Agenda Document Pack - Performance, Review and Scrutiny Committee - 24/03/2026
Midlothian Council · 24 March 2026
Back to Performance, Review and Scrutiny Committee — 24 March 2026 and its agenda
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Notice of Meeting and Agenda Performance, Review and Scrutiny Committee Venue: Normandy Court/ Hybrid, Normandy Court, Normandy Drive, Dalkeith, EH22 1GJ Date: Tuesday, 24 March 2026 Time: 11:00 Executive Director : Place Contact: Clerk Name: Democratic Services Clerk Telephone: Clerk Email: democratic.services@midlothian.gov.uk Further Information: This is a meeting which is open to members of the public. Privacy notice: Please note that this meeting may be recorded. The recording may be publicly available following the meeting. If you would like to know how Midlothian Council collects, uses and shares your personal information, please visit our website: www.midlothian.gov.uk Page 1 of 244
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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 on 3 February 2026 submitted for approval 3 - 8 4.2 Action Log 9 - 16 5 Public Reports 5.1 Inspection of Rosewell Primary School, report by Chief Education Officer 17 - 26 5.2 Education Performance Report Quarter Three 2025/26, report by Chief Education Officer 27 - 50 5.3 Children’s Services, Partnerships and Communities Performance Report Quarter Three 2025/26, report by Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer 51 - 66 5.4 Adult Social Care Services Performance Report Quarter Three 2025/26, report by Head of Adult Services & Chief Social Work Officer 67 - 114 5.5 Place Performance Report Quarter Three 2025/26, report by Executive Director Place 115 - 158 5.6 Corporate Solutions Performance Report Quarter Three 2025/26, report by Chief Officer Corporate Solutions 159 - 204 5.7 Midlothian Council Performance Report Quarter Three 2025/26, report by Chief Executive 205 - 222 5.8 Care Inspectorate Report – Inspection of Newbyres Village Care Home, report by Head of Adult Services & Chief Social Work Officer 223 - 242 Page 2 of 244
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6 Private Reports No items for discussion 7 Date of Next Meeting The next meeting will be held on Tuesday 5 May 2026. Page 3 of 244
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1-1 Minute of Meeting Performance Review and Scrutiny Committee Tuesday 24 March 2026 Item No 4.1 No 4.1 Performance Review and Scrutiny Committee Date Time Venue Tuesday 3 February 2026 11:00am Normandy Court/MS Teams Present: Councillor Milligan (Chair) Councillor Bowen Councillor Curran Councillor Drummond (Virtual) Councillor McCall (Virtual) Councillor McEwan Councillor Pottinger (Virtual) Councillor Russell Councillor Smaill Councillor Virgo (Virtual) Councillor Winchester (Virtual) In attendance: Councillor Alexander (Virtual) Councillor McKenzie (Virtual) Councillor Parry (Virtual) Dr Grace Vickers, Chief Executive Kevin Anderson, Executive Director Place Derek Oliver, Executive Director Children, Young People and Partnerships (Acting) Saty Kaur, Chief Officer Corporate Solutions Nick Clater, Head of Adult Services & Chief Social Work Officer Michelle Strong, Chief Education 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 Page 5 of 244
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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 Imrie. 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 the PRS Committee held on the 9 December 2025 was submitted and unanimously 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. The following updates were provided on the open actions. Action 1 – The Resettlement Board was established in February 2025. The Board meets every quarter, and a new Resettlement Manager will be starting at the end of February 2026. This action is recommended for closure. Actions 2 & 7 – The Head of Adult Services & Chief Social Work Officer confirmed that both actions are connected. The information still needs to be verified, and the most recent inspection will be presented to the PRS Committee at the next meeting which will include information on the nursing in Newbyres. Proposals will be made to the Midlothian Integration Joint Board (MIJB) in the next month detailing the wider issues around bed base. Nursing cover remains challenging within Newbyres and this relates to wider issues such as Community Nursing, District Nursing and Care Home Support. Action 10 & 11 – The Executive Director Children, Young People and Partnerships (Acting) confirmed that these actions are linked and that work is ongoing. A report will be presented at the end of Quarter 4. The Executive Director Children, Young People and Partnerships (Acting) confirmed that there is no change to glass collections, however there have been service interruptions due to resourcing. The Executive Director Children, Young People and Partnerships (Acting) proposed to close Action 11 as the use of bins has been addressed in communications relating to twin streaming. Letters have been issued to all households regarding the use of bins and the new frequency of collection dates. This information is also available on the Midlothian Council website. The Committee suggested there is a campaign to highlight the information on the Midlothian Council website that will help the public with any questions they may have. Page 6 of 244
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Action 14 – The Committee noted this action is recommended for closure and thanked Helen Fleming the Communities, Lifelong Learning and Employability (CLLE) Officer who facilitated the meeting and visit to the facility. These were very informative and the Committee was delighted to see the work that has been done there. Action 16 - The Executive Director Children, Young People and Partnerships (Acting) advised that this will be progressed imminently. A copy of the letter will be provided at the next meeting of PRS. Action 17 – The Executive Director Children, Young People and Partnerships (Acting) advised that they have been visiting schools and engaging with the Headteachers regarding mobile phone usage. A report will be submitted to the next meeting of the PRS Committee detailing the mobile phone policies across Midlothian Schools. Action 18 – The Chief Executive confirmed that they wrote to National Health Service (NHS) Lothian on the 18 December 2025 and received an acknowledgment. When a full response is received this will be circulated to PRS Members. Action 19 - The Executive Director Children, Young People and Partnerships (Acting) advised that they can provide information on why flip tenancies are now excluded in writing for inclusion on the action log. Action 20 - The Executive Director Children, Young People and Partnerships (Acting) confirmed that the statistics will be provided at the next meeting of the PRS Committee. The Committee queried whether it is recommended that parents and carers pursue private assessments due to the length of time it takes to receive a Child and Adolescent Mental Health Services (CAMHS) diagnosis. The Committee asked for clarification on whether a private diagnosis is recognised by the NHS. The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer advised that CAMHS has not confirmed whether they would consider a private diagnosis and that they would confirm the Service's position on this matter and the rationale behind it. Following the discussion on the Action Log, the Chair confirmed that any actions recommended for closure can be removed from the log. Ay updates on outstanding actions should be updated appropriately and actions with “TBC” should have and expected completion date added. Page 7 of 244
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5. Reports Agenda No. Report Title Presented by: 5.1 Inspection of St David’s RC Primary School and Nursery Chief Education Officer Outline of report and summary of discussion The Chief Education Officer presented the report that outlines the outcome of the Education Scotland inspection of St David’s RC Primary School and Nursery Class. The nursery class was inspected as part of Education Scotland’s pilot inspection phase using the Quality Improvement Framework for the early learning and childcare sectors. Performance, Review and Scrutiny Committee is asked to: (i) Note the content of the 16 December 2025 inspection report. (ii) Congratulate the Headteacher, pupils, parents and staff connected with St David’s RC Primary School and Nursery on the key strengths highlighted in the report. The Chair thanked the Chief Education Officer for the report and invited comments or questions. Councillor Smail requested that his personal congratulations are passed to the Headteacher as Ward Councillor for the school catchment. The Committee noted the report and passed their congratulations to the Headteacher, pupils, parents and staff on outcome of the inspection. Decision Performance Review and Scrutiny Committee noted the report and the recommendations. Agenda No. Report Title Presented by: 5.2 Inspection of Midlothian Council’s Fostering, Adoption and Adult Placement Services Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer Outline of report and summary of discussion The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer presented the report summarising the findings and grades of the most recent inspection of Midlothian Council’s Fostering, Adoption and Adult Placement services. The Care Inspectorate reports are published on their website and are available to the public. Performance, Review and Scrutiny Committee is recommended to note: Page 8 of 244
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(i) the outcome and grading of the short notice announced inspection for Midlothian Council Fostering, Adoption and Adult Support which took place between 25th August 2025 and 16th September 2025; and (ii) a further report providing an update and assurance will be presented to Cabinet on 19th May. The Chair thanked the Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer for the report and invited comments and questions. The Chair noted that the report outcome is disappointing, however emphasised that this does not reflect the service that is provided. The ongoing shortage of qualified staff was highlighted, however the Committee noted that staff retention has improved and this is reflected in the improvement levels in the report. The Committee agreed with the Chair’s comments regarding the level of service being greater than the outcome of the inspection report suggests. The Committee added the that the report does not include the award-winning projects such as Midlothian’s House Project. The Committee expected this to have been includedin the report. The Committee noted that they would have expected a planned inspection to result in a better grading. The Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer clarified that a planned inspection is still relatively short notice with only 2-week’s advance notice provided. Decision Performance Review and Scrutiny Committee noted the outcome and recommendations of the report Agenda No. Report Title Presented by: 5.3 Food Standards Scotland: Food Law Enforcement Actions Audit 2025-26 Executive Director Children, Young People and Partnerships (Acting) Outline of report and summary of discussion The Executive Director Children, Young People and Partnerships (Acting) presented the report the purpose of which is to bring to the attention of Performance, Review and Scrutiny Committee the findings of the Food Standards Scotland: Food Law Enforcement Actions Audit of Midlothian Council’s Food Service carried out between June and August 2025. It is recommended that the Performance, Review and Scrutiny Committee note: Page 9 of 244
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(i) Midlothian Council’s Environmental Health Service was subject of a statutory Audit of Food Law Enforcement by Food Standards Scotland (FSS) between 19 June - 6 August 2025. In the Presentation of Audit Findings, the Auditors concluded that whilst recognising the significant staffing resource issues, which is being experienced nationally, the service was performing well in fulfilling its enforcement roles and responsibilities. (ii) the Audit report is published on the FSS website. (iii) the exemplary work of the Environmental Health Service to enable the Authority to achieve a positive outcome to the Food Law Enforcement Actions Audit 2025. The Chair thanked the Executive Director Children, Young People and Partnerships (Acting) for the report and invited comments and questions. The Committee noted the report and congratulated the Environmental Health Service Team on their work to achieve the positive outcome of the report. 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 24 March 2026 at 11:00am. The meeting terminated at 11:38am. Page 10 of 244
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PRS Committee Action Log Performance, Review and Scrutiny Committee Tuesday 24 March 2026 Item No 4.2 Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 1 25/03/2025 10/06/2025 5.10 Newbyres Care Home Inspection by Care Inspectorate 5.5 Adult Social Care Services Performance Report Quarter Four 2024/25 Review staffing algorithm and impact of previous decision to put an additional £500k into Newbyres Care Home for additional nursing staff. Provide information on previously agreed funding of 6 nurses from Council. Head of Adult Services and Chief Social Work Officer Complete Recommended for Closure As agreed at the meeting on 3 February 2026, actions 2 and 7 are linked. These have been combined under action 2 and action 7 is Recommended for Closure. 2 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 Complete Recommended for Closure 12 rooms are currently closed to admission due to 1st Street closing, making the maximum occupancy 48. The number of Newbyres residents have been retrospectively extracted for the last day of the quarter. Q1: 45 residents Page 11 of 244
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Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments Of the 3 ‘vacant’ rooms, 1 was reserved for adaptations required. The other 2 rooms had been allocated to 2 patients from MCH – they were offered the rooms on 25/06 and accepted then but did not move until 01/07 Q2: 47 residents The vacant room was reserved for adaptations required. 3 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 Complete Recommended for Closure As agreed at the meeting on 3 February 2026, actions 2 and 7 are linked. These have been combined under action 2 and action 7 is Recommended for Closure. 4 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 Complete Recommended for Closure The average monthly median length of stay for Adult Mental Health is 33.3 days for the past 12 months. Page 12 of 244
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Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 5 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 End of Quarter 4 It is anticipated that analysis on this for 2025/26 will be provided at the end of Q4 as part of Performance Reporting. 6 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. Executive Director Children, Young People and Partnerships (Acting) End of Quarter 4 Work is on-going through Business Transformation on waste services, a report will be presented at the end of Quarter 4. 7 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. Executive Director Children, Young People and Partnerships (Acting) Complete Recommended for Closure The use of bins been addressed to communications, letters have been issued to all households regarding the use bins and the new frequency of collection dates. This information is also available on the Midlothian Council website. 8 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 Complete Recommended for Closure MELDAP funded services have been distributing Nyxoid (Nasal Naloxone) for a number of years in Midlothian. The uptake in 2023/24 was approximately 92 separate kits and in 2024/25 175. In 2025/26 we are still Page 13 of 244
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Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments awaiting the number of kits issued out of the 117 held in stocks. Given the issues within the illegal supply chain and potential synthetic opioids within substances (Nitazenes), we have been advocating that double supplies are given out. This can be any combination of nasal and needle versions. Anyone over 16 years can be trained in and carry Naloxone. MELDAP partners within MELD or the NHS Substance Use Services, can train in the use of and issue Naloxone. 9 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. Executive Director Children, Young People and Partnerships (Acting) 24 March 2026 Provide PRS with a copy of the letter to MSP Colin Beattie. 10 9/12/2025 5.2 Q2 Education Performance Report 2025/26, report by Chief Education Officer Provide information on the policies and procedures in Midlothian Schools regarding mobile phones. Executive Director Children, Young People and Partnerships (Acting) 24 March 2026 Collated report to show how this looks across Midlothian regarding mobile phone usage. Page 14 of 244
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Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 11 9/12/2025 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 Write to Lothian Health regarding the extensive impact the waiting list of CAMHS is having on families and society. Chief Executive TBC Letter has been written to the National Health Service Lothian on the 18 December 2025; an acknowledgment has been received and when a full response is received this will be circulated to members of PRS. 12 9/12/2025 5.5 Q2 Place Performance Report, report by Executive Director Children, Young People and Partnerships (Acting) The Executive Director Children, Young People and Partnerships (Acting) to explain why flip tenancies are now being excluded. Executive Director Children, Young People and Partnerships (Acting) Complete Recommended for Closure Written format; The Scottish Housing Regulator collects performance data from all Councils through the Annual Return on the Charter (ARC), which feeds into the Scottish Social Housing Charter. One of the key indicators is Indicator 26: ‘the average length of time taken to re-let properties’, calculated by dividing the number of calendar days properties were empty by the number of properties re-let. This is the same indicator we report Page 15 of 244
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Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments on as part of our quarterly performance reporting. In the new guidance for ARC, the SHR clearly sets out the definition of a re-let as: ‘it must be a property where a previous tenancy has ended, or the property has been repossessed and a new tenancy commenced’ (i.e. the property became empty and then let again). Advisory ARC guidance dated January 2025 by SHR explicitly excludes “temporary accommodation ‘flipped’ to a secure tenancy” from the calculation. In other words, the exclusion means that councils cannot boost their reported re-letting figures simply by converting temporary lets into permanent ones because in the Regulators terms that does not constitute a new re-let event. This change took effect from 1st of April 2025. Page 16 of 244
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Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 13 9/12/2025 5.5 Q2 Place Performance Report, report by Executive Director Children, Young People and Partnerships (Acting) Provide the statistics and data around the length of stays on the Council’s temporary emergency accommodation such as Jarnac Court. Executive Director Children, Young People and Partnerships (Acting) 24 March 2026 Provide the statistics at the next meeting of PRS. 14 3/2/2026 Action Log Seek clarification from the National Health Service on the acceptance on a private diagnosis of CAMHS. Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer Complete Recommended for Closure IJB was provided and update by Tracy Gillies Executive Medical Director NHS Lothian “NHS Lothian has recently changed the pathway for patients diagnosed in the private sector. Anyone now diagnosed privately in the UK must be fully reassessed by NHS services before they can receive specialist monitoring from their teams. This change has been necessary to ensure patient safety, give the variable quality of private assessment however it has added to the number of people waiting for assessment as previously some were seen in NHS monitoring clinics without having a full reassessment”. Page 17 of 244
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Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 15 3/02/2026 Action Log Officers to provide expected completion dates on actions that have “TBC” All Officers 24 March 2026 Page 18 of 244
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Performance, Review and Scrutiny Committee Tuesday 24 March 2026 Item No 5.1 Inspection of Rosewell Primary School Report by Michelle Strong, Chief Education Officer Report for Information 1 Recommendations Performance, Review and Scrutiny Committee is asked to: (i) Note the content of the 3rd February 2026 inspection report. (ii) Congratulate the headteacher pupils, parents and staff connected with Rosewell Primary School on the key strengths highlighted in the report. 2 Purpose of Report/Executive Summary The report outlines the outcome of the Education Scotland inspection of Rosewell Primary School. Date: 03/02/26 Report Contact: Report Contact: Colin McLean, Quality Improvement Manager Professional Learning and Digital Inclusion & Learning Colin.McLean@midlothian.gov.uk Page 19 of 244
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3 Background/Main Body of Report 3.1 In December 2025, a team of inspectors from HMIE and the Care Inspectorate visited Rosewell Primary School and Nursery. The inspection findings were published on 3rd February 2026 in a report for the primary school and a report for the nursery. These reports highlight the strengths of the setting, as well as the aspects for improvement .The reports are attached in Appendix B and are available on Education Scotland’s website at Rosewell Primary School | Inspection Report | His Majesty’s Inspectorate of Education in Scotland 3.2 Education Scotland is responsible for inspecting education settings throughout Scotland. They do so using core quality indicators. School QI 1.3 Leadership of Change QI 2.3 Learning, teaching and assessment QI 3.1 Ensuring wellbeing, equality and inclusion QI 3.2 Raising attainment and achievement Nursery • Staff skills, knowledge, values and deployment • Learning, teaching and assessment • Nurturing, care and support • Children’s progress The inspection team awarded the following grades. School Leadership of change very good Learning, teaching and assessment very good Ensuring wellbeing, equality and inclusion very good Raising attainment and achievement good Nursery Staff skills, knowledge, values and deployment very good Learning, teaching and assessment good Nurturing, care and support good Children’s progress good 3.3 Strengths The inspection team found the following strengths. Primary School • Children are polite, well-mannered and kind and caring towards others. They are keen to share their experiences and are very proud of their school and community. • Staff are enthusiastic to lead change. They feel trusted and respected by senior leaders to improve learning experiences and outcomes for children. Page 20 of 244
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They are keen to learn more and make good use of research to help improve the school. • All staff have developed strong approaches to identifying and meeting the needs of children who require additional support in learning. As a result, children who need extra help make good progress. • Children experience high quality learning through play in the early stages. As a result, children are developing very well independence and creativity through play. • Staff have created a strong digital culture across the school. Children demonstrate growing independence and confidence in using digital technology to improve their learning. Nursery • Staff skills, knowledge and values were positively enhancing outcomes for children through strong, reflective practice and a committed and compassionate staff team. • Staff have high-quality interactions with children. They use effective questioning techniques to support meaningful learning. • Staff are kind, warm and nurturing to all children. They have developed positive relationships with children and their families. • Effective personal planning contained meaningful information and strategies of support. These were regularly reviewed which promoted positive outcomes for children. 3.4 Areas for Improvement The main areas for improvement suggested by the inspectors are: Primary School • Increase opportunities for children to learn about a range of different needs and cultures. A next step is to support all children to understand and value what makes us different and develop skills to tackle discrimination and intolerance. • Develop further systems to track and monitor information about children’s progress, attainment and wider achievements. Staff should continue to raise attainment further in literacy and numeracy. • Target the use of Pupil Equity Funds more closely to children who experience barriers to learning as a result of socio-economic circumstances. Staff should ensure the pace of closing the poverty-related attainment gap increases. • Staff should continue to raise attainment in literacy and numeracy, ensuring children are supported effectively to make the best possible progress. Nursery • The service should work towards making improvements around personal care and changing facilities to ensure children’s privacy and dignity is upheld and to reduce the risk of infection. Page 21 of 244
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3.5 Conclusion The inspectors concluded School “We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. Midlothian Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Nursery “We are confident that the ELC setting has the capacity to continue to improve and so we will make no more visits in connection with this inspection.” 3.6 Local Authority support Roswell Primary School is in the lowest risk category for Midlothian schools (the “Core School” category) The school continues to have a Link Officer from the Quality Improvement Team and can request support when required. The school continues to be part of a “Core School” Trio where the participating schools support each other’s improvement. The Link Officer and Headteacher will continue to monitor key school data and discuss any next steps that arise from this. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There will continue to be access to any requested or required additional support from Midlothian Council’s Education Service Quality Improvement team to ensure improvement continues. 4.2 Digital There are no Digital implications. 4.3 Risk Education Scotland’s team of Inspectors visit a sample of education settings every year to find out how they are performing. A report is published which informs parents about the key strengths of the setting and its capacity for further improvement. Following the publication of the report further visits may be made to the setting, by the Education Authority to assist improvement and monitor progress. Page 22 of 244
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Monitoring, review and evaluation of progress by central officers in the Education Team is the control measure in place to reduce the risk of failure of settings to demonstrate their capacity to improve. 4.4 Ensuring Equalities (if required a separate IIA must be completed) The School Improvement Plan will be screened for equalities implications. 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 23 of 244
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan • Getting it right for every Midlothian child • Improving opportunities in Midlothian A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Noted within. A.5 Involving Communities and Other Stakeholders A link to the published report has been made available to Elected Members, parents of children currently attending Newbattle High School and other interested parties. A.6 Impact on Performance and Outcomes The setting will continue to improve its work in line with the school improvement plan and central officers in the Education Team will continue to challenge and support the setting in relation to developing and implementing a range of quality improvement strategies. Page 24 of 244
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A.7 Adopting a Preventative Approach The Education (Scotland) Bill aims to take preventative action in order to close the attainment versus deprivation gap by implementing key policies and programmes which are designed to target support to children and young people from disadvantaged communities. Midlothian is highly committed to closing the poverty related attainment gap. A.8 Supporting Sustainable Development The School Improvement Plan allows for sustainable development and improvement. Page 25 of 244
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APPENDIX B Attached and also available at Rosewell Primary School | Inspection Report | His Majesty’s Inspectorate of Education in Scotland Page 26 of 244
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1 | Rosewell Primary School, Midlothian Council, 5545420 © Crown Copyright 3 February 2026 Dear Parent/Carer In December 2025, a team of HMIE Inspectors visited Rosewell Primary School and Nursery Class. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. The inspection team found the following strengths in the school’s work. • Children are polite, well-mannered and kind and caring towards others. They are keen to share their experiences and are very proud of their school and community. • Staff are enthusiastic to lead change. They feel trusted and respected by senior leaders to improve learning experiences and outcomes for children. They are keen to learn more and make good use of research to help improve the school. • All staff have developed strong approaches to identifying and meeting the needs of children who require additional support in learning. As a result, children who need extra help make good progress. • Children experience high quality learning through play in the early stages. As a result, children are developing very well independence and creativity through play. • Staff have created a strong digital culture across the school. Children demonstrate growing independence and confidence in using digital technology to improve their learning. The following areas for improvement were identified and discussed with the headteacher and a representative from Midlothian Council • Increase opportunities for children to learn about a range of different needs and cultures. A next step is to support all children to understand and value what makes us different and develop skills to tackle discrimination and intolerance. • Develop further systems to track and monitor information about children’s progress, attainment and wider achievements. Staff should continue to raise attainment further in literacy and numeracy. • Target the use of Pupil Equity Funds more closely to children who experience barriers to learning as a result of socio-economic circumstances. Staff should ensure the pace of closing the poverty-related attainment gap increases. Page 27 of 244
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2 | Rosewell Primary School, Midlothian Council, 5545420 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using four quality indicators from How good is our school (4th edition). Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are HMIE’s evaluations for Rosewell Primary School Quality indicators Evaluation Leadership of change very good Learning, teaching and assessment very good Ensuring wellbeing, equality and inclusion very good Raising attainment and achievement good Descriptions of the evaluations are available from: How good is our school (4th edition) Appendix 3: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the HMIE website at: Inspection reports | His Majesty’s Inspectorate of Education in Scotland What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. Midlothian Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Denise Penman HM Inspector On behalf of His Majesty’s Chief Inspector of Education in Scotland Page 28 of 244
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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 Q3 period in our schools and ELC settings continued to focus on raising attainment through four key areas - Learning, teaching, assessment & curriculum; Attendance & engagement; Relationships, wellbeing & care and Inclusion, equity & targeted supports and risks. Links to the Education Service Improvement Plan can be found here: Education Service Improvement Plan Summary & Education Service Improvement Plan 2025/26 Education Q3 25/26 Performance report Performance, Review and Scrutiny Committee Tuesday 24 March 2026 Item No 5.2 Page 29 of 244
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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 were published by the Scottish Government in December 2025. Further details about ACEL and senior phase attainment was reported to Council December 2025. 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 30 of 244
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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. 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 • Almost all (90%+) non-teacher staff continue rate our inservice day offer as meeting their needs. • We continue to offer a comprehensive professional learning menu to all staff. • Our redesigned Professional Learning website (Google site available to Midlothian Google account holders only) continues to be the “one stop shop” for the Education Service professional learning offer. • Findings from the QI 3.1 quality improvement visits to schools (August to January) will inform next steps in professional learning in wellbeing, equality & inclusion. • Dyslexia guidance along with a Professional Learning offer is currently being rolled out with school staff and parent councils. • All ASGs have a draft curriculum rationale and will work to finalise this by June 2026. Almost all schools are making progress with updating individual school curriculum rationales. Workstream 1: Inclusive Learning, Teaching, Assessment & Curriculum (iLTAC) Page 31 of 244
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Developing a Digitally Skilled Workforce • As of 30 August, 444 teachers are now engaging in a generative AI tool in education pilot, negotiated through the Equipped for Learning project. This is an increase of 71 teachers since 30 August 2025. • All school leaders in primary and 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. Initial feedback indicates significant gains in saving time and reducing bureaucracy. • The Equipped for Learning project has been selected as part of an international showcase of good practice at Bett 2026, held in the ExCel Centre, London in January 2026. • 180 support staff have been equipped with a 1:1 staff iPad, ensuring the workforce has access to technology and training to ensure best use. • All P1, P5 and P6 pupils have undertaken a three-week package of in-class digital support, designed to support them to use technology safely and with purpose. 80% of all primary pupils have now engaged with this digital skills programme, with the final 20% due to engage in Q4. 97.8% of pupils strongly agreed they had learned something new. • 66 education staff have engaged with professional learning in digital skills in the last four weeks, with 100% strongly agreeing their knowledge has increased or improved. • Since October 2025, 81 pupils have completed a three-week block of tuition in how to use assistive technology and software to access and personalise learning. Strengthen Leadership of inclusive LTAC • 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. Moderation • Over 300 practitioners attended Local Authority Moderation sessions in January 26 with overwhelmingly positive feedback which will continue to support learner progress and achievement in our schools and settings. • The writing moderation sessions centred on the adoption of a more positive assessment framework and the use of specific tools to track pupil progression. • From 161 evaluations key takeaways included: increased awareness of using asset-based approaches to assessment by focussing on strengths, understanding progression between levels, and removing “ceilings”, supported by positive reaction to the “bridging a level" matrices. • The opportunity to moderate work with colleagues from different schools and settings was considered "invaluable". These discussions helped to; reassure teachers that they are "on the right track" and generally "on the same page" as their peers. Provide diverse perspectives, such as hearing from secondary colleagues about expectations for National 5, which reframed primary teachers' views on Second Level assessments and promote the use of anonymously moderating writing to ensure a fair, unbiased practice. • Colleagues in complex needs settings also carried out their own moderation exercise with very positive feedback at the end of two sessions. Page 32 of 244
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MACO Expansion • All Lead Teachers focus on FA attainment. This is ensuring robust support and challenge for both schools and students. Planning is underway to ensure completion by the end of June to maximise attainment. • All schools have had their Lead Teacher staffing demand for next session met through the MACO course choice and timetabling process. • All schools were consulted on the first DACO offer. A suite of six Advanced Highers will be advertised through the course choice process. Curriculum Pathways • Curriculum Improvement Cycle updates are regularly shared with Head Teachers. There are 16 Midlothian staff in regular attendance at CIC curriculum area and context for learning groups, covering almost all curriculum areas. • All MACO Lead Teachers are beginning to plan the development of 3-18 curriculum pathways. This will dovetail with ASG progressions in Construction and Engineering and Creative Industries. • The DYW Partnership Influencing Group has been reestablished to bring the voice of employers to the table for curriculum making. Quality Improvement • The Quality Improvement Framework has been updated to take account of the rising number of schools rated “Good” or better. This revision also takes into account the need to monitor Core Schools (lowest risk category) more often now. • The QI 3.1 (visits to all schools are now almost all concluded. The findings of these visits will inform our next steps in support and challenge for schools. • Our recent inspections have shown improved grades. • Our confirmed ACEL attainment data (June 2025) is the best on record in most measures. Page 33 of 244
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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 Q3 25/26: Complete 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. Q3 25/26: Complete 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 Q3 25/26: On Target All schools and ELC settings have had a focus on QI 3.1 this session with quality improvement activity focused on wellbeing, fulfilment of statutory duties and inclusion and equality 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. Q3 25/26: On Target All ASGs have a draft curriculum rationale and will work to finalise this by June 2026. Almost all schools are making progress with updating individual school curriculum rationales. Page 34 of 244
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ACEL Analysis 2025 - Primary Page 35 of 244
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ACEL Analysis 2025 - Secondary Page 36 of 244
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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 • There is now a structure in place for strengthening pupil voice in our decision-making. All schools have a pupil representative body. These feed into the local authority pupil representative groups and the Midlothian Youth Cabinet which meets regularly with our political leaders. • 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. • The QI 3.1 visits to all Enhanced and Improvement schools showed that there were supportive relationships in almost all schools. Strengthen rights-based relational approach All schools have engaged in professional learning and self-evaluation on their rights-based, relational approach. We are in the process of collating feedback from each school to inform next steps for professional learning and support. We have introduced professional learning in therapeutic interventions in schools as part of our targeted offer to children presenting with needs relating to mental health and wellbeing. Staff support and wellbeing • A Quality Improvement Manager sits on the national coaching reference group. Education Scotland intends to have a draft approach to coaching/ staff wellbeing published in March 2026. We intend to review these national resources and decide whether to set up a Midlothian coaching network for school leaders and middle leaders in the first instance. • We continue to work with a group of school leaders and staff to develop our approach to creating structures of professional support and supervision as part of our commitment to staff wellbeing. Workstream 2: Wellbeing support and partnerships Page 37 of 244
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Delivery with Partners • Engagement with EEG and Headteachers continues to consider how increased participation of school leaders and senior officers can make local decisions about service improvement and lead change. • The multi-agency GIRFEC Steering Group has created a draft Framework and Single Child’s Plan to refresh and promote the values, principles and practice of GIRFEC across all our services. These drafts will be sent out for consultation in February. • Initial design for pilot project complete. An online, Request for Support, process is now established. The pilot originally planned to run in the Newbattle Associated School Group from October to March has been delayed and is expected to be rolled out in early February to June. Attendance Our attendance levels have improved compared to similar months in the last school year. We have set up data driven methodology with a group of 8 schools to track reasons for non-attendance and work with young people to design effective support and intervention. Feedback from this project will be available in March. Our Attendance toolkit is live in schools and is the basis to a mentoring intervention which will conclude in April to inform next steps. ND pathway Our new professional learning offer ‘My predictable day’ has been very positively received in schools with greater predictability in environments, relationships and activities making a tangible difference to children with neurodivergence. We continue to work with families, agencies and 3rd sector partners to explore ways of strengthening supports for those families of children on the ND waitlist. Challenges ASN: The growing number of children with complex Additional Support Needs continues to place pressure on the ASN budget, the availability of space within our ASN provisions and ASN staffing allocation. 40 new Primary 1 learners due to begin in August 2026 have been assessed as having complex learning needs and will require access to a specialist ASN provision. Page 38 of 244
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Staff absence: The Education Service receives regular data from the HR team showing staff absence trends. This is used to inform next steps in schools. Continuing high levels of staff absence and the lack of available supply staff continues to have a significant impact on operations. Supply Cover Requests - Totals for 2025/26 YTD (13/08/2025-14/01/2026) # Days requested # Days Covered # Days uncovered Fill rate Teachers 2486 2171 315 87.33% Early Years Practitioners 954 784 170 82.18% Learning Assistant 427 47 380 11.01% Total 3867 3002 865 77.63% School buildings and capacity: The Midlothian 0-18 yrs population continues to grow with capacity limits close to breaching in a number of our schools. As part of the Council approved Learning Estate Strategy, several projects are underway to deliver new schools and additional capacity, such as Mayfield Learning Community Campus, Penicuik High School refurbishment and extension and a replacement for Beeslack CHS. Due to sustained market volatility, some delays are affecting programmes for delivery, this is a national issue for authorities. Capacity breaches are closely monitored across the Learning Estate, and suitable mitigations for any breaches will be delivered. All schools now have an up to date Suitability and Condition survey which are graded in terms of quality. These grades are reported as part of the annual Core Facts Return to the Scottish Government. Any issues that were flagged in the surveys are now being actioned as part of the Council’s Asset Management Strategy. Digital Delivery: Phase 2 of the MACO was the implementation of a digital offer for senior students. The dispute with trade unions paused plans for implementation in June 2025. The dispute is ongoing and may jeopardise plans for June 2026. Page 39 of 244
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Workstream 2. - Attendance and engagement 75% 75% 75% 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. Q3 25/26: On Target Headteachers attend EEG, E&EB and Workstreams to increase participation between school leaders and senior officers in local decisions and to lead change and improvement. 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 Q3 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. Q3 25/26: On Target All schools have a pupil representative body that regularly feed into the local authority pupil representative groups and the Midlothian Youth Cabinet. Parent Council Chairs meetings meet regularly with senior officers to voice their views. Page 40 of 244
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Workstream 2 – A deeper look into attendance and exclusion Page 41 of 244
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CLD builds skills for learning, life and work. In Q3: • 2,428 people engaged across 260 CLLE opportunities, bringing the annual total to date 5,408 participants. • 148 home visits supported young people not in positive destinations. • 187 participants are from SIMD 20% areas and 901 from SIMD 40%. • 571 qualifications were achieved through CLLE programmes. • 23 community groups received support with governance, planning, or funding. No One Left Behind (NOLB) – All Age Employability • 255 people supported in Q3 (34 new starts). • Outcomes: o 9 moved into work o 1 Modern Apprenticeship o 1 progressed to Further Education o 16 achieved work-related qualifications o 2 began volunteering Parental Employability Support (PES) – Child Poverty Funding • 229 parents supported in Q3 (55 new starts). • Outcomes: o 17 into employment or self-employment o 96 qualifications achieved (REHIS, first aid, CSCS, SIA, mental health, rural skills) o 2 progressed to FE/HE o 19 in long-term paid placements; 3 moved into permanent jobs Communities, Lifelong Learning and Employability (CLD) (including Beeslack High School community activities and Midlothian Instrumental Music Service Page 43 of 244
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Impact examples: Participants reported increased confidence, feeling listened to and success in securing employment and training. Case study: Client moved from short-term unemployment to CTTS Telecoms training. Now supported to obtain a driver’s licence while working part-time in customer service. Specialist Courses Animal Handling (Partnership with Drum RDA) Young people completed SQA Animal Handling (SCQF 4), improving confidence, communication, and wellbeing. All participants completed practical horse-care and riding activities. CSCS Green Labourer Card Training • Sector forecast: 600 workers needed by 2027, 1,400 more by 2034. • 12-hour integrated course delivered by CLLE with onsite CITB testing. • Strong learner support (adjustments, extra revision, re-sits). • CLLE applies for CSCS cards on learners’ behalf. • Annual SQA and CITB quality assured. What Learners say: Supportive teaching, onsite test centre, learning with peers, practical preparation—not rote-learning apps. Page 44 of 244
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NOLB & Loanhead Vocational Learning Centre (LVLC) A construction work-experience programme supports young people to fully engage. Young people participating had multiple barriers such as low confidence, motivation, and ASD-related barriers, and are now building routine and work readiness. Young people have taken a variety of next positive steps such as progressing to painting/decorating, exploring brickwork, successful participants secured free of charge their CSCS card to work in the construction industry. Youth Work & Targeted Support Q3 Highlights • 1,834 young people took part in 145 youth work opportunities. • 266 received 1:1 support for positive destinations. • Strong participation from SIMD areas (129 SIMD20, 644 SIMD40). Universal Youth Clubs (P6–S6) Clubs across all clusters offer free weekly activities for 20–30 young people per session, including cookery, crafting, sports, games, and trips. Page 45 of 244
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Targeted work includes: • Parkhead Lodge (young homeless people) – weekly support activities • Space Men (16+) – social connection and practical projects • Youth-led Sports Club – free Friday sports • Weekly five-a-side football with Dalkeith Thistle, Police Scotland & Coalfields Duke of Edinburgh’s Award • 60 Bronze, 42 Silver, 28 Gold participants • Strong focus on inclusion, transport, equipment, and confidence building. Healthy Respect+ • 23 drop-ins, 37 attendees, including nurse consultations and C Card support. LVLC Additional Activity Supported Young Carers, schools, NOLB participants, Men’s Shed, bike maintenance groups. Qualifications secured through youth work in Q3 include: 20 Dynamic Youth Awards, 5 Hi5 Awards, and 30+ qualifications in progress. Modern Apprenticeships supported throughout Q3 as part of our SDS contact. MIPSA supporting military children and young people. MIPSA - A CLLE project to support service pupils • Funded by Armed Forces Covenant Trust 2025-2027 • Co-ordinator (0.5) recruited and in Post 18th November Page 46 of 244
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• Interviews for LA (0.4) in December and start date tbc Feb/March • Mapping and partnership work with team, schools, Army Welfare, Children First and External Agencies including Forces Education Scotland and Forces Children Scotland. • Plans in place to conduct consultation and launch project in April 2026 Adult and Family Learning – The adult learning programme is available on Eventbrite - Discover CLLE Events & Activities in Midlothian, United Kingdom | Eventbrite Page 47 of 244
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Adult Learning • 211 adults participated in paid courses (e.g. National 5 Maths, PDA in Sociology). • 23 community adult learning courses with 199 participants in wellbeing, mental health, languages and arts. • 71 ESOL learners (including Afghan-specific classes). • 16 literacy learners, mostly 1:1. • 3 digital skills courses with 21 participants. 50th Anniversary Campaign for Adult Learning was promoted across Midlothian to highlight the impact of learning for adults and the positive impacts on their quality of life. The campaign had local testimonials and consisted of 23 posts on face book, 3 carousel case studies on linked in. This resulted in 70,313 Facebook engagements and LinkedIn engagements 21.9% Family Learning • 66 children and adults engaged in family activities in Q3 (craft, cooking, wellbeing). In partnership with Hawthornden Primary School, Lasswade Area Home School Practitioners, Senior Early Years Practitioner and Children & Families, CLLE have delivered courses to support family wellbeing. E.g. Raising Children with Confidence. Page 48 of 244
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Community Capacity Building/Community Development Community Capacity Building • Engagement with 48 community groups in total up to and including Q3. • Support provided to 23 groups for Large Grant monitoring and reporting. • CLLE supported 15 Community Councils with governance and operations. • Neighbourhood statistical profiles have been produced to support new Living Well Plans in five communities as part of our partnership working with Community Planning. Poverty & Inclusion Work • Supported Midlothian Food Pantry Network through Midlothian Council staff donations (£210 of cash donations and multiple crates of food). • Delivered Challenge Poverty Week awareness activities. • Supporting Community Peer Researchers transitioning to a “Making a Difference” group—finalists for the Scottish Adult Learning Awards. • PES partnered with IKEA Wish Tree to provide Christmas gifts for families. External Funding • £17,000 PBIF secured for Woodburn Hub refurbishment. • CLLE has been a key lead in implementing the £70,000 Fairer Futures funding to create a community diners delivery network. • CPAF application submitted for two-year extension £90,000 in Q3 and positive outcome secured in Q4. • 12 UKSPF projects continue until March 2026; new Local Growth Fund (70% capital / 30% revenue). Page 49 of 244
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Challenges and risks • CLLE income generation targets will be challenging in 2026/27 due to CLLE no longer delivering Foundation Apprenticeships for Midlothian. • A variety of funding streams come to an end in March 2026 which has implications for future service delivery with partners including Shared Prosperity. Page 50 of 244
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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 51 of 244
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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. 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 to inform the new Integrated Children’s Services Plan 26-29. The first session was held in October and had 33 participants representing 31 different services and organisations. The session focused on the strengths and achievements of the current plan with a view to build on these strengths. The next session will be held in January to shape the new priorities for the upcoming plan. In addition, there is work ongoing to recruit a new Citizen’s Panel and Youth Citizen panel who will be key to the consultation stage of developing a new Single Midlothian Plan. Children’s Services Q3 25/26 Performance Report Performance, Review and Scrutiny Committee Tuesday 24 March 2026 Item No 5.3 Page 53 of 244
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Progress and Achievements The Promise, Corporate Parenting and UNCRC Quarter three was a busy period for Children’s Services for events related to our Corporate Parenting duties. October include care experienced week where staff across the council were asked to make a pledge to our care experienced young people. Photos of the Council Leader and a range of other staff can be found on the Promise page. In October we also celebrated World Children's Day by holding a UNCRC event at Newbattle Abbey College. Together with partners we shared updates and stories of success evidencing how children’s rights are being upheld across Children’s Services and the wider Council. In November we held our second Corporate Parenting event of the year. This was hosted by our colleagues in the NHS with a focus on mental health and wellbeing. We created a positive space for care experienced children and young people, families and carers to come together and everyone left with more knowledge about what supports are available and how to access these. In December we held the first of our new Corporate Parenting Board meetings and together we celebrated our progress and shared new ideas in relation to what our 2026 Corporate Parenting Plan could look like and what our key messages, themes and outcomes should be. All the work is captured on our Midlothian Promise page which you can access via the following QR code. Page 54 of 244
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Referrals Referral numbers have remained relatively static over the year. At first contact, many families present with lower-level or emerging concerns that do not meet statutory thresholds for social work involvement. In these cases, families are supported through universal and targeted services with clear advice and signposting. This approach is consistent with national guidance and is intended to avoid unnecessary statutory intervention where risks can be managed safely elsewhere. However, for those who require statutory intervention we continue to see increased complexity of family circumstances, often with interrelated issues of poverty, neglect, substance use, mental health or violence. A combination of contextual factors mean that some families return to social work later with higher levels of need, including: • Delays or gaps in early help capacity across the wider system • Cumulative or chronic issues (such as neglect, domestic abuse, etc.) which may not warrant social work intervention at a single point in time but worsen over months • Changing family circumstances, including relationship breakdown, financial stress, etc. which can rapidly increase risk. • Greater professional vigilance and escalation by partner agencies, particularly where previous advice or support has not resulted in sufficient improvement. 2353 2067 1436 1324 1170 932 970 1046 1211 1031 1048 0 500 1000 1500 2000 2500 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 23/24 24/25 25/26 C&F Referrals - By Quarter Referrals Page 55 of 244
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Ensuring families receive the right support at the right time is challenging in the context of increased need and reduced resource. Work is ongoing with partners to refresh Midlothian’s local GIRFEC approach to strengthen intervention pathways and ensure timely escalation where risk increases. Our Duty team is planning to test a reset of child-concern referral processes and responses to shift the focus from investigation to meeting unmet needs. We aim to get to a position where the team consistently offer support, sign-posting and consultative, collaborative conversations with families and multi-agency colleagues that allow for risk to be managed proportionately with child protection processes remaining a necessary but last-resort response. Family Wellbeing Service The Family Wellbeing Service continues to work with high numbers of children and their families to deliver early-support to families in need in Midlothian. The team is operating a waiting list with the aim that families wait no longer than 12 weeks for support. The team are using a ‘waiting well’ approach where families on the wait- list are contacted fortnightly to check-in, triage and signpost to other possible supports whilst they wait i.e. Income Maximisation, Parentline, etc. 25 29 20 34 16 12 14 12 22 15 18 19 0 5 10 15 20 25 30 35 40 FWS Referrals - By Month Page 56 of 244
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Disability Service We continued to receive high numbers of referrals for children who have received a diagnosis of a disability. Work has been started to develop various areas of the service. The team play a vital role of signposting and upskilling, being part of the larger picture of disability services within Midlothian. Work has begun in recognition of the need for different levels of assessments that meet the proportionate needs of families. This has created the start of different strands of work – A Waiting Well service, robust duty service, proportionate assessments and fuller assessments. This has ensured that we meet our statutory responsibilities, whilst ensuring a proportionate response - those with the most need, receive the greater support. Partnerships with Hawthorn and the Family Wellbeing Service have been enhanced to offer groups which can help parents with behaviours that challenge, such as sleep, distressed behaviour etc. This reflects the significant level of need and challenge that increasing disability, and neurodiversity presents for our communities and services. Page 57 of 244
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Family Centred Care (FCC) Following our fostering, adult placement and adoption inspection in September 2025 improvement work has been ongoing. We have recruited into the two vacant supervising social worker posts with new members of staff starting in January 2026. We are hopeful that this will contribute to consistency of support to our carers and adopters . FCC team leaders and Service manager met with inspectors in December 2025 who were satisfied with ongoing improvement planning. Practice Team The practice team continues to support children, young people and their families in a range of circumstances. We have a number of newly qualified social workers who make a positive contribution to the team and are well supported by both their team leaders and more experienced colleagues. We are paying particular attention to our response to children and young people in conflict with the law and have been in discussion with Children and Young Peoples Centre for Justice (CYCJ) with a view to specialist training being provided in Quarter 4. Page 58 of 244
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Sycamore Centre The Sycamore Centre is our Bairns Hoose, provided between Midlothian, East Lothian and Edinburgh Councils alongside colleagues from NHS Lothian, Police Scotland and other key partners. It provides a safe, non-stigmatising environment for child victims and witnesses of abuse to access forensic interviews, justice, and recovery services under one roof, reducing the need for multiple, traumatic interviews. The service continues to be developed with support from the Scottish Government Bairns Hoose Unit. Colleagues from Edinburgh University have undertaken research focused on the support provided. They continue to support the development of the service by contributing to our knowledge and understanding of the experience of children and their families. It has been agreed that recovery support will no longer be provided by STAR (affiliated to Edinburgh Rape Crisis Centre), but we have been in discussion with Child and Adolescent Mental Health Services about the potential for staff with expertise to be seconded into these roles. RISE Service (Edge of Care Service) This pilot service was created to support children who are at risk of coming into care. The team now called RISE – Resilient, Included, Successful and Empowered – are now fully staffed with 4 practitioners in post. Practice guidance is being finalised with a plan to roll this out across Children’s Services and partners to fully embed the service into practice in January 2026. A property has been identified as a base which will offer a therapeutic space for direct work with young people. The painting and decorating team in Midlothian Council have agreed to refresh the property as part of their role as a corporate parent and commitment to keeping the Promise. Page 59 of 244
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Challenges and Risks Growing Need We continue to experience growing demand for our services as demonstrated by the figures provided below. Children Protection Registrations There has been a significant increase in the number of children on the child protection register in Q3. While part of this rise is attributable to large sibling groups being registered together, this does not fully account for the overall trend. It’s important to note that an increase in registrations reflects a system that is identifying risk appropriately and taking decisive action to protect children. Analysis indicates that children are being registered appropriately in response to current risk and are not returning to the register following recent de-registration. This provides assurance that registrations reflect proportionate decision-making based on presenting risk and need rather than premature step- down from protection planning. Ongoing analysis is being undertaken to understand patterns, inlcuding the duration on the register and outcomes for children, to ensure continued proportionate responses and a focus on prevention and early support. 71 49 35 40 59 54 47 35 41 49 67 193 196 211 224 206 214 219 204 204 202 209 0 50 100 150 200 250 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 23/24 24/25 25/26 CP Register & LAAC - By Quarter Number of Children on the Child Protection Register 9.6 3.1 11.7 2.3 0 5 10 15 LAAC Rate CP Register rate Rates per 1000 - Q3 National Comparison Scottish Average Midlothian Page 60 of 244
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Additonal Support Needs As noted above there is also growing need for support from the disabilty team. Many of these children are neuordivergent and are impacted by long delays and lack of support from Child and Adolescent Mental Health services. We are conscious that lack of resources and supports services impact on the same families. We continue to think about what we can do to offer timely support from Children’s Serivces and with our wider partners. External Residential Placements The growing complexity of support needs and the lack of internal resources mean we have a greater reliance on external placements, primarily residential placements. External placements remove a child from their community and supports, tend to have positive outcomes and are more costly. On an operational level we are working on ensuring we avoid external placements at all costs and are actively planning how to support any of our young people in external placements to return to Midlothian. On a strategic level we are actively planning how to increase our internal resources including additional residential capacity to keep our children and young people in their local community. Workforce There continue to be workforce challenges, within the Practice Team in particular, with an ongoing necessity for upon locum social workers. This has impacted upon the continuity of support offered to children and their families. We have seen staff pull together to support each other through this challenging time and recruitment processes are ongoing with posts being advertised in Q.3 and interviews set for Q.4. In recognition of the importance of retaining staff, we began planning for a whole service conference to take place in January to Realign, Reconnect and Rebuild. We continue to support student placements, having students within our Disability Team and Family Centred Care. We are also supporting Child and Family Practitioners to undertake their social work training. Page 61 of 244
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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. • Work is ongoing with partners to refresh Midlothian’s local GIRFEC approach to strengthen intervention pathways and ensure timely escalation where risk increases. • The Family Wellbeing Service Team Leader presented to Midlothian’s Head Teachers and has recommenced a weekly ‘surgery’ where education colleagues can come to discuss families and how best to support them. • The Family Learning working group has met and designed a public-facing family learning information page for Midlothian’s website which we hope to have launched by the end of Q4. • Development has begun on a ‘waiting well’ offer for those affected by disability awaiting assessment. This is part of a GIRFEC staged approach to support for all children and young people, including those with disabilities. 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. 75% 75% Page 62 of 244
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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. • Expectation set with all staff at development sessions and in practice standards. A QA framework for Team Leaders is in development and draft is currently out for consultation. • Quality Assurance of SMART plans will also be covered in the framework for case file audits. Service developments or projects will include engagement with children, young people, and families. • A new service request form was implemented in Q3. Refreshed Gatekeeping guidance has been developed with a focus on reflective, supportive conversations focused on outcomes for children and young people. Progress Towards the Outcome 75% 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. 75% 75% Page 63 of 244
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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. • Young people participated in the recruitment interviews of our new RISE practitioners. It has been agreed that this is a model we want to replicate for all front facing posts across Children’s Services. Work is underway to identify young people interested and consideration is being given to support and training needed to undertake this role. • New email signatures, posters and QR codes have been created to enable children, young people, families and partners to feedback on children’s services to a centralised point. • Child/young person friendly letters are now being sent to each child/young person following their review meetings as an alternative to a formal minute. The letters reflect the individual views of the child/young person. • Changes have been made to the child’s plan and minute template ensuring that the child’s views are considered and well represented. • Cohort 6 of the House Project has begun and the support on offer is led by the views and voices of the young people. • Recent Transitions training to the service was co-delivered with a young person with learning disabilities and this is the model we want to use going forward to embed participation of young people in service improvement. Progress Towards the Outcome 75% 75% 75% 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 64 of 244
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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. • The extended children’s services leadership team (chief officer, service managers, and team leaders) came together for a development session in November 2025 on ‘Keeping children safe in their families, culture & community: Leadership, practice & services’. • Agreement that Paul Nixon will begin to facilitate group supervision sessions across the Team Leader and Service Manager groups. This will facilitate increased support for the leadership team to enable a value based leadership approach in all practice and management of the workforce. • Planning for a Whole Service two-day conference in January 2026 is underway. Progress Towards the Outcome 75% 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 65 of 244
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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. • Service request processes have been refreshed to ensure resource approval is robust and streamlined. • Systems and processes for the Resource Panel and other decision making processed have been streamlined with a view to improving timescales and supporting more efficient practice. • Ongoing discussion with the finance team about streamlining payments and quickly addressing issues that lead to delayed payments or overpayments. • The Disability Team have started meeting monthly with Finance Team to ensure a streamlined approach to SDS payments for families. • Increase data and support to consider workforce including performance and absence management. • Adverts live in December for planning officer posts that will support ongoing resources and workforce planning. Progress Towards the Outcome 75% 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. 75% Page 66 of 244
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Balanced Scorecard Indicators Page 67 of 244
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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 68 of 244
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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 – Q3 Performance, Review and Scrutiny Committee Tuesday 24 March 2026 Item No 5.4 Page 69 of 244
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Care Inspectorate Grades Good or Above Target = 90% Actual = 100% Exceeds target Performance Detail: Narrative: • There has only been one inspection in this quarter. Improved inspection outcome for the Midlothian Council Community Access Team means that none of the adult service providers have grades that are below good. 0% 20% 40% 60% 80% 100% How good is our setting? How well is care and support… How good is our staff team? How good is our leadership? How well do we support people's… Care Inspectorate Grades -Adult Services (under 65s) 1 - Unsatisfactory 2 - Weak 3 - Adequate 4 - Good 5 - Very Good 6 - Excellent Learning Disability/Physical Disability/Carers Page 70 of 244
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Finance Expenditure Against Budget Annual Budget = £31.06m Projected Expenditure = £32.8m Below target Performance Detail: Narrative: • The increase in financial commitment in the first half 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. • More recently a couple of people have moved from home into 24/7 care placements which has resulted in an increase in the annual commitment • There is a delay in invoice processing and therefore variations for services not delivered may be understated resulting in slight over commitment. 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 71 of 244
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Care Package Reviews Number of Reviews Within 2 years Target = 90% Actual = 92% Exceeds target Performance Detail: • There are 42 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. • Staffing constraints are allocations of reviews, however work is ongoing to allocate and complete reviews for clients that have not been reviewed for over 2 years. • The number of cases that have been over one year since there is a formal review is increasing. PD/LTC interventions recorded as outcome achieved Target = 85% Actual = 95% Exceeds target PD/LTC referral screening episode concluded within 3 working days Target = 90% Actual = 88% Below target Narrative: • Q3 performance related to screening has been impacted by delays collecting additional information when additional details are required. Garvald Mayfield 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 0 20 40 60 80 2 4 6 8 10 12 14 16 18 20 22 24 Over Months Since Last Assessment / Review Number % of All Clients Page 72 of 244
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Garvald provide day services for individuals with Learning Disabilities from their service in Mayfield. As an organisation they have over fifty years of experience and have developed an expert understanding of what their members need to thrive. Garvald aim to create a supportive community, built around individual value and mutual respect. They deliver first-class care and a level of support that gives our members the confidence to learn new things and push themselves further. The working environment provides meaning, structure and stability. There are calm spaces where they encourage care for the world around us. This nourishes the senses and develops a feeling of community that may otherwise be difficult for members to experience. They have pioneered approaches to support our members as they set their own goals and gain more control over their lives. The wide variety of workshops, led by expert practitioners with the finest materials, offers the members quality and choice. Alongside making beautiful, handcrafted products, they build skills and receive recognition for their work. This approach has a transformative effect, empowering our members through the community they become part of and the things they create. The Richmond Fellowship The Richmond Fellowship Scotland is a charity which supports around 2500 people across Scotland with a broad range of needs to live as independently as possible in their own homes and communities. They are the largest provider of social care services in Scotland, providing personalized, high-quality community-based support services for those who require support in their lives. Some may have mental health difficulties, learning disabilities or autism; others may have dementia, alcohol or drug issues or forensic backgrounds. At present in Midlothian, they support 29 individuals across Midlothian, delivering approximately 3300 hours of support each week, varying from 8 hours per week up to 252 hours per week. Their services work in person-centred ways to offer choice, promote inclusion and maximize ability. The Richmond Fellowship Scotland is unique within social care in Scotland in having a Positive Behaviour Support (PBS) Team, who provide innovative, specialist support for people with complex behaviours and additional support needs. Several managers within the Midlothian team are trained in PBS, to support our vision to embed PBS in all our services. They also have access to the PBS team where necessary. All service training plans, include ‘Active Support’, ‘PBS’, ‘Understanding the autistic people we support’, and track this training as part of our governance process to ensure the staff are trained and equipped to support service users reach their full potential. One of the organizations’ mission is to have ‘fun’. To ensure this is achieved, the management committee have ring-fenced funds each year under a Participation Fund. This allows the supported individuals and staff to put forward bids that allow them to come together and have fun. Examples of recent bids that have been awarded in Midlothian are: • Funds to transform the garden out with our complex needs service, to introduce a sensory garden that can be better accessed by the supported individuals that live there . • Funds to hold ‘speaking-up groups’, which is an opportunity for our supported individuals to come together and have fun but also give feedback on what the service and organization does well and what they would like to see us do better – which then feeds into the strategic plans. • Funds to hold a sports day, which is opened to the wider area. The Sports Day was held in the Summer of 2025, with people from Edinburgh, Lothians and Borders coming together to have fun and to promote a healthy lifestyle. Page 73 of 244
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Carr Gomm Carr Gomm delivers a range of Care at Home visiting services throughout Edinburgh and the Lothians, to enable people to keep safe and well within their own homes. We deliver over 2150 hours of Care at Home support. Their support services are adaptable, providing either 1:1 or 2:1 support. They can support from one hour to 24/7, including waking nights and sleepover support. Their visiting services provide direct support to vulnerable adults within their own homes in their own communities, supporting community engagement, meaningful relationships, and a sense of purpose, e.g., college courses, activity groups, and pursuing their creative and social interests. They uphold a person-centered approach, ensuring support is accessible to anyone in need. Their overarching goal is to facilitate individuals in maintaining their independence and making choices that align with their preferences. Carr Gomm offer support to a diverse range of individuals with varying needs, including Mental Health, Dementia, Huntington’s disease, acquired brain injuries, end-of-life care, as well as physical and learning disabilities. Our support services are underpinned by our philosophy and values, which embrace a person-centred approach. Carers Number of Adult Carer Support Plans completed by HSCP (accumulative) Target = 75 Actual = 76 Exceeds target Number of Adult Carer Support Plans completed by VOCAL (accumulative) Target = 525 Actual = 890 Exceeds target Narrative: • VOCAL are exceeding targets for completion of Adult Carer Support Plans due to increased demand in the community Page 74 of 244
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Care at Home and Learning Development performance measures Pentana Ref Measure Target Q1 Q2 Q3 24/25.AHSC3.1a Care at Home % of care at home staff qualified for their post 90% 84% 84% 85% 25/26.AHSC3.1b Care at Home % of SVQ programmes completed by care at home staff against number commenced 95% 90% 90% 95% 25/26.AHSC3.1c Care at Home Number of weeks waiting for a package of care in the community. below 6 weeks 52 56 54 23/24.AHSC2.4a Learning Development Health and Social Care specific LearnPro modules working / accessible that relate to registered professional practice. 100% 100% 100% 100% 23/24.AHSC2.4b Learning Development All Health and Social Care specific LearnPro modules with up to date content that relate to registered professional practice. Yes Yes Yes Yes 24/25.AHSC11.1a Learning Development Percentage of compliant/completed mandatory LearnPro modules that relate to registered professional practice. 100% 100% 100% 100% 25/26.AHSC11.1b Learning Development Percentage of staff successfully completing external course 100% 85% 100% 95% 24/25.AHSC3.1a and 25/26.AHSC3.1b There is a slight increase in the number of staff qualified for their role in in care at home. Staff within the Care at home service continue to work through their SVQ programmes with some recent successful completions of carers with their SVQ 2 qualification. However, we have had some carers retire who were fully qualified and new carers appointed who are not all qualified but are working towards their qualification, therefore this does affect the qualification rates of staff in the service. The senior team within the service are all undertaking training with various qualifications including BA in Health and Social care and SVQ 4 Management. Our Care practitioners have completed the Professional Development Award in supervision which has increased confidence and competence in supporting staff. We have recently undertaken consultation with care staff about how well supported and supervised they feel now, and this satisfaction has improved with 72% of care staff consulted advised they had good regular supervision. However, we would like to increase this % further up to at least 90% and we have several actions to work towards this. 25/26.AHSC3.1c Care at Home & Learning Development Page 75 of 244
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The number of weeks waiting for a package of care has not reduced much as we have a number of clients who have advised after review they would like to stay on the waiting list, but these are P3 clients. Our aim is to reduce wating times to a maximum of 6 weeks as a long-term aim, but our medium-term aim is 6 months and this is hopeful within the next 3 months. We will also be advising people that if they are not urgent and are a P3 they will be signposted and removed them from the waiting list. However, we have managed to bring down the number of weekly hours on the community care at home waiting list which has demonstrated the effectiveness of the additional USC funding for two social workers who are working through the list and reviewing each person face to face. 0 200 400 600 800 1000 1200 1400 01/09/2025 01/10/2025 01/11/2025 01/12/2025 01/01/2026 Hours waiting for a POC in the community WEEKLY HOSPITAL HOURS WEEKLY COMMUNITY HOURS TOTAL HOURS WAITING Page 76 of 244
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DATE WEEKLY HOSPITAL HOURS WEEKLY COMMUNITY HOURS TOTAL HOURS WAITING 01/09/2025 400.5 813.5 1214 06/10/2025 258 986.5 1244.5 03/11/2025 28.5 1156.75 1185.25 01/12/2025 98.75 867.5 966.25 05/01/2026 53.5 778.75 832.25 23/24.AHSC2.4a, 23/24.AHSC2.4b and 24/25.AHSC11.1a There is no real update on the above three performance areas as they are all on target and a robust framework and regular monitoring remains in place. 25/26.AHSC11.1b The learning and development team continue to monitor attendance and review non-attendance at courses, and this continues to stay stable. Ensuring plenty of communication and regular updates prior to the course taking place proves successful as well as advising line managers if staff do not attend courses. There has been an update to the national training levels for Adult support & Protection as well as Child Protection. The levels have changed which has caused some confusion for staff booking training but here is an overview of the levels and the learning and development team are providing communication to ensure staff are aware. We do not anticipate this will affect attendance at training events. Page 77 of 244
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Initial Care home reviews completed within 6 weeks – Performance target met. Measure Target Q1 Q2 Q3 Care home review completed within 6 weeks of admission to a care home 60% 98% 90% 96% We have commenced 6 week (initial) reviews for all residents at Highbank Intermediate care unit and if the resident is still in Highbank after 6 months a further statutory review is completed at that time. Community Care Assistants in the partnership are no longer tasked with Care home review; it has been possible to maintain the performance target within the staffing establishment available within the social work practice teams. A revision of the care home review policy is being planned and in Q4 there will be quality assurance audit of some care home reviews to ensure that standards and quality are of a high level. Improvement planning will be progressed as required. Service manager is visiting all local care homes in Q4, and the review of care home placement will be discussed to ensure that documentation, communication and person centred outcomes are being progressed. Care homes – Care Inspectorate Grades – Newbyres Village Performance Detail: NEWBYRES VILLAGE (48 PERMANENT RESIDENTS) Target = Improvement at next inspection- Improvement planning in place. Actual = Currently 60% From inspection 2025 How well do we support people's wellbeing? 4 - Good How good is our leadership? 3 - Adequate How good is our staff team? 3 - Adequate How good is our setting? 4 - Good How well is our care and support planned? 4 – Good Budget- Annual Budget- £2,832,258.42 Projected Expenditure- £3,023,591.05 There are significant grip and control measures relating to expenditure, specifically, on agency staffing costs. All agency requests are authorised by Heads of Service and are tracked by finance team on a weekly basis. Older People’s Service Page 79 of 244
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Agency spend at NBV Q3 05/10/2025 2,989.08 12/10/2025 3,906.83 19/10/2025 5,043.96 26/10/2025 1,524.56 02/11/2025 3,871.72 09/11/2025 5,859.16 16/11/2025 7,008.62 23/11/2025 2,610.23 30/11/2025 3,989.89 07/12/2025 4,800.78 14/12/2025 4,230.07 21/12/2025 4,610.72 28/12/2025 2,752.53 Sickness absence Q3 NBV Q3 Oct 2025 Nov 2025 Dec 2025 Hours lost 12.3% 1.45% 12.5% • Newbyres Village has improvement planning in place to support improvement in grades in all areas but specifically in management/leadership/staffing and skin care of residents. • Unannounced Care inspection in January 2026 - awaiting draft report from Care Inspectorate. • There is an improvement plan in place to improve management and safe delivery of medications also, this has reduced the rate of medication error in the care home. • Pharmacy services are supporting Newbyres with ordering and booking in of medications. • The sickness levels and agency spend do not always correlate due to the slight lag in processing invoices for agency cover. • We acknowledge there is high absences within NVB and as such we have established a full programme of support utilising our Wellbeing Lead. Work includes our ‘Weathering the Winter campaign’, Menopause awareness sessions and a renewed commitment to leadership communication sessions - both in the form of newsletters and Q&A sessions. Performance Indicator All residents at NBV have an up-to-date activities plan within 8 weeks of admission Quarter 3 – All residents admitted in quarter 3 have had their activities plan in place within 8 weeks of admission. – Compliance 100% Page 80 of 244
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A full programme of Christmas activities was arranged by the management and activities team at Newbyres, raising funds for the forthcoming years activities programmes within the care home. There will be consultation with staff, residents and relatives/proxies to identify how the funds raised will be used. There were significant issues relating to the provision of nurisng care in Q3. 2 out of 3 nursing staff had NBV to take up new posts. The service had to be supported by the district nursing service. Recruitment has now been completed and 2 new Band 6 nurses have started. Newbyres continues to provide accommodation and care for 48 individuals. A room has successfully been adapted for a client with care needs relating to bariatric needs. The client spend over 2 years in hospital and has now moved into their room at NBV and reports that she is settling in well and getting to know the staff who provide care and support. Incident Reporting Q3 Oct 2025 Nov 2025 Dec 2025 Assault 0 0 0 Behaviour 0 1 0 Medication error 5 2 4 Injury 0 0 0 ASP 1 1 0 Death 1 0 0 Falls 10 13 9 Hospital admission 0 0 0 Self harm 0 0 0 absconding 0 0 1 Page 81 of 244
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HIGHBANK INTERMEDIATE CARE- (40 BEDS- INCLUDING 3 RESPITE BEDS) Target- Grades of Good and Above- 80% Actual = 100% How well do we support people's wellbeing? 4 - Good How good is our staff team? 5 - Very Good How good is our leadership? 5 - Very Good How well is our care and support planned? 4 – Good How well is our care and support planned? 4 – Good The Care Inspectorate have advised that they do not plan to complete inspection at Highbank care home until after the intended move to the new build (Midlothian Life) in April 2026 Budget- Annual Budget - £2,221,537.81 Projected Expenditure - £2,424,118.3 (position improved in Q3) No performance indicators identified for Highbank Q3. UPDATE- • 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 Q3 resulting in a significant decrease in agency spend • Overall decrease in projected budget overspends. • Highbank had a successful Christmas fayre raising funds for the care home residents social fund. • Project Board meeting weekly to progress moving to new site activity • SMT and Finance have agreed staffing model for new facility and the recruitment is currently being progressed. There are currently 26 people awaiting care home placement at Highbank which meets the Performance indicator relating to income, this indicator is on target for the year. There is currently an underoccupancy of residents being managed at Highbank in preparation for the move to the new site. This is to ensure that the rehabilitation service can be established as soon as possible after the move. Planning is underway to ensure that there is a system to manage social delays, rehabilitation and reablement processes at the new site. Service Managers for Older People and Home Care Services are working collaboratively to progress this workflow. Page 82 of 244
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Incident Reporting Q3 Oct 2025 Nov 2025 Dec 2025 Assault 0 3 2 Behaviour 0 2 1 Medication error 1 2 0 Injury 0 2 0 ASP 0 4 0 Death 1 1 2 Falls 10 5 8 Hospital admission 7 2 1 Self harm 0 3 0 1. Hospital Inreach Team- update Tasks completed by CCA’s that facilitate discharge to be completed within 2 weeks of allocation. e.g. house clean, housing application, house check. Target- 80% Actual- 70% Quarter 3 Update Data Update OCT 2025 NOV 2025 DEC 2025 Referrals to SW for SW assessment and hospital discharge 46 24 36 Community Care Assessments completed 8 6 5 Average from screening to allocation to SW (days) 1.24 1.3 1.3 CCA tasks completed within 2 weeks of referral Referrals 11 Completed within 2 weeks 13 Referrals 2 Completed within 2 weeks 4 Referrals 10 Completed within 2 weeks 6 73.9% for Q3 Page 83 of 244
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Improvement planning continues within the Hospital in reach team. The additional staff employed with budget from Unscheduled Care moneys have allowed for a revision of staff deployment. Highbank- 2 Social Workers - Assessment, review of care home placement and discharge planning. A weekly discharge planning Multidisciplinary team is held each week and has management leadership to ensure that discharge planning is managed appropriately and timeously. There are currently 27 intermediate care beds. Acute hospital sites- 3 social workers – Assessment and discharge planning is completed. All cases are screened and allocated within 24 hours and assessments are completed within 72 hours of hospital admission. Redcross have established supportive discharge project (Service Manager) - in December there were 12 referrals to Redcross. Improvement planning and development of Standard Operating Procedures continues. Midlothian Community Hospital 2.5 Social Workers Completion of assessment and discharge planning for all referred clients. Transformation work has progressed well and there has been significant flow to discharge noted. Social workers attend Multidisciplinary meetings and weekly DOCA to manage delayed discharge. Moves to a care home in December 2025 Clients moving from Hospital and intermediate care to care home placement MCH to HB 3 MCH to CH 7 Acute Hospital to HB 4 Acute hospital to CH 1 HB to CH 2 Total care home moves 17 Page 84 of 244
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Older People’s Team- update 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. Improvement planning continues. Staffing Challenges- There is 1 social worker on Long Term Sickness absence, 1 vacancy for team Leader, 1 social worker on secondment to the mental health team. 1 agency member of staff has left in November. Staffing Mitigation- 1. An alignment between the older peoples team, dementia team and in reach team was reactivated to ensure that workflows, screening and staff management could be completed. 2. A member of staff was appointed Team Leader (floating) 3. A member of staff has been recruited to Act Up as Team Leader within this alignment. 4. Authorisation to recruit a locum social worker until March has been approved 5. Support from Team Leader Group to provide supervision, assistance with screening and day to day operational support has been implemented 6. Decision making regarding the social worker seconded to Mental Health Team with no backfill has been escalated 7. Sickness absence being managed. 8. Locum Team Leader has provided screening and supervision support as required. CCA’s are now being managed to work within their Job Description Roles. There had been some assessment tasks being completed including simple assessment and initial care home reviews. This change and other staffing issues listed above has meant that there is an increase in the waiting list within the Older Peoples team Most recent waiting list data below showing improvement in median wait times as of (20.01.2026) Total people waiting Added in last 7 days Longest wait (weeks) Longest wait trend Median Wait (weeks) Median Wait Trend 45 8 13.14 decline 5 decline Care home reviews- Up to date. Community reviews- outstanding 28 Page 85 of 244
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Pentana Ref PI Title Measure Target Q1 Q2 Q3 23/24.AHSC1.1a Justice % of people subject to a Community Payback Order and effectively participate. data only 84% 89% 89% Justice: Justice Social Work services provide all statutory and associated functions identified in S.27 Social Work (Scotland) Act 1968. The core work includes the preparation of a variety of assessment reports, including Justice Social Work Reports and pre-release reports for serving prisoners involved in the Parole and Pre-release process. The service works with men and women aged 16 and over, subject to Community Payback Orders, Parole, Life and Non-Parole Licences, Extended Sentences and Supervised Released Orders. Alongside the statutory work the Justice Service provides a range of early intervention and prevention strategies including bail services, structured deferred sentences and groupwork services for both men and women at risk of becoming involve in the Justice System. During quarter three the Justice Service brought the provision of Diversion from Prosecution in-house to extend the range of early intervention and prevention strategies delivered centrally. This service had previously been provided by colleagues within City of Edinburgh Council. The interventions facilitated by Justice Services are informed by effective practice research and underpinned by the ideals of reparation, rehabilitation and reintegration and aim 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. Images 2 and 3 illustrate self-assessment feedback gathered from responses provided by people (n=13) who completed supervision during the period October to December 2025. Justice and Protection Services Page 86 of 244
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Image 2: The main community-based sentence that the service manages is a Community Payback Order (CPO), which can have up to ten requirements. Supervision and Unpaid Work continue to be the most frequently imposed requirements as shown in image 3, and during this reporting period the Courts imposed 44 Community Payback Orders (compared with 46 in the previous quarter). Page 88 of 244
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Image 3: Engaging effectively with people At the end of quarter three, the Justice Service team were supervising 228 people who were subject to 265 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’s lifestyle is becoming more chaotic; the latter can be due to a number of factors including for example, increased substance use, unstable housing or home situation and / or poor mental health. 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 the 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 in relation to non-compliance; this can ultimately result in the Order being returned to Court for breach action. During the breach process staff continue to offer opportunities for the person to re-engage. On 31 December 2025 13.6% (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=228) of people were engaging effectively on their Order. For comparison over previous quarters, refer to image 3. Page 89 of 244
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Image 3: At the end of service every person is offered the opportunity to complete an exit questionnaire. Current data indicates that 25 CPOs were concluded in the quarter. Twelve self-assessment exit questionnaires were completed by individuals during this quarter, and 100% of respondents reported that they felt listened to. The majority of those who responded experienced the service as being positive as it enabled them to maintain or improve their quality of life. They further rated the service they received as being good or excellent based on trustworthiness and the level of care and support provided (images 4 and 5). Page 90 of 244
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Image 5: Quotes from service users You were good with communication… Accessibility had been good. Discussions have been helpful, and I will take away a lot from the work we have done. Have a broader perspective of myself. I … have grown since being released and on licence. I felt that talking to someone impartial outwith family helped. As much as I have been in a worse place, coming here has helped me express my mind which benefits my mental health and does make me feel I'm getting better its just a slow process. Since I have been in touch with social work my life got better. Any issues have been solved. Everyone that I’ve came into contact with at No11 have been absolutely exceptional. Working in the [Cyrenians ]Community Garden [Unpaid Work Placement] has been wonderful and hopefully more people get involved in this great enterprise. [The staff]…have been so kind and encouraging. It's been a pleasure to work with them. Everything overall has been really helpful. Page 92 of 244
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Challenges and achievements in Quarter 3 Delivering Diversion from Prosecution Locally: Diversion from Prosecution is an early intervention strategy to keep people, especially young people, women and/or those as being identified as particularly vulnerable due to mental health or substance use difficulties, out of the formal Justice System. The scheme involves the Procurator Fiscal referring someone accused of committing an offence to local support services, instead of pursuing a Court case. The aim of the intervention is to address the root causes of offending, prevent reoffending and avoid that person having a criminal record. Previously delivered by colleagues within the City of Edinburgh Council, the Diversion from Prosecution scheme was brought in-house during this quarter and from the 1 November 2025 has been delivered locally within Midlothian by the Justice Service. Over this quarter, thirteen people have been referred for Diversion. The benefits of bringing this scheme within Midlothian Justice Services has been that, through effective partnership working, people referred can be supported to engage with locally based interventions and supports to address the underlying causes of their offending behaviour. This has important consequences for both victims and the wider communities. Emergency Release of Prisoners: The Scottish Government implemented the Emergency Early Release (EER) programme in November 2025 to relieve prison overcrowding, allowing some short-term prisoners (those serving custodial sentences of less than four years, and within 180 days of their release date) to be released early. Whilst some individuals are automatically excluded from this scheme (i.e. those serving sentences for sexual or domestic abuse offences, or those with convictions for terrorism), Justice Service staff have been involved in the risk assessment and vetting process for individuals put forward for this scheme; working to ensure that those being released early do not pose a significant risk of harm to the public. Justice Service staff have also been involved in pre-release planning via the Number 11 Allocations Service which ensures that those returning to the Midlothian area are supported appropriately and that, where there is no statutory involvement post-release, these individuals are aware of and linked in with the various supports available to them, such as the national voluntary Throughcare service, Upside. Adult Support and Protection (ASP): 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 Page 93 of 244
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Social Work staff undertake specific training to become a Council Officer and work to identify, minimise and manage risk, and ensure that all suspicions, disclosures or incidents of actual harm are acted upon. An adult is someone aged 16+ although for individuals between the age of 16 and 18 years of age there will be discussion with Children Services colleagues to identify if the matter would more appropriately be managed under child protection procedures. On receipt of a referral related to concerns that there is an adult at risk of harm it is screened to ensure that the relevant information is available and an investigation, often referred to as the Duty to Inquire (DTI) will be undertaken, there is a local aim that the investigation will be completed within 21 days, however there are a number of factors which impact this including being able to speak to the adult to gain their views. An investigation can be undertaken with or without the use of investigative powers and us of the latter can be a reason for delay. Image 1 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. Image 1 Page 94 of 244
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Images 2 and 3 show the breakdown of referrals across age groups and by the type of harm. Image 2 Image 3 Financial or Material harm is the most prominent type of harm referred (25%) with Psychological/Emotional harm being the second most prevalent (22%). This highlights that identifying and intervening in cases of financial harm remains a strength for the service. Self-neglect is also a prominent type of harm, accounting for 15% of all ASP Inquiries in the quarter, while understanding of domestic abuse remains a strength across the Council Officer group. There were 10 ASP Inquiries in this quarter where this was the primary source of harm, accounting for 8% of all inquiries. This continues to be supported by work undertaken at monthly 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 Support and Protection Case Conference must be convened; this is a multi-agency forum for shared decision-making. A Protection Plan is put in place at each case Age Group Count % 16-17 1 1% 18-24 7 5% 25-34 13 10% 35-44 14 11% 45-54 13 10% 55-64 15 12% 65-69 8 6% 70-74 14 11% 75-79 10 8% 80-84 9 7% 85 plus 24 19% unknown 1 1% Total 129 100% Primary Harm Count % Financial or Material harm 32 25% Psychological/emotional harm 28 22% Self Neglect 19 15% Physical harm 13 10% Neglect and Acts of Omission 11 9% Domestic Abuse 10 8% Self Harm 8 6% Hoarding 3 2% Coercive control, financial and physical 1 1% Vulnerable 1 1% Sexual harm 1 1% Discriminatory harm 1 1% Emotional harm and physical 1 1% Total 129 100% Page 95 of 244
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conference and is reviewed at least once to ensure that it is having a positive outcome or if additional action is required. There was no new protection plans started in this quarter but there are cases progressing with the plans already in place. 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 3, which has been consistent for the last 3 quarters and reflects that people are being supported without the need for legal measures and that interventions taken as art of ASP are the least restrictive. Welfare Rights Team: The Welfare Rights Officers have noted an increase in the volume of referrals and during Q3 the team received 219 new referrals, an increase of 35 referrals on the previous quarter. In addition, they dealt with approximately 90 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 £791,582.51. Image 9 below shows the breakdown of referrals by sender for Q3. The Welfare Rights Officers worked with 212 clients and the ages of people supported is shown in image 10. Image 9 62 59 26 72 28 27 12 33 0 10 20 30 40 50 60 70 80 Health Social Work Self Referrals Other Welfare Rights Referrals Q3 25/26 No of Referrals percentage Page 96 of 244
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Self-Referrals - support with pension age related benefits and appeal representation Other – External Agency’s; Family Members, Neighbours Image 10: Age Group Count 0-15 4 16-24 16 25-34 16 35-44 23 45-59 43 60-64 13 65-70 27 71+ 70 Total 212 Page 97 of 244
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Case Study Referral received via the Contact Centre assist a tenant with a Housing Benefit form as his vision was impaired due to a cataract. From the initial contact it was established that both the tenant and his wife were pension age and both had disabilities and were in receipt of Adult Disability Payment (formerly PIP). A home visit was arranged during which the Housing Benefit review application completed and a full benefit check carried out. Based on joint income and savings it was calculated they should be entitled to Pension Credit. The couple advised that they had previously checked but had been told they were not entitled. The Welfare Rights Officer advised, that based on current calculations and if an application was made for underlying entitlement to Carer Support Payment for looking after each other, then Pension Credit would be applicable. It was further confirmed that as they both received a disability benefit, they would be entitled to two severe disability premiums in a Pension Credit claim. The couple were supported to submit an online claim for Carer Support Payment and a claim for Pension Credit was also submitted. Outcome: • HB & Council Tax Reduction maximum awards on review - £88 & £20 pw • Carer Support Payment (Underlying Entitlement) • Pension Credit £144.70pw (includes two severe disability premiums and two carer premiums). This award is also a gateway for free dental/health check-ups etc full help with rent, CTR and more. • Pension Credit back payment £2315 • £300 donation to Macmillan Cancer Support Better off by £252.70 per week, annually £13,140.40 The couple reported that they were “very thankful” of the help and support and said the intervention "turned their lives around'" with the award of Pension Credit (and back-payment). They said the worker was the "first person who hadn't lied to them", and that they were talked in a "friendly, easy to understand way" and kept in regular contact which they really welcomed. Following the closure of the case the couple sent in a thank you card to the worker which stated: “the front of this card says it all – if you ever need a friend, you have made two. All our love X & Y x Page 98 of 244
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Public Health Q3- Veterans support and homelessness prevention We have worked collaboratively with various partners to apply for funding to improve early intervention measures for veterans and people experiencing homelessness. Midlothian has an Armed Forces Covenant Action Plan (2025-2030) which aims to support the needs of the Armed Forces community by developing a comprehensive understanding of their needs -guided by data, informed by lived experience, and strengthened through collaborative partnership working. The Health and Social Care Partnership (HSCP) has actions within the Action Plan and in order to take forward these actions it is proposed that a working group is established. As part of these actions we applied to the Scottish Veterans Fund small fund to help increase access to local up- to-date information and confidential advice on a range of support services for veterans through Dalkeith & District Citizens Advice Bureau (CAB) Virtual Expert Remote Advice (VERA) portable touchscreen devices. VERA enables its users, regardless of their presenting concern, to maximise their income through accessing all benefits, discounts, grants, refunds, schemes and other resources to which they are entitled. This will especially bring positive impacts for those in or at risk of financial hardship, especially with the rise in cost of living. The Community Planning Partnership in Midlothian and the Armed Forces Covenant Working Group are working collaboratively to help enable veterans to find information confidentially, feel more confident about self-advocacy, and/or be more prepared when accessing specialist services. If successful, more veterans will be able to access information that will enable them to resolve their problems without requiring specialist assistance, which will reduce pressure on both public and third sector helping services at a time when financial and human resources are increasingly strained. As part of the preparation to implement the future ‘Ask and Act’ duties as part of the Housing Scotland Bill, a proposal was submitted for a pilot to help enable Midlothian Health and Social Care Partnership (HSCP) to effectively prepare and test the practical application of the new prevention duties to help prevent homelessness. The pilot aimed to focus on community justice and services housed within our No.11 provision which provides multi-disciplinary support for people with experiences of substance use, mental health issues and involvement with the criminal justice system. Although not successful with the funding bid, the consortium is meeting in January to discuss alternative ways to achieve actions around homeless prevention. The consortium consisted of housing, community justice, senior HSCP leadership, public health and also close partnership with the Equally Safe Partnership consortium who also submitted a joint bid. Public Health Page 99 of 244
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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. Adult Mental Health Service & SUS Page 100 of 244
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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 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. New developments/successes: • Midlothian Treatment service continues to maintain throughout 2025 the Scottish Government Heat target of each Individual referred to the service is seen and treated where appropriate within 21 days • Social work staff have successful supported 11 individuals through the national framework and supported individuals into rehabilitation, this including supporting two individuals in to dedicated specialist rehab resource in Liverpool specifically for Veterans. • 100% of staff have engaged and completed the 3 dedicated trauma training to deliver tier 1 trauma person centred care and psychological intervention. APR- 25 MAY- 25 JUN- 25 JUL- 25 AUG- 25 SEP- 25 OCT- 25 NOV- 25 DEC- 25 0 2 4 6 8 10 12 14 16 SUS TREATMENT SERVICE Drugs Alcohol within 21 days Page 101 of 244
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• Q3 Mat implementation progress report is currently being finalised for submission to the Scottish Government. Continues to demonstrate Midlothian’s commitment and dedication in implementing the 10 MAT standards. • Social work waiting times continue to be very positive and individuals are seen within 3 weeks. Challenges: -Continual challenges for the Substance Use service in relation to the continual change in drug trends, the substance use serivces 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. -SUS Third sector recruitment challenges have put additional pressure on the health and social care staff within the treatment service as the team have had to bridge the Gap in relation to assertive outreach and rapid response to homeless accommodation. 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. assurance can be given the service continues to meet the needs of high-risk priority individuals in a timely manner. However regrettably the waiting list has increased in its wait time, this is due to the 1 wte social worker has commenced the MHO training. There are 7 Mental Health Officer’s 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 a AWI case. The mental Health team continue to demonstrate sustainability within the agreed performance target. New developments and successes • Mental Health social work/MHO team continue to allocate new guardianship applications within 12 weeks of referral while also prioritising hospital discharges • MHO’s are now attending all CSWO guardianship case conferences and are also attending other AWI case conferences after discussion with the relevant care manager. • Team lead continues to improve data with the mosaic team for auditing and assurance reporting for advance statements and SCRs, this reporting has been fully implemented. • 2 social workers have commenced their MHO training, one social work that was successful was member of the team, which ensures growth and sustainability of MHO workforce within Midlothian Challenges and actions • The service continues to have a shortage of social worker availability primarily due to one of the Social workers training to do their MHO training, therefore this continues to impact on the waiting list social work waiting list. • wider challenges continue with availability of community resource, finding appropriate care at home or appropriate supported accommodation for our service users continues to be a challenge. • Impact on current MHOs within the team as Two MHOS providing the supervision of the trainee MHOS this puts additional pressure on the wider team. Page 102 of 244
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Dementia Team The Midlothian Dementia service comprises 4 Social Workers and 2 Community Care Assistants. Currently in Midlothian social work waiting times continue to be monitored within the agreed performance target of being allocated to a Social Worker within 6.9 weeks and/or Community Care Assistant within 13 weeks. New developments/success Dementia team continue to support flow from inpatient services to community services and vice versa. Continues to demonstrate a system wide approach to care, improved communication between services as well as focusing on the views of the patients, carers and on the views the wider health and social care team. The service is progressing with developments to explore ways to manage the current wait list to improve timely access for those who are referred to the service. Challenges The main challenges continue for the Dementia Social care staff, shortage of suitable care home vacancies, meaning there continues social workers are managing ongoing high-risk situations to support people and their carers whilst awaiting an appropriate care home placement. SPOTLIGHT Development and implementation of Midlothian SUS Breakfast drop in at no 11. Continually staff within the substance use services look at creative and supportive ways to engage individuals who are vulnerable and High risk. A great example of staff leading on improving experiences for those who access our services, suggested implementing the SUS Breakfast drop in. This was fully embraced by all staff, this initiative demonstrates how staff go above and beyond to support individuals who access our service to grow their own social network through peer support (mat standard 6) The service ran a 2-hour breakfast drop in where food and drink were provided, this was well attended and received, this supported individuals to feel supported and engaged. In addition, it enabled a safe space for those who could attend to share any difficulties they were facing and enabling staff to support and enable those who attended to address their needs such as arrange heating and electricity. Prior to the breakfast club the staff also developed an initiative where they reached out to staff to see if anyone had any spare winter coats, which there was a great response to and those who attended could take a coat from the winter coat rail to see them through the winter. Again, this was well received. Page 103 of 244
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This initiative had such a positive impact on the individuals who attended and demonstrated the commitment and dedication the substance use staff have in supporting our most vulnerable and high-risk individuals. The service is planning to run the breakfast drop in monthly Page 104 of 244
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What we do? 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 that are under appreciated. 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. Q3 WORK PROGRESSED The HSCP is very aware of the increased pressures which take place over the winter months due to seasonal illness. This increases the demand on services and creates staff shortage. At the end of 2025, Midlothian HSCP saw an unusually high number of influenza cases. In order to prepare staff and reduce risk, a guide outlining our Winter Support was issued in November. It is hoped that promoting this provision in addition to clinical measures such as vaccination, will go some way to limit the negative consequences expected over the next few months. Staff Wellbeing Page 105 of 244
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Who with? Recognising accomplishments is crucial to both the individual and the organisation. It increases a sense of purpose and self-worth while enhancing motivation and reducing the potential for burnout. On the 12th November the HSCP celebrated the successes of those working in the partnership through its Scottish Vocation Qualification Ceremony. Academic achievements included vocational certificates, diplomas, and degrees. Why does this matter? Undertaking additional learning while working, requires time, energy, and commitment. Acknowledging the successes of individuals not only boosts morale and motivation but demonstrates the value the HSCP places on its staff. By celebrating success, we foster a positive culture, enhance staff retention, and clearly commit to achieving excellence within the services we provide. What do they learn, feel, and do differently? Education is vital to all areas of society. By recognising the achievements of our colleagues and friends we demonstrate the value of critical thinking, knowledge, and skills. While there are costs associated with providing a formal ceremony both in time and financial resources, the benefits include an increased commitment to employers and services. Who with? In the Quarter 2 report a commitment to the provision of ‘personal’ reflective practice for staff within specific areas of community care was made (Highbank intermediary care service and Cherry Road Adult Learning Disability facility). Personal reflection is broadly associated with self-analysis for individual growth, while professional reflection has a focus on critical thinking associated with work experiences, decision making, and clinical outcomes. Having assured staff that this support would be made available in October a plan to deliver this throughout 2026 has been made. This will see the implementation of both Values-based Reflective Practice and Spaces for Listening. Why does this matter? Reflective practice is an essential requirement of many professional groups working within the HSCP. Personal reflection offers individuals the opportunity to increase self-awareness. It promotes the sharing of concerns, enhances independent problem solving, and reduces the risk of burnout. Work has meaning and a positive impact on staff. • Choice & Autonomy • Meaning & Purpose • Wellness & Resilience • Camaraderie & teamwork • Physical & psychological safety • Participative management • Measurement & improvement Page 106 of 244
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The time spent undertaking reflective practice benefits the individual, team, and service users through the ability to understand and manage emotions while recognising and influencing the emotions of others. In turn this relieves stress, improves communication, and enhances social awareness. What do they learn, feel, and do differently? While reflective practice is not new, the focus has been on professional learning and clinical practice rather than personal experience. In 2026 we hope to report the impact of personal reflection within ‘non-clinical’ teams. Who with? Working in social care, social work, and health services is emotionally demanding. Camaraderie and peer support is therefore essential, creating shared experiences and spaces in which to manage stress and build resilience. Social connection is vital for staff wellbeing, happiness, and teamwork, however for social connection to achieve its full potential we need to offer opportunities beyond scheduled meetings. Over the past few months, Midlothian HSCP has been able to access the silent disco equipment provided by NHS Lothian charity. Areas who have benefitted include the Substance Misuse Team at number 11, the adult learning disabilities team at Cherry Road, and the Justice Service. Sadly, two scheduled sessions were cancelled over the Christmas period due to concerns regarding the spread of community viruses (MCH staff ‘open door’ session, and MCH facilities team). Why does this matter? Developing trusting relationships amongst colleagues is essential in health and social care settings. It creates a strong foundation for teamwork, effective communication, and wellbeing. Camaraderie is associated with safety and quality of care, creating environments where staff feel safe to speak up, share concerns, and seek help. Staff work in highly pressured, emotional situations, with people who experience many forms of distress. Strong collegiate bonds are known to increase job satisfaction, reduce stress, and promote staff retention. What do they learn, feel, and do differently? “It was great to have time for a wee bit fun.” “I felt very self-conscious for the first 5 minutes, then forgot I had headphones on.” “Work is really stressful at the moment. It helped us unwind.” “You have no idea how important this is, and the difference it makes.” Work is a healthy place to be. • Healthy body • Balanced mind • Positive choices • Caring culture Page 107 of 244
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Who with? While many staff working across the HSCP have access to office facilities, several teams work across extensive geographical areas with limited access to a base or office premises. In October 2022, Midlothian HSCP launched the first online map to support staff to access venues to address their fundamental needs. Fundamental needs were defined as admittance to safe comfortable spaces to sit, relax, and reflect (rest), entry to cleansing and toileting facilities (refresh), and access to services which provide food and fluids (refuel). This project was known as Rest, Refresh, Refuel. Since its initial success, staff continue to refer to the site for essential information. Now, three years on, the HSCP has decided to review the site for content accuracy while adding additional information to support staff. This includes promotion of the staff wellbeing areas, access to green spaces, and direct links to Midlothian Council parking advice. Why does this matter? Access to fundamental resources such as safe spaces to rest, comfortable toileting facilities, and food and nutrition are basic human rights. If these needs are not satisfied the human body cannot function optimally therefore placing staff and service users at risk. Funding from NHS Lothian charity has seen the development of several bespoke staff wellbeing spaces over the past 3 years. These include the development of wellbeing spaces at Midlothian Community Hospital and the enhancement of staff rooms in several general practices such as Newbattle, Bonnyrigg, and Eastfield. In addition to this we know that staff will benefit from access to outside spaces and signposting to suitable parking areas. It is hoped that these additions to the online site will not only help to promote physical health but can reduce stress when finding parking if time is limited. Locations of facilities available to council staff | Midlothian Council What do they learn, feel, and do differently? Evidence suggests that this resource has been of benefit to staff across Midlothian Council and NHS service areas, with over 500 views of the online page in the first year. Phase II of this project aims to offer wider promotion of the site and hopes to assess usability in 2026. Who with? October marks the start of menopause awareness month with the 18th of October designated World Menopause Day. Throughout the month a number of sessions were offered to staff including world café meetings, education, and awareness sessions (see below). The purpose of the sessions was to raise awareness of menopause and the common issues experience, while supporting employees by increasing access to appropriate information and care. Why does this matter? Midlothian Council and NHS Lothian recognise that an increasing proportion of its workforce are working through the menopause. This is due to the high proportion of women working in health and social care. In the UK it is estimated that around 1 in 3 women are either currently going through or have reached the menopause. The menopause affects all women, and it can often indirectly affect their partners, families, and colleagues. Page 108 of 244
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Menopause can negatively influence a woman’s quality of life and should not be hidden. Sadly, studies have shown that the majority of women lack confidence or feel uncomfortable, when asking line management for support. Awareness raising is therefore essential to ensure women’s welfare is taken into consideration and reasonable adjustments applied when necessary. What do they learn, feel, and do differently? Twenty women attended the sessions. More women however benefitted through the sharing of links and resources developed by the Women’s Health Concern. Feedback indicated both positive and negative experiences within the workplace. It also highlighted the importance and desire to continue to make local support available to staff through formal and informal opportunities. Who with? Positive psychology is the scientific study of positive mental health and quality of life. It examines the strengths and experiences which help individuals and groups flourish, moving beyond fixing problems to actively creating wellbeing and meaning. Key elements include supportive relationships, engagement with a sense of purpose, acknowledging our accomplishments, and a commitment to gratitude to build resilience. The aim is to offer a more balanced view of our work and lives. During quarter 3, two teams, the Care Home Palliative Care Team and Gorebridge Health Visitors, were offered bespoke positive psychological input as a single face to face session or as sequential interventions over 6 facilitated conversations and education. A total of 16 staff participated. Why does this matter? The aim of the interventions was to apply the principles of human flourishing to create a culture where staff thrive. The purpose was to enhance wellbeing, increase social connectivity, and develop a more balanced view of the experience of work. As humans we are designed to focus on the negative as a mechanism of survival. However, this can create its own problems as we overlook the positive aspects of our lives, the accomplishments we achieve, the difference we make, and the adaptability and resilience we have. Evidence suggests the impact of Positive Psychological approaches on organisations can be significant, this includes increased productivity, improved performance, greater job satisfaction, creativity, and innovation. Teams are also noted to benefit from stronger team work and improved communication. 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 109 of 244
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What do they learn, feel, and do differently? While only a small cohort, the teams that participated expressed the benefits that Positive Psychological approaches can have both on them as individuals and within the team. Each activity focused on the principles of PERMA (see above), thus providing a practical approach to the application of the theory. Staff acknowledged that protected time for these sessions had been highly valuable. It created opportunities to reflect, discuss, and share ideas. It offered a new perspective, highlighting the importance of team work, the skills within the team, and the positive impact that the service has. Both teams made suggestions as to how they hoped to embed Positive Psychology into team meetings, communication, and planning. The health visiting group have suggested that all local teams should have the opportunity to explore the potential benefits of Positive Psychology. This is currently being discussed with managers. Who with? On the 4th of December the HSCP launched a new initiative to increase staff engagement, Leadership Question Time (QT). The aim of QT is to offer all staff the opportunity to share experiences, seek information, and clarify concerns. It is a forum for sharing ideas, asking questions, and celebrating successes. Unlike iMatter, QT is led by staff. Questions are raised, explored, and discussed by the individual who raised the topic (as appropriate), colleagues, and managers. QT is an open access, one hour session, joined via MS Teams. The day and time vary to ensure equitable access. Sessions are offered on a 6-weekly basis. The session is open to all and attended by the extended management team. Sessions are facilitated by the Staff Wellbeing Development lead, with the plan to provide a summary of discussion topics after the event in 2026. Why does this matter? It is essential all staff feel safe, supported, and valued. To achieve this, staff must feel able to contribute, to speak up, and have their needs, thoughts, feelings, and opinions heard. Ensuring experiences are listened to and understood are the foundation for effective and trusting relationships. 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 110 of 244
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While Midlothian Council and NHS Lothian have formal policies and processes to facilitate staff engagement, such as iMatter and Speak Up, less formal opportunities are not routinely offered. By encouraging staff to contribute in a variety of ways, the Partnership hopes to provide increased opportunities to have meaningful conversations, to share ideas, and positively contribute to the purpose and function of the organisations we work in. What do they learn, feel, and do differently? QT is a new initiative and is part of a suite of staff experience and engagement offers guided by the Staff Wellbeing, Experience, and Engagement Strategy. Feedback will be sought from attendees at the end of each session, with a formal evaluation being planned for late 2026. The four key drivers for staff wellbeing, experience, and engagement Work has meaning and a positive impact on staff Fulfilment at work encompasses not only the work we do on a day-to-day basis but a range of themes and activities that together form a critical component of an individual’s health and wellbeing. This includes enabling the diversity of our people to bring their whole self to work, enabling life balance, and helping staff reach their full potential. Work is a healthy place to be A healthy workplace is one where staff at all levels can collaborate to continually improve the health, safety, and wellbeing of all. By doing this we can provide optimum health and social care. Considering we spend one third of our lives at work, the working environment can have a significant impact on our wellbeing. We therefore need to get the basics right, access to clean toilets, dedicated spaces for breaks, and access to food and fluid. The importance of these essentials should not be underestimated. Additionally, staff require environments which do not cause harm but support healthy choices and behaviours. We are all able to show leadership Managers and leaders working across health and social care are fundamental to creating positive and healthy working environments. This includes the responsibilities of senior leaders to model what healthy behaviours look like and support managers to build and sustain cultures of health and wellbeing. The behaviours of our leaders directly impact on the people around them. By being aware of what good behaviours look like and endeavouring to embody them, our leaders can positively impact the health and wellbeing of individuals, teams, services, and the partnership. To achieve this it is essential that managers are equipped with the right skills and capabilities to support their own health and wellbeing in order to support those around them. We listen to staff and they feel heard Driving a positive culture of staff engagement across the partnership requires the entire workforce behind it. The positive impact of simply listening to a person’s experience cannot be underestimated. Research has shown that good-quality relationships enable people to live happier lives with fewer mental health problems. Having close, positive working relationships can give us a sense of purpose and belonging. Organisation with higher Page 111 of 244
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engagement levels have been shown to have lower sickness absence rates. It would therefore seem essential that we work towards nurturing positive and trusting relationships by committing to formal and informal staff engagement and experience processes. It is important that all people working in our partnership are treated with respect, dignity, and positive regard. Bullying and harassment has a huge impact on the people affected. It lowers trust and cohesiveness within teams by creating unacceptable working environments and direct impacting the quality of care delivered. We must therefore address damaging behaviours and create compassionate and inclusive cultures in order to protect service users and improve staff experience. Page 112 of 244
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One of our largest challenges is managing business as usual whilst also, simultaneously, working on transformational programmes. However, there are significant opportunities within our transformational programmes to enhance Social Work practice and have new models of commissioning and working with our Third Sector partners in new ways. Work continues on managing our commissioning arrangements via the Business Transformation Board (BTB) in Midlothian Council and regular reports on the overall Transformation Programme are provided to the Business Transformation Steering Group (BTSG). Sickness absence remains challenging in some of our high volume services, most notably our care homes and Care at Home but robust remedial action continues to be taken with support from HR colleagues. We continue to embed the Wellbeing offer noted above whilst a focus going forward is around gathering data on sickness absence to evidence the impact of supporting staff across a range of needs that contribute to absences. HSCP leaders are also fully engaged with the Council’s agenda around Workforce Action Planning. This initiative focuses on aligning workforce roles with preventative models, upskilling staff and building a flexible, trauma-informed digitally capable workforce. Recruitment to qualified Social Workers has seen some successes in that posts are being filled rather than being left vacant. However, we are finding that we are receiving a relatively high number of applications from newly-qualified staff. We have a well-established Newly Qualified Social Worker (NQSW) programme which supports these staff but we do need to be mindful that encouraging newly qualified staff to come and work with us needs to be offset by ensuring we have experience. Learning Disabilities services are very pressured as we have seen rising demand, acuity and costs. A focussed piece of work – linked to our transformation programme – looking at a number of aspects of Learning Disabilities services is underway and will focus on transport, sleepovers, 2-1 cover as well as some commissioning areas. Challenges and Risks Page 113 of 244
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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 114 of 244
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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 Q3 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 24 March 2026 Item No 5.5 Page 117 of 244
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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 118 of 244
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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 its role in leading, supporting, and partnering with the wider community to reduce greenhouse gas emissions and prepare for the impacts of a changing climate. We are delivering on this commitment through our Climate Change Strategy, a clear plan that sets out how we cut emissions from our activities, work collaboratively with residents, businesses, and community groups, and promote both climate mitigation and adaptation across Midlothian. To ensure our approach remains ambitious and effective, we are currently updating our Climate Change Strategy 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 the 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 205 businesses now committed. 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 119 of 244
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Roads and Travel Our road network: the delivery of carriageway surfacing has significantly increased this quarter. To date, under the combined Capital Works Programme and Residential Streets Programme, 12.72km of carriageway was resurfaced representing 1.81% of our road network resurfaced with 5.94km of carriageway resurfaced this quarter. Although footway resurfacing is currently off target, resurfacing work has significantly increased this quarter with 0.3% of footways resurfaced up to this quarter, this is a significant increase from 0.03% up to the end of quarter 2 and represents 2.6km of footway resurfaced in total. Capital resurfacing works have been affected this year, particularly over quarters 1 and 2, due to the progression of the A7 urbanisation project. As part of this project work to upgrade the A7 has made significant progress with phase 1 of the project (Melville Dykes Road to Eskbank Road) substantially completed. The next phase at Carrington Road junction was awarded this quarter for commencement during quarter 4. Final completion of (Melville Dykes Road to Eskbank Road) road works will take place in Spring. 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. In this quarter we achieved a reduction in the tonnage of material used to fill potholes more effectively and efficiently, with 380.08 tonnes of material used compared to 676.76 tonnes in quarter 3 of last year. Overall figures across quarters 1, 2 and 3 show 2,146.78 tonnes of material used compared to same periods last year at 2,430.02. This quarter saw some delays and planned works being abandoned due to emergency Scottish Power repairs in the Rosewell area. The Pothole Pro project equated to 1,741m2 of permanent patching, repairing 455 potholes this quarter. The number of potholes permanently repaired this quarter has decreased compared to the same period last year of 584. The total metres squared of permanent Page 120 of 244
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patching repairs has decreased by 16% this quarter compared to the same period last year. However, data shows there is a 20% increase in total metres squared of permanent patching repairs across quarters 1, 2 and 3 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 331 street lighting columns replaced up to and including quarter 3, meeting target in advance of year end. A further 900 LED upgrades to existing columns are planned to be replaced, of which 703 are complete. In addition, 3 Toucan crossings were upgraded this quarter on routes to schools. Repairs to street lighting continues to remain high with 98.32% of street lighting repairs completed within 7 days. Bikeability Award Our Bikeability Coordinator won the Keith Fergus Annual Achievement Award 2025 at Cycling Scotland’s Bikeability Scotland Awards in November after successfully overseeing the delivery of Bikeability Scotland Road Cycling Training in every primary school in Midlothian, placing Midlothian among the top-performing local authorities in the country. This achievement reflects a growing commitment to equip the next generation with the skills and confidence needed to travel actively and safely. Waste and Recycling Twin Stream recycling Work continues this quarter on the final stages of 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 are further supported by a focused, ongoing education and engagement programme designed to help residents Page 121 of 244
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adapt to the changes and maximise participation. This quarter, communications were sent to 46,000 properties advising residents that a new green bin was being delivered in January. Preparations are ongoing to deliver new green wheeled bins to all households across Midlothian during quarter 4. The team finalised the routes for the new three weekly collection regime for blue, grey and green bins. This service transformation was communicated to Midlothian residents and with updates on progress to queries, and managed responses to concerns or complaints. This quarter a contractor was appointed for the extension to the transfer shed at Stobhill depot, allowing separation of plastic and cans, from paper and card, which means that processing costs for recycling material will be reduced. A procurement exercise is being planned for quarter 4 to appoint a contractor to collect the separated waste from March 2026 after the new service recycling changes are introduced. 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 been finalised and will go live during quarter 4. This will further enhance the customer journey by improving the way the service engages with residents in relation to enquires and complaints. The new routes for the three weekly collection cycle will be loaded onto the Whitespace system in quarter 4, ahead of the new system starting in March 2026. 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. Page 122 of 244
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Our Greenspaces Litter bin replacement programme During quarter 3, the Neighbourhood Environment Team carried out a procurement exercise to purchase additional bins to install in parks and open spaces. This complements the work carried out last quarter to install 350 new litter bins on our streets and in district centres across Midlothian, raising the quality of the local environment. As part of the replacement programme, each bin that is replaced is assessed for condition and re-used where possible. 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. 38 improvements across our play areas, parks and green spaces were completed up to and including this quarter, consisting of landscaping schemes and the installation of benches and street litter bins, as well as deep cleaning projects, which enhance the local environment. Winter work programme In quarter 3, the Greenspace team carried out a winter works programme in town centres and parks across Midlothian. The work focused on removing weeds, litter and detritus, cutting back shrubs, overhanging vegetation and jet washing paved areas. The work will continue in quarter 4, ahead of the grass cutting and weed control programmes, which commence in March. Page 123 of 244
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Working with the community Our ranger service continues to deliver activities and school sessions with 74 events carried out this year so far attracting 1,115 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, 3,864 volunteer hours (644 days) were spent in countryside sites. This is a reduction in volunteer hours compared to the same period last year of 5,107 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. Vogrie Country Park This quarter, a consultation exercise for the £500k of improvements to the adventure play area at Vogrie Country Park was carried out. This is funded by a grant from Scottish Government and will be completed in quarter 1 of 2026/27. The consultation findings are currently being assessed ahead of a design being finalised. Page 124 of 244
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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. This quarter, all our highest risk approved premises producing products of animal origin have been inspected during the planned annual cycle from Jan 2025 to December 2025. The majority of these businesses have very high standards and no formal enforcement action was taken at any of these establishments. The team carried out 84 food hygiene/food standards interventions across Midlothian this quarter which is a 33% increase compared to the number of interventions during quarter 3 of last year. The team received 42 food law service requests from Midlothian business residents. 95% of food related service requests were responded to within 10 working days and 93% within 5 working days. Figures are slightly higher compared to the same period last year of 35 requests received and 94% responded to within 10 days. This quarter, our Business Regulations Food and Safety team engaged in a multi-agency visit to a premises in Bonnyrigg that had previously been found selling counterfeit vodka. No food law or trading standards issues were noted at the time of the visit. The operation confirmed the success of our previous interventions, with improved legal compliance by the business. A Midlothian business notified the Food and Safety team of their instigation of withdrawal and recall procedures after it discovered that an allergen had been omitted from their product label. After investigation by the team, a national Allergen Alert was issued through Food Standards Scotland, mitigating the risk to the public. At the beginning of October our Trainee Food Safety Officer passed their exams and is now an authorised officer. Further training, experience and mentoring is required to become a fully qualified officer with competency to undertake all food law duties. Page 125 of 244
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Our Regulatory Services Modern Apprentice and newly qualified Environmental Health Officer visited third year secondary pupils at Beeslack High school to give a talk on the work of Environmental Health, specifically in relation to food safety and consumer choice through food labelling. The team received exceptional feedback on their presentation and engagement with pupils. Business Regulations: Trading Standards Our Trading Standards team received 34 consumer complaints this quarter which is a 33% decrease compared to the same period last year. All consumer complaints were responded to within 5 working days and 32 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 quarter Trading Standards officers intervened in a case where it was reported that a builder had several cases of abandoned or incompetent work after being paid. That intervention led to some consumers receiving payments. Officers engaged with other local authorities in England where it is believed the trader now resides. 41 Trading Standards primary inspections took place this quarter, 37 of those premises inspected concerned ‘target’ premises. This totals 131 inspections of a targeted 186 planned for the year. 41 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. Logs recorded have increased by 17% compared to the previous quarter and 10% compared to the same period last year. Trading Standards prosecution cases continued this quarter with four cases, two were to proceed to trials this quarter but on both occasions the accused failed to appear and arrest warrants were issued. The Procurator Fiscal has decided to not proceed with a case submitted this year and one other case in progress which was reported over 15 months ago. Page 126 of 244
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Sale of illicit tobacco This quarter 21 interventions were carried out regarding tobacco and nicotine containing products. Two neighbouring shops in Penicuik which had been selling under the counter illegal cigarettes were closed this quarter. Trading Standards worked in close co-operation with the landlord of both shops who evicted both traders after being notified of seizures of cigarettes and tobacco. 1,740 cigarettes and 30 tobacco packs were seized. Formal referrals have been made to HMRC. In addition, complaints and information were received about a similar shop in Dalkeith. Recent visits to the premises, including with the tobacco detector dog, did not find illegal cigarettes and tobacco. Avian flu outbreak Enforcement of animal disease controls is a Trading Standards responsibility. Highly pathogenic avian influenza (bird flu) was confirmed at a farm near Penicuik on 22nd of December 2025. Letters to thousands of households within the 3km zone around the farm were issued requiring bird keepers to register with the Scottish Government and increase biosecurity measures. The wider council response was activated including communications and the erection of road signs. The incident is handled by the Animal Health and Plant Agency (APHA) and the risk to public health remains very low. Page 127 of 244
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Public Health and Environmental Protection Our Public Health Environmental Protection (PHEP) team received 329 public health service requests this quarter from Midlothian residents and businesses, a slight reduction of 5% compared to the same period last year. 97% of public health complaints received a first response within timescale. A further 74 service requests were received from internal sources, a 12% decrease compared to the same period last year. The Public Health team coordinated a joint approach across multiple teams (Environmental Health, Waste Services, Building Maintenance and Housing) to successfully address a rat infestation in the Jarnac Court area. Efforts remain ongoing to reduce the likelihood and severity of any future incident. The two newly appointed Environmental Wardens have both achieved the RSPH Level 2 Pest Management Award and the newly appointed trainee Environmental Health Officer passed their professional exams in October and has obtained their Diploma awarded by the Royal Environmental Health Institute Scotland. In addition, the team continue to support the Regulatory Services Modern Apprentice as part of the national pilot scheme which aims to address the national shortage of regulatory services officers. The apprentice has developed a passion for a career in Environmental Health and keen to develop a career within the Service. The First Tier Tribunal for Scotland (Housing and Property Chamber) have accepted a recent case referral relating to the failure of a landlord registration applicant to provide prescribed information demonstrating that a private rented property meets the repairing standard. The team therefore now have two cases pending and are awaiting the hearing dates. Having assisted with the design to ensure it meets specific needs, the team now have an electric Environmental Warden van which is fully equipped to cater for pest control and dog welfare. Page 128 of 244
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Health, Safety and Resilience This quarter our Health, Safety and Resilience team processed 140 liquor licenses, 97% of which were determined. 106 Civic government licences were processed this quarter. During this quarter, 4 events were called to full Safety Advisory Group (SAG) meetings and further planning to co-ordinate plans for the 11 Remembrance/Armistice events was undertaken. The Festive Lights switch on events were reviewed fully but no SAG attendance was required. Planning for the 2026 Gala season has commenced. Effective operation of the Safety Advisory Group helps ensure that all events held within Midlothian’s District were safe and without incident. The process of consultation for taxi tariffs was completed this quarter and public consultation on taxi and private hire licensing conditions went live and ran until the middle of November 2025. Work continued on the digitalisation of the remaining licence applications. The first set of online applications were launched during previous quarters. Page 129 of 244
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Neighbourhood Services – performance 0.32% 0.69% 0.01% 0.03% 0.30% 3.01% 3.39% 0.38% 0.97% 1.82% Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 % of Roads and footpath resurfaced (cumulative) % of Footpath % road network 98.32% street lights repairs completed in 7 days. (97.92% in Q3 24/25) 380.08 tonnes of material used to fill temporary and permanent potholes this quarter. (676.76 in Q3 24/25) 1,741 m2 of permanent patching achieved this quarter (2,078m2 in Q3 24/25) 455 potholes were permanently repaired this quarter. (611 in Q3 24/25). 5,107 6,642 1,350 2,605 3,864 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Number of vounteer hours in countryside sites (cumulative) Target (25/26 is 6,000) 12 play area, parks and greenspace improvements completed this quarter (5 during Q3 24/25) 14% of Council fleet is ‘Green’ (8.2% in Q3 24/25). Energy from Waste 35.9%Recycled 48.9% Landfill 15.2% % OF ALL DISPOSED WASTE* *Data shows figures for Q2 25/26. Q3 data not available until Q4. Page 130 of 244
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Protective Services – performance 58 65 75 58 51 5 9 5 1 32 6 1 0 0 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Number of abandoned vehicles (quarterly) Reported Notices served Vehicles removed for destruction 100% 100% 100% 100% 100% 96% 89% 90% 67% 81% Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 % of Consumer complaints completed within 14 days responded to within 5 days 95% of food related service requests from mid residents and Businesses responded to with target of 10 working days. (94% Q3 24/25) Food Standards 84 food law interventions carried out (Hygiene/Food Standards). (63 in Q3 24/25) 42 food law service requests received this quarter (35 in Q3 24/25) Public Health 97% of public health complaints receiving first response within timescale this quarter. (98% in Q3 24/25) 329 Public Health service requests received from residents and businesses this quarter (313 in Q3 24/25). 34 consumer complaints received this quarter (28 in Q3 24/25) 106 Civic Government license applications received this quarter (90 in Q3 24/25. 140 liquor licence applications received this quarter with 97% determined (109 in Q3 24/25) Trading Standards Page 131 of 244
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Housing Strategic Housing Investment Plan 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, helping to meet growing demand for housing across Midlothian. The delivery of more affordable housing remains a high priority for Midlothian, as reflected by our ongoing and ambitious housing development programme. The Council’s Strategic Housing Investment Plan aligns with the action plan set out in the Local Housing Strategy, a new strategy from 2026/27 to 2030/31 is currently being developed and scheduled for adoption in April 2026. This quarter we have received the completed handover of 41 new build homes, a considerable increase from 8 during July and August. There were 6,514 active housing applicants placed on the Common Housing Register at the end of this quarter, an increase compared to the same period last year of 5,971. 155 lets have been made this quarter, averaging 51 lets per month, showing an increase of 57 lets made this quarter compared to 98 during quarter 2. The lets have increased this month due to the handover of more new builds made available for let this quarter. 58.1% of lets were made to homeless list applicants and 41.9% to general needs list applicants. 38 lets were made to new builds and 1 to open market purchases during quarter 3. Re-let times to permanent accommodation properties has increased to 47 days to re-let this quarter compared to 42 at the end of quarter 2. However it has improved since quarter 1 at 54 days. Re-let figures have been higher over the last few quarters due to a change in the way the Page 132 of 244
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Scottish Housing Regulator requires re-let times to be reported where temporary flip tenancies are now excluded from the performance measure. This quarter 110 void properties were turned around and ready for let by our Building Maintenance Service. Our void turnaround times show that 59 (54%) of properties required minor work and were turned around quickly, within 20 days, averaging 11.20 days to bring back to a letting standard. 44 (40%) 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 53.16 days. 7 (6%) of properties required moderate work including a moderate clearance and repairs and took an average of 24.29 days to bring back to a letting standard. Our Tenants Satisfaction Survey 2025 went live last quarter, running between September and October. A total of 760 council tenants participated in the survey. The highest scoring measure is that staff were respectful and fair at 89%. This reflects positively staff professionalism, behaviour and organisational culture. 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. The findings of the Tenant Satisfaction Survey will be published on the Council’s website, social media and tenants groups, in line with the terms of the Tenant Participation and Customer Engagement Strategy. This quarter the Scottish Housing Regulator visited to review our current engagement plan. The regulator focuses on key areas such as homelessness services, provision of appropriate temporary accommodation and outcomes for homeless people. All updates after review were included in the agreed plan. Page 133 of 244
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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 3 was 318, a decrease of 16% compared to the same period last year of 378. 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 57, reducing the need for multiple moves before being permanently housed, allowing for links established within the local community to be maintained. This is an increase of 136% from 24 at quarter 2. 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 140 where 18 were prevented from homeless. We continue to promote this service to ensure early successful intervention when possible. Latest figures, from available data at quarter 2, show the length of time homeless applicants waited until receiving a permanent housing outcome was 50.73 weeks. Figures show a continued downward trend from quarter 3 of last year and sit well below our 85 week maximum target. Similarly, from data available at quarter 2, the length of time homeless applicants spend in temporary accommodation was 35.3 weeks at end of quarter 2, a considerable reduction from 59 weeks and 51.5 weeks across the quarters prior and sits well below our 60 week target. Quarter 3 data for both these measurements will be available at quarter 4. Tenants sustaining permanent accommodation continues to be high this quarter with 97.22% of homeless applicants sustaining a permanent tenancy after 1 year, an increase from 91.7% during quarter 2 and 91.8% compared to the same period last year. Page 134 of 244
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Building Maintenance The total number of jobs completed internally by our Building Maintenance Service (BMS) this quarter was 9,992 which is an increase of 10.6% compared 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% at quarter 1, 95.6% at quarter 2 to 99.27% 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 3 we have now reduced that figure to 73 properties from 682 in quarter 1 and 338 in quarter 2. The Service have commenced a programme of Electrical enforcement entries to reduce this figure to achieve 100% by the end of the financial year. 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 the service installed 692 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 beginning of February) is 5,116. 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 39.53% of first reports for building warrant applications issued within 20 working days and 61.16% 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 Page 135 of 244
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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 95.48% responded to in quarter 3. 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 136 of 244
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Housing – performance 6,514 applicants on housing waiting list as of end of this quarter (General needs and Homeless) (increase from 5,971 in Q3 24/25). General needs 41.9% Homeless 58.1% % of lets made to applicants this year 155 housing lets this quarter 39 Lets to new build and open market purchases this quarter. (40 in Q3 24/25) 97.22% of Homeless applicants sustaining a permanent tenancy after 1 year. Data for quarter 3 will not be available until quarter 4. 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) 33.9 47.9 59.0 51.5 35.3 Q2 24/25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Length of time (weeks) homeless applicants spend in temporary accommodation Target (under 60 weeks) 11.27 11.24 11.2 24.88 23.5 24.29 75.12 64.51 53.16 Q1 25/26 Q2 25/26 Q3 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 59 7 44 Page 137 of 244
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Percentage of (completed) housing repairs carried out within timescale Building Standards Building Services – performance 80.29 88.35 90.67 95.6 99.27 0 50 100 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 % of Council housing meeting Scottish Housing Quality Standards (SHQS) (cumulative) 9,992 jobs completed this quarter by our Building Maintenance Service (9,031 in Q3 24/25) 95.15% of emergency repairs completed on time (within 24 hours) (93.67% in Q3 24/25) 79.00% of priority 2 repairs completed within 7 days (82.05% in Q3 24/25) 87.02% of priority 3 repairs completed within 28 days (83.01% in Q3 24/25) Building Standards National Customer Satisfaction Survey rate for Q3 25/26: 7.2 out of 10 60.2% 48.6% 42.0% 44.3% 39.5% Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 % of first reports for building warrant applications issued within 20 working days 75% 74% 70.2% 67.7% 61.2% Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 % of building warrants issued within 10 working days, following receipt of satisfactory information Page 138 of 244
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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 139 of 244
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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. 48 ‘Planning to Start’ enquiries were received in quarter 3 which is an increase of 9% 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. 6 ‘Strengthen Your Business’ enquires were received this quarter, a slight decrease by 2 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. The total number of new Business start-ups this quarter was 16, creating a total of 18 jobs and an estimated contribution of £220,000 to the Midlothian economy in their first year of trading. Business start-ups have decreased slightly from the same period last year which saw 18 start ups. Page 140 of 244
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“I'm being braver about asking for new opportunities to put myself in front of potential new clients.” “A network of wonderful women.” “Got over my fear of financials.” “Great network of amazing businesswomen.” “Helped encourage new ideas.” “Brought connections between our businesses” 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 awarded early 2026 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 A Business Gateway Coffee Morning was held at The Energy Training Academy on 28th of November 2025. The guest speaker was Julie Begbie, owner of The Happy Business Company, Julie took attendees through a goal setting workshop to get their business ready for 2026 with 26 local businesses attending the event. In partnership with Business Gateway, East Lothian, the team hosted a Women in Business Spark & Scale 6-week programme held both in person and online. 8 Midlothian businesses participated. Sessions focused on networking and building connections, customer acquisition, digital marketing and building personal brand, finance and cashflow and next steps for the businesses involved. The biggest benefit of the programme was in the networks built, this included 2 Midlothian businesses partnering on an event together after meeting at the programme, with plans to continue this in the future. Feedback and benefits from the attendees of Spark & Scale included: Page 141 of 244
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Business Gateway Midlothian feedback was received this quarter via Business Gateway National provider for support received during quarter 3. Feedback was extremely positive: Community Wealth Building - Procurement The Economic Development service continues to work collaboratively with the Procurement Service to develop Community Wealth Building activity in relation to the Procurement Pillar. Key areas developing this quarter are: • Local Supply Chain, the service continues to work with the Procurement service to identify local suppliers to increase local spend. • Tender opportunities are shared across Business Gateway Midlothian social media channels and with local businesses via Business Gateway Advisers. “Very much appreciated the help with progressing my business plan, by the end of the meeting it looked so much more professional and my adviser offered to promote our crowdfunder when it was ready to launch and connect us up with local businesses to produce our merchandise” “The programme I took part in was Business Gateway's Spark and Scale for women looking to grow their business. Lots of the content throughout the programme was really useful such as the finance session (cashflow spreadsheet is great!), and the marketing content. I enjoyed meeting the other participants and would like to have done a little more of that.” Page 142 of 244
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The Economic Development Procurement Mentor has supported 2 businesses in quarter 3, evidencing a proactive approach by Business Gateway Advisers and an increasing appetite in the local supply base to access public sector contracts. The service have also has been progressing two procurement tenders in quarter 3 to provide Expert Help consultancy to clients for the Business Gateway Service: • Environmental Energy Audits • Digital Marketing These tenders have been issued and are currently at tender evaluation stage. Locate in Midlothian and Business Gateway Midlothian Digital engagement The Locate in Midlothian received 12,372 page views during quarter 3, a slight increase compared to 12,139 across the same period last year. Our social media channels target different audiences, and each is performing well in terms of audience growth and interaction with 2,453 ‘Business Gateway Midlothian’ followers and 2,240 ‘Locate in Midlothian’ followers across Facebook and LinkedIn and Instagram. At the end of this quarter the ‘Locate in Midlothian’ Business Directory had a total of 164 businesses listed, 6 of these were added as listings in quarter 3. 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 The Midlothian Tourism Strategy for Inclusive Economic Growth 2025 to 2030 has progressed to a final draft and design stage and is progressing to Council for approval with anticipated publication in quarter 4. The revised programme allows for the inclusion of a detailed delivery-focused action plan, strengthening the strategy’s implementation and monitoring framework. The Economic Development Service continues to play an active role in the Edinburgh and South East Scotland (ESES) City Region Deal projects: • Regional Visitor Economy Partnership • Integrated Regional Employability and Skills Partnership • Workforce Mobility Project. Page 143 of 244
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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 with in -person meetings strengthening regional collaboration. At a national level, the service continues to monitor and assess emerging discussions around the introduction of a Visitor Levy, considering potential local impacts and opportunities. Following the successful VisitScotland Strategic Tourism Infrastructure Design (STID) grant award, the project was formally awarded to a consultant this quarter who has been undertaking data collection and stakeholder engagement to assess rural tourism pressure points and opportunities across Midlothian. The findings are scheduled for publication in quarter 4, providing an evidence base to inform future infrastructure investment, funding applications and visitor management approaches. Land and Property Land and Property enquiries are specific premises enquiries and sign ups to the property mailing list. This quarter, 21 Land and Property enquires were received. 14 are existing Midlothian business and 7 are currently located in Scotland but registered outside of Midlothian. Property Assets This quarter our Estates and Asset Management team transitioned to form part of the Development Team. They concluded the sale of the former Loanhead Public Toilet and the lease of the former Bonnyrigg Public Toilet both agreements are subject to planning approval. The former Orchard Centre at Douglas Crescent in Bonnyrigg received planning consent and sale if now due to conclude in February 2026. Unit 2 at Dryden Glen industrial Estate was let to a local flooring company. Following approval procurement of Property agents to assist with disposal and lettings has commenced. Energy and Local Heat and Energy Efficiency Strategy (LHEES) Salix Recycling Fund Projects - Confirmation has been secured allowing the use of the fund to support the upgrading of 2 pavilions (Birkenside Gorebridge and Callender Park Pathhead). Local Heat and Energy Efficiency Strategy (LHEES) - Following the completion of a tender process Cooper Consultants have been appointed to undertake the community engagement campaign to promote the installation of Heat Meters as required by legislation at the Bonnyrigg District Heating Scheme. Page 144 of 244
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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 for submission to the Scottish Government for ‘Gate Check’, the first major milestone in the MLDP2 process. The Evidence Report cleared the ‘Gate Check’ process. From July to October 2024, a ‘call for ideas and opportunities’ exercise to provide individuals, communities, landowners, developers or any other interested parties with the chance to put forward ideas, opportunities or suggestions on matters or sites they would like included in the plan. We have recently published our latest development Plan scheme (DPS17) which sets out our up to date programme for preparing MLDP2 with consultations ongoing over 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 has reduced compared to the same period last year of 12 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 67. Page 145 of 244
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17 55 26 22 16 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Number of new Business start ups (quarterly) 65% 66% 73% 89% 71% Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 % of planning applications completed within target of 80% Planning, Sustainable Growth & Investment–performance Social media 2,240 Locate in Midlothian followers. 2,453 Business Gateway followers 10 weeks Average time to determine planning applications for local developments. (12 weeks in Q3 24/25) 55 weeks Average time to determine planning applications for major developments. (67 weeks in Q3 24/25) 21 property enquires received (31 in Q3 24/25) 6 ‘Strengthen your business’ enquiries (8 in Q3 24/25) 48 ‘Planning to Start’ enquires/submissions this quarter (44 in Q3 24/25) 18 jobs created by new Business start ups (23 in Q3 24/25) Page 146 of 244
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59.56% 59.82% 57.69% 57.07% 59.84% 40.89% 37.13% 33.60% 36.06% 34.78% 70.05% 68.57% 65.91% 70.58% 70.46% Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 % of school meal uptake Primary Secondary Free school meals 108.12 104.55 103.92 104.48 105.13106.04 108.04 109.38 109.72 113.14 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Percentage of cleaning hours against budgeted hours achieved primary school Secondary school 4.24% 3.97% 3.42% 3.82% 2.98% Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Target (less than 5% of waste) Property and Facilities – performance 6.96 nursery and primary school meals prepared per hour this quarter (6.85 in Q3 24/25) 8.25 secondary school meals prepared per hour this quarter (9.27 in Q3 24/25) TARGET: APSE national average 8.84 meals prepared per hour Percentage of school meal food waste Page 147 of 244
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Health and Wellbeing Facility Services The percentage of primary school meal uptake for this quarter is 59.84% and shows an increase compared to quarters 1 and 2 of 57.69% and 57.07% respectively. 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 34.78%, which is a decrease from quarter 2 at 36.06% but an increase from quarter 1 at 33.6%. 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. Free school meal uptake continues to sit around the Scottish Government average at 70.46%, an increase from 68.66% at the end of 24/25. Our catering team served over 10,000 Christmas lunches to pupils in December. The percentage of school meal food waste continues to remain low this quarter and has reduced further to 2.98% from 4.24% during the same period last year. 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. This quarter the new 2026 school menu was drafted and will be trials will take place in January. 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, successfully completed the October holiday works programme across our schools. Page 148 of 244
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Sport and Leisure Our Tonezone memberships continues to remain high with a total of 5,018 memberships up to the end of quarter 3. Tonezone membership has increased from 4,872 memberships at the same period last year. Usage figures across our sport and leisure facilities, excluding pools, has decreased this quarter to 71,590 compared to the same period last year of 74,009 and similarly there has been a slight decrease in usage at pools from 43,381 attendances this quarter compared to 44,572 across the same period last year. During quarter 3 access to some facilities were temporarily affected due to planned closures associated with the refurbishment of our gym spaces. These closures inevitably had a short term impact on usage and tonezone membership activity during this period. In addition, quarter 3 traditionally represents a quieter period for leisure services, particularly throughout December. During this time customer demand for new memberships typically slows. Membership uptake tends to increase over the quarter 4 period as our customers respond to New Year health and wellbeing goals. This anticipated seasonal uplift, combined with the completion of refurbishment works and the introduction of refreshed branding and promotional activity is expected to positively influence both usage figures and overall membership numbers. Our gym refurbishment project has continued to progress this quarter to create modern, high quality fitness facilities that meets the needs of our community and enhances the overall user experience. This quarter saw the completion of Penicuik and Lasswade centre and Newtongrange is expected to be complete in February. In addition, new sport and leisure branding was launched as part of the gym refurbishment programme and a personal training option was made available to customers for the first time. Usage figures are being monitored and after the soft launch there are some indications of increased use. Page 149 of 244
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Additionally, our tennis court refurbishment project was completed last quarter with upgrades to local park tennis courts, the facilities are now being utilised and this quarter saw 61 bookings for Abbeylands, 69 for Beeslack and 81 for Kings Park. A partnership was created with Dalkeith Tennis Club for 6 hours use per week during October to March. Midlothian Snowsports Centre The Alpine Coaster continues to see high sales volumes this quarter due to continued promotional work and ensuring the coaster is more assessible to the public via public transport. Sales this quarter have started to shift to a 3 ride ticket rather than 1 ride bringing in additional income this quarter. A TV advert was created for further promotion in December to attact more visitors to Midlothian Snowsports Centre, particularly over the festive period. In addition, gift voucher sales generated over £40k in December and our snowsports café exceeded income targets for the first time. 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 Sept) Number of tickets sold (quarter 3 Oct to Dec) 1 ride, 1 person 16,160 (36% of sales) 13,126 (29% of sales) 5,567 (23% of sales) 1 ride 2 persons 3,696 (10% of sales) 3,341 (7% of sales) 1,205 (5% of sales) 3 rides 1 person 14,721 (39% of sales) 22,830 (51% of sales) 13,766 (57% of sales) 3 rides 2 persons 3,499 (9% of sales) 5,690 (13% of sales) 3,475 (15% of sales) Total 38,076 44,987 24,013 Page 150 of 244
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Active Schools Midlothian Our Active Schools Midlothian team continue to work in partnership with sportsscotland, providing opportunities for our children to adopt healthy and active lifestyles throughout their school years and into adulthood by supporting and sustaining a network of volunteers, coaches, leaders and teachers who, in turn, deliver extra curricular physical activity and sport before, during and after school and in the wider community. 193 activities were delivered this quarter, a decrease of 32 activities offered compared to the same period last year. 2,733 participants attended Active Schools free extra curricular club during the quarter. The number of volunteer hours delivered in the Active Schools Programme was 1,539. 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 and 4 week block, totalling 4,278 attendances, a slight decrease in attendances compared to the same period last year of 4,633. Our October and December holiday programmes were well attended with 156 children participating across a 7 day period in October and 201 children participating over a 5 day period in December. Page 151 of 244
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74,009 88,905 83,574 81,375 71,590 44,572 53,992 47,786 54,076 43,381 32,978 32,799 35,255 19,680 28,614 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Number of attendances at Sport and Leisure facilties (quarterly) All facilities (excl pools) Swimming pools Outdoor facilities -pitches/pavillions 4,872 5,349 5,123 4,993 5,018 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 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 £397,740.65 £404,017.15 £440,250.65 £412,096.83 £403,782.25 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Quarter 3 data in relation to MAC and Ageing well will be available at quarter 4 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 152 of 244
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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. Construction and Development Key achievements across our Construction and Development team this quarter include: • The Councils Strategic Housing Investment Plan 2026-27 to 30-31 (SHIP) was approved at Council and submitted to Scottish Ministers for approval. 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. • This quarter a contract was awarded to CCG for two stage delivery of the affordable housing development in Rullion Road, Penicuik and project commencement is now underway. A further contract was awarded to Ogilvie for the delivery of 3D Page 153 of 244
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modular housing at Newtongrange Church Hall and swimming pool sites. • As part of our housing programme phase 5, Newbattle High School, Newtongrange, 41 new homes were handed over in November with the remaining 49 homes targeted for handover in January. This is Midlothian Councils largest affordable housing site to date. • Scottish Ministers increased the grant, awarded to Midlothian Council previously reported, by £500k, resulting in total grant availability of £1,693,573 for Area Based Funding to assist home owners with retrofit proposals where Midlothian Council are undertaking energy efficiency works. • The Retrofit programme is now on site at Rosewell and Pathhead. • Midlothian House retrofit is now on site as of 5th January with McLaughlin & Harvey, our main contractors and draw down of SALIX funding of up to £2.5m is now underway. • An appointment was made to Montagu Evans to progress the business case for regeneration/redevelopment of Dalkeith Town Centre. This work now underway. • The Designer for Zip Safari at Destination Hillend was appointed this quarter and planning application for these works is under development. • As part of the Vogrie Renewal Strategy, an appointment of advisors was made on a glamping opportunity and further opportunities in Vogrie House has taken place. • Fabric improvement works to progress, funded by UK Shared Prosperity Fund in Birkenside and Pathhead. Additional funding of circa £30k has been awarded through SALIX recycling fund. Page 154 of 244
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• The Midlothian Energy Limited (MEL) Business Plan was endorsed at Council in December. The sale of VHUK is progressing with a preferred bidder appointed, subject to due diligence. Midlothian Council achieved a number of awards this quarter relating to its capital programme: • Won Inspiring Learning Spaces at Learning Spaces Scotland Awards (Easthouses Primary School). • Highly Commended for Best Project at Learning Spaces Awards (Easthouses Primary School). • Collaborative Partnership Award at Accelerate to Zero Awards (BE-ST) 2025 (Shawfair District Heat Network / Partnership with Vattenfall). • Highly Commended at SURF Regeneration Awards – Housing (Buccleuch St, Dalkeith, social housing development). 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. Page 155 of 244
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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. 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 Page 156 of 244
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housed in a new £31 million wing of EPCC’s Advanced Computing Facility in Easter Bush, which has been purpose-built as part of the Edinburgh and South East Scotland City Region Deal. Installation of the first phase began in 2025. Risk The Council’s Strategic Risk Profile is reviewed on a retrospective basis and presented to Audit Committee on a quarterly basis. This process provides regular oversight of the most significant threats to the Council’s objectives and operations. At present, the highest priority risks identified relate to financial sustainability, climate change and the successful delivery of the Council’s transformations programme. Our Place directorate plays a pivotal role in mitigating these risks and spans a range of strategic functions, including long-term spatial and infrastructure planning, implementation of the Medium Term Financial Strategy, and leadership in delivering the Council’s transformation programme. Page 157 of 244
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Pentana Performance Dashboard – Q3 25/26 A full review of quarterly performance data is available via Pentana (Browser login link: https://midlothian.pentanarpm.uk/login) Page 158 of 244
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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 Q3 25/26 Performance report Performance, Review and Scrutiny Committee Tuesday 24 March 2026 Item No 5.6 Page 161 of 244
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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 162 of 244
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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 163 of 244
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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 5% increase in total visits compared to the same period last year and a 10% increase compared to the previous quarter, demonstrating sustained growth and engagement across our library network. There were 156,228 physical visits to our libraries during the quarter, representing a 10% increase compared to the previous quarter and a modest increase compared to the same period last year. This continued upward trend highlights the long term recovery and growth of in person visits, as our libraries increasingly establish themselves as valued, accessible community hubs. They are not only spaces for reading and learning, but also spaces for social connection, digital access, and community activities that support residents of all ages. Focus continues on the promotion of our eBook service which plays an important part in our service provision for customers with sight impairment, as well as for those who love to listen to a good book. 50,166 virtual library visits were made this quarter; a 23% increase compared to this period last year and a 9% increase compared to the previous quarter. 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 with more customers using digital spaces such as our web pages, library catalogue, eResources and social media to access library services. Library memberships also continue to grow, with 39,657 total memberships up to the end of quarter 3. This represents an 7% increase compared to the same period last year. Between quarter 1 to the end of quarter 3 this year, 1,444 young people have joined our libraries, which is a 21.5% increase in those joining compared to the same period last year. Page 164 of 244
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Library events This quarter 2,228 events, clubs, activities and workshops were held across our libraries. Quarter 3 shows a 42% increase in events held compared with the previous quarter and a 4% increase compared to the same period last year. This covers regular events and specific activities for both adults and children and standalone events. Challenge Poverty week October saw the launch of Challenge Poverty Week and the re-launch of our four Warm and Well-coming Hubs. Libraries held additional events during this week, working with Changeworks to run sessions in Loanhead and Newbattle Libraries. Following these events, 10 people were referred for further support, and 8 members of the Newbattle Reminiscence Group received a free heated throw. A new venue was launched for the coat collection at Penicuik Library. Lend and Mend Hubs Another exciting launch during Book Week Scotland was the launch of our ‘Lend’ element of our ‘Lend & Mend’ Hubs. At Danderhall, Gorebridge and Loanhead Libraries, a range of tools and equipment are available to borrow including jet washers, wallpaper strippers, sewing machines and cake tins. Page 165 of 244
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Virtual, Expert, Remote, Advice (VERAs) This quarter Virtual, Expert, Remote, Advice machines (VERAs) were installed in Danderhall, Gorebridge, Lasswade and Loanhead Libraries. This is a project operated by Dalkeith Citizens Advice Bureau, which is the only one of its kind in Scotland. The VERAs provide a large, easy to use touch screen that offers immediate access to information and support from a range of services, including Midlothian Council, Scottish Welfare Fund, Women’s Aid, VOCAL, and Citizens Advice. There is also a benefits checker available, so that users can check their own benefit entitlement. (Pictured right are VERAs in Gorebridge and Loanhead Libraries). Sunflower Dreams Project Midlothian Libraries are proud to support the Sunflower Dreams Project, an international series of exhibitions across the UK, EU and North America showcasing art and stories created by Ukrainian children. The exhibition will be displayed in Midlothian Libraries until next July 2026. Page 166 of 244
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Every Child A Library Member (ECALM) In November, a Parliamentary Reception was held to celebrate Scottish Libraries and to launch the Scottish Library and Information Council's vision statement Securing the Future of Scotland's Libraries. The event also showcased examples of best practice. Wendy Johnston, (pictured right) our Service Development Leader for Children and Young People attended to promote the exemplary work we do on the ECALM project. This project is a great example of joint working between library services and our Registrars. To date in 2025, over 400 babies have been signed up for library membership as part of the birth registration process, with parents, older siblings and even grandparents registering too. Midlothian’s work on this universal offer for children’s library membership in Scotland is the gold standard across the country. Stargazing kits Our new stargazing kits were launched this quarter. The kits are made up of a telescope and all its component parts plus a selection of books to provide everything needed for children to start their cosmic adventure. A promotional video was shot by our Communications team and has had nearly 30,000 views on Midlothian Council’s Facebook page. Page 167 of 244
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Book Week Scotland Book Week Scotland In November, Libraries celebrated Book Week Scotland with a range of events delivered over the week. These included Bookbug sessions, Bookbug bag and Read, Write and Count bag gifting, author visits, workshops and crafting sessions. Funding received from The Scottish Book Trust helped deliver two creative writing workshops for adults and a bookmark design competition in partnership with Midlothian Primary Schools. The bookmark competition saw over 1,000 young people enter with their designs based on the Book Week Scotland theme of Friendship. Winners from King’s Park, Roslin, Bonnyrigg and Moorfoot primary schools received a book token and their winning design printed and used as Midlothian Library bookmarks throughout the authority. Page 168 of 244
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Book Week Scotland Polish and English storytelling session Alongside the funded events libraries ran 56 sessions throughout Midlothian to celebrate reading, friendship and community. The Polish and English storytelling session at Newbattle Library saw 70 children and 15 adults attending the session with great engagement and positive feedback from attendees. (Local author Alex Mullarky pictured right). Dalkeith’s Library Natter Corner Dalkeith’s Library Natter Corner delivered two workshops for young people and their parents on creative writing and character development. The Kevock Choir, performing at Lasswade Library, was well received. Celebrating Book Week Scotland, Midlothian libraries delivered an events programme with a variety of workshops and sessions to highlight the importance of reading and connection within the community. In total, 60 events were held across the service with 2,640 people attending, 546 adults and 2,097 children, with the number of people attending events increasing by 14% on last years figures. Page 169 of 244
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Channel shift and customer contact Channel shift work continues with the rollout of the Customer Service Platform. 23 modules have been implemented in 2025/26. This quarter focused on the launch of a homeless enquiry form, mainstream school enrolment, Garden Waste Direct Debit form and updates to the core address lookup functionality across all forms. Service requests in a test phase and due to go live are: • Access protection markings requests • MOT bookings • Temporary Traffic Regulation Order (TTRO) requests • 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 which will be piloted during quarter 4. • New process being created for short term lets to replace, and in turn, reduce costs for the current system The number of webforms received via the contact centre has significantly decreased by 85% compared to the same period last year. Contact centre call numbers continue to reduce with 31,147 calls received this quarter compared to 31,816 calls received across the same period last year. In addition, there is a reduction in email contact by 19% compared to the same period last year with 8,590 emails handled this quarter compared to 10,623 at quarter 3 of 2024/25. Changes made to the way in which customer contact is handled in service areas 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. The decrease in customer contact, whether via webform, telephone or email, can also be attributed to changes made to customer forms which now go directly to the service leading to quicker responses direct to customers as well as the continued impact of the Customer Services Platform as more service transactions ae automated through the platform. Page 170 of 244
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The percentage of contact centre calls answered within 120 seconds continues to remain steady at 79% this quarter, compared to 77% over the same period last year. There has been a slight decrease compared to last quarter of 82%, this is largely due to staffing absences. With work ongoing via our Customer Services Platform and the Revenues Improvement Programme, to implement e-billing and self-service, we expect call volumes to continue 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 are slightly off target this quarter at 6% compared to the last two quarters, which met our Service Level Agreements. Call abandonment rates have improved since the same period last year of 8%. 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 28 complaints were received across Corporate Solutions this quarter. The average time in working days to respond to stage 1 complaint was 4.11 days. 77.78% of complaints at stage 1 were complete within 5 working days, 4 were responded to outwith 5 day target relating to bus passes, employment and customer services. 6 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 50%. Those complaints related to Revenues and Benefits and a complaint in relation to a bus pass. Corporate Solutions received no stage 2 complaints this quarter. Page 171 of 244
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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 the consultation on the future rent strategy, to encourage tenants and individuals to share their views. Content was produced on social media, with 4 social media graphics created featuring key messages and QR code/links to the survey. 2 posters were created and displayed to promote drop in sessions at local libraries. 14 posts were posted on each of our social media platforms with the top performing post on Facebook with 77,952 views and 508 engagements. The drop in sessions were also advertised on local Facebook groups. A media release was issued and published as a news item on the Councils website as well as media coverage in Edinburgh Live, Edinburgh Reporter and Scottish Housing news. 727 surveys were completed. A Campaign was launched to support the Highbank move to Polton Street which aimed to ensure clients, staff, families, the local community (including ward and Cabinet council members, MSPs), wider health and social care partners, trade unions, and the Integrated Joint Board were fully informed of the move to enable a smooth transition. The campaign also aimed to encourage the wider community to welcome the new facilities, understand their benefits, and know how to access services where eligible. Key messages and images about Polton Street were posted on our social media platforms, including, the Council and Health and Social Care Partnership pages and the Bonnyrigg Residents’ Forum. Facebook posts were viewed 63,688 times. Positive comments were received from local people and staff responded to questions. There was media coverage of Highbank’s last Christmas at its current site. Media releases were issued in the Midlothian Advertiser, Edinburgh Evening News and Midlothian View. Challenge Poverty week (6th to 10th October) to promote Midlothian Councils participation in the national campaign and further promote the cost of living services delivered by the Council and its partners. A refresh of the Council webpages included a newly designed homepage to improve navigation to a wide array of Council, national and third sector services. In addition, a full review of content was undertaken and webpages updated including new information pages about urgent help services, transport, young people and people with disabilities. Our Warm and Well-coming Hubs were relaunched with an updated campaign name and graphics for the service. Vertical roller banners highlighting available services were placed at each hub. 100 table talkers (table displays) were created promoting the hubs. Two social media videos were published - one to highlight services offered by local food pantries and the other to promote participation in Community Lifelong Learning and Employability’s ‘Making A Difference’ group which meets to discuss poverty reduction measures. The relaunch was also posted across our social media platforms, totalling 37,446 views on Facebook. The Food Pantry social media reel was the top performing post with 19,300 views on Facebook and a high engagement rate on LinkedIn of 9.2%. Page 172 of 244
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Book Week Scotland campaign to promote the launch of a new telescope home kit for children at Midlothian libraries with additional promotion of equipment that can be borrowed from our Lend and Mend Hubs in Danderhall, Gorebridge and Loanhead libraries. Two social media videos were created and launched on our social media platforms along with social media posts showcasing equipment in use at our Lend and Mend Hubs and telescope kit. The telescope home kit promotional video received 27,800 views on Facebook. The Lend and Mend video received 13,300 views. 38 reservations on telescope kits were made during the week following the promotion. The social media video attracted follow-up interest from The Astronomical Society of Edinburgh who are scheduling a free ‘Star Party’ event with Loanhead library, led by the Astronomer Royal for Scotland. Promotion of the 50th anniversary of Adult Learning in Scotland (22nd to 26th November) to raise awareness of the significance of adult learning via testimonies from Councillors, staff and current and former Community and Lifelong Learning and Employability students. 23 individual social media posts were shared - these were designed on Canva and featured short positive statements/stories about adult learning journeys. 3 social media carousels were created, sharing longer testimonies of positive adult learning experiences from former students. The top performing post received 9,564 views, including 50 reactions. In total Facebook reached 70,313 users. In LinkedIn, carousels proved to be the most engaging contents, with high engagement rates of 21.2%, 19.1% and 11.56%. Bonfire Night Waste Amnesty campaign to encourage uptake of a Justice Team initiative offering free collection of potentially flammable waste from communities most affected by nuisance fire-raising in the run up to Bonfire Night. A news story was published on the council website four days prior to launch of the initiative to announce and trail the opening of booking. The Council leader also spoke about plans in an interview on Radio Forth, sharing the background to the scheme and information who to contact and when. A series of social media posts were also scheduled to publicise and update on slot availability, running from the days prior to launch until all slots were filled. The story was picked up for publication by Midlothian View, Edinburgh Live and Edinburgh Evening News. Six Facebook posts were issued, with the best performing post being the initial announcement linking to the website news piece, which had a reach of 40,435 and an excellent engagement rate of 9%. Six Twitter/X posts were issued with a total of 1,701 impressions and a 2% engagement rate which is considered average for the platform. Our contact centre received 173 enquires and all 140 available slots were filled within 3 business days, significantly faster than last year. Christmas Bins Campaign to promote changes to bin collections during the festive period. ‘Midlothian Grinch’ video clip was produced at Vogrie House with the Community Waste Team to highlight amended collection dates. Royalty free stock music and special effects plug ins were used plus existing equipment and software to produce a professional result. The final version was published on YouTube and shared on the Midlothian Council website and social media feeds. The clip received 669 views on YouTube and attached to the social media posts, the clip was viewed a total of 12,791 times on Facebook and a further 1,049 times on Twitter/X. A further 13 Facebook posts were published across Christmas and the new year receiving a total of 88,827 views and had a reach of 69,979 which is a highly respectable average engagement rate of 5%. The 13 Twitter/X posts generated 3,998 impressions, with a 4% average engagement rate. Posts in the run up to Christmas Day had an engagement rate of 8-9%. Page 173 of 244
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Garden Waste Direct Debits Campaign to encourage customers to sign up to pay for garden waste via direct debit during November 2025. Communications were created by waste, web and communications teams and sent to all garden waste customers. This was reinforced with social media promoting sign up for direct debit payment. 6 Facebook posts were viewed a total of 20,203 times, had a reach of 13,023, and an engagement rate of 3%. 6 Twitter/X posts received 2058 impressions, with a 3% engagement rate. Emails were sent to 17,320 recipients, of these, 13,671 subscribers not already signed up to direct debit payment were invited to do so. 1,142 direct debit applications were confirmed during the November signup window. The total number of sign ups by direct debit has increased by 29% compared to the same time period last year. Promotion of the Midlothian’s Young People Awards (MYPA) 2025 to encourage nominations and raise profile of awards. The annual Midlothian’s Young People Awards (MYPA) were launched on 12th August 2025. The five award categories reflect the various positive contributions of young people to Midlothian. Winners were announced at a special awards ceremony in November at Rosslyn Chapel. The awards were promoted regularly on the council’s website, social media platforms, local press and community radio. There was substantial coverage in local press including feature articles in the Advertiser and Edinburgh Evening News. Black Diamond also attended prize giving event to do interviews. In total there were 83 Facebook posts issued about the awards scheme. 74 posts related to the announcement, nomination open reminders, posts sharing stories of previous winners and countdown to nominate before closing date. These posts received an extremely high engagement with 138,776 views in total. 9 posts were issued after the awards ceremony to celebrate winners and runners up and received a total of 165,809 views and over 1,500 interactions with many positive comments about the awards scheme. 60 nominations were received in 2025 for Young People Awards. Page 174 of 244
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40,885 46,116 43,358 45,914 50,166 155,290 166,411 149,597 142,020 156,228 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Number of Library visits (quarterly) Virtual Phyiscal 37,102 37,382 38,069 39,330 39,657 328 398 375 700 369 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Number of Library memberships Child memberships - new Total 31,816 36,285 36,350 34,746 31,147 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Number of Contact Centre calls(quarterly) Customer Engagement – performance measures 79% of calls this quarter answered within 120 seconds (77% in Q3 24/25) 102 Contact Centre Webforms received this quarter (decrease from 685 in Q3 24/25) 8,590 Email contact handled this quarter (decrease from 10,623 in Q3 24/25) Social Media 27.9k Midlothian Council Facebook followers 23.9k @midgov twitter (X), WhatsApp and Instagram followers 2,228 Library events held this quarter. (2,151 in Q3 24/25) 1,516 Children’s library initiatives taken place (1,490 in Q3 24/25) 529 Library customers supported with digital queries. (709 in Q3 24/25) Library services Customer contact Page 175 of 244
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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 176 of 244
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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. Last quarter saw the official launch of our Wellbeing Charter and as part of that launch a series of events for October Wellbeing month were held, covering topics such as financial support, carer support, physical and mental wellbeing and information sessions. Feedback gathered from staff on this year’s promotion of wellbeing will be incorporated into future campaigns. This quarter 49 wellbeing events were held with a total of 660 attending the events. This is an increase of 104% compared to the same period last year where 24 events were delivered with 324 attendees. Events this quarter included: Financial support for our employees: • Money helper webinar delivered by the partnership manager • 2 monthly webinars delivered by Money Advice Scotland • My money matters AVC webinar • 6 Capital Credit Union in person sessions delivered at various sites. Health and wellbeing events: • 8 on site Health check sessions delivered at various locations. • 3 Shibashi Martial Art sessions delivered at 3 locations. • Health walks delivered by Active Travel • Various activities and Health walk delivered by our Countryside Rangers service. • 2 sessions delivered in relation to menopause, with one session held in Newtongrange for both staff and the community and a second staff webinar. • Webinar delivered covering meditation and mindfulness. Page 177 of 244
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• SQA Community Lifelong Learning and Employability Mental Health training course from September to November 2025. • 2 events held focussing on Health and Wellbeing, one in person sessions held at Dalkeith Arts Centre and a second delivered online. • Session held with nutrition adviser on healthy eating • Swim Out Sisters session delivered by Sport and Leisure • Staff webinar held on Trauma and Building Resilience as well as the delivery of a Trauma and Building Resilience training course held at Newbyres Care Home. • In addition, a Macmillan Cancer Support Fundraising event was held this quarter raising £1,900. 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 with a further 3 sessions were delivered this quarter. These sessions have now become part of a rolling programme for managers and planning for future sessions is in place. This quarter our staff e- learning platform was also updated to incorporate a Maximising Attendance at Work course for managers. Over the last year this work has resulted 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 153, which is higher than expected and an increase of cases compared to quarters 1 and 2 where 93 and 90 cases were supported respectively. However, overall absence cases have seen a reduction across quarters 1 to 3, year on year, with 438 cases supported in 23/24, 376 during 24/25 and 336 this year. This quarter 336 Occupational Health referrals were made in support of our employees, this is an increase from 173 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. 296 Physical Health referrals were made this quarter, a decrease from 346 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 HR team continue to work on various lengthy and challenging employee relations cases supporting staff and managers throughout the process to reach a successful conclusion. 11 cases are being supported this quarter which is a reduction of 42% compared to the same period last year. Page 178 of 244
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Investing in our workforce In conjunction with a short life working group on staff debt, a Staff Debt Policy has been developed this quarter, and consultation will commence soon with Trade Unions. The Staff Debt Policy will aim to ensure employee debts are identified, managed and fairly and consistently recovered, giving employees clarity, fairness and support when financial issues arise. Consultation took place with Trade Unions on the Council’s Neuro-inclusion Policy. A Neuro-inclusion Policy aims to make the council a place where neurodivergent people are understood, supported, and able to participate fully, focusing on removing barriers, improving awareness and ensuring services and workplaces are designed with different thinking and communications styles in mind. This quarter, proposals are progressing for revision of the employee appraisal system and the review of pay and grading. As part of the Workforce Strategy, training on workforce planning was carried out with the Local Government Association and the Corporate Management Team (CMT) last quarter. Further sessions took place during Quarter 3 to progress plans and look at future challenges in the workforce. Plans are in place to train Leadership Forum members on workforce planning in February. The Managers Forum continued this quarter with 5 online sessions focussing on health and wellbeing, health and safety risk assessments, financial management through Additional Voluntary Contributions, employee discount scheme and energy efficiency through the winter period, providing managers with best practice and guidance. The forums continue to provide a space for leaders and managers to share experiences. 2,612 mandatory e-learning courses were accessed by staff this quarter. In total 16,338 courses were accessed from Quarter 1 up the end of Quarter 3. A 4% increase from the same period last year. 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. Last quarter saw the launch of ‘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 was further promoted in the lead up to the festive season and saw an increase in usage particularly in Local Government Workers. Page 179 of 244
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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 (2.91%) and the same period last year (2.2%), staff turnover rates have decreased to 1.83% this quarter. The gender pay gap measures the average female pay (£21.69) versus average male pay (£21.94) within the organisation. The figures show that the Council has more male staff at higher rates of pay by 1.13% as of quarter 3. The pay gap continues to reduce year on year with this figure reflecting the smallest pay gap recorded over several years. The percentage of female employees in the top 5% of earnings has increased compared to last year with 134 female employees in the top 5% of earnings in quarter 3 and 127 during the same period last year. Overall sickness absence rates for all employees remains steady this quarter compared to the same period last year. The average sickness days for quarter 3 was 8.17 compared to 8.45 in quarter 3 of 24/25. For Corporate Solutions the average number of working days lost due to sickness absence this quarter has increased to 7.51 compared to 6.91 quarter 3 of 24/25. Of the FTE days lost, 70% was due to long term sickness, 18% self-certified, 12% short term absence. Work continues with each service area to review attendance levels and support those absent to return to work. A focussed piece of work will commence in 2026 to look at both long term and short term absence, better understand potential triggers and review the existing absence policy and processes. Page 180 of 244
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2.30% 2.29% 1.76% 1.33% 1.13% Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Gender pay gap between average hourly rate of pay for male and female (all employees) Scottish Average (2.5%) 8.45 10.91 2.76 4.86 8.17 4.75 6.67 1.20 2.03 4.34 10.08 12.56 3.38 5.99 9.67 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Average Sickness Absence days All employees Teachers Local Government workers 2.20% 1.86% 1.78% 2.91% 1.83% Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 % of staff turnover (quarterly) 760 2,508 1,801 16-30 31-50 over 50 Human Resources – performance measures 153 Long term absence cases this quarter (127 in Q3 24/25) 336 Occupational Health referrals via OHIO this quarter (173 in Q3 24/25) 11 HR cases handled this quarter (19 in Q3 24/25) 296 Physiotherapy referrals made this quarter (346 in Q3 24/25) No. of staff by age group 1,309 (26%) Employees with over 15 years of service 394 Leavers at end of Q3 (cumulative figure) 65.7% of employees are Midlothian Residents Employee Health and Wellbeing Workforce demographics 134 female employees in top 5% this quarter. • 49 wellbeing events held this quarter with 660 attendees • 2,612 employees accessing mandatory eLearning courses • 738 employees accessing non-mandatory eLearning courses Page 181 of 244
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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 182 of 244
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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: Infrastructure • A backup solution for Google classroom has been identified, and procurement will start in January 2026 providing further resilience for the Education network users • Further sites have been migrated to SWAN which will reduce network costs netting a financial saving; and provide a common platform for the connections (Cherry Road, Dalkeith House, Hillend, Dalkeith Social Work) • Phone system fully moved to Fairfield House which mitigates any phone failure risks during the Midlothian House refurbishment. • New and extended public Wi-Fi installed at Penicuik, Lasswade and Newtongrange gyms to support the new Technogym equipment and improve services for gym users. • New servers installed to improve our network and server logging for cyber security. • All on-prem proxy services in Corporate and Libraries have been migrated to a hosted service. Any physical devices have been powered off, reducing power consumption and CO2 emissions. • The new phone system continues to be rolled out through the Education estate at pace. Front Office • Work continues on the ongoing roll out of new Xerox print devices across corporate and education estate. • Planning and orders completed for laptop refresh programme for delivery early this year (650 devices). • Testing and piloting of Microsoft Azure platform and preliminary work on the Microsoft Azure Virtual Desktop replacement for Citrix carried out. Page 183 of 244
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Service Desk • Support of the Penicuik High School refurbishment. • Multiple AV upgrades across the corporate estate carried out. • 284 new users accounts created. • Closure of 2000 support service desk calls. Business Solutions • Build and test of Customer Service Platform integration with Whitespace waste management system. • Supported major upgrades including Open Revenues and Customer Payments. • Recruitment of Principle Solutions Architect to lead team. • Closure of 122 support calls in relation to Business Solutions. Page 184 of 244
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Cyber Security Work continues this quarter to maintain and strengthen our cyber security. Key successes this quarter include: • Procured a security operations centre (SOC) • Procured a cyber incident response (CIR) provider • Successfully defended the organisation against multiple cyber attacks. • Security oversight was provided for the onboarding of several new supply chain providers, applications and technical services • Awareness raising and training with Senior Management Teams about the dangers of phishing emails • Regular security comms and phishing exercises to increase staff awareness. Information Governance This quarter Information Governance efforts focused on embedding strategic oversight, enhancing compliance, and supporting digital transformation. Key successes this quarter included: • Information Governance oversight was applied to M365 and Google Workspace implementation projects • Review of risk register and action plans to improve information governance across the Council Page 185 of 244
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46 16 23 Total Planned modules Complete during 24/25 Complete during 25/26 62% 60.5% 65% 60.5% 65.2% Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 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) 322.8k Midlothian Council website visits this quarter with 983,000 page views. (401,819 website visits and 1,134,800 page views in Q3 24/25). 100% of Cyber Essentials and PSN implemented 49.5% of cyber security annual refresher training complete at quarter 3. Website Customer satisfaction and helpdesk Digital Services Customer satisfaction rate: 92% this quarter (94% in Q3 24/25) Customer Services Platform Page 186 of 244
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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 and Green slip transactions have reduced from 8.3% in quarter 3 of last year to 6.7% 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 85,621 transactions were processed up to and including quarter 3, of which 72,401 are included in the Statutory Performance Indicator (SPI) invoice calculation with an average of 10.1 days to pay an invoice. The team made 10,869 direct payments to bank accounts to cover free school meals during the holiday periods, Ukrainian Host payments and Economic Development Business Grants. 2,351 internally generated payments were processed including grants, corporate appointees, salary deductions and treasury activities. Purchasing card transactions increased to 24% this quarter from 14.8% in quarter 3 of last year due to an increase in embedded cards for catering suppliers. 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 Corporate Resources Page 187 of 244
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and implementations across several platforms. Further Business Application upgrades were completed for ITrent, Open Revenues, Legend and Citizens Space. In addition, the migration to Gauge Plus was completed this quarter and a new contract was signed for MRI One Housing to March 2031. A new contract for the migration to TotalMobile Connect was signed last quarter, including the provision of a hosted service and the first Project Board meeting was held this quarter. This move will deliver improved system performance, reporting functions and enable more efficient mobile working across Building Maintenance Services, Fleet and Roads Services. The Parent Portal pilot was implemented in a further 6 schools this quarter with all 38 schools now complete. This expansion marks a significant step in improving communications and engagement between schools and parents through digital channels. Our Employment and Reward team successfully implemented the Scottish Negotiating Committee for Teachers (SNCT) 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 conjunction with the Business Applications team, the team also completed the annual purge of casual workers within the Itrent system. In addition, the team successfully delivered early payroll for December and January. Our Business Services team signed a new contract for postal services including physical, planned and hybrid mail. Supporting the Cost-of-Living Crisis 91.38% of the annual total Scottish Welfare Fund (SWF) budget was allocated up to quarter 3. This quarter 1,589 Crisis Grants and 221 Community Care Grants were received. Requests for crisis funding continue to remain consistently high with a 2% increase in applications received over quarters 1 to 3 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. Page 188 of 244
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Analysis of Scottish Welfare statistics quarter 3 Data reviewed from Scottish Welfare applications across the period October to December 2025 show that £94,410.00 of funding was awarded to Crisis Grant applicants and £145,217.72 of funding to Community Care Grants. The graphs below show a breakdown of that funding by reason of the application. In summary, the largest proportion of funding awarded from Crisis Grants was due to benefit/income being spent at 57%. In relation to funding awarded from Community Care Grants, the largest proportion of funding was awarded to enable a move to a more suitable accommodation at 35%. £210.00 £236.67 £2,731.00 £3,108.07 £3,397.54 £4,098.40 £6,698.31 £9,321.89 £13,412.50 £15,641.37 £16,349.27 £18,764.28 £51,248.42 13 - Meet child's needs (chronic illness accident disability) 12 - Moving out of staff intensive sheltered housing 11 - Had to move due to serious accommodation problem 10 - Moving out of prison or detention centre 09 - Family - other reason for application 08 - Had to move due to relationship breakdown 07 - Families or individual under exceptional pressure 06 - Help - other reason for application 05 - Moving out - other reason for application 04 - Expenses to improve a home to maintain living conditions 03 - Planned resettlement after an unsettled way of life 02 - Moving out of hostel or shelter or temporary housing 01 - Enable move to more suitable accommodation Total awarded for Crisis grants by reason for application Page 189 of 244
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Revenues and Benefits Processing times to the change of circumstances within Revenues and Benefits is off target this quarter at 15 days instead of the target 8 days. This quarter reflects work carried out on some older cases and includes late notifications of changes in circumstances which have increased average processing times. Similarly, the average time for processing new claims forms is also off target at 63 days of a target 25 days. A dedicated programme of work is being undertaken within the service to identify improvements to our processes which, in time, will see this figure be brought back on target. The percentage of current housing rent arrears sits at 15.93% at the end of quarter 3 and is consistent with figures from the same period last year at 15.47%. In year Council Tax collected year to date is 75.4%, showing a similar rate of collection compared to the same time last year of 77.5%. £210.00 £240.00 £300.00 £590.00 £1,605.00 £3,410.00 £5,650.00 £7,380.00 £21,290.00 £53,735.00 10 - Fire 09 - Gas or other explosion 08 - Flood 07 - Nowhere to stay so may have to sleep rough 06 - Living expenses required due to money being stolen 05 - Living expenses required - relationship breakdown 04 - Living expenses required due to losing money 03 - Unexpected expense 02 - Other reason for application 01 - Benefit/Income Spent Total awarded for Community Care grants by reason for application Page 190 of 244
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5,109 7,168 1,881 3,618 5,207 2,723 3,840 976 1,884 2,703 52 127 16 37 58 2,334 3,201 889 1,697 2,446 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 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. 48 56 54 65 63 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 New claims Revenues and Benefits 4865 2935 5344 4900 4620 2863 3064 2954 3058 2852 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Number of online transactions (quarterly) Rent Council Tax 75.4% of in year Council Tax collected year to date. 12.7 2 7 12 15 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Change of circumstances 931 1,351 316 552 773 326 461 121 215 317 6 88 3 3 6 599 802 192 334 450 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Number of Community Care Grants (cumulative) received awarded declined ineligible Corporate Resources – performance measures £317,390 granted from Scottish Welfare fund for crisis grants £375,965 granted for community care grants up to Q3 Scottish Welfare Fund Average processing times (days) Page 191 of 244
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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 new Docu Sign pilot project was implemented within Legal services with 18 legal documents electronically signed so far. The project improves 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. Lothian Buses Shareholder Agreement A review of the proposed changes to the Shareholders Agreement was conducted and a report provided to the Transport Team. South of Scotland Electric Vehicle Charging Points Infrastructure Public Partnership Project This is a complex joint procurement with seven other councils in relation to the procurement and management of a concession contract for the installation operation and maintenance of an Electric Vehicle charge point network across the southeast of Scotland. This quarter, a review of the draft concession contract was carried out with a report provided to the Transport Team and CEC, as the lead authority, and further clarifications for the Council obtained. Legal and Governance Page 192 of 244
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Leisure Services A review was carried out on the terms and conditions for licences for personal trainers to use Council facilities with updated terms ready for use within the service. Buy Backs Housing and Legal Services work together to acquire former local authority housing stock that can used for social housing for rent and is part of the Council’s strategy to reduce the number of people on the housing waiting list. Contracts concluded this quarter to acquire two 3 bedroomed semi-detached houses in Dalkeith and Penicuik and a 3 bedroomed flat in Bonnyrigg. Morrison’s Daily, Burnbrae Road, Bonnyrigg In liaison with Anderson Strathern and Estates, completion of a 15 year full repairing and insuring lease by the Council in favour of Morrisons and associated licence for works. This provides a local food retail facility for the community and generates rental income of £58,500 per annum for the Council. Accommodation works at Kilronan, Salters Road adjacent to the Dalkeith school campus site. Work has concluded on the accommodation works at Kilronan leading to an agreed area being at the school grounds. Mavisbank House, Lasswade Terms were agreed for the back to back agreement with the Landmark Trust for the Compulsory Purchase Order (CPO) of Mavisbank House, Lasswade in order for them to restore the ruined house. Once the agreement has been signed the Council can proceed to make the Compulsory Purchase Order. The Orchard Centre, Bonnyrigg The contract was concluded for the sale of the Orchard Centre, Bonnyrigg. It is anticipated that completion of the transaction will take place in January 2026. Planning Agreements Variations were completed to section 75 Agreements for developments at Auchendinny and Tynewater. Roads 14 instructions for Temporary Road Traffic Restriction Orders were processed and granted this quarter. This assists with the Council’s management duties as the local roads authority. In addition, the team provided advice in relation to a Roads Bond held in connection with housing development. Page 193 of 244
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Prevention and detection of crime 75 requests were processed for information from the police and external agencies for the prevention and detection of crime in accordance with the Data Protection Act 2018. CCTV systems 25 requests processed for personal information held in the Council’s CCTV systems in accordance with the Data Protection Act 2018. Property queries The team researched and provided advice on 17 title checks and ownership searches. 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: Enforceability of guardianship order in English Court of Protection Assisted in the determination by the Vice President of the English Court of Protection of the steps taken by Social Work in order to ensure our Scottish Guardianship Order met Human Rights requirements and was enforceable in England. This is a highly significant case, following two recent decisions by the English courts to refuse to recognise guardianship orders in other Scottish local authorities on the basis that they were not Human Rights compliant. The judge was highly complimentary of the work undertaken by the social worker and the solicitor, and a decision is expected to be published in order to assist other authorities. Education Admission in Schools policy Provided feedback and legal advice relating to updates to the Admission in Schools policy. 2026 Education Appeals Continued work with Education and Democratic Services to prepare for 2026 placing request appeals. Education – Physical intervention in schools Provided feedback to education on their policy in physical intervention in schools. This included an advice note in relation to the use of seclusion in schools. Adult Services Charging Policy Provided ongoing advice in relation to Adult Services Eligibility Criteria Review, including advice in relation to the recovery of costs of reports required in terms of the Adult with Incapacity (Scotland) Act 2000. Page 194 of 244
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Ordinary Residence Consideration of the Scottish Government guidance in relation to charging and recovery of costs for adults who move to other authorities and who require funding for care – including residential accommodation and care packages. Considering recent determinations by the Scottish Government, and the approach taken by other local authorities. Education transport Discussions with colleagues in education and resources in relation to the review of transport policy and decision making in individual cases. Ongoing court actions and responding to general queries: • Responded to 72 individual legal queries. • Raised 14 applications for guardianship and/or Intervention Orders under the Adults with Incapacity (Scotland) Act 2000. • Raised 11 actions for recovery of possession under the Housing (Scotland) Act 2001. • Represented Children and Families in 2 actions for Child Protection Orders under the Children’s Hearing (Scotland) Act 2011. • Provided advice in relation to a case raised in the Additional Support Needs Tribunal. • Attended and/or provided advice for 23 Adults with Incapacity/Adult Support and Protection Case Conferences. • Provided advice to Adult Services in relation to two separate actions raised in the Court of Protection in England. • 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 195 of 244
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Procurement Work continues 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. 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. Key procurement activity this quarter includes: Successful completion of four procurement exercises to appoint contractors for delivering energy efficiency measures across Rosewell, area wide, Cuikenburn, Auchendinny and Bilston. The contractors will begin designing and installing external wall insulation, solar PV and batteries to non-traditional domestic properties over a span of 12 months. Properties benefiting from this project are: • Cuikenburn: total of 22 private/18 Council properties, awarded to Sureserve UK Ltd • Auchendinny and Bilston: total of 151 (20 Private/131 Social), awarded to IRS UK Ltd • Rosewell: 98 domestic properties (all social), awarded to Easy Heat UK Ltd. • Area wide: 134 domestic properties (34 privates/100 social), awarded to Valley Group UK Ltd. Page 196 of 244
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This quarter this successfully issued our Data Processing Agreement (DPA) to all Priority 1 and 2 Adult and Social Care providers. This ensures the protection of personal data identity for individuals receiving commissioned social care services. The achievement strengthens compliance with data protection regulations and council standards. It also highlights our commitment to safeguarding sensitive information and building trust with providers and service users. A review and update of the Adult Social Care contracts register with Adult Social work Services continues to progress this quarter to identify what services require a contract for 2025/26. Once identified a contract will be drafted and approved before issuing to the Provider for their signature. The Gas Canister Removal (Stobhill) contract was awarded to Aire Valley Gas Ltd. This project will efficiently manage the removal of gas canisters and fire extinguishers from our Stobhill Depot at a competitive price as part of Midlothian Council’s ongoing waste management and environmental safety commitments. Purchase of Tractor (Kubota) and Associated Equipment was procured on a mini competition via Scotland Excel Framework and awarded to Fairways GM as part of Midlothian Council Fleet Replacement Program (2025-2030). The project has increased Council participation in the strategic use of procurement frameworks, supporting compliance and value for money. By phasing out older vehicles, the Council is significantly reducing ongoing spend on maintenance and repairs, leading to cost efficiency. The supply and delivery of wheeled bins was procured through Scotland Excel Framework and awarded to SSI Schaefer Plastics UK. The project ensures the provision of bins in line with the twin stream requirements of the Household Waste Recycling Charter, of which Midlothian Council is a signatory along with the associated Code of Practice (ref.2021 Draft). Midlothian Council Combined Security Operations Centre (COS) and Cyber Incident Response Service (CIR) were awarded to Quorum Cyber Security Ltd through a competitive open tender procedure on the Public Contracts Scotland portal. The project is aimed at monitoring and responding to cyber security threats in real time 24/7. This is required to protect citizen data, maintain public services, and meet security compliance requirements. The Truck Wash Bay Lift contract was awarded to Stertil-Koni Heavy Duty Vehicle Lifting and procured through a competitive procurement exercise. The project is potentially procuring a new Truck Wash Lift Solution for our fleet to enable us to carry out chassis washes. The equipment copes with harsh wash chemicals, water and power hose capable of lifting a minimum of 26 tonne. The following projects were procured using a quick quote process: • Dalkeith Town Centre Regeneration Business Case – a property advisor led team was required to take forward the business case for the delivery of Phase 1 and 2 of the Dalkeith Town Centre Regeneration development. This was awarded to Montagu Evans. Page 197 of 244
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• Waverley District Heat Network Community Engagement – A social research advisor was required to lead on developing and implementing a community engagement strategy. This was awarded to Copper Consultancy. • A6094 Polton Road West/Rosewell Junction Feasibility Study – An engineering design consultant was required to conduct a feasibility study for a potential new crossing point on the A6094 at the junction with Polton Road West. This was awarded to AECOM. • Online Map Hosting and PDF Map Creation MLDP2 – A supplier was required to create and host the online map and create PDF maps for the MLDP2 proposals map. This was awarded to Lovell Johns. In addition, GIS support was required to assist in the preparation of MLDP2. The contract was also awarded to Lovell Johns. • Project Management Support – The strategic transport team required a part time project manager to assist with the delivery of six projects. Following a mini competition via the City of Edinburgh Council’s Professional Services framework, Gleeds was awarded the contract and a project manager has since began working with the transport team. Page 198 of 244
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10 9 46 15 13 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Number of regulated procurement excerises undertaken (quarterly) Legal and Governance – performance measures Access to information 359 399 410 420 326 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Number of Freedom of Information requests recieved (quarterly) 47 70 64 62 77 Q3 24/25 Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Number of Subject Access Requests recieved (quarterly) 13 Legal commercial transactions carried out this quarter Page 199 of 244
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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 200 of 244
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Key achievements: Key achievements across this quarter for our Continuous Improvement team include: Equalities: • Prepared the Council’s statutory draft Gaelic Language Plan for public consultation. • Revised training materials for pan-Lothian Integrated Impact Assessment (IIA) training. • Continued to provide Integrated Impact Assessment support on various proposals from services across the Council. Performance: • Pentana performance system training provided to key officers supporting service performance and reporting. • Refreshed corporate approach for Self-Assessment agreed. Contact Us: • Ongoing drive and service support to close long-standing open cases with demonstrable progress. • Data and qualitative analysis on SPSO contact to help determine resource. • Continued complaint investigation, support and co-ordination as required. Page 201 of 244
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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 202 of 244
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Our Capital Strategy sets out the infrastructure required to meet those demographic pressures and includes the financial contributions Midlothian will make to the Edinburgh and South East Scotland City Region Deal. Encompassing five main themes the City Region Deal will bring significant investment across the regions with total investment of circa £1.3 billion across: • Data Driven Innovation: £751 million • Integrated Regional Employability and Skills: £25 million • Transport: £156 million • Culture: £45 million • Housing: £313 million Through the Data Driven Innovation strand the Deal will leverage existing world-class research institutes and commercialisation facilities in order that Easter Bush becomes a global location of Agritech excellence. The Easter Bush project includes significant investment in transport infrastructure along the A701/2 transport corridor. In addition, by improving on-site infrastructure at Easter Bush and transport infrastructure, The University of Edinburgh expects commercial partners will be able to co-locate at scale to commercialise Agritech breakthroughs. The UK Government has announced the University of Edinburgh as the preferred location for the exascale supercomputer, which will be able to perform one billion, billion calculations each second. Once operational, it will provide high-performance computing capability for key research and industry projects across the UK. Exascale will help researchers model all aspects of the world, test scientific theories and improve products and services in areas such as artificial intelligence, drug discovery, climate change, astrophysics and advanced engineering. Exascale will be housed in a new £31 million wing of EPCC’s Advanced Computing Facility in Easter Bush, which has been purpose-built as part of the Edinburgh and South East Scotland City Region Deal. Installation of the first phase began in 2025. The Capital Investment Strategy sits centrally within the Council’s future planning activities and in doing so has to reflect the demands of Council services to ensure positive outcomes are achieved in the right place, at the right time, for the maximum benefit to Midlothian. The extensive capital programme aims to deliver new schools, investment in council housing, improved community infrastructure, investment in the local transport network and innovative developments such as the new low carbon heat network in Shawfair. In response to all these pressures, a range of reprioritisation activity continues, with an Estates & Asset Management Strategy approved by Council in October 2025 which will enable investment and disposal of assets under Best Value for the Council. Risk The Council’s Strategic Risk Profile is reviewed on a retrospective basis and presented to Audit Committee on a quarterly basis. This process provides regular oversight of the most significant threats to the Council’s objectives and operations. At present, the highest priority risks identified relate to financial sustainability, climate change and the successful delivery of the Council’s 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 203 of 244
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Pentana Performance Dashboard – Q3 25/26 A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) here Page 204 of 244
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Midlothian Council Report Quarter 3 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: • 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. Performance, Review and Scrutiny Committee Tuesday 24 March 2026 Item No 5.7 Page 207 of 244
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• 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 208 of 244
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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 Improved inspection outcome for the Midlothian Council Community Access Team means that none of the adult service providers have grades that are below good. Care Inspectorate Grades Good or Above Target = 90% Actual = 100% Exceeds target Finance – Expenditure Against Budget Annual Budget = £31.06m Projected Expenditure = £32.8m Below target Care Package Reviews – Number within 2 years Target = 90% Actual = 92% Exceeds target Physical Disabilities and Long-Term Conditions: PD/LTC interventions recorded as outcome achieved Target = 85% Actual = 95% 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 = 75 Actual = 76 Exceeds target Number of Adult Carer Support Plans completed VOCAL (accumulative) Target = 525 Actual = 890 Exceeds target Care at Home & Learning Development - The number of weeks waiting for a package of care has not reduced much, our aim is to reduce waiting times to a maximum of 6 weeks as a long-term aim, but our medium-term aim is 6 months and this is hopeful within the next 3 months. We have managed to bring down the number of weekly hours on the community care at home waiting list which has demonstrated the effectiveness of the additional USC funding for two social workers who are working through the list and reviewing each person face to face. There is a slight increase in the number of staff qualified for their role in in care at home. Staff within the Care at home service continue to work through their SVQ programmes with some recent successful completions of carers with their SVQ 2 qualification. However, we have had some carers retire who were fully qualified and new carers appointed who are not all qualified but are working towards their qualification, therefore this does affect the qualification rates of staff in the Page 209 of 244
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service. Older People’s Service Initial Care home reviews completed within 6 weeks – Performance target met. Measure Target Q1 Q2 Q3 Care home review completed within 6 weeks of admission to a care home 60% 98% 90% 96% A revision of the care home review policy is being planned and in Q4 there will be quality assurance audit of some care home reviews to ensure that standards and quality are of a high level. Improvement planning will be progressed as required. Newbyres Village – The care home provides 24 hours care and support for 48 permanent residents. A full programme of Christmas activities was arranged by the management and activities team at Newbyres, raising funds for the forthcoming years activities programmes within the care home. Improvement planning is in place to support improvement in grades in all areas but specifically in management/leadership/staffing and skin care of residents. There were significant issues relating to the provision of nurisng care in Q3 and the service had to be supported by the district nursing service. Recruitment has now been completed and 2 new Band 6 nurses have started. 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. There is currently an underoccupancy of residents being managed at Highbank in preparation for the move to the new site. This is to ensure that the rehabilitation service can be established as soon as possible after the move. Hospital In Reach Team - Improvement planning continues within the Hospital in reach team. The additional staff employed with budget from Unscheduled Care moneys have allowed for a revision of staff deployment. Older People’s Team – 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. Improvement planning continues. Adult Support and Protection (ASP): Social Work staff undertake specific training to become a Council Officer and work to identify, minimise and manage risk, and ensure that all suspicions, disclosures or incidents of actual harm are acted upon. An adult is someone aged 16+ although for individuals between the age of 16 and 18 years of age there will be discussion with Children Services colleagues to identify if the matter would more appropriately be managed under child protection procedures. On receipt of a referral related to concerns that there is an adult at risk of harm it is screened to ensure that the relevant information is available and an investigation, often referred to as the Duty to Inquire (DTI) will be undertaken, there is a local aim that the investigation will be completed within 21 days, however there are a number of factors which impact this including being able to speak to the adult to gain their views. The following graph shows the volume of work during quarter 3. Page 210 of 244
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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. There were no new protection plans started this quarter but there are cases progressing with the plans already in place. 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 3. 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). The Welfare Rights Officers have noted an increase in the volume of referrals and during Q3 the team received 219 new referrals, an increase of 35 referrals on the previous quarter. In addition, they dealt with approximately 90 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 £791,582.51. Public Health - We have worked collaboratively with various partners to apply for funding to improve early intervention measures for veterans and people experiencing homelessness. 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. The service continues to have a shortage of social worker availability primarily due to one of the Social workers training to do their MHO training, therefore this continues to impact Page 211 of 244
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on the waiting list social work waiting list. Dementia Team - The Midlothian Dementia service comprises 4 Social Workers and 2 Community Care Assistants. Currently in Midlothian social work waiting times continue to be monitored within the agreed performance target of being allocated to a Social Worker within 6.9 weeks and/or Community Care Assistant within 13 weeks. The service is progressing with developments to explore ways to manage the current wait list to improve timely access for those who are referred to the service. 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. 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. Q3 Work Progressed - The HSCP is very aware of the increased pressures which take place over the winter months due to seasonal illness. This increases the demand on services and creates staff shortage. At the end of 2025, Midlothian HSCP saw an unusually high number of influenza cases. In order to prepare staff and reduce risk, a guide outlining our Winter Support was issued in November (see attachment). It is hoped that promoting this provision in addition to clinical measures such as vaccination, will go some way to limit the negative consequences expected over the next few months. On the 12th November the HSCP celebrated the successes of those working in the partnership through its Scottish Vocation Qualification Ceremony. Academic achievements included vocational certificates, diplomas, and degrees. 18th of October designated World Menopause Day. Throughout the month a number of sessions were offered to staff including world café meetings, education, and awareness sessions. The purpose of the sessions was to raise awareness of menopause and the common issues experience, while supporting employees by increasing access to appropriate information and care. During quarter 3, two teams, the Care Home Palliative Care Team and Gorebridge Health Visitors, were offered bespoke positive psychological input as a single face to face session or as sequential interventions over 6 facilitated conversations and education. A total of 16 staff participated. On the 4th of December the HSCP launched a new initiative to increase staff engagement, Leadership Question Time (QT). The aim of QT is to offer all staff the opportunity to share experiences, seek information, and clarify concerns. It is a forum for sharing ideas, asking questions, and celebrating successes. Sport & Leisure Tonezone membership continues to remain high with a total of 5,018 memberships up to the end of quarter 3. Tonezone membership has increased from 4,872 memberships at the same period last year. Usage figures across our sport and leisure facilities, excluding pools, has decreased this quarter to 71,590 compared to the same period last year of 74,009 and similarly there has been a slight decrease in usage at pools from 43,381 attendances this quarter compared to 44,572 across the same period last year. Gym refurbishment project has continued to progress this quarter to create modern, high quality fitness facilities that meets the needs of our community and enhances the overall user experience. This quarter saw the completion of Penicuik and Lasswade centre and Page 212 of 244
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Newtongrange is expected to be complete in February. Midlothian Snowsport Centre - The Alpine Coaster continues to see high sales volumes this quarter due to continued promotional work and ensuring the coaster is more assessible to the public via public transport. Sales this quarter have started to shift to a 3 ride ticket rather than 1 ride bringing in additional income this quarter. In addition, gift voucher sales generated over £40k in December and our snowpsorts café exceeded income targets for the first time. Midlothian will be Safer – Achievements Justice and Protection Services 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. During quarter three the Justice Service brought the provision of Diversion from Prosecution in- house to extend the range of early intervention and prevention strategies delivered centrally. This service had previously been provided by colleagues within City of Edinburgh Council. The main community-based sentence that the service manages is a Community Payback Order (CPO), which can have up to ten requirements. Supervision and Unpaid Work continue to be the most frequently imposed requirements as shown in image below, and during this reporting period the Courts imposed 44 Community Payback Orders (compared with 46 in the previous quarter). At the end of quarter three, the Justice Service team were supervising 228 people who were subject to 265 CPOs. Justice Social Work staff use a trauma-informed and person-centred approach to develop effective working relationships with people. On 31 December 2025 13.6% (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=228) of people were engaging effectively on their Order. At the end of service every person is offered the opportunity to complete an exit questionnaire. Current data indicates that 25 CPOs were concluded in the quarter. Twelve self-assessment exit questionnaires were completed by individuals during this quarter, and 100% of respondents reported that they felt listened to. 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 Page 213 of 244
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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 - the delivery of carriageway surfacing has significantly increased this quarter. To date, under the combined Capital Works Programme and Residential Streets Programme, 12.72km of carriageway was resurfaced representing 1.81% of our road network resurfaced with 5.94km of carriageway resurfaced this quarter. The Pothole Pro project equated to 1,741m2 of permanent patching, repairing 455 potholes this quarter. The number of potholes permanently repaired this quarter has decreased compared to the same period last year of 584. The capital street lighting programme commenced in June with 331 street lighting columns replaced up to and including quarter 3, meeting target in advance of year end. 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. This quarter, all our highest risk approved premises producing products of animal origin have been inspected during the planned annual cycle from Jan 2025 to December 2025. The majority of these businesses have very high standards and no formal enforcement action was taken at any of these establishments. The team carried out 84 food hygiene/food standards interventions across Midlothian this quarter which is a 33% increase compared to the number of interventions during quarter 3 of last year. Our Trading Standards team received 34 consumer complaints this quarter which is a 33% decrease compared to the same period last year. All consumer complaints were responded to within 5 working days and 32 complaints were fully completed in the quarter. 41 Trading Standards primary inspections took place this quarter, 37 of those premises inspected concerned ‘target’ premises. This totals 131 inspections of a targeted 186 planned for the year. Public Health Environmental Protection (PHEP) team received 329 public health service requests this quarter from Midlothian residents and businesses, a slight reduction of 5% compared to the same period last year. 97% of public health complaints received a first response within timescale. A further 74 service requests were received from internal sources, a 12% decrease 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 to inform the new Integrated Children’s Services Plan 26/29. Page 214 of 244
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The Promise, Corporate Parenting and UNCRC Quarter three was a busy period for Children’s Services for events related to our Corporate Parenting duties. October include care experienced week where staff across the council were asked to make a pledge to our care experienced young people. In October we also celebrated World Children's Day by holding a UNCRC event at Newbattle Abbey College. In November we held our second Corporate Parenting event of the year. This was hosted by our colleagues in the NHS with a focus on mental health and wellbeing. In December we held the first of our new Corporate Parenting Board meetings and together we celebrated our progress and shared new ideas in relation to what our 2026 Corporate Parenting Plan could look like and what our key messages, themes and outcomes should be. All the work is captured on our Midlothian Promise page. Referral numbers have remained relatively static over the year (1,048 referrals to the duty service this quarter). At first contact, many families present with lower-level or emerging concerns that do not meet statutory thresholds for social work involvement. In these cases, families are supported through universal and targeted services with clear advice and signposting. However, for those who require statutory intervention we continue to see increased complexity of family circumstances, often with interrelated issues of poverty, neglect, substance use, mental health or violence. Ensuring families receive the right support at the right time is challenging in the context of increased need and reduced resource. Work is ongoing with partners to refresh Midlothian’s local GIRFEC approach to strengthen intervention pathways and ensure timely escalation where risk increases. Our Duty team is planning to test a reset of child-concern referral processes and responses to shift the focus from investigation to meeting unmet needs. The Family Wellbeing Service continues to work with high numbers of children and their families to deliver early-support to families in need in Midlothian. The team is operating a waiting list with the aim that families wait no longer than 12 weeks for support. Disability Service - We continued to receive high numbers of referrals for children who have received a diagnosis of a disability. Work has been started to develop various areas of the service. The team play a vital role of signposting and upskilling, being part of the larger picture of disability services within Midlothian. Family Centred Care (FCC) - Following our fostering, adult placement and adoption inspection in September 2025 improvement work has been ongoing. Child Protection and Looked After away from home population - The number of children on the Child Protection Register for Q3 is 67 and the number of Looked After and Accommodated Children for Q3 is 209. There has been a significant increase in the number of children on the child protection register in Q3. While part of this rise is attributable to large sibling groups being registered together, this does not fully account for the overall trend. Page 215 of 244
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The Practice Team continues to support children, young people and their families in a range of circumstances. We have a number of newly qualified social workers who make a positive contribution to the team and are well supported by both their team leaders and more experienced colleagues. Active Schools Midlothian - 193 activities were delivered this quarter, a decrease of 32 activities offered compared to the same period last year. 2,733 participants attended Active Schools free extra curricular club during the quarter. The number of volunteer hours delivered in the Active Schools Programme was 1,539. 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. The Q3 period in our schools and ELC settings continued to focus on raising attainment through four key areas - Learning, teaching, assessment & curriculum; Attendance & engagement; Relationships, wellbeing & care and Inclusion, equity & targeted supports and risks. 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) Workstream 1: Inclusive Learning, teaching, assessment & curriculum (iLTAC) Aligned to the Service Plan, priorities for 2025/26, key actions, with Q3 updates noted, are: All learners receive their entitlement to high-quality universal provision (staged intervention levels 1 & 2) which promotes engagement and improved outcomes. Q3 Update: All schools and ELC settings have had a focus on QI 3.1 this session with quality improvement activity focused on wellbeing, fulfilment of statutory duties and inclusion and equality Page 216 of 244
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• An effective assistive technology offer tackles digital inequity and reduces barriers to accessing learning. o Q3 Update: 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. o Q3 Update: 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. All ASGs have a draft curriculum rationale and will work to finalise this by June 2026. Almost all schools are making progress with updating individual school curriculum rationales. 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. ACEL (Achievement of Curriculum for Excellence) Analysis 2025 – Primary • We are above LGBF ( Local Government Benchmarking Framework) averages for the first time since 2021. • We are above national average for Literacy for the first time, and within 0.1% of Numeracy. • The above represent significant improvement since 2024 ACEL (Achievement of Curriculum for Excellence) Analysis 2025 – Secondary • Numeracy continues to be strong overall – above National and LGBF for three sessions in a row. • Literacy (all measures) is above the LGBF average for the first time. The individual components are above the National figure and overall Literacy is just 0.1% below National. Workstream 2: Wellbeing, Support and Partnerships (WSPs) Aligned to the Service Plan, priorities for 2025/26, key actions, with Q3 updates noted, are: • Culture, relationships and systems ensure that children, young people and staff feel valued and supported to succeed. o Q3 Update: All schools have a pupil representative body that regularly feed into the local authority pupil representative groups and the Midlothian Youth Cabinet. Parent Council Chairs meetings meet regularly with senior officers to voice their views. • Collaboration, partnerships and shared learning at ASG level leads to an improved in learner outcomes through a data-informed allocation of resources. o Q3 Update: Headteachers attend EEG, E&EB and Workstreams to increase participation between school leaders and senior officers in local decisions and to lead change and improvement. 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 Q3 Update: 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. Page 217 of 244
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Primary Attendance and Exclusions - Primary attendance for the session up to 31 December was 93.88% (National primary average for the past 3 years is 92.29%). Of the 5.24% absence, 3.85% is authorized compared to 4.6% National 3 year average. 2.26% is unauthorized absence compared to 2.5% National 3 year average and 0.01% are exclusion based absence. There have been 44 primary exclusion incidents for the session up to 31 December. Secondary Attendance and Exclusions - Secondary attendance for the session up to 31 December was 86.52% (National primary average for the past 3 years is 88.20%). Of the 13.48% absence, 7.68% is authorized compared to 6.8% National 3 year average. 5.74% is unauthorized absence compared to 5.0% National 3 year average and 0.06% are exclusion based absence compared to 0.07% National 3 year average. There have been 95 primary exclusion incidents for the session up to 31 December. 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. In Quarter 3 2,428 people engaged with CLLE services across 260 opportunities. 148 home visits were carried out to help young people engage with our services and support those not in a positive destination. 187 people accessing our services live in SIMD 20% and 901 in SIMD 40%. In Q3 the No One Left Behind (NOLB) All Age Employability team have continued to provide support to 255 people, with 34 new starts this quarter. The team has continued to support 229 existing parents including 55 new parents started in quarter 3. Youth Work – Q3 1,834 young people accessed CLLE services over 145 opportunities, 129 from SIMD 20% and 644 from 40% SIMD. 266 received one to one support for positive destinations support. In Quarter 3 211 adults participated in paid courses. 23 community adult learning courses with 199 participants in wellbeing, mental health, languages and arts. 71 ESOL learners. 16 literacy learners. 3 digital sklls courses with 21 participants. 66 children and adults engaged in family activities in Q3. 50th Anniversary Campaign for Adult Learning was promoted across Midlothian to highlight the impact of learning for adults and the positive impacts on their quality of life. The campaign had local testimonials and consisted of 23 posts on face book, 3 carousel case studies on linked in. This resulted in 70,313 Facebook engagements and LinkedIn engagements 21.9%. Community Capacity Building - In total, up to and including Q3, 48 community groups have engaged with CLLE. Support was provided to 23 groups for Large Grant monitoring and reporting and 15 Community Councils were supported with governance and operations. Neighbourhood statistical profiles have been produced to support new Living Well Plans in five communities as part of our partnership working with Community Planning. Library services continue to transform and thrive in responding to the needs of our communities. This quarter overall figures for library visits show a 5% increase in total visits compared to the same period last year and a 10% increase compared to the previous quarter, demonstrating sustained growth and engagement across our library network. There were 156,228 physical visits to our libraries during the quarter, representing a 10% increase compared to the previous quarter and a modest increase compared to the same period last year.. Page 218 of 244
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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. 50,166 virtual library visits were made this quarter; a 23% increase compared to this period last year and a 9% increase compared to the previous quarter. Our online catalogue continues to increase in popularity and provides a flexible, inclusive and efficient way for our customers to engage with library resources. Library memberships also continue to grow, with 39,657 total memberships up to the end of quarter 3. This quarter 2,228 events, clubs, activities and workshops were held across our libraries. Quarter 3 shows a 42% increase in events held compared with the previous quarter and a 4% increase compared to the same period last year. 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. 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 205 businesses now committed, Fleet replacement: as part of our ongoing Fleet replacement programme, we have continued to modernise and decarbonise our vehicle fleet. In total, 14% of the council’s fleet is ‘Green’, directly supporting our commitment to achieving net carbon zero emissions Our Bikeability Coordinator won the Keith Fergus Annual Achievement Award 2025 at Cycling Scotland’s Bikeability Scotland Awards in November after successfully overseeing the delivery of Bikeability Scotland Road Cycling Training in every primary school in Midlothian, placing Midlothian among the top-performing local authorities in the country. This achievement reflects a growing commitment to equip the next generation with the skills and confidence needed to travel actively and safely. 38 improvements across our play areas, parks and green spaces were completed up to and including this quarter, consisting of landscaping schemes and the installation of benches and street litter bins, as well as deep cleaning projects, which enhance the local environment. Our ranger service continues to deliver activities and school sessions with 74 events carried out this year so far attracting 1,115 participants. 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, 3,864 volunteer hours (644 days) were spent in countryside sites. This is a reduction in volunteer hours compared to the same period last year of 5,107 which is largely due to staff availability. Waste and Recycling - Work continued this quarter on the final stages of 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 Page 219 of 244
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every household. 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. 48 ‘Planning to Start’ enquiries were received in quarter 3 which is an increase of 9% compared to the same period last year, 6 ‘Strengthen Your Business’ enquires were also received this quarter. The total number of new Business start-ups this quarter was 16, creating a total of 18 jobs and an estimated contribution of £220,000 to the Midlothian economy in their first year of trading. Community Wealth Building – Procurement. The Economic Development service continues to work collaboratively with the Procurement Service to develop Community Wealth Building activity in relation to the Procurement Pillar. Key areas developing this quarter are: • Local Supply Chain, the service continues to work with the Procurement service to identify local suppliers to increase local spend. • Tender opportunities are shared across Business Gateway Midlothian social media channels and with local businesses via Business Gateway Advisers. Our Locate in Midlothian Business Directory at the end of this quarter has a total of 164 businesses listed on the directory, 6 of these were added as listings in quarter 3. 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. Page 220 of 244
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Locate in Midlothian received 12,372 page views during quarter 3, a slight increase for the same period last year. Our social media channels target different audiences, and each is performing well in terms of audience growth and interaction with 2,453 ‘Business Gateway Midlothian’ followers and 2,240 ‘Locate in Midlothian’ followers across Facebook and LinkedIn and Instagram. This quarter, 21 Land and Property enquiries were received. 14 are existing Midlothian business and 7 are currently located in Scotland but registered outside of Midlothian. Tourism, Culture and Heritage - The Midlothian Tourism Strategy for Inclusive Economic Growth 2025 to 2030 has progressed to a final draft and design stage and is progressing to Council for approval with anticipated publication in quarter 4. Planning application performance: the average timescale to determine local development planning applications continues to remain on target this quarter at 10 weeks, which has reduced compared to the same period last year of 12 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 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, helping to meet growing demand for housing across Midlothian. There were 6,514 active housing applicants placed on the Common Housing Register at the end of this quarter, an increase compared to the same period last year of 5,971. 155 lets have been made this quarter, averaging 51 lets per month. The lets have increased this month due to the handover of more new builds made available for let this quarter. 58.1% of lets were made to homeless list applicants and 41.9% to general needs list applicants. 38 lets were made to new builds and 1 to open market purchases during quarter 3. Re-let times to permanent accommodation properties increased to 47 days to re-let this quarter compared to 42 at the end of quarter 21. 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 3 was 318, a decrease of 16% compared to the same period last year of 378. The number of temporary accommodation households that have been flipped to permanent accommodation this quarter was 57, this is an increase from 24 at quarter 2. Tenants sustaining permanent accommodation continues to be high this quarter with 97.22% of homeless applicants sustaining a permanent tenancy after 1 year, an increase from 91.7% during quarter 2. The percentage of Secondary School meal uptake this quarter was 34.7% which is a decrease from 36.06% compared to quarter 2. The percentage of Primary School meal uptake for this quarter is 59.84% and increased compared to a 57.07% uptake in quarter 2. 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 2.98% from 4.24% for the same period last year. Page 221 of 244
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Scottish Welfare Fund (SWF) – 91.38% of our total Scottish Welfare Fund (SWF) budget was allocated up to quarter 3. This quarter 1,589 Crisis Grants and 221 Community Care Grants were received. Requests for crisis funding continue to remain consistently high with a 2% increase in applications received over quarters 1 to 3 compared to the same periods last year and demonstrates the continued significant financial challenges faced by our communities. 1,920 customers received help and support via Housing Benefits this quarter with a gradual reduction each quarter from 2,692 during quarter 3 of last year. The percentage of current housing rent arrears sits at 15.93% at the end of quarter 3 and is consistent with figures from the same period last year at 15.47%. In year Council Tax collected year to date is 75.4%, showing a similar rate of collection compared to the same time last year of 77.5%. October saw the launch of Challenge Poverty Week and the re-launch of our four Warm and Well- coming Hubs. Support was provided to Midlothian Food Pantry Network through Midlothian Council staff donations (£210 of cash donations and multiple crates of food) and Challenge Poverty Week awareness activities were delivered by CLLE. PES partnered with IKEA Wish Tree to provide Christmas gifts for families. External Funding - £17,000 PBIF secured for Woodburn Hub refurbishment and CLLE as been a key lead in implementing the £70,000 Fairer Futures funding to create a community diners delivery network. 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. 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 Page 222 of 244
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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 approved by Council in October 2025 which will enable investment and disposal of assets under Best Value for the 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 223 of 244
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Pentana Performance Dashboard – Q3 25/26 Off target On target Data only No data 5 3 9 2 Off target indicators: Page 224 of 244
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Performance, Review and Scrutiny Committee Tuesday 24 March 2026 Item No 5.8 Care Inspectorate Report - Inspection of Newbyres Village Care Home Report by: Nick Clater, Head of Adult Services & Chief Social Work Officer Report for Noting 1 Recommendations Performance, Review and Scrutiny Committee is requested to: 1. To note the outcome of the inspection of Newbyres Village Care Home. 2 Purpose of Report/Executive Summary This report advises of 1. The outcome of the unannounced inspection 2. The areas for improvement that will be included in the improvement plan 3. The overall improvement in Grades from 2025 Date: 12/02/2026 Report Contact: Nick Clater (Head of Adult Services and Chief Social Work Officer) Page 225 of 244
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3 Background 3.1 Inspection The inspection Newbyres Village Care Home which provides 24 hours care and support to up to 48 older adults took place on 15th January 2026. This was an unannounced inspection. The inspection focused on the following areas: • How well do we support people's wellbeing • How good is our leadership? • How good is our staff team? • How good is our setting? • How well is our care and support planned? Evidence was gathered from direct observations within the care home, feedback from staff, residents, carers and families of residents. There was a review of documentation including support plans, daily record keeping, staff records relating to supervision, training and recruitment in line with Safe Staffing legislation. Information and feedback was also collected from other stakeholders including visiting professionals e.g. GP. There were observations undertaken by inspectors throughout the building to evaluate environment. 3.2 Grades The inspection grades are noted below: • How well do we support people's wellbeing? 4 - Good • How good is our leadership? 3 - Adequate • How good is our staff team? 4 - Good • How good is our setting? 4 - Good • How well is our care and support planned? 4 - Good This is an improvement on grade - How good is our staff team from Grade 3 to Grade 4 from the last inspection in 2025. Positive indicators from Inspection included: • Staff were knowledgeable about peoples care needs and showed genuine caring and respectful attitudes when supporting people. • People living in the care home and their families were happy with their care. • Improvements have been made, and management recognises that further progress is required in relation to quality assurance and oversight. Measures are already being implemented to address these areas and sustain the improvements. • People experienced care and support with compassion because there was warm, encouraging positive relationships between staff and people living in the home. • The manager has now been in post for over a year, and ongoing improvements within the service are evident. • People experienced care from consistent staff who knew them well and had developed meaningful, caring relationships. • The home offered a relaxed and welcoming atmosphere that reflected the ages and preferences of the people living there. Individuals were able to Page 226 of 244
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choose between spending time in communal areas or enjoying privacy in quieter spaces or their own rooms. 3.3 Areas for Improvement The report highlighted 3 previous areas for improvements from the last inspection in 2025 and noted that whilst there has been improvement, there is still a need for improvement on these areas. Improvement areas: 1. To support people's health and wellbeing, the manager must have a good overview of all documentation and an effective overview of the daily running and delivery of care to those residing in the care home. This includes having a visible presence within the service and to fully engage with staff, relatives and those supported to ensure the service is well led and managed effectively. Mitigations All areas for improvement will be added to the improvement plan which is currently being developed. Care home manager will work with Quality Assurance officer to review, develop and improve the systems in place for tracking and recording documentation currently in place relating to the daily running and delivery of services at Newbyres Village. This will include all related audit activity and will be reported on monthly for management purposes. Managers will continue to ensure that they are visible and engaged on a daily basis on the units within Newbyres Village and that staff supervisions are audited and managed accordingly. There are resident, carers/families/proxies and staff meetings held regularly throughout the year. Quality Assurance will support the care home manager to gather feedback relating to leadership within the care home. 2. To ensure people experience care where staff recruitment practices is within the service to the standard detailed in the Scottish Social Services Council (SSSC) and Care Inspectorate guidance, ‘Safer Recruitment’. Mitigations All areas for improvement will be added to the improvement plan which is currently being developed. Care home manager is working with Recruitment managers to adapt recruitment monitoring documentation, to ensure that all required documents and information is held at Newbybyres Village where possible and that any documentation held by recruitment is accessible and available for inspection and evidence of safe staffing. Recruitment documentation will be adjusted to include information relating to gaps in work history for all preferred candidates. A review of staff training relating to recruitment will be completed and all staff will be provided with adequate training relating to safe staffing and recruitment if there are any outstanding matters. Page 227 of 244
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3. To further minimise the risk of any development of pressure ulcers the provider should ensure the system in place must be able to demonstrate that the skin care needs of the service users are regularly assessed and adequately met. Mitigations All areas for improvement will be added to the improvement plan which is currently being developed. Appropriate documentation for the recording of skin care needs will be reviewed and updated. This will include input from nursing staff, care home managers, Quality Assurance and the care home support team. A clinical care pathway will be developed by this team that places nursing staff in a leadership role relating to the identification of skin integrity need and they will be responsible for managing care planning and supervising the implementation of a care, treatment and support relating to skin care. Quality assurance and nursing staff will audit skin care bundles and this will be completed monthly and will be reported within the existing monthly reporting framework. There is currently appropriate equipment to minimise risk to service users developing pressure ulcers, but this will be assessed and reviewed as each skin care pathway is identified and completed. Core Improvement Planning An overall improvement plan is currently being reviewed and developed for Newbyres Village, this will include areas that have not been identified in inspection as matters for improvement. This will be completed for implementation by the end of March. There is an existing improvement plan for Medications management and this has reduced the number of medication errors and improved resident safety. Support from pharmacy services has also improved booking in of medication and medication ordering processes reducing staff time required for these processes. Environmental improvement planning will be included to ensure that the furnishings, equipment and soft furnishings upgrade and replacement is planned. All care plans and risk assessments have been audited and reviewed and implementation of improvements are being progressed. Staff supervisions are regularly audited and there are some improvements identified relating to supervision and training. There are performance indicators in place relating to activities care planning for residents and completion of care home reviews and these are being met and are reported on quarterly. Page 228 of 244
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no direct resource requirements arising from the inspection. 4.2 Digital There are no digital implications related to this paper. 4.3 Risk 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 229 of 244
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value A.5 Involving Communities and Other Stakeholders The service will continue to seek feedback from individuals, families, staff members and partner agencies regarding the service. A.6 Impact on Performance and Outcomes The attached inspection report highlights several areas of good outcomes for those who use the service and a service that has continued to improve. The report will be used to inform current improvement planning identifying appropriate areas relating to performance and outcomes so that improvements that are ongoing can be identified, progressed, evaluated and measured. A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Not applicable Page 230 of 244
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APPENDIX B Inspection Report - Newbyres Village Care Home Service Page 231 of 244
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NNewbewbyryres Villagees Village Care Home Service 20 Gore Avenue Gorebridge EH23 4TZ Telephone: 01312 705 656 Type of inspection: Unannounced Completed on: 15 January 2026 Service provided by: Service provider number: Midlothian Council SP2003002602 Service no: CS2007167115 Page 233 of 244
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About the service Newbyres Village is a care home which provides care and accommodates up to 61 older people. The provider is Midlothian Council. The home is situated in Gorebridge, Midlothian, close to shops and local amenities. Accommodation is within five units named "streets", each with lounge and dining areas and access to enclosed gardens. There is a separate area that houses the kitchen and laundry facilities. Forty-six people were using the service at the time of our inspection. About the inspection This was an unannounced inspection of the service which took place on 6 and 7 January 2026. The inspection was carried out by two inspectors from the Care Inspectorate. To prepare for the inspection information was reviewed about this service. This included previous inspection findings, registration information, information submitted by the service and intelligence gathered since the last inspection. In making our evaluations of the service we spoke with people using the service as well as feedback from relatives. We also spoke with management and staff, observed practice and daily life as well as reviewed a wide range of documents. Inspection rInspection reporteport Inspection report for Newbyres Village page 2 of 12 Page 234 of 244
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Key messages • Staff were knowledgeable about peoples care needs and showed genuine caring and respectful attitudes when supporting people. • People living in the care home and their families were happy with their care. • Issues regarding the integration of NHS nursing staff need to be addressed regarding roles and responsibilities to improve on health outcomes for those supported. • Recruitment of staff must be in line with the "Safer Recruitment Through Better Recruitment Guidance" • Evidence needs to be demonstrated better regarding adequate documentation and interventions for skin care. • Improvements have been made, and management recognises that further progress is required in relation to quality assurance and oversight. Measures are already being implemented to address these areas and sustain the improvements. From this inspection we evaluated this service as: In evaluating quality, we use a six point scale where 1 is unsatisfactory and 6 is excellent How well do we support people's wellbeing? 4 - Good How good is our leadership? 3 - Adequate How good is our staff team? 4 - Good How good is our setting? 4 - Good How well is our care and support planned? 4 - Good Further details on the particular areas inspected are provided at the end of this report. Inspection rInspection reporteport Inspection report for Newbyres Village page 3 of 12 Page 235 of 244
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How well do we support people's wellbeing? 4 - Good We evaluated this key question as good, where several strengths impacted positively on outcomes for people and clearly outweighed areas for improvement. People experienced care and support with compassion because there was warm, encouraging positive relationships between staff and people living in the home. Staff were knowledgeable about those in their care and how to meet their needs. People were encouraged to be independent, choice was promoted well and time was spent on meaningful interactions. This ensured peoples wellbeing and sense of worth was enhanced by staff who were knowledgeable and skilled. People had timely access to external healthcare professionals, including GPs, opticians and occupational therapists, when required. A team of registered nurses were available within the service and able to identify and assess any deterioration or changes in people's needs. Work is ongoing to further clarify and strengthen the role of the nursing team. Enhancing their oversight of all clinical aspects of care would support improved outcomes for people and reduce pressure on care practitioners. People benefitted from a range of assessments that informed their support plans and risk assessments. Key processes, including the monitoring of weight, falls and associated risks, were in place and subject to regular review. A new system is in place to improve the communication between the staff via the daily notes. It prompts the staff to be more descriptive regarding the health and wellbeing of those they support. Clinical Practitioners were responsible for administering medication. All documentation was found to be in good order. A clear system was in place to record any changes to medication, including who authorised the change and when. The sample of PRN (as required) protocols reviewed was of good quality, providing clear guidance on the purpose of the medication, indications for use, administration instructions, potential side effects, and when to seek medical advice. Controlled drugs were administered by Clinical Practitioners, and associated documentation was satisfactory. Regular checks were being completed. Medication audits have been revised and daily audits were in place. This appeared to be effective, as medication errors and related notifications have significantly reduced since the previous inspection. Continued oversight from management and the nursing team will be important to sustain and further strengthen this improvement. There is an area for improvement in place and unfortunately there has not been sufficient progress in strengthening the management and oversight of skincare to meet this area for improvement. Further work is required to ensure that daily skincare is consistently and accurately recorded, and that all relevant assessments are completed and maintained appropriately. Ongoing monitoring and follow up from the nursing team and management are essential to support sustained improvement. Inspection rInspection reporteport Inspection report for Newbyres Village page 4 of 12 Page 236 of 244
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People experienced a generally calm and well organised mealtime, and staff interactions were observed to be kind and respectful. Staff demonstrated good knowledge of individuals' dietary needs and preferences, and there were positive examples of person centred practice, such as adapting food presentation to promote independence and offering choices throughout the meal. Communication between care staff and the kitchen appeared effective, and residents were supported discreetly with eating and drinking. People were seen to be enjoying their food and commented on it being 'good'. However, there were occasions were only one staff member was present which reduced the ability to respond promptly to people's needs and contributed to delays in meeting other people's requests. The home offers enjoyable activities, and Activity Coordinators help create a positive, engaging atmosphere. However, activity provision is inconsistent, with some days lacking structured sessions. Staff and some residents felt there were not enough stimulating opportunities, especially when coordinators are off. Care staff should be supported to provide meaningful engagement on days without activity staff, and the service should involve residents and families more in shaping the programme. Activity records lacked detail about what took place, whether people chose the activity, how they responded, and if they enjoyed it. Improving recording would support better evaluation and more person led planning. There was meaningful interaction carried out throughout the day from staff and when activities were ongoing, people really enjoyed them. There were no restrictions on family visiting, family and friends were invited into the home which allowed further opportunities for people to connect with those who are important to them. How good is our leadership? 3 - Adequate We evaluated this key question as adequate. There were some strengths contributing to positive outcomes for people, however, these only just outweighed weakness. The manager has now been in post for over a year, and ongoing improvements within the service are evident. However, similar to the previous inspection, there was limited visible presence of the management team within the care environment, despite the availability of a deputy manager and assistant managers. Visible leadership is essential to support staff in their day today practice and to model expected standards of care. Systems to assess and monitor the quality of the service and environment are in place, and there is evidence that oversight is improving. Nonetheless, further work is required to ensure that positive outcomes for people living in the home are consistently achieved and that improvements are sustained. There was insufficient progress to fully meet the area for improvement identified at the last inspection. The manager was able to demonstrate effective communication with external professionals, including evidence of timely referrals that contributed to improved outcomes for the people supported. Staff stated there felt the home was improving under the new manager and this would continue. They felt supported and good relationships were evident between the manager and staff. Inspection rInspection reporteport Inspection report for Newbyres Village page 5 of 12 Page 237 of 244
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How good is our staff team? 4 - Good We evaluated this key question as good, where several strengths impacted positively on outcomes for people and clearly outweighed areas for improvement. The staff team were well established and worked effectively together. Communication within the team was respectful and supportive, contributing to a warm and welcoming atmosphere. People experienced care from consistent staff who knew them well and had developed meaningful, caring relationships. This continuity of care promoted trust and emotional security. All staff had access to a broad range of training opportunities, delivered both online and face to face. Compliance to the online training needed to improve to ensure that staff learning remained relevant and up to date to the ongoing care and support needs of people using the service. The nursing team are contracted under the NHS and have specific training for their roles as well as supervisions and mentoring from their NHS manager. Staffing levels were assessed monthly through a recognised dependency tool which showed acceptable levels but had potential to leave the service vulnerable during periods of higher demand, such as outbreaks, end of life care, or incidents. During the inspection, based on the rota, the dependency assessments and observations, there appeared to be an appropriate number of staff on duty. Staff did not appear rushed, and call bells were not heard for prolonged periods. Staff were able to spend time engaging in meaningful interactions with people, which contributed positively to their overall experience of care. Agency staff continue to support the rota, though the service benefits from a consistent group who work well with permanent staff. Teamwork and morale were positive, with staff supporting one another effectively. Positive feedback was received from families and people who use the service both in person and via the Care Inspectorate questionnaires. People receiving support told us, "staff are very friendly and always willing to chat", "the staff are always helpful and friendly". During our observations over the inspection we saw very respectful interactions between those supported and staff members. It was evident strong relationships were in place. Up to date systems were in place to confirm that staff were correctly registered with the appropriate regulatory bodies, including the SSSC (Scottish Social Services Council). This oversight helped ensure safe practice and supported a professional and accountable staff team. An area for improvement was in place from the last inspection regarding recruitment. Again, safe recruitment was not demonstrated well and did not follow the Care Inspectorate guidance "Safer Recruitment Through Better Recruitment". Concerns were identified during this inspection regarding the management of key recruitment documentation. The organisation lacked the ability to demonstrate effective oversight of the recruitment process. As a result, this area for improvement has not been met and will be carried forward. Inspection rInspection reporteport Inspection report for Newbyres Village page 6 of 12 Page 238 of 244
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How good is our setting? 4 - Good We evaluated this key question as good, as the strengths identified had a positive impact on outcomes for people and clearly outweighed any areas for improvement. The home offered a relaxed and welcoming atmosphere that reflected the ages and preferences of the people living there. Individuals were able to choose between spending time in communal areas or enjoying privacy in quieter spaces or their own rooms. Bedrooms were personalised with meaningful items and were decorated in a way that promoted comfort and a homely environment. Approved plans for refurbishment, including the replacement of carpets and selected furniture, are expected to further enhance the living experience for residents. The overall environment was clean, well maintained, and free from clutter. Communal bathrooms were spacious, clean, and suitable for people who required mobility aids. Staff demonstrated safe and effective infection prevention and control practices. Personal Protective Equipment (PPE) was used correctly, and staff were observed adhering to current guidance. The home was consistently clean and fresh throughout, with no unpleasant odours noted. Environmental and equipment maintenance was well organised, with required checks completed in line with relevant standards and expectations. How well is our care and support planned? 4 - Good We evaluated this key question as good where strengths impacted positively on outcomes for people and outweighed areas for improvement Care plans were generally of a satisfactory standard and contained an appropriate level of information to guide staff in meeting people's needs. Most plans were clear, person centred, and informed by relevant assessments. However, further development is required to ensure greater consistency and depth across all documentation. Several plans would benefit from more detailed, outcome focused information and clearer guidance to support staff in delivering care that fully reflects individuals' preferences, routines, and changing needs. Strengthening the quality and regularity of reviews will also help ensure that care plans remain current, accurate, and responsive. Overall, while the foundations for effective care planning are in place, continued improvement is needed to ensure plans consistently meet best practice standards and fully support safe, effective, and personalised care. Only a small number of anticipatory care plans were in place. The manager has scheduled discussions with individuals and their representatives to explore future wishes, and the anticipatory plans that were completed were of a good standard. Inspection rInspection reporteport Inspection report for Newbyres Village page 7 of 12 Page 239 of 244
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Areas for improvement Previous area for improvement 1 To further minimise the risk of any development of pressure ulcers the provider should ensure the system in place must be able to demonstrate that the skin care needs of the service users are regularly assessed and adequately met. In particular there should be : a) Ensure that the assessment and monitoring of skin problems and wounds is appropriate and up to date. b) Be able to demonstrate that adequate care planning and interventions are in place to care and support those service users at risk of developing pressure ulcers. c) Ensure that appropriate equipment to minimise the risk of service users developing pressure ulcers is always available and used appropriately. d) Review, revise and improve wound care documentation to ensure that a clear complete and accurate record of care is kept. e) Ensure there is specific reference to the following in the care plans of those service users at risk of developing pressure ulcers: a. Accurate recording of the details of care interventions. b. Risk assessments which reflect all identified risks. c. The regular update of records to reflect change. d. Consistency in the use of risk assessment tools. This is to ensure that care and support is consistent with the Health and Care Standards (HSCS) which states that: I experience high quality care and support based on relevant evidence, guidance and best practice. (HSCS 4.11) My care and support is provided in a planned and safe way, including if there is an emergency or unexpected event. (HSCS 4.14) This area for improvement was made on 15 January 2025. Action taken since then There has not been sufficient progress in strengthening the management and oversight of skincare to meet this area for improvement. Further work is required to ensure that daily skincare is consistently and accurately recorded, and that all relevant assessments are completed and maintained appropriately. Ongoing monitoring and follow‑up from the nursing team and management are essential to support sustained improvement. 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 Newbyres Village page 8 of 12 Page 240 of 244
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This area for improvement will be carried forward and reviewed at the next inspection. Previous area for improvement 2 To support people's health and wellbeing, the manager must have a good overview of all documentation and an effective overview of the daily running and delivery of care to those residing in the care home. This includes having a visible presence within the service and to fully engage with staff, relatives and those supported to ensure the service is well led and managed effectively. This is to ensure management and leadership is consistent with the Health and Social Care Standards (HSCS) which states: I benefit from a culture of continuous improvement, with the organisation having robust and transparent quality assurance processes. (HSCS 4.19) I use a service and organisation that are well led and managed. (HSCS 4.23) This area for improvement was made on 15 January 2025. Action taken since then While improvements have been noted since the previous inspection and the manager has implemented more robust processes and now demonstrates a stronger oversight of the day‑to‑day operation of the service, there are still areas that strongly need improved upon to strengthen and support effective monitoring. This area for improvement has not been met and will be carried over to the next inspection. Previous area for improvement 3 To ensure people experience care where staff recruitment practices is within the service to the standard detailed in the Scottish Social Services Council (SSSC) and Care Inspectorate guidance, ‘Safer Recruitment Through Better Recruitment (2017) the provider must include the following in their recruitment process: a) recruitment records are in place for all staff and all staff have outstanding pre-employment checks submitted to Disclosure Scotland in line with the Protection of Vulnerable Groups (Scotland) Act 2007. b) that you obtain two references in place for each staff member recruited, one of which, where possible, from their previous employer. c) that where there are clear gaps in people's work history, a reason for this should be obtained. d) there are robust recordings, shortlisting, interviewing and assessing of staff to make certain they have the correct knowledge and skills to support people. e) that those responsible for undertaking safer recruitment are skilled and competent in their role. This is to ensure that care and support is consistent with the Health and Social Care Standards (HSCS) which states: I am confident that people who support and care for me have been appropriately and safely recruited. (HSCS 4.24) This area for improvement was made on 15 January 2025. Inspection rInspection reporteport Inspection report for Newbyres Village page 9 of 12 Page 241 of 244
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Action taken since then Concerns were identified during this inspection regarding the management of key recruitment documentation. Several documents remained difficult to locate from a centralised recruitment system which was reluctant to share evidence with both the manager and the Care Inspectorate. A number of dates could not be reliably verified, and evidence of essential pre‑employment checks was inconsistent. Record‑keeping practices continued to lack clarity and completeness, limiting the organisation’s ability to demonstrate effective oversight of the recruitment process. Overall, the actions taken since the previous inspection have not been sufficient to address the identified area for improvement. As a result, this area for improvement has not been met and will be carried forward. 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 Newbyres Village page 10 of 12 Page 242 of 244
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Detailed evaluations How well do we support people's wellbeing? 4 - Good 1.3 People's health and wellbeing benefits from their care and support 4 - Good How good is our leadership? 3 - Adequate 2.2 Quality assurance and improvement is led well 3 - Adequate How good is our staff team? 4 - Good 3.3 Staffing arrangements are right and staff work well together 4 - Good How good is our setting? 4 - Good 4.1 People experience high quality facilities 4 - Good How well is our care and support planned? 4 - Good 5.1 Assessment and personal planning reflects people's outcomes and wishes 4 - Good Inspection rInspection reporteport Inspection report for Newbyres Village page 11 of 12 Page 243 of 244
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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 Newbyres Village page 12 of 12 Page 244 of 244