improved marketing and promotion with a total of 5,349 memberships up to the end of quarter 4. An increase of 15% compared to the same period last year. The Sport and Leisure mobile app makes it easier for customer to access and manage their account, book classes, get live pool updates, news and Active Schools information. As of quarter 4, the mobile app now has over 21,000 downloads. 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 year saw 6,431 Midlothian Active Choices attendees with am increase of 18% in new referrals after completion of a MAC session. The activities offered by Ageing Well to 50 plus age groups has also increased this year with 3,045 activities offered. The rolling programme of Wellness@Midlothian initiatives continues to support the positive health and wellbeing of our staff. A total of 95 health and wellbeing events held, an increase of 27% compared to last year with a total of 1,751 attending events, an increase of 194% compared to last year’s attendance. Midlothian will be Safer – Achievements This theme aims to address the underlying causes of offending behaviour, working with a range of individuals and organisations within community justice. The Community Justice (Scotland) Act 2016 supported a redesign of the community justice system, transferring the responsibilities for reducing offending and reoffending to local Community Planning Partnerships (CPPs). A National Strategy for Community Justice (2022) and National Outcomes, Performance and Improvement Framework (2023) were published by the Scottish Government to outline the new model. Individuals become formally involved with Justice Social Work at the point of conviction when a Court makes a request for a Justice Social Work Report; requests for assessment and risk management planning are received from the Scottish Prison Service and the Parole Board. Between 1 January and 31 March 2025, the team received 143 requests for reports, a reduction Page 340 of 394
Page 341
of 15% on last quarter. The main community-based sentence is a Community Payback Order (CPO), which can have several requirements attached to it. The most frequently imposed requirements are Supervision and Unpaid Work. The Courts have imposed 201 Community Payback Orders during 2024/25. Since January 2025 the Justice service moved to Microsoft forms to gather feedback. Every person receiving a service completes an entry questionnaire as part of the assessment process. At the end of service, they are also offered the opportunity to complete an exit questionnaire; this is voluntary. Between 1 January 2025 and 2 April 2025, 36 people completed an entry questionnaire. 83% of respondents were subject to a CPO, 2% were on post custodial licence or order and 13% were part of early intervention as part of Supervised bail or a Structured Deferred Sentence. During the same time period 16 people completed an exit survey Midlothian will Get it Right for Every Child – Achievements 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 2023-2026, is a statutory three-year plan devised by the local authority and health. The plan develops key outcomes and priority actions which are designed to improve the lives of children, young people, and families. The plan has 12 shared priority themes, outcomes and actions which sit within 4 subgroups: 1. Children & Young People’s Rights 2. Children & Young People’s Mental Health and Wellbeing 3. Whole Family Wellbeing 4. Information Sharing and Commissioning We are fully committed to realising a children’s rights approach to all of our work and ensuring that we embed the principles of the United Nations Conventions on the Rights of the Child (UNCRC) alongside our Promise commitments. The Promise – Midlothian continues to progress towards the key foundations of The Promise Scotland Plan 2024- 2030. Committed to listening and acting on the feedback from the voices of our care experienced children and families, we secured a 3 year contact with Who Cares? Scotland to support delivery of a participation strategy and to re-fresh our ‘champion’s boards’. This work is currently being shared across the entirety of Midlothian and wider partnerships to raise awareness of The Promise and Corporate Parenting duties. Child Protection and Looked After away from home population - The data evidences that our looked after population is fairly static. Overall, across the past year the data has had no significant change, generally fluctuating from 140 – 152 children. The number of children’s names on the child protection register has also remained fairly consistent across the past year. This trend aligns with our ongoing efforts to provide support to families at an earlier stage and redirect referrals for families toward earlier intervention and support services via Team Around the Child and the Family Wellbeing Service (FWS). Family Group Decision Making – 28 family referrals were made to FGDM during quarter. Hawthorn Family Learning Centre continues to be the only service of its kind in Midlothian, providing support to children, parents and carers in Midlothian via Early Years placements, groups, outreach, and other supports. Since January 2025, Hawthorn staff have teamed up with staff from FWS to deliver monthly supper clubs to families. These events are open to anyone in the community and are advertised widely. The March Supper Club had an Easter theme and included egg hunts, arts and crafts, community dinner and a visit from the Easter Bunny! Page 341 of 394
Page 342
Fostering, Kinship and Adoption Service - Council recently approved permanent funding to recruit an additional Family Centred Care Team Leader and an additional Supervising Social Worker for the Family Centred Care Team to enable us to strengthen the Adoption and Kinship parts of the service. We have successfully recruited into both posts. A successful fostering recruitment campaign was launched in February and the team are currently following up interest generated. For Kinship Care week, the Family Centred Care team supported an activity evening which was well attended with very positive feedback. We also held a Foster Carers appreciation brunch in February which gave us an opportunity to say thank you and celebrate the ongoing commitment and hard work of our Midlothian Foster Carers. Edge of Care Service - In recognition of an increase in young people who are at risk of being accommodated out with parental care, Council have approved funding to recruit four additional Children and Families Practitioners to establish an edge of care model of intervention within Children’s services. A multi-agency working group has been established and this group are in the very early stages of giving consideration to how this service will develop over the coming months. Disability Service – A discrete disability team is now in place for children’s services. A focus upon improving practice and consistency continues, to ensure families are receiving a fair and equitable response to assessed needs. The team currently support 226 children or young people with a package of care. The introduction of the team will support better tracking of our young people who will need support as they move into adulthood. Over the next 3 years we have identified over 200 young people will need varying level of post school support due to additional needs. Trauma informed practice - In Total 283 Council staff have been trained in Trauma informed practice in 24/25. The Education Service Plan is informed by and links to the outcomes determined by the Getting it Right for Every Midlothian Child Board. Key priorities are to raise attainment and achievement to ensure that all children and young people in Midlothian achieve outcomes which lead to positive and sustained destinations. The Service Improvement Plan has four main workstreams: • Learning, teaching, assessment & curriculum • Attendance & engagement • Relationships, wellbeing & care and • Inclusion, equity & targeted supports The raising attainment team continues to be prioritised to work in primary schools with the lowest attainment. The team works alongside teachers and school leaders to plan, teach and engage in Numeracy and Literacy CLPL. Learning Technologists continue to work with class teachers to plan and co-deliver digital learning sessions for young people, based on a consistent core offer. 199 sessions have been completed since August 2024. 124 teachers have submitted feedback, with 98.4% agreeing their knowledge had increased/improved and 91.4% reporting the learning will help pupils. Attendance dashboard has been further developed, providing schools with data monthly and including tracking of numbers at different attendance bands to inform intervention. New tracking systems have ensured accurate tracking and monitoring of attendance for children supported by CLLE and Pathways. The SHINE survey has been rolled out to all secondary schools with findings highlighting key Page 342 of 394
Page 343
areas of priority which will inform strategic planning in relation to wellbeing and mental health support. 1000+ teachers, learning assistants and early year practitioners have participated in Safe, Connected and Ready to Learn professional learning programme (equivalent to trauma level 2). 90% of key polices and guidelines to support schools have been developed/completed this session, providing clear guidance for schools and settings on inclusive practice and how to access additional resource, in consultation with relevant stakeholders. To date the Outreach Teams have supported a total of 961 learners. SEEMIS data recording for ASN is up to date and accurate Active Schools Midlothian team continue to work in partnership with sportsscotland, 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 extra-curricular physical activity and sport before, during and after school and in the wider community. Recent data shows that 388 activities were delivered this year over quarters 1 and 3, an increase of 17% from 331 delivered during the same periods last year. 5,479 participants attended Active Schools free extra curricular club across quarter 1 and 3 which is an increase of 19.5% compared to the same periods last year. The number of volunteer hours delivered in the Active Schools Programme during quarters 1 and 3 has also increased to 3,290 this year, an increase of 24% for the year. This year saw the opening of a new Easthouses Primary School and the completion of Woodburn Primary School gym and kitchen extension. 62 improvements or new facilities were completed across our play areas and greenspaces. The vision for this is to reduce the gaps in learning, economic circumstances and poverty. The new CLD Partnership Plan 2024 to 2027 was approved and endorsed by the Community Planning Partnership Board and approved by Midlothian Council on 17th December 2024. In the last four quarters 5,779 people have engaged with CLLE services across 510 opportunities. 1,187 home visits were carried out to help young people engage with our services, this is double the number last year. 451 people accessing our services live in SIMD 20% and 2,271 in SIMD 40%. In addition, 48 community groups have received support and advice from CLLE. In Q4 the No One Left Behind (NOLB) All Age Employability team have continued to provide support to 211 people, with 61 new starts this quarter. The team has continued to support 231 existing parents on our caseloads from the year 24-25 and a further 96 new parents started in quarter 4. Youth Work - Up to and including Q4 - 2,664, young people have accessed CLLE services over 175 different opportunities, 156 from SIMD 20% and 1,033 from 40% SIMD. 151 received one to one youth work support. 375 local people have enrolled in the paid for adult learning programme which is offering a variety of courses including Nat 5 Maths. There are also a variety of community-based adult learning and family learning activities on offer. The Welfare Rights Team support people to maximise their income by offering welfare advice and Midlothian will Support Residents to Improve Employability and Outcomes in our Communities - Achievements Page 343 of 394
Page 344
benefits checks, helping to apply for benefits, support with benefit appeals and tribunal representation, and debt and housing advice. The total benefit generated during 2024/25 is £4,463,000.46. This is an increase of £68,625.20 from the previous year. External Funding - Modern Apprenticeship contract has been confirmed for 25/26 with training element funded support for 40 apprentices worth £87,193. UKSPF Transition funding has been confirmed for 2025/26. A total of £1,116,951 has been allocated with it split between £330,884 for capital expenditure and £836,067 for revenue expenditure. The Community Planning Partnership Board and Working Group recently completed a self- evaluation through the Improvement Service’s National Community Planning Self-Assessment. Twenty CPPs from across Scotland have undertaken the self-assessment, with Midlothian CPP scoring strongly in the categories for Community Engagement and Capacity Building (2nd place), Making an Impact (2nd place), and Shared Leadership (3rd place). We have two areas that the board have prioritised for further improvement which are sharing resources and data. Library services continue to transform and thrive in responding to the needs of our communities. Figures for the year show: • library visits remain high with a total of 770,877, a 4% increase in total visits compared to last year and a 27% increase from 22/23. • 605,003 physical library visits were made, an increase of 12% from last year and a 40% increase from 22/23. • 165,874 virtual library visits were made, an 8% increase compared to last year. • 7,874 events, clubs, activities and workshops were held across libraries, a 29% increase compared to last year. • 102,001 event attendees, an increase of 26% from those attending last year • Book Week Scotland was celebrated this year with a number of free events held across our libraries. Overall, 79 events were held with 586 adults and 2,159 children attending, a 20% increase from last year. Library services were nominated in the Scottish Library Information Council (SLIC) Library Service Excellence Award and announced as the Regional and Country Winner for Scotland in the Bookseller Library of the Year Award. Continued to support our communtiies with the Cost of Living crisis by relaunching our four Warm and Well Hubs in Danderhall, Lasswade, Loanhead and Newbattle Libraries this year. The ‘Ask for Alex’ promotion, coat collection points in Dalkeith and Loanhead Libraries offering coats and warm clothing to those who need them and the provision of information and services made our hubs One-Stop Shops in the community. Working in partnership with a number of other services including Community Lifelong Learning & Employabilty, Citizens Advice Bureau, Ageing Well and Changeworks, to host workshops and drop-in sessions providing advice on benefits, home energy efficiency, household budgeting and Cost of Living support and advice. Throughout the year Libraries worked with colleagues in the Community Learning Disabilities Team to make libraries more accessible to adults with communication and/or learning challenges. Aiming to offer a relaxed activity for people who can be often socially isolated, this was a series of ‘chatty library’ events monthly at different libraries, offering relaxed chat and support over a cup of tea on the chatty cafe model. The new Library Natter Project launched this year. Our aim is to create a safe space for people to sit, relax and chat and meet other library users while learning about and engaging with wider Council services and community organisations that would benefit them. Since its launch in December 2024 the Library Natter Corner has hosted a series of events and activities for the community. To date we have hosted six targeted events that have seen over 70 attendees. Page 344 of 394
Page 345
Libraries play a crucial role in supporting communities with digital access, learning and support and in preventing digital exclusion. A further 978 customers were supported with digital queries this quarter including general IT help, assisting customers to access services online such as job searches, benefits, universal credit and assist in making payments online. The total figures across the year show a 15% increase in support given. Midlothian will be Greener- Achievements The Climate Emergency Group’s and Community Planning Partnership vision is significant progress is made towards net zero carbon emissions by 2045. Our values are to get to net zero equitably, taking into account different people and communities’ capacities and abilities to get there. The Group consists of individuals and representatives of Midlothian Community Councils, Community Groups, national government agencies, Third Sector organisations, Midlothian Council, local chamber of commerce, landowners and Midlothian Energy Ltd. The National Planning Framework 4 (NPF4) forms part of the local development plan for Midlothian and will also be the strategic basis that future plans and applications will need to take into account. The biggest sources of carbon emissions in Midlothian are still domestic uses (30.5%) and transport (27.5%). Therefore, this theme will concentrate on reducing carbon emissions in the areas of domestic heating/power and transport to get to Net Zero. Thematic actions are designed to increase awareness, promote reflection and action on the key Climate Emergency issues of energy, food and travel. They will lead to a better understanding of carbon emissions and greater investment in greener travel, renewable heat, energy sources and heating efficiency in Midlothian. The actions will help inform and give people the opportunity to get involved to make a difference. Midlothian’s future will be different through having more people aware and engaged in Climate Emergency issues, both consciously and subconsciously. This will make Midlothian more resilient to the effects of Climate Change and in addition help contribute more widely to Climate Change resilience. Outcome 1: Learning for Sustainability is increased Outcome 2: Sustainable Living is increased Outcome 3: Low Carbon/Renewable Energy Development and Home Energy Saving is Increased Outcome 4: Carbon Storage is increased Work continues to implement the Council’s Climate Change Strategy which sets out how we will reduce our greenhouse gas emissions, encourage, and work with others in our community to mitigate and adapt to the changing climate. Focus continues within Place services to achieve future emissions targets. This quarter Council were asked to consider the findings of the Climate Action Support Report (CASR) prepared by Aether consultants relating to climate emission reduction trajectories for the Council’s estate. A refresh of our Climate Change Strategy and underlying action plan is in development to support the Council and wider local authority partners in their collective journey to net zero across Midlothian. New Neighbourhood Environment Team became fully established within the Recycling and Greenspace Service this year. The team combines elements of the former street cleaning service with specialist elements of the greenspace team to create a new service that aims to improve the quality of the local environment for our residents. This year saw the official opening of Midlothian Energy Limited (MEL) Centre which will capture low carbon heat from the Millerhill Recycling and Energy Recovery Centre and use this heat to supply 1,000s of homes, education and retail properties at Shawfair. Page 345 of 394
Page 346
Our new Active Travel Strategy ‘On the Move Midlothian: Our Active Travel Strategy for Everyone 2024-2034’ was approved at December Council. The strategy will allow Midlothian Council to continue to seek further funding from 2025/26 onwards for active travel projects throughout Midlothian. The new strategy will lead the way in providing safe, convenient, well connected and well maintained active travel networks. Economic Development continues to promote the Midlothian Business Green Pledge with businesses signing up to the Pledge continuing to rise each quarter with a total of 179 businesses now committed. The Greenspace Team have continued to work with our brilliant volunteers across Midlothian, supporting volunteer groups who help manage our countryside sites. Our volunteer groups provide added value to the work that we do with litter picking, gardening and fund raising to brighten our local areas. Up to and including this quarter, 6,642 volunteer hours (1,107 days) were spent in countryside sites. Volunteer numbers continue to remain high this year ensuring our sites are attractive, safe and welcoming for all to enjoy. In addition, 222 Ranger events were undertaken. This year, waste services launched the recycling app (LitterLotto) which encourages residents to recycle at home for the chance to be entered into a free prize draw for £100 each month as well as a £1,000 UK wide free prize draw. Food waste collection service was expanded to include a further 2,500 properties in rural areas. From quarter 1 to quarter 3, an average of 48% of household waste was recycle and 36% of waste used to generate heat and electricity. The Lend and Mend Hubs in Midlothian Libraries have had a positive impact on the community, offering inclusive and creative spaces for individuals to learn new skills and connect. Midlothian will have a Wellbeing Economy and be Better Connected – Achievements A wellbeing economy aims to deliver increased economic opportunities for all, providing meaningful and fair work, better outcomes for young people, sustainable places, improved health outcomes, reduced poverty and environmental sustainability. The Midlothian Strategy for Inclusive Economic Growth 2025-2030, a comprehensive plan aimed at fostering a wellbeing economy that supports local residents, communities and businesses was approved by Council. The strategy aligns with the Scottish Government National Strategy for Economic Transformation and the Edinburgh and South East Scotland City Region Deal Prosperity Framework. The strategy aims to create an economy that benefits all residents, ensuring opportunity and fair work for everyone through collaboration, inclusivity, innovation, and ambition. The strategy aligns with Local and National Plans, including the Single Midlothian Plan 2023-2027, and focuses on the following strategic priorities: • 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 Page 346 of 394
Page 347
Economy 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. 198 ‘Planning to Start’ enquiries were received this year. The total number of new Business start- ups this year was 131, which should realise a forecasted creation of 171 jobs and an estimated contribution of £6.245M to the Midlothian economy in their first year of trading. The Alpine coaster at Midlothian Snowsports Centre opened successfully on the 14th of September. This quarter a further 22,868 tickets were sold, an increase in ticket sales of 22% compared to last quarter. The total ticket sales since the opening up to the end of quarter 4 is 46,774. Midlothian will Work Towards Reducing Poverty – Achievements This theme focuses on reducing all aspects of poverty using a data informed approach whilst learning from those with direct experience of poverty. There continues to be a significant demand placed on homeless and temporary accommodation services, alongside the increase in energy, food and fuel costs, requiring a comprehensive preventative approach as set out in the Council’s Rapid Rehousing Transition Plan. Homelessness is not inevitable and can often be prevented. The Council’s Strategic Housing Investment Plan (SHIP) 2025/26 to 2029/30 was submitted to the Scottish Government in October 24. The SHIP identifies the Council’s priorities for investment in new affordable housing in Midlothian over a 5-year period. The delivery of more affordable housing remains a high priority for Midlothian, as reflected by our ongoing and ambitious housing development programme. This year housing received the completed handover for 152 new build homes extending our housing stock to 7,677 by end of 24/25. The number of temporary accommodation households that have been flipped to permanent accommodation was 170 this year. There were 6,006 active housing applicants placed on the Common Housing Register at the end of quarter 4, a 5% increase compared to the same period last year and a 30% increase from 22/23. 586 lets were made this year, 15 houses were let through our Housing First model. 177 lets were made to new build and open market purchases. Homeless applicants sustaining a permanent tenancy after 1 year continues to be high 92.77%. The percentage of current housing rent arrears sits at 12.67% by the end of quarter 4 and is consistent with last year’s figure of 12.77%. In year Council Tax collected year to date is 94.3% showing a similar rate of collection compared to the same time last year of 93.8%. Homelessness prevention assists around 20 households with advice and assistance about homelessness prevention per week. This is rental assistance advice, financial awareness advice and mediation. The number of homeless cases provided with advice and assistance this year was 881. We continue to promote this service to ensure early successful intervention when possible. Midlothian House Project – The fifth cohort of young people to be supported by the project started in Q3. There are currently forty-six young people involved with the project. Only two young people have disengaged from this support since the team began and we continue to have no tenancy breakdowns or evictions for young people supported by the team. This work has been well supported by positive working relationships with partners. Across the year, over 1.16 million school meals prepared and served. The percentage of Secondary School meal uptake for the year was 37.22% and continues to sit above the APSE Page 347 of 394
Page 348
average of 36.23%. The percentage of Primary School meal uptake was 59.96% and again remains steady compared to previous year (58.84%). Primary school meal uptake continues to sit well above the APSE average of 41.24%. The percentage of school meal food waste has decreased slightly this year to 4.38% from 5.73% last year. Catering Services received the Bronze Food for Life Award and the Pro-veg School Plates Bronze award this year. Income maximisation - as part of the efforts to reduce child poverty, children’s services fund three income maximisation projects, including one dedicated to the Family Wellbeing Service. There has been an increase in the families reached by the projects and financial gains for individual families continue to be significant. Across Q4 the 3 Income Maximisation Projects cumulatively generated a total of £123,546.71 income for 56 families. Cost of Living Crisis: 100% of our total Scottish Welfare Fund (SWF) budget was allocated during quarter 3 this year. A further £260,000 was granted by the Scottish Government in December. A total of 7,168 applications for Crisis Grants and 1,351 for Community Care Grants were received this year. £421,090 granted from Scottish Welfare fund for crisis grants and £450,709 granted for community care grants in 24/25. This demonstrates the continued significant financial challenges faced by our communities. Challenges and Risks Financial position: Council approved the 2025/26 budget at its meeting in February 2025. Whilst the 2025/26 budget is agreed, the challenge remains to reach ongoing financial sustainability. Cost and income projections for future years are embedded in the Council’s Transformation Blueprint which contains 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. Financial Services continues to work to ensure the Council has robust financial management arrangements in place with a full suite of financial monitoring reports regularly presented to Council. NI Contribution: Ongoing engagement with commissioned providers regarding the impact of the increase in National Insurance Contributions. There are some risks that service delivery may be impacted. Economic pressures: Inflation, as well as rising energy costs, are affecting the construction industry in Scotland. The UK is experiencing unprecedented adverse market conditions, leading to significant rises in tender prices for a wide range of materials. There is evidence that inflation of between 10% and 15% beyond BCIS predictions is affecting projects. The pandemic has also accelerated financial challenges, and the growth from being the fastest growing local authority in Scotland places significant pressure on Midlothian to be able to deliver high quality services to its citizens. Capital Investment Strategy: Sets out the infrastructure required to meet demographic pressures and includes the financial contributions Midlothian will make to the Edinburgh and South East Scotland City Region Deal. The 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 is taking place, with a revised Capital Investment Strategy being considered by the cross- party Business Transformation Steering Group, and options to review what and how services are delivered as part of the savings Page 348 of 394
Page 349
measures to reduce the funding gap recommended to Council. Growing Council: The recent 2022 Census results have now been published. Between 2011 to 2022 data shows that Midlothian had an increase in population 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. In addition, Midlothian has 10 data zones which fall into the most deprived areas. Cost of Living Crisis: Midlothian’s citizens are facing significant financial challenges. The impact on households continues to be noted across the UK with 49% of adults reporting an increase in their cost of living in December 2023 (Office for National Statistics; Francis-Devine et al, 2022). The UK is currently facing 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%. The price rises continue to impact low-income households hardest as a larger proportion of their costs are on energy and food. The Resolution Foundation forecasted that absolute poverty will increase by 300,000, from 11.7 million in 2023/24 to 12 million in 2024/25. 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. Workforce Challenges: There are workforce challenges across a range of services including health and social care, social work and regulatory services due to on-going pressures in the wider workforce availability which impacts on recruitment. Page 349 of 394
Page 350
Pentana Performance Dashboard – Q4 24/25 Page 350 of 394
Page 351
165,874 virtual library visits, an increase of 8% from last year 605,003 physical visits were made to our libraries, an increase of 12% from last year 23/24 and a 40% increase from 22/23. This year a total of 7,874 events, clubs, activities and workshops were held across our libraries, a 29% increase compared to last year Midlothian Council Performance Report 2024/25 High Level Annual summary Our Libraries Key achievements during 24/25 A total of 770,877 library visits across the year, a 4% increase from last year and a 27% increase from 22/23. A total of 102,001 event attendees, an increase of 26% from those attending events last year Library Service Excellence Award – Winner Our library services were nominated in the Scottish Library Information Council (SLIC) Library Service Excellence Award and announced as the Regional and Country Winner for Scotland in the Bookseller Library of the Year Award. Page 351 of 394
Page 352
Our Customers This year we received 1,449,235 visits to our website, a 27% increase from last year. This number is based on customers who accepted analytic cookies, therefore, we expect figures to be much higher. Over the year 46,908 emails were handled by the Contact Centre, a 12.5% reduction from 23/24. A 41% reduction in complaints received for Corporate Solutions with 162 complaints responded to across the year. Communications and promotions Our Communication and Marketing team continued to support services across the Council by promoting key initiatives on our social media platforms, news releases, website and community radio channel. 30 key promotions/campaigns took place this year. Over the year our Contact Centre received a total of 150,481 calls, a slight reduction of 2% compared to the annual figure for 23/24. Page 352 of 394
Page 353
Our Workforce Launch of Workforce Strategy 2024-34 after approval by Council in December. Launch of New Human Resources Portal to provide valuable employee resources, policies, employee and managers guidance and templates. Maximising Attendance at Work policy reviewed and amended. Revised Sexual Harassment Policy following the introduction of new legislation. The Equality, Diversity and Inclusion (EDI) policy launched. Page 353 of 394
Page 354
Wellness@Midlothian programme A total of 95 health and wellbeing events held, an increase of 27% compared to last year with a total of 1,751 attending events, an increase of 194% compared to last year’s attendance. 14% reduction in long term absence cases compared to last year. 22% reduction in employee relations cases compared to last year. Continued year on year reduction of the gender pay gap at 2.29% Continued year on year increase in the number of females in the top 5% of earnings to 130 Employment and Reward ‘Overpayments and Underpayments policy’ launched this year and aims to ensure all salaries and allowances are processed accurately and timeously. The policy sets out principles and procedures in place if any error in pay occurs, outlining the Council’s processes for recovery of overpayments and payment of underpayments. Page 354 of 394
Page 355
Digital Launch of our new Digital Transformation Strategy 2024-2029 after approval by from Council in November. Key to delivering change as part of the Council’s Transformation Blueprint is fully utilising digital tools, digitising and automating processes, introducing Artificial Intelligence (AI) and ensuring that decisions can be made through comprehensive data and management information. Faster Internet Connections 46 existing core internet connections upgraded to a faster, more cost-effective network. Ten other sites are getting brand new lines, providing robust connectivity across Midlothian Microsoft 365 became the Council’s central communication and collaboration tool: • 290 Teams started up • External Teams sharing with NHS and other organisations • Services migrating to SharePoint to share files and information • Launch of a new intranet: Mid-Hub 3,700 PCs and laptops have been migrated to Windows 11 as part of the upgrade, delivering a sustainable and efficient platform for our digital estate. Digital Learning Continued partnership with the highly successful Equipped for Learning programme delivering a first-class teaching experience for teachers and pupils including: • Installing 500 Interactive screens • A brand-new School Wi-Fi network • Digital signage for all schools reusing old screens and Chromebooks • Consolidating servers saving money and increasing energy efficiency Page 355 of 394
Page 356
Business Applications Cyber Security In a challenging cyber threat landscape, we continued to defend the Councils digital estate. Over 500,000 Phishing and Spam emails were blocked, and more than 80 malicious attacks were thwarted. Digital Services continued to maintain 100% of Cyber Essentials Plus and PSN accreditation. Business Application upgrades were completed for Integra Mosaic, Itrent, Open Revenues Civica D360, Legend, Learnpro, Talentlink, Content Server, DRS (dynamic scheduling tool for Property Maintenance), Civica Automation, Granicus and ONE Housing. Cost of Living Crisis support A total of 7,168 applications for Crisis Grants and 1,351 for Community Care Grants were received this year. This demonstrates the continued significant financial challenges faced by our communities. Invoicing and payments 104,036 invoice transactions were processed this year with an average processing time of 11.3 days 13,645 direct payments to bank accounts to cover free school meals during the holiday periods, Ukrainian Host payments and Economic Development Business Grants. 3,268 internally generated payments were processed including grants, corporate appointees, salary deductions and treasury activities. Reduction in ‘Green slip’ transactions to 8.1% this year from 12.1% Page 356 of 394
Page 357
Legal and Procurement Continuous Improvement 45 legal commercial transactions completed this year by our in-house legal team. The legal court team responded to over 257 individual legal queries. Procurement 35 new Tenders awarded on Public Contracts Scotland (PCS) this year. 288 new suppliers registered this year of which 61 Midlothian based. 78 regulated procurement exercises undertaken Published the Midlothian British Sign Language (BSL) Plan 2024-2030 Developed fresh equality outcomes for 2025-2029 Refreshed Planning and Performance Management Framework (PPMF) to reflect changes in Statutory Performance Indicator (SPI) Directions. Page 357 of 394
Page 358
Our Greenspaces Waste and Recycling The contract for the “Digital depot” awarded this year and in-cab technology was implemented into our refuse collection vehicles providing real time reporting to and from our waste service operators. Food waste collection service expanded to include a further 2,500 properties in rural areas. 48% of household 36% of waste used to waste recycled (average figure from Q1 to Q3, annual figures available in Q1 25/26) generate heat and electricity (average figure from Q1 to Q3, annual figures available in Q1 25/26) last year Although remaining ambitious, Midlothian Council now have a Net Zero target of 2045 New Neighbourhood Environment Team became fully established within the Recycling and Greenspace Service this year This year, 6,642 volunteer hours (1,107 days) were spent in countryside sites. Volunteer numbers continue to remain high this year ensuring our sites are attractive, safe and welcoming for all to enjoy. (6,990 in 23/24). In addition, 222 Ranger events were undertaken. (36 in 23/24). £110,000 of UK Shared Prosperity funding invested into improvements for litter bins and Vogrie parking site. 62 improvements or new facilities were completed across our play areas and greenspaces. (77 in 23/24) Page 358 of 394
Page 359
Our Roads and Footpaths Protective Services 208 food law service requests were received this year from Midlothian residents and businesses. (236 in 23/24). A total of 287 food law interventions (food hygiene/standards) were carried out at businesses across Midlothian. (312 in 23/24). “Safety” icon by Alice Design from Noun Project CC BY 3.0 Our Public Health and Environmental Protection team received 1,252 public health service requests this year from Midlothian residents and businesses and 381 requests from internal sources. (1,121 in 23/24). 3,065.37 tonnes of material used in 2024/25 to fill potholes. (1,802 in 23/24). The Pothole Pro project equated to 16,029m2 of permanent patching, repairing 3,122 potholes this year. (compared to 9,214 m2 and 2,985 in 23/24) The street lighting capital programme was completed ahead of plan with a targeted 472 new lighting column replacements. A further 680 street lights were upgraded to LED lanterns to include a central management system for dimming. (752 columns in 23/24) Progression made to roll out 20 mph speed limits across numerous urban roads in “Road” icon by Evan Shuster from Noun Project CC BY 3.0 Midlothian. Carriageway and footway investment in excess of £5.8m for the year 23.7km of carriageway resurfaced and 4.96km of footway resurfaced this year. (an increase of 8.87km of carriageway was resurfaced this year compared to last) Through a dedicated capital investment of £4.67m, 52 Vehicles purchased as part of our Fleet and Plant replacement plan during 2023 to 2025 224 abandoned vehicle reports were responded to. (185 in 23/24) Page 359 of 394
Page 360
131 Business start-ups this year. This should realise a forecasted creation of 171 jobs and an estimated contribution of £6.245M to the Midlothian economy in their first year of trading. (103 start ups in 23/24 with £5.790M contribution to economy) 132 intelligence logs were recorded on IDB, the national Trading Standards database. (133 in 23/24) Planning, Sustainable Growth and Investment Our new Active Travel Strategy ‘On the Move Midlothian: Our Active Travel Strategy for Everyone 2024-2034’ was approved this year at December Council. Midlothian Local Development Plan 2 (MLDP2) Evidence Report approved and cleared Scottish Governments ‘Gate Check’ process this year. This year Council approved the Economic Strategy for Inclusive Economic Growth 2025- 2030. 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. 154 Trading Standards primary inspections took place this year. 179 Businesses now signed up to the Midlothian Business Green Pledge. (108 sign ups end of 23/24) 198 ‘Planning to Start’ business enquiries were received this year and 58 ‘Strengthen Your Business’ enquires received, totalling 256, (235 in 23/24) Page 360 of 394
Page 361
Housing 586 lets were made 15 houses were let this year through our Housing first this year, an increase model. (19 in 23/24) of 6% lets from last year. 177 lets were made to new build and open market purchases. (217 in 23/24) The length of time homeless applicants waited until receiving a permanent housing outcome has decreased to 53 weeks for this year showing a continued downward trend from 58 weeks at the same period last year. (this is based on recent data from average of Q1 to Q3 – Q4 data not currently available) The number of temporary accommodation households that have been flipped to permanent accommodation was 170 this year. (139 in 23/24) The number of homeless cases provided with advice and assistance this year was 881. “Repair” icon by parkjisun from Noun Project CC BY 3.0 The total number of jobs completed internally by our Building Maintenance Service this year was 35,465. (36,773 in 23/24) Jobs include all reactive, planned works, voids and inspections. 92.77% of homeless applicants sustained a permanent tenancy after 1 year compared to 93.2% in 23/24 and 76.98% during 22/23. “rent” icon by Adrien Coquet from Noun Project CC BY 3.0 Re-let times to permanent accommodation properties this year has averaged at 34 days to re-let and continues on a downward trend from 35 days in 23/24. This year housing received the completed handover for 152 new build homes extending our housing stock to 7,677 by end of 24/25. (7,170 at end of 23/24) Page 361 of 394
Page 362
Sport and Leisure Our tonezone memberships continues to grow through improved marketing and promotion with a total of 5,349 memberships this year to date. An increase of 15% from last year. 11,583 primary 4 pupils attended free swimming lessons this year after an effective system was put in place from our programme development officer. 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 year saw 6,431 Midlothian Active Choices attendees and an increase of 18% in new referrals after completion of MAC sessions. Catering Services Across the year, over 1.16 million school meals prepared and served. “meal” icon by David Khai from Noun Project CC BY 3.0 The percentage of Secondary school meal uptake continues to remain high this year with an uptake rate of 38.22% (compared to 37.13% in 23/24) Primary school meal uptake for this year increased to 59.96% and remains steady compared to a 58.84% uptake for 23/24. Our Catering Services received the Bronze Food for Life Award and the Pro-veg School Plates Bronze award this year. Page 362 of 394
Page 363
13 Construction and Development Passivhaus development progressing well on site at former Newbattle High School, part of Scotland’s largest Passivhaus housing programme. The first handovers are programmed for summer/autumn this year. The completion of contracts 1 and 2 of Destination Hillend with parking and service infrastructure in place and the opening of the new Alpine Coaster. Official opening of Midlothian Energy Limited (MEL) Centre which will capture low carbon heat from the Millerhill Recycling and Energy Recovery Centre and use this heat to supply 1,000s of homes, education and retail properties at Shawfair The opening of the new Easthouses Primary School and the completion of Woodburn Primary School gym and kitchen extension. Page 363 of 394
Page 364
Key Achievements for 2024/25 – Welfare Rights Service priority - Measure the effectiveness of welfare rights services in generating additional income for clients through welfare rights support. The total benefit generated during 2024/25 is £4,463,000.46. This is an increase of £68,625.20 from the previous year and represents good outcomes for some of our most vulnerable people. Key Achievements for 2024/25 – Learning Disabilities Service priority - Monitor and maintain quality assurance of care providers in relation to hours delivered, number and type of incident reports, Care Inspectorate grades, complaints, and quality assurance activities. Towards the end of 2024/25, the Care Inspectorate have completed inspections of a number of services including one external care provider, Thera (Scotland), and one council service, Cherry Road Resource Centre. The Care inspectorate evaluate quality using a six point scale where 1 is unsatisfactory and 6 is excellent. The risk status is monitored for the 10 largest providers operating in Midlothian. In 2024/25, 9 of these providers were rated at low risk. Follow up action is being progressed with the provider ranked as medium risk. The following graph shows the grades for support provision achieved by care providers in Midlothian. Page 364 of 394
Page 365
Key Achievements for 2024/25 – Physical Disabilities Service priority - Monitor and maintain the percentage of PD/LTC interventions recorded as outcome achieved. Service priority - PD/LTC referral screening episode concluded within 3 working days. To support service delivery a performance framework has been developed with a range of monthly and quarterly reporting. One of these reports tracks the end of involvement of an intervention to identify if the intended outcome has been achieved. Our target of 85% has been achieved throughout the year. The 90% performance target for referral screening episodes to be concluded within 3 working days has been consistently achieved with an average achievement rate of 96% for the year. While delays can occur due to the requirement for more information there is a process in place to ensure full oversight on a daily basis. There has been an identified increase in the number of people with a physical disability who are being provided with support at home, of 24% across the year. Key Achievements for 2024/25 – Older People Service priority – 60% of all initial care home reviews completed within 12 weeks of admission The 60% performance target consistently achieved in 2024/25 with a 96% completion rate at year end. Initial reviews are being completed promptly within timescale. Allocation of the care home review was identified as key to improving the process and a review of the Care Home review policy has been undertaken. Service priority – Reduce the number of hours waiting each week on the community waiting list from 950 to 500 hours An overall reduction of 28% for the year was attained and the trajectory is positive. Service priority – Achieve a 90% qualification rate for care at home staff appropriate to their post (SVQ 2) In 2024/25, this has been achieved since Q3 and with programmes in place improvement is expected to continue. Older People’s Services Page 365 of 394
Page 366
Key Achievements for 2024/25 – Hospital In-Reach Social Work Service priority – Hospital In-Reach team referrals screened within 2 working days of allocation. The 95% performance target has been achieved with a 99% performance rate at year end. A new screening allocation process was established to ensure screening episodes are completed timeously. Challenges in staffing reduction levels were noted throughout the year and action was taken to help mitigate the outcome on screening time. Key Achievements for 2024/25 – Newbyres Care Village Service priority – Maximise the occupancy rate at Newbyres Village Care Home to achieve 95% occupancy. A 96% occupancy rate was recorded at year end and has been achieved since Q3. A change in process was established to ensure a robust admissions procedure that supports the reduction in the timescale of a vacancy. Key Achievements for 2024/25 – Care at Home In 2024/25, the service had an inspection (November 2024) where it received improved gradings from last year which were predominantly grade 5/very good . The whole service including commissioned services and Self-Directed Support Option 2 delivers around 9000 hours per week. Key Achievements for 2024/25 – Justice Services Individuals become formally involved with Justice Social Work at the point of conviction when a Court makes a request for a Justice Social Work Report; requests for assessment and risk management planning are received from the Scottish Prison Service and the Parole Board The main community-based sentence is a Community Payback Order (CPO), which can have several requirements attached to it. The most frequently imposed requirements are Supervision and Unpaid Work. The Courts have imposed 201 Community Payback Orders during 2024/25. Justice and Protection Services Page 366 of 394
Page 367
Service priority – Justice Services work collaboratively to ensure those subject to statutory supervision are enabled and supported to effectively participate. Justice Social Work staff use a trauma informed and person-centred approach to develop effective working relationships with clients. In the interests of justice, and to maintain the public confidence in community sentences, all missed appointments, or failure to comply, are responded to robustly using disciplinary procedures which can result in the order being returned to court in breach. During the breach process we continue to seek to engage individuals to re-engage with interventions to reduce and manage the risk of re- offending. Key Achievements for 2024/25 – Public Health Service priority – Evidence informed, preventative improvements in population health gained by supporting integrated working with key strategic partners. The annual target of 10 actions collaboratively achieved with other areas of the organisation involving early intervention/prevention was achieved. Public Health • • • • Page 367 of 394
Page 368
Adult Mental Health Service Key Achievements 2024/25 - Mental Health Service priority - Percentage of all Adults with Incapacity reports (AWI) allocated to MHO within 12 weeks. Target achieved throughout 2024/25 with 100% of all Adults allocated to MHO within 12 weeks. All adults referred to the Adult Mental Health continue to meet the waiting time directive of 100% of all individuals referred to adult mental health are seen within 18 weeks. Neurodiversity continued to have increasing demand throughput 2024/25 which impacts on the waiting times for neurodiversity screening and assessment. At year end, there were 440 people in Midlothian waiting for an assessment for neurodiversity. Service priority - Midlothian Adult Mental health bed occupancy rate (8 beds - 7 acute and 1 IPCU) to be maintained at/or below 100%. The bed performance for Midlothian has fluctuated and although had periods of being on track the median bed occupancy has been 8 throughout 2024/25. Post Diagnostic Support Feedback - Post diagnostic support feedback gives opportunity for individuals, carers and families to feedback, and share their experience on how staff provide a person-centred approach through engagement, support and communicate. Page 368 of 394
Page 369
Key Achievements 2024-25 – Substance Use Services Service priority - Achieve the Scottish Government HEAT target (A11) - 90% of all individuals will wait no longer that 3 weeks (21 days) from point of referral to drug and /or alcohol triage. This target has consistently been achieved in 2024/25. Measure Q1 Q2 Q3 Q4 A11 – all individuals seen within 21 days of referral 100% 98.11% 100% 100% Page 369 of 394
Page 370
Ensure the Midlothian Wellbeing Service is aligned with other family supports across Midlothian Key Highlights • A draft Whole Family Wellbeing Approach has been agreed with partners. The aim of the approach is to ensure that holistic, timeous and responsive family support is aligned and readily available to families in Midlothian that need it, where and when they need it. This includes working together as a partnership to understand what our Midlothian families want and need, what we have to offer collectively and to create opportunities to creatively and flexibly respond to need at a local level. • Remaining WFWF funding has been used for targeted commissioning informed by data regarding gaps in service being collected via TATC. • Data collection and performance indicators for the team have been defined and are in place. Data is now being drawn and reviewed for performance reporting and service developments. Work ongoing to create data dashboards and management information. • The Family Learning review underway. This will collate information about all the available learning opportunities in place for families, the data about staff skills and examine the gaps in skills and service provision to support future planning. Page 370 of 394
Page 371
Develop a transitions strategy and pathway across Children’s Services, Education and Adult Health & Social Care Key Highlights • The Transitions policy is in draft form and final consultation is happening prior to presentation at governance routes. This policy includes those impacted by complex needs, learning and physical disability, mental health and other acute vulnerabilities. • The website giving all partners and families access to key transition routes will be live over the next month. • Data collection and tracking is being established to allow long term planning for those with complex needs and consideration of support packages as they move though the system. Areas for improvement Disability Service and Self-Directed Support A discrete disability team is now in place for children’s services. A Team Leader has been recruited and will start in April. Our focus upon improving practice and consistency continues, to ensure families are receiving a fair and equitable response to assessed needs. Work has focused upon those most in need, while we skill up and develop knowledge within the team. The team are currently support 226 children or young people with a package of care. This can vary from residential respite to allow children with a high level of need to remain living with their family, to supporting children to attend appropriate social activities and thrive in their communities. The development of this team supports the Business Transformation Project focused on improving transitions across Education, Children’s Services and Adult Services. The introduction of the team will support better tracking of our young people who will need support as they move into adulthood. Over the next 3 year we have identified over 200 young people will need varying level of post school support due to additional needs. A website is due to be launched providing information for families and partners. The transitions Policy is in final draft. We are also working with our information management system in the final stage of creating clear data around this cohort. Page 371 of 394
Page 372
Maintain supports offered by Family Group Decision Making and Kinship staff to ensure children remain with birth/ kin families. Fostering, Kinship and Adoption Service Council recently approved permanent funding to recruit an additional Family Centred Care Team Leader and an additional Supervising Social Worker for the Family Centred Care Team to enable us to strengthen the Adoption and Kinship parts of the service. We have successfully recruited into both posts. A successful fostering recruitment campaign was launched in February and the team are currently following up interest generated. There are plans to hold quarterly recruitment campaigns throughout the remainder of the year. For Kinship Care week, the Family Centred Care team supported an activity eventing which was well attended with very positive feedback. We also held a Foster Carers appreciation brunch in February which gave us an opportunity to say thank you and celebrate the ongoing commitment and hard work of our Midlothian Foster Carers. Child Protection and Looked After away from home population The data evidences that our looked after population is fairly static. Overall, across the past year the data has had no significant change, generally fluctuating from 140 – 152 children. The ongoing use of Family Group decision making, supports families to devise a plan which promotes families staying together with support from extended family. Further capacity for early support also contributes to keeping children out of care. For children who have needed permanent care it is really positive that there has been significant progress with permanence planning for a number of children within this period. The number of children’s names on the child protection register has also remained fairly consistent across the past year. The main reason for registering a child’s name on the register is the risk posed by parental mental health, this is a change from previous years where domestic abuse was the most common risk factor. Emotional abuse and domestic abuse remain very prevalent in registrations. In the coming year we are seeking to strengthen our data to explore the connection between poverty and those on the children on the child protection register or who are looked after. Key Highlights 28 family referrals were made to FGDM during this quarter. 2 of these have been for Lifelong Links Work 13 meetings were held over the quarter During this quarter our only full-time member of the team moved to the Family Wellbeing Service. Recruitment to replace him is ongoing and hoped complete in May 2025. We have a preferred candidate who is an experienced FGDM coordinator. Page 372 of 394
Page 373
Strengthen the number staff who understand the importance of trauma informed practice Key Highlights In Total 283 Council staff have been trained in Trauma informed practice in 24/25, 235 at Level 1 and 283 to Level 2. 20 Children’s services staff were trained in Trauma informed practice in Q4, 9 at Level 1 and 11 at Level 2 bringing the total for the 24/25 year to 128. This includes a significant number of Foster carers. Further training sessions in Level 1 and 2 Trauma informed practice are being rolled out throughout 25/26. Children’s Services and Learning and Development have agreed 17 Children’s Services staff will be supported to complete University level qualifications – all of these course support rights based and trauma informed practice. Psychological consultations have been introduced of staff support and wellbeing. Much of this is focused on ensuring staff are supported with the challenging nature of the work and they have opportunities to reflect on the impact of our work. This was a pilot until December 24 and will be reviewed as part of the Children’s Services staff survey. 12+ alternative curriculum offer has been revised with a main focus on this being an intervention, not a full time alternative placement for mainstream school. Schools and CLLE will work closely together to monitor impact. Page 373 of 394
Page 374
Service Priorities – Learning, teaching, assessment & curriculum achieve outcomes which lead to positive destinations Key Highlights • ASG level action plans support ongoing planning for 2025/26 and beyond in relation to curriculum and pathways • Quality Improvement gradings show an increase in the number of schools graded at “Good” or above in all QIs. • Trio attainment meetings have been held with all secondary HTs/SLT and a summary of next steps shared to support improvement. Secondary attainment meetings with elected members, peer headteachers and central officers have helped to build a shared understanding of secondary attainment successes and challenges. • Our Thematic inspection by Education Scotland this year stated that “Within the primary school sector, trios are having success in working together to evaluate, with increasing accuracy, progress made towards meeting outcomes within SIPs. The role of trios in validating school evaluation and learning and teaching has been supported by training for headteachers and is aimed at building improvement capacity across the authority.” • The raising attainment team has a measurable impact on raising learner attainment in the schools where it is working. Numeracy attainment in P7 improved by 15% (average) in these schools since June 2024. A “Core Numeracy” programme has been established which is a universal offer open to all teachers in Midlothian. This is focussed on raising attainment in Numeracy. • The Thematic inspection this year found that “the professional learning team has developed a purposeful universal professional learning offer... The professional learning team use a range of approaches, such as online, in-person and prerecorded sessions. The online resources are helpful as they allow Page 374 of 394
Page 375
Service Priorities - Attendance and engagement 31 Primary Schools 1 Special School 32 Early Years Provision 6 Secondary Schools Key Highlights • A Nurture Lead has been established in every school, nursery, Children and Families Service, and Community Life Long Learning Service • A Resource Hub in GLOW currently enables Education Professionals and School Nurture Leads to share resources and ideas for practice • School Counselling Service – MYPAS awarded the contract to deliver this service from September • Updated guidance and training has been provided for school staff to improve the robustness and quality of our ASN data. Training and support has also been provided on the new 4 stages of interventions which will provide more accurate data on the needs of children and young people • A Quick Reference Guide to STEM, with key concepts, has been written and printed ready to be given to all ELC settings and P1 classes in Midlothian. Seven Bite Sized modules were created and shared with ELC staff Challenges • The continuing impact of the pandemic on attendance and on post-school destinations • The implementation of a new Attendance strategy as well as strengthened supports will help to reverse this negative trend • Increase in the number of children and young people with additional support requiring more specialist provision will require robust monitoring to ensure staffing and specialist facilities meets level of needs. • Increase in the number of children and young people with additional support needs requiring more resourcing within mainstream school. Page 375 of 394
Page 376
Service Priorities - Relationship, wellbeing and care Key Highlights • An action plan has been drafted following the Appreciative Enquiry into staff wellbeing based on the 4 key areas: 1. Time and space to fulfil your role 2. Right support at right time to meet learners’ needs 3. Feeling valued and part of a shared purpose 4. Time, space and systems for reflection and care • All ASGs are participating in the Nurture Leads Community of Practice which provides a forum of support for the implementation of principles and practice from Safe, Connected and Ready to Learn. • Nurture Leads working group have drafted initial themes and plan for policy development. • Over 100 learners from primary schools and over 30 learners from secondary schools participated in the Learners Conferences in September, sharing insights into what helps them feel safe, connected and ready to learn in school. • A professional learning framework is being developed with the Professional learning team to establish core induction PL and progression routes in areas of trauma-informed practice, mental health and wellbeing. • A review of the Wellbeing Concern process is underway with regards to robustness and consistency of process across settings and pathways to intervention. Areas for improvement • Increased difficulties of attracting and retaining subject specialists especially Maths, Science, Technologies is having an impact on service delivery in a number of secondary schools. • Attracting and retaining teaching and non-teaching staff into ASN provisions is having an impact on service delivery. • Attracting suitably qualified staff for ELC due to national demand is also proving a challenge and having an impact on service delivery. Page 376 of 394
Page 377
Service Priorities - Inclusion and Targeted Support Key Highlights Ensure that all ASN provisions have robust Tracking and Monitoring systems in place to evidence attainment and achievement. Monitor and reduce part-time timetables across the Midlothian. Midlothian Learner's Plans and Personal Support Plans are in place for all learners who require one. Learner planning is informed by robust assessment of needs for learners with neurodivergence. Websites for information around inclusion and ASN in Midlothian for staff and parents will be live and accessible. Transition Planning for post school destinations is in place for 14+ learners with additional support needs. A comprehensive CLPL programme ensures staff confidence and skills in creating inclusive learning environments for learners with ASN. Outreach Service Referrals – to date the Outreach Teams have supported a total of 961 learners ASN website for staff – feedback has been very positive from school/ELC staff: “It is useful to locate and find information quickly, easy to navigate and up to date.” “It’s easy to find what you really need that is relevant to Midlothian.” “I think it is a good idea and easy to direct staff to when doing outreach.” Education Resource Group Referrals - The total number of pupils currently accessing a shared placement within Midlothian council amounts to 277. The total number of pupils presented to the ERG for a provision placement with effect from August 2025 amounted to 84. Guidance to schools around part-time buildup timetables has been completed and shared. Quality Assurance around theses will be a key focus next session. A review of all bespoke curriculum packages has been completed. Processes for referrals have been streamlined via the Education Resource Group (ERG). Costs and impact will be monitored. 12+ alternative curriculum offer has been revised with a main focus on this being an intervention, not a full time alternative placement for mainstream school. Schools and CLLE will work closely together to monitor impact. Challenges • Increase in the number of children and young people with additional support requiring more specialist provision will require robust monitoring to ensure staffing and specialist facilities meets level of needs. • Increase in the number of children and young people with additional support needs requiring more resourcing within mainstream school. Page 377 of 394
Page 378
24/25 Performance Report - Education Summary - Trend Data Page 378 of 394
Page 379
Pentana Performance Dashboard – Q4 24/25 Page 379 of 394
Page 380
Balanced Scorecard Indicators Annual Report 2024/25 This section of the Council report is presented using the Balanced Scorecard approach. The four Balanced Scorecard perspectives and key areas of focus are shown in the following table and the associated key indicators that follow are drawn from across the Councils services. Customer/Stakeholder Financial Health • Improving outcomes for children, young people and their families • Ensuring Midlothian is a safe place to live, work and grow up in • Creating opportunities for all and reducing inequalities • Growing the local economy and supporting businesses • Responding to growing demand for Housing and Adult Social Care services • Maintaining financial sustainability and maximising funding sources • Making optimal use of available resources • Reducing costs and eliminating waste Internal Processes Learning and Growth • Improving and aligning processes, services and infrastructure • Developing employee knowledge, skills and abilities • Improving engagement and collaboration • Developing a high performing workforce Each of the perspectives shown above are supported by a number of key measures and indicators which ensure that the Balanced Scorecard informs ongoing performance reporting and helps to identify areas for further improvement. The strategy map below provides an at a glance summary of the key performance indicators identified for the Single Midlothian Plan and under each of the perspective headings of the Balanced Scorecard. Detailed performance data is available in the quarterly service performance reports. Page 380 of 394
Page 381
Single Midlothian Plan - Key Indicators Community Planning Partnerships (CPPs) draw together public, voluntary and private sector bodies, and local communities. CPPs deliver a shared ‘plan’ based on evidence to improve the lives of local people, in Midlothian, the plan is called the Single Midlothian Plan. By working together as a Community Planning Partnership, individuals and communities will have improved health and skills for learning, life and work. No child or household need live in poverty. Midlothian will make significant progress towards net zero carbon emissions by 2045. The Single Midlothian Plan from 2023-27 consists of 7 thematic priorities with key actions and measures across those four years and will be refreshed annually. • Midlothian will be Healthier • Midlothian will be Safer • Midlothian will Get it Right for Every Child • Midlothian will support residents to improve Employability and Outcomes in our Communities • Midlothian will be Greener • Midlothian will have a Wellbeing Economy and be Better Connected • Midlothian will work towards reducing Poverty Page 381 of 394
Page 382
Customer Perspective - Midlothian will be Healthier 1. Midlothian will be Healthier Performance Indicator 2022/23 2023/24 2024/25 Value Value Value Target Status Health and Social Care specific LearnPro modules working / accessible that relate to registered professional practice. N/A N/A 100% 100% All Health and Social Care specific LearnPro modules with up to date content that relate to registered professional practice. N/A N/A Yes Yes Number of actions collaboratively achieved with other areas of the organisation involving early intervention/prevention. Annual target 10 N/A N/A 10 10 Newbyres Village Care Home occupancy rate N/A N/A 96% 95% Percentage of Care Providers with risk status rated as low. N/A N/A 91% 90% Total amount of additional income generated for individuals through welfare rights service. N/A N/A £4,463,000.46 Data only Average number of working days lost due to sickness absence (cumulative) 21.16 24.26 16.36 10.53 % of service priority actions on target / completed, of the total number 72.97% 93.75% 82.35% 90% Achieve a response rate above 50% to the annual iMatter survey sent to all employees across health and social care. N/A 65% 24/25 data not available. (23/24 data published August 2024) – On target carried forward 23/24 Maintain or improve the iMatter Employment Engagement Index Score. N/A 78 24/25 data not available. (23/24 data published August 2024) – On target carried forward 23/24 Number of Midlothian Active Choices (MAC) attendees (quarterly) N/A 5,688 6,431 Data only Number of activities offered by Ageing Well to 50+ age groups (quarterly) N/A 2,763 3,045 Data only Page 382 of 394
Page 383
Customer Perspective - Midlothian will be Safer 2. Midlothian will be Safer Performance Indicator 2023/24 2024/25 Value Value Target Status % of people subject to a Community Payback Order and effectively participate. 92% 88% Data only Successful completion rate of Community Payback Orders is maintained at or above the national average. 78% 75% 75% Page 383 of 394
Page 384
Customer Perspective - Midlothian will Get it Right for Every Child (GIRFEC) Performance Indicator 2022/23 2023/24 2024/25 Value Value Value Target Status Number of outcome focused assessments undertaken (cumulative) 1,329 1,397 1,625 Data only Number of external "Foster" placements purchased this year 3 10 5 Data only Number of referrals to the duty service (cumulative) 9,016 7,179 4,118 Data only Number of children adopted (cumulative) 3 2 2 Data only Length of time children in permanence process before reaching forever family (months) 27 N/A N/A Data only Number of foster carers going through prep groups on a quarterly basis (cumulative) 14 10 14 Data only Number of new foster carers approved (cumulative) 1 1 12 Data only Number of foster carers de-registered quarterly (cumulative) 4 5 6 Data only Number of permanence LAAC Reviews happening quarterly (cumulative) 27 19 13 Data only Number of children matched in quarter – (average months from perm LAAC to matching panel) (cumulative) 4 1 5 Data only Number of places taken at residential houses - capacity 10 10 10 9 Data only The number of children living in kinship care 59 69 82 Data only The number of children living in foster care 61 62 63 Data only Number of Midlothian children on the Child Protection Register 43 40 35 Data only Rate per 1,000 population of Midlothian children on the Child Protection Register in relation to the Scottish average (2.3) 2.4 2.2 1.8 Data only % of Child Protection plans which have integrated chronology 94% 90% 80% Data only Rate per 1,000 of Midlothian Looked 1.3 2.1 1.7 Data only 3. Midlothian will Get it Right for Every Child (GIRFEC) Page 384 of 394
Page 385
Performance Indicator 2022/23 2023/24 2024/25 Value Value Value Target Status After Children AT HOME in comparison with the Scottish average (2.6) Rate per 1,000 of Midlothian Looked After and Accommodated Children in comparison with the Scottish average (9.7) 6.7 7.4 9.3 Data only The number of looked after children and young people not in residential placed outwith Midlothian 8 9 9 Data only The number of looked after children and young people placed in Residential School outwith Midlothian 2 2 2 Data only The number of young people who are allocated/engage with Through Care and After Care service 64 54 56 Data only Child Protection: % of Core Group meetings held within a 8 week period. 99% 100% 95% 100% Child Protection: % of Core Group meetings held within 15 days for Initial 89% 86% 100% 100% Improve Primary School attendance 93.03% 93.42% 94.45% 95% Improve Secondary School Attendance 87.11% 87.14% 88.46% 91.5% Reduce exclusions in Primary schools (Rate per 1,000) 3.03 7.59 5.6 11.25 Reduce exclusions in Secondary schools (Rate per 1,000) 22.6 18.27 31.77 15 Page 385 of 394
Page 386
Customer Perspective - Midlothian will support residents to improve Employability and Outcomes in our Communities Performance Indicator 2022/23 2023/24 2024/25 Value Value Value Target Status Improve Primary School attendance 93.03% 93.42% 94.45% 95% Improve Secondary School Attendance 87.11% 87.14% 88.46% 91.5% Reduce exclusions in Primary schools (Rate per 1,000) 3.03 7.59 5.6 11.25 Reduce exclusions in Secondary schools (Rate per 1,000) 22.6 18.27 31.77 15 % of those leaving school secure a positive destination N/A 95.29% 95.27% 95% Percentage of Midlothian Care Experienced school leavers progressing to positive destinations 90% 100% 93.75% 87.2% Percentage of Unemployed People Assisted into work from Council (LGBF) 23.91% 12.4% N/A – LGBF indicator Data only 4. Midlothian will support residents to improve Employability and Outcomes in our Communities Page 386 of 394
Page 387
Customer Perspective - Midlothian will be Greener Performance Indicator 2022/23 2023/24 2024/25 Value Value Value Target Status Percentage of Council fleet which is 'Green' (cumulative) 8.2% 8.2% 8.2% 8% Percentage of waste going to landfill per calendar year (quarterly) 13.3% 12.8% N/A 15.0% N/A Percentage of the Council's housing stock meeting the 'Modern facilities & services' Scottish Housing Quality Standard criteria 98.4% 98.4% 98.4% 100% Corporate Indicator - Percentage of the Council's housing stock meeting the Scottish Housing Quality Standard criteria (LGBF) 32.28% 56.47% 88.35% 100% Street Cleanliness Score (LGBF) 88.5% 92.6% N/A – LGBF indicator N/A N/A Percentage of total household waste that is recycled (LGBF) 47.0% 46.9% N/A – LGBF indicator 54.0% N/A Number of Businesses signed up to the Midlothian Business Green Pledge (quarterly) 50 108 179 Data only Number of volunteer hours in countryside sites (cumulative) 5,604 6,990 6,642 6,000 Number of lighting columns replaced (cumulative) 136 752 472 472 Percentage of household waste used to generate heat and electric (Energy from Waste) 43.5% 42.1% N/A Data only 5. Midlothian will be Greener Page 387 of 394
Page 388
Customer Perspective - Midlothian will have a Wellbeing Economy and be Better Connected 6. Midlothian will have a Wellbeing Economy and be Better Connected Performance Indicator 2022/23 2023/24 2024/25 Value Value Value Target Status Number of New Business Start Ups (LGBF) 118 103 131 Data only Number of 'Planning to Start' business enquiries/submissions (quarterly) 195 235 197 Data only Number of jobs created by New Business Start Up N/A 147 171 Data only Contribution to Midlothian Economy in 1st year of trading by Start Up Business N/A £5,790,000 £6,245,000 Data only Submit Midlothian Local Development Plan 2 evidence report for Scottish Government’s Gate Check stage N/A N/A 100% 100% Page 388 of 394
Page 389
Customer Perspective - Midlothian will work towards reducing Poverty 7. Midlothian will work towards reducing Poverty Performance Indicator 2022/23 2023/24 2024/25 Value Value Value Target Status Number of Scottish welfare fund crisis grant applications awarded (cumulative) N/A 3,352 3,840 Data only Number of customers receiving help/support via housing benefits (quarterly) N/A 11,721 11,175 Data only The proportion of Scottish Welfare Fund Budget Spent (LGBF) 106.65% 138% 100% Data only Claimant Count as % of Working Age Population (LGBF) 2.3% 2.3% N/A – LGBF indicator Data only Claimant Count as % of 16-24 Population (LGBF) 3% 3.1% N/A – LGBF indicator Data only Length of time (weeks) homeless applicants wait until receiving a permanent housing outcome 70 63.8 N/A – Data not available 85 - Percentage of free school meal uptake (P1-P5) N/A 70.59% 68.66% 77.57% Page 389 of 394
Page 390
Financial Health Perspective Short Name 2022/23 2023/24 2024/25 Value Value Value Target Status Performance against revenue budget £258.468m N/A N/A – data not available £318.805m - Corporate Indicator - Primary Education - Cost per pupil (LGBF) £7,149.00 £7,529.00 N/A – LGBF indicators Corporate Indicator - Secondary Education - Cost per pupil (LGBF) £8,372.35 £8,750.00 Corporate Indicator - Pre- Primary Education - Cost per pupil (LGBF) £9,917.00 £9,840.00 Corporate Indicator - Central Support services as a % of Total Gross expenditure (LGBF) 3.74% 5% Corporate Indicator - Cost of collecting council tax per dwelling (LGBF) £9.44 £11.86 Corporate Indicator - Percentage of invoices sampled and paid within 30 days (LGBF) (quarterly) 90.0% 92.6% 92.5% 95.0% Corporate Indicator - Net cost of waste collection per premise (annual) (LGBF) £66.99 £89.10 N/A – LGBF indicators Corporate Indicator - Net cost of waste disposal per premise (annual) (LGBF) £31.25 £48.07 Corporate Indicator - Net cost of street cleaning per 1,000 population (LGBF) £12,368.00 £9,648.00 Corporate Indicator - Cost of maintenance per kilometre of roads (LGBF) £10,980.56 £9,434.00 Corporate Indicator - Cost of Trading Standards, Money Advice & Citizen Advice per 1000 population (LGBF) £8,390.00 £6,157.00 Corporate Indicator - Cost of environmental health per 1,000 population. (LGBF) £12,780.00 £11,144.00 Total useable reserves as a % of council annual budgeted revenue (LGBF) 34.1% 36.6% N/A – LGBF indicators Uncommitted General Fund Balance as a % of council annual budgeted net revenue (LGBF) 1.8% 2.4% Ratio of Financing Costs to Net Revenue Stream - General Fund (LGBF) 0.38% 0.6% Ratio of Financing Costs to Net Revenue Stream - Housing Revenue Account (LGBF) 36.03% 40.2% Actual outturn as a percentage of budgeted expenditure (LGBF) 96% 100% Page 390 of 394
Page 391
Short Name 2022/23 2023/24 2024/25 Value Value Value Target Status Corporate Indicator - Older Persons Home Care Costs per Hour (Over 65) (LGBF) £56.96 £37.91 Corporate Indicator - The Net Cost of Residential Care Services per Older Adult (+65) per Week (LGBF) £627.00 £868.00 Page 391 of 394
Page 392
Learning and Growth Perspective Short Name 2022/23 2023/24 2024/25 Value Value Value Target Status Percentage of staff turnover (including teachers) (quarterly) 10.36% 9.2% 8.6% Data only Corporate Indicator - The Percentage of council employees in top 5% of earners that are women (LGBF) 56.9% 58.9% N/A - LGBF indicator - - Corporate Indicator - The gender pay gap between average hourly rate of pay for male and female - all council employees (LGBF) 2.86% 2.7% 2.29% Data only Corporate Indicator - Sickness Absence Days per Employee (All employees) 11.04 11.71 10.91 Data only Corporate Indicator - Teachers Sickness Absence Days (LGBF) 5.62 days 6.44 days 6.67 days Data only Corporate Indicator - Local Government Employees (except teachers) sickness absence days (LGBF) 13.20 days 13.79 days 12.56 days Data only Page 392 of 394
Page 393
Internal Processes Perspective Short Name 2022/23 2023/24 2024/25 Value Value Value Target Status % of internal/external audit actions progressing on target. 100% 97.16% 85.81% 85% % of high risks that have been reviewed in the last quarter 100% 100% 100% 100% Corporate Indicator - Percentage of adults satisfied with libraries (LGBF) 66% 59.3% N/A – LGBF indicators Corporate Indicator - Percentage of adults satisfied with parks and open spaces (LGBF) 85.3% 84.7% Corporate Indicator - Percentage of adults satisfied with leisure facilities (LGBF) 66.7% 65% Corporate Indicator - Percentage of Adults satisfied with local schools (LGBF) 66.7% 69.3% Corporate Indicator - Percentage of Adults satisfied with refuse collection (LGBF) 84.7% 88.3% Corporate Indicator - Percentage of adults satisfied with street cleaning (LGBF) 60% 62% Total number of complaints received (quarterly) 6,459 1,750 1,308 Data only Percentage of complaints at stage 1 complete within 5 working days 90.62% 83.4% 78.33% 95% Percentage of complaints at stage 2 complete within 20 working days 77.55% 58.67% 90.24% 95% Page 393 of 394
Page 394
Page 394 of 394