Agenda Document Pack - Performance, Review and Scrutiny Committee - 09/12/2025
Midlothian Council · 9 December 2025
Back to Performance, Review and Scrutiny Committee — 9 December 2025 and its agenda
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Notice of Meeting and Agenda Performance, Review and Scrutiny Committee Venue: Virtual Meeting, Date: Tuesday, 09 December 2025 Time: 11:00 Executive Director : Place Contact: Clerk Name: Democratic Services Clerk Telephone: Clerk Email: democratic.services@midlothian.gov.uk Further Information: This is a meeting which is open to members of the public. Privacy notice: Please note that this meeting may be recorded. The recording may be publicly available following the meeting. If you would like to know how Midlothian Council collects, uses and shares your personal information, please visit our website: www.midlothian.gov.uk Page 1 of 234
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1 Welcome, Introductions and Apologies 2 Order of Business Including notice of new business submitted as urgent for consideration at the end of the meeting. 3 Declaration of Interest Members should declare any financial and non-financial interests they have in the items of business for consideration, identifying the relevant agenda item and the nature of their interest. 4 Minute of Previous Meeting 4.1 Minute of the Meeting of Performance, Review and Scrutiny Committee 28 October 2025 submitted for approval 5 - 18 4.2 Action Log 19 - 22 5 Public Reports 5.1 Inspection of Community Access Team (CAT), report by Head of Adult Services and Chief Social Work Officer 23 - 40 5.2 Q2 Education Performance Report 2025/26, report by Education Chief Operating Officer 41 - 62 5.3 Q2 Children’s Services, Partnership and Communities Performance Report 2025/26, report by Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer 63 - 76 5.4 Q2 Adult Social Care Performance Report, report by Head of Adult Services and Chief Social Work Officer 77 - 118 5.5 Q2 Place Performance Report, report by Chief Officer Place 119 - 158 5.6 Q2 Corporate Solutions Performance Report, report by Chief Officer Corporate Solutions 159 - 200 5.7 Q2 Midlothian Council Performance Report & Balanced Scorecard, report by Chief Executive 201 - 234 6 Private Reports No items for discussion Page 2 of 234
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7 Date of Next Meeting The next meeting will be held on Tuesday 3 February 2026. Page 3 of 234
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1-1 Minute of Meeting Cabinet 2024 Performance Review and Scrutiny Committee Tuesday 9 December 2025 Item No 4.1 No 4.1 Performance Review and Scrutiny Committee Date Time Venue Tuesday 28 October 2025 11:00am Council Chambers and MS Teams Present: Councillor Milligan (Chair) Councillor Bowen Councillor Curran (Virtual) Councillor Drummond (Virtual) Councillor Imrie Councillor McCall Councillor McEwan Councillor Pottinger (Virtual) Councillor Russell Councillor Smaill Councillor Virgo In attendance: Councillor McKenzie (Virtual) Dr Grace Vickers, Chief Executive Kevin Anderson, Executive Director Place Nick Clater, Head of Adult Services and Chief Social Work Officer Derek Oliver, Chief Officer Place Grace Cowan, Head of Primary Care and Older Peoples Services (Virtual) Michelle Strong, Education Chief Operating Officer Rebecca Hooton, Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer Hannah Forbes, Democratic Services Officer Nicola Thorburn, Democratic Services Team Leader (Acting Up) Page 5 of 234
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1 Welcome, Introductions and Apologies The Chair welcomed everyone to the meeting of the Performance Review and Scrutiny (PRS) Committee. Apologies were received from Councillor Winchester. 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 10 June 2025 was submitted and approved as a correct record. 4.2 The Action Log was noted and the Committee agreed that the items recommended for closure can be closed. Councillor McEwan asked if the possible extension of hours for parking attendants in Midlothian was part of a pilot. The Chief Officer Place advised this this would be piloted and incorporated into the future parking strategy. 5. Reports Agenda No. Report Title Presented by: 5.1 Summary of the Care Inspectorate Inspections of Day Care of Children, August 2024 - June 2025 Education Chief Operating Officer Outline of report and summary of discussion The Chair asked the Education Chief Operating Officer if they could present items 5.1-5.4 together, the Education Chief Operating Officer agreed to present all items together. The Education Chief Operating Officer presented the Summary of the Care Inspectorate Inspections of Day Care of Children report providing a summary of the outcomes of the inspections in Early Learning and Childcare settings for two-, three- and four-year-olds as carried out by the Care Inspectorate and Education Scotland. The Chair thanked the Education Chief Operating Officer for the report and opened to the committee for any questions or comments. The Committee noted the reports and endorsed the congratulations to all involved in the school communities following the improvements that have been made. The Page 6 of 234
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Committee asked if the Education Authority have enough capacity within the Quality and Improvement Team to support and sustain the high level of standard. The Education Chief Operating Officer noted that since starting this post 3 years ago, the Education Authority’s inspection outcomes have moved from satisfactory to good. There are less schools that require intensive support to bring them to the national standard. However, there are several of our schools that receive intensive support due to change of leadership or an inspection period. The Education Chief Operating Officer added that they have a hardworking team to support schools, have systems in place and good partnership working from the centre and schools. The Committee noted an interest in the Mayfield Primary School Inspection, referring to the situation that arose from Community Council meetings where several concerns were discussed, however from the concerns raised there has not been a negative effect on the education of the pupils. The Education Chief Operating Officer advised that last Christmas was a busy period for all involved in the decant of Mayfield Primary School and how this could impact learners and staff. However, The Education Chief Operating Officer was delighted to report that the school is doing very well and seeing positivity in terms of children’s engagement, behaviour and key indicators such as attendance and attainment. It was noted that Education Scotland assessed against the national standard and in this instance, they did not feel the new environment was having a negative impact on learners. The Committee gave recognition to Mount Esk Nursery on their inspection result. A question was asked in relation to the Partner Provider nurseries in terms of what immediate support has been put in place and what the timeline is for a reassessment. The Committee noted that the Lawfield Nursery re-inspection does not have a final score and asked if this is still to be allocated. The Education Chief Operating Officer advised that if a Local Authority or a funded provider does not meet the minimum standard, they are put into an improvement period. The Local Authority will provide support during the 6-month improvement period to help the setting get to where they need to be, this is closely monitored with any progress being tracked. If there is no improvement in the 6-month timeframe, consideration is given to what further support is required to achieve the standard. If, there is too much of a gap between achieving the national standard and where the setting is currently at, a further assessment is completed to determine if early years provision can continue to be provided through that setting. In relation to the re-inspection of Lawfield Nursery, this was conducted by Education Scotland so therefore there are no new grades provided, only a statement that identifies their findings, that was the same for the school and the nursery. The Committee whole heartedly congratulated Lawfield Primary School and Nursery on the significant improvement that has been made, noting this is a direct result of hard work from the Headteacher and the dedicated staff. Based on the key successes highlighted within the Inspection of Pathways to Success, Additional Support Needs (ASN) Provision report, the Committee were happy to see the Page 7 of 234
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strong emphasis placed on the establishment of trust, respect and safety among the young people. Noting that achieving the secure environment is paramount and to keep up the brilliant work. The Committee recognised and congratulated all the parents of all the schools in Midlothian, that are showing good in progress in their education attainment. Decision Performance Review and Scrutiny Committee noted the report and the recommendations. Agenda No. Report Title Presented by: 5.2 Inspection of Lawfield Primary School and Nursery Education Chief Operating Officer Outline of report and summary of discussion The Education Chief Operating Officer presented the Inspection of Lawfield Primary School and Nursey that outlines the outcome of the Education Scotland inspection of Lawfield Primary School and Nursery class. The discussion for Agenda Items 5.1-5.4 is all listed under item 5.1. Decision Performance Review and Scrutiny Committee noted the report and the recommendations. Action Agenda No. Report Title Presented by: 5.3 Inspection of Mayfield Primary School Education Chief Operating Officer Outline of report and summary of discussion The Education Chief Operating Officer presented the Inspection of Mayfield Primary School that outlines the outcome of the Education Scotland inspection of Mayfield Primary School. The discussion for Agenda Items 5.1-5.4 is all listed under item 5.1. Decision Performance Review and Scrutiny Committee noted the report and the recommendations. Page 8 of 234
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Agenda No. Report Title Presented by: 5.4 Inspection of Pathways to Success, ASN Provision Education Chief Operating Officer Outline of report and summary of discussion The Education Chief Operating Officer presented the Inspection of Pathways to Success, ASN Provision that outlines the outcome of the Education Scotland inspection of Pathways to Success. It is a standalone Social, Emotional and Behavioural Needs (SEBN) provision for secondary age learners within Midlothian The discussion for Agenda Items 5.1-5.4 is all listed under item 5.1. Decision Performance, Review and Scrutiny Committee noted the report and the recommendations. Agenda No. Report Title Presented by: 5.5 Inspection of Midlothian Residential Service for Young People Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer Outline of report and summary of discussion The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer presented the Inspection of Midlothian Residential Service for Young People that outlines the outcome of the Care Inspectorate inspection of Midlothian Residential Service for Young People. The Chair thanked the Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer or the report and opened to the Committee for any questions or comments. The Committee endorsed the report and echoed all the congratulations noting this was well deserved. The Committee noted the area of improvement identified relating to the maintenance of the property, and that is affecting the quality of the environment. The Committee asked if the issue of the maintenance of the building has been progressed. The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer clarified that the residential services are two properties, one house in Woodburn, and the other in Gorebridge. The property in Gorebrige is an older property, however, has a homely feel, but with the building being older there is more maintenance and improvements required. Page 9 of 234
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The Committee highlighted that this was an unannounced inspection, therefore the report is a testament of how much the staff care to ensure a safe and nurturing environment is provided and congratulated all the staff. The Committee asked if there is any advanced notice of an unannounced inspection and asked how many children are currently in residential care. The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer advised that in theory there will be a survey provided to young people and parents that provides an indication that an unannounced inspection could take place, this could be weeks or months in advance. The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer advised that in Midlothian both properties are full, holding 9 young people in total. Decision Performance Review and Scrutiny Committee noted the report and the recommendations. Agenda No. Report Title Presented by: 5.6 Q1 Education Performance Report 2025/26 Education Chief Operating Officer Outline of report and summary of discussion The Education Chief Operating Officer presented the Q1 Education Performance Report 2025/26. The Education Chief Operating Officer detailed the progress, achievements and challenges for Education and Community, Lifelong Learning and Employability (CLLE) services in Q1. The Chair thanked the Education Chief Operating Officer for the report and opened to the committee for any questions or comments. The Committee noted that there was a huge amount included in the report that the Council should be proud. The Committee expressed they are proud of Midlothian’s approach to Midlothian Aligned Curriculum Offer (MACO), highlighting that the Council cannot afford to let the children of Midlothian down. The Committee raised a concern regarding staff health and wellbeing and recognised that processes have been reviewed, however asked if the underlying issue is the financial environment where there is understaffing in schools. The Committee asked if whether more staff are required in Midlothian’s schools or additional support for school leaders is required for implementing policies around staff wellbeing. The Education Chief Operating Officer explained that over the summer period their data in relation to staff absences was reviewed. The data showed that stress and mental health were the top causes for staff absence, the service must look at what they can do to support individuals. The service knows that 44% of children in Midlothian schools have additional support needs, with a high number of children who struggle to regulate and engage with school life and that can have an impact on the staff. The Education Chief Operating Officer explained there is a Page 10 of 234
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need to work with schools to identify if there is support needed for individuals or training for staff to ensure they are confident supporting young people. The Committee asked if there is a requirement for a Business Manager in primary schools as this has been asked for previously when visiting primary schools in Midlothian. The Education Chief Operating Officer noted that this has been raised, and comparisons have been made with a neighbouring Local Authority. There are staff in schools already and queried if there is more work with the staff in terms of empowering them to follow processes that headteachers feel are missing rather than providing every school with a Business Manager. The Education Chief Operating Officer advised they are happy to pick up this matter and report back. The Committee recognised the children that were at the Pupil Leadership Conference, highlighting that it was a privilege to be involved and found it inspiring to see the children advocate for their schools. The Committee asked if in Midlothian there is an issue regarding the retention of senior staff and recruitment. The Education Chief Operating Officer confirmed there is nationally less people applying for Head/Depute posts; however, Midlothian seems to be successful in gaining leaders for their schools and therefore there is not a current issue in Midlothian regarding these positions. There had been difficulty recruiting, however delighted with the quality and that all posts are filled. It was clarified that retention is less of an issue in senior posts, there is more of an issue regarding learning assistant posts where there is more movement. The Committee noted that there has been a young person who has set up their own youth lead peer support in Dalkeith and asked if there was some more information and what support can be provided. The Education Chief Operating Officer advised that Heather Fleming, CLL Officer will provide more information regarding the new peer support group in Dalkeith. Page 68 of the agenda pack details measures and targets and was highlighted by the Committee, asking if there was a possibility to include positive outcomes and destinations for all students. The Committee also highlighted that Midlothian Council made changes to the policy regarding mobile phone usage in schools and asked for any feedback on how this is going. The Education Chief Operating Officer confirmed that the attainment report that will be coming to the next Council meeting will have that information included. The Education Chief Operating Officer advised they were delighted to report that a set of principles have been developed for primary schools noting that mobile phones are less of an issue in primary schools now, however, still can cause disruption. At the start of this term, Newbattle High School was recognised to have spent a long time in the summer working with school population regarding mobile phone usage and disruption to learning and agreed as a school a way forward, noting it has been transformational in terms of the engagement with pupils in classrooms and reduction in anti-social behaviour. Page 11 of 234
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The Chair referred to the MACO, noting the national issue and the dispute with trade unions and ask for clarification in relation to the unavailability of transport. The Education Chief Operating Officer explained MACO phase 1 was the aligning and structure of the school day was the same for everyone. The digital offering was to try and address minority subjects in schools that cannot be offered, and to offer new courses to widen the curriculum offer. Unfortunately, the position of the trade unions in Midlothian is that the terms and conditions of teachers' do not reference digital learning, therefore that is why we are in dispute. The Education Chief Operating Officer advised they have written to Scottish Negotiating Committee Teachers (SNCT) to try and change teachers’ terms and conditions to reflect digital, and they responded to say there are no plans to change these. Therefore, as we do not have the digital offer currently the Council must transport pupils between schools, so they attend courses that are not course online. Moving forward, the trade unions have been informed that the planning and implementation for August 2026 is going ahead. The Committee asked for more detail on the number of days lost to staff absence and advised that the Committee have been advised that this is largely to do with maternity leave. The Committee expressed the importance of identifying how many teachers are taking absence due to stress caused behaviour of pupils. The Committee requested that staff absences are broken down to help evidence what is driving the absences. The Education Chief Operating Officer agreed to provide details in relation to staff absence, noting the high level of maternity leave, mental health and stress combined has an impact in terms of service delivery. Decision Performance Review and Scrutiny Committee noted the report and the recommendations. Action The Education Chief Operating Officer to consider whether Business Managers are required in Primary schools The Education Chief Operating Officer to provide a breakdown of staff absences detailing the reasons for absence. Heather Fleming CLL Officer, to provide information to the Committee on the new peer group set up in Dalkeith. Agenda No. Report Title Presented by: 5.7 Q1 Children’s Services, Partnership and Communities Performance Report 25/26 The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer Outline of report and summary of discussion Page 12 of 234
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The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer presented the Q1 Children’s Services, Partnership and Communities Performance Report 2026/2026. The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer noted the key achievements and challenges in terms of the report. The Chair thanked the Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer for the report and opened to the committee for any questions or comments. The Committee advised they were happy to note the successful foster care recruitment drive, and that it was positive to see direct quotes from service users in the report as this provides confirmation of the success. The Committee further complimented the service and the great work that has been undertaken for our young people and those who are vulnerable, emphasising that it is critical to continue to discuss the availability of resources to house people locally. The Chair noted a concern relating to workforce, and that the Council are relying on the locum workers. The Chair expressed the importance of continuity for a child that is going through crisis and asked what actions are being taken to recruit and retain staff. The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer explained not relying on agency staff would be preferable, however the agency workers that are currently in post have been with the service for a long period and that is providing the continuity to children. It was acknowledged that recruitment is a national issue in terms of social work, with a shortage of experienced Social Workers throughout the sector. The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer explained the different strategies that have been taken in terms of recruitment. Management within the sector have been advised not to recruit without a clear purpose as the service requires more experienced staff in the service. The Chair asked if Midlothian Council work with our neighbouring authorities such as Edinburgh Council and East Lothian Council, as in previous years there has been different strategies that has made recruitment competitive and challenging. The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer advised that currently the service is benchmarking with Human Resources (HR) in relation to baseline pay and role progression. The Chief Officer Children’s Services, Partnerships and Communities noted that they are confident in the work that is underway and will continue to look for new strategies to retain and recruit staff. Decision Performance Review and Scrutiny Committee noted the report and the recommendations. Page 13 of 234
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Agenda No. Report Title Presented by: 5.8 Q1 Adult Social Care Performance Report 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 Q1 Adult Social Care Performance Report detailing the key highlights from the work undertaken in Q1. The Chair thanked the Head of Adult Services and Chief Social Work Officer for the report and opened to the committee for any questions or comments. The Committee highlighted that the report states there are 20 beds in Highbank not being used and emphasised the important to reduce bed blocking through the Integration Joint Board (IJB) and asked what can be done to better utilise the beds. The Head of Adult Services and Chief Social Work Officer advised there has been an improvement, further noting that there is the discharge from hospital agenda, repurposed care home beds, and small number of rest bite beds since the report has been produced. As of today, there are no vacancies in Highbank. Longer term, the move to Polton Street is going to have a positive impact, noting that it is a fantastic resource that will be a great development for fixing under occupancy. The Executive Director Place advised the old building will be marketed, once the planned approvals take place to ensure the building is secured. The Committee highlighted the drug and alcohol related deaths in Midlothian and asked if there is anything more that can be done to prevent these deaths. The Head of Adult Services and Chief Social Work Officer explained that early intervention is what they try to achieve, noting there are currently 350 people in our drug and alcohol services. The funding has stayed the same for services, and there is investment in the cafés however more can be done in relation to out of hours. The biggest challenge is the people producing the substances and they are always a step ahead, with drugs being more powerful and difficult to manage than what they were 10-20 years ago, people do not know what they are buying. The Chair noted the news of Lancashire Council rolling out something like the defibrillator stations with the locks that have nasal sprays, expressing that this reflects on how bad the drug epidemic is in Scotland. The Head of Adult Services and Chief Social Work Officer was asked if there was any intention that Midlothian Council are going to follow with the same roll out of these stations. Staff wellbeing and communication with staff was queried, and if there is an alternative way to communicate as it was stated in the report that only 43% of employees felt managers took on board what they were saying. Page 14 of 234
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The Head of Adult Services and Chief Social Work Officer advised that they review the Lancashire report with the Alcohol and Drug Partnership (ADP) Coordinator to see if a nasal spray would be viable in Midlothian. Work is ongoing around different methods of communication with staff; there are staff visits however it is hard to get round everyone in a timely manner. A paper will be presented to our senior management team in the following weeks in relation to programme of events. Decision Performance Review and Scrutiny Committee noted the report and the recommendations. Action The Head of Adult Services and Chief Social Work Officer to look at Lancashire report with the Alcohol and Drug Partnership (ADP) coordinator to see what would be viable in Midlothian. Agenda No. Report Title Presented by: 5.9 Q1 Place Performance Report Chief Officer Place Outline of report and summary of discussion The Chief Officer Place presented the Q1 Place Performance Report highlighting the key achievements and challenges from the report. The Chair thanked the Chief Officer Place for the report and opened to the committee for any questions or comments. The Committee raised the very disappointing comments posted on social media regarding school meal provisions, however, were pleased to note that the school meal uptake has increased. The Committee asked how many staff are working in that sector and who provides the guidelines that we adhere to for school meals. The Committee noted their appreciation. The Chief Officer Place advised that there are 284 catering colleagues in Midlothian schools and nursery kitchens and Scottish Government legislation determines the nutritional guidelines for school meals. Midlothian has gone above and beyond by having a nutritionist within the Facilities Management Team who engages with pupils, and Midlothian attaining the bronze award for food for life for their commitment to local, fresh and sustainable food, emphasising that it is to provide the best possible start in life, supporting healthier dietary choices and reducing diet related health and equalities. The Committee raised a concern regarding the business in Midlothian that was advertising services on social media of bloodletting, intravenous (IV) drips and vitamin injections. The Committee asked if this was a regulated practice and whether the Council should be investigating this further. The Chief Officer confirmed that it is a regulated practice and in terms of how this should be undertaken, there is legislation that entails structural and practical Page 15 of 234
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requirements. However, there was a breach of legislation and action was taken under health and safety. The Chief Officer Place and their team were congratulated by the Committee for the work regarding energy efficiency for the 200 Council homes in Danderhall, emphasising this was a successful programme with a lot of engagement, and any issues raised were resolved promptly. The Committee noted their support for the implementation of the plan around Twin Streaming, however noted that it will mean even more bins for residents. The Chief Officer Place clarified that a report regarding the implementation of the twin steam is in the final stages and will be submitted to the next Business Transformation Steering Group (BTSG) and then to Council. The Chief Officer Place advised that the purpose of the implementation is to mitigate contamination rates and make savings in waste disposal. The education and information piece around waste disposal will be carried out as we move towards implementation in March 2026. The data suggests this will have a positive effect on contamination rates. The Committee noted that there have been complaints submitted relating to building warrant and planning permission times and asked if there is a statutory time to have their permissions back. The Committee added that realistic timescales should be provided for when Midlothian can return these to reduce the complaints in relation to these applications. The Chief Officer Place advised there has been an improvement of performance in relation to planning. There has been work with building standards division and have a plan in place and advise of potential delays, however emphasised that the work is ongoing to have a resilient service. The barrier that was installed at Vogrie car park was raised, and the Committee were delighted to see this is now operational and asked if there was information on what income Midlothian Council could make from Vogrie. The Committee added that there had been some complaints about the new waste bins as they allow litter to pour out during high winds. The Chief Officer Place advised that they would engage with the service on the complaints regarding the functionality of the new bins and advised they will investigate where they have been discarded too. There was a financial forecast in terms of the barrier and what this would bring into Midlothian Council, however there were delays to the implementation of the barrier being installed, and the forecasted variant will be reported to Members however at this moment it is too early to advise on what the impact could be. The Chair noted the statement that was made by Colin Beattie, Member of Scottish Parliament (MSP) regarding school meals. It was requested for the Chief Officer Place to write to Colin Beattie MSP to request an apology to staff on the remarks made around school meals. Decision Page 16 of 234
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Performance Review and Scrutiny Committee noted the report and the recommendations. Action The Chief Officer Place to write to Colin Beattie that is a current sitting MSP to ask for an apology to staff on the remarks made around school meals. Agenda No. Report Title Presented by: 5.10 Q1 Corporate Solutions Performance Report Executive Director Place Outline of report and summary of discussion The Executive Director Place presented the Q1 Corporate Solutions Performance Report on behalf of the Chief Officer of Corporate Solutions noting the key achievements and challenges within the report. The Chair thanked the Executive Director Place for the report and opened to the committee for any questions or comments. The Committee congratulated and recognised all the work that has been undertaken in Corporate Solutions that supports all the Councils’ operations. The Committee noted their surprise to hear about the Scottish Welfare Fund (SWF) uptake of 55% and expressed concern about running out of funding and asked if there are any contingencies in Midlothian. The Executive Director Place confirmed that there is analysis underway in terms of where the SWF demand is and what this is being used for. The spend of one third of the budget already is a concern and they trying to avoid returning to Council to request additional resource. The Executive Director Place advised that there are measures in place in terms of eligibility and work is ongoing, an update will be given to the Cost of Living Task Force and Council. The Committee recognised and commended the library staff in Midlothian on their amazing work that they do. The Committee asked about customer engagement, noting there has been a dramatic fall in email contacts and web forms in comparison to Q1 2024, and asked if there is any evidence as to why. The Executive Director Place explained there are counters at the doors of each of our libraries, the numbers of physical visits are in terms of footfall and online is determined by the number of hits from online users. The Executive Director Place confirmed that there has been a move in terms of the customer service platform, customers can make inputs directly to services. Decision Performance Review and Scrutiny Committee noted the report and the recommendations. Page 17 of 234
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Agenda No. Report Title Presented by: 5.11 Q1 Midlothian Council Performance Report Chief Executive Outline of report and summary of discussion The Chief Executive presented the Q1 Midlothian Council Performance Report. The report provides a summary of actions in line with the Single Midlothian Plan. It was noted that in this quarter 3 actions were off target that related to complaints. The Chair thanked the Chief Executive for the report and invited questions. There were no questions submitted. Decision Performance Review and Scrutiny Committee noted the report and the recommendations. 6 Date of the Next Meeting The date of the next meeting is Tuesday 9 December 2025 at 11:00am. The meeting terminated at 13:01pm. Page 18 of 234
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PRS Committee Action Log Performance Review and Scrutiny Committee Tuesday 9 December 2025 Item No 4.2 Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 1 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. 2 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 3 10/06/2025 5.2 National Thematic Inspection of local authority approaches to Provide information on plans for the UNCRC Pupil Parliament, including the recent proposals on Learner Voice to a cross-party working Education Chief Operating Officer TBC Page 19 of 234
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Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments supporting school improvement group. 5 10/06/2025 5.3 Education Performance Report Quarter Four 2024/25 Provide details on the outcome of the Education HR Business Partner review of staff absences. Education Chief Operating Officer TBC 6 10/06/2025 5.5 Adult Social Care Services Performance Report Quarter Four 2024/25 Update the performance reporting in relation to the occupancy rates achieved at Newbyres, taking into account the number of beds in use. Head of Adult Services and Chief Social Work Officer TBC 7 10/06/2025 5.5 Adult Social Care Services Performance Report Quarter Four 2024/25 Provide information on previously agreed funding of 6 nurses from Council. Head of Adult Services and Chief Social Work Officer TBC 8 10/06/2025 5.5 Adult Social Care Services Performance Report Quarter Four 2024/25 Provide details on the average length of stay at the Royal Edinburgh. Head of Adult Services and Chief Social Work Officer September 2025 9 10/06/2025 5.5 Adult Social Care Services Performance Report Quarter Four 2024/25 Provide a breakdown of the £4.4millon received for Welfare Rights. Head of Adult Services and Chief Social Work Officer TBC Page 20 of 234
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Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 10 10/06/2025 5.10 Place Performance Report Quarter Four 2024/25 Consider the commercial waste offering, and the benefits of the local authority managing this and report back. Chief Officer Place TBC In progress. 11 10/06/2025 5.10 Place Performance Report Quarter Four 2024/25 Consider ways to further publicise information on what goes into each recycling bin to avoid contaminated loads. Chief Officer Place TBC In progress. 12 28/10/2025 5.6 Education Performance Report 2025/26 Review the suggestion made by Primary Schools in Midlothian for a Business Manager. Educating Chief Operating Officer October 2025 Costing provided to CPWG for ASG Business Manager provision 13 28/10/2025 5.6 Education Performance Report 2025/26 Provide more details in relation to staff absence. Educating Chief Operating Officer TBC Details being collated by HR 14 28/10/2025 5.6 Education Performance Report 2025/26 Provide details regarding the new peer group set up in Dalkeith. Heather Fleming, CLL Officer November 2025 Meeting set up with CLLE and Cllr Russell 15 28/10/2025 5.8 Q1 Adult Social Care Performance Report Review the Lancashire report with the Alcohol and Drug Partnership (ADP) coordinator to see if nasal sprays would be viable in Midlothian. Head of Adult Services and Chief Social Work Officer TBC 16 28/10/2025 5.9 Q1 Place Performance Report Write to Colin Beattie current MSP to apologise to staff for their remarks made around school meals. Chief Officer Place TBC Page 21 of 234
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Performance Review and Scrutiny Committee Tuesday 9 December 2025 Item No 5.1 Inspection of Community Access Team (CAT) Report by: Nick Clater, by 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 for the Community Access Team 2 Purpose of Report/Executive Summary This report advises of 1. The outcome of the short notice announced inspection 2. The recommendations that will be included within the improvement plan. Date: 11/10/25 Report Contact: Nick Clater Page 23 of 234
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3 Background 3.1 Inspection The inspection of the Community Access Team (CAT) which provides day support to adults with learning disabilities in small community hubs across Midlothian took place on 16th September 2025. This was a short notice announced inspection which focussed on three main themes. 1. How well do we support people's wellbeing 2. How good is our leadership 3. How good is our staff team Evidence was gathered from direct observation of the support provided within the community hubs and feedback from various sources. This included feedback from the individuals themselves who access the service, family members, staff members and documentation of care support plans, daily record keeping, staff records etc. Information was also gathered from partner organisations working alongside the CAT service including the Community Learning Disability Team (CLDT). 3.2 Grades The inspection themes were graded as highlighted below How well do we support people's wellbeing? 5 - Very Good How good is our leadership? 4 - Good How good is our staff team? 4 – Good The Inspection report noted strengths in the following areas: • Feedback from people who used the service and their family/representatives was positive, stating it was a much- valued service and played a significant part in people's lives. • There was evidence that the staff team worked with a strong values base, continually promoting people's health and well- being, offering choices, being respectful and good at listening. • The service works closely with a wide range of local services and resources to enhance the experience for the individual • Family members and advocates expressed that the CAT service helped sustain the individuals to remain living with their families and continue in their caring role. Page 24 of 234
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3.2 Areas for Improvement The report highlighted 6 previous areas for improvements from the last inspection, some of these have been partially met but there is still room for improvement on 3 areas. Outstanding improvements areas:- 1. The service should consult with and determine key stakeholders’ views on engagement with quality assurance processes in the service. Consideration should be given to developing a forum or forums which allow people to share their views and contribute to service development and improvement plans. 2. The Provider should develop competency-based observations of staff practice, clarifying that they have the requisite skills and that they put them into practice during support. Observations should include feedback from people who experienced care and inform discussion, supervision and professional development for the staff concerned. 3. The Provider should develop a training matrix which allows management overview of learning undertaken and insight into when refresher training updates are needed. 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 are not 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 – Inspection report Page 25 of 234
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value A.5 Involving Communities and Other Stakeholders The service will continue to seek feedback from individuals, families, staff members and partner agencies on the service. A.6 Impact on Performance and Outcomes The attached inspection report highlights several areas of good outcomes for those who use the service. The service will continue to build on this and seek feedback for ongoing improvement. A.7 Adopting a Preventative Approach Not applicable Page 26 of 234
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A.8 Supporting Sustainable Development Not applicable Page 27 of 234
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CACAT (CommunitT (Community Access Ty Access Team)eam) Support Service Midlothian Council Fairfield House 8 Lothian Road Dalkeith EH22 3AA Type of inspection: Announced (short notice) Completed on: 16 September 2025 Service provided by: Service provider number: Midlothian Council SP2003002602 Service no: CS2003017897 []Page 29 of 234
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About the service The Community Access Team, referred to as CAT hereafter in this report, supports adults with learning disabilities across various communities in Midlothian. A planned programmes of activities is offered. These activities seek to reflect and build upon the individual aspirations of the participants. Activities may include: - arts and crafts; - cooking for healthy eating and running a café; - gardening; - participating in the local community; - literacy training; - exercise and sports activities; - tea dances and lunch clubs. The service works in partnership with people who experience care, and their family representatives. There is a strong focus on person-led and community-based approaches that already aligns with national frameworks such as The Keys to Life and Principles of Good Transition 3. About the inspection This was a full inspection which took place between 29 August- 10 September 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 spoke with 10 people using the service and six of of their family/representatives. We also spoke with eight staff and management, observed practice and reviewed a wide range of documentation. Inspection rInspection reporteport Inspection report for CAT (Community Access Team) page 2 of 12 Page 30 of 234
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Key messages Feed back from people who used the service and their family/representatives was positive. It was clear that the CAT Team was a much valued service and played a significant part in people's lives. Staff worked with a strong values base. They were consistently mindful of promoting people's health and well-being, offering choices, respectful and good at listening. The service work closely with a wide range of local services and resources. It was evident that this promoted involvement and helped people engage with their own communities. There was a strong emphasis on building relationships and sustaining friendship for people who used the CAT team. Family members and people's representatives felt access to the CAT Team helped nurture their loved ones and sustained them in their caring roles. 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? 4 - Good How good is our staff team? 4 - Good Further details on the particular areas inspected are provided at the end of this report. Inspection rInspection reporteport Inspection report for CAT (Community Access Team) page 3 of 12 Page 31 of 234
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How well do we support people's wellbeing? 5 - Very Good We assessed the service's performance in this Key Question as very good. This meant that theyoperated to a high standard. Areas for development were significantly outweighed by positive outcomesachieved. People who experienced care consistently reported feeling valued and respected throughout their engagement with support. They said they felt listened to and respected. People told us their voices were heard. It was apparent there was a strong emphasis on inclusive practice. This fostered trust and built effective relationships based on dignified and compassionate support. Family representatives echoed these sentiments, highlighting the importance of respectful care for their loved ones. From our conversations, it was clear there was a consistentrecognition that staff routinely demonstrated mindfulness of these principles in their practice. Our direct observations, conducted across various Hub settings, confirmed that individuals were consistently treated with respect. Staff routinely sought input from people, engaging with them in a manner that was supportive, kind and empathetic. People consistently spoke positively about their experiences at the CAT Hubs, particularly valuing the opportunity to connect with old friends and form new relationships. This was very important to the people we met. We were impressed by the creative ways the service worked in partnership with individuals from within local communities. This helped people using support to maximise opportunity, helped reduce stigma and promoted a strong sense of belonging. Family and other representatives affirmed the significance of engaging with the wider community during our conversations. Some family members emphasised the significance of CAT Hubs in enhancing their loved ones' quality of life, describing the service was as instrumental in supporting young people transitioning from younger people's services to adult care. Key benefits identified included; personal asset development, life skills acquisition and a focus on exercise and health and well-being. Promoting positive health and well-being outcomes is a core objective of the CAT service. This was evident in a wide range of positive outcomes for people experiencing care. Staff effectively supported individuals around maintaining and improving their mobility. As well as promoting positive health, it was evident that people really enjoyed engaging in exercise and sport. Some people took a great deal of pride from participating in representative sport. This was enabled by the CAT team. We were impressed by partnership working in the service. A good example of this was found in the facilitation of a tailored exercise and physiotherapy regime developed in collaboration with the Community Learning Disability Team. The individual receiving care articulated clear benefits from this partnership, which included CAT staff and community physiotherapy professionals. Additional support included walking groups, exercise-focused activities, and skills development around nutritional intake and healthy eating. Some individuals were also enabled to pursue employment opportunities directly associated with training received at CAT Hubs. Inspection rInspection reporteport Inspection report for CAT (Community Access Team) page 4 of 12 Page 32 of 234
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Family members consistently spoke of sustained well-being outcomes, also noting that the service provided them with respite from caregiving responsibilities. This was considered very important to involved care- givers. The service was also commended for its ability to signpost and connect individuals to essential community resources. This sign-posting included referral for assessments around aids and equipment, income maximisation services, and employment pathways. How good is our leadership? 4 - Good We evaluated the service's performance in this Key Question as good. Strengths significantly outweighed weaknesses. Proposed future developments will help ensure consistently positive outcomes around quality assurance and improvement. People told us that they knew the management team, finding them accessible and eager to resolve any issue or concern they raised. Staff told us they felt valued and listened to. Support staff were involved in personal planning and service review, this helped them feel their knowledge and insights were recognised by the management team. At our last inspection we highlighted areas for improvement around consultation and involving people in future service development. We noted some positive developments and some on-going areas for improvement. The service has conducted a service wide survey involving key stakeholders. Feedback highlighted a high level of engagement and consistently positive views on the quality of support. This consultation exercise should be rolled out again and embedded in quality assurance processes on an annual basis. We noted development around progressing service user/stakeholder discussion forums, involving independent advocate facilitation. This was work in progress, but will significantly enhance the service's involvement approaches if brought to fruition. (See area for improvement 1). The service has developed approaches to self-evaluation and engaged in processes associated with service improvement. We noted a provider review of the service and future aspirational responses by management at the CAT team. Whilst we acknowledged these developments, the service should progress a standalone approach to self-evaluation, considering associated guidance provided by the Care Inspectorate's " Self- Evaluation for Improvement-Your Guide". Service reviews were convened regularly. Review minutes showed people had the opportunity to appraise their support outcomes, provide their views on the quality of care and contribute to goals setting and future personal planning. We considered accidents and incidents, taking into account regulatory guidance around notification of key events to the Care Inspectorate. Unplanned events were well managed, with appropriate responses to accidents and incidents. Inspection rInspection reporteport Inspection report for CAT (Community Access Team page 5 of 12 Page 33 of 234
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Areas for improvement 1. The service should consult with and determine key stakeholders views on engagement with quality assurance processes in the service. Consideration should be given to developing a forum or forums which allow people to share their views and contribute to service development and improvement plans. This is to ensure that care and support is consistent with the Health and Social Care Standards (HSCS) which state that: 'I benefit from a culture of continuous improvement, with the organisation having robust and transparent quality assurance processes'. (HSCS 4.19); and 'I can be meaningfully involved in how the organisations that support and care for me work and develop'. (HSCS 4.6). How good is our staff team? 4 - Good We assessed the service's performance in this Key Question as good, with important strengths significantly outweighing areas for development. Staff were recruited in line with national guidance, "Safer Recruitment for Better Recruitment". This meant that workers were suitably vetted before commencing their work with people experiencing care. All the staff we met were enthusiastic and spoke positively about their work. From our conversations consistent themes emerged around core values and integrating key service objectives into practice. Staff understood and spoke with insight into "Keys to Life (2018)" the Scottish Government's strategy for improving the quality of life for people with learning disabilities. There was a strong sense of partnership in the way staff approached providing care, with a focus on empowering people and recognising their strengths and abilities. This helped enable them to get the most from life. People experiencing care, and their representatives consistently spoke about staff as a significant asset to the CAT team. They described staff as knowledgeable, skilled and supportive. Family members particularly appreciated staff ability to communicate effectively about their loved ones. When we observed staff practice during inspection, we were impressed by the way they engaged with people. There was natural warmth, empathy and appropriate humour in their interactions with people experiencing care. It was evident that staff knew people well. They used their insight and knowledge to provide person-led support. At our previous inspection, from July 2023, we made an area for improvement around integrating observations of staff practice and management oversight of the quality of support. We repeated this area for improvement at this inspection. (See area for improvement 1). We observed improvement around consistency of staff in the service since the last inspection in July 2023. The CAT team have access to a pool of relief/locum workers and this helped mitigate against the deployment of agency staff. Inspection rInspection reporteport Inspection report for CAT (Community Access Team) page 6 of 12 Page 34 of 234
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Staff were well trained in areas relevant to their work. They had undertaken appropriate learning to their roles. Some training records showed us that refresher learning was required in order to ensure staff knowledge , skills and learning reflected current best practice. The development of an overarching training matrix would help management oversight of staff uptake of essential learning and refresher training. We repeated an area for improvement around staff training. (See area for improvement 2). Areas for improvement 1. The service should develop a training matrix which allows management overview of learning undertaken and insight into when refresher training updates are needed. This is to ensure that care and support is consistent with the Health and Social Care Standards (HSCS) which state that: 'I have confidence in people because they are trained, competent and skilled, are able to reflect on their practice and follow their professional and organisational codes'. (HSCS 3.14); and 'I benefit from a culture of continuous improvement, with the organisation having robust and transparent quality assurance processes'. (HSCS 4.19); and 'My care and support meets my needs and is right for me. (HSCS 1.19). 2. The Provider should develop a training matrix which allows management overview of learning undertaken and insight into when refresher training updates are needed The service should develop competency-based observations of staff practice, clarifying they have the requisite skills and that they put them into practice during support. Observations should include feed back from people who experienced care and inform discussion, supervision and professional development for the staff concerned. This is to ensure that care and support is consistent with the Health and Social Care Standards (HSCS) which state that: 'I have confidence in people because they are trained, competent and skilled, are able to reflect on their practice and follow their professional and organisational codes. (HSCS 3.14) ; and ' I am supported to give regular feedback on how I experience my care and support and the organisation uses learning from this to improve'. (HSCS 4.8). Inspection rInspection reporteport Inspection report for CAT (Community Access Team) page 7 of 12 Page 35 of 234
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Areas for improvement Previous area for improvement 1 The Provider should consult with and determine key stakeholders views on engagement with quality assurance processes in the service. Consideration should be given to developing a forum or forums which allow people to share their views and contribute to service development and improvement plans. This is to ensure that care and support is consistent with the Health and Social Care Standards (HSCS) which state that: 'I benefit from a culture of continuous improvement, with the organisation having robust and transparent quality assurance processes'. (HSCS 4.19); and 'I can be meaningfully involved in how the organisations that support and care for me work and develop'. (HSCS 4.6). This area for improvement was made on 9 August 2023. Action taken since then This is an on-going area for improvement. The service have made progress but not sufficiently to meet the area for improvement. Previous area for improvement 2 The Provider should provide notifications of accidents and incidents to the Care Inspectorate in line with regulatory guidance. (See Records that all registered services (except childminding). This is to ensure that care and support is consistent with the Health and Social Care Standards (HSCS) which state that: 'My care and support is provided in a planned and safe way, including if there is an emergency or unexpected event'. (HSCS 4.14). See also SSI 2011/28 Regulation 4(1) (a) (b). Requirement for records, notifications and returns. This area for improvement was made on 9 August 2023. Action taken since then The service managed unplanned events appropriately. We highlighted one incident that needed notification, but in general the area for improvement was 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 CAT (Community Access Team) page 8 of 12 Page 36 of 234
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Previous area for improvement 3 The Provider should develop competency-based observations of staff practice, clarifying that they have the requisite skills and that they put them into practice during support. Observations should include feed back from people who experienced care and inform discussion, supervision and professional development for the staff concerned. This is to ensure that care and support is consistent with the Health and Social Care Standards (HSCS) which state that: 'I have confidence in people because they are trained, competent and skilled, are able to reflect on their practice and follow their professional and organisational code'. (HSCS 3.14) This area for improvement was made on 9 August 2023. Action taken since then This remains as an area for improvement. Previous area for improvement 4 The Provider should develop a training matrix which allows management overview of learning undertaken and insight into when refresher training updates are needed. This is to ensure that care and support is consistent with the Health and Social Care Standards (HSCS) which state that: 'I have confidence in people because they are trained, competent and skilled, are able to reflect on their practice and follow their professional and organisational codes. (HSCS 3.14); and 'I benefit from a culture of continuous improvement, with the organisation having robust and transparent quality assurance processes'. (HSCS 4.19); and 'My care and support meets my needs and is right for me'. (HSCS 1.19). This area for improvement was made on 9 August 2023. Action taken since then We repeated this area for improvement. Previous area for improvement 5 In order to ensure that personal plans are relevant and adequately guide staff response to any presenting risk, the Provider should: - Ensure that personal plans identify all risk, health, welfare and safety issues in a manner which documents how needs are met. - Ensure that personal plans are shared with people who experience care and their representatives. This is to ensure that care and support is consistent with the Health and Social Care Standards (HSCS) which state that: Inspection rInspection reporteport Inspection report for CAT (Community Access Team) page 9 of 12 Page 37 of 234
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'I experience high quality care and support because people have the necessary information and resources'. (HSCS 4.27); and '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 9 August 2023. Action taken since then Personal plans were detailed, addressed risk and were up-to-date. Previous area for improvement 6 In order to ensure that people can contribute to their personal planning and evaluate outcomes arising from support, the Provider should ensure that: -Reviews are carried out a minimum of six monthly intervals. -Review capture and fully record people's evaluations of the outcomes derived from their support. This is to ensure that care and support is consistent with the Health and Social Care Standards (HSCS) which state that: 'My care and support meets my needs and is right for me'. (HSCS 1.19); and 'I am fully involved in developing and reviewing my personal plan, which is always available to me'. (HSCS 2.17). This area for improvement was made on 9 August 2023. Action taken since then Service reviews were outcomes focused, evaluative and undertaken consistently with people and their families. 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 CAT (Community Access Team) page 10 of 12 Page 38 of 234
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Detailed evaluations How well do we support people's wellbeing? 5 - Very Good 1.3 People's health and wellbeing benefits from their care and support 5 - Very Good How good is our leadership? 4 - Good 2.2 Quality assurance and improvement is led well 4 - Good How good is our staff team? 4 - Good 3.2 Staff have the right knowledge, competence and development to care for and support people 4 - Good Inspection rInspection reporteport Inspection report for CAT (Community Access Team) page 11 of 12 Page 39 of 234
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To find out more This inspection report is published by the Care Inspectorate. You can download this report and others from our website. Care services in Scotland cannot operate unless they are registered with the Care Inspectorate. We inspect, award grades and help services to improve. We also investigate complaints about care services and can take action when things aren't good enough. Please get in touch with us if you would like more information or have any concerns about a care service. You can also read more about our work online at www.careinspectorate.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 CAT (Community Access Team) page 12 of 12 Page 40 of 234
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Improving Outcomes for Learners through an Empowered System Education Services encompasses Early Learning and Childcare (ELC), Primary Schooling, Secondary Schooling, Special Schooling, Additional Support Needs, Digital Learning, Education Psychology and Community, Lifelong Learning and Employability (CLLE). Vision and context Children, Young People and Partnerships (CYPP) Directorate Vision The Children, Young People and Partnerships Directorate comprises Education, CLLE and Children’s Services. The Directorate vision is: All children, young people, adults and communities in Midlothian are supported to be the best they can be. This will be achieved through a nurturing, respectful and collaborative approach that promotes wellbeing, equity, inclusion and lifelong learning. Education Priorities The Education Service Improvement Plan is informed by the outcome of quality assurance activities and links to the outcomes determined by the Getting it Right for Every Midlothian Child Board and national priorities. The Standards in Scotland’s Schools etc. Act 2000, as amended 2016, placed new duties on education authorities, and the Education Service Improvement Plan includes identified areas for improvement 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 national priorities. The Q2 period includes the start of the academic session 2025/26, with our services and schools focused on raising attainment through four key areas - Learning, teaching, assessment & curriculum; Attendance & engagement; Relationships, wellbeing & care and Inclusion, equity & targeted supports and risks. The plethora of achievements for the end of academic session 2024/25 are summarised in the annual Standards & Quality report which was approved at Council on 9 September 2025. Links to the Plan can be found here: Education Service Improvement Plan Summary & Education Service Improvement Plan 2025/26 Education Q2 25/26 Performance report Performance Review and Scrutiny Committee Tuesday 9 December 2025 Item No 5.2 Page 41 of 234
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In June 2025, Achievement of Curriculum for Excellence levels (ACEL) for P1, P4, P7 and S3 were submitted by schools. The national levels will be published by the Scottish Government in December 2025. Further details about ACEL and senior phase attainment will be reported to Council December 2025. Midlothian did report an overall improvement in ACEL attainment in academic session 24/25 and achieved the stretch aims which are reported to Scottish Government. Throughout 2025/26 education services, schools and settings are focused on a single priority: For academic session 2025/26 the priority remains raising attainment and achievement. Work will be focused around: • Inclusive Learning, teaching, assessment & curriculum (iLTAC) • Wellbeing, Support and Partnerships (WSPs) Page 42 of 234
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Aligned to the Service Plan, priorities for 2025/26, key actions are: All learners receive their entitlement to high-quality universal provision (staged intervention levels 1 & 2) which promotes engagement and improved outcomes. • An effective assistive technology offer tackles digital inequity and reduces barriers to accessing learning. • A skilled and confident workforce promotes leadership at all levels to deliver excellent learning, teaching & assessment for all learners, making best use of digital technology and in line with professional standards. All ELCs, schools and ASGs produce an agreed 3-18 curriculum rationale that engages all learners in appropriate pathways that prepare them for learning, life and work. Key achievements this year: 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. Professional Learning and Guidance • Non-teaching staff professional learning feedback for the October 2025 Inservice Day included: • 141 completed feedback forms • Almost all found the session relevant to what they needed to Know (99%) • Almost all reported that the presenter-led elements were helpful to improving their understanding (99%) • Almost all said the tasks and collaborative elements of the session enhanced their understanding (90%) • Almost all felt the session helped them to reflect upon their practice (96%) • Attendance at professional learning events is now being tracked. Schools have been reminded about the importance of cancelling places that are no longer required to ensure others can attend. • There is a comprehensive professional learning offer available to all staff that includes, for example, “Let’s Talk About…” sessions focussed on improving a wide variety of inclusive learning, teaching and assessment. Almost all schools are engaging with the extensive professional learning offer. Workstream 1: Inclusive Learning, Teaching, Assessment & Curriculum (iLTAC) Page 43 of 234
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• Our Professional Learning website (Google site available to Midlothian Google account holders only) has been redesigned and relaunched to make it easier to access training by specific job role as well as by topic. A major focus is further development of leadership in our schools. • Almost all schools have engaged with Inclusive Learning, Teaching & Assessment self-evaluation resources and identified next steps for improvement. • Almost all schools shared training material on the inservice days in August and October, which gave guidance on the development of inclusive learning, teaching & assessment. • Teachers have access to Midlothian Literacy & Numeracy Frameworks that support the improvement of learning, teaching, assessment and raising attainment. A comprehensive learning plan is in place for the Literacy and Numeracy Champions who represent every school in Midlothian. • The QI focus this session is on QI 3.1 Ensuring Wellbeing, Equity & Inclusion and visits are being carried out in the Autumn term 2025. Schools are working closely with their QI link officer and carrying out a focused evaluation of specific areas of this QI to improve outcomes in wellbeing, equity and inclusion • The raising attainment team continues to work alongside teachers and school leaders to improve inclusive learning, teaching and assessment in our Improvement category schools. The team’s work was highlighted positively in recent school inspections. • A Play Pedagogy network has created audit materials to support development of play pedagogy and ensure a coherent approach across Midlothian schools. CLPL material has been developed as part of the ILTA framework. • Dyslexia guidance along with a Professional Learning offer is currently being rolled out with school staff and parent councils Page 44 of 234
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Priority 1. Learning, teaching, assessment and curriculum Priority 1 – Progress towards the outcome An effective assistive technology offer tackles digital inequity and reduces barriers to accessing learning Q2 25/26: On Target The effective use of digital tools has been mapped to the Inclusive Learning, Teaching and Assessment framework to support staff to make best use of technology in the classroom. Learning Technologists continue to provide bespoke daily support to teachers and pupils. A skilled and confident workforce promotes leadership at all levels to deliver excellent learning, teaching & assessment for all learners, making best use of digital technology and in line with professional standards. Q2 25/26: On Target Consultation with ASN teams and multiagency partners in September 2025 resulted in agreement that provision classes will be allocated five shared devices to best support communication work for young people. 100% All learners receive their entitlement to high-quality universal provision (staged intervention levels 1 & 2) which promotes engagement and improved outcomes Q2 25/26: On Target 77% of Midlothian schools are now rated as “Good or better” for QI 2.3 Learning, Teaching & Assessment. 75% 100% 75% A skilled and confident workforce promotes leadership at all levels to deliver excellent learning, teaching & assessment for all learners, making best use of digital technology and in line with professional standards. Q2 25/26: On Target All ASGs are working together on their curriculum rationale and these will be shared in Dec 25 Page 45 of 234
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SQA Analysis 2025 Page 46 of 234
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Positive destinations a closer look – 2024 Leavers Page 47 of 234
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Aligned to the Service Plan, priorities for 2025/26, key actions are: • Culture, relationships and systems ensure that children, young people and staff feel valued and supported to succeed. • Collaboration, partnerships and shared learning at ASG level leads to an improved in learner outcomes through a data-informed allocation of resources. A skilled and confident workforce promotes leadership at all levels to deliver excellent learning, teaching & assessment for all learners, making best use of digital technology and in line with professional standards Key achievements this year: Pupil voice/Rights, UNCRC • Pupil Leadership Conferences took place for primary and secondary learners in September to launch the new pupil voice structure with plans set out for engagement across the year. • Parent Council Chairs meetings have been relaunched in September using a new format suggested by the Chairs. There are meetings scheduled across the year to listen to the views of parent councils. Strengthen rights-based relational approach • All schools have completed the self-delivery in-service setting out the new Relationships for Learning policy for Midlothian, highlighting the key principles and practices set out in the policy. • Professional learning in trauma-informed practice continues to be rolled out across schools with over 200 support staff and early years practitioners engaging in learning at universal and targeted levels so far this year. Feedback has been consistently positive in relation to impact on knowledge and understanding and levels of confidence in working in a rights-based, relational way. • Midlothian guidance on ‘Physical intervention in schools’ is to be signed off by end of November with launch planned to include professional briefings. A group is being formed from East, West and Mid Lothians to ensure Health and Safety reporting is in line with national guidance. Data analysis and reporting systems are being refined to ensure effective staff support and service improvements. Staff support and wellbeing • Engagement activities are planned with groups of staff to build on guidance for post-incident support, increasing clarity and consistency in this support across settings. • Plans are in the early phases of scoping good practice nationally and designing a collaborative enquiry into the use of reflective spaces and supervision structures in schools. Workstream 2: Wellbeing support and partnerships Page 48 of 234
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Delivery with Partners • Engagement with EEG and Headteachers is underway to consider how increased participation of school leaders and senior officers can make local decisions about service improvement and lead change. • A multi-agency GIRFEC Steering Group has been established with representation from schools and partner agencies to refresh and promote the values, principles and practice of GIRFEC across all our services. • Initial design for pilot project complete. Granicus request for support process is now established. The pilot will run in the Newbattle Associated School Group from October to March. Attendance • Data sets for tracking and monitoring of attendance now include data on cumulative percentages of children and young people across attendance bands and show links to attainment. This data informs monthly SLT meetings and QI activity and informs required interventions where necessary. • A group of 8 schools are using the Pareto methodology to drive more targeted approaches to improving attendance. • The Mentoring for Engagement in Education Test of Change project was launched in September with workshops at a high school and primary school to explore key principles and tools and ways of working with children, young people and families. ND pathway • My Predictable Day, professional learning is now available to schools with monthly communications to reinforce key messages. A review is underway into the use of SCERTS (Social Communication, Emotional Regulation, Transactional support) as framework for assessment and intervention to inform next steps. • A mapping process is being completed in relation to supports for families with children who are, or are thought to be neurodivergent. A wider engagement phase is being designed to co-design with families how we increase access, availability and impact of supports. Page 49 of 234
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Workstream 2. - Attendance and engagement 50% 50% 50% Priority 2 – Progress towards the outcome Collaboration, partnerships and shared learning at ASG level leads to an improved in learner outcomes through a data-informed allocation of resources. Q2 25/26: On Target Engagement with senior leaders is underway to consider how increased participation of school leaders and senior officers can make local decisions about service improvement and lead change. A multi-agency GIRFEC Steering Group has been established with representation from Education, Children’s Services and Health to refresh and promote the values, principles and practice of GIRFEC across all our services. A Practice Framework, Single Child’s Plan and training programme will be developed for all staff. A Single Point of Access (SPA) pilot project will run in the Newbattle Associated School Group from October to March. Tracking and monitoring of attendance is monitored monthly to inform QI activity. 8 schools took part in the initial workshop to set up Pareto methodology to drive more targeted approaches to improving attendance. A skilled and confident workforce promotes leadership at all levels to deliver excellent learning, teaching & assessment for all learners, making best use of digital technology and in line with professional standards Q2 25/26: On Target The launch of My Predictable Day and SCERTS to support assessment and intervention provide key professional resources for staff to support Neurodivergent learners. Design of website in process for Midlothian families with information relating to ND assessment and supports. Culture, relationships and systems ensure that children, young people and staff feel valued and supported to succeed. Q2 25/26: On Target All schools have launched the Relationships for Learning policy and undertaken professional learning to ensure all communications and practice are aligned. Pupil Leadership Conferences took place for primary and secondary learners in September to launch the new pupil voice structure with plans set out for engagement across the year. A Youth Cabinet will be established this academic year. A collaborative enquiry into the use of reflective spaces and supervision structures in schools has been developed. Page 50 of 234
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CLD builds skills for learning, life and work. In Q2, 1,779 people engaged with CLLE services across 258 opportunities. 302 home visits were carried out to help young people engage with our services and support those not in a positive destination. 155 people accessing our services live in SIMD 20% and 727 in SIMD 40%. In addition, 23 community groups have received support and advice from CLLE about governance and funding. Securing qualifications is key to our support of young people and adults to make changes and progress and we supported local people to secure 960 qualifications through our CLLE provisions. Employability Highlights • Number of local people progressing to college supported on this pathway by CLLE • Number of qualifications secured across all employability programmes NOLB All Age Employability Service for those who are not parents, including young people In Q2 the NOLB All Age Employability team have continued to provide support to 281 people, with 47 new starts this quarter. From this: • 10 have moved onto employment mainly in customer services and retail, self-employment, or a modern apprenticeship mainly trade related. • 32 commenced further education as a direct result of a two-year college support pathway offered by NOLB. • 15 have achieved a work related/accredited qualification such as emergency first aid at work. Impact quote from a few of our young people: NOLB Newbattle CLLE Employability team support a young teen, who experienced multiple tragic bereavements, changes and loss. The CLLE support was trauma informed throughout. The family said: “I would like to thank you for all the support and help you gave us in respect of my nephew. Nothing was a bother to you, from encouraging and transporting him to various courses (where he gained qualifications and made him feel he had achieved something worthwhile). You also managed to track down a missing maths qualification from school and rectify the mistake. He also received money for driving lessons through Independent Living Fund with your assistance, he has passed his theory test and is due to take his practical test this month. My nephew applied for college with your encouragement and assistance and has just started a course at Edinburgh College in construction. He now tells us he can see a future for himself. I also need to mention the Communities, Lifelong Learning and Employability (CLD) (including Beeslack High School community activities and Midlothian Instrumental Music Service Page 53 of 234
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emotional support given by CLLE to both K and us. His social skills have greatly improved, and we are now hopeful that he will continue to move on in a positive way, a great deal of this can be credited to you and your organisation.” Loanhead Vocational Learning Centre NOLB Care Experienced Construction Summer Work Paid Experience (July 2025) In July 2025, CLLE ran a four-week paid work experience opportunity in construction for NOLB participants. The purpose was to upskill and develop individual learner knowledge and experience of the construction industry, supporting their progression towards a positive destination. The primary focus of the placement was on practical construction and maintenance tasks based at Loanhead Vocational Learning Centre (LVLC). The learners developed their understanding of health and safety procedures before practical learning focussed on basic woodwork and brickwork skills. This included the building of bespoke shelves for the Duke of Edinburgh equipment, painting workshop interiors and the construction of a carport for the mechanic’s workshop. Alongside practical skills the learners were trained to gain their CSCS card with employability skills embedded into the learning throughout the programme. Participants completing the course achieved their CSCS Card, further developing their own skillset in construction trades as well as improving their knowledge and understanding of the construction industry and its health and safety systems and procedures. Parental Employability Support funded through NOLB Scottish Government The team has continued to support 236 existing parents on our caseloads and a further 58 new parents started in quarter 2. 15 parents are awaiting initial assessments with keyworkers to find out more about the service before starting their PES journey. From this: • 27 parents have entered employment, self-employment or progressed in employment. • 24 parents have achieved a total of 52 work related/ accredited qualifications ranging from REHIS, first aid, communication cabling, CSCS, LGV, IT, mental health, beauty related and SIA door supervisor qualifications. • A further 3 parents have moved into volunteering opportunities. • 7 parents have started HE/FE • 14 parents have started 26-week LTU paid placements through Public and third sector organisations. Page 54 of 234
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Parental Employability Support Impact Statements “I really enjoy chatting with everyone. If I’m honest, I don’t go out much, I stay home and don’t really see friends, but I look forward to this group and chatting to all the women. I feel a lot better about my future since coming here – everyone encourages and motivates each other. Now I want to run my own business!”. “I now use Ai with everything, its great – it really helps me with email writing (as I'm dyslexic), self-care - researching things to do, places to go, nutrition and also with my future plans - I’m loving it!” “They constantly encouraged me and gave me confidence, which made me believe that I could find a job”. “I want to just say thank you for so much of your help. I have been offered a job, and I have accepted it! I will be starting on the 6th of October as a Business Supporter/Administrative Assistant”. “I would like to mention how impressed I was by the level of engagement I received from all individuals partaking in the training. They were an absolute testament to themselves and great ambassadors for the Midlothian Council as the selected individuals to undertake the training. I couldn’t have asked for better and expect them to gain employment quickly” “Setting up childcare makes me feel like this is a mine field. I just did not know where to start however I now feel confident with the support of my keyworker and work coach to get things in place for me starting my paid work placement” “Thanks to this support, I started to feel more confident in myself, even with my level of English. I managed to complete the course and then find employment”. One parent, originally from Ukraine, secured a local café role that fits perfectly around her childcare commitments. This opportunity has not only provided financial stability but has also supported her integration into the local community. She has shared how proud she feels to have achieved so much in such a short time and how the programme’s guidance gave her the confidence to return to work and feel settled in a new environment. Another Ukrainian parent successfully completed a placement with Marks & Spencer, arranged in partnership with Enable Works and The King’s Trust, and has since progressed into a permanent position. Marks & Spencer have been extremely supportive and flexible, adapting her working hours around her childcare needs. She has provided glowing feedback about the encouragement and reassurance she received from her Employment Coordinator, which helped her manage her anxiety around returning to work after a long break. Her success story has also opened the door to future collaboration with Marks & Page 55 of 234
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Spencer as a potential ongoing partner for parent placements in Midlothian. “Now I feel very confident at work, I can complete many different tasks and even work on the till”. Key activities for All Age NOLB Employability from July to Sept 2025 have been: • The two-week Telecommunication training in partnership with CTTS • Summer programme/family learning • Buildu- Empowering Parents Inspire & Thrive six-week programme • SIA door supervisor training Youth Work Q2 761 young people accessed CLLE services over 113 different opportunities, 38 from SIMD 20% and 206 from 40% SIMD. 48 received one to one youth work support/positive destinations support. From July to September 2025, the main youth work offer was around a holiday programme for existing youth clubs and transition clubs. The lottery funding we secured provided us with the opportunity to offer 150 young people from deprived areas of Midlothian a chance to attend trips over the summer holidays. There were a wide range of activities from zoo trips, climbing, swimming, bowling, museum and attraction visits. These trips were selected by young people and some had never had this experience before. The trips were free and included food and drink, we bought the ingredients and encouraged the young people to make their own lunches. The whole experience increases their life skills, making food with healthy choices, learning to travel in a minibus or public transport to places they had not been before and socialise with different types of people. The targeted transition groups involved young people moving from primary schools to 6 different high schools across Midlothian. These young people made new friends, took part in fun activities and trips with new young people they will be going to high school with. This experience was combined with Dynamic Youth Awards which some of the young people completed in September. Next Steps Youth workers were present in schools at lunch time in the first couple of weeks to be a friendly face. They also promoted our existing term time youth clubs which restarted in September and offered drop in and targeted hobby and life skills opportunities. Page 56 of 234
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Young People Feedback • So much fun, enjoyed playing tig with everyone including the youth workers, slushies were magic, great to get out the house in the holidays • Camera Obscura was really interesting, the view from the top was amazing, I liked playing with the cameras that showed the people outside • I have a fear of heights so managed to overcome this to do the activity. I cannot swim, so overcame my fear of water to try • Great having something to do in the holidays - that was lots of fun but really tiring and hot, loved the slushies and lunch • Really excited about high school and when do I get my DYA • Great to see my new friends before high school Feedback on Youth Work • “Our experience with youth club was amazing. We can’t thank you enough for all your support with our child. We would love this opportunity again. Thank you” • B enjoyed it very much and also the summer trips. He gained a sense of being a big boy/ independent. We feel it helped him settle into school due to having that extra familiarity. We would love a weekly youth club to continue in the school for him one day a week. We think he’d really benefit as he goes through his school journey. • I was super grateful to the transition youth club. C is a super anxious person when it comes to anything out of the ordinary, out of routine or new situations and the club meant that not only did he get to know the high school better but he got to know new people that he wouldn’t have met without it and has spoken with before his first day. • The trips were incredible C raved about them; he jumped at the chance to go out in the holidays and raved about them saying how much fun he had. I genuinely feel the extra support has made C move to high school so much easier from him and me as a parent. I really appreciate the support you gave him and hope this will be available in the future for others. • I genuinely feel the extra support has made M’s move to the high school so much easier not only for him, but for me as a parent as I know he feels a lot more at ease moving around the school etc. Midlothian Council - CLLE (Communities, Lifelong Learning and Employability) (padlet.com) We ensure our partners and staff can see the offer across Midlothian for youth work, employability and adult learning to help cross referrals etc. Page 57 of 234
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Adult and Family Learning – The adult learning programme is available on Eventbrite - Discover CLLE Events & Activities in Midlothian, United Kingdom | Eventbrite In Q2 85 adult learning opportunities were offered across community based and paid for adult learning programmes. 57 local people enrolled in the paid for adult learning programme which is offering a variety of courses. Overall, 147 adults from 40% SIMD have taken part in adult learning programmes. Q2 saw the start of a new qualification for CLLE, with us being able to offer a PDA in Sociology and Psychology. An adult learning partnership meeting in September also saw early discussions around new learning pathways for care, nursing and early education and childcare. Over the summer of 2025 we offered a broad range of family learning activities and saw a very positive response. Overall, 57 families engaged in the programme with 146 children participating and learning alongside parents and carers. In addition to the summer programme, we have continued the family learning offer into September 2025 with 15 families attending family cooking and lego movie making sessions. Our ESOL programme started back at the end of the quarter in September and currently runs classes from 0-Beginners all the way to intermediate (National 5). For this term we currently have 55 learners engaging in the programme with individual support also being offered to 2 Afghan families. Our adult literacy and numeracy programme (ALN) in Q2 has worked with 16 participants many of whom are on a 1:1 basis. A success of this work is that 3 of the participants have now engaged in a creative writing programme led by our main literacy tutor. • 131 qualifications have been secured by CLLE adult learning participants. • 5 qualifications secured through UKSP funding this quarter including Emergency First Aid at work and REHIS Elementary Food Hygiene. Family Learning Impact Statements: Family Cooking Group, Woodburn Hub ‘The Family Cooking Group we thoroughly enjoyed. It gave me the chance to spend some one-to-one time with my eldest child and him the chance to spend time with his friend who also attended. The recipes are wide ranging and fun to try and gave us the confidence to attempt at home, more so my son, who I could trust to try some with minimal supervision. It was nice to meet with other families over the terms and of course chat to the tutor & learn more about the work you do & courses you offer’. SQA Mental Health and Wellbeing Online Course Impact Statement ‘Taking the Mental Health course was a truly life-changing experience for me. It not only gave me valuable knowledge and skills but also helped rebuild my confidence at a time when I had lost all belief in myself. I hadn’t worked for several years due to illness and wasn’t sure if I would ever work again. I was very nervous the first week but the tutor was incredibly supportive throughout the sessions —her encouragement and understanding made all the difference. I Page 58 of 234
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learned so much about mental health and wellbeing and was able to put the things I learned in to practice. I’ve now gained employment supporting other people with their mental health and wellbeing, something I never thought would be possible for me again. My confidence has grown massively, and for the first time in a long time, I feel like I have a real purpose in life.’ Community Capacity Building/Community Development CLLE supported Midlothian Council and the Midlothian Twinning Association to facilitate a twinning visit from Kries Heinsberg over the summer resulting in a magnificent concert at Crichton Collegiate Church, they also experienced the Alpine coaster. Challenges and risks School buildings and capacity: The Midlothian 0-18 yrs population continues to grow with capacity limits close to breaching in a number of our schools. Delays to extensions and new builds are impacting on our commitment to children attending their catchment school. School condition and maintenance continues to dominate engagement with Parent Councils. Staff absence: In 2024/25 20,612 days were lost to staff absence. This had a negative impact on learners, staff covering and financially. Strengthened procedures have been put in place for 25/26 but this remains an ongoing risk to service delivery. Subject specialists: Secondary schools continue to experience shortages in key subjects such as Maths, technologies and Business. Some schools are having to reduce subject time to address the issue. This will impact on attainment in numeracy and maths. Digital Delivery: Phase 1 of the Midlothian Aligned Curriculum Offer (MACO)saw the introduction of an aligned school day, strengthened school college partnership and new pathways such as foundation apprenticeships. Phase 2 of MACO was the roll out of digital learning for senior phase students. Trade Unions are in dispute with the Council and implementation has been paused. This is impacting negatively on learners wanting to study courses not on offer in their school and a lack of transport is preventing travel to other schools. The education service are moving forward with implementation for August 2026 by outsourcing teachers from outwith Midlothian. This comes at an additional cost but we are committed to delivering what was promised to our young people. Page 59 of 234
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“All children, young people, adults and families in Midlothian are supported to be the best they can be. This is achieved through a nurturing, respectful and collaborative approach that promotes wellbeing, equity and inclusion.” Community Priorities Single Midlothian Plan 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 The GIRFEC Board is now progressing with a Joint Strategic Needs Assessment and has 3 facilitated sessions planned to devise the new Integrated Children’s Services Plan Children’s Services Q2 25/26 Performance Report Performance Review and Scrutiny Committee Tuesday 9 December 2025 Item No 5.3 Page 63 of 234
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Progress and Achievements The Promise Scotland Plan Midlothian continues to progress towards the key foundations of The Promise Scotland Plan 2024-2030 and the momentum in relation to meeting the Promise has gathered pace over Q2. More than 60 staff have completed the ‘Promise Award’ and many organisations attend and support our participation working group. This group supports the voices of our children and young people across the entirety of the council. There are 11 individual groups, each with its own version of a Champion board. This work is also supported by Who Cares? Scotland to ensure that advocacy is in place for those who request it. Champs group have also re-established with one group running in each of the secondary schools in Midlothian. Referrals During Q2, referrals to Children’s Services have continued to see a slight decrease compared to the previous quarter. 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. Page 64 of 234
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Family Wellbeing Service The Family Wellbeing Service is now well established and 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. The feedback from families and professionals in Q2 remains positive. The Service continues to work with approximately 150 children at any given time. Referrals in Q2 months July and August were reduced during the school holiday period, but this can be balanced with the increased rate of referrals received in September 2025. The majority of referrals are for school age children and school attendance remains a predominant reason for referral. Page 65 of 234
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Income Maximisation As part of our effort to reduce child poverty, Children’s Services fund three income maximisation projects. These projects support families engaged with our services including Hawthorn Family Learning centre, the Family Wellbeing Service and those involved in child protection processes. The three projects continue to support families to access their entitled benefits, grants and reduce debts. Over Q2 the projects collectively generated £139,776.24 income for 48 families. Disability Service There are large numbers of children and young people in Midlothian with a disability, and it is challenging to provide assessments in a timely way. In line with most of Scotland, we are seeing huge numbers of families affected by neurodiversity. Work has begun to plan holiday support for Easter and Summer 2026 for those children who may be at risk of harm or family breakdown without support over these periods. This includes consideration about how we can support Midlothian approach to ensure inclusion for children impacted by disability, who do not require social work support. This team supports the Business Transformation Project and workstream of the GIRFEC Board, focused on improving transitions across Education, Children’s Services and Adult Services. Over the next 3 years we have identified that over 200 young people will need varying level of post school support due to additional needs. We have used our information management system to creating clear data around this cohort, which we have now scrutinising. A website has been launched to ensure there is clear information for families and partners about what support is available. Edge of Care Service Our new Edge of Care Service is in development. The aim of the service is to provide creative and flexible to support to children and their families at times of crisis and to avoid children becoming care experienced. The service will also offer support to foster and kinship carers and adopters when there is a risk of placement breakdown and will support young people who are in external residential care to return to Midlothian. We have successfully recruited into two of the Children and Families Practitioner posts. Interviews were supported by two care experienced young people who designed their own questions and actively participated in the interview decision making process. We are hopeful that this new service will be fully up and running by the end of this year. Page 66 of 234
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Self-Directed Support Challenges and Risks Growing Need The data evidence that although the referrals are reduced by changes in process and early support, there remains a high level of need and increased complexity for the children and families we are supporting. Referrals that are now coming into Children’s Services tend to be more complex and children who have significant need or at risk. Based on our commitment the Promise staff and services are working hard to offer the right support but despite the increased support to Despite the above challenges, the team continue to provide over 250 children with packages of care. These range from a small number of children receiving 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, through small activity budgets. These are often provided using Self Directed Support (SDS) options, including Direct Payments. These can give the control back to families in how their direct payment can be spent to achieve agreed outcomes for their child or young person. Giving families control over their support can meet outcomes and often reduces demand on oversubscribed services. Research shows that this is rarely abused but rather fosters trust and transparency. We are working to consider how we extend this approach of self-directed support to other areas of our service. Page 67 of 234
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keep children at home there is a slow increase in child protection registrations. This needs to be considered in line with our population growth, increased additional support needs and the widespread impact of social need and poverty. The main reason for registering a child’s name on the register in Q2 is the risk posed by physical neglect closely followed by emotional abuse. This increased identification of neglect may be linked to recent efforts to promote the use of EMPPC’s Neglect Toolkit which supports practitioners to identify, assess, analyse and plan where there are issues or risk of child neglect. The number of looked after children remains relatively stable. It is significant to note that the majority of our looked after and accommodated children are remaining with family and being placed in Kinship care, continuing our commitment to the Promise. 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. The refreshed Children’s Service plan is focused on building the skill and support for our staff team to maximise recruitment, retention, and the capacity to provide high-quality, long-term relationships with our children and families. We are also looking at creative ways to recruit social workers to the service as use of MyJobScotland has not resulted in a sufficient number of applications to fill the current vacancies. Page 68 of 234
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Aims Key Achievements This Quarter Priority 1 - Ensure Early Intervention and Interactions with Universal Services • Reduce re-referrals by providing suitable early support and assessment. • Strengthen multi agency relationships to improve access to early intervention and support. • Increased provision of family learning and preventative family support. • Stakeholder engagement to understand how first contacts are experienced by partners with a plan to develop engagement around the experiences of families. • Ongoing training and development with Duty to ensure initial interactions with families are trauma informed, rights based and focused on support not assessment/investigation. • Work continues in the refresh of the GIRFEC framework and training to include focus on the Promise. • Work ongoing on the development of a single child’s plan across partnership. • FWS/HFLC to work on collaborative initiatives to expand local early support and resources. • Work has begun to consider how we meet the needs of children with a disability across Midlothian as a collaborative partnership. A new framework is in development highlight the pathways of support and their interconnection with national policy, and legislation including GIRFEC and the Promise. Progress Towards the Outcome 75% Reduce re-referrals by providing suitable early support and assessment. Strengthen multi-agency relationships to improve access to early intervention and support. Increased provision of family learning and preventative family support. 40% 25% Page 69 of 234
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Aims Key Achievements This Quarter: Priority 2 - Improve Outcome Focussed Assessment and Intervention • Assessments are holistic, rights based, trauma informed and clearly articulate the voice of children and family members. • Plans are SMART and outcomes focused. • Resource processes are focused on ensuring good outcomes for children and young people. • Two full staff development days are planned for January 2026, which will provide a broad range of knowledge and skill development. We are working with key partners to develop the content. • Practice Standards currently being reviewed and updated in advance of January sessions. • A new audit tool is now in place to ensure regular quality assurance focuses on the priority areas. • A new forum for reflective discussion is in pilot and guidance is in draft • A proportionate Section 23 Assessment (for children with a disability) is being piloted. This will hopefully reduce the length of time families are waiting for an assessment. This will target need where most appropriate and allow early signposting to universal support. Progress Towards the Outcome 60% Assessments are holistic, rights based, trauma informed and clearly articulate the voice of children and family members. Plans are SMART and outcomes focused. Resource processes are focused on ensuring good outcomes for children and young people. 50% 50% Page 70 of 234
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Aims Key Achievements This Quarter: Priority 3 - Strengthen the Voice of Children, Young People and Families in Practice and Service Improvements • A child, young person and families’ views are evident in every assessment and plan, and core to decision making. • Consistently gather feedback from children, families and partners demonstrate our response to this. • Service developments or projects will include engagement with children, young people, and families. • File audits completed with focus on voice. This evidenced the inclusion of the child's voice, rights, and best interests and highlighted workers actively listening to children and young people, documenting their views, and ensuring they are informed of their rights (e.g., right to advocacy, right to appeal, and right to attend hearings). This was particularly evident in several families, where the children’s wishes and feelings were central to the assessment and planning process. • We continue to pilot new ways to promote participation of children and young people in their statutory meetings. • A QR code has been developed to allow consistent feedback from children, young people, parents/carers and other partners – this is currently with communication team to support public facing use. • The Disability Team have several development sessions planned, highlighting the importance of listening to children with a disability. This will incorporate consideration of specialist tools including Talking Mats training and a child development expert. Progress Towards the Outcome 45% 75% 50% A child, young person and families’ views are evident in every assessment and plan, and core to decision making. Consistently gather feedback from children, families and partners demonstrate our response to this. Service developments or projects will include engagement with children, young people, and families Page 71 of 234
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Aims Key Achievements This Quarter: Priority 4 - Build Leadership Capacity Across the Service to Ensure High Quality Practice and a Well-Supported Workforce • The leadership team are focused on delivering high quality care and support to achieve positive outcomes for children, young people, and their families. This will be done by promoting a culture of learning, trust, reflection, and continuous improvement. • Leadership charter created and shared • Refreshed focus on leadership team and meetings, including how decision- making forums evidence the value-based leadership • Further development sessions planned with Team Leaders to empower them to take forward key areas of service development. This includes the offer of group supervision and individual coaching to support their role in leadership • Reflective sessions to consider compassionate leadership across Children’s Services. • Greater emphasis about exploring the role of leadership capabilities of those not currently in leadership roles Progress Towards the Outcome 50% The leadership team are focused on delivering high quality care and support to achieve positive outcomes for children, young people, and their families. This will be done by promoting a culture of learning, trust, reflection, and continuous improvement. Page 72 of 234
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Aims Key Achievements This Quarter: Priority 5 - Improve our Processes to be more Efficient and Effective • Contracts ensure best value and support positive outcomes for children, young people, and their families. • Efficient recruitment and management of onboarding process. • Resource approval is robust and regularly reviewed to ensure spend is meeting desired outcome. • Quarterly contract management remains in place and demonstrates the impact of the funding. • New, streamlined process to be launched for allocation of financial resources. • Final amendments to new service request episode and associated practice guidance– with clear connection to outcomes of the funding. Development sessions for all workers across Children’s Services are being arranged • Joint work undertaken with finance team to address delays in payments and ensure processes are efficient. • Greater links with the finance team to ensure prompt payment and review of Direct Payments. This will ensure that children receive the support they are assessed as needing in a timely manner. Progress Towards the Outcome - 80% Contracts ensure best value and support positive outcomes for children, young people, and their families. Efficient recruitment and management of onboarding process. Resource approval is robust and regularly reviewed to ensure spend is meeting desired outcome. 50% Page 73 of 234
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Balanced Scorecard Indicators Page 74 of 234
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Pentana – Performance Dashboard A full review of quarterly performance data is available via Pentana (Login Link: https://midlothian.pentanarpm.uk/login) Page 76 of 234
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Adult Services protect and improve the wellbeing of the people and communities of Midlothian. We help people get the right support, in the right place, at the right time. Social work services in Midlothian are delivered jointly by Midlothian Council and Midlothian Integration Joint Board. Adult social work and social care services, including Justice Social Work, are delegated to Midlothian IJB. Adult Social Care contributes to the Midlothian IJB Strategic Commissioning Plan, the strategic aims of both NHS Lothian and Midlothian Council, and contributes to the work of the Community Planning Partnership through the Single Midlothian Plan. Adult Social Care Services 2025/26 – Q2 Performance Review and Scrutiny Committee Tuesday 9 December 2025 Item No 5.4 Page 77 of 234
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Care Inspectorate Grades Good or Above Target = 90% Actual = 96% Exceeds target Performance Detail: In this quarter inspections have been completed for Penumbra (Park Cottage) mental health service and Midlothian Council Community Access Teams. Both these services improved their grades with Penumbra being awarded two ‘excellent’ grades which is a great achievement. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% How good is our setting? How well is care and support planned? How good is our staff team? How good is our leadership? How well do we support people's wellbeing? Care Inspectorate Grades -Adult Services (under 65s) 1 - Unsatisfactory 2 - Weak 3 - Adequate 4 - Good 5 - Very Good 6 - Excellent Learning Disability/Physical Disability Page 78 of 234
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Finance Expenditure Against Budget Annual Budget = £31.06m Projected Expenditure = £31.99m Below target Performance Detail: • The revised annual budget has been applied from Period 5. • The increase in financial commitment in the first quarter of 2025 can be attributed in part to applying uplifts on MOSAIC and the inclusion of care packages for young adults transitioning from Children’s Service to Adult Services. This means the increase in annual commitment may reduce. • There is a delay in invoice processing and therefore variations for services not delivered may be understated resulting in slight over commitment. 1.16 2.97 5.49 7.56 9.86 12.99 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 1 2 3 4 5 6 7 8 9 10 11 12 13 Total Under 65 Resource Panel Actual Spend YTD Commitment Annual Commitment YTD Budget Annual Budget Page 79 of 234
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Care Package Reviews Number of Reviews Within 2 years Target = 90% Actual = 94% Exceeds target Performance Detail: • There are 32 individuals in receipt of a care package that have not had a formal assessment or review completed for over two years. In the majority of cases there is ongoing oversight or care management in place. Work is ongoing to allocate and complete reviews for these clients. • The number of cases that have been over one year since there has been a formal review is increasing. PD/LTC interventions recorded as outcome achieved Target = 85% Actual = 98% Exceeds target PD/LTC referral screening episode concluded within 3 working days. Target = 90% Actual = 88% Below target Annual leave pressure in Q2 has impacted the % of referral screening episodes completed in 3 working days. 0% 20% 40% 60% 80% 100% 0 20 40 60 80 100 120 2 4 6 8 10 12 14 16 18 20 22 24 Over Months Since Last Assessment or Review Number % of All Clients Page 80 of 234
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Neighbourhood Networks “C from The Midlothian Independent Network has settled into the network extremely well and required no encouragement to join the other members to go paddleboarding with BBLE last week! She is proud of herself to now be an independent member and so she should be”. Carr Gomm Midlothian Music Group Every Tuesday, members of the Carr Gomm community come together at the Midlothian Music Group ‘Something to Believe In’. Facilitated by Support Practitioner and Music Maestro Ross, the group runs weekly and welcomes people we support to the Loanhead office to get together and sing, perform, dance, play instruments and – of course - have fun. The Midlothian Music Group is a safe space for self-expression, where people we support can come together and: • learn new skills • improve their confidence and self-worth • make new friends • feel a sense of community and belonging. Thera Scotland A, a person supported by Thera (Scotland) has been shortlisted for the Equality and Diversity award at the 2025 Midlothian Volunteer Awards. A is a young woman who is supported by Thera (Scotland). With their support, A found a voluntary role at The Steadings, a community hub run by the Rosewell Development Trust. A began volunteering in January 2022 and goes there every other Thursday. She primarily assists with administration tasks and has been recognised for her work ethic, passion, and determination. A considers her voluntary role to be the same as work. She only misses them when on holiday – and is unhappy about this! She complains to people that she is missing her work to go on holiday. A takes great pride in her role, proudly telling everyone she meets about her work at The Steadings and showing off her ‘work badge’. A is respected and thought very highly of at The Steadings. Her manager said: “A is so committed to her role and is a valued member of our volunteering team, we look forward to her visits as she always has an amusing story to tell. Living in Penicuik, she isn’t exactly handy for Rosewell, she must travel on four buses to get here and home again. Nothing deters her, she enjoys it so much and appreciates the benefits of volunteering, valuing the social interaction and participation in community life. Volunteers like A are at the heart of our organisation and we appreciate everything that she does.” Page 81 of 234
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Number of Adult Carer Support Plans completed by HSCP (accumulative) Target = 50 Actual = 57 Exceeds target Number of Adult Carer Support Plans completed by VOCAL (accumulative) Target = 350 Actual = 578 Exceeds target Development of a local Carers Strategy is a requirement under the Carers (Scotland) Act (2016). In Midlothian we are nearing completion of a revised Midlothian IJB Carers Strategy 2025-28, aiming to support the delivery of Midlothian IJB strategic aims through addressing priority themes for carers such as: • Carer Rights and Identification • Providing Information, Advice and Support • Providing Carer Economic Wellbeing • Supporting Health and Wellbeing (including breaks from caring), and • Supporting Carer Involvement in Care Planning. Development of the strategy has been in collaboration with the Carers Planning Group and Third Sector partners, and consultation with unpaid carers in Midlothian. Carers Page 82 of 234
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Care at Home and Telecare services Midlothian Care at Home services deliver on average over 8000 hours per week (excluding travel time) and the average grades for our in-house and commissioned providers sits at grade 4 and above. Provider Weekly Planned Hours 20/01/2025 Excluding 15% travel time Weekly Planned Hours 20/08/2025 Excluding 15% travel time Increase in Hours from January to August 2025 Community Waiting List for Care at Home Hours per week In house service 1357 1389 32 742 Jan 25 Call In Home Care 677 706 29 Cera 1568 1681 113 McSence 3020 3244 224 Sub Total 6622 7020 398 Option 2 853 1127 274 Total 7475 8147 672 1004 August 25 Despite the increased hours provided each week across the Care at Home services this does not keep up with demand. Number of weeks waiting for a package of care in the community Target = 6 Actual = 56 Below target The longest wait for community packages of care is sitting at around 52 weeks. The Q2 figure has increased due to the pressure to respond only to referrals for packages of care from acute sites and therefore the community referrals waiting time has increased. However, with an additional social worker commencing in December 2025 this figure is expected to significantly improve, with two dedicated social workers and OT’s reviewing each person waiting for a package of care. The Care at Home budget remains under budget and sickness absence is tightly managed with a dedicated team supervisor providing a consistent approach of managing sickness absence across the service. Percentage of staff within care at home qualified for their post Target = 90% Actual = 84% Below target This does change if staff retire and new staff commence who require to be supported to undertake their SVQ, 2 however the figure has remained static for Q2. Care at Home Page 83 of 234
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Percentage of SVQ programmes completed by care at home staff Target = 95% Actual = 90% No Change against number commenced This has remained static for Q2 as well. A s there are ongoing SVQ programmes at present we anticipate this figure to reach its performance target of 95% within the reporting timeframes of Q4. Number of Telecare referrals allocated within 3 days Target = 90% Actual = 99.38% Exceeds target Percentage of clients referred for telecare Target = 90% Actual = 50.69% Below target have equipment installed within 1 week The Telecare service continues to focus on responding to new referrals and installing within agreed timescales, along with continuing to support the switch over programme from analogue to digital. As it is a small team any significant staff sickness can affect the performance of the service. Significant staff sickness has impacted the recent performance data, although the number of telecare referrals allocated within their timescale of 3 days was 99.38% which is great. However, the percentage of clients who had their Telecare equipment installed within 1 week has only been 50.69% which is disappointing. Actions are in place to address this and look at processes on how this can be improved, but sickness absence has impacted this figure. Page 84 of 234
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NEWBYRES VILLAGE (48 PERMANENT RESIDENTS) Care Inspectorate Grades Good or Above Target = Improvement at next inspection- Improvement planning in place. No inspection in Q2 Inspection in January 2025 reported the following grades: People's wellbeing Leadership Staff team Setting Care & support planning 4 3 3 4 4 There are significant grip and control measures relating to expenditure, specifically, on agency staffing costs. All agency requests are authorised by Heads of Service and are tracked by the finance team on a weekly basis. Newbyres has been challenged in recent months by staff vacancies and recruitment issues. The manager has now reported that they have reached establishment staffing levels. Sickness absence is managed on a weekly basis by the Service Manager, Human Resources and Care Home management. This has produced efficiencies and a reduction in the prevalence of sickness absence, allowing for robust management of staffing costs including agency staffing. • Newbyres Village has improvement planning in place to support improvement in grades in all areas but specifically in management / leadership / staffing. • In this quarter there were no care home inspections. • There is an improvement plan in place to improve management and safe delivery of medications. 6 Excellent 5 Very Good 4 Good 3 Adequate 2 Weak 1 Poor Older People’s Service Page 85 of 234
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All residents at NBV have an up-to-date activities plan within 8 weeks of admission Target = 90% Actual = 100% Exceeds target The activities team work hard to ensure that the residents at Newbyres have a rich and rewarding social life with group based activities, entertainment and 1 to 1 social support inclusive of carers and families. Very much a core team in Newbyres they arrange singers, pizza making sessions, visits from Shetland Ponies (a firm favorite for many), flower arranging, baking, quizzes, bingo and much more. Funds are raised throughout the year and the manager is planning a Friends of Newbyres group to support social activity at Newbyres Village. Incident Reporting April May June July August September Falls Reported 8 6 10 9 3 Medication errors reported 11 14 8 6 10 5 Deaths reported 1 1 4 1 2 1 Hospital admissions 1 3 3 2 3 0 Assaults reported 1 1 0 1 0 1 Behavioural incidents reported 0 1 1 0 0 1 Absconding 0 0 1 0 2 2 HIGHBANK INTERMEDIATE CARE- (40 BEDS- INCLUDING 3 RESPITE BEDS) Care Inspectorate Grades Good or Above Inspection in January 2025 reported the following grades: No inspection in Q2 People's wellbeing Leadership Staff team Setting Care & support planning 4 Not assessed 5 Not assessed Not assessed 6 Excellent 5 Very Good 4 Good 3 Adequate 2 Weak 1 Poor Page 86 of 234
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There have been challenges reporting on data in relation to admissions, type of bed, length of stay and discharges and there is ongoing work progressing to ensure this is resolved. Some sample data from August below: August Admissions to Bed type Admission Type Assessment Emergency Interim Respite Waiting Bed Total Highbank bed move New admission 5 0 5 12 0 22 Total 5 0 5 12 0 22 Bed move (from) Respite 0 Waiting Bed 0 New admission (from) 22 Home 14 Royal Edinburgh Hospital (RE) 5 Royal Infirmary of Edinburgh (RIE) 1 Western General Hospital 2 Total 22 August Discharges Reason Deceased 0 Home 12 Moved to another care home 4 Not recorded 0 Total 16 Bed Type Discharged from Clients Average Length of stay per bed type (days) Assessment 1 52 Emergency 0 0 Interim 3 262 Respite 12 75 Grand Total 16 389 Page 87 of 234
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• Highbank – Planning is at an advanced stage for the move to the new facility in Polton Street, Bonnyrigg – MIDLOTHIAN LIFE. • Sickness absence percentages are improving as a consequence of weekly monitoring and tracking with care home management, Human Resources and Service Manager, reducing costs relating to agency spend. • Locum numbers have improved in Q2 resulting in a significant decrease in agency spend. • Highbank had a successful summer fayre raising funds for the care home residents’ social fund. There are many people staying longer at Highbank to await a care home placement. They are supported by the staff and activities coordinator with a rich and full calendar of social activity including singers, quizzes, therapy pet, crafting, gardening, singing and 1 to 1 sessions with staff or activities coordinator. Funds are raised through ongoing activity throughout the year. Planning the move to the new building has included staff sessions, site visits and ensuring that residents, their carers, and the community are kept well informed. A number of ongoing sessions will happen right up until the move in March 2025. There is great excitement and a little sadness, many of the staff have worked at Highbank for many years and have happy memories. Alice Facia worked in Midlothian Council including Highbank for over 40 years, and staff and residents helped her to celebrate her retirement recently. There is always excellent feedback relating to the food at Highbank which is of a high standard be it traditional home cooking, baking or something more international. The kitchen staff are looking forward to the move to the new building and will plan some home baked goods to welcome visitors no doubt. Incident Reporting April May June July August September Falls Reported 10 5 6 7 2 5 Medication errors reported 0 0 0 1 0 1 Deaths reported 0 0 0 1 1 1 Hospital admissions 3 4 5 2 2 6 Assaults reported 0 0 0 0 0 0 Behavioural incidents reported 0 0 0 0 1 0 Absconding 0 1 0 0 Injury 1 Page 88 of 234
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Hospital InReach Team 6 week reviews completed within 10 weeks of admission Target = 90% Actual= 100% Exceeds target to a care home from bed based resource e.g. RIE/Acute, MCH or Highbank All care home reviews were completed within the required time. As part of the staffing review currently being completed and some work being undertaken by the Social Services Council the roles and responsibilities of Community Care Assistants within MLHSCP are being reviewed. In anticipation of this all reviews are supervised and scrutinised by a qualified social worker within this time period. 6 week and 6 monthly reviews are also being completed for all residents who are in Highbank Intermediate care unit for these periods of time. Tasks completed by CCA’s that facilitate discharge to be Target = 80% Actual = 65% Below target completed within 2 weeks of allocation. e.g. house clean, housing application, house check There have been some issues with data collection that are currently being resolved and there have been some tasks completed by the Redcross project funded by unscheduled care monies that have produced some administrative issues that require to be managed. Referral Workflows Workflows assigned for 2025/26 Count July 117 August 184 September 156 Total 457 Workflow to assessment after screening. Count July 75 August 93 September 112 Total 280 As can be seen, there remain difficulties gathering accurate data from Mosaic relating to workflows and it is hoped that a dashboard will be developed in order to ensure accurate reporting. Page 89 of 234
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There has been a significant increase in staffing with an additional 4 social workers recruited to Hospital InReach team to progress various transformational activities. These activities have been identified to improve hospital discharge in line with Home First and Delayed Discharge policies. This will enable Midlothian residents to be discharged as quickly as possible from both acute hospitals and Midlothian Community Hospital, when they have finished medical treatment. All cases are screened and allocated within 24 hours and assessments are completed within 72 hours of hospital admission. Redcross have established a supportive discharge project (Anthea Fraser, Service Manager). The social work team are currently building Standard Operating Procedures to provide social work services to acute hospitals, Highbank Intermediate Care and Midlothian Community Hospital. The team are also completing an improvement plan to ensure that they organise the hospital discharge service provided by Social Work in a person-centred and efficient manner. Currently staff are deployed as follows: Highbank – 3 SW MCH- 2.5 SW Acute Hospitals- 3 SW An integrated approach is used to manage good communication with clients, NHS staff and carers to progress discharge planning. Older People’s Team Initial Care home reviews completed within Target= 60% Actual=90% Exceeds target 12 weeks of admission to a care home The Older People’s social work team continue to work effectively to support clients to identify and achieve their outcomes. The team has changed over the past year with an almost entirely new staff group including a number of newly qualified workers, who have almost all completed their Newly Qualified Social Worker activities in conjunction with Learning and Development and Supervision from Team Leader. They are currently working on an improvement plan to ensure that the team plans and delivers social work services to Midlothian Older People and their Carers in line with Policies, Procedures and legislation. Most recent waiting list data below showing improvement in median wait times: Total people waiting Added in last 7 days Longest wait (weeks) Longest wait trend Median Wait (weeks) Median Wait Trend 14 4 11.57 improvement 4 improvement A significant improvement recently completed by the team was completing all annual Statutory Care Home reviews. The team leader and Social Workers are all very pleased to have completed this task, just in time to start the next reviews for November. The team have managed this task by designing the workflows to ensure that Care Home reviews are completed within timescales required going forward. This is significant progress since there has been a significant waiting list for Care Home review for many years. Page 90 of 234
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Community Reviews are also being completed timeously ensuring that the outcomes identified and developed by clients, their carers, and SW staff are being met. The team will be working in Q3 with the Quality Assurance Team to ensure that client feedback is gathered and evaluated. The team have had many compliments from clients and their carers this past quarter, including a significant compliment for a social worker: the carer / husband of a lady who uses day services and has dementia told her that she had “restored his faith in social work”. The team are also involved in reviewing policies and processes in relation to: • Corporate Appointeeship • Respite at Highbank • Care home review. Page 91 of 234
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Justice Social Work services provide all statutory and associated functions identified in S.27 Social Work (Scotland) Act 1968. The core work includes the preparation of a variety of assessment reports, including Justice Social Work Reports and pre-release reports for serving prisoners involved in the Parole and Pre-release process. The service works with men and women aged 16 and over, subject to Community Payback Orders, Parole, Life and Non-Parole Licences, Extended Sentences and Supervised Released Orders. Alongside the statutory work the Justice Service provides a range of early intervention and preventions strategies including bail services, structured deferred sentences and groupwork services for both men and women at risk of becoming involved in the justice system. It is intended to extend the range of early intervention by bringing the provision of Diversion from Prosecution in-house. The interventions are informed by effective practice research and 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. The impact of interventions is measured through ongoing risk assessment and from feedback from those who have successfully completed their order or licence. The chart shows analysis of the self- assessment gathered from the feedback provided by people who completed supervision during the period July – September 2025. Justice and Protection Services Page 92 of 234
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The main community-based sentence that the service manage is a Community Payback Order (CPO), which can have up to ten requirements. Supervision and Unpaid Work continue to be the most frequently imposed requirements as shown in the image on the right and during this reporting period the Courts imposed 46 Community Payback Orders. Engaging effectively with people At the end of quarter 2 the Justice Service team were supervising 219 people who were subject to 253 CPOs. Justice Social Work staff use a trauma informed and person-centred approach to develop effective working relationships with people. Disengagement from community-based supervision can indicate an increased risk of reoffending and that the person lifestyle is becoming more chaotic; the latter can be due to a number of factors including impact of involvement from other statutory services. To mitigate this risk, it is important that Social Work staff recognise the signs of dis- engagement and take early and preventative action which focuses on rebuilding trust and supporting re-engagement. Alongside provision of opportunities and interventions to effect change, people on a CPO are held accountable for their engagement on the order and where necessary robust action is taken on non-compliance, which can ultimately result in the order being returned to court for breach action. During the breach process staff continue to offer opportunities for the person to re-engage. On 30th September 2025 14% (n=31) of people subject to a CPO were in breach of their order and it had been returned to Court. Of these 31 people, 6 had re-engaged effectively on the order. In total 89% (N= 219) of people were engaging effectively on their order. For comparison over previous quarters refer to the image above. Page 93 of 234
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Feedback At the end of service every person is offered the opportunity to complete an exit questionnaire. Current data indicates that 38 CPOs were concluded in the quarter. Thirteen exit questionnaires were completed during Q2 and 100% of respondents reported that they felt listened to. The majority of those who responded experienced the service as positive as it enabled them to maintain or improve their quality of life and rated the service they received as good or excellent, based on trustworthiness and the level of care and support provided (images 4 and 5). Adult Support and Protection The Adult Support and Protection (Scotland) Act 2007 was introduced in October 2008. It provides duties, powers and measures for the support and protection of adults who may be at risk of harm. Under section 3 (1) of the Act an "adult at risk" is a person aged sixteen or over who meets all of the following criteria (commonly referred to as the ‘three-point test’): • unable to safeguard their own wellbeing, property rights or other interests • are at risk of harm, and • because they are affected by disability, mental disorder, illness or physical and mental infirmity, is more vulnerable to being harmed then those not so affected. Social Work staff undertake specific training to become a Council Officer and work to identify, minimise and manage risk, and ensure that all suspicions, disclosures or incidents of actual harm are acted upon. An adult is someone aged 16+ although for individuals between the age of 16 and “Everything I have done with yous has been positive. Doing the CISSO / Stop it Now / Veterans First groups were most helpful - helping me understand me and understand my past” “Helped me to focus and helped me to be more mature. I know my worth now thanks to the help I have received.” “Thank you to everyone I have worked with and that has helped me not reoffend. This is the first time I have not had any charges outstanding since I was 16” “This service has greatly improved my confidence and mental health, helped me understand how to improve my overall attitude to life” “It was helpful to have a choice on my placement, I tried the outdoor work at the community hospital but found it difficult. I was moved to help in the pantry and found this work rewarding.” Page 94 of 234
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18 years of age there will be discussion with Children Services colleagues to identify if the matter would more appropriately be managed under child protection procedures. On receipt of a referral related to concerns that there is an adult at risk of harm it is screened to ensure that the relevant information is available and an investigation, often referred to as the Duty to Inquire (DTI) will be undertaken. The local aim is that that the investigation will be completed within 21 days, however there are a number of factors which impact this including being able to speak to the adult to gain their views. An investigation can be undertaken with or without the use of investigative powers and use of the latter can be a reason for delay. The chart on the right shows the volume of work during quarter 2. Of the referrals that progressed to investigation, 65% were on women and 35 % for men. This may indicate underreporting of ASP concerns for males, although this would require further exploration. The table on the right shows the breakdown of referrals across age groups and by the type of harm. Page 95 of 234
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Psychological/emotional harm is the most prominent type of harm referred (21%) with financial or material harm being the second most prevalent (19%). This highlights that identifying and intervening in cases of financial harm remains a strength for the service. Understanding and awareness of the issues and challenges in working with those experiencing domestic abuse is also positive across the council officer group, and 15 investigations were completed where this was the primary type of harm: for 11% of all investigations. Work undertaken to support those experiencing domestic abuse is supported though the work undertaken as part Multi-Agency Risk Assessment Conferences (MARAC). To ensure that the adult is protected from ongoing harm taking a person-centred approach to safety planning and decision making Is key to minimise or reduce the risk. At all times Council officers will seek to address the risk in line with the principles of the Adult Support and Protection (Scotland) Act 2007.If risks remain at the completion of the Duty to Inquire, and the three-point test has been met, an Adult Case Conference must be convened; this is a multi-agency forum for shared decision-making. A Protection Plan is put in place at each case conference and is reviewed at least once to ensure that it is having a positive outcome or if additional action is required. Four protection plans commenced in Quarter 2. A range of legal measures that agencies can take to mitigate and manage identified risks and include the use of Protection Orders which are sought through an application to the Sheriff Court. Protection Orders must be in line with the principles of the Act and therefore must be the least restrictive option that will provide benefit to the adult. There were no Protection Orders required in Quarter 2 The ASP team have continued to work with partner agencies to improve information sharing and processes for gathering feedback. During the quarter we met with colleagues from Newbattle Medical Practice to consider how we make requests for information from GPs more robust and streamlined to reduce delays. Following consultation with the NHS Public Protection Office and the ASP Lead Officer (EMPPO) we have agreed to trial an information sharing template that has recently been rolled out in West Lothian. It is intended that a pilot will commence with Newbattle Medical Practice and will consult with GP surgeries across Midlothian regarding the findings. Welfare Rights Team The Welfare Rights Team provide welfare benefits advice to individuals within Midlothian including advice to cancer patients in partnership with MacMillan Cancer Support. The Welfare Rights Team offer support and advice to many of the most vulnerable presidents of Midlothian who may have a disability, be at state pension age or over, receiving a social work service (Child or Adult Services). Referrals are received from across the Council and HSCP; No 11, Children Services, Adult Health and Social Care Services, Housing, Revenues, Midlothian Community Hospital and GP Surgeries. In addition to referrals from partner agencies the team operate a telephone advice line that supports members of the public to make a self- referral or to seek advice only. Services provided by the team include: • Welfare advice and benefits checks • Help with applying for benefits • Help in a crisis, e.g. if you have no money • Help with benefit appeals and tribunal representation • Basic debt and housing advice. Page 96 of 234
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The Welfare Rights Officers have noted an increase in the volume of referrals and during Q2 the team received 184 new referrals, an increase of 7 referrals on the previous quarter. In addition, they dealt with 100 calls to the advice line, some of these calls resulted in referrals whilst others were provided with advice and signposting to appropriate services. Initial analysis indicates the increase correlates with the continuation of the roll out of devolved benefits by Social Security Scotland, in particular: launch of Pension Age Disability Benefit (replacing Attendance Allowance for people over state pension age in Scotland and the migration of people in receipt of legacy benefits to Universal Credit). The total amount of additional income generated for individuals through the work of the team during the reporting period was £1,142,624.54. The image on the right shows the breakdown of referrals by sender. During the reporting year the Welfare Rights Officers worked with 227 clients; 114 men, 112 women and 1 person who preferred not to say. The ages of people supported is shown in the table below: Age Group Count 0-15 2 16-24 20 25-34 15 35-44 19 45-59 43 60-64 23 65-70 21 71+ 81 Total 227 Page 97 of 234
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Public Health: Green health prescribing update – Midspace, Green health week and Deep Green pilot The Green Health Prescribing Group has continued to meet to work towards its objectives of aiming to embed green health prescriptions into existing systems in an equitable and sustainable way. The Green Health Group consists of providers who provide green health activities to the public and prescribers who may prescribe green health activities with people who access their services. The group is made up of Health in Mind, MAEDT, Bugslife, Loanhead community garden, Cyrenians, Women’s AID, Thistle Foundation, Cycling UK, Archaeology Scotland, Newbattle College, Vocal, Sport and Leisure, Active travel, Mental Health, Physiotherapist, Occupational Therapists and public health. The group worked on a project with NHS Lothian Charity and Health in Mind to improve the green health prescriptions pages on Midspace and ensure consistency across NHS Lothian. The group user-tested the new pages [Midspace | Green Social Prescriptions] and also provides regular updates to ensure the information stays up to date. During Q1/2 we have been promoting the new Midspace webpages, both with staff and the public. In May 2025, we promoted national green health week. The aim nationally was to raise awareness of green health in general and also the Green Health Learning Network (which Midlothian is a member of). Our local aims were to raise the profile of the Midspace pages. We utilised the HSCP & Council social media channels between Monday and Friday of Green Health Week. Posts on Facebook performed better for than those on Twitter/X as it has a larger and more engaged user base. The group also promoted the pages at ‘Vogrie Pogrie’ in Dalkeith and the community Falls Prevention day in Lasswade. Subsequently, we have seen an increase of views of the pages and increased membership of the working group. Public Health 46 45 32 44 47 26 25 29 28 21 46 21 16 79 19 113 63 0 20 40 60 80 100 120 April May June July August September October November December January February March April May June July August Number of page views Months -April 2024 -August 2025 Page 98 of 234
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The Green Health Group has also engaged with researchers from Edinburgh University who are carrying out research looking at ‘Developing and pilot testing a primary care-based toolkit to improve engagement with green health prescribing of older people living in deprived areas.’ The Green Health Prescribing group members in Midlothian have been inputting into this research and giving feedback at various stages. This accumulated in an event in September aimed at reviewing and providing feedback to the toolkit they have developed called ‘Deep Green’ https://www.deepgreen.scot/. The toolkit is designed to help GPs and other health and social care practitioners working in primary care to prescribe outdoor, nature-based activities. The toolkit provides support, information and evidence about Green Social Prescribing. It can be used by practitioners looking for help to add or expand Green Social Prescribing in their practice. It can also be used for people interested in the subject more generally. The toolkit is currently being piloted in 4 medical practices in Edinburgh: Craigmillar, Muirhouse, St Triduana’s and Longhouse. Following this engagement event, we have shared the research with the primary care planning team and will look for opportunities to develop further pathways and champion green health locally. The Public Health team have also attended national webinars, one was run by Public Health Scotland’s Green Health Network which looked at strengthening practice through shared learning. The other was through Stirling University looking at the findings of a research project using green health to support people with mental health and substance abuse dependence. Learning from the events has been shared with the Green Health Group and further actions will be developed to embed the learning into future work. Page 99 of 234
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• The learning and development team continue to deliver and coordinate over 1000 learning opportunities on a yearly basis. This covers a broad range from SVQ programmes (Levels 2, 3 and 4) to Adult Support and Protection, Child Protection, Team Teach, Trauma Informed Practice, Motivational Interviewing, Dementia Awareness and Medication training. Courses coordinated and delivered from L and D Child Protection Level 1 (Health & Social Care Staff only) Level 1 Adult Support and Protection - all services Medication Training/Workshop for Care at Home Staff Motivational Interviewing Safe & Together Model - Certified Trainer & Safe & Together Model Core Training 4 days Self Directed Support (SDS): For H&SC Children & Families Staff ONLY Stoma Care for Health and Social Care Staff SVQ Core Skills: Information, Communication & Technology SCQF 5 SVQ Core Skills: Numeracy SCQF 5 SVQ Foundation Apprenticeship – CYP SVQ Foundation Apprenticeship – H&SC SVQ: Assessor Award L&D9DI SVQ: Introduction to Unit CHS3 Administer Medication to individuals SVQ2: Social Services & CYP SCQF6 SVQ2: Social Services & Healthcare SCQF6 SVQ3: SVQ Social Services & Health Care SCQF7 SVQ3: SVQ Social Services CYP SCQF7 SVQ4: Social Services & CYP SCQF9/10 SVQ4: Social Services & Healthcare SCQF9/10 (L4) SVQ4: SVQ in Management SCQF 9/10 Team Teach Level 1 (6 hours) (Education only and Foster carers) Team Teach Level 1 (6 hrs) (Health & Social Care staff) Team Teach Level 2 (12 hours) Team Teach Level 2 (12 hours) Transportation of Children Trauma Informed Training - Level 1 and level 2 Learning and Development Page 100 of 234
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In addition to this staff have also staff accessed post grad courses through Edinburgh University, Stirling, The Open University and Napier University. The team are busy delivering the following: - • Foundation and Modern Apprenticeships for Health and Social Care as well as Children and Young people in partnership with Education colleagues. • Supporting Newly Qualified Social Workers; • Co-ordinating Social Worker student placements • OU SW PG Dip – supporting workers across HSCP and Children’s services • OU SW UG Stage 3 – supporting workers across HSCP and Children’s services OU SW UG Off-programme (module by module) – currently supporting 8 workers All performance indicators are either on target or above target as highlighted below: Health and Social Care specific LearnPro modules Target = 100% Actual = 100% Meets target working / accessible that relate to registered professional practice. All Health and Social Care specific LearnPro modules with up to date content that relate to registered professional practice. Target = 100% Actual = 100% Meets target Percentage of compliant/completed mandatory LearnPro Target = 100% Actual = 100% Meets target modules that relate to registered professional practice. Percentage of staff successfully completing external course Target = 100% Actual = 100% Meets target All LearnPro modules relevant to registered staff are fully up to date and compliance to completion is around 90%. Page 101 of 234
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Mental Health 18+ and Substance Use The services offer holistic assessments, What Matters to You care planning, goal setting and treatment, and coordinates multi-agency support and follow up. Providing individual person-centred care and treatment, and support to enable them to actively participate in this process. Strives together for the maximum benefit to the individual by optimising recovery for the individual, improved mental health and wellbeing, in the least restrictive and intrusive manner. Mental Health Wait Times Mental Health Assessment refers to assessments by Mental Health Social Workers, not Mental Health Officers (MHO). The workforce for specifically Mental Health Social Work is 1.5 WTE. Work continues to look at how best to improve the wait times but, due to staffing capacity, this continues to be a challenge. We have seen some improvement over Q2 from the longest wait being 19 weeks in Q1 to 15 in Q2. Assurance can be given that the service continues to meet the needs of high-risk priority individuals in a timely manner. There are 7 Mental Health Officers within the Mental Health Team. The Mental Health service set a realistic performance target of 12 weeks from the point of request to the allocation of an AWI case. The Mental Health team continue to demonstrate improvement and consistency within the agreed performance target. New developments and successes The Mental Health Social Work and MHO team is continuing to focus on developing resilience across all workstreams. In particular we are continuing to expand MHO capacity across adult services and will soon be starting 2 MHO trainees within the team. We also have a newly qualified MHO seconded to the team for a few months who is using the time to consolidate her training and learn new skills that she can bring back to her specialist team. Adult Mental Health Service Page 102 of 234
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Dementia Team The Midlothian Dementia service comprises 4 Social Workers and 2 Community Care Assistants. Currently in Midlothian, Social Work waiting times continue to be monitored within the agreed performance target of being allocated to a Social Worker within 6 weeks and/or Community Care Assistant within 3 weeks. The service continues to demonstrate improvement and consistency within the agreed performance target. (see graphs right) New developments/success: Quality Improvement Project, to Improve Timely Access to our Older Adult Mental Health Wards in MCH Wider system approach across health and social care engaged and embraced change in the hope to make a difference to the way we care for our patients. The project resulted in tangible changes to the waiting time for admission and to the length of stay. Importantly, it has built on relationships, improved communication and focused on the views of the patients, carers and on the views of the wider health and social care team. The Midlothian Improvement team spanned the community, Mental Health inpatient ward and general hospital, introduced multiple interventions and tested three change ideas: • Inter-team referral to include goals to shape admission. • Person-centred care planning with specific goals. • Embedded a ward social worker. The outcomes from the project identified key learning: • Multiple small change ideas resulted in significant and sustainable improvements in the admission pathway. • Harnessing the strengths of the multi-disciplinary team improved relationships and generated new ideas. • Strengthening relationships and identifying a shared vision and values were central to the success of our project. • Our project created a mandate for change which has improved patient care. Overall, this was a very successful QI project with very positive feedback with keenness to do more to improve pathways, flow and team collaboration and partnership working. Page 103 of 234
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Substance Use Service (SUS) Treatment Service The SUS treatment service A11 waiting time, where each individual referred for either substance use, or alcohol use is triaged and commenced on treatment if appropriate within 21 days of referral. The service maintained a 100% waiting time A11 heat target performance. Overall, the services continued to provide direct access to timely and appropriate treatment that best meets an individual’s needs, psycho-social support and peer-led support for those affected by their or another’s drugs and / or alcohol use. New developments/successes • BBV testing please see spotlight Page 28. • Further achievements for Midlothian Substance Use services include the development and implementation of the health clinics which now run weekly, supporting a holistic approach to care and meeting not only the person’s substance / alcohol use but supporting the physical health, reducing risk and early detection of health concerns, which supports a more timely approach to effective person centred care. • Midlothian SUS service proactive response to recent changes in drug trends resulted in working with families around the role and awareness of Naloxone administration. Over Q2, we have successfully trained family members and hope to expand this offer further to support harm reduction and provide the tools to family members to support their family member who is at high risk of overdose. Substance Use Treatment Service (SUS) Target 90% of all new referrals seen within 21 days 1 1 1 1 1 1 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 0 5 10 15 20 SUS Treatment Service Referrals and % of individuals seen within 21 days Drug Refferals Alcohol refferals 21 day target Page 104 of 234
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SPOTLIGHT Midlothian Substance Use Services Bloodborne viruses (BBV) is a significant health concerns for individuals who access Substance Use Services due to the potential for transmission through contact with infected blood or bodily fluids. Within substance use the main risk of transmission is through the use of sharing of injecting equipment. The lack of awareness and testing can lead to undiagnosed infections, which can result in serious health complications. To address the issue of BBVs in substance use services, it is essential to implement comprehensive testing and treatment programs. This includes offering testing and referral for treatment for hepatitis B, hepatitis C, and HIV, as well as vaccination for hepatitis B. By ensuring that individuals in service are tested and receive appropriate treatment, the risk of transmission can be significantly reduced, thereby improving the health and safety of all individuals in the service. In July 2024 we recognised the need to look at different ways to engage individuals who access the Midlothian Substance Use Services, as BBV testing had a small uptake. The overall percentage of uptake was 18.5%, over the next year the service worked alongside the harm reduction team to look at ways to improve engagement through awareness sessions and communication with those who access the service. An improvement plan was developed and implemented which has been successfully completed. There was a review of the improvements on uptake of BBV and we are pleased to advise the service performance more than doubled, and in July 2025 was 41.6% and continues to grow. Midlothian Substance Use service continues to progress the committed improvement work to ensure every individual who is receiving Opiate replacement therapy is supported, educated and has access to BBV testing. Drug Misuse Deaths The Drug Misuse Death figures for 2024 were published in Q2. In 2024 there was a total of 17 Drug Misuse Deaths (DMD) a small but welcome reduction of 3 from the 2023 figure. The deaths involved 13 males and 4 females. Like the national rate the highest rate of deaths involved people aged 35-44 years. Most deaths involved poly-drug use with an average of 4 drugs being implicated in deaths. Opioids, methadone, street benzodiazepines and Gabapentin were the drugs most frequently cited. There has been the increasing presence of Nitazenes in Drug Misuse Deaths. These drugs, many times more potent than heroin are often hidden within other illicit drugs and counterfeit pills greatly increasing the risk of drug poisoning and overdose. This type of drug and their derivatives are likely to pose an increasing risk to people who use drugs. There has also been a significant increase in cocaine and crack cocaine being implicated in Drug Misuse Deaths. The 3-year average is 14 and the 5-year average is 17. Page 105 of 234
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Changes from 2023 to 2024 DMD Scotland Midlothian East Lothian West Lothian City of Edinburgh All 1017 (-155) 17 (-3) 21 (+1) 22 (-9) 92 (-19) Males 699 (-106) 13 (+1) 16 (+2) 14 (-9) 63 (-15) Females 318 (-49) 4 (-4) 5 (-1) 8 (0) 29 (-4) Alcohol Specific Deaths The Alcohol Specific Death figures for 2024 were published in Q2. Alcohol Specific Deaths are deaths from causes known to be exclusively caused alcohol consumption. Nationally there was a total of 1,185 ASD a 7% reduction from 2023 and the lowest figure since 2019. Male deaths continue to account for two-thirds of all deaths. The age profile of alcohol-specific deaths has become older in recent years. The rate of alcohol-specific deaths is highest in age groups 45-64 and 65-74. For age group 25-44, the rate of mortality has generally fallen since the highest point in 2006. For Midlothian there was a total of 20 ASD an increase of 5 from 2023. There was total of 4 female and 16 male ASD. The 5-year average is 17. Page 106 of 234
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The HSCP Staff Wellbeing support system develops, implements, and evaluates a range of high-quality and research-based wellbeing, experience, and engagement processes, in order to enable, empower, sustain, and retain health and social care staff. One size doesn’t fit all, we therefore endeavour to offer tailored support to individuals, teams, and services. To achieve this Midlothian HSCP embeds five foundational pillars – The Midway. Wellbeing: We seek to create a positive state of mind and body which is underpinned by social and psychological wellbeing. Equity: We strive for equity recognising that we must adjust to reduce imbalance. Learning: We offer opportunities to learn. Furthering our knowledge and developing our skills. Leadership: We encourage individual and group involvement to positively influence, guide, and improve. Communication: We communicate information, intentions, and emotions in a way that is clear, respectful, and understood. Numerous factors influence the health and wellbeing of our health and social care staff. Some of these, such as physical health are well understood, however, there are other influencers such as psychological burden, relationships, management skills, and the environment that are fundamental to the wellbeing of our workforce. This report spotlights activities undertaken this quarter and the underpinning evidence to support the health and wellbeing of Midlothian HSCP staff. The staff of Midlothian HSCP are all working towards the same goal, that everyone working here is equally valued and supported to succeed. We believe that whoever you are, whatever you do, and wherever you work in the partnership, you can make a valued contribution and feel included. To achieve this, we implement actions which positively influence the 4 key drivers (p10-11) outlined within our Staff Wellbeing, Experience and Engagement Delivery Plan 2025-2028. Q2 WORK PROGRESSED Who with? Highbank is an intermediary care service for people over 60 years of age. While considered a ‘short-term’ facility the nature of the people requiring support has changed considerably over the years due to the aging population. This has resulted in staff extending their skills to offer support to those with more complex needs. In addition to this the residents and staff are about to embark on a significant change as they move to a new bespoke premises in 2026. Work has meaning and a positive impact on staff. • Choice & Autonomy • Meaning & Purpose • Wellness & Resilience • Camaraderie & teamwork • Physical & psychological safety • Participative management • Measurement & improvement Staff Wellbeing Page 107 of 234
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Having recognised the extensive physical and emotional demands placed on the team, the management group acknowledged the need to trial an evidence-based approach to better understand the experience of staff, and create a confidential space for peer support. Working with the Values- Based Reflective Practice (VBRP) approach, and with the support of Queens Nurses Institute, it has been agreed that taster sessions will be facilitated with staff prior to and after their move. Reflective Practice provides staff with an opportunity to share experiences, to seek constructive resolution, and continue to develop as an individual and as a team. It was hoped that these sessions would commence in September, however due to unforeseen circumstances, this has been rescheduled to November. It is hoped that these opportunities will help to mitigate against negative consequences and enable camaraderie. Why does this matter? Workplace changes can create both positive and negative effects. A change of environment can provide new opportunities, support positivity, and improve the function and quality of care. The negative impact can be a sense of insecurity, lack of control, and reduced morale. These issues in turn can lead to increased sickness absence and reduced staff retention. The overall impact is highly dependent on how well the process is managed, ensuring steps are taken to ensure staff feel engaged and have their experiences heard and validated. By utilising VBRP tools and principles, it is hoped that the negative consequences can be mitigated against, allowing staff to adapt and grow within their new environment. What do they learn, feel, and do differently? Values Based Reflective Practice Values based reflective practice (VBRP®) | Turas | Learn Who with? HSCP-wide one to one Wellbeing Support/ Coaching can help staff take a step back and think about how to care for their own health and wellbeing. Often people feel 'stuck' in their situation, coaching can help by creating a little distance to think more openly about the issue, explore options and set goals. Coaching for wellbeing was initially offered by NHS Education for Scotland via a digital section of the National Wellbeing Hub during the pandemic. Since this time specific services have been offered in NHS Boards, including NHS Lothian. As a trained Wellbeing Coach, the staff Wellbeing Lead now offers this support to any staff working within the HSCP, optimising staff support through formal organisational services and processes, and signposting to the wide range of resources outlined within the staff Wellbeing Directory. Nine staff participated in wellbeing coaching during Q2. Nineteen sessions were delivered. Staff received on average two contacts. The primary reason for seeking help remains psychological distress. Page 108 of 234
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Why does this matter? Staff wellbeing in health, social work, and social care is critical to ensuring service users receive high quality and effective support. A caring and supportive culture within the workplace is essential to address both work-related and personal issues which contribute to effective management of stress, promote a healthy work-life balance, and develop personal growth. Wellbeing coaching has the potential to enhance morale, increase productivity, improve staff retention, and reduce both presenteeism and absenteeism. What do they learn, feel, and do differently? “It is helpful to be able to talk things through. I can see things clearer.” “I often think I should be coping better. I’m not very kind to myself.” Future Focus and Prevention – Staff Support Who with? The National Workforce Wellbeing week took place from the 1st to the 7th September. The week-long programme designed for health, social work, and social care staff offered 35 free online sessions to support meaningful conversations and promote wellbeing within the workplace. Midlothian offered 5 National sessions across the week. Topics included how to use cognitive behavioural approaches to manage stress, menopause, and mindful movement and meditation. Over 200 people attended the Midlothian HSCP sessions. Why does this matter? In July 2024 the Scottish Government published the paper Improving Wellbeing and Working Cultures. It sets out a vision to enhance working cultures across health, social care, and social work, through programmes of work at a national level focusing on the principles of wellbeing, leadership, and equity. By creating a nationwide approach, it is possible to share best practice across organisational boundaries, extend our reach, and work together to influence change. What do they learn, feel, and do differently? When asked ‘Would you be interested in attending National Wellbeing Week if it takes place again next year?’ 98% said yes and 2% were unsure. “The sessions were great, very helpful, informative, and insightful.” “A lot of things for me to take away and start implementing.” “The presenters were amazing, and overall very calming sessions. Absolutely fabulous!!” Work is a healthy place to be. • Healthy body • Balanced mind • Positive choices • Caring culture Page 109 of 234
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“This has been brilliant, lots of light bulb moments.” “These sessions have been excellent. Very informative and helpful with work / personal life.” Who with? The National Workforce Wellbeing week inspired the planning and delivery of a HSCP-wide wellbeing event held on Friday 5th Sept. All staff were invited to visit Midlothian Community Hospital to share the Staff Wellbeing, Experience, and Engagement strategy and delivery plan, and to participate in the programme of activities. Activities included access to the team building box, ebikes, silent disco, and hand massage. In addition, stands were provided by Midlothian Council, NHS Lothian, and Third sector. The event was attended by over 60 staff with prizes being won by several teams through the contribution of ideas and personal and / or team nomination. Why does this matter? The new strategy outlines our vision and objectives and guides our priorities over the next three years. Through the delivery of the plan, we have the opportunity to celebrate our strengths, improve, and understand what matters to staff. By bringing the programme of support to staff and sharing the priorities of the delivery plan we have the opportunity to create greater awareness, communicate ideas, and engage with the issues which matter to staff. What do they learn, feel, and do differently? While supporting staff by prioritising wellbeing is not a new concept, promotion of the breadth of resources available continues to require effective communication. Staff were surprised by the extent of support available, from wellbeing spaces, micro projects such as ‘The Novel Idea’, to individual and team coaching and support. The focus of a local event enhances understanding by directly linking staff to resources which aid personal wellbeing, enhance joy at work, and builds camaraderie. Who with? As highlighted above, a significant priority this quarter has been engaging with national and local wellbeing events aligned to the National Workforce Wellbeing week and effectively communicating the new Staff Wellbeing Experience and Engagement Strategy. To enable this the HSCP requires full commitment from the Senior and Extended management team. Throughout August scripts were created, outlining the aims and objectives of the strategy. To reinforce our managers’ commitment to this work, four senior managers kindly promoted the principles of health, meaning, leadership and listening within a series of promotional videos. Links were distributed at the start of National Wellbeing Week (1st Sept), and culminated on the 3rd of October as we completed ‘Speak Up’ week. We are all able to show leadership • Compassionate: attending, understanding, empathising, helping • Collective and Collaborative: shared goals, purpose and responsibility, trust and permission, distributed and inclusive Page 110 of 234
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During this period the HSCP worked closely with the communications team to offer a multimode approach to the sharing of the strategic plan. The design team created pull-up banners, table tents, and A6 postcards outlining the four drivers. The postcards not only allow us to promote our aims but offers us a new method of capturing staff thoughts and experience during local engagement sessions and through site feedback boxes. Why does this matter? It is essential for managers to engage with staff to enhance morale, support productivity, and reduce turnover. Staff who feel engaged are more likely to feel motivated, valued, and be dedicated to the work that they do. Managers who commit to the strategy foster open and transparent communication, encourage greater participation, collaboration, and therefore higher rates of success. What do they learn, feel, and do differently? The impact of this approach is yet to be seen. Early feedback has highlighted that staff have watched the videos, commented positively on the potential of the strategy, and welcome sustained support from managers to make the plans a reality. Work has meaning and a positive impact, Interim Head of Service Fiona Kennedy https://youtu.be/xIhifZzaldY Work is a healthy place to be, Chief Nurse Fiona Stratton https://youtu.be/jMkSY5wjsgc We are all able to show leadership, Head of Adult Services & Chief Social Work Officer, Nick Clater https://youtu.be/xXw8EwGWp0k We are listened to and feel heard, Director of Midlothian Health and Social Care Partnership, Morag Barrow https://youtu.be/nuzcNnSgiRk Page 111 of 234
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Who with? Two significant methods of staff engagement are implemented by Midlothian HSCP organisations; iMatter and Speak Up. iMatter is an online survey offered on an annual basis seeking staff feedback on working practices, organisational communication, strengths and areas for improvement. The process involves reporting, discussion within teams, and the development of improvement plans to monitor progress in the next year. In addition to iMatter, NHS Lothian implements Speak Up week. This year the week ran from the 29th September to the 3rd November. Speak Up week is an initiative advocated by the Independent National Whistle Blowing Officer and is a requirement of all NHS Boards. The week offers an opportunity to guide staff towards the processes to raise concerns and be assured that these will be acted upon. This year the iMatter and Speak Up processes have highlighted the importance of going beyond the annual survey. We are therefore considering ways to improve structures and processes for staff to share their thoughts, ideas, and experiences. This will help us to ensure that we not only act on concerns but take opportunities to learn, share, celebrate and innovate. Why does this matter? Giving staff a meaningful voice means that our organisations do not assume that they know best particularly during times of pressure or change. Staff can feel that the balance of power is skewed towards the employer and the organisation. This can lead to a sense of uncertainty, fear, and resentment. Staff are motivated by a sense that they are valued, have a voice, and have the power to positively influence change. What do they learn, feel, and do differently? Further information to be shared in Q3. Speak Up Week | INWO We listen to staff and they feel heard. • What matters to you conversations • iMatter survey and action plans • Appraisal • Raising concerns • The voice of staff networks Page 113 of 234
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Quarter 2 reporting 2025-26 Trauma-Informed Practice The Midlothian trauma training programme continues to be delivered across the county as part of the on-going learning and development offer. In Q2, 11 sessions of training were delivered which included 3 sessions of Level 2 training including an inset training and staff development day at Scots Corner Nursery Setting. 8 sessions of Level 1 training were delivered including 5 universal sessions for any staff members or community partners to attend. Bespoke training sessions were also delivered, 1 refresher session at Beeslack Annexe for teaching and support staff, as well as 2 sessions delivered to Midlothian’s Trusted Partners Network, an afternoon session at MAEDT pavilion and an evening session at Penicuik Town Hall. In total, 103 participants took part in training over Q2, with all feedback received as very good or excellent, and participants recording increased knowledge and confidence across all training sessions. Midlothian Trauma Awareness Week took place between Monday 15th and Friday 19th September 2025, marking the first Trauma Awareness Week in Midlothian and in Scotland. Launch event – 58 people attended the in-person launch event on Monday 15th September at Dalkeith Arts Centre. The event was launched by Cllr Kelly Parry and Dr. Grace Vickers, with Provost Debbi McCall in attendance alongside a number of Elected Members. The event focussed on the Trauma- informed principle of Collaboration – with presentations from East and Midlothian Women’s Aid, Midlothian House Project, Play Therapy Base, and a representative from Midlothian’s Trauma Informed Practice Steering Group who shared their experience of Trauma Informed Practice and the difference it can make for people engaging with and being supported by teams and services. As part of the launch event, attendees were invited to sign a pledge of commitment to Trauma Informed Practice, specifically in relation to leading in a Trauma-informed way. 36 attendees from the launch event signed the leadership pledge of support including senior leaders and Elected Members in attendance – 10 additional signatures were added to the pledge by those unable to attend the event. The pledge has now been submitted to the National Trauma Transformation Programme’s list of pledge signatories in Scotland, demonstrating Midlothian’s commitment to Trauma-informed practice and Leadership. Further commitments to Trauma-Informed Practice were made by individuals and organisations via calls to action within the event packs circulated at the event, these commitments ranged from reviewing access to services with a Trauma Informed Lens to increasing opportunities for those with lived experience of trauma to participate in decision-making within their organisation. Webinars – 91 attendees joined the webinars over the following 4 days, Tuesday peaked with 29 attendees while Friday had the lowest attendance with 19 participants. Attendees for the webinars were mainly from the Midlothian area, but we also had some attendance from participants in Fife, Glasgow and South Lanarkshire. The feedback from the webinars was very positive, with specific speakers and examples of practice getting the most positive feedback, as well as participants sharing that they felt more confident to put their learning into practice going forward. Page 114 of 234
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Pre-webinar feedback: Post-webinar feedback: Page 115 of 234
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Social workers within the Mental Health team continue to prioritise work with people who are at risk of hospitalisation or who need appropriate services on discharge from hospital. This has resulted in a slight increase in social work waiting times over the last 3 months. We currently have one MHO on maternity leave and one social worker leaving to undertake MHO training. This has been offset by the secondment of an MHO from another team. There have been workload challenges over the last couple of months due to the increase in welfare guardianship renewals during the months of August and September, however the service continues to strive to meet the increased demand in a timely manner. The main challenges for the Dementia staff include the shortage of suitable care home vacancies, meaning there continues to be Social Workers managing high-risk situations (carer stress) to support people and their families whilst awaiting an appropriate care home placement. Ongoing challenges for the Substance Use service relates to the continual change in drug trends. The substance use services continue to deliver a whole system approach to assertive outreach and harm reduction to support individuals who are at risk of Non-Fatal Overdose (NFO). You may have read in the news that the prison population in Scotland has reached an all-time high. On the 21st October the total number of people in prison was 8,430 (the official operating capacity is 7,805); 11 out of 17 prison establishments are at Red RAG Status which means they are unable to deliver a full regime, including delivery of rehabilitative work. The Justice Team Leads and the Community Justice Partnership Co-ordinator have been working collaboratively with colleagues from Scottish Prison Service, Scottish Government and Social Work Scotland, to consider all steps that can be taken to reduce the pressures. This includes pre-planning for the potential release of prisoners as part of Emergency Early Release. Should Parliament vote to pass this legislation the release for prisoners will commence from mid November 20025. We have reflected on the learning from the successful release of prisoners from the previous Emergency Early Release (summer 2024) and the release of prisoners following the changes to the time served for Short Term Prison Sentence (February 2025). As such we are confident that we will meet the needs of those being released. Challenges and Risks Page 116 of 234
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Pentana Performance Dashboard A full review of quarterly performance data is available via Pentana (Browser login link – https://midlothian.pentanarpm.uk/login A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) Page 117 of 234
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“Place is where people, location and resources combine to create a sense of identity and purpose, and are at the heart of addressing the needs and realising the full potential of communities” The Place service ambition is to deliver joined-up, collaborative, and participative approaches to services, land and buildings, across all sectors within a place, enabling better outcomes for everyone and increased opportunities for people and communities to shape their own lives. Transformation Place services continue to support the delivery of the Council’s transformation agenda, embracing new ways of working, making better use of technology, cross-service collaboration and focussing our efforts on delivering what matters most in our local communities. The Transformation Blueprint (2023-2028) outlines the key areas that need addressing to balance the Council’s financial position, prepare for upcoming challenges, foster continued growth, and adapt to unforeseen changes. The Blueprint aligns with the Council’s three strategic aims, as defined in the Single Midlothian Plan: • Individuals and communities have improved health and learning outcomes. • No child or household live in poverty. • Significant progress is made towards net zero carbon emissions by 2045. Place Q2 25/26 performance report Place Service Building Services Housing Services Protective Services Neighbour -hood Services Sport and Leisure Property & Facilities Planning, Sustainable Growth & Investment Performance Review and Scrutiny Committee Tuesday 9 December 2025 Item No 5.5 Page 119 of 234
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The Transformation Blueprint sets out the strategic direction over a five year period, guiding the organisation through reprioritisation and redesign to meet future challenges and demands and achieve sustainable success. 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 are fit for a 21st century workforce. 4. Design a workplace for the future delivering services in a holistic and integrated way. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in joined-up service delivery which improve outcomes. Page 120 of 234
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Environmental Midlothian Council is firmly committed to tackling climate change and working towards a net zero future in line with Scottish Government targets. This commitment covers not only the Council’s own operations, but also as its role in leading, supporting, and partnering with the wider community to reduce greenhouse gas emissions and prepare for the impacts of a changing climate. We are delivering on this commitment through our Climate Change Strategy, a clear plan that sets out how we will cut emissions from our activities, work collaboratively with residents, businesses, and community groups, and promote both climate mitigation and adaptation across Midlothian. To ensure our approach remains ambitious and effective, we are currently updating our Climate Change Strategy and its supporting action plan. This refreshed framework will guide the Council and our local authority partners in their shared mission to reach net zero, building a greener, more sustainable, and more resilient Midlothian for future. Economic Development continues to promote the Midlothian Business Green Pledge on social media and in direct conversations with clients to increase education and awareness of climate change and suggest adaptations. The number of businesses signing up to the Pledge continues to rise each quarter with a total of 201 businesses now committed, 9 of those signing up during quarter 2. 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 121 of 234
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Roads and Travel Fleet replacement: as part of our ongoing Fleet replacement programme, we have continued to modernise and decarbonise our vehicle fleet. So far this year, 13 large vans, 3 electric medium sized vans, 13 electric small vans as well a new arboriculture vehicle was added to our operations. The introduction of 16 additional electric vehicles represents a significant step forward in reducing our environmental impact. In total, 14% of the council’s fleet now consists of electric vehicles, directly supporting our commitment to achieving net carbon zero emissions by eliminating exhaust emissions from these vehicles. In addition, a new jet wash trailer and grave digger was delivered this quarter, to support our Neighbourhood Environment team. Transport: this quarter has saw the continued success of the community bus service pilot which has been running now for 6 months. The pilot uses existing Council fleet and runs between Pathhead and Penicuik, via Gorebridge, Dalkeith, Bonnyrigg, Straiton (Loanhead). The service will run free of charge until a ticketing system has been implemented. Recent data indicates that over 2,000 passengers have used the service to date. In addition, our client transport within includes home to school, additional support needs, Children services and Health and Social care was delivered from August 2025 under the new transport procurement framework. Our road network: up to this quarter, under the combined Capital Works Programme and Residential Streets Programme, 6.77km of carriageway was resurfaced representing 0.97% of our road network resurfaced. After a new contract framework was introduced 3.97km of carriageway was resurfaced this quarter compared to 2.8km during quarter 1. Footway resurfacing is off target with 0.03% of footways resurfaced up to this quarter. However, resurfacing work is expected to increase from quarter 3 to bring this back on target by the end of the year. Capital resurfacing works have been affected this quarter due to the progression of the A7 urbanisation project. As part of this project work to upgrade the A7 has made significant progress with large stretches of footpath installed and traffic signal preparation complete Page 122 of 234
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for installation during quarter 3. The overall A7 project aims to improve active travel connections, making it easier for people to walk, wheel and cycle and connect to public services more easily. 515.6 tonnes of material was used this quarter to fill potholes. 163 tonnes of material was used for temporary repairs and 352.6 for pothole pro permanent patching. Whilst this is much lower than 901.76 tonnes used to fill potholes in quarter 2 of last year, overall figures across both quarters 1 and 2 show an increase in tonnes of material used (1,766.7) compared to same periods last year at 1,753.26. The Pothole Pro project equated to 4,099m2 of permanent patching, repairing 937 potholes this quarter. The number of potholes permanently repaired this quarter is similar to the same period last year of 967. The total metres squared of permanent patching repairs has decreased by 32% this quarter compared to the same period last year. However, data shows there is a 27% increase in total metres squared of permanent patching repairs across both quarter 1 and 2 compared to the same periods last year. Data in relation to pothole repairs, material used, square metres covered and number filled, is expected to fluctuate from quarter to quarter depending on areas prioritised for maintenance. Rural roads typically involve fewer but larger potholes and residential areas tend to contain a higher number of smaller defects. The capital street lighting programme commenced in June with 270 street lighting columns replaced during quarter 2 out of a planned 330 to be replaced by the end of the year. In addition, a further 703 LED upgrades to existing columns have been replaced up to the end of quarter 2, of which 405 were complete this quarter. Waste and Recycling In-cab technology The implementation of the Whitespace in-cab technology system continues to have a positive impact on the way the waste service is being delivered this quarter. This innovative system has enhanced the efficiency of resource deployment, leading to measurable gains in key performance areas and there continues to be a marked reduction in customer complaints, as well as a decrease in overtime costs associated with missed collections. Work to integrate our online ‘missed bin’ form to the in-cab technology has progressed this quarter and at final testing stages. This will providing real time reporting and further improve the customer journey and is expected to go live during quarter 3. Page 123 of 234
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In addition, in-cab technology was rolled out to our trade waste customer operations this quarter. This is expected to bring the same benefits to the commercial waste service as have already been realised in residential collections. Alongside these achievements, the team has also continued to refine how we engage with residents regarding enquiries and complaints. A new, more proactive way of working is enabling quicker response times and more effective resolutions issues. As a result, residents are now benefiting from a more responsive, reliable and customer focused service. Twin Stream recycling Work continues this quarter on the implementation plan for the roll out of the Twin Stream project which commences in March 2026 and is a major initiative aimed at improving recycling services for residents. This project, which is supported by a £2.2 million grant from Zero Waste Scotland, will introduce an additional green recycling bin for every household. Twin stream recycling is a collection method where recyclable materials are separated into two categories at the point of collections, one stream for paper and card and the other for plastics and cans. This approach reduces contamination, improves the quality of recyclables, and increases the proportion of materials that can be successfully processed and reused. By making it easier for residents to sort their recycling at source, the Council anticipates substantial cost savings in the disposal of dry mixed recycling, alongside higher overall recycling rates. These improvements will be further supported by a focused, ongoing education and engagement programme designed to help residents adapt to the changes and maximise participation. A key part of the Twin stream project is the purchase of 46,000 new green 240 litre bins. Following a procurement exercise, the contract was awarded, and bins ordered this quarter. Other work this quarter included the development of a public campaign for roll out during quarter 3. Page 124 of 234
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Our Greenspaces Litter bin replacement programme During quarter 2, the Neighbourhood Environment Team have completed the work to install 350 new litter bins on street and in district centres across Midlothian, raising the quality of the local environment. As part of the replacement programme, each bin that was replaced was assessed for condition and re-used where possible. The majority of bins that were removed were damaged or corroded. Any bins that were in a suitable condition for re-use were installed in parks or used as trial bins for new locations. Park and greenspace improvements Improvements continue to be delivered in our park and green areas, with a further 50 projects planned for this year across Midlothian. 26 improvements across our play areas, parks and green spaces were completed up to and including this quarter. Key activity this quarter includes the reopening of the Big Chairs in Vogrie Country Park following repairs made to the safety surfacing. The team have also commenced the extension to the Newtongrange Play area, as well as starting a project at Gore Glen which will see the creation of a new amphitheatre. The team have also completed the soft landscaping works at Teviot Court during quarter 2. Page 125 of 234
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Working with the community Our ranger service continues to deliver activities and school sessions with 65 events carried out this year so far attracting 981 participants. The team continued to work with our brilliant volunteers across Midlothian, supporting volunteer groups who help manage our countryside sites. The work we carry out jointly has a huge impact on the quality of the local environment. Our volunteer groups provide added value to the work that we do with litter picking, gardening and fund raising to brighten our local areas. Up to and including this quarter, 2,605 volunteer hours (434 days) were spent in countryside sites. This is a reduction in volunteer hours compared to the same period last year of 3,342 which is largely due to staff availability. However, figures are expected to increase over the next few quarters after an appointment was made to the vacant post within the ranger service. This quarter the service has also appointed an additional Ranger, funded by the Nature Restoration Fund, to deliver biodiversity projects by the end of March 2026. Page 126 of 234
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Protective Services Business Regulations: Food and Safety 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. 72% of planned priority inspections were completed during quarter 2. The team carried out 73 food hygiene/food standards interventions across Midlothian this quarter which is a 5% increase compared to the number of interventions during quarter 2 of last year. The team received 43 food law service requests from Midlothian business residents. 84% of food related service requests were responded to within 10 working days and 65% within 5 working days. Figures remain similar to the same period last year of 42 requests received and 86% responded to within 10 days. This quarter, our Business Regulations Food and Safety team underwent an audit conducted by the external regulator, Food Standards Scotland in relation to food law enforcement activities. The aim of the audit was to assess and verify the arrangements in place to ensure the adequate and effective delivery of food law enforcement systems, procedures and actions. The documentation and data requested was provided to the audit team within the agreed timescales for review. The Food Standards Scotland audit team delivered their audit presentation at a meeting in Midlothian House in August and feedback received was very positive, praising the team for their hard work. The final audit report is due imminently. Midlothian Council’s allocation of food samples for the Food Standards Scotland sampling survey was completed for quarter 2. One of our Trainee Authorised Officers has completed the requirements set out by Royal Environmental Health Institute for Scotland (REHIS) and is now a fully Authorised Officer, taking on the duties of a Food Safety Officer. Our second Trainee Authorised Officer completed their practical training element and submitted the required reports and case study to REHIS prior to sitting the professional exams at the end of September. In addition, a newly appointed Environmental Health Officer started with the Food & Safety Team at the beginning of August. Page 127 of 234
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Business Regulations: Trading Standards Our Trading Standards team received 33 consumer complaints this quarter which is a 31% decrease compared to the same period last year. All consumer complaints were responded to within 5 working days and 30 complaints were fully completed in the quarter. Completion is not fully within service control and it is dependent on traders and complainants responding to investigations, although the team continue to contact consumers and traders as early as possible to maximise target completion days. This year to date £17,118 has been returned to Midlothian consumers following Trading Standards involvement. All planned Trading Standards inspections scheduled to take place during quarter 2 were completed in line with our Trading Standards Service plan. 39 Trading Standards primary inspections took place this quarter, totalling 90 inspections of a targeted 186 planned for the year. 35 intelligence logs were recorded on the national Trading Standards Intelligence database (IDB) by our Trading Standards team this quarter and in comparison to other Scottish Councils, Midlothian continue to sit in the top quartile for logs created. Trading Standards prosecution cases continued this quarter with a report submitted to the Procurator Fiscal against a company concerning their failure to provide a £5,500 refund to a Midlothian resident. This related to a payment made for the deposit for a wind turbine which was then cancelled. Another Midlothian resident was admonished after pleading guilty to possession of over 8,000 counterfeit cigarettes. Trading Standards reported the case on evidence provided by the Police. Three other cases are in court, two have been further adjourned for trials next quarter. The courts have not provided an update on the other case which was submitted more than a year ago. Sale of illicit tobacco: this quarter 20 interventions were carried out regarding tobacco and nicotine containing products, this is an increase from 3 interventions during the same period last year and 6 interventions last quarter. A shop in the Dalkeith area, which had been operating as a front for the sale of cheap, illegal cigarettes was permanently closed in August 2025. In July, a third visit had been made to the shop with the tobacco detection dog and Police. Illegal tobacco was again found and concealed, and 3,620 cigarettes were seized leading to a third referral to HMRC for them to issue a sanction or financial penalty. Trading Standards worked in close co-operation with the landlord who served notice on the tenants to quit and obtained peaceful possession. Since this closure, complaints were received concerning two new shops in Dalkeith and Penicuik areas, alleging they had been selling illegal tobacco. In September, 2 visits were made to each shop. Police attended with Trading Standards where a total of 6,760 counterfeit cigarettes Page 128 of 234
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and 62 counterfeit tobacco packs were seized. A Referral was made to HMRC for the Dalkeith shop with another to be made for the Penicuik shop when identification is clarified. Public Health and Environmental Protection Our Public Health Environmental Protection (PHEP) team received 331 public health service requests this quarter from Midlothian residents and businesses, a 14% increase compared to the same period last year. 98% of public health complaints received a first response within timescale. A further 90 service requests were received from internal sources, an increase of 45% compared to the same period last year. The team recently recruited an Environmental Warden (principal role in Pest Control) and an Environmental Warden (principal role Dog Control) following retirement of the previous post holder. This quarter training and study for the RSPH Level 2 Pest Management Award was completed. In addition, a trainee Environmental Health Officer has now been recruited and will sit their professional exams during quarter 3 for the Diploma awarded by the Royal Environmental Health Institute Scotland. The team continue to support our Regulatory Services Modern Apprentice, as part of the national pilot scheme. 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. The Drinking Water Quality Regulator has published their annual report for Local Authority Private Water Supply performance. Midlothian has achieved 100% sampling compliance and risk assessed a large number of supplies. This quarter we have introduced a formal supply risk assessment report to assist supply users with improving their supplies. Private water supplies sampling continues this quarter with 22 samples undertaken and 5 water supplies inspected. Page 129 of 234
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Our Air Quality Annual Progress Report for 2024 was approved by Defra and SEPA. Midlothian were commended on their commitment to air quality monitoring. Health, Safety and Resilience This quarter our Health, Safety and Resilience team processed 122 liquor licenses, 99% of which were determined. 147 Civic government licences were processes this quarter, 83% of which were determined. During quarter 2, 6 events were called to the Safety Advisory Group (SAG) meetings, including summer fair/galas and a new car show at Vogrie. Also scrutinised were the larger autumn festivals, Vogrie Pogrie and the Woodland Dance project. Effective operation of the Safety Advisory Group helps ensure that all events held within Midlothian’s District were safe and without incident. Work continued on the digitalisation of all licence applications with the first set of online applications launched throughout quarter 2. This quarter a public consultation for taxi tariffs and taxi and private hire licensing conditions went live and will run until the middle of November 2025. Page 130 of 234
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Neighbourhood Services – performance 0.16% 0.32% 0.69% 0.01% 0.03% 1.00% 3.01% 3.39% 0.38% 0.97% Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 % of Roads and footpath resurfaced (cumulative) % of Footpath % road network 97.23% street lights repairs completed in 7 days. (98.27% in Q2 24/25) 515.6 tonnes of material used to fill temporary and permanent potholes this this. (901.76 in Q2 24/25) 4,099 m2 of permanent patching achieved this quarter (6,031m2 in Q2 24/25) 937 potholes were permanently repaired this quarter. (967 in Q2 24/25). 3,342 5,107 6,642 1,350 2,605 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of vounteer hours in countryside sites (cumulative) Target (25/26 is 6,000) 11 play area, parks and greenspace improvements completed this quarter (10 during Q2 24/25) 14% of Council fleet ‘Green’ (8.2% in Q2 24/25). Road network Greenspaces 350 new litter bins installed across Midlothian Page 131 of 234
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Protective Services – performance 35 58 65 75 58 7 5 9 5 12 2 6 1 0 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of abandoned vehicles (quarterly) Reported Notices served Vehicles removed for destruction 96% 100% 100% 100% 100% 84% 96% 89% 90% 67% Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 % of Consumer complaints completed within 14 days responded to within 5 days 84% of food related service requests from mid residents and Businesses responded to with target of 10 working days. (86% Q2 24/25) Food Standards 73 food law interventions carried out (Hygiene/Food Standards). (69 in Q2 24/25) 43 food law service requests received this year (42 in Q2 24/25) Public Health 98% of public health complaints receiving first response within timescale this year. (96% in Q2 24/25) 331 Public Health service requests received from residents and businesses this year. (290 in Q2 24/25). 33 consumer complaints received this quarter (48 in Q2 24/25) 147 Civic Government license applications received this quarter with 83% determined (158 in Q2 24/25) 122 liquor licence applications received this quarter with 99% determined (106 in Q2 24/25) Trading Standards Page 132 of 234
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Housing Meeting housing need The Council’s Strategic Housing Investment Plan (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 quarter we have received the completed handover of 8 new build homes during July and August. An increase in new build handovers is expected over quarter 3. There were 6,427 active housing applicants placed on the Common Housing Register at the end of this quarter, a slight decrease compared to the same period last year of 6,564. 98 lets have been made this quarter, averaging 32 lets per month. This shows a reduction in lets made compared to previous quarters. However, a total of 261 lets were made during quarters 1 and 2 this year compared to a total of 365 during quarters 1 and 2 of last year. It is expected that lets made over quarter 3 will increase after the hand over of more new builds. 57.1% of lets were made to homeless list applicants and 42.9% to general needs list applicants. 15 lets were made to new builds and 3 to open market purchases during quarter 2. Re-let times to permanent accommodation properties has reduced to 42 days to re-let this quarter compared to 54 at the end of quarter 1. Re- let figures have been higher over the last few quarters due to a change in policy with the Scottish Housing Regulator where flip tenancies are now excluded. Page 133 of 234
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This quarter 113 void properties were turned around and ready for let by our Building Maintenance Service. Our void turnaround times show that 44% (50) of properties required minor work and were turned around quickly, within 20 days, averaging 11.24 days to bring back to a letting standard. 42% (47) of properties required major works involving house clearances, full decoration and excessive repairs and therefore take longer to bring back to standard, those properties averaged 64.51 days. 14% (16) of properties required moderate work including a moderate clearance and repairs and took an average of 23.5 days to bring back to a letting standard. Our Scottish Housing Day was held this quarter in September, tenants had the opportunity to liaise with our Housing teams. This is a strategic initiative that supports the council’s goals of delivering tenant focussed services, promoting inclusion, and strengthening community ties. In addition, our annual gardening contest announced its winner this quarter, honouring Midlothian’s best outdoor space. The garden competition is designed to promote environmental awareness and inspire our residents to take pride in creating greener and more beautiful outdoor spaces. Our Tenants Satisfaction Survey went live this quarter, running from the 22nd of September and includes eight weeks of interviews. The survey, which is conducted every three years, plays a vital role in gathering direct feedback from tenants about their experiences and levels of satisfaction with housing services provided. A final public consultation on the draft Midlothian Local Housing Strategy (LHS) 2026/27 to 2030/31 was launched this quarter providing our residents with an opportunity to have their say on what matters the most to them. Feedback received during the first consultation in quarter 1 was incorporated into the draft strategy. After the consultation period closes, further feedback will be added to the draft strategy before the document is sent for a peer review undertaken by another local authority and the Scottish Government. The Midlothian Local Housing Strategy is a five year document that sets out the council’s plans to improve housing in the area and covers all types of tenures of housing. Topics covered include equalities, engagement and consultation, preventing and addressing homelessness, fuel poverty, energy efficiency and housing conditions. Page 134 of 234
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Homelessness There continues to be a significant demand placed on homeless and temporary accommodation services as a result of a rise in the number of people presenting as homeless which is driven largely by the cost of living crisis and lack of affordable housing. The total number of households in temporary accommodation at the end of quarter 2 was 350, a decrease of 16% compared to the same period last year of 406. We continue to aim to reduce the length of time that an applicant is in temporary accommodation and through the initiatives implemented as part of our Rapid Rehousing Transition Plan we see households moving through the homeless system more quickly. Officers take a proactive approach when allocating properties to place applicants in their area of choice where possible, increasing the opportunity to accept the property being flipped to permanency and allows for a more sustainable community. The number of temporary accommodation households that have been flipped to permanent accommodation this quarter was 24, reducing the need for multiple moves before being permanently housed, allowing for links established within the local community to be maintained. Homelessness prevention assists households with advice and assistance about homelessness prevention; through rental assistance advice, financial awareness advice and mediation. The number of homeless cases provided with advice and assistance this quarter was 159. We continue to promote this service to ensure early successful intervention when possible. Latest figures show the length of time homeless applicants waited until receiving a permanent housing outcome was 50.73 weeks, although this figure has increased from the same period last year of 44.1 weeks, figures show a continued downward trend from quarter 3 of last year and sit well below our 85 day maximum target. Tenants sustaining permanent accommodation continues to be high this quarter with 91.7% of homeless applicants sustaining a permanent tenancy after 1 year. Page 135 of 234
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Building Maintenance The total number of jobs completed internally by our Building Maintenance Service (BMS) this quarter was 7,935, similar to the number of jobs completed during the same period last year. Jobs include all reactive, planned works, voids and inspections. This quarter we have further increased the percentage of Council Housing stock meeting the Scottish Housing Quality Standards criteria from 90.67% last quarter to 95.6% this quarter. This demonstrates a continued increase over the last few years in working towards our 100% target. Work this quarter continued to address the remaining properties that are failing the Electrical Installation Condition Reports (EICR’s). At the end of quarter 2 we have now reduced that figure to 338 properties from 682 in quarter 1. The Service have commenced a programme of Electrical enforcement entries to reduce this figure and bring this 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 quarter BMS installed 247 monitors. This continued roll out will provide us with valuable information from within our homes, allowing us to achieve our targets set out in our Damp and Mould policy. The information collated by the monitors is sent through to a portal using a gateway system that also monitors our smoke alarms. The total monitors installed to date (as of mid Oct 2025) is 4,990. Work this quarter also focussed on the completion of the summer works programme which included significant roof work repairs to Lasswade high school and Cornbank primary school as well as boiler replacements at Fairfield House and Cornbank primary school. Flood prevention measures were undertaken at Bonnyrigg and Lasswade primary school playground areas and a replacement of all external doors was completed at the Lasswade Hub. Page 136 of 234
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Building Standards Due to a continued increase in demand and reduction in resource, performance targets in relation to Building warrants issued are off target this quarter with 44.3% of first reports for building warrant applications issued within 20 working days and 67.65% of building warrants issued within 10 working days, following receipt of satisfactory information. Plans are in place to strengthen the team through the Building Standards service review where the first phase of the new structure has been implemented. The service has successfully appointed two new modern apprentices within the structure and two new surveyors. Although an addition to the team, they will require a period of development, with associated training. This additional resource in time will serve to manage the increase in workload and meet nationally agreed service level performance targets. 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 15 working days, with 97.84% responded to in quarter 2. It should also be noted that all first reports for building warrants for people with disabilities were responded to within 10 days meeting our targets set. Page 137 of 234
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Housing – performance 6,427 applicants on housing waiting list as of end of this quarter (General needs and Homeless) (decrease from 6,564 in Q2 24/25). General needs 42.9% Homeless 57.1% % of lets made to applicants this year 98 housing lets this quarter 18 Lets to new build and open market purchases this quarter. (56 in Q2 24/25) 91.7% of Homeless applicants sustaining a permanent tenancy after 1 year. Data for previous quarters will not be available until quarter 3. 44.1 65.9 71.4 60.9 50.7 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 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) 11.27 11.24 24.88 23.5 75.12 64.51 Q1 25/26 Q2 25/26 Average number of days to turnaround a void property by RAG status Minor work required (under 20 days) Moderate work required (21-30 days Major work required (over 30 days) 47 16 50 76 25 55 Page 138 of 234
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Percentage of (completed) housing repairs carried out within timescale Building Standards Building Services – performance 76.55 80.29 88.35 90.67 95.6 0 50 100 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 % of Council housing meeting Scottish Housing Quality Standards (SHQS) (cumulative) 7,935 jobs completed this quarter by our Building Maintenance Service (7,925 in Q2 24/25) 95.69% of emergency repairs completed on time (within 24 hours) (95.72% in Q2 24/25) 84.82% of priority 2 repairs completed within 7 days (89.15% in Q2 24/25) 96.42% of priority 3 repairs completed within 28 days (87.14% in Q2 24/25) Building Standards National Customer Satisfaction Survey rate for Q2 25/26: 7.2 out of 10 50.7% 60.2% 48.6% 42.0% 44.3% Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 % of first reports for building warrant applications issued within 20 working days 72.4% 75% 74% 70.2% 67.7% Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 % of building warrants issued within 10 working days, following receipt of satisfactory information Page 139 of 234
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Economy & Regeneration Work continues on the delivery of the Councils Economic Strategy for Inclusive Economic Growth 2025-2030 with supporting delivery plans from 2025-27, setting out how we achieve the objects within the strategy, being shared with Council this quarter. 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 140 of 234
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Business Gateway Service The Business Gateway Midlothian Service continues to offer consistent levels of activity across various support services, from pre-start, to start- up and existing business growth support. 65 ‘Planning to Start’ enquiries were received in quarter 2 which is a decrease of 25% compared to the same period last year. Enquiries are received from individuals that are considering setting up a business but need support to achieve this, these clients 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. 8 ‘Strengthen Your Business’ enquires were received this quarter, a decrease by 5 enquires from the same period last year. These are a mix of disengaged clients that are re-engaging or new clients and present an opportunity to engage new businesses with the service, as well as re-engaging existing clients. As well as ‘Planning to Start’ and ‘Strengthen Your Business’ enquiries, the Business Gateway Service responds to CRM and local enquiries including pre-start and existing businesses across Midlothian. In quarter 2 the team also received an additional 64 local enquiries to the CRM, an additional 6 more than quarter 1. Local enquiries relate to any incoming enquiry on the CRM that is distinct from a Planning To Start or Strengthen Your Business, as an example, if a client contacts the Business Gateway inbox or leaves an enquiry on the Business Gateway National Website this is then allocated to Midlothian based on postcode. The total number of new Business start-ups this quarter was 22, creating a total of 24 jobs and an estimated contribution of £710,000 to the Midlothian economy in their first year of trading. Business start-ups have increased from the same period last year which saw 20 start ups. The team continue to host the weekly BASE Enterprise Hub at Edinburgh College Dalkeith. This quarter has continued to be productive with 17 client meetings held, totalling 33 since April. Page 141 of 234
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Master Ecommerce: following our partnership with ‘Learn Ecommerce’ last year, 5 client organisations have benefitted from accessing the ‘Master Ecommerce’ programme in quarter 2. The course is designed to take the client’s ecommerce businesses to the next level, in terms of growth and international markets. Feedback has been positive, as well as the set coursework, clients have been able to join interactive sessions weekly, as well as booking one-to-one consultancy support with ecommerce experts. Business Gateway Expert Help Programme A new programme of Expert Help inputs is in development in conjunction with our Procurement Service and the tender is expected to be issued in October 2025 with Expert help topics in ‘Digital Marketing support’ and ‘Environmental Energy Audits’. These contract opportunities will be advertised as a framework with 2 lots, via Public Contracts Scotland. Business Gateway Midlothian Events Business Gateway held 2 events this quarter: • Business Gateway Coffee Morning was held at Glencourse Centre on the 5th of September. Guest speakers from the Fair Work Convention presented how to deliver the Fair Work Agenda as an employer. 24 local businesses attended. • A workshop at The Original Rosslyn Inn was held on the 25th of September for Midlothian Tourism businesses. This focused on the opportunity Artificial Intelligence (AI) can bring businesses in the sector and how they can use it to their advantage. 23 tourism businesses attended. This was hosted in partnership with Midlothian Tourism Forum. Page 142 of 234
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Business Gateway Midlothian feedback was received this quarter via Business Gateway National provider for support received during quarter 2. Feedback was extremely positive: Locate in Midlothian and Business Gateway Midlothian Digital engagement During the summer months the Explore Midlothian campaign was published on our Locate in Midlothian website, encouraging locals and visitors to get out and discover the rich culture, stunning landscapes, and thriving businesses that make Midlothian a must visit destination. Five videos were created and hosted on the Locate in Midlothian website, shining a spotlight on the area’s heritage, outdoor adventures, artistic spirit, and hidden gems. The campaign increased social media follower numbers, engagement, and drove traffic to the Locate in Midlothian website, bringing visibility to a range of unique tourist attractions and allowed us to increase engagement with these attractions to bring Midlothian’s unique offering to life. The Locate in Midlothian received 8,069 website visits and 16,593 page views during quarter 2, an increase of 36% and 15%, respectively, compared to the previous quarter. Our social media channels target different audiences, and each is “Annie Watt and Diane Pryde have been excellent in helping our Social Enterprise and look forward to working with them going forward” “I received good advice in relation to HMRC” “I reached out to find out about local networking events as I had just launched a business, I was invited to a really great networking event, had a 1-to-1 with Ali who offered a lot of really useful resources as well as introducing me to Diane in procurement. Both extremely helpful”. “Annie Watt is excellent very go ahead and positive, Diane Pride very helpful” “Ali was super helpful” Page 143 of 234
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performing well in terms of audience growth and interaction with 2,422 ‘Business Gateway Midlothian’ followers and 2,089 ‘Locate in Midlothian’ followers across Facebook and LinkedIn and Instagram. Our Locate in Midlothian Business Directory was launched on 1st December 2023 and at the end of this quarter has a total of 159 businesses listed on the directory, 12 of these were added as listings in quarter 2. 95 of the businesses on the directory have also registered to support Midlothian Schools to provide work experience, talks and opportunities for learning to pupils. Tourism, Culture and Heritage Work continues this quarter on the Midlothian Tourism Strategy which is now at the final draft and design stage and on track for publication in quarter 3. During quarter 2, Midlothian provided active support to the Edinburgh and South East Scotland (ESES) City Region Deal, Integrated Regional Employability and Skills Partnership, contributing to 3 key workstreams: • Customer Experience Pathway • Supervisory, Management and Leadership Pathway • Tourism and Hospitality Skills Midlothian continues to play an active role in the ESES Regional Visitor Economy Partnership (RVEP), with contributions to destination development, low-carbon tourism, and visitor management. In quarter 2, engagement expanded to include on-site in-person meetings, strengthening regional collaboration. At the national level, Midlothian continues to monitor discussions around the introduction of a Visitor Levy, assessing potential implications for the area. All five UK Shared Prosperity Funded marketing videos were published on council social media channels throughout quarter 2, supported by a coordinated marketing plan to grow destination awareness and regional engagement. A successful application to VisitScotland’s Strategic Tourism Infrastructure Design (STID) secured £35,000 of grant funding in quarter 2. This funding will deliver an audit of rural tourism pressure points and opportunities across Midlothian. The project is currently out for tender. Page 144 of 234
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In collaboration with the Midlothian Tourism Forum and Business Gateway Midlothian, a tourism business event was delivered on “Using AI to Power Your Tourism Business”. This session highlighted the practical benefits of Artificial Intelligence adoption, supporting innovation and competitiveness in the tourism sector. Land and Property Land and Property enquiries are specific premises enquiries and sign ups to the property mailing list. This quarter, 24 Land and Property enquires were received. Property Assets This quarter our Estates and Asset management team finalised a new lease arrangement for car parking provision to assist in the expansion of a local restaurant. And secured the renewal of a long term lease to Lasswade Gymnastics Club, enabling the continued use of facilities at the Lasswade Centre. Our asset valuation process was successfully concluded, ensuring full compliance with audit requirements. Comprehensive responses were provided to all audit enquires. This process is a crucial element of asset management, as it ensures the Council maintains accurate and transparent financial records of its property holdings and are able to make informed decisions about maintenance, investment and disposals. Salix Recycling Fund Projects: the team identified, developed and implemented a Salix Recycling Fund project focused on replacing and upgrading lighting at Stobhill. This initiative delivers measurable energy savings and carbon reductions, supporting the Council’s wider sustainability objectives. Further recycling fund projects are currently under assessment for future improvements. In collaboration with our Development team, Salix funding was secured through the Building Decarbonisation Fund for energy improvement works at Midlothian House. This funding will contribute to reducing emissions and improving energy performance of the Council’s main office hub. Page 145 of 234
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Planning Following the adoption of the National Planning Framework No.4, the Planning Service continue 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. A ‘call for ideas and opportunities’ exercise was carried out thereafter which generated over 160 sites. After a series of member workshops were held in March April this year, the suggested sites were uploaded last quarter to the public website to allow communities and other interested parties to see the level and location of development interest in our area. The timetable for MLDP2 contained in the Development Plan Scheme 17 (approved by Committee at its meeting in April 2025) sets the target of publishing the proposed plan in November 2025 for consultation. Planning application performance: the average timescale to determine local development planning applications continues to remain on target this quarter at 10 weeks, which remains consistent with the same period last year of 10 weeks. The average timescale to determine major development planning applications is slightly off target this quarter at 55 weeks. This is mainly due to an increase workload within the service. and some delays in consultation responses and the work required to amend schemes or secure additional information. The figure for major developments has improved compared to the same period last year where average weeks to determine a major application was 66. Overall, 89% of planning applications were determined within 2 months meeting our target set at 80%. Page 146 of 234
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20 17 55 26 22 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of new Business start ups (quarterly) 80% 65% 66% 73% 89% Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 % of planning applications completed within target of 80% Planning, Sustainable Growth & Investment–performance Social media 2,089 Locate in Midlothian followers. 2,422 Business Gateway followers 10 weeks Average time to determine planning applications for local developments. (10 weeks in Q2 24/25) 55 weeks Average time to determine planning applications for major developments. (66 weeks in Q2 24/25) 24 property enquires received (29 in Q2 24/25) 8 ‘Strengthen your business’ enquiries (13 in Q2 24/25) 65 ‘Planning to Start’ enquires/submissions this quarter (52 in Q2 24/25) 24 jobs created by new Business start ups (23 in Q2 24/25) Page 147 of 234
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54.02% 59.56% 59.82% 57.69% 57.07% 40.50% 40.89% 37.13% 33.60% 36.06% 68.27% 70.05% 68.57% 65.91% 70.58% Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 % of school meal uptake Primary Secondary Free school meals 106.96 108.12 104.55 103.92 104.48 109.03 106.04 108.04 109.38 109.72 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Percentage of cleaning hours against budgeted hours achieved primary school Secondary school 4.35% 4.24% 3.97% 3.42% 3.82% Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Target (less than 5% of waste) Property and Facilities – performance 6.62 nursery and primary school meals prepared per hour this quarter (6.7 in Q2 24/25) 8.49 secondary school meals prepared per hour this quarter (9.05 in Q2 24/25) TARGET: APSE national average 8.84 meals prepared per hour Percentage of school meal food waste Page 148 of 234
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Health and Wellbeing Facility Services The percentage of primary school meal uptake for this quarter is 57.07% and shows an increase compared to a 54.02% uptake in quarter 1 of 2024/25. Primary school meal uptake continues to sit well above the Scottish Government average of 50.8%. The percentage of secondary school meal uptake this quarter was 36.06%, which is a decrease from 40.5% compared to the same period last year. However, our aim is to be above the Scottish Governments average for secondary school meal uptake of 36.7%, and as such, figures are only marginally off target. The percentage of school meal food waste continues to remain low this quarter at 3.82% from 4.35% during quarter 2 of 2024/25. The service has revised their targets for this year and now aim to be under 5% by continuing to look at new ways to reduce our food waste across all schools. Our Catering Services team continue to provide healthy, balanced meals that support pupil well-being and lifelong healthy eating habits, whilst demonstrating our ongoing commitment to quality food standards and sustainability. Assistant cooks and catering managers completed their SVQ in professional cookery and SVQ level 4 in management. This quarter our Food Nutritionist is now qualified to carry our in-house food hygiene training for our staff which was previously outsourced. 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 195m per hour. This quarter Facilities Services, in conjunction with, our Property Maintenance team, completed the summer holiday works programmes across our schools and assisted in the smooth operation of the Midlothian House to Fairfield House decant. Page 149 of 234
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Sport and Leisure Our Tonezone memberships continues to remain high with a total of 4,993 memberships up to the end of quarter 2. Tonezone membership has decreased slightly compared to last quarter at 5,123. Figures are expected to increase after the completion of our gym refurbishment programme. The reduction may also be due to promotional memberships, many of which, are expected to transfer to full memberships and increase figures by the end of the year. Usage figures across our sport and leisure facilities have increased this quarter to 81,375 compared to the same period last year, representing a 5% increase in usage across all facilities (excluding pools). Our gym refurbishment project has continued to progress this quarter to create modern, high quality fitness facilities that meets the needs of our communinty and enhances the overall user experience. Dates for the upgrades are almost agreed with aims to deliver Penicuik and Lasswade centre by the end of December and Newtongrange by the end of January. In addition, new sport and leisure branding was agreed and will be launched as part of the gym refurbishment programme and a personal training option will be available to customers for the first time. Additionally, our tennis court refurbishment project was completed with upgrades to local park tennis courts, the facilities are now being utilised this quarter with 148 bookings for Abbeylands, 152 for Beeslack and 214 for Kings Park. Page 150 of 234
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Midlothian Snowsports Centre As our Alpine Coaster celebrated its 1 year anniversay in September, this quarter saw the highest number of rides since the Alpine Coaster opened. This is largely due to the coaster being operational every day throughout July and August, continued promotional work and ensuring the coaster is more assessible to the public via public transport. This quarter a TV advert is being created for further promotion in December to attact more visitors to Midlothian Snowsports Centre. A breakdown of Alpine Coaster ticket sales is below: Alpine Coaster ticket type Number of tickets sold (quarter 1 April to June) Number of tickets sold (quarter 2 July to September) 1 ride, 1 person 16,160 (36% of sales) 13,126 (29% of sales) 1 ride 2 persons 3,696 (10% of sales) 3,341 (7% of sales) 3 rides 1 person 14,721 (39% of sales) 22,830 (51% of sales) 3 rides 2 persons 3,499 (9% of sales) 5,690 (13% of sales) Total 38,076 44,987 Page 151 of 234
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Active Schools Midlothian This year’s summer holiday programme was well attended generating income and resulted in a good base to build on for future years. The programme attracted 1,320 children and offered 13 different activities across Sport and Leisure facilities including swimming lessons, dancing and football. Primary 4 free swimming lessons continued this quarter after an effective system was put in place from our programme development officer. 18 classes were held per week, delivered as part of a 6 week block, totalling 2,581 attendances. This is an 46% increase in attendances compared to the same period 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 quarter saw 2,269 Midlothian Active Choices attendees with 486 new referrals received after completion of MAC sessions showing an increase of 37% in attendees and 9% new referrals compared to the same period last year. Our Ageing Well programme marked its 25th anniversary this quarter. What began 25 years ago with just two volunteers has grown into a thriving initiative, now supported by 68 active volunteers who deliver 48 groups and promote an additional 20 weekly sessions led by qualified instructors. The range of activities available for people aged 50 and over continues to expand, with 846 activities offered this quarter, compared to 780 offered during quarter 2 of last year. Page 152 of 234
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77,017 74,009 88,905 83,574 81,375 57,321 44,572 53,992 47,786 54,076 28,223 32,978 32,799 35,255 19,680 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of attendances at Sport and Leisure facilties (quarterly) All facilities (excl pools) Swimming pools Outdoor facilities -pitches/pavillions 4,527 4,872 5,349 5,123 4,993 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 1,653 1,307 1,801 2,209 2,269 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of MAC attendees (quarterly) 444 364 471 495 486 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of new referrals after completion of MAC sessions (quarterly) Ageing Well £372,559.38 £397,740.65 £404,017.15 £440,250.65 £412,096.83 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Sport and Leisure - performance Number of Tonezone memberships (cumulative) Midlothian Active Choices (MAC) 780 744 780 845 846 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of activities offered by Ageing Well to 50+ age groups (quarterly) Total income generated from Tonezone memberships Page 153 of 234
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Capital Investment Programme The Capital Investment Strategy sits centrally within the Council’s future planning activities and in doing so has to reflect the demands of Council services to ensure positive outcomes are achieved in the right place, at the right time for the maximum benefit to Midlothian. The extensive capital programme delivers new schools, investment in council housing, improved community infrastructure, investment in the local transport network and innovative developments such as the low carbon heat network in Shawfair. To ensure Midlothian is ‘building back better’, this investment is also creating new jobs, apprenticeship opportunities, opportunities for businesses and communities and families. Capital investment is also an opportunity to support the transition to a green economy as we invest in sustainable, highly energy efficient buildings. These new opportunities help lead the way towards a better future for Midlothian. The Education Learning Estate Strategy programme 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 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. Page 154 of 234
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Construction and Development Key achievements across our Construction and Development team this quarter include: The draft Strategic Housing Investment Plan (2026-27 to 30-31) was finalised this quarter for Council approval in quarter 3. The plan includes 643 homes for Midlothian Council to deliver or seek approval for grant funding in next 5 years. Overall the SHIP would require a total of £127.178 million of Scottish Government grant funding to deliver the identified units, significantly more than its projected funding. The Councils Housing Programme was also updated during quarter 2 which outlines overall progress in affordable housing delivery by Midlothian Council. The report will be submitted to Council during quarter 3. This quarter the following funding was secured to support Midlothian Council’s social housing retrofit programme in 2025/26: • Rosewell Net Zero upgrades - £1.045m • Area Based Schemes - £1.193m (home owners) The team secured a maximum award of £2.5m from Phase 2 of Scotland’s Public Sector Heat Decarbonisation Fund (Salix) to assist in delivery of Midlothian House retrofit. Midlothian Council also secured an uplift in its Resource Planning Assumption (RPA) for 2025-26. Core RPA (£10.534m) already enhanced by share of £40m 1st tranche (£1.062m) further enhanced by significant uplift of (£1.339m) bringing this year’s total to £12.935m. Strong performance on delivery in Midlothian has supported this additional allocation. Other key activities include: Investment secured for updating of EPC certification across non-domestic estate to support decarbonisation and grant funding applications. The planning application submitted for the A701 Relief Road. The Buccleuch Street Page 155 of 234
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housing development was nominated for SURF Award (Scottish Urban Regeneration Forum) and recruitment for 4 Clerk of Works; 1 Project Manager and 1 Project Support Manager went underway following approval of Service Review in Q1 which will strengthen the development team to progress future work. Challenges and risk Midlothian Council continues to face a challenging environment, with financial, demographic, and economic pressures shaping how services are delivered and funded. Financial constraints: rising service delivery costs and uncertainty over future funding from the Scottish Government are placing significant strain on the council’s budget. Cost and income projections for future years are embedded in the Council’s Medium Term Financial Strategy which is supported by the Transformation Blueprint containing a range of transformation themes to drive towards a position of financial sustainability. Economic pressures: the ongoing cost of living crisis is affecting residents and businesses, increasing the need for council funded support. Inflationary pressures on goods, services, and energy are also significantly increasing the cost of delivering council services. Growing service demands: Midlothian’s sustained population growth and ageing demographic continues to drive an increase in demand for education, social care, housing and transport infrastructure. The 2022 Census results highlight that Midlothian remains the fastest growing local authority in Scotland with an increase of 16.1%. The 2011 census data lists Midlothian as having a population of 83,187 which has risen to 96,600 in the 2022 census data. The level of growth is 2.3% higher than our previous calculation and is now 13.4% higher than the Scottish average of 2.7%. In terms of households, Midlothian saw the highest percentage increase at 17.2% since the 2011 census. Population density in Midlothian is 273.1 residents per square kilometre compared to the Scottish average of 69.8. This growth creates the opportunity to meet the housing need with 25% of new homes being built in the affordable housing bracket, in addition to the expansion in Council house building. This construction will directly support employment and will see a steady increase in the value of Council Tax income received over time. Page 156 of 234
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Our Capital Strategy sets out the infrastructure required to meet those demographic pressures and includes the financial contributions Midlothian will make to the Edinburgh and South East Scotland City Region Deal. Encompassing five main themes the City Region Deal will bring significant investment across the regions with total investment of circa £1.3 billion across: • Data Driven Innovation: £751 million • Integrated Regional Employability and Skills: £25 million • Transport: £156 million • Culture: £45 million • Housing: £313 million Through the Data Driven Innovation strand the Deal will leverage existing world-class research institutes and commercialisation facilities in order that Easter Bush becomes a global location of Agritech excellence. The Easter Bush project includes significant investment in transport infrastructure along the A701/2 transport corridor. In addition, by improving on-site infrastructure at Easter Bush and transport infrastructure, The University of Edinburgh expects commercial partners will be able to co-locate at scale to commercialise Agritech breakthroughs. The UK Government has announced the University of Edinburgh as the preferred location for the exascale supercomputer, which will be able to perform one billion, billion calculations each second. Once operational, it will provide high-performance computing capability for key research and industry projects across the UK. Exascale will help researchers model all aspects of the world, test scientific theories and improve products and services in areas such as artificial intelligence, drug discovery, climate change, astrophysics and advanced engineering. Exascale will be housed in a new £31 million wing of EPCC’s Advanced Computing Facility in Easter Bush, which has been purpose-built as part of the Edinburgh and South East Scotland City Region Deal. Installation of the first phase is due to begin in 2025. Risk The Council’s Strategic Risk Profile is reviewed on a retrospective basis and presented to Audit Committee on a quarterly basis. This process provides regular oversight of the most significant threats to the Council’s objectives and operations. At present, the highest priority risks identified relate to financial sustainability, climate change and the successful delivery of the Council’s transformations programme. Our Place directorate plays a pivotal role in mitigating these risks and spans a range of strategic functions, including long-term spatial and infrastructure planning, implementation of the Medium Term Financial Strategy, and leadership in delivering the Council’s transformation programme. Page 157 of 234
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Pentana Performance Dashboard – Q2 25/26 A full review of quarterly performance data is available via Pentana (Browser login link: https://midlothian.pentanarpm.uk/login) Page 158 of 234
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Corporate Solutions is transforming services with a forward-thinking approach, promoting excellence, empowering the workforce, and driving impactful initiatives to build a modern, innovative, and responsive organisation. Corporate Solutions is an integral part of the Council, encompassing various critical services such as Human Resources, Digital, Customer Engagement, Legal & Governance, Corporate Resources, Transformation PMO, and Continuous Improvement. Corporate Solutions is dedicated to delivering forward-looking services that cater to both internal and external stakeholders, with an emphasis on ensuring organisational compliance, developing the workforce, and advancing transformation initiatives. Corporate Solutions supports the entirety of the Council's operations, playing a pivotal role in the execution of the Council’s Medium Term Financial Strategy. By focusing on service redesign and placing the citizen at the centre of its efforts, Corporate Solutions aims to create a modern, efficient, and responsive organisation. Transformation and opportunities Transformation Blueprint (2023-2028) In addition to its operational responsibilities, Corporate Solutions contributes significantly to the Council's transformation goals and opportunities. The Transformation Blueprint (2023-2028) outlines the key areas that need addressing to balance the Council’s financial position, prepare for upcoming challenges, foster continued growth, and adapt to unforeseen changes. The Blueprint aligns with the Council’s three strategic aims, as defined in the Single Midlothian Plan: • Improving health and learning outcomes for individuals and communities. • Eradicating poverty among children and households. • Achieving significant progress towards net zero carbon emissions by 2045. 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. Corporate Solutions Q2 25/26 Performance report Performance Review and Scrutiny Committee Tuesday 9 December 2025 Item No 5.6 Page 159 of 234
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Transformation Blueprint Objectives 1. Support the Council to address the 5-year funding gap outlined in the Medium Term Financial Strategy (MTFS) 2. Follow the Money to ensure that the services we commission, contracts we manage and digital solutions we use deliver value for money. 3. Develop an organisational workforce that is flexible ensuring that all staff have the necessary skills to work effectively supported by digital technologies fit for a 21st century workforce. 4. Design a workplace for the future delivering services in a holistic and integrated way. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in joined-up service delivery which 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 160 of 234
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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 library redesign for hub model • New mobile library service and One Stop Shop • 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 • 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 and wellbeing ambitions to internal and external audiences. • Raising awareness of the ways that people can take part to influence how public services operate e.g. public consultations such as Midlothian Local Development Plan, town centre regeneration projects, and school catchment area consultations. • Supporting service redesign and the delivery of change, e.g. supporting the shift to the new customer 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. • Deliver timely, accurate and consistent information during a public emergency/crisis, minimising misinformation, maintaining public trust, and supporting organisational response efforts. Customer Engagement Page 161 of 234
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Key achievements: Library services Our library service continues to transform and thrive in response to the needs of our communities. This quarter overall figures for library visits show a 6% increase in total visits compared to the same period last year. There were 142,020 physical visits to our libraries this quarter, a 4% increase compared to the same period last quarter. This reflects the ongoing long term growth of in-person visits as our libraries continue to serve as valued local community hubs. Focus continues on the promotion of our eBook service which plays an important part in our service provision for customers with sight impairment, as well as for those who love to listen to a good book. 45,914 virtual library visits were made this quarter; a 15% increase compared to this period last year. Our online catalogue continues to increase in popularity and provides a flexible, inclusive and efficient way for our customers to engage with library resources. A higher percentage increase in virtual visits compared to physical visits demonstrates a shift in the way our customers are accessing the service. Library memberships also continue to grow, with 39,330 total memberships up to the end of quarter 2. This represents an 8% increase compared to the same period last year. 700 young people (under 16’s) joined our library membership this quarter representing a 30% increase compared to those that joined at the same period last year. Page 162 of 234
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Library events This quarter 1,565 events, clubs, activities and workshops were held across our libraries. This covers regular events and specific activities for both adults and children and standalone events. The number of events has slightly decreased compared to last quarter which is typical throughout the summer months due to school term holiday. Summer Reading Challenge The theme of this year’s Summer Reading Challenge was ‘Story Garden - Adventures in Nature and the Great Outdoors’, inspiring children to tap into a world of imagination through reading, exploring the magical connection between storytelling and nature. 1,045 children joined the Challenge this Summer, an 8% increase from last year, with 23,166 junior items being issued during the period of the challenge. 20 of our Primary Schools received in person promotional visits and invitations went placed in the schoolbag of every primary and early years pupil this year - feedback provided: “The invite in the school bags was a HUGE success in Lasswade/Bonnyrigg area – parents and children would come in with it for reference so please keep this!” Page 163 of 234
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As part of the Summer Activities Programme, library branches delivered over 370 free events. These included crafts, LEGO/Reading Sparks coding, growing sunflowers, Bookbug, treasure hunts, herb planting, storytelling and with a nod to Mid Mouse in some branches to build upon previous collaboration with Education colleagues in supporting the nursery to P1 transition. The summer activity timetable was posted on each of the library webpages which led to a high number of unique visitors between the launch of campaign at the beginning of June and its finish on the 8th of August, with Loanhead’s page seeing an increase of 128% visits. This was reflected in the high footfall at events this year with 5,764 children and 2,470 adults attending. Positive feedback received: ‘It’s wonderful all the stuff you’re putting on for the summer. Fun for granny as well!’ ‘It’s amazing what you guys do. The next person who tells me there’s nothing for the kids to do…’’ Page 164 of 234
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‘Reading Sparks’ After a successful bid to the Reading Agency, Midlothian were one of 4 Scottish Local Authorities who were awarded equipment to be able to deliver ‘Reading Sparks’ sessions at libraries over the summer period. Reading Sparks uses LEGO Spike kits to allow children to design, build and programme their own LEGO robots. Guided by library staff, 8 workshop sessions were delivered which introduced the young people to coding and working with sensors and motors, with challenges set that encouraged teamwork and problem-solving. Feedback was positive, and plans are in place to deliver more sessions during the October break and beyond due to popular demand. Supporting our communities A new visually impaired support group was launched in Newbattle Library. The group is designed to be a warm and friendly space for people to come together for company, chat, tea and cake. Pictured left, the group’s first meeting in September where they were joined by Neil Atkinson from the Royal National Institute for the Blind (RNIB). Page 165 of 234
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Following our work with the Community Learning Disabilities Team, Midlothian Libraries have been certified for the second year running by Communication Access UK, a national charity that works to improve the lives of people with communication difficulties. The Communication Access Symbol, displayed at reception areas in all libraries, signals to customers that they can access services with confidence that their needs will be understood. Page 166 of 234
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Channel shift and customer contact Channel shift work continues with the rollout of the Customer Service Platform. Service requests in a test phase and due to go live are: • Access protection markings requests • MOT bookings • Temporary Traffic Regulation Order (TTRO) requests • Primary 1 school enrolment process • Remaining licensing application processes • Neighbourhood Services in-cab technology to link to Granicus Customer Services Platform providing real time reporting to Contact Centre • Mental health and wellbeing process for Children Services to allow children to request online help • New process being created for short term lets to replace, and in turn, reduce costs to the current system The number of webforms received via the contact centre has significantly decreased by from 1,208 webforms received this time last year to only 77 during this quarter. The number of webforms handled by Contact Centre staff has reduced over the last year as more service transactions are automated and rolled out through the Customer Services Platform. In addition, as part of the ongoing Revenues project, the launch of the PCIPal secure telephone payments process has had a positive impact on the Contact Centre as seen through the feedback from both staff and customers. This quarter contact centre call numbers have reduced compared to the same period last year with 34,746 calls received compared to 37,084 at quarter 2 in 2024/25. In addition, there is a reduction in email contact by 18% compared to the same period last year with 9,820 emails handled this quarter compared to 11,650 at quarter 2 of 2024/25. 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 continues to have a positive effect on dealing with repeated customer contact and resolving ongoing customer queries more efficiently, leading to fewer customers stating their dissatisfaction. Decrease in customer contact can also be attributed to changes made to customer forms which now go directly to the service leading to quicker responses direct to customers. Page 167 of 234
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The percentage of contact centre calls answered within 120 seconds continues to improve at 82% this quarter, compared to 67% over the same period last year. 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. Call abandonment rates have remained on target this quarter at 5% and meeting our Service Level Agreement (SLA), this is continued improvement from a 10% call abandonment rate at quarter 2 last year. 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. Customer feedback All stage 1 and 2 complaints across Corporate Solutions were responded to within target, bringing these indicators back on target at 100% this quarter. The average time in working days to respond to stage 1 complaint was 3.2 days and 10 days for a stage 2 complaint. 5 complaints were complete after escalation, of which, 3 were completed within 20 working days, showing the percentage of complaints escalated and complete within 20 working days off target at 60%. Of the 2 complaints responded to late, after escalation, 1 complaint related to council tax arrears where further information was required from the customer to investigate and fully resolve, and the other was a historic complaint regarding a replacement bus pass. Page 168 of 234
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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. Key successes this quarter include: Promotion of Midlothian’s First Community Falls Prevention Event, held on Thursday 25th September, to maximise attendance among people aged 50 plus from Midlothian. From the 25th of August (launch date), regular reminders of the event using different key messages and images were posted via our social media accounts. 11 reminders were posted on all council and Health and Social Care Partnership (HSCP) platforms and shared on 10 local Facebook groups. The best performing social media post was the launch post, on Facebook, which was viewed 25,521 times with 145 engagements. An event friendly URL (www.midlothian.gov.uk/falls) was created and the launch media release was posted as a news item and pages viewed 169 times. Bonnyrigg District Community Council as well as ‘Forward Mid’, for people with disabilities, agreed to share the event on their websites. Direct online marketing also took place with Sport and Leisure sharing event details with 3,500 leisure centre members by email. Leaflets and posters were distributed to health centres, hospitals, libraries and leisure centres and also handed out at Ageing Well and Midlothian Active Choices classes, reminiscence groups, library natters, Bonnyrigg Rose Football Ground, sheltered housing, local golf club and bowling club as well as supermarkets. The event was also publicised internally and via Black Diamond FM and a media release via the Evening news and Midlothian Advertiser and Midlothian View. 220 people attended the event, organised by Linda Linton from the HSCP. Promotion of the Midlothian House decant to move staff to Fairfield House and other spaces before the end of August. A new MidHub page was created and populated with FAQs, guidance on clearing desks and records management, video content about the move, images of what the new Midlothian House will look like and bookable spaces. The page was viewed 1,718 times. Promotion was also carried out via internal updates in Spill the Beans, more detailed articles were published in our staff magazine. Posters were created in buildings. Social media was used for external engagement to the public, sharing drop ins and a consultation around new community facilities. The best performing post on Facebook reached 16,583 news feeds with 124 engagements. Public consultation for the Rosewell to Auchendinny path to gather feedback on whether the path should be lit or not. The consultation was promoted via seven social media posts on Facebook and X threads and also shared on LinkedIn and Instagram. Facebook posts were also shared on local group pages. The best performing post was the first one on Facebook, which reached 18,706 news feeds and had 91 engagements. 427 responses were received in 2 weeks with 68.15% not in favour of any lighting. Page 169 of 234
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Summer Activities Programme, June to early August 2025 to promote children’s activities over the school holiday period and increase participation in free activities/increase revenue for affordable activities. A one-stop shop website was created showcasing all summer activities from libraries, Communities Lifelong Learning and Employability, Hawthorn Family Learning Centre and Sport and Leisure. This also included a new events web page for Hawthorn Family Learning Centre, which can be used all year round. Individual library pages were updated with the summer activities timetable. 79 lamp post wraps were distributed across Midlothian and 174 posters across Midlothian Council sites. 90 social media posts were created promoting the general Summer Activities webpage, highlighting service offerings and focusing on individual activities too. Over 2,300 visits were made to the Summer Activities webpage (approximately 60% from social media and 40% direct). 180 visitors were made to the new Hawthorn Family Learning Centre webpage. There was a significant increase in visits to the library webpages during the campaign period with: • Danderhall library: 254 visits representing a 37% increase. • Gorebridge library: 304 visits representing a 42% increase. • Lasswade library: 552 visits representing a 32% increase. • Loanhead library: 689 visits representing a 128% increase. • Newbattle library: 396 visits representing a 105% increase. • Newtongrange library: 221 visits representing a 22% increase. • Penicuik library: 627 visits representing a 50% increase. On Facebook, 90 posts reached 136,655 users in total. The highest performing post reached 10,820 users and made 13,086 impressions. Page 170 of 234
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40,111 40,885 46,116 43,358 45,914 136,493 155,290 166,411 149,597 142,020 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of Library visits (quarterly) Virtual Phyiscal 36,428 37,102 37,382 38,069 39,330 539 328 398 375 700 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of Library memberships Child memberships - new Total 37,084 31,816 36,285 36,350 34,746 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of Contact Centre calls(quarterly) Customer Engagement – performance measures 82% of calls this quarter answered within 120 seconds (67% in Q2 24/25) 77 Contact Centre Webforms received this quarter (decrease from 1,208 in Q2 24/25) 9,820 Email contact handled this quarter (decrease from 11,650 in Q2 24/25) Social Media 27.1k Midlothian Council Facebook followers 23.7k @midgov twitter (X), WhatsApp and Instagram followers 1,565 Library events held this quarter. (1,617 in Q2 24/25) 996 Children’s library initiatives taken place (1,008 in Q2 24/25) 432 Library customers supported with digital queries. (640 in Q2 24/25) Library services Customer contact Page 171 of 234
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To achieve the Council’s strategic priorities, we recognise that people are our most important asset. Workforce is a key priority in the Council’s Transformation Blueprint. The Council aims to attract the best talent, grow our own talent ensuring there are clear progression pathways, ensure our workforce feel engaged, valued and motivated and importantly, empower our staff to enable them to reach their full potential. Our workforce vision is to work as One Council using our knowledge, experiences and sense of shared endeavour to collaborate and think creatively and innovatively so that our people can deliver life-changing impacts for our communities. Our ways of working mark a clear desire for cultural change and a shift towards a more agile and modern operating model. In order to ensure a thriving workforce, key areas of focus for 2025/26 are: • Continued investment in Organisational Development through focused programmes of work e.g. Managers Forum and Leadership Forum • Delivery of the Workforce Strategy 2024-2034 to: Plan: deliver an evidence and outcome-based workforce planning framework that is an integral part of the council’s approach to strategic planning. Attract: ensure the council becomes the employer of choice for the population of Midlothian, by deploying best practice in attracting the best staff. Train: enable the council to become a “Learning Organisation”, providing staff with business-focussed training and development to equip them with the skills and knowledge required to deliver their best. Employ: ensure Fair Work principles continue to be at the heart of management practice, ensuring staff are, and feel, valued and rewarded. Nurture: create a workforce and leadership culture focusing on the health and wellbeing of a demographically balanced workforce that reflects the community it serves. • Completion of workforce and succession plans in all services, with a particular focus in high-risk areas, aligned to the Workforce Strategy • Continued rollout of the Wellbeing Strategy with measures to demonstrate impact and visible contribution to reducing absence levels • Development and delivery of the Recruitment Strategy aligned to the Workforce Strategy Human Resources Page 172 of 234
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Key achievements: Wellness@Midlothian The rolling programme of Wellness@Midlothian initiatives continues to support the positive health and wellbeing of our staff. This quarter 7 wellbeing events were held covering financial support, carer support, physical wellbeing and information sessions with a total of 76 attending events. Events this quarter included: Financial support for our employees: • Affinity Connect, delivered a pre-retirement planning course • 3 monthly webinars delivered by Money Advice Scotland themed around energy bills, buy now pay later and customer rights. Health and wellbeing events: • National wellbeing events from Scottish Government/Health and Social Care Partnership (HSCP)/NHS promoted to all staff. • Human Resources provided support to the HSCP wellbeing event held in the Community Hospital. • SQA Community Lifelong Learning and Employability Mental Health training course from September to November 2025 promoted to all Midlothian staff. • Manager Online Forum meeting held in August 2025. Various wellness activities were carried out this quarter including staff campaigns to promote suicide awareness, the employee assistance programme, HR internet wellbeing pages, access to work, Midlothian physiotherapy, Alzheimer Scotland, Macmillan Cancer support, Into work support for neurodivergent people to retain employment, Vocal wee breaks and carer training. One to one support was provided to employees and managers throughout the quarter on a number of wellbeing topics. Page 173 of 234
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This quarter also saw the launch of our Wellbeing Charter and planning was completed for a series of events for October Wellbeing month, covering drop-in sessions, health checks, fitness and cooking demos, menopause, meditation and mindfulness sessions and wellbeing awareness raising for national campaigns. 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. Refreshed Maximising Attendance at Work training has taken place over the last few quarters. These sessions have now become part of a rolling programme for managers whether on a monthly or quarterly basis and planning for future sessions is in place. 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 90, a continued year on year reduction with a 13% decrease in cases compared to same period last year and a 46% decrease compared to the same period in 23/24. This quarter 270 Occupational Health referrals were made in support of our employees, this is an increase from 98 referrals during the same period last year. Referrals can be made for a number of different reasons, with the primary reason for referring staff to Occupational Health is to apply preventative measures to support their physical and mental health and wellbeing and identify any supports required to facilitate employees to remain in work. 251 Physical Health referrals were made this quarter, a slight decrease from 275 referrals over the same period last year. Physiotherapy services offer up to 4 free sessions which can be accessed by the employee to receive treatment and advice for Musculoskeletal injuries and various health conditions to improve movement and mobility. 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. 10 cases are being supported this quarter which is a reduction of 41% compared to the same period last year. Investing in our workforce This quarter the Council’s Menopause Policy was updated. The policy aims to support staff experiencing menopause by promoting understanding, reducing stigma and ensuring fair treatment at work. An update to our Alcohol and Drugs Misuse Policy was also completed. This Policy is designed to give clear guidance to staff on how to tackle issues in a supportive way in relation to any suspected misuse of alcohol or other substances in the workplace, setting out the expectations of managers and employees when faced with this situation. In addition, our Job Evaluation Policy was presented to Trade Unions for consultation this quarter. Page 174 of 234
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As part of the Workforce Strategy, training on workforce planning was carried out with the Local Government Association and the Corporate Management Team (CMT) this quarter. Further objectives and discussions will take place during quarter 3 to progress plans. The Managers Forum continued this quarter with an online session focussing on the Public Sector Equality Duty (PSED), providing managers with best practice and guidance when considering how decisions and functions affect people with different protected characteristics. The forums continue to provide a space for leaders and managers to share experiences. 7,599 mandatory e-learning courses were accessed by staff this quarter, an increase from 6,127 during quarter 1. Staff are required to carry out refresher training on an annual basis. Courses that require to be completed include training on Bribery Act 2010, information security, procurement fraud, cyber security, records management and threat of terrorism. These courses aim to protect the council, its staff, and the public by fostering a culture of awareness, responsibility and compliance. This quarter we launched ‘Vivup’, a new employee benefits portal to support the financial wellbeing of staff by introducing lifestyle savings and discounts on many major high street retailers. The platform has an option to engage with local businesses to offer discounts which the team are progressing in partnership with Economic Development. 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. During quarter 2 the team relaunched our People Values, CREST, which describes 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. To further support this the team are working on proposals to celebrate long service held within Midlothian Council. Protection of Vulnerable Groups (PVG) Scheme - a review exercise was carried out across the Council, during which all posts were evaluated against the updated PVG criteria. As part of this process, each position has been assigned the appropriate disclosure level in line with revised standards, ensuring full compliance with legislation and strengthening the Council’s safeguarding responsibilities. Other activities this quarter include the reestablishment of our Equalities Working Group who met for the first time in September. Their first project will be working towards Equality Safe At Work (ESAW) reaccreditation. In conjunction with Health and Safety, the HR team have made a commitment to work with all trade unions on the Unison Violence in the Workplace Charter. Page 175 of 234
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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 (1.78%) staff turnover rates have increased to 2.91%, however this remains similar to the same period last year where there is an expected increase over the summer months reflecting teachers and other school based staff retiring or moving to new roles at the start of the academic year. The gender pay gap measures the average female pay (£21.33) versus average male pay (£21.62) within the organisation. The figures show that the Council has more male staff at higher rates of pay by 1.33% as of quarter 2. The pay gap continues to reduce year on year with this figure reflecting the smallest pay gap recorded in recent quarters and years. The percentage of female employees in the top 5% of earnings continues to remain steady compared to last year with 123 female employees in the top 5% of earnings in quarter 2 and 122 during the same period last year. Overall sickness absence rates for all employees have decreased this quarter compared to the same period last year. The average sickness days for quarter 2 was 4.86 compared to 6.51 in quarter 2 of 24/25. For Corporate Solutions the average number of working days lost due to sickness absence this quarter has also decreased to 4.91 compared to 5.25 quarter 2 of 24/25. Of the FTE days lost, 64% was due to long term sickness, 21% self-certified, 15% short term absence. Work continues with each service area to review attendance levels and support those absent to return to work. Page 176 of 234
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1.92% 2.30% 2.29% 1.76% 1.33% Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Gender pay gap between average hourly rate of pay for male and female (all employees) Scottish Average (2.5%) 6.51 8.45 10.91 2.76 4.86 2.74 4.75 6.67 1.20 2.03 8.02 10.08 12.56 3.38 5.99 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Average Sickness Absence days All employees Teachers Local Government workers 2.6% 2.2% 1.9% 1.8% 2.9% Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 % of staff turnover (quarterly) 7632,451 1,769 16-30 31-50 over 50 Human Resources – performance measures 90 Long term absence cases this quarter (102 in Q2 24/25) 270 Occupational Health referrals via OHIO this quarter (98 in Q2 24/25) 10 HR cases handled this quarter (17 in Q2 24/25) 251 Physiotherapy referrals made this quarter (275 in Q2 24/25) No. of staff by age group 1,314 (26%) Employees with over 15 years of service 242 Leavers at end of Q2 (cumulative figure) 65.7% of employees are Midlothian Residents Employee Health and Wellbeing Workforce demographics 123 female employees in top 5% this quarter. • 7 wellbeing events held this quarter with 76 attendees • 7,599 employees accessing mandatory eLearning courses • 1,088 employees accessing non-mandatory eLearning courses Page 177 of 234
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Digital solutions underpin the Transformation Blueprint. Key work streams include: Delivery of the Council's Digital Transformation Strategy 2024-2029 to fully utilise digital tools, digitising and automating processes, introducing Artificial Intelligence (AI) and ensuring that decisions can be made through comprehensive data and management information. Key priority areas that the Council will focus on over the next 5 years are: • Automate: For an Efficient, Modern Council • Reimagine: Transform Service Delivery • Data: Deeper Insights and Preventative Operations • Secure and Sustain: Protect and Preserve • Development of a data analysis capability 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 Public Sector Network and Cyber Essentials certification, staff training and engagement and establishing a Security Operations Centre • Deepening the adoption of Microsoft M365 capabilities and applications to enable organisational efficiencies, collaboration and lay the foundation for future Artificial Intelligence (AI) initiatives • Delivering service improvements in frontline teams through the use of technology • Continue the roll-out of the Customer Services Platform solutions to promote channel shift • Equipped for Learning (EfL): support the EfL project to provide best in class, secure digital ecosystem for optimal learning outcomes • Developing Council telephony digital strategy and implementing upgrades to education estate • Ensure all digital aspects of Council operations are well supported and operational • Provide citizens with enhanced services and faster, more responsive support • Deliver improved outcomes for all residents of Midlothian by embracing modern service models Digital Page 178 of 234
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Key achievements: Digital projects and Infrastructure A range of improvements projects and service supports were undertaken this quarter to facilitate a more efficient organisation and improve how we work: Front Office and Service Desk • Completion of the Windows 11 upgrade programme for all corporate and school devices. • Full rollout of the new Xerox printing devices to corporate locations. Work is ongoing to roll out new printers to all schools. • Replacement of catering tills in schools and cafes and the transition of the digital application to the cloud. • Completion of the school smart panel programme. • Extension to Roslin Primary School fully set up to allow teachers and pupils to access the Education network. • School estate now upgraded from Office 2016 to Office 2024. • Work completed for the move of the Council Chambers to Normandy Court with a fit out of networking services to allow staff to occupy office spaces in the building and installation of broadband Internet for the Public-I system. • iPads issued to libraries to support and digitally enable our customers. • Significant work to support the refurbishment of Penicuik High School was undertaken this quarter. • Our helpdesk responded to 2,840 logged incidents and 2,250 service requests. • Recruitment of a Senior Computing Engineer and IT Support Analyst. Page 179 of 234
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Business Solutions • 19 Customer Service Platform developments went live across quarter 1 and 2. • Support provided to Business Applications for numerous system upgrades including Open Revenues, CivicaPay and iTrent. • Recruitment of Principal Solution Architect to lead the team. • Insurance database migration data element complete. Infrastructure • Successful completion of work to equip Fairfield House for decant which supported all users to migrate to their new location. This included the migration of servers and digital systems from Midlothian House to Fairfield, which took place within minimal downtime and disruption. Ensuring that the desks within Fairfield House had sufficient data and power to allow staff to move. The reduction in size of the Midlothian House computer room. Numerous other equipment moves, upgrades, disposals and installations were also carried out to support the decant. • Installation of new virtual server hosts to allow existing old servers to be replaced with new ones. • Completion of a review of the networking and mobile signal strength within the Early Learning Centre and House at Vogrie Country Park which will see improvements to the reliability of their network connectivity. • Ongoing rollout of a modern hosted telephony system in Education to replace the ageing unreliable on-premise solution. Page 180 of 234
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Cyber Security Work continues this quarter to maintain and strengthen our cyber security. Key successes this quarter include: • Digital Services completed a detailed Department of Work and Pensions (DWP) security audit. • A penetration test of the school’s network was conducted. • Successfully defended the organisation against multiple cyber attacks. • Security oversight was provided for the onboarding of several new applications and technical services. Information Governance This quarter Information Governance efforts focused on embedding strategic oversight, enhancing compliance, and supporting digital transformation. • A new AI training course was made available to all staff on LearnPro. • A new policy on sensitive sub labels was defined. • Licensing reviews of Adobe were conducted to reduce costs to existing licences. • Information Governance oversight was applied to M365 and Google Workspace implementation projects. Page 181 of 234
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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. Various activities have taken place this quarter to support staff with M365 across the organisation including: • Continued training programme for M365 champions, this programme aims to enhance digital skills among identified champions and build upon internal knowledge and capacity. • Adoption of Viva Connections. • Preparation work undertaken for the M365 CoPilot Trial Programme. CoPilot will help 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. In addition, the successful recruitment of a Senior Infrastructure Engineer for M365 this quarter will give the team further support and expertise in SharePoint administration and deployment skills. Page 182 of 234
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50 16 19 Total Planned modules Complete during 24/25 Complete during 25/26 61% 62% 60.5% 65% 60.5% Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 % of IT helpdesk incidents complete within 48 hours (quarterly) Digital – performance measures Cyber security performance Progress of total number of Customer Service Platform modules (cumulative) 394.5k Midlothian Council website visits this quarter with 1.1M page views. (346.5K website visits and 1M page views in Q2 24/25) 100% of Cyber Essentials and PSN implemented 42% of cyber security annual refresher training complete at quarter 2. Website Customer satisfaction and helpdesk Digital Services Customer satisfaction rate: 95.9% this quarter (92% in Q2 24/25) Customer Services Platform Page 183 of 234
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Key priorities for the service in 2025/26 • 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. Reducing paper-based invoicing to invoice approval system management allows for a greater level of audit, performance management and data, leading to more up to date financial monitoring and real time reporting. The Business Applications Team 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. This quarter invoice approval expansion continues across Property Maintenance and Fleet Services. Green slip transactions have reduced from 7.7% in quarter 2 of last year to 7.2% this quarter. The rate of invoices paid on time across the Council this quarter was 94.1%, almost achieving our target of 95%. A total of 53,950 transactions were processed up to and including quarter 2, of which 45,756 are included in the Statutory Performance Indicator (SPI) invoice calculation with an average of 10 days to pay an invoice. The team made 6,616 direct payments to bank accounts to cover free school meals during the holiday periods, Ukrainian Host payments and Economic Development Business Grants. 1,578 internally generated payments were processed including grants, corporate appointees, salary deductions and treasury activities. Our Business Applications team continues to play a vital role in maintaining and enhancing our core systems, ensuring they remain up to date, reliable and aligned with business need. This quarter, the team successfully delivered a series of key upgrades and implementations across several platforms. Further Business Application upgrades were completed for the Committee Management System, Learn Pro and new user interface, Space Connect and Granicus. The implementation of CivicaPay Payment Card Industry (PCI) Midcall was completed, strengthening our payment processing capabilities and ensuring continued compliance with PCI standards for secure financial transactions. The employee annual leave year end processes were completed in Itrent, Corporate Resources Page 184 of 234
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supporting accurate and efficient workforce management as we transitioned into the new leave year. A new contract for the migration to TotalMobile Connect was signed, including the provision of a hosted service. This move will deliver improved system performance, reporting functions and enable more efficient mobile working across Building Maintenance Services, Fleet and Roads Services. The Parent Portal pilot was implemented in a further 19 schools this quarter, reaching 32 out of 38 schools in total. This expansion marks a significant step in improving communications and engagement between schools and parents through digital channels. Our Business Services teams worked alongside Digital Services to successfully relocate the Council Chambers to Normandy Court, with the first full meeting of Midlothian Council being webcast in September. Our Employment and Reward team successfully implemented the Local Government Worker Pay Award, ensuring that all eligible employees received the appropriate pay adjustments in a timely and accurate manner. This process also included the calculation and distribution of associated back pay. In addition, the team also introduced electronic P45s (e-P45s), using payroll system functionality to automatically generate and send P45’s, streamlining our manual administration processes. Page 185 of 234
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Supporting the Cost-of-Living Crisis 65.39% of the annual total Scottish Welfare Fund (SWF) budget was allocated up to quarter 2. This quarter 1,737 Crisis Grants and 236 Community Care Grants were received. Requests for crisis funding continue to remain consistently high with a 4% increase in applications received over quarters 1 and 2 compared to the same periods last year and demonstrates the continued significant financial challenges faced by our communities. Our Scottish Welfare Fund Assessors respond 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. 2,061 customers received help and support via Housing Benefits this quarter with a gradual reduction each quarter from 2,896 during quarter 2 of last year. Processing times to the change of circumstances within Revenues and Benefits is off target this quarter at 12 days instead of 8 days. However, over the last two quarters figures have improved significantly to bring the service back on target. This quarter reflects work carried out on some older cases and includes late notifications of changes in circumstances which have increased average processing times. The percentage of current housing rent arrears sits at 14.13% at the end of quarter 2 and is consistent with figures from the same period last year at 14.01%. In year Council Tax collected year to date is 51.2%, showing a similar rate of collection compared to the same time last year of 52.5%. Page 186 of 234
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3,480 5,109 7,168 1,881 3,618 1,868 2,723 3,840 976 1,884 45 52 127 16 37 1,567 2,334 3,201 889 1697 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 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. 63 48 56 54 65 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 New claims Revenues and Benefits 5364 4865 2935 5344 4900 2967 2863 3064 2954 3058 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of online transactions (quarterly) Rent Council Tax 51.2% of in year Council Tax collected year to date. 15 12.7 2 7 12 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Change of circumstances 668 931 1,351 316 552 239 326 461 121 215 5 6 88 3 3 424 599 802 192 334 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of Community Care Grants (cumulative) received awarded declined ineligible Corporate Resources – performance measures £222,980 granted from Scottish Welfare fund for crisis grants £230,747 granted for community care grants in Q2. Scottish Welfare Fund Average processing times (days) Page 187 of 234
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Key priorities for the service in 2025/26 • Review of the Council’s governance framework with revised Standing Orders and Associated Scheme(s) • Development of the new Procurement Strategy, with a focus on social value, the introduction of a Council wide approach to Community Benefits, and an increased focus on local procurement • Aligned to the Transformation Blueprint, continued review of Contract Management • Preparatory activity for the delivery of the Scottish Parliamentary Election in May 2026 • Ensuring compliance with statutory duties for responding to FOIs, SARs and EIRs, minimising data breaches and supporting teams to ensure good information governance Key achievements: Legal Services The commercial legal team continue to provide expert legal advice and support on a wide range of commercial matters to help the Council operate effectively and lawfully in its business dealings. Various activities were undertaken by the team this quarter including: Docu Sign pilot project A contract was agreed with Docu Sign for a 1- year pilot project to explore the use of an electronic signing platform for commercial agreements. It is expected that this will improve time efficiencies and effectiveness in signing a range of contractual documents and reduce the risk of fraud and contractual disputes around the validity of contracts. Facilitating the use of electronic signatures is an enabler of digital transformation and aligns with the Blueprint objective to develop an organisational workforce that is flexible ensuring that all staff have the necessary skills to work effectively supported by digital technologies that are fit for a 21st century workforce. Tour de France: the team reported on the proforma contract/terms and conditions relative to Midlothian hosting a stage of next year’s Tour de France race which was incorporated into the subsequent report to full Council in September. Bonnyrigg Rose FC – grant agreement: completion of the legal agreement to use developer contributions to provide a grant to the club to carry out works in levelling the pitch at New Dundas Park to Scottish Football Association compliance. The team were involved obtaining security, Letter of Reliance and instructing grant payments in accordance with the agreement. Variation of the title at Millerhill Community Hub: Midlothian Council relinquished rights to an area adjacent to the retail unit. This enabled the developer to grant a lease to Sainsbury’s which provides retail facilities for the local community Legal and Governance Page 188 of 234
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Contract Reviews: review and advice given regarding new membership terms and conditions for Midlothian Sport and Leisure and review and advice was given in relation to the Memorandum of Understanding between Edinburgh Council and Midlothian to provide 5 years of support in establishing more TV/Film filming throughout Midlothian. Planning: the team completed a Section 75 agreement relating to Holiday Lodges at South Melville, a variation of Section 75 at Rosslynlee and assistance was given to planning regarding Section 75A Discharge at The Brae’s, Auchendinny. Golden Share: drafting and negotiation with MFMac and Persimmon Homes regarding template Standard Security and Minute of Agreement in relation to upcoming golden shares at Newbyres, Gorebridge was undertaken this quarter. 10 applications were suitability considered and due to be complete next quarter with 2 plots yet to be allocated. Road Traffic Restriction Orders: 10 instructions for Temporary Road Traffic Restriction Orders were processed and granted. This assists with the Council’s management duties as the local Roads Authority. Scheme of Assistance Grants: 10 Notices of Payment of Scheme of Assistance Grants prepared and registered in the Land Register. This allows for payments to be made for works to adapt homes for persons with a disability. Prevention and detection of crime and CCTV: 75 requests were processed this quarter for information from the police and external agencies for the prevention and detection of crime and 25 requests were processed for personal information held in the Council’s CCTV systems in accordance with the Data Protection Act 2018. Property queries: The team carried out research and provided advice on: o Repairs queries from maintenance. o Ownership searches. o Advising Housing on garden disputes. o Advice on title deed re deprivation of capital. o Advice on title deed and succession to establish owner of a property and searches to establish if any living relatives. o Advice on land ownership for Planning to properly serve enforcement notices. o Review of ownership and access rights for proposed fire escape and ramp at Penicuik Town Hall. Page 189 of 234
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The legal court team continue to protect the Council’s interests and deliver suitable outcomes for children and vulnerable adults through attendance at court this quarter. Various activities were undertaken by our Court team this quarter including: Education, Additional Support Needs Tribunal: The court team concluded a 4 day placing request before the Additional Support Needs Tribunal (ASNT), involving taking statements and providing support to four Council employees, liaising extensively with the client department to discuss the case and ensure the Council was fully prepared, lodging extensive productions and producing detailed legal and factual arguments regarding the case. The full judgement is still awaited, however a summary decision has been produced, which has upheld the decision of the Education Authority. Education Appeals Committee: Working alongside colleagues in Education and Democratic Services, a review has been conducted of this year’s Education Appeals Cycle and the positive feedback received. Work is now underway to continue the programme of improvements in preparation for the 2026 appeals. Multi-Agency Resource Group: A review of policies and supporting documents for use by Multi-Agency Resource Group (MARG) took place this quarter. This included a detailed advice note on the use of the grounds for refusal of a placing request, the route for appeal to either Additional Support Needs Tribunal (ASNT) or the Education Appeals Committee and the steps required when responding to a placing request. Permanence Proof: the team prepared for and conducted a 4 day permanence proof, in relation to three children, involving taking statements from 5 witnesses for the Council, and preparing for cross-examination of an expert witness for the parent. Preparation of a proof of this nature involves a significant level of work in ensuring that all of the legal tests are met and that the Social Work department are able to put their strongest case to the court. Anti-Social Behaviour Orders (ASBO): advice was provided to colleagues in housing as to the historic policies and procedures to seek an Anti-Social Behaviour Orders. Accepting instructions and preparing to draft an application for an ASBO. HSCP Independent Advocacy Strategic Plan 2026-29: feedback was provided at the request of the Chief Social Work Officer in relation to the strategic plan. This has included reviewing the plan, all relevant legislation, Scottish Government guidance, the minutes and reports produced by the Scottish Government expert reference group and the position of other local authorities and national advocacy groups Banning Order: advice was provided to Social Work on a complex situation involving a Banning Order under the Adult Support and Protection (Scotland) Act 2007, including considering a lengthy chronology, liaising with health and social work colleagues, attending professionals meetings and attending an urgent court hearing. Contested application for guardianship: advice was provided to Social Work in relation to a private guardianship application, in which it has been assessed that the proposed guardian would not be a suitable appointment. This has involved liaising with social work colleagues, solicitors representing the proposed guardian, the court appointed safe guarder and attending court hearings. Page 190 of 234
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Ongoing court actions and responding to general queries: o Responded to 112 individual legal queries. o Raised 14 applications for guardianship and/or Intervention Orders under the Adults with Incapacity (Scotland) Act 2000. o Raised 21 actions for recovery of possession under the Housing (Scotland) Act 200. o Represented Children and Families in 2 actions for Child Protection Orders under the Children’s Hearing (Scotland) Act 2011. o Provided advice in relation to a case raised in the Additional Support Needs Tribunal. o Attended and/or provided advice for 18 Adults with Incapacity/Adult Support and Protection Case Conferences. o Provided advice to Adult Services in relation to two separate actions raised in the Court of Protection in England. o Provided advice to education regarding the current and historic legislative duties relating to consultations. o Continued to progress re-recruitment to the Curator Panel for Edinburgh Sheriff Court. This will provide independent reporters to ensure the views of Midlothian children are properly considered in court actions concerning their future. Page 191 of 234
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Procurement Work has commenced on a refresh of the Procurement Service operating model. Through adopting and embedding a business partnering approach, Procurement will provide greater support to services, guidance on best value and procurement processes and anticipated to enable the Council to ensure that procurement is compliant and achieves savings. An example of this is through the increased use of Scotland Excel frameworks, over £90k was received in rebates for 2024/25. In order to increase the Council’s use of approved regulated procurements, work is ongoing with the team to promote the use of approved frameworks where possible with stakeholders, before other options are weighed. This has led to the redesign of some procurement templates including Request for Procurement Approval (RFP) form and Procurement Strategy across the Council. The Procurement’s team staffing complement has been boosted with the recruitment of four fixed term Procurement Assistants to support with low value, less complex procurements. It is expected that this will relieve the pressure on Procurement Officers and allow more engagement in strategic support to the Services. Examples of key procurement activity: Midlothian Council Litter bin improvement – Value £48,000, awarded to Wybone. This project was made possible through a £51,000 Levelling Up grant from the UK Shared Prosperity Fund, demonstrating effective use of external funding to drive local environmental improvements. The broad ambition brought the total number of new public litter bins in Midlothian to over 500 which is a strong signal of forward planning and scalability. Page 192 of 234
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Gym equipment contract. A contract for the replacement and removal of gym equipment was awarded to Technogym UK ltd. This was procured as a standalone tender exercise as the requirement could not be sourced from Scotland Excel framework due to suppliers on the framework only carrying out outdoor construction. The following sites were included for the upgrade including, the Penicuik Centre, Lasswade Centre and Newtongrange Leisure Centre. The investment will serve to demonstrate and reaffirm Midlothian Council’s commitment to the delivery of Sport and Leisure and the importance of health and wellbeing across the area. Penicuik Compactor. A one off purchase of a 32-yard front loading portable compactor was procured for the Penicuik Civic Amenity site. Each tenderer had a slightly different specification/functionalities with their machines which proved challenging when providing exact Council requirements. We eventually conducted a successful procurement and awarded the contract to Bergman Compactor. Other activities this quarter include: • Full completion of spend analysis for DXC Technology (Spikes) for 2024/25 is which is now published on the DXC Technology portal. • Procurement training was delivered to St David’s High School Head Teacher and Colleagues. Improving Procurement awareness and promoting working closer together. • By working closely with the Health and Social Care, good progress was made on the Adult Social Care contracts register. All contracts are anticipated to be issued and returned by the end of December. Page 193 of 234
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27 10 9 46 15 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of regulated procurement excerises undertaken (quarterly) Legal and Governance – performance measures Access to information 266 359 399 410 420 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of Freedom of Information requests recieved (quarterly) 53 47 70 64 64 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Number of Subject Access Requests recieved (quarterly) 16 Legal commercial transactions carried out this quarter Page 194 of 234
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The Continuous Improvement team supports the required step-change to ensure that as an organisation we learn from feedback and complaints received and improve service delivery as a result of driving forward a culture of continuous improvement. Key priorities for the service in 2025/26: 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 195 of 234
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Key achievements: Key achievements across this quarter for our Continuous Improvement team include: Equalities: • Published the Employee Equality Monitoring Report 2025 detailing the composition and characteristics of the current workforce, leavers and new recruits, and presenting information about pay gaps and occupational segregation. • Secured agreement to update the way the Council collects employee equality information with a view to increasing disclosure rates for protected characteristics and producing a more thorough picture of the make-up of the workforce. • Delivered a dedicated equalities session at the Managers’ Forum, outlining the Council’s obligations under the Public Sector Equality Duty, managers’ specific responsibilities and best practice. Performance: • Best Value Framework evidence checklist updated with input from Annual Governance Statement exercise. • Quarterly performance reporting support provided to support unplanned capacity issues for Q1 performance process. • Monthly ‘open’ complaints update report for Corporate Management Team now established. • Pentana performance system training agreed and scheduled for lead performance officers. Contact Us: • Initial development of a monitoring and tracking process to ensure Scottish Public Services Ombudsman correspondence is recorded, reviewed and actioned appropriately and timeously. • Provided guidance and support to senior management in applying the Unacceptable Actions Policy (UAP). • Review of Unacceptable Actions Policy (UAP) initiated with a focus towards more positive language i.e. Managing Behaviour Policy or Expected Behaviour Policy. • Ongoing complaint investigation support and co-ordination as required. Page 196 of 234
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Challenges and risks Midlothian Council continues to face a challenging environment, with financial, demographic, and economic pressures shaping how services are delivered and funded. Financial constraints: rising service delivery costs and uncertainty over future funding from the Scottish Government are placing significant strain on the council’s budget. Cost and income projections for future years are embedded in the Council’s Medium Term Financial Strategy which is supported by the Transformation Blueprint containing a range of transformation themes to drive towards a position of financial sustainability. Officers continue to work closely with the Business Transformation Steering Group to respond to the challenges. Economic pressures: the ongoing cost of living crisis is affecting residents and businesses, increasing the need for council funded support. Inflationary pressures on goods, services, and energy are also significantly increasing the cost of delivering council services. The impact of the cost of living crisis on households continues to be noted across the UK with 72% of adults reporting an increase in their cost of living in April 2024 (Office for National Statistics; Francis-Devine et al, 2022). The UK has faced an unprecedented wave of increasing prices, bills and tax challenges. The 41 year high inflation rate of 11.1% in October 2022 has been the main driver of the cost of living crisis which has outstripped wage and benefit increases. After this peak in inflation, rates have continued to decline, dropping to 2.0% in May 2024. Over the three years between May 2021 to May 2024 food prices rose by 30.6%. Although inflationary rates have steadied, the price rises continue to impact low-income households hardest as a larger proportion of their costs are on energy and food. As our citizens feel the impact of the cost of living Crisis, they will seek additional support from public services, in particular local authorities. To respond to this emerging crisis, the Council established a Cost of Living Task Force in 2022, which is chaired by the Council Leader and meets regularly to coordinate mitigating activities. Growing service demands: Midlothian’s sustained population growth and ageing demographic continues to drive an increase in demand for education, social care, housing and transport infrastructure. The 2022 Census results highlight that Midlothian remains the fastest growing local authority in Scotland with an increase of 16.1%. The 2011 census data lists Midlothian as having a population of 83,187 which has risen to 96,600 in the 2022 census data. The level of growth is 2.3% higher than our previous calculation and is now 13.4% higher than the Scottish average of 2.7%. In terms of households, Midlothian saw the highest percentage increase at 17.2% since the 2011 census. Population density in Midlothian is 273.1 residents per square kilometre compared to the Scottish average of 69.8. This growth creates the opportunity to meet the housing need with 25% of new homes being built in the affordable housing bracket, in addition to the expansion in Council house building. This construction will directly support employment and will see a steady increase in the value of Council Tax income received over time. Page 197 of 234
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Our Capital Strategy sets out the infrastructure required to meet those demographic pressures and includes the financial contributions Midlothian will make to the Edinburgh and South East Scotland City Region Deal. Encompassing five main themes the City Region Deal will bring significant investment across the regions with total investment of circa £1.3 billion across: • Data Driven Innovation: £751 million • Integrated Regional Employability and Skills: £25 million • Transport: £156 million • Culture: £45 million • Housing: £313 million Through the Data Driven Innovation strand the Deal will leverage existing world-class research institutes and commercialisation facilities in order that Easter Bush becomes a global location of Agritech excellence. The Easter Bush project includes significant investment in transport infrastructure along the A701/2 transport corridor. In addition, by improving on-site infrastructure at Easter Bush and transport infrastructure, The University of Edinburgh expects commercial partners will be able to co-locate at scale to commercialise Agritech breakthroughs. The UK Government has announced the University of Edinburgh as the preferred location for the exascale supercomputer, which will be able to perform one billion, billion calculations each second. Once operational, it will provide high-performance computing capability for key research and industry projects across the UK. Exascale will help researchers model all aspects of the world, test scientific theories and improve products and services in areas such as artificial intelligence, drug discovery, climate change, astrophysics and advanced engineering. Exascale will be housed in a new £31 million wing of EPCC’s Advanced Computing Facility in Easter Bush, which has been purpose-built as part of the Edinburgh and South East Scotland City Region Deal. Installation of the first phase is due to begin in 2025. The Capital Investment Strategy sits centrally within the Council’s future planning activities and in doing so has to reflect the demands of Council services to ensure positive outcomes are achieved in the right place, at the right time, for the maximum benefit to Midlothian. The extensive capital programme aims to deliver new schools, investment in council housing, improved community infrastructure, investment in the local transport network and innovative developments such as the new low carbon heat network in Shawfair. In response to all these pressures, a range of reprioritisation activity continues, with an Estates & Asset Management Strategy approved by Council in October 2025 which will enable investment and disposal of assets under Best Value for the Council. Risk The Council’s Strategic Risk Profile is reviewed on a retrospective basis and presented to Audit Committee on a quarterly basis. This process provides regular oversight of the most significant threats to the Council’s objectives and operations. At present, the highest priority risks identified relate to financial sustainability, climate change and the successful delivery of the Council’s transformations programme. Our Place directorate plays a pivotal role in mitigating these risks and spans a range of strategic functions, including long-term spatial and infrastructure planning, implementation of the Medium Term Financial Strategy, and leadership in delivering the Council’s transformation programme. Page 198 of 234
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Pentana Performance Dashboard – Q2 25/26 A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) here Page 199 of 234
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Midlothian Council Report Quarter 2 2025/26 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. The 2022 Census results highlight that Midlothian is projected to have the highest percentage change in population size of all mainland council areas in Scotland with an increase of 16.1%. 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. Our Workforce Strategy 2024-34 and Digital Transformation Strategy 2024-29 are core elements of the council’s Transformation Blueprint and will support the council’s Medium Term Financial Strategy – 2024/25 to 2028/29. Workforce Strategy 2024-34 is accompanied by a 3-year short-term action plan and the strategic aims are: Performance Review and Scrutiny Committee Tuesday 9 December 2025 Item No 5.7 Page 201 of 234
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• 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-focused 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 202 of 234
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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. 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. Learning Disability/Physical Disability This quarter inspections have been completed for Penumbra (Park Cottage) mental health service and Midlothian Council Community Access Teams. Both these services improved their grades with Penumbra being awarded two ‘excellent’ grades which is a great achievement. Care Inspectorate Grades Good or Above Target = 90% Actual = 96% Exceeds target Finance – Expenditure Against Budget Annual Budget = £31.06m Projected Expenditure = £31.99m Below target Care Package Reviews – Number within 2 years Target = 90% Actual = 94% Exceeds target Physical Disabilities and Long-Term Conditions: PD/LTC interventions recorded as outcome achieved Target = 85% Actual = 98% Exceeds target PD/LTC referral screening episode concluded within 3 working days Target = 90% Actual = 88% Below target Carers Number of Adult Carer Support Plans completed by HSCP (accumulative) Target = 50 Actual = 57 Exceeds target Number of Adult Carer Support Plans completed VOCAL (accumulative) Target = 350 Actual = 578 Exceeds target Development of a local Carers Strategy is a requirement under the Carers (Scotland) Act (2016). In Midlothian we are nearing completion of a revised Midlothian IJB Carers Strategy 2025-28, aiming to support the delivery of Midlothian IJB strategic aims through addressing priority themes for carers such as: Carer Rights and Identification; Providing Information, Advice and Support; Providing Carer Economic Wellbeing; Supporting Health and Wellbeing (including breaks from caring); Supporting Carer Involvement in Care Planning. Development of the strategy has been in collaboration with the Carers Page 203 of 234
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Planning Group and Third Sector partners, and consultation with unpaid carers in Midlothian. Care at Home and Telecare Services - Midlothian Care at Home services delivers on average over 8000 hours per week (excluding travel time) and the average grades for our inhouse and commissioned providers sits at grade 4 and above. The longest wait for community packages of care sits at around 52 weeks. This is expected to significantly improve with two dedicated social workers and OT’s reviewing each one. Number of weeks waiting for a package of care in the community Target = 6 Actual = 56 Below target Number of Telecare referrals allocated within 3 days Target = 90% Actual = 99.38% Exceeds target Percentage of clients referred for telecare have equipment installed within 1 week Target = 90% Actual = 50.69% Below target The Telecare service continues to focus on responding to new referrals and installing within agreed timescale. Along with continuing to support the switch over programme from analogue to digital. The percentage of clients who had their Telecare equipment install with 1 week has only been 50.69% which is disappointing. Actions are in place to address this and look at processes on how this can be improved but sickness absence has impacted this figure. Older People’s Service Newbyre’s Care Home – The care home provides 24 hours care and support for 48 Midlothian residents. The activities team work hard to ensure that the residents at Newbyres have a rich and rewarding social life with group based activities, entertainment and 1 to 1 social support inclusive of carers and families. Highbank Intermediate Care Unit – Highbank is an intermediate care unit with 40 beds, including 3 respite beds. Planning is at an advanced stage for the move to the new facility in Polton Street, Bonnyrigg – MIDLOTHIAN LIFE. Hospital In Reach Team - The In Reach Team provide assessment and discharge planning to residents from Midlothian who have been admitted to one of 5 hospital sites and from Highbank Intermediate Care. They also provide care home and community review as well as a range of social work interventions. 6 week reviews completed within 10 weeks of admission to a care home from bed based resource e.g. RIE/Acute, MCH or Highbank Target = 90% Actual = 100% Exceeds target Tasks completed by CCA’s that facilitate discharge to be completed within 2 weeks of allocation. e.g. house clean, housing allocation, house check Target = 80% Actual = 65% Below target The social work team are currently building Standard Operating Procedures to provide social work services to Acute hospitals, Highbank Intermediate Care and Midlothian Community Hospital. The team are also completing an improvement plan to ensure that the organise the hospital discharge service provided by Social Work in a person centred and efficient manner. Older People’s Team – The Older People’s social work team continue to work effectively to Page 204 of 234
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support clients to identify and achieve their outcomes. They are currently working on an improvement plan to ensure that the team plans and delivers social work services to Midlothian Older People and their Carers in line with Policies, Procedures and legislation. Initial Care home reviews completed within 12 weeks of admission to a care home Target = 60% Actual = 90% Exceeds target A significant improvement recently completed by the team was completing all annual Statutory Care home reviews. The team leader and Social Workers are all very pleased to have completed this task, just in time to start the next reviews for November. The team have managed this task by designing the workflows to ensure that care home reviews are completed within timescales required going forward. This is significant progress since there has been a significant waiting list for care home review for many years. Most recent waiting list data shows improvement in median wait times: Total people waiting Added in last 7 days Longest wait (weeks) Longest wait trend Median Wait (weeks) Median Wait Trend 14 4 11.57 Improvement 4 Improvement Adult Support and Protection The Adult Support and Protection (Scotland) Act 2007 was introduced in October 2008. It provides duties, powers and measures for the support and protection of adults who may be at risk of harm. On receipt of a referral related to concerns that there is an adult at risk of harm it is screened to ensure that the relevant information is available and an investigation, often referred to as the Duty to Inquire (DTI) will be undertaken, there is a local aim that the investigation will be completed within 21 days, however there are a number of factors which impact this including being able to speak to the adult to gain their views. If risks remain at the completion of the Duty to Inquire, and the three-point test has been met, an Adult Case Conference must be convened; this is a multi-agency forum for shared decision- making. A Protection Plan is put in place at each case conference and is reviewed at least once to ensure that it is having a positive outcome or if additional action is required. Four protection plans commenced during Quarter 2. There are a range of measures that agencies can take to mitigate and manage the identified risks, and these include the use of Protection Orders which are sought through an application to the Sheriff Court. There were no Protection Orders required in Quarter 2. Page 205 of 234
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Welfare Rights Team - Provide welfare benefits advice to individuals within Midlothian including advice to cancer patients in partnership with MacMillan Cancer Support. The Welfare Rights Team offer support and advice to many of the most vulnerable presidents of Midlothian who may have a disability, be at state pension age or over, receiving a social work service (Child or Adult Services). Welfare Rights Officers have noted an increase in the volume of referrals and during Q2 the team received 184 new referrals, an increase of 7 referrals on the previous quarter. In addition, they dealt with 100 calls to the advice line, some of these calls resulted in referrals whilst others were provided with advice and signposting to appropriate services. The total amount of additional income generated for individuals through the work of the team during the reporting period was £1,142,624.54. Public Health - The Green Health Prescribing Group has continued to meet to work towards its objectives of aiming to embed green health prescriptions into existing systems in an equitable and sustainable way. The group worked on a project with NHS Lothian Charity and Health in Mind to improve the green health prescriptions pages on Midspace and ensure consistency across NHS Lothian. During Q1/2 we have been promoting the new Midspace webpages, both with staff and the public. Learning and Development - The learning and development team continue to deliver and coordinate over 1000 learning opportunities on a yearly basis. This covers a broad range from SVQ programmes (Levels 2, 3 and 4) to Adult Support and Protection, Child Protection, Team Teach, Trauma Informed Practice, Motivational Interviewing, Dementia Awareness and Medication training. Adult Mental Health Service Mental Health 18+ and Substance Use - The services offer holistic assessments, What Matters to You care planning, goal setting and treatment, and coordinates multi-agency support and follow up. Providing individual person-centred care and treatment, and support to enable them to actively participate in this process. Strives together for the maximum benefit to the individual by optimising recovery for the individual, improved mental health and wellbeing, in the least restrictive and intrusive manner. Mental Health Wait Times - Mental Health Assessment refers to assessments by Mental Health Social Workers. Work continues to look at how best to improve the wait times but, due to staffing capacity, this continues to be a challenge. We have seen some improvement over quarter 2 from the longest wait being 19 weeks in Quarter 1 to 15 in Quarter 2. Assurance can be given that the service continues to meet the needs of high-risk priority individuals in a timely manner. The Mental Health service continues to experience challenges due to the lack of dedicated mental health providers for specialist packages of care as well as a lack of appropriate mental health housing, mainly complex care where an individual requires a step down from acute/Rehab but still requires the 24/7 nursing intervention which can be provided through a hospital based model or community setting. Due to this it continues to present barriers to hospital discharges. Dementia Team - Currently in Midlothian Social Work waiting times continue to be monitored within the agreed performance target of being allocated to a Social Worker within 6 weeks and/or Community Care Assistant within 3 weeks, the service continues to demonstrate improvement and consistency within the agreed performance target. Staff Wellbeing - The HSCP Staff Wellbeing support system develops, implements, and evaluates a range of high-quality and research-based wellbeing, experience, and engagement processes, in order to enable, empower, sustain, and retain health and social care staff. Page 206 of 234
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The staff of Midlothian HSCP are all working towards the same goal, that everyone working here is equally valued and supported to succeed. We believe that whoever you are, whatever you do, and wherever you work in the partnership, you can make a valued contribution and feel included. To achieve this, we implement actions which positively influence the 4 key drivers outlined within our Staff Wellbeing, Experience and Engagement Delivery Plan 2025-2028. The Midlothian trauma training programme continues to be delivered across the county as part of the on-going learning and development offer. In total, 103 participants took part in training over quarter 2, with all feedback received as very good or excellent, and participants recording increased knowledge and confidence across all training sessions. Midlothian Trauma Awareness Week took place between Monday 15th and Friday 19th September 2025, marking the first Trauma Awareness Week in Midlothian and in Scotland. 58 people attended the in-person launch event on Monday 15th September at Dalkeith Arts Centre. The event was launched by Cllr Kelly Parry and Dr. Grace Vickers, with Provost Debbi McCall in attendance alongside a number of Elected Members. Sport & Leisure Tonezone memberships, though a slight decrease from last quarter, continues to remain high with a total of 4.993 memberships up to the end of quarter 2. Usage figures across our sport and leisure facilities have also increased this quarter to 81,375 compared to the same period last year, representing a 5% increase in usage across all facilities (excluding pools). Gym refurbishment project has continued to progress this quarter to create modern, high quality fitness facilities that meets the needs of our communinty and enhances the overall user experience. Dates for the upgrades are almost agreed with aims to deliver Penicuik and Lasswade centre by the end of December and Newtongrange by the end of January. Additionally, our tennis court refurbishment project was completed with upgrades to local park tennis courts, the facilities are now being utilised this quarter with 148 bookings for Abbeylands, 152 for Beeslack and 214 for Kings Park. Midlothian Snowsport Centre - As our Alpine Coaster celebrated its 1 year anniversay in September, this quarter saw the highest number of rides since the Alpine Coaster opened. This is largely due to the coaster being operational every day throughout July and August, continued promotional work and ensuring the coaster is more assessible to the public via public transport. Midlothian Active Choices (MAC) is a sport and leisure physical activity referral programme, aimed at adults who are inactive and experience various health conditions. The programme offers a range of supported activities across Midlothian to help manage these health conditions. This quarter saw 2,269 Midlothian Active Choices attendees with 486 new referrals received after completion of MAC sessions showing an increase of 37% in attendees and 9% new referrals compared to the same period last year. Our Ageing Well programme marked its 25th anniversary this quarter. What began 25 years ago with just two volunteers has grown into a thriving initiative, now supported by 68 active volunteers who deliver 48 groups and promote an additional 20 weekly sessions led by qualified instructors. The range of activities available for people aged 50 and over continues to expand, with 846 activities offered this quarter, compared to 780 offered during quarter 2 of last year. Midlothian will be Safer – Achievements Justice and Protection Services Page 207 of 234
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Justice Social Work services provide all statutory and associated functions identified in S.27 Social Work (Scotland) Act 1968. The core work includes the preparation of a variety of assessment reports, including Justice Social Work Reports and pre-release reports for serving prisoners involved in the Parole and Pre-release process. The service works with men and women aged 16 and over, subject to Community Payback Orders, Parole, Life and Non-Parole Licences, Extended Sentences and Supervised Released Orders. Alongside the statutory work the Justice Service provides a range of early intervention and preventions strategies including bail services, structured deferred sentences and groupwork services for both men and women at risk of becoming involve in the justice system. It is intended to extend the range of early intervention by bringing the provision of Diversion from Prosecution in- house. The main community-based sentence that the service manage is a Community Payback Order (CPO), which can have up to ten requirements. Supervision and Unpaid Work continue to be the most frequently imposed requirements and during this reporting period the Courts imposed 46 Community Payback Orders. At the end of quarter 2 the Justice Service team were supervising 219 people who were subject to 253 CPOs. Justice Social Work staff use a trauma informed and person-centred approach to develop effective working relationships with people. Substance Use Service (SUS) Treatment Service - The SUS treatment service A11 waiting time, where each individual referred for either substance use or alcohol use is triaged and commenced on treatment if appropriate within 21 days of referral. The service maintained a 100% waiting time A11 heat target performance. Overall, the services continued to provide direct access to timely and appropriate treatment that best met an individual’s needs, psycho-social support and peer led support for those affected by their or another’s drugs and/or alcohol use. Road network - This quarter, under the combined Capital Works Programme and Residential Streets Programme, 6.77km of carriageway was resurfaced representing 0.97% of our road network resurfaced. After a new contract framework was introduced 3.97km of carriageway was resurfaced this quarter compared to 2.8km during quarter 1. Footway resurfacing is off target with 0.03% of footways resurfaced up to this quarter. 515.6 tonnes of material was used this quarter to fill potholes. 163 tonnes of material was used for temporary repairs and 352.6 for pothole pro permanent patching. Whilst this is much lower than 901.76 tonnes used to fill potholes in quarter 2 of last year, overall figures across both quarters 1 and 2 show an increase in tonnes of material used (1,766.7) compared to same periods last year at 1,753.26. 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. 72% of planned priority inspections were completed during quarter 2. Our Trading Standards team received 33 consumer complaints this quarter which is a 31% decrease compared to the same period last year. All consumer complaints were responded to within 5 working days and 30 complaints were fully completed in the quarter. This year to date £17,118 has been returned to Midlothian consumers following Trading Standards involvement. This quarter 20 interventions were carried out regarding tobacco and nicotine containing products, this is an increase from 3 interventions during the same period last year and 6 interventions last quarter. Public Health Environmental Protection (PHEP) team received 331 public health service requests this quarter from Midlothian residents and businesses, a 14% increase compared to the same period last year. 98% of public health complaints received a first response within Page 208 of 234
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timescale. A further 90 service requests were received from internal sources, an increase of 45% compared to the same period last year. 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 The GIRFEC Board is now progressing with a Joint Strategic Needs Assessment and has 3 facilitated sessions planned to devise the new Intergrated Children’s Services Plan. The Promise – Midlothian continues to progress towards the key foundations of The Promise Scotland Plan 2024- 2030 and the momentum in relation to meeting the Promise has gathered pace over Q2. More than 60 staff have completed the ‘Promise Award’ and many organisations attend and support our participation working group. Corporate Parenting – Corporate Parents in Midlothian continue to demonstrate their commitment with the next planned Corporate Parenting event in November being organised and run by NHS Lothian. Referrals: Number of referrals by Quarter 23/24 24/25 25/26 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 2,353 2,067 1,436 1,324 1,170 932 970 1,046 947 836 During Q2, referrals to Children’s Services have continued to see a slight decrease compared to the previous quarter. 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. Family Wellbeing Service – The Service continues to work with approximately 150 children at any given time. Referrals in Q2 months July and August were reduced during the school holiday period but this can be balanced with the increased rate of referrals received in September 2025. The majority of referrals are for school age children and school attendance remains a predominant reason for referral. Disability Service and Self-Directed Support - Work continues to support our focus upon improving practice and consistency in working with families with a child with a disability. There are large numbers of children and young people in Midlothian with a disability, and it is challenging to provide assessments in a timely way. In line with most of Scotland, we are seeing huge numbers of families affected by neurodiversity. The team supports the Business Transformation Project and workstream of the GIRFEC Board, focused on improving transitions across Education, Children’s Services and Adult Services. Over the next 3 years we have identified that over 200 young people will need varying level of post school Page 209 of 234
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support due to additional needs. We have used our information management system to creating clear data around this cohort, which we have now scrutinising. A website has been launched to ensure there is clear information for families and partners about what support is available. Despite the above challenges, the team continue to provide over 250 children with packages of care. These range from a small number of children receiving 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, through small activity budgets. These are often provided using Self Directed Support (SDS) options, including Direct Payments. These can give the control back to families in how their direct payment can be spent to achieve agreed outcomes for their child or young person. Edge of Care Service - Our new Edge of Care Service is in development. The aim of the service is to provide creative and flexible to support to children and their families at times of crisis and to avoid children becoming care experienced. The service will also offer support to foster and kinship carers and adopters when there is a risk of placement breakdown and will support young people who are in external residential care to return to Midlothian. Child Protection and Looked After away from home population - The number of children on the Child Protection Register for Q2 is 49 and the number of Looked After and Accommodated Children for Q2 is 202. The number of children on the child protection register has slightly increased over Q2, however, this reflects the registration of two large sibling groups and is not considered a significant shift in trends around registration thresholds or similar. The number of looked after children remains relatively stable. It is significant to note that the majority of our looked after and accommodated children are remaining with family and being placed in Kinship care, continuing our commitment to the Promise. In addition the population of children needing residential care is changing profile with increased need for young children and those with complex additional needs. This is leading to an increased reliance on external residential placements which in general are more expensive and have less positive outcomes for our young people. Significant planning is underway to consider how we invest in building local capacity and resources. Active Schools Midlothian - This year’s summer holiday programme was well attended generating income and resulted in a good base to build on for future years. The programme attracted 1,320 children and offered 13 different activities across Sport and Leisure facilities including swimming lessons, dancing and football. The Education Service Improvement Plan is informed by service evaluations and links to the outcomes determined by the Getting it Right for Every Midlothian Child Board. Q2 covers the start of the of the academic session in 2025/26, education services and schools were focused on raising attainment through four key areas - Learning, teaching, assessment & curriculum; Attendance & engagement; Relationships, wellbeing & care and Inclusion, equity & targeted supports and risks. The plethora of achievements for 2024/25 are summarised in the annual Standards & quality report which was approved at Council on 9 September 2025. Throughout 2025/26 education services, schools and settings are focused on a single priority 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 two main workstreams: 1. Inclusive Learning, teaching, assessment and curriculum (iLTAC) 2. Wellbeing, Support and Partnerships (WSPs) Aligned to the Service Plan, key achievements for workstream 1 include: Page 210 of 234
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• Our Professional Learning website (Google site available to Midlothian Google account holders only) has been redesigned and relaunched to make it easier to access training by specific job role as well as by topic. A major focus is further development of leadership in our schools. • Almost all schools have engaged with Inclusive Learning, Teaching & Assessment self- evaluation resources and identified next steps for improvement. • The raising attainment team continues to work alongside teachers and school leaders to improve inclusive learning, teaching and assessment in our Improvement category schools. The team’s work was highlighted positively in recent school inspections. • Dyslexia guidance along with a Professional Learning offer is currently being rolled out with school staff and parent councils. • Six secondary schools are engaging with an AI research product to explore how this technology can reduce workload for leadership teams and streamline school improvement work. • In August 2025, 107 staff engaged with annual digital safeguarding training, representing 100% of Midlothian’s schools. • Pilot ASG BGE projects are established and progress being reviewed with ASG leads, including introduction to industry partners to support co-creation of curriculum pathways. Aligned to the Service Plan, key achievements for workstream 2 include: • Pupil Leadership Conferences took place for primary and secondary learners in September to launch the new pupil voice structure with plans set out for engagement across the year. • All schools have completed the self-delivery in-service setting out the new Relationships for Learning policy for Midlothian, highlighting the key principles and practices set out in the policy. • Data sets for tracking and monitoring of attendance now include data on cumulative percentages of children and young people across attendance bands and show links to attainment. This data informs monthly SLT meetings and QI activity. • A mapping process is being completed in relation to supports for families with children who are, or are thought to be neurodivergent. A wider engagement phase is being designed to co-design with families how we increase access, availability and impact of supports. Midlothian will Support Residents to Improve Employability and Outcomes in our Communities - Achievements The vision for this is to reduce the gaps in learning, economic circumstances and poverty. The new CLD Partnership Plan 2024 to 2027 aims to build skills for learning life and work through youth work, adult learning, community development and employability in Midlothian. The No One Left Behind plan 2022-25 is aimed at addressing the needs of Midlothian residents seeking employability supports. In Quarter 2 1,779 people engaged with CLLE services across 258 opportunities. 302 home visits were carried out to help young people engage with our services and support those not in a positive destination. 155 people accessing our services live in SIMD 20% and 727 in SIMD 40%. In addition, 23 community groups have received support and advice from CLLE about governance and funding. Securing qualifications is key to our support of young people and adults to make changes and progress and we supported local people to secure 960 qualifications. In Q2 the No One Left Behind (NOLB) All Age Employability team have continued to provide support to 281 people, with 47 new starts this quarter. The team has continued to support 236 existing parents on our caseloads from the year 24-25 and a further 58 new parents started in quarter 2. Page 211 of 234
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Youth Work – Q2 761 young people accessed CLLE services over 113 different opportunities, 38 from SIMD 20% and 206 from 40% SIMD. 48 received one to one youth work support/positive destinations support. In Quarter 2 85 adult learning opportunities were offered across community based and paid for adult learning programmes. 57 local people enrolled in the paid for adult learning programme which is offering a variety of courses. Overall, 147 adults from 40% SIMD have taken part in adult learning programmes. Q2 saw the start of a new qualification for CLLE, with us being able to offer a PDA in Sociology and Psychology. Over the summer of 2025 we offered a broad range of family learning activities and saw a very positive response. Overall, 57 families engaged in the programme with 146 children participating and learning alongside parents and carers. In addition to the summer programme, we have continued the family learning offer into September 2025 with 15 families attending family cooking and lego movie making sessions. Library services continue to transform and thrive in responding to the needs of our communities. Figures for the quarter show: • library visits continue to grow with a 6% increase in total visits (both physical and virtual) compared to the same period last year and a 13% increase compared to quarter 1 2023/24. • 142,020 physical library visits were made. • 49,914 virtual library visits were made; a 15% increase compared to this period last year. • Library memberships also continue to grow, with 39,330 total memberships up to the end of quarter 2. This represents an 8% increase compared to the same period last year. • 700 young people (under 16’s) joined our library membership this quarter representing a 30% increase compared to those that joined at the same period last year. • 1,565 events, clubs, activities and workshops were held across libraries. • 1,045 children joined the Challenge this Summer, an 8% increase from last year, with 23,166 junior items being issued during the period of the challenge. . Midlothian Libraries have been certified for the second year running by Communication Access UK, a national charity that works to improve the lives of people with communication difficulties. The Communication Access Symbol, displayed at reception areas in all libraries, signals to customers that they can access services with confidence that their needs will be understood. A new visually impaired support group was launched in Newbattle Library. The group is designed to be a warm and friendly space for people to come together for company, chat, tea and cake. Midlothian will be Greener- Achievements Midlothian Council is firmly committed to tackling climate change and working towards a net zero future in line with Scottish Government targets. This commitment covers not only the Council’s own operations, but also as its role in leading, supporting, and partnering with the wider community to reduce greenhouse gas emissions and prepare for the impacts of a changing climate. To ensure our approach remains ambitious and effective, we are currently updating our Climate Change Strategy and its supporting action plan. This refreshed framework will guide the Council and our local authority partners in their shared mission to reach net zero, building a greener, more sustainable, and more resilient Midlothian for future. Page 212 of 234
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Economic Development continues to promote the Midlothian Business Green Pledge on social media and in direct conversations with clients to increase education and awareness of climate change and suggest adaptations. The number of businesses signing up to the Pledge continues to rise each quarter with a total of 201 businesses now committed, 9 of those signing up during quarter 2. Fleet replacement: as part of our ongoing Fleet replacement programme, we have continued to modernise and decarbonise our vehicle fleet. So far this year, 13 large vans, 3 electric medium sized vans, 13 electric small vans as well a new arboriculture vehicle was added to our operations. The introduction of 16 additional electric vehicles represents a significant step forward in reducing our environmental impact. In total, 14% of the council’s fleet now consists of electric vehicles, directly supporting our commitment to achieving net carbon zero emissions The Greenspace Team have continued to work with our brilliant volunteers across Midlothian, supporting volunteer groups who help manage our countryside sites. Up to and including this quarter, 2,605 volunteer hours (434 days) were spent in countryside sites. This is a reduction in volunteer hours compared to the same period last year of 3,342 which is largely due to staff availability. Midlothian will have a Wellbeing Economy and be Better Connected – Achievements Work continues on the delivery of the Councils Economic Strategy for Inclusive Economic Growth 2025-2030 with supporting delivery plans from 2025-27, setting out how we achieve the objects within the strategy, being shared with Council this quarter. 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 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 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. 65 ‘Planning to Start’ enquiries were received in quarter 2 which is a decrease of 25% compared to the same period last year, 8 ‘Strengthen Your Business’ enquires were also Page 213 of 234
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received this quarter. The total number of new Business start-ups this quarter was 22, creating a total of 24 jobs and an estimated contribution of £710,000 to the Midlothian economy in their first year of trading. Our Locate in Midlothian Business Directory was launched on 1st December 2023 and at the end of this quarter has a total of 159 businesses listed on the directory, 12 of these were added as listings in quarter 2. 95 of the businesses on the directory have also registered to support Midlothian Schools to provide work experience, talks and opportunities for learning to pupils. Locate in Midlothian received 8,069 website visits and 16,593 page views during quarter 2, an increase of 36% and 15%, respectively, compared to the previous quarter. Our social media channels target different audiences, and each is performing well in terms of audience growth and interaction with 2,422 ‘Business Gateway Midlothian’ followers and 2,089 ‘Locate in Midlothian’ followers across Facebook and LinkedIn and Instagram. Tourism, Culture and Heritage - Work continues this quarter on the Midlothian Tourism Strategy which is now at the final draft and design stage and on track for publication in quarter 3. Planning application performance: the average timescale to determine local development planning applications continues to remain on target this quarter at 10 weeks, which remains consistent with the same period last year of 10 weeks. The average timescale to determine major development planning applications is slightly off target this quarter at 55 weeks. 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 draft Strategic Housing Investment Plan (2026-27 to 30-31) was finalised this quarter for Council approval in quarter 3. The plan includes 643 homes for Midlothian Council to deliver or seek approval for grant funding in next 5 years. 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 1134, comprising of 489 from phase 2 budget and 645 from phase 3 and 4 budgets. Overall the SHIP would require a total of £127.178 million of Scottish Government grant funding to deliver the identified units, significantly more than its projected funding. There were 6,427 active housing applicants placed on the Common Housing Register at the end of this quarter, a slight decrease compared to the same period last year of 6,564. 98 lets have been made this quarter, averaging 32 lets per month. However, a total of 261 lets were made during quarters 1 and 2 this year compared to a total of 365 during quarters 1 and 2 of last year. 57.1% of lets were made to homeless list applicants and 42.9% to general needs list applicants. 15 lets were made to new builds and 3 to open market purchases during quarter 2. Re-let times to permanent accommodation properties reduced to 42 days to re-let this quarter compared to 54 at the end of quarter 1. Homelessness There continues to be a significant demand placed on homeless and temporary accommodation services as a result of a rise in the number of people presenting as homeless which is driven largely by the cost of living crisis and lack of affordable housing. The Page 214 of 234
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total number of households in temporary accommodation at the end of quarter 2 was 350, a decrease of 16% compared to the same period last year of 406. The number of temporary accommodation households that have been flipped to permanent accommodation this quarter was 24. Tenants sustaining permanent accommodation continues to be high this quarter with 9.7% of homeless applicants sustaining a permanent tenancy after 1 year. The percentage of Secondary School meal uptake this quarter was 36.6% which is a decrease from 40.5% compared to the same period last year. The percentage of Primary School meal uptake for this quarter is 57.07% and increased compared to a 54.02% uptake in quarter 1 2024/25. Primary school meal uptake continues to sit well above the Scottish Government average of 50.08%. The percentage of school meal food waste continues to remain low this quarter at 3.82% from 4.35% during quarter 2 2024/25. Scottish Welfare Fund (SWF) - 65.39% of our total Scottish Welfare Fund (SWF) budget was allocated up to quarter 2. This quarter 1,737 Crisis Grants and 236 Community Care Grants were received. Requests for crisis funding continue to remain consistently high with a 4% increase in applications received over quarters 1 and 2 compared to the same periods last year and demonstrates the continued significant financial challenges faced by our communities. 2,061 customers received help and support via Housing Benefits this quarter with a gradual reduction each quarter from 2,896 during quarter 2 of last year. The percentage of current housing rent arrears sits at 14.13% at the end of quarter 2 and is consistent with figures from the same period last year at 14.01%. In year Council Tax collected year to date is 51.2%, showing a similar rate of collection compared to the same time last year of 52.5%. Income Maximisation - As part of our effort to reduce child poverty Children’s Services fund three income maximisation projects. These projects support families engaged with our services including Hawthorn Family Learning centre, the Family Wellbeing Service and those involved in child protection processes. The three projects continue to support families to access their entitled benefits, grants and reduce debts. Over Q2 the projects collectively generated £139,776.24 income for 48 families. Challenges and Risks Midlothian Council continues to face a challenging environment, with financial, demographic, and economic pressures shaping how services are delivered and funded. Financial constraints: rising service delivery costs and uncertainty over future funding from the Scottish Government are placing significant strain on the council’s budget. Cost and income projections for future years are embedded in the Council’s Medium Term Financial Strategy which is supported by the Transformation Blueprint containing a range of transformation themes to drive towards a position of financial sustainability. Officers continue to work closely with the Business Transformation Steering Group to respond to the challenges. Economic pressures: the ongoing cost of living crisis is affecting residents and businesses, increasing the need for council funded support. Inflationary pressures on goods, services, and energy are also significantly increasing the cost of delivering council services. 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 215 of 234
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Growing service demands: Midlothian’s sustained population growth and ageing demographic continues to drive an increase in demand for education, social care, housing and transport infrastructure. The 2022 Census results highlight that Midlothian remains the fastest growing local authority in Scotland with an increase of 16.1%. The 2011 census data lists Midlothian as having a population of 83,187 which has risen to 96,600 in the 2022 census data. The level of growth is 2.3% higher than our previous calculation and is now 13.4% higher than the Scottish average of 2.7%. In terms of households, Midlothian saw the highest percentage increase at 17.2% since the 2011 census. Population density in Midlothian is 273.1 residents per square kilometre compared to the Scottish average of 69.8. This growth creates the opportunity to meet the housing need with 25% of new homes being built in the affordable housing bracket, in addition to the expansion in Council house building. This construction will directly support employment and will see a steady increase in the value of Council Tax income received over time. Capital 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. 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 continues, with an Estates & Asset Management 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. 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. The Council’s Strategic Risk Profile is reviewed on a retrospective basis and presented to Audit Committee on a quarterly basis. This process provides regular oversight of the most significant threats to the Council’s objectives and operations. At present, the highest priority risks identified relate to financial sustainability, climate change and the successful delivery of the Council’s transformations programme. Page 216 of 234
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Pentana Performance Dashboard – Q2 25/26 Page 217 of 234
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Balanced Scorecard Indicators Half Year Report 2025/26 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 218 of 234
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Single Midlothian Plan - Priorities 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 219 of 234
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Customer Perspective - Midlothian will be Healthier 1. Midlothian will be Healthier Performance Indicator 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Value Value Value Target Status Value Target Status Health and Social Care specific LearnPro modules working / accessible that relate to registered professional practice. 100% 100% 100% 100% 100% 100% All Health and Social Care specific LearnPro modules with up to date content that relate to registered professional practice. Yes Yes Yes Yes Yes Yes Total amount of additional income generated for individuals through welfare rights service. £4,463,00 0.46 £968,246. 52 Data Only - £1,142,62 4.54 Data Only 6 week reviews completed within 10 weeks of admission to a care home from bed based resource e.g. RIE/Acute, MCH or Highbank N/A - 100% 90% Tasks completed by CCA’s that facilitate discharge to be completed within 2 weeks from allocation e.g. house clean, housing applications, etc N/A - 65% 80% Number of Telecare referrals allocated within timescale (3 days) N/A - 99.83% 90% Percentage of clients referred for telecare have equipment installed within timescales (1 week) N/A - 50.69% 90% Care Inspectorate Grades Good or Above (4, 5, 6) - Highbank Intermediate Care Home Annual Measure - Care Inspectorate Grades Good or Above (4, 5, 6) - Newbyres Care Home Annual Measure - Care Inspectorate Grades Good or Above (4, 5, 6) - Cowan Court Annual Measure - Care Inspectorate Grades Good or Above (4, 5, 6) Annual Measure - Commissioned Services Care Inspectorate Grades Good or Above (4,5,6) Annual Measure - Number of assessment / reviews within 2 years of last assessment / review 93% 90% 94% 90% Performance against revenue budget £72.634m £71.205m N/A - Page 220 of 234
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Performance Indicator 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Value Value Value Target Status Value Target Status Average number of working days lost due to sickness absence (cumulative) 24.26 16.36 3.92 10.53 7.42 10.53 Number of completed Adult Carer Support plans by the HSCP (accumulative) 33 25 57 50 Number of completed Adult Carer Support plans by VOCAL (accumulative) 301 175 578 350 Achieve a response rate above 50% to the annual iMatter survey sent to all employees across health and social care. NEW 65% Half Yearly Measure 62% 50% Maintain or improve the iMatter Employment Engagement Index Score. NEW 78 Half Yearly Measure 78 78 Number of Midlothian Active Choices (MAC) attendees (quarterly) 5,688 6,431 2,209 Data Only 2,269 Data Only Number of new referrals after completion of Midlothian Active Choices (MAC) sessions (quarterly) 1,435 1,695 495 Data Only 486 Data Only Number of activities offered by Ageing Well to 50+ age groups (quarterly) 2,763 3,045 845 Data Only 846 Data Only Page 221 of 234
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Customer Perspective - Midlothian will be Safer 2. Midlothian will be Safer Performance Indicator 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Value Value Value Target Status Value Target Status % of people subject to a Community Payback Order and effectively participate. 92% 88% 88% Data Only 89% Data Only Page 222 of 234
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Customer Perspective - Midlothian will Get it Right for Every Child (GIRFEC) 3. Midlothian will Get it Right for Every Child (GIRFEC) Performance Indicator 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Value Value Value Target Status Value Target Status Number of referrals to the duty service (cumulative) 7,179 4,118 947 Data Only 836 Data Only Number of foster carers going through prep groups on a quarterly basis (cumulative) 10 14 4 Data Only 1 Data Only Number of new foster carers approved (cumulative) 1 12 3 Data Only 2 Data Only Number of foster carers de-registered quarterly (cumulative) 5 6 1 Data Only 4 Data Only Number of permanence LAAC Reviews happening quarterly (cumulative) 19 13 1 Data Only 0 Data Only Number of children matched in quarter – (average months from perm LAAC to matching panel) (cumulative) 1 5 0 Data Only 0 Data Only The number of children living in kinship care 69 82 76 Data Only 74 Data Only The number of children living in foster care 62 63 65 Data Only 63 Data Only Number of Midlothian children on the Child Protection Register 40 35 41 Data Only 49 Data Only Rate per 1,000 population of Midlothian children on the Child Protection Register in relation to the Scottish average (2.3) 2.2 1.8 2.2 Data Only 2.6 Data Only % of Child Protection plans which have integrated chronology 90% 80% 96% Data Only 61% Data Only Rate per 1,000 of Midlothian Looked After Children AT HOME in comparison with the Scottish average (2.6) 2.1 1.7 1.9 Data Only 1.7 Data Only Rate per 1,000 of Midlothian Looked After and Accommodated Children in comparison with the Scottish average (9.7) 7.4 9.3 9.4 Data Only 9.5 Data Only The number of looked after children and young people not in residential placed outwith Midlothian 9 9 9 Data Only 7 Data Only The number of looked after children and young people placed in Residential 2 2 9 Data Only 13 Data Only Page 223 of 234
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Performance Indicator 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Value Value Value Target Status Value Target Status School outwith Midlothian The number of young people who are allocated/engage with Through Care and After Care service 54 56 51 Data Only 51 Data Only Number of referrals to FWS 62 Data Only 48 Data Only Number of referrals that had been referred in previous 12 months 434 Data Only 399 Data Only Number of referrals from FWS to practice teams 2 Data Only 0 Data Only Number of referrals to EEI - Children in Conflict with the Law Data Only 28 Data Only % of Child’s plans shared with children 31% Data Only 36% Data Only Number of children Looked after at home 41 Data Only 37 Data Only Number of children who are Looked after away from home 163 Data Only 165 Data Only The number of children living in Midlothian Residential care 13 Data Only 10 Data Only Child Protection: % of Core Group meetings held within a 8 week period. 100% 95% 100% Data Only 100% Data Only Child Protection: % of Core Group meetings held within 15 days for Initial 86% 100% 69% Data Only 71% Data Only Page 224 of 234
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Customer Perspective - Midlothian will support residents to improve Employability and Outcomes in our Communities 4. Midlothian will support residents to improve Employability and Outcomes in our Communities Performance Indicator 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Value Value Value Target Status Value Target Status Improve Primary School attendance 93.42% 94.45% 93.95% 95% 94.63% 95% Improve Secondary School Attendance 87.14% 88.46% 88.01% 91.5% 88.84% 91.5% Reduce exclusions in Primary schools (Rate per 1,000) 7.59 5.6 8.11 15 1.48 3.75 Reduce exclusions in Secondary schools (Rate per 1,000) 18.27 31.77 38.5 15 6.71 15 % of those leaving school secure a positive destination 95.29% 95.27% Annual Measure - Number of local people engaged with CLL projects 5,023 1,995 1,500 3,446 3,000 Foundation Apprenticeships completed through CLL N/A N/A Data Only 86% Data Only The number of Community groups engaged with CLLE 48 24 14 37 28 Participants in the paid for adult learning program 375 109 125 175 250 Opportunities offered 510 251 125 401 250 Percentage of Midlothian Care Experienced school leavers progressing to positive destinations 100% 93.75% Annual Measure - Holistic Home Visits 1,187 221 138 523 275 Increase the number of CLLE learners from 20% SIMD most deprived 451 159 95 266 190 Increase the number of CLLE learners from 40% SIMD most deprived 2,271 850 500 1,375 1,000 Number of qualifications gained by CLLE learners 2,531 2,506 479 625 1,427 1,250 Page 225 of 234
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Customer Perspective - Midlothian will be Greener 5. Midlothian will be Greener Performance Indicator 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Value Value Value Target Status Value Target Status Percentage of Council fleet which is 'Green' (cumulative) 8.2% 8.2% 8.2% 12.5% 14% 12.5% Percentage of waste going to landfill per calendar year (quarterly) 12.8% N/A N/A 14.0% - N/A 14.0% - Percentage of the Council's housing stock meeting the 'Modern facilities & services' Scottish Housing Quality Standard criteria 98.4% 98.4% 98.4% 100% 98.4% 100% Corporate Indicator - Percentage of the Council's housing stock meeting the Scottish Housing Quality Standard criteria (LGBF) 60.1% 88.35% 90.67% 100% 95.6% 100% Percentage of total household waste that is recycled (LGBF) 46.9% N/A 54.0% - N/A 54.0% - Number of Businesses signed up to the Midlothian Business Green Pledge (quarterly) 108 179 13 Data Only 9 Data Only Number of volunteer hours in countryside sites (cumulative) 6,990 6,642 1,350 1,350 2,605 2,605 Number of parks and green space improvements complete (cumulative) 77 62 15 15 26 26 Percentage of household waste used to generate heat and electric (Energy from Waste) 42.1% N/A N/A Data Only N/A Data Only Draft a replacement Climate Change Strategy 25% 25% 50% 50% Page 226 of 234
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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 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Value Value Value Target Status Value Target Status Number of New Business Start Ups (LGBF) 103 131 26 Data Only 22 Data Only Number of 'Planning to Start' business enquiries/submissions (quarterly) 235 198 45 Data Only 65 Data Only Number of jobs created by New Business Start Up 147 171 31 Data Only 24 Data Only Contribution to Midlothian Economy in 1st year of trading by Start Up Business £5,790,00 0 £6,245,00 0 £1,016,20 0 Data Only £710,000 Data Only Prepare a MLDP2 proposed plan 25% 25% 50% 50% Draft a Local Transport Strategy 25% 25% 50% 50% Page 227 of 234
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Customer Perspective - Midlothian will work towards reducing Poverty 7. Midlothian will work towards reducing Poverty Performance Indicator 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Value Value Value Target Status Value Target Status Number of Scottish welfare fund crisis grant applications awarded (cumulative) 3,352 3,840 976 Data Only 1,884 Data Only Number of customers receiving help/support via housing benefits (quarterly) 11,721 11,175 2,246 Data Only 2,061 Data Only The proportion of Scottish Welfare Fund Budget Spent (LGBF) 138% 34.6% Data Only 65.39% Data Only Length of time (weeks) homeless applicants wait until receiving a permanent housing outcome 63.8 N/A 60.94 85 50.73 85 Percentage of free school meal uptake (P1-P5) 70.59% 68.66% 65.91% 77.57% 70.58% 70.4% Page 228 of 234
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Financial Health Perspective Short Name 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Value Value Value Target Status Value Target Status Corporate Indicator - Primary Education - Cost per pupil (LGBF) £7,529.0 0 Annual Measure Corporate Indicator - Secondary Education - Cost per pupil (LGBF) £8,750.0 0 Annual Measure Corporate Indicator - Pre- Primary Education - Cost per pupil (LGBF) £9,840.0 0 Annual Measure Corporate Indicator - Central Support services as a % of Total Gross expenditure (LGBF) 5% Annual Measure Corporate Indicator - Cost of collecting council tax per dwelling (LGBF) £11.86 Annual Measure Corporate Indicator - Percentage of invoices sampled and paid within 30 days (LGBF) (quarterly) 92.6% 95.8% 95.0% 94.1% 95.0% Corporate Indicator - Net cost of waste collection per premise (annual) (LGBF) £89.10 Annual Measure Corporate Indicator - Net cost of waste disposal per premise (annual) (LGBF) £48.07 Annual Measure Corporate Indicator - Net cost of street cleaning per 1,000 population (LGBF) £9,648.0 0 Annual Measure Corporate Indicator - Cost of maintenance per kilometre of roads (LGBF) £9,434.0 0 Annual Measure Corporate Indicator - Cost of Trading Standards, Money Advice & Citizen Advice per 1000 population (LGBF) £6,157.0 0 Annual Measure Corporate Indicator - Cost of environmental health per 1,000 population. (LGBF) £11,144. 00 Annual Measure Total useable reserves as a % of council annual budgeted revenue (LGBF) 36.6% Annual Measure Uncommitted General Fund Balance as a % of council annual budgeted net revenue (LGBF) 2.4% Annual Measure Ratio of Financing Costs to Net Revenue Stream - General Fund (LGBF) 0.6% Annual Measure Ratio of Financing Costs to Net Revenue Stream - Housing Revenue Account (LGBF) 40.2% Annual Measure Actual outturn as a percentage of budgeted expenditure (LGBF) 100% Annual Measure Corporate Indicator - Older Persons Home Care Costs per Hour (Over 65) (LGBF) £37.91 Annual Measure Page 229 of 234
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Short Name 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Value Value Value Target Status Value Target Status Corporate Indicator - The Net Cost of Residential Care Services per Older Adult (+65) per Week (LGBF) £868.00 Annual Measure Page 230 of 234
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Learning and Growth Perspective Short Name 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Value Value Value Target Status Value Target Status Percentage of staff turnover (including teachers) (quarterly) 9.2% 8.6% 1.78% 2.91% Corporate Indicator - The Percentage of council employees in top 5% of earners that are women (LGBF) 58.9% N/A Annual Measure - Corporate Indicator - The gender pay gap between average hourly rate of pay for male and female - all council employees (LGBF) 2.7% 2.29% 1.76% 1.33% Corporate Indicator - Sickness Absence Days per Employee (All employees) 11.71 10.91 2.76 4.86 Corporate Indicator - Teachers Sickness Absence Days (LGBF) 6.44 days 6.67 days 1.20 days 2.03 days Corporate Indicator - Local Government Employees (except teachers) sickness absence days (LGBF) 13.79 days 12.56 days 3.38 days 5.99 days Page 231 of 234
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Internal Processes Perspective Short Name 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Value Value Value Target Status Value Target Status % of internal/external audit actions progressing on target. 97.16% 85.81% 85% - 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) 59.3% Annual Measure Corporate Indicator - Percentage of adults satisfied with parks and open spaces (LGBF) 84.7% Annual Measure Corporate Indicator - Percentage of adults satisfied with leisure facilities (LGBF) 65% Annual Measure Corporate Indicator - Percentage of Adults satisfied with local schools (LGBF) 69.3% Annual Measure Corporate Indicator - Percentage of Adults satisfied with refuse collection (LGBF) 88.3% Annual Measure Corporate Indicator - Percentage of adults satisfied with street cleaning (LGBF) 62% Annual Measure Number of complaints received (quarterly) 1,750 1,308 327 390 Percentage of complaints at stage 1 complete within 5 working days 83.4% 78.33% 86.5% 95% 87.31% 95% Percentage of complaints at stage 2 complete within 20 working days 58.67% 90.24% 73.08% 95% 70.59% 95% Page 232 of 234
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