Agenda Document Pack - Performance, Review and Scrutiny Committee - 11/06/2024
Midlothian Council · 11 June 2024
Back to Performance, Review and Scrutiny Committee — 11 June 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Notice of Meeting and Agenda Performance, Review and Scrutiny Committee Venue: Council Chambers/Hybrid, Midlothian House, Dalkeith, EH22 1DN Date: Tuesday, 11 June 2024 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 280
Page 2
1 Welcome, Introductions and Apologies 2 Order of Business Including notice of new business submitted as urgent for consideration at the end of the meeting. 3 Declaration of Interest Members should declare any financial and non-financial interests they have in the items of business for consideration, identifying the relevant agenda item and the nature of their interest. 4 Minute of Previous Meeting 4.1 Minute of the Performance, Review and Scrutiny Committee meeting of 19 March 2024 5 - 16 4.2 Action Log 17 - 20 5 Public Reports 5.1 Adult Health and Social Care 2023/24 Annual Performance Report by Head of Adult Services and Deputy Chief Social Work Officer 21 - 30 5.2 Children’s Services, Partnerships and Communities 2023/24 Annual Performance Report by Chief Social Work Officer and Chief Officer Children’s Services, Partnerships and Communities 31 - 46 5.3 Corporate Solutions 2023/24 Annual Performance Report by Chief Officer Corporate Solutions 47 - 82 5.4 Education 2023/24 Annual Performance Report by Chief Operating Officer Education 83 - 106 5.5 Place 2023/24 Annual Performance Report by Chief Officer Place 107 - 144 5.6 Midlothian Council 2023/24 Annual Performance Report and Balanced Scorecard 145 - 166 5.7 Lasswade Primary School and Nursery Inspection Report by Education Chief Operating Officer 167 - 202 5.8 Lawfield Primary School and Nursery Inspection Report by Education Chief Operating Officer 203 - 222 5.9 Newbattle High School Inspection Report by Education Chief Operating Officer 223 - 246 Page 2 of 280
Page 3
5.10 Inspection of Community Learning and Development (CLD) Services in Midlothian, report by Education Chief Operating Officer 247 - 256 5.11 Highbank Intermediate Care Home Inspection Report by Head of Primary Care and Older People 257 - 270 5.12 Attendance Update for Midlothian, report by Education Chief Operating Officer 271 - 280 6 Private Reports No items for discussion 7 Date of Next Meeting The next meeting will be held on Monday, 7 October 2024 at 11am. Page 3 of 280
Page 4
Page 4 of 280
Page 5
1-1 Minute of Meeting Performance Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 4.1 Performance, Review and Scrutiny Date Time Venue Tuesday, 19 March 2024 11.00 am Hybrid meeting held in the Council Chamber at Midlothian House and virtually via Microsoft Teams Present: Councillor Milligan (Chair) Councillor Curran Councillor Drummond (Virtual) Councillor Imrie Councillor McCall Councillor McEwan Councillor Pottinger Councillor Russell Councillor Smaill Councillor Virgo Councillor Winchester In attendance: Grace Vickers, Chief Executive Kevin Anderson, Executive Director Place Morag Barrow, Joint Director Health and Social Care/Chief Officer, MIJB Fiona Robertson, Executive Director Children, Young People & Partnerships Saty Kaur, Chief Officer Corporate Solutions Derek Oliver, Chief Officer Place Michelle Strong, Education Chief Operating Officer Joan Tranent, Chief Officer Children’s Services / Chief Social Worker Nick Clater, Head of Adult and Social Care Services Janet Ritchie, Democratic Services Officer Hannah Forbes, Democratic Services Assistant Page 5 of 280
Page 6
1 Welcome, Introductions and Apologies The Chair welcomed Elected Members and Officers to the meeting of the Performance, Review and Scrutiny (PRS) Committee. Apologies were received on behalf of Councillor Bowen 2 Order of Business The Order of Business was as detailed in 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 12 December 2023 was submitted and approved as correct record. 4.2 The Action Log was noted. The Chair noted that a paper was circulated by the Executive Director Place regarding Housing which was in response to an action on the Action Log. 5. Reports Agenda No. Report Title Presented by: 5.1 Adult Health and Social Care Q3 Performance Report 2023/24 Head of Adult Services and Deputy Chief Social Work Officer Outline of Report and Summary of Discussion The Head of Adult Health and Social Care presented the Q3 report highlighting that this quarterly update is aligned across four key themes of Prevention, Duty Social Work, Understanding Changing Needs and Best Value, and provided a brief update on some of the main achievements, challenges and risks, as outlined in the report. The Chair thanked the Head of Adult Services for the report and opened it up to questions. In responding to a question raised with regards to the National Care Service, the content of the Bill and what resource we may require, the Head of Adult Services updated that the detail is still unknown, and preparatory work is ongoing. The Chief Officer Children’s Services/Chief Social Work Officer added that there is no update on plans for Children’s Services and Justice Services therefore no update at this time. A question was posed on the digital agenda and whether with the challenges there was risk that needed to be considered. The Joint Director Health and Social Care/Chief Officer, MIJB responded that this was part of the broader Page 6 of 280
Page 7
transformational plan around how digital technology is used to support traditional models of care. Further work is required on how to run services differently by utilising different types of technology and work with business partners. Some good progress has been made in utilising data through dashboard development and planning tools and use of apps. The Welfare Rights Service was commended for the incredible work it delivers with a small team in terms of gains for communities. In terms of Social Care assessment, there was a query on the criteria used in Midlothian and how this compares with other authorities. The Head of Adult Services responded that everyone has a legal right to assessment, and anyone can request these, however accessing services is based on national eligibility criteria which Midlothian apply the top two tiers - substantial and critical. This is similar to other Local Authorities. Work is ongoing to improve the application of that criteria as substantial and critical is not the same in individual services, however the key aim is to ensure people get the service they need when they need it. Following this, the Head of Adult Services was asked whether there were any additional challenges or opportunities as a result of decisions made in neighbouring authorities, such as Care Home closures. The Head of Adult Services advised that there is a wide recruitment campaign about to launch across Children Services and Adult Services. The Head of Adult Services also advised that there are challenges around care home closures in regards to risk to out of authority placements which adds pressure to Midlothian services as there is a low number of places in Midlothian and this is being monitored. In terms of commissioning and contract management this is also an area that is being looked at in more detail as some contracts are pan Lothian and changes may impact Midlothian service provision. A question was asked about the beds within the Royal Edinburgh Hospital. The Head of Adult Services confirmed that Midlothian had 8 acute beds, 1 acute bed and 6 rehabs which are full, from a 16 bedded shared bed ward between Midlothian and East Lothian. Edin or East Lothian use the unfilled beds. The Head of Adult Services explained that there are discussions ongoing around financial compensation when not being used in Midlothian. It was highlighted that when there are no beds available then Midlothian service users are placed in St Johns which is a significant distance to Midlothian, which poses issues for Midlothian communities, and is being regularly reviewed. It was suggested that overall, it balances out but still is a changing picture. Decision The Performance Review and Scrutiny Committee noted the report. Action Head of Adult Services Page 7 of 280
Page 8
Agenda No. Report Title Presented by: 5.2 Children Services, Partnerships and Communities Q3 Performance Report 2023/24 Chief Officer Children’s Services / Chief Social Worker Outline of Report and Summary of Discussion The Chief Officer Children’s Services / Chief Social Work Officer presented the Q3 report, highlighting the priorities, progress, achievements, challenges and risks as contained within the report. The Chair thanked the Chief Officer Children’s Services / Chief Social Work Officer for the report and opened it up to questions. A discussion took place on the Children and Adolescent Mantal Health Services (CAMHS). A question was raised on the wait list for programmes after a CAMHS referral was made and the Chief Officer Children’s Services stated that detail on this will be provided to this Committee after the meeting. There was a query on funding for part time worker referenced in the report. The Chief Officer Children’s Services confirmed this will assist with the mental health work and look at earlier forms of intervention, and the advertisement of the post was being progressed now funding is secured. The Committee noted that families rely on this diagnosis to access other supports/services and queried if there was better way to support families to access these without a diagnosis due to the wait times for diagnosis. The Chief Officer Children’s Services responded that this was very complex, and there was a need to put support in place to train staff for earlier intervention and this work needs to be looked at holistically. Decision The Performance Review and Scrutiny Committee noted the report. Action Chief Officer Children’s Services / Chief Social Work Officer Agenda No. Report Title Presented by: 5.3 Corporate Solutions Q3 Performance Report 2023/24 Chief Officer Corporate Solutions Outline of Report and Summary of Discussion The Chief Officer Corporate Solutions presented the Q3 report highlighting the transformation objectives, the key achievements and the challenges and risks covering the period October to December 2023 as contained within the report. The Chair thanked the Chief Officer Corporate Solutions for the report and opened it up to questions. Questions were received on the Customer Service Platform and its potential to integrate with other Council systems. The Chief Officer Corporate Solutions confirmed that some systems are integrated and work is ongoing to integrate new processes like reporting housing repairs online, and in other services such as Page 8 of 280
Page 9
Housing, new systems have been adopted and are being scoped for further development i.e. online Housing applications. Committee queried why the One Stop Shop model was a medium term aim and asked that this be implemented sooner. The Chief Officer Corporate Solutions highlighted the rollout to date in communities and the increased service offer from partners and Council but explained that it is medium term to fully achieve the aspirations of the approach. The Chief Officer also confirmed that the rollout of vehicle trackers did not include hire vehicles and this forms part of the Fleet Replacement Programme. A discussion took place around sickness absence. It was noted that the Occupational Health referrals had tripled this quarter and it was queried whether any interrogation of the data took place to identify trends, particularly linked to hybrid working. The Chief Officer Corporate Solutions confirmed that sickness absence is reviewed regularly across all Directorates and there are no identifiable trends from the data but this will be kept under review. Occupational Health referrals can be made for different reasons and do not all relate to absence. Alongside this, it was commented that the number of attendees at wellbeing events was low in comparison to the number of events delivered and is there intentions to understand why this is. The Chief Officer Corporate Solutions acknowledged the low attendance figures and stated that the focus of those events had been in depots where it was likely front-line staff would have been deployed to respond to winter service and that the timing of the programme would be reviewed, as well as more promotion of the events held. A question was raised on Freedom of Information requests and whether data that was being held by the Council could be more publicly available. The Chief Officer Corporate Solutions confirmed that was the intention of the launch of the online portal however this had not yet been achieved and was an area for improvement this year. The number of people completing mandatory e-learning was queried as this seemed to be lower than expected. The Chief Officer Corporate Solutions explained that through the improved induction processes the e-learning platform and also other e-learning resources will be better signposted to staff. The Chief Officer Corporate Solutions was asked how the library membership numbers in Midlothian compared to other Local Authorities and committed to providing that data after the meeting. Exit interviews and data analysis was discussed and the Chief Officer Corporate Solutions explained that exit interviews are offered but are not mandatory, however for those that are received these are reviewed by HR for trends and improvement actions where appropriate. The Executive Director Place responded to a question around the 25% affordable homes in the report and asked for more information on what these were, for both Midlothian, Registered Social Landlords and private developers. The Executive Page 9 of 280
Page 10
Director Place referenced the upcoming report to Council on affordable homes where more information was included. Decision The Performance Review and Scrutiny Committee noted the report. Action Chief Officer Corporate Solutions Agenda No. Report Title Presented by: 5.4 Education Q3 Performance Report 2023/24 Education Chief Operating Officer The Education Chief Operating Officer presented the Q3 report highlighting the key achievements, challenges and risks for the period 1 October 2023 – 31 Decembers 2024 as contained within the report. Also highlighted was that Q3 of the reporting year aligns to Q2 for the academic year. The Chair thanked the Education Chief Operating Officer for the report and opened it up to questions. A question was posed on the figures regarding home schooling. The Education Chief Operating Officer explained that the process was that parents needed to make a request to the Local Authority detailing the provision of the home education. The Local Authority reviews all applications and the proposed provision and makes a decision. There is a database which holds the figures on all children that are home educated and there is a statutory obligation to engage with all families annually and review this approach with them and agreed to provide the figures after the meeting. It was raised that the reported was children focussed and did not include details on teaching staff activity. The Education Chief Operating Officer assured Committee that significant work took place with teaching and non-teaching staff who support learners including bringing teaching staff together to share with them the vision for the service. The Education Chief Operating Officer also described the work undertaken to support the staff such as training and upskilling sessions, visiting schools to engage and listen to staff and reviewing the feedback regularly from these visits. The Education Chief Operating Officer also referenced the engagement with Trade Unions and the work carried out to support the health and wellbeing of the staffing establishment across Education settings. Committee requested that a report on class sizes of primary schools, including numbers on each primary school and class sizes be presented to a future Committee. Decision The Performance Review and Scrutiny Committee noted the report. Page 10 of 280
Page 11
Action Education Chief Operating Officer Agenda No. Report Title Presented by: 5.5 Place Q3 Performance Report 2023/24 Chief Officer Place Outline of Report and Summary of Discussion The Chief Officer Corporate Solutions presented the Q3 report highlighting the transformation objectives, the key achievements and the challenges and risks covering 1 October 2023 – 31 December 2023 as contained within the report. The Chair thanked the Chief Officer Place for the report and opened it up to questions. The Committee reminded the Chief Officer Place of a future report expected to Committee on road consents around housing developments. It was commented that the future report should include actions on how this work is to be regulated and utility companies are being monitored to complete on time and the coordination of Council works and utility company works, in particular around newly surfaced roads and re-digging of these. A question was raised about homelessness and what data is available about homelessness and classes delivered to schools. The Chief Officer Place confirmed further information would be provided after the meeting. A question was raised about memberships and reimbursements when leisure facilities are unable to be used in particular an instance at Newbattle Leisure Centre where there is a repair issue due to storm damage. The Chief Officer Place explained the PPP contract arrangements in place and an analysis is taking place around loss adjustment. The Chief Officer Place confirmed that other facilities are able to be utilised during this time and options around local promotions are being explored for those particular members. The Committee raised a query on street lighting when not a Midlothian Council fault and whether there was data on these instances and the contractual arrangements with the suppliers. The Chief Officer Place confirmed that statistics could be provided on faults, issues raised and remediation actions. It was confirmed that there is a financial compensation process in place that will be included in this update to Committee. There was a query on the District Heating Scheme and government policy. It was questioned whether this was a risk as an unregulated market and what action officers were taking. The Chief Officer Place explained that the legislation was being reviewed by Building Standards and Planning and measures are in place for the District Heating Scheme. It was requested that this was highlighted to Scottish Government in particular around mine water concerns and the Chief Officer Place confirmed that this could be fed back through the ongoing dialogue around the grant funding. Page 11 of 280
Page 12
The Committee queried the revenue monitoring KPI on the dashboard and whether this was correct. The Chief Officer Place confirmed that this was retrospective, and members should refer to the financial monitoring quarterly outturn reports. There was a question on the progress of Vogrie Country Park and the Executive Director Place confirmed this is under the remit of the Head of Development and progress will be reported to BTSG and would need to be considered as part of the Capital Plan Prioritisation. Committee congratulated the Chief Officer Place and their team on the downward trend around homelessness cases. The Chief Officer Place was asked if there was a target for net zero in particular recycling levels. The Chief Officer Place confirmed there were requirements around heating housing replacement schemes and the retrofit programme. There has been a previous trial of materials recycling aggregate and this raised concerns following the trial assessment. This will be included in the Climate Action Plan to be presented to members at a future meeting. Decision The Performance Review and Scrutiny Committee noted the report. Action Chief Officer Place Agenda No. Report Title Presented by: 5.6 Midlothian Council Q3 Performance Report and Balanced Scorecard Chief Executive Outline of Report and Summary of Discussion The Chief Executive presented the Q3 report which provides a summary of actions outlined in the individual performance reports presented by Officers and that the Balanced Scorecard provides an overview of performance in line with the Single Midlothian Plan. The Chair thanked the Chief Executive for the report and opened it up to questions. No questions were raised. Decision The Performance Review and Scrutiny Committee noted the report. Action The Chief Executive Page 12 of 280
Page 13
Agenda No. Report Title Presented by: 5.7 Inspection of Midlothian Council/HSCP Care at Home Service by the Care Inspectorate Head of Adult Services and Deputy Chief Social Work Officer Outline of Report and Summary of Discussion The Head of Adult Services presented the report and highlighted the 4 areas of focus of the inspection. The Head of Adult Services thanked all staff in the service. Committee recognised the positive points within the inspection report and stated it looked forward to an action plan in due course. It was queried what the action tracker was and the Head of Adult Services explained that a spreadsheet is used but work is ongoing to record, track and monitor through Mosaic. The Head of Adult Services that the care and support audit template care plan was reviewed every six months but this is fluid. Decision The Performance Review and Scrutiny Committee noted the report. Action Head of Adult Services and Deputy Chief Social Work Officer Agenda No. Report Title Presented by: 5.8 Joint Inspection of Adult Services, Physical Disabilities, Long Term Conditions and Carers Head of Adult Services and Deputy Chief Social Work Officer Outline of Report and Summary of Discussion The Head of Adult Services explained that this is a strategic inspection that took place from April – December 2023. The Head of Adult Services outlined main sections contained within the report. The Head of Adult Services thanked all staff involved in facilitating the in depth inspection. The Joint Director Health and Social Care/Chief Officer, MIJB updated Committee that 8 inspections have taken place across Health and Social Care this year and thanked all staff involved. The Chair congratulated the officers for positive inspection reports and thanked them for their hard work. Decision The Performance Review and Scrutiny Committee noted the report. Action Head of Adult Services and Deputy Chief Social Work Officer Page 13 of 280
Page 14
Agenda No. Report Title Presented by: 5.9 Sacred Heart Primary School Post Inspection Progress Update Education Chief Operating Officer Outline of Report and Summary of Discussion The Education Chief Operating Officer provided an updated report with regards to the previous Inspection Report on Sacred Heart Primary School Inspection Report. No comments or questions raised. Decision The Performance Review and Scrutiny Committee noted the report. Action Education Chief Operating Officer Agenda No. Report Title Presented by: 5.10 Inspection of Midlothian’s Fostering, Adult Placement and Adoption Services Chief Officer Childrens’ Services / Chief Social Work Officer Outline of Report and Summary of Discussion The Chief Officer Childrens’ Services presented a suite of reports on Fostering, Adult Placement and Adoption Services. The Chief Officer Childrens’ Services informed Committee that this is the same team delivering all three services and was an unannounced inspection. The Chief Officer Childrens’ Services thanked all staff and carers for the excellent work they undertake on a daily basis. The Committee recognised a good report. A question was raised on the launch of the recruitment campaign. The Chief Officer Childrens’ Services confirmed that filming is almost complete and will be launched soon. A question was asked whether the Care Inspectorate take into budgetary constraints when undertaking inspections. The Chief Officer Childrens’ Services confirmed that officers do raise this when inspections take place, however did highlight that inspections are regular and there is no additional resource to support these and provide the evidence required. It was commented that this report did not reflect the service as known by members and that there are significant pressures on the service. The ratings are accepted reluctantly and members look forward to seeing the next report in light of the new staffing measures introduced. Decision Page 14 of 280
Page 15
The Performance Review and Scrutiny Committee noted the report. Action Chief Officer Childrens’ Services / Chief Social Work Officer Agenda No. Report Title Presented by: 5.11 Update on Newbyres Care Village Head of Adult Services and Deputy Chief Social Work Officer Outline of Report and Summary of Discussion The Head of Adult Services presented the update report following two previous inspections of Newbyres. The Head of Adult Services explained the enhanced governance measures in place through the newly established Social Work Assurance Group (SWAG) in response to the inspection findings, as outlined in the report. A question was raised on the end date for temporary arrangements. More information was requested about the admissions criteria. It was queried if considerations were being given to other uses for Newbyres such as inclusion of respite. The Head of Adult Services confirmed that all aspects were being considered and included in the SWAG assurance and ongoing reviews. The Head of Adult Services is awaiting the outcome of the ongoing reviews to then plan next steps. With regards to the financial challenge, the Head of Adult Services was asked how much was lost annually and how does the Council balance agency and permanent staff. The Joint Director Health and Social Care/Chief Officer, MIJB responded that the use of agency staff was not an active choice but required from a safety perspective and there are workforce challenges when trying to recruit permanent staffing. The Joint Director Health and Social Care/Chief Officer, MIJB talked about the work that is ongoing this year to improve the financial position, and how this is part of a wider strategic review. Committee requested more financial detail when further reports are presented about Newbyres. A question was asked about what the Care Inspectorate requires around staffing levels. The Head of Adult Services explained there is a sickness absence challenge, and a focussed piece of work is underway to deal with this. The Committee commented on the positive changes contained with the report and actions detailed in comparison to previous reports and congratulated the Head of Adult Services on progress to date. The Committee commented that the cycle of improvements and issues continues to change and there is no sustained positive impact. The Chair commented on the timeline since the previous reports and clarity is required on some of the detail within and a sustainable operating model is required. The Chair asked if a peer review had taken place. The Head of Adult Services said Page 15 of 280
Page 16
that issues are being addressed and accepted that there is work to be done. Committee requested a follow up report in six months. Decision The Performance Review and Scrutiny Committee noted the report. Action Head of Adult Services and Deputy Chief Social Work Officer 6 Private Reports No items for discussion. 7 Date of the Next Meeting The next meeting will be held on Tuesday, 14 May 2024 at 11:00am. The meeting terminated at 13:28. Page 16 of 280
Page 17
PRS Committee Action Log Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 1 20/06/2023 5.4 Education Performance Report • A further report on the analysis of the attendance in schools will be provided. • Clarification would be provided on the attainment figures. Fiona Robertson Completed April 2024 Recommend for closure Attendance report included in PRS Committee agenda pack. 2 19/09/2023 5.1 Adult Health and Social Care Q1 2023/24 Performance Report Additional training/seminar for Members on the issues of drug use. Nick Clater End of June 2024 The Seminar is now likely to be post-August. The 2023 Drug Related Death figures are published in August 2024 so these will also help inform any Seminar for Members. 3 19/09/2023 5.2 Children’s Services, Partnerships and Communities Q1 2023/24 Performance Report Answer query in relation to whether there were online resources families might use whilst waiting for CAMHS referral Joan Tranent Awaiting feedback from Alistair Short, NHS CSWO advising that there is still no answer to this but it has been raised with Alistair Short, NHS and will provide feedback once known. Performance, Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 4.2 Page 17 of 280
Page 18
Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 4 07/11/2023 5.1 Inspection of Midlothian Access Team Report on six action points to brought back to PRS. Nick Clater May 2024 An update report will be brought to PRS in September. This is due to a current review of Learning Disability Day Care. 5 12/12/2023 5.1 Adult Health and Social Care Performance Report Quarter Two 2023/24 A report on issues experienced around sicknesses, absences, and recruitment to brought to a future PRS to allow Elected Members to have a better understanding of the problem and mitigations/solutions being taken. Nick Clater End of June 2024 A report is contained within the HSCP Performance Report being presented to the June PRS. 6 19/03/2024 5.3 Corporate Solutions Q3 Performance Report 2023/24 Figures on the 25% of affordable houses and information on these affordable houses which are being built by the Council and Developers. Kevin Anderson June 2024 509 affordable homes were secured in 2023/24 in planning obligations. 7 19/03/2024 5.3 Corporate Solutions Q3 Performance Report 2023/24 Information on how Midlothian Library membership figures compare to other Local Authorities Saty Kaur June 2024 Figures being collated and will be circulated to Committee members once received. Page 18 of 280
Page 19
Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 8 19/03/2024 5.4 Education Q3 Performance Report 2023/24 Figures on the number of children who are home educated in Midlothian to be circulated to Members Fiona Robertson Completed- June 2024 Recommended for closure Figures collated and circulated to Committee members. 9 19/03/2024 5.4 Education Q3 Performance Report 2023/24 A report on class sizes and how many children are in each year in each primary school. Information to be circulated. Michelle Strong Completed March 2024 Recommended for closure - information circulated. 10 19/03/2024 5.5 Place Q3 Performance Report 2023/24 Preventing Homelessness: delivering the classes in schools regarding homelessness and when and how these are being delivered. To report back. Derek Oliver June The Homeless Team have held meetings / talks with High School pupils over the past year including open discussions and questions. We now have a contract with The Rock Trust who provide support to young people 16-25 to prevent homelessness. The Trust will visit the schools following the summer holidays and deliver sessions on homeless prevention. This will include open discussions and case studies presented to pupils delivered by homelessness support workers 11 19/03/2024 5.5 Place Q3 Performance Report 2023/24 Newbattle Community High School: Sports facilities to be up and running within 6-8 Derek Oliver Completed Recommended for closure – Roofing repairs completed to permit full facilities access Page 19 of 280
Page 20
Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments weeks, Mr Oliver to ensure this timescale is still to be honoured. 12 19/03/2024 5.5 Place Q3 Performance Report 2023/24 Street Lighting: To provide stats on faults and faults reported and response times by Scottish Power. Also report on the monitoring and managing faults reported. Derek Oliver June Total number of Scottish Power faults over the past year, May 23 – May 24: 57. As per Ofgem standards, Scottish Power have 20 working days to repair faults or issued with fine for non- compliance. These fines are paid to Midlothian Council as compensation. Total fines issued and paid: £420 13 19/03/2024 5.5 Place Q3 Performance Report 2023/24 Temporary traffic lights – coordination with Council and Utility companies – report back on how this is managed. Derek Oliver June Briefing note dated 31st May 2024 circulated to PRS Members. 14 19/03/2024 5.11 Update on Newbyres Care Village Progress report to be brought back in six months Nick Clater September 2024 Page 20 of 280
Page 21
1 Adult Health and Social Care Annual Performance Report 2023/24 01. Progress in delivery of strategic outcomes Progress in delivery of strategic outcomes 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. Justice, Duty Social Work and Adult Protection Prevention Duty Social Work continue to ensure that individuals referred to the service are supported and supported in crisis, this includes signposting to appropriate services, undertaking assessments and direct interventions. The Duty team continue to work with colleagues and Vocal to identify and support unpaid carers. Within this quarter there were a total of 64 referrals received with the reason for making contact noted as ‘Carer Stress’ and the Duty Team dealt with 6% of these due to the nature of the concern and impact. The Duty supported 5% of the 41 adults who were supported with an Adult Carer Support Plan. Work continues to ensure that staff have the relevant skills, competence and knowledge to work effectively, and that they are trauma informed and able to engage with service users using a range of approaches including the Midway. Across Justice and Protection Services, 100% of staff are trained to level 1 Trauma training and the social work staff within the Justice are trained to level 2 of the NHS Education for Scotland (NES) framework. There is work in progress to ensure that social work staff with the Duty Team and all Council Officers are able to complete Level 2. The Justice Service are working closely with colleagues on Psychological Therapy Team to ensure that appropriate responses are taken with those with complex needs and to ensure that risk assessment are robust. This is achieved through weekly formulation sessions. Staff also have access to clinical supervision with a Psychologist to ensure that they are supported to manage the complexities of the work and reduce the risk of vicarious trauma. The Adult Support and Protection Team (ASP Team) undertake a range of duties to identify, minimise and manage risk and ensure that all suspicions, disclosures or actual harm are acted upon. Measures to protect adults need to be considered in the context of wider range of support services and an ASP investigation may highlight gaps in support. In these instances, an assessment of need should be undertaken to identify and develop an outcomes focused care plan. During Q 4 there were 232 referrals submitted under ASP 57% of these referrals were allocated to a Council Officer for an inquiry to be completed to determine if the individual was an adult at risk of harm as defined by the Adult Support and Protection (Scotland) Act 2007 and appropriate action taken to reduce and/or mitigate the risk. For Understanding Changing needs The Justice Service have increased access to services for perpetrators of domestic abuse and to victims and children who may have been impacted by the behaviour. There are two routes through which men can access this support: following conviction the Court can impose a Community Payback Order with a requirement to undertake the Caledonian Programme – if the man is assessed as suitable. There is the option to undertake the programme on a voluntary basis (non-court mandated) via Your Chance to Change Referrals can also be received from partner agencies. In Q4, 7 men were engaging with the programme. Learning and Development The Midlothian Trauma Training Programme was launched in July 2023 and, since then, training has been delivered to 387 participants, and incorporates both open access training sessions and bespoke service support events. In total, 37 training events have been delivered between July 2023 and February 2024. The learning and development team have also organised and delivered a wide range of training both mandatory and further training to ensure all staff are skilled and competent in their role. The service has funded 10 social workers across Adult services and Children service to undertake post grad qualification in Leadership and Management, Practice Education, Mental health officer Training and Child Welfare and protection. In addition, we have funded 10 Performance, Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 5.1 Page 21 of 280
Page 22
2 workers across the same service to undertake modules with the Open University to work towards a degree in Social Work. The SVQ Team have delivered SVQ’s across levels 5,6,7 and 8 to around 95 candidates and working closely with schools and young people to further develop the Foundation Apprenticeships for Health and Social Care. Care at Home The Care at home continues to be challenged with increasing demand for people to live safely at home in the community. There are approximately 7,200 hours of care at home delivered every week across Midlothian from our in house service, the external providers and through SDS Option 2 pathways. The commissioned providers and the in house service have all recently been inspected by the Care Inspectorate and received positive grades relating to service delivery. Bed Performance Midlothian HSCP continue to robustly manage the Adult Mental Health Bed performance. Over 2023/2024 Midlothian has seen a total of 71 admissions, with a mean average of 5 beds used per month. The effective collaborative working between the Adult Community Mental Health Team and Intensive Home Treatment Team has been essential in providing an effective response to supporting individuals at home rather than in hospital. This is achieved through assertive outreach, dynamic risk assessment, early intervention, and prevention, supporting individuals in their own home environment where appropriate. Midlothian Substance Use Services A 11 target Midlothian Substance Use Services continues to make ongoing improvements to deliver the 90% target for A 11 (A11 individuals accessing services will be seen within 21 days from point of referral). Q3 performance for Midlothian services is 91.46% overall and 95.29% for MELDAP. Midlothian 82 30 29 16 1 2 0 2 1 1 0 0 91.46% Predicted further improvement for Midlothian SUS Service: Reviewing the current completed wait data for January 2024, MELDAP have seen a further overall improvement for the Q4 Month of January 97.50% Total Completed Waits 40 17 16 6 1 0 0 0 0 0 0 0 97.50% Mental Health and Resilience Service (MHARS) Midlothian’s Mental Health and Resilience Service (MHARS) continues to provide prompt, effective and compassionate support to individuals aged 18-65 residing in Midlothian. The service continues to provide a wide range of support with positive outcomes. Page 22 of 280
Page 23
3 Our unique collaborative workforce delivery model between Penumbra and Midlothian IHTT, support the phone lines with IHTT staff and the delivery of level 2 Distress Brief Intervention (DBI). Midlothian’s commissioning element of the model is 4.5 Penumbra practitioners. Early into the delivery of the service we recognised that to ensure a full delivery of our model, we needed to increase our workforce to support 7 days a week, 8am-10pm access. This being a priority due to the additional work IHTT staff conduct (urgent same day specialist assessments, unscheduled care and in reach into the REB). Midlothian had the opportunity to increase the workforce from 4 to 6 Penumbra practitioners through funding from the National DBI Service on a 1-year basis, who recognised the impressive service design model. This additional funding is due to end in June 2024. Through regular monitoring and evaluation, we have considered the potential of increasing the MHARS service to included access for individuals 65+. We recognise the positive addition of support this would provide individuals over the age of 65 across Midlothian, who may require support with their crisis and/or distress, mental health and/or well- being. The main challenges to the delivery of this model are the current workforce and the financial implications. We are now in the process of evaluating and reviewing our current staffing model and exploring opportunities to use any existing resource to maintain the increased workforce of 6 Penumbra practitioners permanently. This increased workforce will enable the service to trial a test of change, to include access to the service for individuals aged 65+ in Year 3 of the commissioning contract, reviewing and evaluating the service in 2025. Suicide Prevention The Creating Hope Together strategy has a clear focus on inequalities, prevention and determinants of health and wellbeing. Specifically, the strategy aims to take a population health approach to Suicide Prevention and try to tackle key risk factors such as poverty and isolation. Within the HSCP one of our Public Health Practitioners has recently taken the responsibility of Suicide Prevention Lead for the partnership. There is a current Suicide Prevention Action Group which has been active in Midlothian for many years and is chaired by an NHS Lothian Public Health Consultant. The group has representation from a variety of partners across the partnership, including Primary Care, mental health services, workforce development and 3rd sector. The action group has developed a 1 year interim plan which has a focus on data collection and sharing, conducting a training review, developing a lived experience panel and developing the governance structure going forward. After this 1 year interim plan the group will develop a 3 year action plan to support the prevention of suicide in Midlothian. Learning Disabilities – Primrose Lodge Five sound bids have been received for the construction work at Primrose Lodge. The Programme Director has raised some queries that need to be addressed before we can proceed with the award. This will be resolved within three weeks at which point a starting date for the works will be set. The Invitation to Tender for the Care and Support service closes on 9th May. There has been considerable interest from potential providers. The evaluation process will follow, with interviews of during May and June, and an award in July. Families of tenants have been involved in the development of the Invitation to Tender and will also be involved in the evaluation process. Page 23 of 280
Page 24
4 The project will be ready to go live in August contingent on building work being complete and tenants will move in on a phased basis. Page 24 of 280
Page 25
5 02. Challenges and Risks 23/24: We adopt a whole system approach to service design and delivery. This relies on shared decision-making, and shared responsibility for outcomes that enable proactive and consistent approaches to performance and quality improvement. We continue to invest in the wellbeing, training, and development of our workforce, including our third sector partners and unpaid carers. We also have ongoing challenges in rolling out our trauma-informed approaches to all aspects of the HSCP. There are some areas of very proactive practice but there are other areas who have had less exposure to trauma-informed approaches. Whilst our digital agenda is gaining prominence, we continue to improve the coordination of care and find ways to share information between services. We will have to make better use of existing technologies and provide people with access to accurate information and services. Our daily huddles are great examples of creating daily opportunities for quick, agile spaces that enable us to work together across the system. The Digital Champions Network is reaching across the HSCP to support teams from the ground up making best use of the technology we already have. One of the areas of focus is to enable teams across Council and Health to have collaborative workspaces. This involves both IT departments and staff and is being supported by our Midlothian HSCP Digital Programme and Oversight Board (which reports back to SMT) This aligns to the wider national work (led by Digital Office and NSS) around Teams Federation. The DPIA is progressing to support a new dashboard for Midcare. This developmental build has oversight of our TEC Team’s performance on Analogue to Digital including risk indexes (how we prioritise clients), how many clients have switched over, where reviews are required, stock management including equipment reclaim. We are currently augmenting this with Highlight reports (from April, monthly docked at SMT, attached for info) The Flow Hub are the single point of access for clients, enabling the flow of clients and their information safely across our HSCP. A recent example is the falls review work in Highbank. It was identified that the Acute/Midlothian Community Hospital falls risk assessment was a gap in discharge handover which has now been added to reduce duplication and support local management of falls risks. A Flow App is creating visible oversight of all Midlothian residents currently within the Emergency Department. This is enabling greater oversight and responsiveness. The financial context continues to create challenges in ensuring long term sustainability of services, however, across the HSCP, positive steps are being taken to understand opportunities for redesign with a focus on efficacy, that also bring the required financial efficiencies. Our workforce We have competed a full review of the functionality, effectiveness and uptake of Health and Social Care specific LearnPro modules. We continue to have areas where sickness rates are high. These are predominantly within areas where direct care is being delivered so the impact of this can present a challenge. HR are supporting managers to move long term sickness absence cases through to a conclusion as quickly as possible and managers are also looking at how they can better work with trade unions to resolve issues at the earliest opportunity. Wellbeing and trauma work with staff continues. Sickness Absence Sickness absence has remained a stubborn challenge within the HSCP. The total number of days lost from 1 April 2023 to 31 March 2024 was 12249 and 506 FTE of staff that make up the total number of days lost. The ten areas with the highest sickness absence are set out in the table below. Highest Absence Areas FTE of staff Total Days Lost Newbyres Village Residential Home 74 1899 Highbank Residential Home 50 1771 Home Care - Reablement 31 1146 Home Care- Complex East 25 1105 Home Care- Complex West 31 807 Page 25 of 280
Page 26
6 Cowan Court 18 752 Home care- Midlothian West 18 614 Home care- MERRIT 12 598 Catering & Domestic- Newybyres 15 397 Home Care Team 20 346 Please see the table below with the highest five reasons for absence. Absence Reason Grand Total (days lost) Psychological 4467 Stomach / Bowel / Blood / Metabolic Disorders 1866 Musculoskeletal & Joint Disorders 1721 Hospital Treatment 934 Colds & Flu 814 From the information provided, it is apparent that sickness remains highest within the high volume areas of care, specifically Newbyers Care Village, Highbank Intermediate Care Home and Care at Home. Within Care at Home, we have piloted having a dedicated part-time care team supervisor where their main role is to manage all the long-term sickness absence and those on stages from repeated sickness absence periods. There is therefore a consistent approach and this manager ensures the policy and protocols are followed clearly. We are clear that long term sickness cannot be sustained in the service, so we are looking at managing staff out of the service who are unable to maintain acceptable period of time at work. We do this with the support of HR colleagues. By way of an example of the effect of this approach, in November 2023 there were 23 Care at Home staff who were on the long term sickness absence list. By April 2024, this had reduced to 10. Out of the original 23 there are 4 who have returned to work, 4 who have resigned and 5 already gone to capability with a view to dismissal or move. Out of the remaining 10, 7 of them are going to capability hearings. We are looking to replicate this approach in Newbyers Care Village which has had a recent history of high sickness rates, particularly amongst evening and night staff. We will align a portfolio of sickness absence management to one dedicated manager, again to ensure consistency of approach as per Care at Home. Similar action is being taken in Highbank Intermediate Care Home. Whilst all managers there have had previous training in absence management, a refresher is being organised. All staff are supported in maximising attendance at work. In all areas across the HSCP we are focusing on having a strong adherence to timescales within the policy so as to avoid drift. HR colleagues have oversight of all long term cases and work with individual managers to progress. However, it is acknowledged that at times, due to other operational demands, timescales slip resulting in longer sickness absence than is optimal. This is an area for improvement and the Head of Service for Adults has requested that reports are provided to him for each area so outliers can be identified and remedial action taken. This remains a work in progress, but it is anticipated that this will see some positive effect in 2024-25. Whilst adherence to the policy and procedure is of vital importance, work is also undertaken to manage staff wellbeing and change cultures in some areas. So, all the high volume areas have a range of training offered, from manual handling training with a view to reducing sickness absence through musculoskeletal injuries to trauma training to manage challenging situations and emotions to medication management training to reduce medication errors. Linked to this is an adapted managerial approach to staff making errors. Whilst some actions at work are serious enough to warrant investigation and subsequent disciplinary action, others are genuine errors and there is an attempt to create a more supportive culture regarding this. This is important as we know that staff investigations can often result in sickness absence. A more nuanced and proportionate approach is being taken with a view to this contributing to a reduction in sickness absence. It will take some time to see if this has the desired effect but it will be monitored throughout 2024. Similarly, work on staff well-being is ongoing and includes the creation of a well-being space in both Newbyers and Highbank and packs have been given to Care at Home staff. Moreover, flexible working arrangements are accommodated where possible, along with any indicated feasible modifications to work that may be required. People returning from sick leave are offered other supports including short term phased return-to-work patterns, short term lighter duties, and referrals to the physiotherapy service, Employee Assistance Programme guidance, and referrals to the Occupational Health Service. In the Social Work teams, sickness absence rates can be variable and there are a number of small teams which can make managing sickness absence challenging. The current Social Work and OT Review will look to factor in Page 26 of 280
Page 27
7 how the service can manage this type of absence in a more resilient way, but current measures largely involve resources being moved from team to team depending on demand and availability. Managers work closely with HR colleagues as per the high volume service areas and additional training is offered to newer members including having difficult conversations with staff. More challenging cases are escalated to Service Manager level. Our communities Health inequalities are generally well understood across the HSCP, and services are becoming more aware of how their work can contribute to reducing the gap. Work is underway to build more detailed understanding of how the profile of communities across Midlothian is changing, within the context of significant population expansion driven by private sector housing development. Page 27 of 280
Page 28
8 Page 28 of 280
Page 29
9 Page 29 of 280
Page 30
Page 30 of 280
Page 31
1 All children, young people, adults and families in Midlothian are supported to be the best they can be. This is achieved through a nurturing, respectful and collaborative approach that promotes wellbeing, equity and inclusion. Community Priorities The Community Planning Partnership (CPP) draw together public, voluntary and private sector bodies, and local communities to deliver a shared ‘plan’ to improve the lives of local people based on evidence. In Midlothian, the plan is called the Single Midlothian Plan (SMP). This is a shared partnership plan of how we will meet the needs of our local communities and brings together all the priorities for Midlothian into one place. Our outcomes for the next five years are: • Individuals and communities have improved health and learning outcomes, • No child or household need live in poverty, • Significant progress is made towards net zero carbon emissions by 2030. 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 new 3 year plan has now been approved towards the end of 2023. The plan has 12 shared priority themes, outcomes and actions which sit within 4 subgroups, namely: 1. Children& Young People’s Rights 2. Children & Young People’s Mental Health and Wellbeing 3. Whole Family Wellbeing 4. Information Sharing and Commissioning Children Services Q4 23/24 Performance report Performance, Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 5.2 Page 31 of 280
Page 32
2 We are fully committed to realising a children’s rights approach to all of our work and ensuring that we embed the principles of the United Nations Conventions on the Rights of the Child (UNCRC) alongside our Promise commitments. Progress and Achievements The Promise The Promise work continues to drive forward our children’s service improvements. Plan 21-24: Priority Areas A Good Childhood Whole Family Support Supporting the Workforce Planning Building Capacity Referrals: Work has been progressed over the past year to allow us to have a clearer overview and understanding on how referrals come into the service. There is much greater confidence that those referrals coming into children’s services are appropriate and for those referrals which relate to early support to prevent escalation, these are directed to the Family Wellbeing Service. This has been a significant piece of work and the impact on the service is that social workers are only involved in working with families who require a certain level of intervention and support. Within Q4 there has been a 56% decrease in referrals coming into children’s services compared to Q1. This should in time ensure that we provide a more efficient and robust service to those most in need. This said the complexity of the referrals coming into the service remains high. Over time it is hoped that the Family Wellbeing Service will be where see an increase in the number of referrals and further reduction in social work referrals. Number of referrals by Quarter 22/23 23/24 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2,155 2,212 2,023 2,626 2,353 2,067 1,436 1,324 Family Wellbeing Service The service has had a significant amount of training on offer to the new workforce to ensure they have a good understanding of their role going forward. They are already working with 100 families and 177 children and young people, this equates to 172 referrals over the past year. We Page 32 of 280
Page 33
3 have appointed a permanent new team leader in January 2024 who has a wealth of experience. Work is well underway liaising with our 3rd sector colleagues to agree how we can share some of the allocated funding with them to support a holistic approach to working with families. Looked After away from home population The data evidences that our looked after population is fairly static bearing in mind data changes on a daily basis. The differences in the data relate to one or two families coming into care, therefore this needs to be considered within this context. Overall across the past year the data has had no significant change, generally fluctuating from 140 – 152 children. The introduction of Family Group decision making, supports families to devise a plan which promotes families staying together with support from extended family. It is too early to advise if this is reason for the fairly static numbers. The number of children’s names on the child protection register has also remained fairly consistent across the past year however once again a cautionary approach when looking at this data as two families can mean an significant increase in the number. The main reason for registering a child’s name on the register is the risk posed by domestic abuse. Rate per 1,000 of Midlothian Looked After and Accommodated Children 22/23 23/24 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 6.9 6.9 6.8 6.7 6.5 6.6 7.2 7.4 *Scotland Average for 22/23 is 9.7 Self-Directed Support We continue to work tirelessly to ensure that families had access to funding if assessed as in need. The summer period is often a challenge for families trying to identify sufficient resources for children with additional support needs. Our aim is to start planning for the summer period now so that families are aware of what resources are available and have choice where their child(ren) can attend. This is a real challenge as most holiday resources do not cater for children with additional support needs, therefore there are only limited spaces available to families. Trauma Informed Training We remain committed to ensure all our staff are trauma informed this includes our foster carers. A rolling programme of training is being rolled out across the directorate and Council. Page 33 of 280
Page 34
4 Challenges and risks National Care Service: The ‘Bill’ is progressing to stage 2. There remains no information around whether or not children’s services and Justice will be included within the NCS. Many different options are being considered. Poverty As families continue to be impacted by the cost-of-living crisis this is expected to lead to an increase in the number of families experiencing poverty. This also applies to workers on low incomes. We are assessing all claims that come into children and families from the Scottish Welfare Fund for early identification of families who may need additional support. We also have income maximisation officers within the service who offer support to families. This has been a very positive approach to supporting families, ensuring they are receiving the benefits they are entitled to. Workforce: Midlothian continues to experience the same staffing issues encountered by other Councils. There is a general lack of experienced and skilled staff across the sector, and we are having to increasingly rely on locum workers. As reported in previous quarters, this is a national issue and discussions have started around A National Social Work Agency which would offer the same terms and conditions across Scotland, similar to that of Police Scotland and Education staff. This would benefit Midlothian if this approach were adopted. Workforce is a very live issue and impacting significantly on staff with higher rates of absence due to the stress this issue is causing. We are looking at a recruitment campaign over 3 days around June 2024 to try and attract social workers for children and adult services, social care staff, CLLE staff, teachers and learning assistants to try and bring new workers into Midlothian. Unaccompanied Asylum-Seeking Children We continue to work with our Home Office colleagues to try to find a fairer way to share the distribution of UASC who arrive mainly in Kent on small boats. Most local authorities in Scotland are at capacity regarding having no more foster or residential capacity to accommodate these young people. We therefore must think differently around how we are all going to manage this ever-increasing demand. Increased numbers of children impacted by the delay in neurodevelopmental waiting times: There is a significant delay in families waiting for an appointment with CAMHS regarding neurodevelopment concerns. Not all cases will require clinical input from CAMHS however we are looking at how we can work together to consider how we best support families whilst on the waiting list. We continue to work with partners to explore how best to meet the current demands and pressure whilst making sure we future proof our services to deliver sustainable options locally for children and young people with ASN and Complex and Enduring Needs. A neurodevelopmental pathway is in the early stages of development. Page 34 of 280
Page 35
5 Foster Care In February 2024 the Council approved a 5.5% fee increase for foster carers in Midlothian. Increased mileage rate and the reinstatement of an additional birthday, holiday and Christmas allowance payment were also approved. We are now ready to embark on a recruitment of foster carers campaign which will commence during Fostering Fortnight 13th-31st may 2024. We have spent a significant amount of time and resource on creating a wide reaching campaign to attract new carers. Financial Pressures Finance is an ongoing challenge and we must ensure that we have sufficient capacity within our workforce and resources to meet the increasing demand faced by the fastest growing local authority in Scotland. Page 35 of 280
Page 36
6 Progress of actions to achieve priority Key achievements this quarter: • All staff are now in place, 24/25 funding quota announced from Scottish Government. Funding process in place. • Midlothian Wellbeing Service had a soft launch in 23/24, Formal launch will be rolled out following annual report. • A formal directory is now in place and used by all staff, monthly updates being entered and monitored. Service Priority 1 - Ensure the Midlothian Wellbeing Service is aligned with other family supports across Midlothian 100% Ensure funding and resources are in place for 23/24 75% Implement a formal launch of service across Directorate 100% Develop process to understand family supports commissioned across Midlothian Page 36 of 280
Page 37
7 Progress of actions to achieve priority 32 59 65 68 41 66 71 74 0 10 20 30 40 50 60 70 80 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2022/23 2023/24 Number of families who take option 1 to organise their own support 100% Increase by 10% the number of families who take Option 1 to organise their own support Key achievements this quarter: • In total there has been an increase of 33 families using SDS since Q1, which is an 80% increase and is the highest number now than at any point last year. • This is a great achievement over the quarter and year with numbers continuing to increase. The issue we are facing is the lack of resources within the community to support families who want to access respite or clubs for their children who have additional support needs. Many organisations do not offer a service to children with additional support needs due to the increase costs in staffing but also finding suitably skilled staff is an ongoing issue. • All posts have now been filled. This information will inform practice planning in 24/25. Service Priority 2 - Promote the use of Self-Directed Support amongst families to empower them to have choice and flexibility Page 37 of 280
Page 38
8 Progress of actions to achieve priority Increase the number of families who participate in Family Group Decision Making Increase the number of families who have a Family Group Decision Making plan Increase the number of Kinship assessment undertaken Develop permanence process to formally secure children in kinship 100% 100% 100% 75% Key achievements this quarter: • Compared to the same period the previous year there has been a reduction in the number of referrals from 29 to 23 in Q4 2024. This is to be expected as the service has reduced in size and scope due to a reduction staffing. • Going forward a further FGDM post has been agreed and this will help increase capacity within the service in 24/25. Service Priority 3 - Strengthen supports offered to Family Group Decision Making and Kinship supports to maintain children with birth/kin families 2 6 8 8 1 2 7 9 5 13 24 33 21 39 46 52 20 40 64 86 37 63 78 81 0 10 20 30 40 50 60 70 80 90 100 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2022/23 2023/24 Sum of The number of kinship assessments Sum of Number of families who have a family group decision making plan Sum of The number of families who participate in family group decision making? Page 38 of 280
Page 39
9 Progress of actions to achieve priority Key achievements this quarter: • The new national guidance and local procedure are now in place • Briefing sessions have been offered across the partnership • Mosaic processes have been updated to reflect the changes in process and timescales Service Priority 4 – Implement the National Child Protection Guidance locally Contribute towards the development of Lothian wide Child Protection Procedures 100% Page 39 of 280
Page 40
10 Progress of actions to achieve priority Key achievements this quarter: • Work is progressing on this matter. Funding has been agreed with CAMHS to fund a part time worker to take this work forward. We are awaiting post evaluation before sending for recruitment. Funding secured for all posts going forward. This indicator is being progressed via the Children and Young People’s Mental Health and Wellbeing Sub Group. Service Priority 5 - Develop a pathway for children and families to navigate mental health services in a timely manner Develop a Single Point of Access across the directorate 75% Page 40 of 280
Page 41
11 Progress of actions to achieve priority Key achievements this quarter: • The number of families offered an income assessment in 2023/24 is 41% higher than last year. • In total 224 families offered assessment in 2023/24. Indicator will change in 2024/25 to look at relative income gained. • Q4 reporting demonstrates the positive impact of both workers and the financial gain made for families • Review meeting has agreed to broaden the remit of one worker for families who are engaging in Child protection processes to allow support while this process is in progress 77 106 135 158 64 137 174 224 0 50 100 150 200 250 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2022/23 2023/24 Number of families offered an income assessment Service Priority 6 - Strengthen mechanisms to support families maximise their income Increase number of families offered an income assessment 100% Page 41 of 280
Page 42
12 Progress of actions to achieve priority Key achievements this quarter: • An inspection took place in September 2023 for Fostering/ Adoption and Continuing Care – an improvement plan has been developed on the back of this and is closely scrutinized and monitored by Social Work Assurance Group (SWAG) to ensure the recommendations are being actioned and improvements being made. • An annual report and improvement plan are in place at Hawthorn Family Learning Centre, no recent inspection. • Our Young People’s care homes last inspection was rated “Very good”. Awaiting this year’s inspection. Improvement plan in place. Service Priority 7 - Children, young people and their families experience high quality services 100% 100% 100% 100% Ensure local Adoption Service will provide high quality care and support Ensure local Continuing Care/Adult services will provide high quality care and support Ensure Hawthorn Family Learning Centre will provide high quality care and support Ensure 2 x Young People’s Care Homes will provide high quality care and support Page 42 of 280
Page 43
13 Progress of actions to achieve priority 100% 100% Key achievements this quarter: • In total 64 CSCYP staff attended training in Trauma informed practice in 23/24, 31 at Level 1 and 33 at Level 2. In-house training is being rolled out throughout the service. • In-house training is being rolled out to support corporate delivery. Staff development days ongoing with teams. Service Priority 8 – Strengthen the number of staff who understand the importance of trauma informed practice Develop a timetable of events that offer training opportunities and development for all CS staff Increase the number of staff trained in using a trauma informed approach Page 43 of 280
Page 44
14 A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) Pentana Performance Dashboard Page 44 of 280
Page 45
15 Page 45 of 280
Page 46
Page 46 of 280
Page 47
Corporate Solutions Performance Report 23/24 Annual Summary The number of library events has increased by 7% from last year with 6,135 library events held this year resulting in a total of 81,006 attendees, an 11% increase from those attending events last year. This covers regular events and activities for both adults and children as well as standalone events. The Summer Reading Challenge, based around the power of play, sport and games, saw over 1,000 children sign up this year (a 15% increase on last year) with 55% of those completing the challenge (a 4% increase on the numbers finishing last year). Nearly 130 events were attended by over 4,000 children and their families and over 21,000 items of junior stock were issued over July and August. As a result, libraries saw 668 new child memberships which reflects the positive engagement of the Summer Reading Challenge. Book Week Scotland took place in November and 66 events were held across our libraries including Bookbug sessions, author visits, workshops, crafting, school visits and Bookbug bag gifting sessions. Almost 2,300 people attended which was a great turn out for what was a very wet Book Week Scotland. A bookmark design competition was run in partnership with Midlothian primary schools with almost 300 entries having been submitted. Lend and Mend Hub This year saw the launch of Gorebridge Library’s Lend and Mend Hub. The Hub provides free access to sewing machines and other equipment to allow communities to repair, re-use and upcycle their own items. Gorebridge was one of nine library partners across Scotland in a project funded by the John Lewis Partnership’s Circular Future Fund and managed through SLIC (the Scottish Library and Information Council). Taking a co-design approach, the hubs were developed with insight and expertise from local teams and library members to ensure services were tailored to community needs. Funding granted from the John Lewis Partnership’s £1m Circular Future Fund was used for the equipment, training and space upgrades needed to deliver the projects. Following their launch, each library hub introduced an education programme to support new skills development, helping to reduce inequality through equitable access to resources. The first focus was on ‘mending’, and several workshops and sessions were held with groups such as the SHRUB Cooperative, to teach people the first steps of repairing and re-making. This is an example of how the library service is transforming and thriving, responding to community needs and giving people access to resources that they may not otherwise have. In line with the Council’s commitment to Net Zero by 2030 and the Climate Change Strategy, the promotion of circular economy activities can change the way we use and consume to make the way we live greener, as well as upskill residents and foster new social connections. It is anticipated that this pilot will help develop a long-term model for libraries to be a hub of circular economy activities and external funding has been secured for two more Lend and Mend Hubs due to launch in Summer 2024 in Danderhall and Loanhead Libraries. Performance, Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 5.3 Page 47 of 280
Page 48
Library Service Excellence Award This year, Library Services were awarded the SLIC Library Service Excellence Award for activities that put our communities at the heart of the service. The service has risen to the challenges of a rapidly changing community, creating a series of events and services that respond to the needs to the community, particularly in response to the Cost of Living Crisis. The judges commended the service for these activities and joined up thinking they represent. They also saw a great range of cultural events which have been rewarded by significant increases in library visits and materials issues compared to that of the previous year. Relaunch of our Warm and Well hubs As part of Challenge Poverty Week in October we relaunched our 4 warm and well hubs. Working in partnership with other services including Communities, Lifelong Learning and Employability, Citizens Advice Bureau, Social Security Scotland and Into Work, a number of workshops and drop-in sessions were held in our Warm and Well Hubs providing advice on benefits, employability support, household budgeting and Cost of Living support and advice. In order to continue to support our communities through the Cost of Living Crisis, Dalkeith Library launched a free coat swap where coats could be donated or taken by those who were in need. A wide range of jackets, hats and gloves were on offer with 127 coats being taken since January. Our website performance In SiteImprove, the marketing performance platform, our council website’s Digital Certainty Index score has been consistently around 10% better than the Government benchmark. We currently have a score of just over 90%. This is a gauge of how the website compares to other sites from the same sector across the UK, in terms of accessibility, usability, credibility, trustworthiness and how well-poised it is to respond to Search Engine optimisation challenges. This is a significant achievement particularly with a minimal website team, in comparison to websites managed by much larger government agencies. This year we received 1,142,941 visits to our website, although this number is based on customers accepting analytic cookies, therefore, we expect figures to be much higher. Page 48 of 280
Page 49
Communications to support the recruitment of more Shared Lives carers, focusing on short break services. Social media posts were created across all Council platforms publishing the work of the service and soliciting expressions of interest. The combined Facebook posts reaching 14,468 with an engagement rate of 4.66%. Interview footage was shot for inclusion in a new video providing information about the service, which will be released in Spring this year as well as work to update webpages for the service. Encouraging eligible families to apply for free school meals and clothing grants through a dedicated communications campaign. Short videos were created with school children and the Council’s food nutritionist and posted across all social media platforms. Facebook and Twitter posts featured key messages pointing people back to the Free School Meals/Clothing Grant webpages to apply. As a result, in terms of the webforms being received, the majority of those were applications for these supports. The best performing Facebook post reached 8,077 views and 5,635 views via Twitter. Promotion to encourage participation of the Midlothian Outdoor Festival through a dedicated communications campaign. This includes a new Council website page signposting customers to online booking, media releases, brochure and posters and promotion across our social media platforms. The best performing Facebook post reaching 7,604 news feeds and 406 engagements. The best performing Twitter post reaching 2,123 impressions and 85 engagements. Communications and promotion Our communication and marketing team continue to support services across the Council by promoting key initiatives on our social media platforms, news releases, website and community radio channel. Key successes this year include: Communication to encourage the uptake of Bonfire Night Waste Amnesty contributed to a 21% increase in total uplifts from last year. 510 items were uplifted in total, removing potentially flammable waste from our communities most affected by nuisance fire-raising in the run up to Bonfire Night. A series of social media posts publicised the initiative and provided updates on slot availability. The best performing Facebook post reached 16,847 with an engagement rate of 7.75%, both considered higher than might be considered typical. Best performing Twitter post reached 1,986 impressions. Activity to promote the uptake of the Health & Social Care Partnership (HSCP) social care strategy survey, canvassing views of residents about future strategic priorities for Midlothian social care provision. A series of social media graphics were created in collaboration with HSCP, each formatted for use on different social media platforms. Combined Facebook posts reached 13,396 impressions and combined Twitter Promotion of customer consultations and surveys including: - Fostering campaign (led externally and supported by the Council’s communications service) - Auchendinny to Rosewell stretch of Core Path (best performing social media post reached 80,468 news feeds with 7,824 engagements) - Newtongrange former pool site (a series of scheduled Facebook posts publicising an in-person consultation event and signposting to an online questionnaire had a total reach of 112,814) - Midlothian Local Development Plan engagement actions (Facebook posts for the development plan, with a total reach of 22,066, engagement rate 2825 (12%) and Facebook posts for open space strategy, with a total reach of 16,722, total engagement was 759 (4.5%)). Page 49 of 280
Page 50
Policy and strategy • Consultation with the Trade Unions to prioritise the policy review with requests to focus on disciplinary, resolution, maximising attendance at work, performance improvement. • Job Evaluation was brought back in-house this year with work undertaken to streamline the internal processes and increase efficiencies. • A new Hybrid Working Policy was launched following engagement with Trade Unions. • The Recruitment Strategy was drafted this year and is being finalised for approval, prior to communication and implementation. • The new Wellbeing Strategy was approved by the Corporate Management Team. The strategy continues to focus on the financial, physical, and psychological wellbeing of our workforce and ensure employees have access to advice, guidance and initiatives which support their health and wellbeing. Investing in our workforce • A new programme for welcome, induction, long service recognition and leavers was developed this year. This includes a refreshed face to face induction programme for all new staff and existing staff; and will be supported by a range of online resources provided at onboarding. The introduction of long service recognition and a revised approach to learning from employees exiting the organisation will enable us to learn from employee experiences, understand the reasons for leaving and promote Midlothian as an employer of choice. • The introduction of shared cost additional voluntary contributions has been approved and work is now underway with procurement and Employment and Reward for implementation. When finalised, a communications plan will support the roll out to all staff to encourage take up to the scheme. • A new coaching programme has been rolled out across the organisation and the Leadership Team. The Leadership Forum programme for 2024 is agreed and the new Management Forum focusing on practical line management launches in Summer 2024. Workforce measures We track our employee turnover rates on a half yearly basis 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 year, staff turnover rates have decreased from 10.3% last year to 9.2% this year. Page 50 of 280
Page 51
The gender pay gap measures the average female pay (£19.81) versus average male pay (£20.36) within the organisation. The figures show that the Council has more male staff at higher rates of pay by 2.7% in 23/24. This figure has reduced from 2.86% in 22/23. The percentage of female employees in the top 5% of earnings continues to gradually increase this year to 122 from 120 in 22/23, 115 in 21/22 and 98 in 20/21. Sickness absence rates for all employees has remained fairly consistent to rates of last year with average sickness days at 11.71 for this year compared to 11.04 in 22/23. For Corporate Solutions, the average number of working days lost due to sickness absence has slightly increased compared to this time last year. Of the FTE days lost, 15% was due to long term sickness, 68% self-certified, 17% short term absence. There are no identifiable trends causing increases in figures, either in short term or long term absences and work continues with each service area to review attendance levels and support those absent to return to work. Wellness@Midlothian This year Midlothian Council maintained the Healthy Working Lives Gold Award for over 9 years, through involvement by a committee of dedicated employees volunteering their time and expertise to create and support wellbeing initiatives. The rolling programme of Wellness@Midlothian initiatives continued this year to ensure we are supporting the positive health and wellbeing of our staff. This year 75 wellbeing events were held internally and externally covering cost of living supports, wellbeing and mental health awareness and health checks. A total of 595 staff attended various events organised in house. Events included: • promotion of free learning opportunities, and a programme around Carer’s Week with training from Vocal and Alzheimer’s Scotland, raising awareness of the carers policy and supports available. Other promotions included men’s health guidance, McMillan cancer support and promotion of volunteer week • health checks were held across Midlothian Libraries, Schools, Cherry Road and Council depots including Stobhill, Fushiebridge and Bonnyrigg garage. In addition, staff engagement exercises were held in Stobhill Depot and Bonnyrigg Garage to share employee wellbeing information and details of where to seek support on a large range of topics. • onsite visits were provided by Capital Credit Union to meet staff and provide advice on budgeting and saving. Webinars were delivered from Money Advice Scotland and drop-in sessions from Citizen Advice in Midlothian. In addition, 3 Affinity Connect courses held on financial topics this year. 2 home energy workshops were also delivered to staff. • in terms of mental health, Trauma Level 1 & 2 courses were delivered, a SQA Coping Strategies Course, a Mindfulness course delivered by Health and Social Care Partnership, and the first series of the Edinburgh College Coaching Course. • 6 Health walks were held for staff from the Active Travel Team supported by the Sport and Leisure team and special offers for gym membership over the festive period were promoted to staff. Page 51 of 280
Page 52
Roll out of Microsoft 365 across the whole corporate estate was completed this year, enabling widescale collaboration and co-production. This has included: • Phase 2 started in December, focusing on user adoption, service-level workflow re- design, Sharepoint deployment, software rationalisation and data reporting and visualisation. Progressing with the roll out of SharePoint and OneDrive for corporate users by engaging with Infotechtion (a leading M365 delivery organisation), who are providing advice and guidance for key parts of the project. • Providing Council wide training to corporate staff and elected members, bringing the total to 3,568 attendees across 29 training sessions of 8 different courses. • Technical deployment of core Office 365 applications across the estate. • Improved collaboration and efficiencies now being realized in many ways across various areas of Council working. • Linkage (federation) of Microsoft accounts with NHS and other local authorities enabling chat, video-calling, and efficient calendar appointment scheduling (free/busy status visibility). • Increasing the security of the M365 environment by implementing tighter Bring Your Own Device controls. Education and Equipped for Learning As part of the equipped for learning project, 500 new Smart Screens installed this year across the school estate. As well as providing a superior teaching and learning experience, the new panels reduce power consumption by 50%. 36 physical primary school servers were consolidated down to just 3 this year. This significantly reduces power requirements and CO2 emissions. This also allowed us to reduce the number of servers, thus reducing complexity and maintenance time of these systems. Significant progress was made towards simplified meeting scheduling, enabling calendar visibility across Google and Microsoft accounts which went live in January 2024. Page 52 of 280
Page 53
Digital Systems and Infrastructure A range of improvements have been completed this year to facilitate a more efficient organisation and improve how we work: • Completion of a major upgrade to the Citrix platform, significantly enhancing security and efficiency. Citrix is used by approximately ¼ of corporate staff. • Cloud First strategy continues with successful migration of several major business systems to the Cloud increasing resilience, simplifying maintenance reducing power consumption and CO2 emissions, and providing increased functionality - Contact Centre’s Netcall Liberty telephony management system Capita One Housing system Spydus, the new Library Management System • Replacement, upgrade or removal of all Microsoft Windows 2012 Servers and upgrade to Commvault Backup System. This ensures that we do not have any old unsupported (and unsecure) server operating systems and hardware. Eight servers and four storage arrays replaced by four new servers. Again, reducing power, CO2, as well as increasing performance and reducing complexity. • Performance and security of remote-access to Council network improved through roll-out of new Global Protect solution. • Education access and utilisation of the internet is now more secure via LightSpeed roll-out which blocks inappropriate websites, and alerts staff to any potentially concerning internet searches / usage from pupils, improving the safety for pupils. • ForcePoint Cloud was successfully rolled out across the corporate network to enhance our internet security, significantly reducing the likelihood and impact of cyber threats. • Deployment of Corporate WiFi at the Stobhill depot. • Migration from a poor point to point WiFi system at Pathhead to a reliable 4G solution. Page 53 of 280
Page 54
Cyber Security This year we were successful in managing and mitigating a major cyber incident. All systems and data were fully secured due to rapid response and multi-team effort during out-of-hours. A testament to the groundwork previously done to block, minimize and mitigate cyber attempts, as well as the dedication and professionalism of the workforce. In addition, various cyber security initiatives and events have taken place this year: Phishing Exercises: Designed and executed realistic phishing exercises to evaluate the resilience of the organisation against social engineering attacks. Elected Member Cyber Security Presentation: Communicated key cyber security threats and mitigation to elected members, enhancing overall awareness. Staff Security Presentation: Delivery of security presentations to staff, ensuring a widespread understanding of cyber security risk and protective measures. Setup PDNS (Protective DNS) for the Schools Network: To strengthen the overall resilience of the schools' network against malicious attacks. Implementation of Key Technical and Business Processes: Collaborated with teams to integrate security and compliance measures into new technologies and workflows, minimising potential risks e.g. Projects such as M365 and Google Workspace etc. Business Applications A range of Business application upgrades were completed this year including TotalMobile, CivicaPay, Citizen Space, Mosaic, Open Revenues, Legend, Capita ONE. ITrent was migrated to a hosted server and an annual data cleanse of casual employee data was complete. A complete revision of all data and creation of a new agency was carried out as part of a Homecare and CM2000 project. Other achievements this year included: • Successful roll out of a Print and Post service across the Housing Services team ensuring that customer correspondence in relation to Housing Services is sent out timeously, whilst reducing internal resource, postage and stationary costs required to do so. In addition, the Operational Support team worked closely with Housing Services to review and enhance the information published on our website with the aim of improving customer access to information and reducing the volume of enquiry type calls received. • The replacement of 82 multi-functional devices and printers across our school estate. • The completion of the replacement programme for vehicle trackers across our fleet. • A review and cleanse of unused mobile phone connections was carried out this year with 387 disconnections made in total. • A new contract for Vehicle Telematics awarded resulting in reduced costs for the support and maintenance of the application. The new contract also includes free replacement of hardware and potential for the introduction of mobile apps for driver safety and compliance. Page 54 of 280
Page 55
Invoicing Work continues for the rollout of invoice approval processes. Fushiebridge Depot, a high- volume invoice service, was fully onboarded to invoice approval this year. Work to onboard Fleet Services and expand invoice approval in Property Maintenance was fully implemented. Invoice approval was also implemented in Catering Services for non-food purchases. Moving away from paper-based invoicing to invoice approval system management allows for a greater level of audit, performance management and data, leading to more up to date financial monitoring and real time reporting. The percentage of invoices processed via a green slip (paper-based invoicing) has reduced from 15.3% in 22/23 to 12.1% this year. The rate of invoices paid on time across the Council is 92.6% (target is 95%), an increase from 90% paid on time in 22/23. A total of 109,847 transactions were processed in 2023/24, of which 90,076 were included in the Statutory Performance Indicator (SPI) invoice calculation with an average of 12 days to pay an invoice. The team made 16,411 direct payments to bank accounts to cover Free school meals during the holiday periods, Energy bill support scheme, Ukrainian Host payments and Business Covid recovery grants. 3,360 internally generated payments were processed including grants, corporate appointees, salary deductions and treasury activities. Supporting the Cost-of-Living Crisis Requests for crisis funding continue to remain consistently high, with 100% of the revised Scottish Welfare Fund (SWF) budget up to and including Q4 allocated. (114% of the original budget). 6,766 applications have been received for Crisis Grants this year (1,789 during Q4). 1,349 received for Community Care Grants (320 during Q4). This demonstrates the significant challenge faced by our communities. The successful recruitment of the Scottish Welfare Fund Assessors will not only allow the team to respond and address the current backlog of processing activities but also analyse the reasons for the high number of applications and refusals to identify preventative activity to mitigate people reaching this crisis point. This is identified as a key action in the Child Poverty Action Plan. In addition, 11,721 customers received help and support via housing benefits this year. As part of the UK government's support to consumers with their energy costs this winter via the Energy Bills Support Scheme (EBSS) and Alternative Fuel Payments (AFP), Business Services successfully administered these schemes this year through verification of applications against the criteria set by the UK government, approval/rejection of applications and payments made to successful applicants. Payroll The Employment and Reward and Business Applications Team successfully implemented the Local Government Pay award and associated back dated payments at the start of this year. Work was carried out to improve our processes and controls in relation to salary overpayments which has reduced monies owed to the Council. Further work was carried out in Employment and Reward to review various employee processes resulting in the introduction of e-forms and workflows to manage special leave/extended unpaid leave/career breaks/sabbatical requests, flexible retirement, new post and recruitment authorisation and onboarding processes. Page 55 of 280
Page 56
Legal and Compliance This year our Legal Services team concluded various Section 75 agreements to enable housing developments across Midlothian including: • Newbyres, Gorebridge for 96 homes • small scale housing development at Robertson Bank, Gorebridge • Lingerwood Farm, Newtongrange for 1000 homes • land to east of Glenarch Lodge, Dalkeith for 6 units • land south west of Newlandburn house, Gorebridge for 10 units The team negotiated the purchase of 19 properties on the open market to support the Council’s social housing programme, and purchased 11 buy backs, 53 affordable housing units at Roslin and land for 11 units at Pathhead to increase the Council’s housing portfolio. Other in-house legal work this year included: • Provision of servitudes across Council land to enable development of adjacent housing sites. In particular, receipt of £519,532 in March as consideration for granting two servitudes at Oak Place, Mayfield which were required for a housing development adjacent to Council land. • Land sales for garden ground, tree preservation and charging orders at various locations. • Purchase of Millerhill Hub community facility from Shawfair LLP pursuant to Shawfair S75 Agreement. This involved agreeing additional transfer provisions for special district heating obligations, mutual car parking arrangements and special arrangements to take effect when the new (adjacent) retail unit is being constructed. An in- house legal fee will be received for this work. • Completion of legal documentation, conclusion of missives at various sites, securing of Scottish Government funding. • Conclusion of film location agreement at Vogrie House. The Continuous Improvement Team transferred from the Chief Executive’s Office to Corporate Solutions part way through 2023/24. The 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. A key success this year has been the introduction of the ‘Contact Us’ customer feedback and complaints module, with a central resource to support and deliver an improved process and experience for the customer. Page 56 of 280
Page 57
Corporate Solutions will “deliver forward looking services fit for a modern 21st Century organisation and put the citizen at the centre of service redesign”. Corporate Solutions encompasses Human Resources, Digital, Customer Engagement, Legal & Governance, Corporate Resources, Transformation PMO and Continuous Improvement. Corporate Solutions supports the whole Council delivering services to internal and external stakeholders, playing a key role in the delivery of the Council’s Medium Term Financial Strategy and ensuring organisational compliance, developing the workforce, and advancing transformation. Transformation and opportunities Transformation Blueprint (2023-2028) We are committed to building on the learning and new ways of working that were adopted during the pandemic and renewing our focus on delivering our key priorities at the most local level possible. Rooted in the creation of a wellbeing economy, the vision of the 5-year Transformation Blueprint focuses on reducing inequalities at the same time as looking after the health of our planet. Specifically, we have three main aims • Individuals and communities have improved health and learning outcomes. • No child or household live in poverty. • Significant progress is made towards net zero carbon emissions by 2030. The pandemic has accelerated the financial challenges that we are facing. Reprioritisation and redesign are crucial to balancing the financial position, as well as preparing for further challenges, continued growth, and unknown changes that we will face. Corporate Solutions 23/24 Performance report Page 57 of 280
Page 58
The Blueprint sets out key areas of concern that need to be addressed over the next five years. We will continue to work to address the inequalities that our communities face, respond to the demands of being the fastest growing local authority in Scotland, and delivering our vision of being a great, green place to grow. Transformation Blueprint Objectives 1. Support the Council to address the 5-year funding gap outlined in the Medium Term Financial Strategy (MTFS) 2. Follow the Money to ensure that the services we commission, contracts we manage and digital solutions we use deliver value for money. 3. Develop an organisational workforce that is flexible ensuring that all staff have the necessary skills to work effectively supported by digital technologies that fit for a 21st century workforce. 4. Design a workplace for the future delivering services in a holistic and integrated way. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in joined-up service delivery which improve outcomes. The Council’s transformation blueprint provides the framework for opportunities to change the way services are improved and delivered to be more efficient. Corporate Solutions has a particular focus on delivering digital first approaches, embedding automation to improve customer access to services and hybrid working. Page 58 of 280
Page 59
Aligned to the Transformation Blueprint, priorities for 2023/24, key work streams below: Short term: • Continued rollout and implementation of Customer Service Platform • Reviewing service delivery all across Contact Centre teams • Increased use of eBooks • Active promotion of library space, for Council and partner services, and enable out of hours access for communities Medium term: • Rollout of the Hub & Spoke model with libraries providing and facilitating increased local service provision • Customer Engagement Strategy development including revised communications and engagement plan • Launch of the new mobile library service Long term: • Increase income within Registrars through alternative ceremony offer • Community and school library redesign Communications and Marketing: • Promoting the council's vision, strategy and plans such as a Great Green Place to Grow, Transformation Blueprint, Wellbeing Strategy, Climate Change Strategy and carbon charter to both an internal and external audience. • 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 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 via our website. • Promotion of behavioural change, for example by encouraging residents of Midlothian to recycle more or travel more actively or improve their health and wellbeing. Customer Engagement Page 59 of 280
Page 60
Key achievements this quarter: Library services Our library services continue to transform and thrive in responding to the needs of our communities. This year there has been a 22% increase in total library visits compared to the same period last year with a 34% increase in physical library visits. This increase in footfall demonstrates the impact of our Warm and Well Hubs and other support services and initiatives provided to our communities. Q4 saw the highest total number of physical visits since 2019. Q4 also saw the highest number of virtual library visits so far, indicating the continuing popularity of eResources on offer. Key events delivered: • Local History Month was held in May and across all libraries, there was a varied selection of activities, from displays, class visits and treasure hunts to lectures and talks on topics as diverse as the history of fashion to folk music. The Reminiscence & Memories Scotland groups had guest speakers come to many of their regular scheduled sessions, adding a new dimension to them to mark the month. 33 activities and events were held with nearly 600 people taking part. • Providing free story, songs and rhyme sessions for babies and toddlers. This quarter we have launched two new Bookbug sessions. Penicuik Library has started a sensory friendly session on Saturday mornings providing softer lighting, gentle songs and tactile interaction for children with additional support needs. Dalkeith Library has established a Polish Bookbug session which started as monthly but is now fortnightly due to demand. • This quarter, Danderhall Library hosted a functional fitness event held by Ageing Well where nearly 40 people went through the functional fitness test then enjoyed the free soup, tea and coffee provided by the Warm & Well Hub. A representative from the Red Cross was also there to provide information, advice and signposting. This is a great example of partnership working in our communities. • Boardmaker - a symbol-based software used to create visual resources, personalised visual timetables and reminders, for people with communication, attention or memory challenges. This quarter, library staff received refresher training. Some feedback from one parent who used it for her daughter was "I printed images onto a breakfast board with her favourites items to eat. My daughter who is able now to have her own voice by choosing the symbols letting me know what she wants for breakfast (the first time in 5 years).” The software is available in 5 of our libraries, Dalkeith, Gorebridge, Loanhead, Newbattle and Penicuik. Page 60 of 280
Page 61
In March this year, a total of 750 people in Midlothian completed the Scottish Public Library Annual Survey, with comments highlighting the value of our local library services and staff. 99% of respondents said the library is important to them. Channel shift Channel shift work continues with the rollout of short term lets, assisted bin collection requests, grit bin requests and Contact Us through our Customer Service Platform. This quarter saw the introduction of the elected members case management system and new/replacement bin/box forms. Several other service requests are in test phase and due to go live in 24/25 including: • bulky uplifts • online application forms for school clothing grants and free school meals • forestry inspections • general enquires • direct debit online sign up for Council Tax, rent and other payments • access protection markings requests • Vogrie parking passes Q4 shows a general increase of channel shift by 14% from the previous quarter. The main reason for this is the annual sign up of the brown bin service which has generated over 15,500 online forms. This greatly exceeds any other online form for any other quarter (Q1 2,300 brown bins, Q2 1,300 for free school meals and Q3 1,304 for pupil registration). Data shows a 5% reduction in call volumes compared to last year and a 37% increase in contact received digitally by email. Overall, customer contact volumes remain consistent over the year to date. Call abandonment rate has remained the same this year compared to last year with a 7% abandonment rate. 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, this would be reflected in the front- end message. Lines also have messages directing people online to carry out transactional activity. Page 61 of 280
Page 62
Stage 1 complaint responses across Corporate Solutions are off target. As part of the implementation of the new online complaints portal, there has been an increase in stage 1 complaints received through this self-service option. However, some of these are service requests and not complaints, and work is ongoing to better signpost customers to service requests options where that is more appropriate. This volume, coupled with the Festive shut down has contributed to a slower response time for stage 1 complaints. Communications and promotion The promotion of the garden waste collection service to drive sign ups to the garden waste subscription scheme for 2024. A series of social media updates were posted publicising dates, changes to prices and application information. Posts comprised of a suite of graphics and an animated video updated with new information for 2024. Facebook posts had a total reach of 127,900. The best performing post, from the day the service launched, had a reach of over 29,100, and an engagement rate of 12.31%, exceptionally high for the platform. Facebook continues to be the best means of reaching residents with this type of information. The platform continued to have lots of lively debate in the comments and aside from instances of criticism for charging for the service and the price increase, there were many positive comments posted. Customers legitimately seeking help were also able to have questions about payments answered by the call centre team, fostering better engagement and two-way communication. One ongoing social media campaign to promote Social Security Scotland’s Drop-In Services at libraries throughout Midlothian and one short social campaign to raise awareness of the updated offering of the Best Start Food Grant. Pharmacy First social media campaign - supporting Midlothian Health and Social Care GP surgery teams with social media campaign encouraging patients with minor ailments to administer self-care at home, check symptoms online, and attend a local pharmacy for help before phoning their local surgery. The main (unstated) aim of this was to help relieve pressure on GPs during the busiest time in of the year. Mental health service videos were filmed, edited and issued publicising mental health services available to Midlothian residents. One focused on the Mental Health Practice Nurse service available through GP surgeries; the other on Midlothian Access Point (MAP), which provides signposting assistance linking patients to local mental health services. Page 62 of 280
Page 63
41,417 37,934 37,200 38,333 40,123 131,635 132,510 153,262 144,133 158,023 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Number of Library visits (quarterly) Virtual Phyiscal 33,569 33,384 34,668 33,837 34,312 473 442 668 416 369 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Number of Library memberships Child memberships - new Total 44,663 39,201 36,784 35,833 42,358 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Number of Contact Centre calls(quarterly) Customer Engagement – performance measures 17.6% Customer contact received digitally (webform versus telephone) this year. 73% of calls this year answered within 120 seconds 11,537 Contact Centre Webforms received this year (decrease from 12,391 in 2022/23) 53,600 Email contact handled this year (increase from 39,198 in 2022/23) Social Media 22.1k Midlothian Council Facebook followers 18k @midgov twitter followers 6,135 Library events held this year = 81,006 attendees 4,091 Children’s library initiatives taken place in 2023/24 2,652 Library customers supported with digital queries in 2023/24 Library services Customer contact Page 63 of 280
Page 64
To achieve the Council’s strategic priorities, we recognise that people are our most important asset. Our workforce strategy highlights that we need 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 new ways of working mark a clear desire for cultural change and a shift towards a more agile and modern operating model. Our workforce is key to the delivery of the Transformation Blueprint. In order to ensure a thriving workforce, key areas of focus for 2023/24 will be: • Investment in Organisational Development through a focused programme of work • Completion of workforce plans in all services, with a particular focus in high risk areas • Rollout of the Wellbeing Strategy • Delivery of the Recruitment and Retention Strategy Key achievements this quarter: Wellbeing In conjunction with Midlothian Voluntary Action’s project MFIN (Midlothian Financial Inclusion Network) and the cost of living agenda, HR and Communications staff were involved with promoting support available through partner agencies to combat the cost of living pressures currently being experienced by employees and friends and family living in Midlothian communities. This included awareness of supports for debt advice, energy costs, healthy eating and stress management. Human Resources Page 64 of 280
Page 65
The HR team continue to focus on long term sickness absence with 606 cases supported by HR across all directorates. The HR team are proactively working 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 statistics on a regular basis, to enable managers to measure and manage the long and short term absence in their areas. This work is resulting in progression of absence cases, capability hearings and return to work this year as well as the more efficient management of employee relations cases to bring these to a conclusion. HR commission services including an Employment Assistance Programme, Physiotherapy services, Occupational Health and work in partnership with local and national agencies to offer counselling, health and lifestyle advice, health plans and treatment guidance for the workforce. Employees can self-refer to the Employment Assistance Programme from MCL medics which provides life style support regarding relationship issues; work/life balance, stress, nutrition, sleep and can be accessed 24/7. 8 sessions of counselling can be offered free of charge, where the employee requires this level of support. Physiotherapy services of up to 4 free sessions can be accessed by the employee to receive treatment and advice for Musculoskeletal injuries and various health conditions to improve movement and mobility. The HR team worked with procurement to renew the contracts for physiotherapy provision for staff and the non-financial benefits platform. 21st century workforce - workforce strategy, recruitment and retention Consultation took place this quarter with Local Government Workers and Teaching Trade Union colleagues on the new Overpayments and Underpayments Policy. The final policy was approved by CMT for launch in May 2024. Work is underway this quarter to refresh the Voluntary Severance/Early Retirement (VSER) Policy and ensure that offers set out in the policy are brought inline with statutory payment values. Recruitment for a Human Resources/Organisational Development advisor was undertaken this quarter and a new officer due to start in spring. This role will be vital in taking forward key pieces of work around leadership and management and upskilling managers across the organisation. Page 65 of 280
Page 66
2.86% 2.39% 2.22% 2.74% 2.70% Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Gender pay gap between average hourly rate of pay for male and female (all employees) Scottish Average (3.51%) 11 2.9 5.1 8.3 11.7 5.6 1.5 2.2 4.4 6.4 13.2 3.5 6.3 9.9 13.8 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Average Sickness Absence days All employees Teachers Local Government workers 1.96% 2.4% 2.9% 1.8% 2.26% Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 % of staff turnover (quarterly) 802 2385 1807 16-30 31-50 over 50 Human Resources – performance measures 606 Long term absence cases ongoing this year (168 in Q4) 616 Occupational Health referrals via OHIO this year (221 in Q4) 92 HR cases in progress this year (20 in Q4) 1,042 Physiotherapy referrals made this year (277 in Q4) No. of staff by age group 1,194 (24%) Employees with over 15 years of service 587 Leavers by Q4 (cumulative figure) 65.5% of employees are Midlothian Residents Employee Health and Wellbeing Workforce demographics 122 female employees in top 5% this year (120 in 2022/23) • 75 wellbeing events held this year with 595 attendees • 3,325 employees accessing mandatory eLearning courses • 5,672 employees accessing non-mandatory eLearning courses Page 66 of 280
Page 67
Digital solutions underpin the Transformation Blueprint. Key work streams include: • Review and refresh of the Council’s Digital Strategy, including reprioritisation of projects to enable change and transformation • Development of a Data Strategy and pilot projects such as the secure sharing and analysis of collective, operational level NHS & Council data • Continued rollout of compliance and cyber security protective measures, including attainment of PSN and Cyber Essentials certification, and actioning any related recommendations • Implementation of Microsoft O365 capabilities and applications to enable organisational efficiencies, collaboration and data driven decision making • Delivering service improvements in frontline teams through projects such as digital transformation of Neighbourhood Services • Continue the roll-out of the Customer Services Platform to promote channel shift • Equipped for Learning: upgrade classroom Audio Visual estate with interactive smart screens and support the pilot of Virtual Class delivery • Upgrading Call Centre digital infrastructure elements • Refreshing / improving quality and coverage of corporate WiFi network • Ensure all digital aspects of Council operations are well supported and operational Key achievements this quarter: Successes achieved this quarter were: • Improving the security of the Google Workplace by implementing recommendations after a recent audit. • Completion of the Looker Studio Project with a view to putting sensitive information into Google, allowing Staff to better track how their students are doing and allowing them to adapt or intervene appropriately. Digital Page 67 of 280
Page 68
• Agreement to move the School websites from CampusPress to Google Sites. This will see improvements to the websites and a common theme applied. There will be cost savings as there is no charge for Google. • New Aruba test WiFi network installed in Education and staff are continuing with the audits of the Education buildings for digital infrastructure requirements and upgrades. • Replacement of the damaged fibre cable which provides network connectivity to the music block at Penicuik High School. Technical Design Authority / Digital First Board: a new process was developed this year to effectively govern and prioritise new digital projects, helping to ensure resources are being assigned to highest impact projects, and that digital project best practices are leveraged from the start. This process is being piloted via a refreshed Digital Delivery Board and focusing on a digital project for Neighbourhood Services. Digital Maturity Assessment for HSCP: Assessment was completed in collaboration with HSCP and CYPP as part of Scotland-wide HSCP digital maturity exercise. Assessment focus re-enforced our already identified priority focus areas/challenges and provided opportunity to highlight where Midlothian HSCP is leading the way across Scotland (e.g. COPD pathway) Page 68 of 280
Page 69
51 8 8 Planned In progress Complete 57% 49% 53% 58% Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 % of IT helpdesk incidents complete within 48 hours (quarterly) Digital – performance measures Key Digital projects Service and Cyber security performance Progress of total number of Customer Service Platform modules (cumulative) 1,142,941 Midlothian Council Website visits this year (430,413 website visits in Q4) 100% of Cyber Essentials and PSN implemented 100% of Office 365 (phase 1) project complete 45% of total CSP (IT foundation and service modules) complete 20% of cyber security training complete Equipped for Learning 500 panels (interactive smart boards) were upgraded across schools this year. 100% of AI pilot and information governance digital project complete 35% of Neighbourhood Services digital project complete Page 69 of 280
Page 70
Page 70 of 280
Page 71
Key priorities for the service in 2023/24 • 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 Key achievements this quarter: 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. 3 new suppliers were onboarded last quarter. The percentage of current housing rent arrears sits at 12.77% for 23/24, an increase from last year of 10.78%. In year Council Tax collected year to date is 93.8% showing a slight decrease from collection rates this time last year by 0.7%. Corporate Resources Corporate Resources – performance measures Page 71 of 280
Page 72
1783 1730 1464 1789 817 818 755 962 24 37 27 13 942 875 682 814 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Number of Crisis Grants (quarterly) 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. 41 40 46 50 54 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 New claims 8230 7584 3999 3999 2531 2542 2450 2551 2579 2767 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Number of online transactions (quarterly) Rent Council Tax 93.8% of in year Council Tax collected year to date. 5 12 17 17 29 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Change of circumstances 364 385 280 320 138 141 91 94 0 6 0 3 226 238 189 223 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/34 Number of Community Care Grants (quarterly) received awarded declined ineligible 100% of Scottish Welfare Fund budget spent this year. £527,868 granted from Scottish Welfare fund for crisis grants £449,088 granted for community care grants up to Q4. Scottish Welfare Fund Revenues and Benefits Average processing times (days) Page 72 of 280
Page 73
Key priorities for the service in 2023/24 • Delivery of the 2024 UK Government elections including voter Identity implementation • Review of the Council’s governance framework with revised Standing Orders and Associated Scheme(s) • Implementation of the new Subject Access Request portal • Development of the new Procurement Strategy, with a focus on social value, the introduction of a Council wide approach to Community Benefits, and an increased focus on local procurement • Aligned to the Transformation Blueprint, undertake a review of Contract and Grant Management Key achievements this year: The legal court team continue to protect the Council’s interests and deliver suitable outcomes for children and vulnerable adults. Additional special needs tribunal work was brought back in house this year and input was provided to the Mental Health Law Review consultation. Procurement An Interim Procurement Manager has led the team over the last few quarters with significant work undertaken including: • An overhaul of the Contract Database • Research and investigation into the use of a Concession contract, identifying and benchmarking of a suitable tender and preparation of all necessary tender documentation including suitable Terms and Conditions with support from legal services. • The Council’s standard Terms and Conditions for all other contracts have been updated with support from legal services. • The procurement strategy peer review process has been streamlined to ensure audit trail and accountability. • The Non-Competitive forms and templates have been reviewed and updated to ensure compliance with Regulations and Standing Orders. Legal and Governance Page 73 of 280
Page 74
A short life working group has been established to review contracts within Health and Social Care including the appointment of a dedicated Procurement Officer. A programme of work is being delivered to bring all off-contract spend onto relevant frameworks. A key piece of work that has commenced with Midlothian Health & Social Care Partnership and Procurement is involvement in the development of the Scotland Excel (SXL) Care and Support Contract which SXL are retendering with a go live date of April 2024. This approach provides a route to compliant commissioning for almost £16.5m of social care expenditure. It is anticipated that this would reduce the resource that would need to be invested in commissioning and avoid costs associated with a recommissioning / tendering process and could potentially mitigate some of the inflationary budget risks associated with a recommissioning exercise. Programmes of work like this are part of the Transformation Blueprint ‘Follow the Money’ theme, looking at commissioning, contracting and identifying savings and efficiencies that can be made across the organisation, particularly in high risk/high spend areas. High value and complex contracts were awarded this year and include the supply of fire doors, purchase of A2D (Analogue to Digital) Telecare Equipment, Insurance tender renewal, website hosting and support, purchase of refuse collection vehicles as part of the fleet replacement programme and the mobile library vehicle. In addition, Primrose Lodge tender was issued and published with a contract value of £3.9m. Over 50 new contract extension letters issued to Adult Care providers and over 70 letters issued regarding uplifting the Living Wage. Local Procurement - The Council has now set up its own framework contract for interim Multi Trade Works - all suppliers on the framework are Midlothian based. Page 74 of 280
Page 75
14.68% 16.81% 13.78% 13.79% 19/20 20/21 21/22 22/23 % of procurement spent on local enterprizes (LGBF) 34 regulated procurement exercises undertaken this year (6 in Q4) 44 legal commercial transactions undertaken this year (12 in Q4) Legal and Governance – performance measures Access to information 405 345 337 319 397 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Number of Freedom of Information requests recieved (quarterly) 54 37 49 46 49 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Number of Subject Access Requests recieved (quarterly) Page 75 of 280
Page 76
The Continuous Improvement Team transferred from the Chief Executive’s Office to Corporate Solutions part way through 2023/24. The 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 2023/24: 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. • Developing and introducing a dashboard and reporting structure within Pentana to reflect the changes introduced by the Community Planning Board for the Single Midlothian Plan 2023-27. • 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. Key achievements this year: A key success this year has been the introduction of the ‘Contact Us’ customer feedback and complaints module, with a central resource to support and deliver an improved process and experience for the customer. While development and support is ongoing, improvements introduced include: • Ensuring that all complaint cases logged are complaints – 2022/23 6478 cases logged, 2023/24 1490 actual complaint cases logged. • Customers can now raise complaints directly with services. • Incorrectly logged complaints can be withdrawn or redirected easily within the system. • Consistency and timeliness of responses are supported by auto-generated prompts and auto-email templates. • All stage 2 investigations are subject to review prior to issuing a response. • Adherence to statutory processes and statutory reporting is built into the system. • Regular and real time updates and reporting introduced which better supports improvement activity with data being more readily available. Continuous Improvement Page 76 of 280
Page 77
Managing and supporting the Council’s commitment to equality and diversity, responding effectively to equality, diversity and human rights related matters and ensuring that the Council complies with legislative requirements under the Equality Act 2010, while keeping abreast of good practice and any government initiatives/legislation with a link to equality and diversity such as UNCRC. Key actions include: • Timely publication of the Equality Outcomes and Mainstreaming Progress Report 2021-2023 • Ongoing monitoring of equality related action plans (Midlothian Equality Plan 2021-2025, Gaelic Language Plan 2021-2026, British Sign Language Plan 2018-2024) • The establishment of a working group to ensure that the delivery of the Transformation Blueprint and associated transformation workstreams are fully informed by an equalities and inclusion lens. • Development of the new British Sign Language Plan 2024-2030 Page 77 of 280
Page 78
Challenges and risks Financial position Council approved the 2024/25 budget at its meeting on 27 February 2024. Whilst the 2024/25 budget is agreed, the challenge remains to reach ongoing financial sustainability. Cost and income projections for future years are embedded in the Council’s Transformation Blueprint which contains a range of transformation themes to drive towards a position of financial sustainability. Officers continue to work closely with the Business Transformation Steering Group to respond to the challenges. Financial Services continues to work to ensure the Council has robust financial management arrangements in place with a full suite of financial monitoring reports regularly presented to Council. The team continues to provide in-depth financial input to revenue and capital projects embedded into the Medium Term Financial Strategy and successful delivery of the Treasury Management Strategy with Midlothian’s Loans Fund Interest rate now the lowest in Scotland. Growing Council The draft 2022 Census results have now been published. They show Midlothian 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. Midlothian has 10 data zones which fall into the most deprived areas. Economic pressures Inflation, as well as rising energy costs, are affecting the construction industry in Scotland. The UK is experiencing unprecedented adverse market conditions, leading to significant rises in tender prices for a wide range of materials. There is evidence that inflation of between 10% and 15% beyond BCIS predictions is affecting projects. The pandemic has also accelerated financial challenges, and the growth from being the fastest growing local authority in Scotland places significant pressure on Midlothian to be able to deliver high quality services to its citizens. Capital Investment Strategy Midlothian’s approved Capital Investment Strategy sets out the infrastructure required to meet these demographic pressures and includes the financial contributions Midlothian will make to the Edinburgh and South East Scotland City Region Deal. Encompassing five main themes the City Region Deal will bring significant investment across the regions with total investment of circa £1.3 billion across: • Data Driven Innovation: £751 million Page 78 of 280
Page 79
• Integrated Regional Employability and Skills: £25 million • Transport: £156 million • Culture: £45 million • Housing: £313 million The Capital Investment Strategy sits centrally within the Council’s future planning activities and in doing so has to reflect the demands of Council services to ensure positive outcomes are achieved in the right place, at the right time, for the maximum benefit to Midlothian. The extensive capital programme aims to deliver new schools, investment in council housing, improved community infrastructure, investment in the local transport network and innovative developments such as the new low carbon heat network in Shawfair. In response to all these pressures, a range of reprioritisation activity is taking place, with a revised Capital Investment Strategy being considered by the cross- party Business Transformation Steering Group, and options to review what and how services are delivered as part of the savings measures to reduce the funding gap recommended to Council. Cost of Living Crisis Midlothian’s citizens are facing significant financial challenges. The impact on households continues to be noted across the UK with 49% of adults reporting an increase in their cost of living in December 2023 (Office for National Statistics; Francis-Devine et al, 2022). The UK is currently facing an unprecedented wave of increasing prices, bills and tax challenges. The 41 year high inflation rate of 11.1% in October 2022 has been the main driver of the cost of living crisis which has outstripped wage and benefit increases. Recent data shows the annual inflation rate was 4.0% in December 2023, up slightly from 3.9% in November. The price rises continue to impact low-income households hardest as a larger proportion of their costs are on energy and food. The Resolution Foundation estimates that absolute poverty is set to rise in the short- run, from 17.2% in 2021-22 to 18.3% in 2023/24 (or an additional 800,000 people in poverty). 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. National Care Service The estimated funding gap for the next three financial years does not include the associated costs of the Scottish Government’s National Care Services (Scotland) Bill. If enacted, the bill would have fundamental implications for the community and for Local Government itself. The wide reaching changes in the bill aim to deliver a National Care Service by the end of the parliamentary term, which will impact on all aspects of the work of the Corporate Solutions team, including financial implications, in both revenue and capital, our asset base, our workforce, governance and legal arrangements and our digital infrastructure Page 79 of 280
Page 80
and platforms. It will require an immediate focus for the foreseeable future, and this will inevitably have implications for other priority work at a time of continued resource constraint. Risk The Council’s Strategic Risk Profile is presented retrospectively to Audit Committee quarterly. The most critical risks to the Council are Financial Sustainability, Climate Change and the Change Programme. Corporate Solutions is key to the delivery of mitigating actions to these risks; through strategic planning and driving forward transformation. Page 80 of 280
Page 81
Pentana Performance Dashboard A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login)here Page 81 of 280
Page 82
26 Page 82 of 280
Page 83
1 Improving Outcomes for Learners through an Empowered System Education Services encompasses Early Learning and Childcare (ELC), Primary Schooling, Secondary Schooling, Special Schooling, Additional Support Needs, Digital Learning, Educational Psychology and Community, Lifelong Learning and Employability (CLLE). Vision and context All children, young people, adults and communities in Midlothian are supported to be the best they can be. This will be achieved through a nurturing, respectful and collaborative approach that promotes wellbeing, equity, inclusion and lifelong learning. The Education Service Plan is informed by and links to the outcomes determined by the Getting it Right for Every Midlothian Child Board. The Standards in Scotland’s Schools etc. Act 2000, as amended 2016, placed new duties on education authorities, and the Education Service Plan includes identified areas for improvement specific to Education to fulfil these duties. As a result, the Education Service Improvement Plan not only reflects the key priorities in the Midlothian Single Plan but also aligns closely with the key priorities in Education – Achieving Excellence & Equity: National Improvement Framework and Improvement Plan 2023: • Placing the human rights and needs of every child and young person at the centre of education • Improvement in children and young people’s health and wellbeing • Closing the attainment gap between the most and least disadvantaged children and young people • Improvement in skills and sustained, positive school-leaver destinations for all young people • Improvement in attainment, particularly in literacy and numeracy Education Q4 23/24 Performance report Performance, Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 5.4 Page 83 of 280
Page 84
2 Aligned to the Service Plan, priorities for 2023/24, key work streams: ▪ Learning, Teaching & Assessment Framework ▪ Monitoring impact of Raising Attainment Strategy ▪ Literacy & numeracy progressions ▪ Moderation & progression ▪ ASG development of BGE curricular frameworks Key achievements this quarter: • Learning, Teaching and Assessment Framework in place and ready for August Launch. Schools are trialling these in final term of 2023/24, with feedback due to gathered to improve for application in 24/15 to support improvements in consistency across our schools. • From the QI visits this quarter, 67% of schools are judged to be good or above in QI 2.3, learning, teaching and assessment. This has improved from 60% in Q3, which shows improvement in our schools self-assessment processes. • All school staff trained and all primary schools using literacy and numeracy progressions, with impacts noted during QI visit 2. • New Quality Assurance and Support Officer’s (QAMSOs) trained and LA moderation sessions held in writing, with the impact being teacher judgements more robust. • Working groups developed and frameworks in other curricular areas which will be used fully next session. This will improve consistency in delivery of the curriculum across all our schools, with work ongoing into third and 4th level. • All secondary schools planning for Midlothian Curriculum Offer (MACO) and rest of curriculum development to be aligned with raising attainment strategy. • Working group that have developed framework to align with LTA Framework and this will be implemented next session to improve consistency and quality assurance processes. • Equity and Excellence Board in place and using KPI’s to monitor impact, which will focus upon the progress towards our raising attainment measures for both excellence and equity. Education Support Officer (ESO) for Care Experienced Children and Young People (CECYP) is also present at the board compiling progress report impact on attainment and achievement for care experienced young people. • School leaders using data to inform next steps in learning, teaching, assessment, targeted support and attendance. The final stages are being put on the DPIA which will allow pupil details to be added to enable drilling down of data and support individual tracking and support where needed. • QI visit 2, school leaders using intersectional data to inform planning and addressing barriers to learning. Evidence being gathered on impact and identification of equality issues. • Data uplift analysis and QA visit 2 analysis informs understanding of progress to SAs allowing interventions pre final data uplift. Secondary Data Performance group set up and progress started to develop aligned tracking and monitoring from 3-18 to enable consistency and support of improvement in attainment. • Schools evaluating PEF planning, and impacts shared in SQ report to be used to plan for next session. PEF workbook being amended after feedback of use this session. Priority 1: Raising attainment to ensure that all children and young people in Midlothian achieve outcomes which lead to positive destinations Page 84 of 280
Page 85
3 Priority 1.1 - Learning, teaching and assessment Priority 1.2 - Curriculum Education Improvement Priority 1 – Progress towards the outcome Monitoring impact of Raising Attainment 100% Majority of schools judged as good or above for QI 2.3 All schools can evidence improvement for QI 2.3 90%90% Learning, Teaching & Assessment Framework 90% Literacy and Numeracy Progressions 100% Moderation and Progression 90% Development of BGE curricular frameworks 100% Curriculum Framework 75% Midlothian Skills Framework 75% Page 85 of 280
Page 86
4 Priority 1.3 - Equity Education Improvement Priority 1 – Progress towards the outcome Effective use of data dashboards 90% Intersectional data Tracking and Monitoring 90%90% Excellence and Equity 75% Midlothian Poverty Action 90% Procedures and Policy Partnerships and pathways 90%90% Pupil Equity Funding plans (PEF) 90% Page 86 of 280
Page 87
5 Secondary Attainment – Insight Leavers update 2022/23 Page 87 of 280
Page 88
6 Insight Leavers Update 2022/23 In summary, the attainment outcomes for leavers in 2022/23 are positive in comparison to last year and pre-pandemic levels. Almost all leavers are in a positive destination (95.3%), and there is strong performance in attainment in comparison to our virtual comparators. There was also positive achievements in SCQF levels 3 and 4 versus the national and Local Government Benchmark Framework (LGBF) comparator authorities. There are however challenges where improvement will be focused, which includes the core middle 60% attainment cohort and learners at SCQF level 6. In order to address these improvements, the schools will continue to support learners and utilise the value from the insight dataset alongside their improvement plans in specific areas. It is also worth considering the significant impact of the pandemic that this has had on our young people. Assessments and examinations from this year (2022/23) was the first time in full since the pandemic: Page 88 of 280
Page 89
7 Aligned to the Service Plan, priorities for 2023/24, key work streams: ▪ Relationships ▪ Wellbeing and Care ▪ Inclusion and Targeted Support Key achievements this quarter: • Relational practice becoming embedded in the language and practice in schools led by Nurture Leads and EPs. Plan to develop relational policy through engagement with children and young people is well underway. • EPs and Nurture Leads are developing professional learning offer for relational approaches and Keeping Trauma in Mind to launch in August 2024. • Mapping of system around staff wellbeing is underway through a series of appreciative enquiry engagement sessions with school staff and analysis of support structures in schools. Proposals to be drafted upon completion of analysis in May • Professional learning to strengthen understanding of anxiety, mental health and neurodiversity. • The Glasgow Wellbeing Profile has not yet been rolled out across schools due to a delay in resolving issues relating to data security. Consideration is being given to the use of SHINE as an effective universal approach. Guidance for schools on use to targeted data is in process. • A professional learning framework for wellbeing and mental health has been drafted for consultation with schools and partners with the aim of further building capacity within settings. • A mapping of how resource is allocated across the system has been undertaken to inform the development of the Single Point of Access (SPA). • Analysis of need has identified key priorities for allocation of Community Mental Health funds with centralised streamlined access pathways. • All Support for Learning Staff have been trained in Inclusive Classrooms, had equipped for learning digital update and new Midlothian Learning Plans. Support for Learning role training took place in Q3. • Dyslexia Working group has been set up and includes practitioners, parents and young people to review current dyslexia toolkits. Education Improvement Priority 2: All children & young people feel valued & included, and have the same opportunities to succeed Page 89 of 280
Page 90
8 Priority 2.1 - Relationships 75% 75% 75% Priority 2.2 - Wellbeing and Care 75% Curriculumpathways 75% Person centred assessment 50% Effective use of data 50% Pathways of support Education Improvement Priority 2 – Progress towards the outcome Professional learning needs of school staff Professional support and supervision Relationship policy and practice Page 90 of 280
Page 91
9 Priority 2.3 - Inclusion and Targeted Support 75% AdditionalSupport Needs Review 75% Additional Support Needs policies 100% Support for learning network 100% Additional SupportNeeds network 100% CEYP Tracking and Monitoring 75% Dyslexia 75% Transitions14+ and 16+ Education Improvement Priority 2 – Progress towards the outcome Page 91 of 280
Page 92
10 88% 90% 92% 94% 96% 98% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2017 2018 2019 2020 2021 2022 2023 BS.E.P.1.1d Improve Primary School attendance Primary Attendance Target 83% 85% 87% 89% 91% 93% Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4 2017 2018 2019 2020 2021 2022 2023 BS.E.P.1.1eImprove Secondary School attendance Secondary Attendance Target 0 5 10 15 20 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2022 2023 2024 BS.E.P.1.1fReduce exclusions in Primary schools (Rate per 1,000) Primary Exclusion Rate (per 1,000) Target 0 10 20 30 40 50 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2022 2023 2024 BS.E.P.1.1gReduce exclusions in Secondary schools (Rate per 1,000) Secondary Exclusion Rate (per 1,000) Target Education Improvement Priority 2 – Performance measures Page 92 of 280
Page 93
11 2,254 P1+P2 pupils have access to Individual learning tablets 11,872 P3-S6 pupils have their own learning Chromebook Additional Support Needs changes over time 8.6% Increase in Primary pupils with Additional support needs 16.5% Increase in Secondary pupils with Additional support needs Education Improvement Priority 2 – Key Successes Page 93 of 280
Page 94
12 Education challenges and risks Attendance rates The continuing impact of the pandemic on attendance and on post-school destinations The implementation of a new Attendance strategy as well as strengthened supports will help to reverse this negative trend Early Learning and Childcare Delivery Midlothian Council has a relatively high proportion of funded ELC places delivered by partners in the private and voluntary sectors. Any increases in the rate that is paid to funded providers would create additional upward pressure on the early years budget. There is now an expectation from Scottish Government about payment of real living wage which will also have an impact on local authority budgets. Rate of demographic growth on the learning estate ● A full refresh of school roll projections and capacities has been undertaken to assess current and future demand. This work will inform and shape the Learning Estate Strategy over the next 5 years. ● A number of schools funded through the Scottish Governments Learning Estate Investment Programme are at the briefing and design stages. There are council and developer funded projects being undertaken also. ● The Roll Projection data will be checked and refreshed on a 6 month basis to ensure we have provided sufficient capacity in each catchment. There are a number of schools with imminent capacity breaches. ● The Place Directorate are conducting Condition Survey’s in all school assets. Children with ASN ● Increase in the number of children and young people with additional support requiring more specialist provision will require robust monitoring to ensure staffing and specialist facilities meets level of needs. ● Increase in the number of children and young people with additional support needs requiring more resourcing within mainstream school. Recruitment and retention of staff Increased difficulties of attracting and retaining subject specialists especially Maths, Science, Technologies is having an impact on service delivery in a number of secondary schools. Attracting and retaining teaching and non-teaching staff into ASN provisions is having an impact on service delivery. Attracting suitably qualified staff for ELC due to national demand is also proving a challenge and having an impact on service delivery. Financial pressure There is a financial challenge to deliver statutory services given the current budget pressures. Due to the current financial climate there may be an impact on services as a result of the cost of living and increase in poverty. Page 94 of 280
Page 95
13 Key achievements this quarter: Successes in Q4 Communities, Lifelong Learning and Employability (CLD) (Including Beeslack High School Community Activities) CLD builds skills for learning, life and work. Midlothian CLD Partnership Progress Visit – Inspection by Education Scotland HMIe A positive progress visit took place in March 2024 and the formal report will be published on 30th April 2024. The inspection focused on: • How effective is the leadership of the local authority and their CLD partners in improving outcomes? • How well does the performance of the local authority and their CLD partners demonstrate positive impact? Verbal feedback provided indicates that leadership of CLD at all levels is confident and effective. There is a shared vision and ambition for improving the lives of individuals and communities. There is a well embedded culture of strong partnership working. Robust evidence bases underpin the work taking place to remove barriers to participation. Overall participants across a range of CLD services are gaining new knowledge and skills to help them meet their aspirations and needs. As a result of gaining new skills and qualifications, learners are better able to secure employment. Across provision, the achievements of young people and adults are regularly recognised and celebrated well. There are two recommended areas of continuous improvement, and an action plan will be developed to address these areas of continuous improvement. CLD Partnership Plan Overall, very good progress has been made in meeting the targets set in the CLD Three Year Partnership Plan which ensures Midlothian Council fulfils its statutory duty in relation to youth work, adult learning, and community capacity building with zero red actions, 10 amber and 23 green). A third year and final report is due at the end of September 2024. We have been advised that an interim one-year plan can be put in place, or the current plan extended for September 24 to September 25 whilst we are waiting on the results of the National Review of CLD and other Strategic Policy for example national youth work strategy. Main Highlight in Quarter 4: The CLLE service and partners have worked together to produce a padlet which provides detailed information on the opportunities available to support young people, adults, families and communities to build skills for learning, life and work. Please see link Midlothian Council - CLLE (Communities, Lifelong Learning and Employability) (padlet.com) Employability Highlights The Parental Employability Project has supported 298 parents over the last 12 months, 186 new parents and 114 existing parents. 80 entered employment or progressed within their employment to more hours or a higher paid job. 80 parents entered self-employment or progressed within their self- employment to increase their income levels. 36.78% of parents achieved a work-related accredited qualification totalling 275 qualifications. 9 parents started Further or Higher Education. Community, Lifelong Learning and Employability (CLLE) Page 95 of 280
Page 96
14 Employability Impact Quote: “I am very grateful of having the support of PESF and having my own Keyworker to help me get a Job, I needed a Job during school hours and my key worker told me that Midlothian Council were running a programme called (LTU) Long Term Unemployed programme which is six month paid work placements in various sectors. My key worker asked me if I would like to apply for this great opportunity, I agreed”. I have now secured a permanent position due to the support I have received with my English, CV and interview preparation.” Parental Employability Support Project funded through NOLB Scottish Government has operated a successful LGV Driver Programme in March 24. Employability Impact Quote: “I was in a low paid job, struggling to make ends meet for my growing family, Thanks for giving me the opportunity of doing the LGV driving training course as without this I feel that the future was a struggle but now it is looking very positive." Employability for All Ages (who are not parents including young people) 255 young people and adults are being supported overall, with 80 of these starting in quarter 4. 32 new into employment, 11 into college and 75 gained qualifications. Intensive support has been provided for 7 young people with disabilities who have started with the programme in the last quarter. “My youth key worker takes me out of the school environment. I feel believed in, encouraged and helps with advice and guidance. I applied for lots of jobs and pleased that I got a job. I am also pleased that I am doing my education subjects again. I do not think I would be this far on if it wasn’t for meeting my youth key worker every week.” Youth Work • 3422 engagements have taken place over the last 12 months by young people accessing youth work provision across a range of provisions for example Croft Street Hub, Feel Good Friday, Dungeon and Dragons, Youth Platform, Soup Group, Lady Wood Youth Club, Young Carer’s Projects, Duke of Edinburgh, and Youth Participation Focus Groups Adult and Family Learning • 1525 engagements have taken place over the last 12 months in our community based and adult learning programme. • CLLE’s contribution to Education Scotland’s ‘Gaelic Language Plan 2022-2027 has included an increase in Gaelic courses on offer as part of our Adult and Family Learning Programmes. During January to March 2024 we have offered a Beginners Gaelic Class, Post Beginners Gaelic Class and a Family Gaelic class. This ensures there is a learning pathway for individuals and families to explore and learn together. Through this offer we are encouraging the increased use of Gaelic, promoting the acquisition and learning of Gaelic and also promoting a positive image of Gaelic. Community Capacity Building and Reducing Poverty • 58 groups in the last 12 months have received direct community capacity building support. • The Cost-of-Living Task Force agreed £66,000 carry forward funding to support the trusted partners model till June 2024, with a further report being prepared jointly by CLLE and Place Directorate with regard to future Cost of Living Supports. • The excellent work of the Federation of Community Councils through the MTRaP group on Roads, Paths and Footways supported by CLLE was recognised in the recent CLD Partnership Plan Progress Visit. Challenges: External funding for a number of programmes including Foundation Apprenticeships and NOLB Employability offers have not been confirmed in writing which makes it incredibly difficult for the service and partners to maintain provision. These issues have been raised at a national level. Page 96 of 280
Page 97
15 Note: SIMD20%/40% engagements are lower than our target therefore we will analyse this further and take appropriate targeted action. Number of local people engaged with CLL projects 6,225 Number of CLL Opportunities / Projects / Courses offered 509 Number receiving 1:1 support 799 The number of Community groups engaged with CLLE 58 Participants in the paid for adult learning program 477 Holistic Home Visits 533 Number of CLLE learners from 20% SIMD most deprived 377 Number of CLLE learners from 40% SIMD most deprived 2,037 SQA Awards 88 Number of qualifications gained by CLLE learners 2,531 98.3% Participant satisfaction with CLL services 93.9% Key skills improved through CLL services 94% Foundation Apprenticeships completed through CLL CLLE Progress toward outcomes Page 97 of 280
Page 98
16 A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) Pentana Performance Dashboard Page 98 of 280
Page 99
1 Education Performance Report Q4 23/24 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 All children, young people, adults and communities in Midlothian are supported to be the best they can be. This will be achieved through a nurturing, respectful and collaborative approach that promotes wellbeing, equity, inclusion and lifelong learning. The Education Service Plan is informed by and links to the outcomes determined by the Getting it Right for Every Midlothian Child Board. The Standards in Scotland’s Schools etc. Act 2000, as amended 2016, placed new duties on education authorities, and the Education Service Plan includes identified areas for improvement specific to Education to fulfil these duties. As a result, the Education Service Improvement Plan not only reflects the key priorities in the Midlothian Single Plan but also aligns closely with the key priorities in Education – Achieving Excellence & Equity: National Improvement Framework and Improvement Plan 2023: • Placing the human rights and needs of every child and young person at the centre of education • Improvement in children and young people’s health and wellbeing • Closing the attainment gap between the most and least disadvantaged children and young people • Improvement in skills and sustained, positive school-leaver destinations for all young people • Improvement in attainment, particularly in literacy and numeracy Challenges and risks Attendance rates The continuing impact of the pandemic on attendance and on post-school destinations The implementation of a new Attendance strategy as well as strengthened supports will help to reverse this negative trend Early Learning and Childcare Delivery Midlothian Council has a relatively high proportion of funded ELC places delivered by partners in the private and voluntary sectors. Any increases in the rate that is paid to funded providers would create additional upward pressure on the early years budget. There is now an expectation from Scottish Government about payment of real living wage which will also have an impact on local authority budgets. Page 99 of 280
Page 100
2 Rate of demographic growth on the learning estate ● A full refresh of school roll projections and capacities has been undertaken to assess current and future demand. This work will inform and shape the Learning Estate Strategy over the next 5 years. ● A number of schools funded through the Scottish Governments Learning Estate Investment Programme are at the briefing and design stages. There are council and developer funded projects being undertaken also. ● The Roll Projection data will be checked and refreshed on a 6 month basis to ensure we have provided sufficient capacity in each catchment. There are a number of schools with imminent capacity breaches. ● The Place Directorate are conducting Condition Survey’s in all school assets. Children with ASN ● Increase in the number of children and young people with additional support requiring more specialist provision will require robust monitoring to ensure staffing and specialist facilities meets level of needs. ● Increase in the number of children and young people with additional support needs requiring more resourcing within mainstream school. Recruitment and retention of staff Increased difficulties of attracting and retaining subject specialists especially Maths, Science, Technologies is having an impact on service delivery in a number of secondary schools. Attracting and retaining teaching and non-teaching staff into ASN provisions is having an impact on service delivery. Attracting suitably qualified staff for ELC due to national demand is also proving a challenge and having an impact on service delivery. Financial pressure There is a financial challenge to deliver statutory services given the current budget pressures. Due to the current financial climate there may be an impact on services as a result of the cost of living and increase in poverty. Page 100 of 280
Page 101
3 Priority 1: Raising attainment to ensure that all children and young people in Midlothian achieve outcomes which lead to positive destinations Aligned to the Service Plan, priorities for 2023/24, key work streams: ▪ Learning, Teaching & Assessment Framework ▪ Monitoring impact of Raising Attainment Strategy ▪ Literacy & numeracy progressions ▪ Moderation & progression ▪ ASG development of BGE curricular frameworks ▪ Curriculum framework ▪ Equity and Excellence Key achievements this quarter: Monitoring the impact of Raising Attainment Strategy Excellence and Equity Board established to review progress of KPIs informing Quality Improvement activity and input from Raising Attainment team. Risk and Capacity register being developed to capture school data and inform future improvement activity. Learning, Teaching and Assessment Framework Draft Learning, Teaching and Assessment (LTA) Framework shared with senior leaders. Principles and overarching LTA Framework policy paper in draft and support materials being created ready for August launch. Literacy & numeracy progressions All school staff have received training related to use of progressions. A session for school leadership teams focussed on strategic leadership of Literacy. Literacy and numeracy champions termly meetings have informed development of progressions at a local level. Information gathered at visit 2 evidences use of progressions across all schools. Moderation & progression New cohort of teachers have undergone QAMSO training. All existing QAMSOs led moderation within their school and ASG. P4 and P7 Writing Moderation cross authority sessions held and consistent approaches to writing moderation now in place across Midlothian leading to reduced variation in teacher professional judgement. ASG development of BGE curricular frameworks Working groups in each ASG have developed one curricular area and created consistent Midlothian progression planners covering all experiences and outcomes. Work is ongoing to develop progressions at third and fourth level. ASG sharing session at HT meeting and all progressions will be used fully next session to ensure consistent approaches in curriculum delivery and pedagogical strategies. Curriculum Framework The aligned timetable structure which underpins the delivery of the Midlothian Aligned Curriculum Offer was agreed by secondary Headteachers prior to coursing. A full common school day consultation, involving all stakeholders and Council services has been concluded, with strong support for the proposed curriculum changes. The proposed changes were signed off by the cross-party Business Transformation of Services Group (BTSG). The Senior Phase Curriculum offers a wide range of traditional academic pathways and a diverse set of industry supported work-based options. A bespoke Midlothian school-based offer has been added to the existing School to College partnership. The curriculum now provides equitable access to Senior Phase Qualifications in all six secondary schools. A Digital Campus paper has been developed to further enhance this offer. Page 101 of 280
Page 102
4 In terms of ‘next steps’, the newly formed 2-18 Learning, Teaching, Assessment and Curriculum Group (LTAC) will now focus upon a refresh of the opportunities and projects presented in the Broad General Phase of Education, with a particular focus upon improving pedagogical approaches, data-informed practice and leadership development. Equity and Excellence Excellence and Equity Board established and reviews progress of KPIs informing recommendations in relation to Excellence and Equity measures. Equity ESO in place and CECYP plan progress shared. School analysis of data using data dashboards which informs school/ASG/service improvement plans for session 24/25. Schools can evidence effective use of data dashboards to inform planning to reduce poverty related gaps New PEF workbook created this session contains stretch aims for equity and excellence. These have been reviewed at termly tracking periods and inform quality improvement dialogue with officers and targeted support from raising attainment team. Finance assistants tracking PEF spend this session and monitoring done by QIMs. Termly PEF drop in support sessions held and attended by a few headteachers. All schools have evaluated their PEF planning, impacts will be shared in SQ report and used to inform plans for next session. PEF workbook amended after feedback from use this session. Promoting and protecting school attendance The attendance procedures were launched in January 2024. A school self-evaluation tool and tracking and monitoring systems have been reviewed and streamlined to align to the new procedures and ensure practice is consistent and equitable. An authority-wide tracking and monitoring system is being developed to be rolled out to all schools from August onwards. Communications have been developed across the ASGs involving posters, letters and monthly attendance texts. All ASGs will launch a consistent approach from August 2024. A research team of children and young people has been established to research the factors influencing attendance and how to improve attendance for those attending between 70 and 90%. This project will extend to different groups of young people from August. The Attendance Partnership Network (APN) has been established to promote collaboration and problem solving across schools and key partners including EPs, Home School Practitioners, Family Wellbeing Service and the 3rd sector. Page 102 of 280
Page 103
5 Priority 2: All children & young people feel valued & included, and have the same opportunities to succeed Aligned to the Service Plan, priorities for 2023/24, key work streams: ▪ Relationships ▪ Wellbeing and Care ▪ Inclusion and Targeted Support Key achievements this quarter: Relationships Engagement and co-production activities with children, young people, parents/carers and school staff are taking place this term to develop the relationship policy and anti-bullying policies. The Nurture Leads Community of Practice provides peer support, challenge and opportunities for sharing and problem solving. Relational practice is developed and monitored through the Nurture Leads Community of Practice, professional learning needs identified and new professional learning developed. The Directorate Conference highlighted the importance of safety and belonging and key role of relationships. Appreciative enquiry sessions have taken place across a range of settings and staff groups exploring the strengths, issues and opportunities to promote and protect staff wellbeing. Proposals will be drafted in June in relation to staff wellbeing and structures of support. Wellbeing and Care Person centred approaches and tools for assessment relating to wellbeing and mental health and neurodivergence are being identified through the nurture strategy subgroup. Guidance is being drafted based on best practice in schools to be shared in August 2024. Some schools have carried out the Glasgow Wellbeing Survey as a universal measure of wellbeing across the school population and developed systems to analyse universal and targeted approaches. All schools are prepared and ready to implement a universal wellbeing survey from September 2024 with renewed tracking and monitoring systems to review intersectional data. Following funding approval, a project manager will be in post from 22nd May to progress the development of systems for a Central Point of Access. Preparatory tasks have been completed including mapping current resource and access pathways and Request for Assistance processes. Inclusion and targeted support The Neurodevelopmental Pathway Group has strengthened relationships and partnership working across agencies, with greater understanding of roles and shared purpose. The strategy has ensured children and young people’s voices are sought and listened to and influence the development the pathway at each stage. Page 103 of 280
Page 104
6 Community, Lifelong Learning and Employability (CLLE) Key achievements this quarter: Successes in Q4 Communities, Lifelong Learning and Employability (CLD) (Including Beeslack High School Community Activities) CLD builds skills for learning, life and work. Midlothian CLD Partnership Progress Visit – Inspection by Education Scotland HMIe A positive progress visit took place in March 2024 and the formal report will be published on 30th April 2024. The inspection focused on: • How effective is the leadership of the local authority and their CLD partners in improving outcomes? • How well does the performance of the local authority and their CLD partners demonstrate positive impact? Verbal feedback provided indicates that leadership of CLD at all levels is confident and effective. There is a shared vision and ambition for improving the lives of individuals and communities. There is a well embedded culture of strong partnership working. Robust evidence bases underpin the work taking place to remove barriers to participation. Overall participants across a range of CLD services are gaining new knowledge and skills to help them meet their aspirations and needs. As a result of gaining new skills and qualifications, learners are better able to secure employment. Across provision, the achievements of young people and adults are regularly recognised and celebrated well. There are two recommended areas of continuous improvement, and an action plan will be developed to address these areas of continuous improvement. CLD Partnership Plan Overall very good progress has been made in meeting the targets set in the CLD Three Year Partnership Plan which ensures Midlothian Council fulfils its statutory duty in relation to youth work, adult learning, and community capacity building with zero red actions, 10 amber and 23 green). A third year and final report is due at the end of September 2024. We have been advised that an interim one-year plan can be put in place, or the current plan extended for September 24 to September 25 whilst we are waiting on the results of the National Review of CLD and other Strategic Policy for example national youth work strategy. Main Highlight in Quarter 4: The CLLE service and partners have worked together to produce a padlet which provides detailed information on the opportunities available to support young people, adults, families and communities to build skills for learning, life and work. Please see link Midlothian Council - CLLE (Communities, Lifelong Learning and Employability) (padlet.com) Employability Highlights The Parental Employability Project has supported 298 parents over the last 12 months, 186 new parents and 114 existing parents. 80 entered employment or progressed within their employment to more hours or a higher paid job. 80 parents entered self-employment or progressed within their self-employment to increase their income levels. 36.78% of parents achieved a work-related accredited qualification totalling 275 qualifications. 9 parents started Further or Higher Education. Employability Impact Quote: “I am very grateful of having the support of PESF and having my own Keyworker to help me get a Job, I needed a Job during school hours and my key worker told me that Midlothian Council were running a programme called (LTU) Long Term Unemployed programme which is six month paid work placements in various sectors. My key worker asked me if I would like to apply for this great opportunity, I agreed”. I have now secured a permanent position due to the support I have received with my English, CV and interview preparation.” Page 104 of 280
Page 105
7 Parental Employability Support Project funded through NOLB Scottish Government has operated a successful LGV Driver Programme in March 24. Employability Impact Quote: “I was in a low paid job, struggling to make ends meet for my growing family, Thanks for giving me the opportunity of doing the LGV driving training course as without this I feel that the future was a struggle but now it is looking very positive." Employability for All Ages (who are not parents including young people) 255 young people and adults are being supported overall, with 80 of these starting in quarter 4. 32 new into employment, 11 into college and 75 gained qualifications. Intensive support has been provided for 7 young people with disabilities who have started with the programme in the last quarter. “My youth key worker takes me out of the school environment. I feel believed in, encouraged and helps with advice and guidance. I applied for lots of jobs and pleased that I got a job. I am also pleased that I am doing my education subjects again. I do not think I would be this far on if it wasn’t for meeting my youth key worker every week.” Youth Work • 3422 engagements have taken place over the last 12 months by young people accessing youth work provision across a range of provisions for example Croft Street Hub, Feel Good Friday, Dungeon and Dragons, Youth Platform, Soup Group, Lady Wood Youth Club, Young Carer’s Projects, Duke of Edinburgh, and Youth Participation Focus Groups Adult and Family Learning • 1525 engagements have taken place over the last 12 months in our community based and adult learning programme. • CLLE’s contribution to Education Scotland’s ‘Gaelic Language Plan 2022-2027 has included an increase in Gaelic courses on offer as part of our Adult and Family Learning Programmes. During January to March 2024 we have offered a Beginners Gaelic Class, Post Beginners Gaelic Class and a Family Gaelic class. This ensures there is a learning pathway for individuals and families to explore and learn together. Through this offer we are encouraging the increased use of Gaelic, promoting the acquisition and learning of Gaelic and also promoting a positive image of Gaelic. Community Capacity Building and Reducing Poverty • 58 groups in the last 12 months have received direct community capacity building support. • The Cost-of-Living Task Force agreed £66,000 carry forward funding to support the trusted partners model till June 2024, with a further report being prepared jointly by CLLE and Place Directorate regarding future Cost of Living Supports. • The excellent work of the Federation of Community Councils through the MTRaP group on Roads, Paths and Footways supported by CLLE was recognised in the recent CLD Partnership Plan Progress Visit. Challenges: External funding for a number of programmes including Foundation Apprenticeships and NOLB Employability offers have not been confirmed in writing which makes it incredibly difficult for the service and partners to maintain provision. These issues have been raised at a national level. Note: SIMD20%/40% engagements are lower than our target therefore we will analyse this further and take appropriate targeted action. Page 105 of 280
Page 106
8 Page 106 of 280
Page 107
Place Performance Report 2023/24 Annual summary Our Waste Services team carry out over 5.8 million individual waste and recycling collections each year. The team completed 99.95% of all collections as scheduled. New waste service standards and waste collec�on policies were approved by Council this year. The development of these polices will ensure services operate transparently and fairly, encouraging householder par�cipa�on, maximise the quality and quan�ty of materials collected for recycling and improve opera�onal efficiencies. £2.2m was awarded from the Sco�sh Government’s Recycling Improvement Fund which allows the Council to fully transi�on exis�ng waste and recycling collec�on services to meet the recommenda�ons in the Charter for Household Waste Recycling. Key achievements during 23/24 Our Greenspaces 77 improvements or new facili�es were completed this year, 28 improvement projects, 12 play areas and 16 village improvements. This year, 6,990 volunteer hours (1,165 days) were spent in countryside sites. Volunteer numbers have increased significantly over the last few years, with a 25% increase in volunteer hours this year compared to last year and a 45% increase from 2021/22. Green Flags awarded at Straiton Pond Local nature reserve and Kings Park. A total of 4,352 memorials were inspected throughout the year, safeguarding our heritage and enhancing public safety. Waste and Recycling Performance, Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 5.5 Page 107 of 280
Page 108
Our Roads and Footpaths 1,802.52 tonnes of material used in 2023/24 to fill potholes. The Pothole Pro project equated to 9,214m2 of permanent patching, repairing 2,985 potholes this year. 14.83km of carriageway resurfaced and 4.59km of footway resurfaced this year. The street ligh�ng capital programme was completed ahead of plan this year with a targeted 752 new ligh�ng column replacements. A further 1,164 street lights were upgraded to LED lanterns to include a central management system for dimming. Protective Services 100% of all priority food law inspec�ons that were planned in for 2023-2024 were completed. A total of 312 food inspec�ons carried out at food businesses registered with Midlothian Council with the highest risk for food safety and standards. 275 Trading Standards primary inspec�ons took place this year. Trading Standards received 208 consumer complaints this year with at least £28,200 being returned to Midlothian consumers following Trading Standards involvement. This includes refunds as well as repairs and replacement goods. 133 intelligence logs were recorded on IDB, the na�onal Trading Standards database. 185 abandoned vehicle reports were responded to. Our Public Health and Environmental Protec�on team received 1,121 public health service requests this year from Midlothian residents and businesses and 412 requests from internal sources. “Safety” icon by Alice Design from Noun Project CC BY 3.0 “Road” icon by Evan Shuster from Noun Project CC BY 3.0 Page 108 of 280
Page 109
93.2% of homeless applicants sustained a permanent tenancy after 1 year compared to 76.98% during 22/23. 103 Business start-ups this year. This should realise a forecasted creation of 142 jobs and an estimated contribution of £5.62M to the Midlothian economy in their first year of trading. Planning, Sustainable Growth and Investment 235 ‘Planning to Start’ business enquiries were received this year, an increase of 120% over the 2022/23 financial year with 195 pre-starts. 108 Businesses signed up to the Midlothian Business Green Pledge this year (increase from 50 in 2022/23). Housing Re-let times to permanent accommodation properties this year has averaged at 35 days to re-let and continues on a downward trend from 46 days in 21/22. This year housing received the completed handover for 181 new build homes extending our housing stock to 7,170 by end of 23/24. 552 lets were made this year, an increase of 77 lets from last year. 19 houses were let this year through our Housing first model. 217 lets were made to new build and open market purchases. The length of �me homeless applicants waited un�l receiving a permanent housing outcome has decreased to 43.8 weeks for this year showing a con�nued downward trend from 70 weeks at the same period last year and 85 weeks for 21/22. The number of temporary accommoda�on households that have been flipped to permanent accommoda�on was 139 this year. The number of homeless cases provided with advice and assistance this year was 1,243, an increase of 28% compared to this �me last year and 56% from 21/22. “rent” icon by Adrien Coquet from Noun Project CC BY 3.0 Page 109 of 280
Page 110
The total number of jobs completed internally by our Building Maintenance Service this year was 36,345, an increase of 8% compared to 33,515 completed in 22/23. Jobs include all reactive, planned works, voids and inspections. Sport and Leisure 1,250 primary 4 pupils attended free swimming lessons this year after an effective system was put in place from our programme development officer. Our tonezone memberships con�nues to grow through improved marke�ng and promo�on with a total of 4,628 memberships this year to date. An increase of 13% from quarter 1 of this year. Midlothian Ac�ve Choices (MAC) is a sport and leisure physical ac�vity referral programme, aimed at adults who are inac�ve and experience various health condi�ons. The programme offers a range of supported ac�vi�es across Midlothian to help manage these health condi�ons. This year saw 5,688 Midlothian Ac�ve Choices atendees and 1,435 new referrals a�er comple�on of MAC sessions. Catering Services The percentage of Secondary school meal uptake has increased considerably from 20.36% in quarter 1 to 45.71% in quarter 2 this year. This figure was sustained during quarter 3 with 44.41% uptake and an average annual figure of 37.13%. “meal” icon by David Khai from Noun Project CC BY 3.0 “Repair” icon by parkjisun from Noun Project CC BY 3.0 Page 110 of 280
Page 111
Nearing completion of Contract 1 at Destination Hillend with parking and service infrastructure and Alpine Coaster to be ready for operation from 1st July. First Passivhaus developments completed, occupied and certified at Buccleuch St Dalkeith and Burnbrae, Bonnyrigg. Largest Passivhaus development on site at former Newbattle High School, part of Scotland’s largest Passivhaus housing programme. Midlothian Energy Limited (MEL) delivering district heat network in Shawfair with heat connections due Summer/Autumn 2024. Construction and Development Alpine Coaster – Des�na�on Hillend Page 111 of 280
Page 112
Place is where people, location and resources combine to create a sense of identity and purpose. The Place service ambition is to deliver joined-up, collaborative, and participative approaches to services, land and buildings, across all sectors within a place, enabling better outcomes for everyone and increased opportunities for people and communities to shape their own lives. Place Services encompasses Building Services; Housing Services; Neighbourhood Services; Planning, Sustainable Growth & Investment; Property & Facilities Management; Protective Services; and, since September 2023, Sport & Leisure. Transformation Blueprint (2023-2028) We are committed to building on the learning and new ways of working that were adopted during the pandemic and renew our focus on delivering our key priorities at the most local level possible. Rooted in the creation of a wellbeing economy, the vision of our new 5-year strategy focuses on reducing inequalities at the same time as looking after the health of our planet. Specifically, we have three main aims: • Individuals and communities have improved health and learning outcomes. • No child or household live in poverty. • Significant progress is made towards net zero carbon emissions by 2030. The pandemic has accelerated the financial challenges that we are facing. Reprioritisation and redesign is crucial to balancing the financial position, as well as preparing for further challenges and changes that we will face. The strategic plan sets out our biggest challenges that need to be addressed over the next five years. We will continue to work to address the inequalities that our communities face, respond to the demands of the fastest growing local authority in Scotland, and delivering our vision of being a great, green place to grow. Place – 23/24 performance report Page 112 of 280
Page 113
Transformation Blueprint Objectives 1. Support the Council to address the 5-year funding gap of outlined in the Medium-Term Financial Strategy. 2. Follow the Money to ensure that the services we commission, contracts we manage and digital solutions we use deliver value for money. 3. Develop an organisational workforce that is flexible, ensuring that all staff have the necessary skills to work effectively, supported by digital technologies that fit for a 21st century workforce. 4. Design a workplace for the future delivering services in a holistic and integrated way. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in joined-up service delivery which improve outcomes. Environmental Key achievements 2023-24 Midlothian Council was one of the first local authorities to sign Scotland’s Climate Change Declaration, publicly acknowledging the challenges and opportunities that climate change brings with a commitment to make the Council’s activities net zero carbon by 2030. Work continues to implement the Council’s Climate Change Strategy and focus continues within Place services to achieve future emissions targets. The ambitious strategy sets out how we will reduce our greenhouse gas emissions, encourage, and work with others in our community to mitigate and adapt to changing climate. The strategy incorporates an action plan with a number of initiatives and ongoing programmes which together are helping to reduce our emissions and carbon footprint. Climate change actions included “delivering the Shawfair low carbon community heating system and looking to develop heat networks across the county.” Works started on site in February 2023 with concentration on the back up energy centre and main spine pipe network. Ground works on the Zero Waste Site, including grouting mine shafts for the energy centre, is now complete and the energy centre is constructed with the internal fit out of the back-up energy centre with E boilers and thermal stores included, to be completed early 2024/25. Page 113 of 280
Page 114
Economic Development continues to promote the Midlothian Business Green Pledge. A total of 108 businesses have now committed to the Pledge with 29 of those signing up during quarter 4. 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. Planning is taking place to hold an ‘in-person’ Green Pledger event for Climate Week in September 2024 which will provide collaboration, shared learning and an opportunity for our Pledgers to highlight the steps they have taken to progress on their net zero journeys. The Scottish Government’s Heat in Buildings Strategy (2021) sets out its aims and objectives for achieving net zero emissions within the entire building stock in Scotland by 2045, including addressing poor energy efficiency as a driver of fuel poverty. As part of this Strategy, Local Heat & Energy Efficiency Strategies (LHEES) will set out the long-term plan for decarbonising heat in buildings and improving energy efficiency across an entire local authority area. The Strategies will draw on a standardised methodology to: • set out how each section of the building stock needs to change to meet national objectives, including achieving zero greenhouse gas emissions in the building sector, and the removal of poor energy efficiency as a driver of fuel poverty. • identify strategic heat decarbonisation zones and set out the principal measures for reducing buildings emissions within each zone. • prioritise areas for delivery, against national and local priorities. This year work has progressed at pace to review the findings of the previously reported Stage 4 LHEES study, the outcome of which has provided a good foundation for the remaining stages. There has been positive and good engagement with internal stakeholders’ business and community representatives, and regular engagement with Joint Venture Partners Midlothian Energy who will be an essential partner in delivering an effective and viable plan. The LHEES Strategy and covering report is complete and approved by the Scottish Government for compliance and subject to Council approval this year. The annual Capital Works Programme for carriageway resurfacing combined with the Residential streets programme has achieved its annual target with 14.83km of carriageway resurfaced and 4.59km of footway resurfaced this year to date, representing 2.15% and 0.64% of the total road network and footway public network respectively. Over the last three years, the percentage of our road network resurfaced continues to accelerate compared to that of previous years (pre-covid) where the annual percentage of our road network resurfaced was between 1% and 1.3%. Page 114 of 280
Page 115
1,802.52 tonnes of material was used in 2023/24 to fill potholes. 730.86 tonnes of material was used for temporary repairs and 1,071.72 tonnes for pothole pro permanent patching. The Pothole Pro project equated to 9,214m2 of permanent patching, repairing 2,985 potholes this year. Our Roads and Transportation services received a “well managed” annual performance rating from the Scottish Road Works Commissioner for the coordination of all road works on the Council’s public network during 2022/23. The service have achieved this top rating for a third year in a row. The street lighting capital programme was completed ahead of plan this year with a targeted 752 new lighting column replacements. A further 1,164 street lights were upgraded to LED lanterns to include a central management system for dimming. In addition, our lighting team delivered 5 Traffic signal renewals this year and upgraded CCTV system was completed in Dalkeith, Bonnyrigg and Penicuik. Our Waste Services team carry out over 5.8 million individual waste and recycling collections each year. The team completed 99.95% of all collections as scheduled. New waste service standards and waste collection policies were approved by Council this year. The development of these polices will ensure services operate transparently and fairly, encouraging householder participation, maximise the quality and quantity of materials collected for recycling and improve operational efficiencies. Changes to our policies have been communicated to our customers via our website pages and other promotional activities will take place during quarter 1. Going forward, monitoring these standards will help us communicate more effectively with our customer when complaints arise, giving a clear understanding of the levels of service that can be expected. In addition, £2.2m was awarded from the Scottish Government’s Recycling Improvement Fund which allows the Council to fully transition existing waste and recycling collection services to meet the recommendations in the Charter for Household Waste Recycling. The expansion of the food waste collection service to include rural areas was finalised during quarter 4 ahead of its implementation in quarter 1. This included a review of current collection routes and consultation with front line staff and trade unions. Following a successful trial of bodyworn CCTV at Stobhill Recycling Centre to deter instances of verbal abuse, body worn cameras will be rolled out to both Recycling Centres and to loan workers in early 24/25. As part of our Customer Service Platform, assisted waste collection request flows went live and a new online form for the replacement and renewal of bins was launched in quarter 4. An online form for bulky uplifts is in a test phase and expected to go live early 2024/25. This will Page 115 of 280
Page 116
result in improvements to the customer experience as well as more detailed and accurate reporting facilities. A new service excellence model and Recycling and Green space voluntary pledge for front line teams was launched in quarter 4. The work carried out as part of the model will help to create a more positive culture with the overall aim being to deliver excellent services to our Midlothian residents. As part of this culture change programme and ongoing service reviews, a pilot was developed to provide staff with additional support and advice on issues such as mental health and wellbeing. This will be ongoing throughout 24/25. Park and Greenspace improvements 77 improvements or new facilities were completed this year, work included: • Utilisation of the Nature Restoration fund from the Scottish Government, Butterfly and Bee happy mixes of Bulbs and wild flowers were planted at some of our prominent roundabouts and in our parks. 20 locations were planted with 1,184,670 bulbs. To further support the Scottish Government’s draft Scottish Biodiversity Strategy and Midlothian’s Local Biodiversity action plan, additional funding was spent on further biodiversity measures to be undertaken in the next quarter involving large areas of wild flowers on the former Golf Course at Vogrie Country Park to create pollinator friendly areas. • 28 improvement projects: 1. Burnbrae Primary school outdoor facility improvement. 2. Fence repaired/installed at North Middleton Park along with relocating vehicle gate. 3. Path work repairs at Rosewell on the Dalkeith to Penicuik walkway. 4. New picnic benches and bases installed at Kings Park, Dalkeith and Ironmills Park. 5. Path and drainage repairs undertaken at Vogrie Country Park near the House and play area. 6. New drainage installed at Vogrie car park area. 7. Memorial bench installation in Cemeteries 8. Drainage repairs at Mayfield skate park. 9. Drainage ditches and path repairs undertaken at Straiton pond. 10. Works completed on pedestrian Bridge at Roslin Glen Country park to stabilise banking and bridge foundations. 11. Path work repairs at Roslin gun powder mill. Page 116 of 280
Page 117
12. Installation of barrier gate and bollards at Hawthornden centre. 13. Repair of steps at Roslin on Walkway. 14. Repair and top dressing of path at Miners Memorial Penicuik. 15. Installation of picnic tables and miniature goals in Auld gala park. 16. Riverbed slate completed at Eskdail court. 17. New bench installation at Jarnac Court. 18. Block work completed at Welfare Park, Newtongrange for sensory garden roundel. 19. Fence repairs at Ironmills steps. 20. Installation of a new petanque court at North Middleton Play area. 21. Hand rails and path repairs completed at Imrie place, Penicuik. 22. Installation of 14 bins on the Rosewell to Penicuik walkway 23. Installation of 7 aside goals at Kaimes View, Danderhall. 24. Replacement of 4 Queens Jubilee trees. 25. Works undertaken to create a new safe pathway from overflow carpark at Stobhill depot. 26. Paving works at Danderhall Pavilion. 27. Works undertaken at St Mathews primary to install play equipment. 28. Installation of pétanque Piste at North Midleton. • 12 Play area improvements Utilisation of Scottish Government funding to replace equipment in 12 play areas installing inclusive roundabouts, carousels, springers and a track rider and safety surfaces. Works complete at Arniston Park, Cowden Park and Cockpen View Play Area, Montgomery Park, Penicuik, Cousland Play Area, Carrington Play Area, Birkenside Play Area and Edgehead Play Area. • 16 Village improvements As part of the Neighbourhood Services joint working project to make a visible change to the aesthetics of our villages across Midlothian, 16 improvements were completed at the following locations: Pathhead, Leadburn, Fala, Howgate, Lasswade, Ford, Edgehead, Auchendinny, Newton village and Silverburn to date with works planned for Cousland, Carrington, Millerhill, Temple, Whitehill and Middleton. Page 117 of 280
Page 118
Our Countryside Ranger Service continues to ensure our sites are an attractive, safe and welcoming environment for all to enjoy. This year, 6,990 volunteer hours (1,165 days) were spent in countryside sites. Volunteer numbers have increased significantly over the last few years, with a 25% increase in volunteer hours this year compared to last year and a 45% increase from 2021/22. Work on our Countryside sites would not be possible without close partnership working between volunteers and their coordination by our Ranger service. Other achievements this year included: • 36 ranger events held with 1,557 participants and 174 school and community group events with 2,603 participants. • The completion of countryside site tree surveys to include identification of dangerous and high priority trees for treatment. • Development of links and environmental learning sessions with ‘Early Learning’ outdoor nursery at Vogrie. • Continued provision of conservation volunteering tasks and activities for an increasing number of corporate groups. • Delivery of Midlothian Outdoor Festival 2023, including 30 events and over 1,550 participants, with volunteers and partners throughout Midlothian. • Grassland management to increase pollinator species and carbon sequestration rates carried out at Vogrie, Roslin and Straiton Pond by volunteers cutting and lifting wildflower rich meadow areas. • Green Flags awarded at Straiton Pond Local nature reserve and Kings Park. • As part of a national monitoring scheme, Butterfly surveys were carried out with volunteers on a weekly basis from April to Sept. • ‘Vogrie Bioblitz’ of the former golf course took place with partners and volunteer recorders to gather information on species as a benchmark for future management interventions in species diversity. • Partnership developed with Alzheimer Scotland to lead guided walks and talks. A total of 4,352 memorials were inspected throughout the year, safeguarding our heritage and enhancing public safety. The Vogrie Country Park renewal strategy tender was completed last quarter and a consultant appointed to support the Head of Development Capital and Entrepreneurial Projects with the initial baseline survey now completed. Across Protective Services, our business regulations team completed 100% of all priority food law inspections that were planned in for 2023-2024. These inspections were carried out at food businesses registered with Midlothian Council with the highest risk for food safety and standards. The team completed 312 food inspections, this included 226 planned inspections and 86 unplanned inspections, consisting of newly registered premises and businesses with serious or significant food safety contraventions where intensive interventions were required to bring the business into compliance. Official Controls Verification interventions at our highest risk approved premises (those Page 118 of 280
Page 119
handling/processing products of animal origin) were prioritised. These interventions are significantly resource intensive requiring two officers to undertake complex assessment of documentation and processes at frequent intervals. All our highest risk approved premises have received at minimum 1 intervention. The majority of our lower risk approved premises e.g cold stores (storing products only) received an intervention. The Food Standards Scotland (FSS) annual food sampling survey and Midlothian annual food sampling plan (including approved premises and manufacturers) were completed this year. In total, 149 samples were taken with the majority being rated as satisfactory. Of the results returned so far only 3% were unsatisfactory. These included labelling issues and cross contamination with allergens. Failures are followed up with the business to provide advice and secure compliance. Trading Standards received 208 consumer complaints this year, 200 of which were completed. Completion is not fully within service control and is dependant on traders and complainants responding to investigations. This year at least £28,200 has been returned to Midlothian consumers following Trading Standards involvement. This includes refunds as well as repairs and replacement goods. 275 Trading Standards primary inspections took place this year including 55 farms or smallholdings to assess animal health and welfare. Over the course of the last two years the team have now inspected all farms and smallholdings regarded as high or medium risk. This year, 2,228 single use vapes were seized from 8 shops across Midlothian. Over 1,500 were seized from one shop in a total of 3 visits and reported to the Procurator Fiscal. Vapes are seized due to contraventions of the safety law, mainly concerning the maximum quantity of nicotine. 145 businesses registered for tobacco/vapes in Midlothian were visited this year, this equates to 59% of Midlothian premises and exceeds our target to visit 20% in the year. 24 interventions were carried out relating to Tobacco and nicotine containing products. 133 intelligence logs were recorded on IDB, the national Trading Standards database by our Trading Standards team this year. In comparison to other Scottish Councils, Midlothian sit in the top quartile for logs created. Our Public Health and Environmental Protection team continue to support the Midlothian Partnership Against Rural Crime (MPARC) initiative by attendance at a rural crime event to network with other partners and farmers and promote our commitments and contributions. The team have also contributed to national forums, surveys and consultations this year including the Scottish Government and COSLA forum on a national rodenticide survey, and consultation on animal licencing and XL bully dog controls. The new Scottish Government XL Bully exemption certificate scheme was introduced on the 1st of April 2024. In advance of the scheme being introduced the Page 119 of 280
Page 120
team were proactive in compiling a list of known owners of XL Bullies and contact was made to each advising on the process for the application certificate. This year our Public Health and Environmental Protection team implemented the short-term let licensing scheme within the time scales prescribed by Scottish Government. This scheme was publicised via our social media platforms to increase the number of applications by the given deadline. The Environmental Crime Pilot was launched this year with an increased emphasis on fly-tipping, littering and dog fouling. The year long pilot has the power to issue statutory and fixed penalty notices between £80-£200 to offenders and report potential crimes to the procurator fiscal. The pilot is now being supported with a public fly tipping press release. The team received 1,121 public health service requests this year from Midlothian residents and businesses and 412 requests from internal sources. 185 abandoned vehicle reports were responded to this year, of which 33 notices were served and 16 vehicles removed for destruction. Officers are proactive in contacting owners early in the process prior to having to go to formal notice by affixing ‘awareness’ notices at their first visit, encouraging the owners to contact us. This allows the owner to informally deal with the issue before moving to formal notice. Air Quality Progress Reports for 2020-21 and 2021-22 were accepted by Scottish Government and SEPA. Our Air Quality monitoring programme which had been suspended due to resourcing issues was successfully restarted early this year. Page 120 of 280
Page 121
Neighbourhood Services – performance 1.02% 0.03% 0.22% 0.44% 0.64% 2.89% 0.55% 1.23% 1.72% 2.15% Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/34 Q4 23/24 % of Roads and footpath resurfaced (cumulative) % of Footpath % road network 702 136 752 2021/22 2022/23 2023/24 Number of street lighting columns replaced 1,121 tonnes of carbon emissions saved from street lighting this year (Increase from 1,075 tonnes in 2022/23) 1,802.58 tonnes of material used to fill temporary and permanent potholes this year (555.36 tonnes of material used in Q4) 9,214m2 of permanent patching achieved this year 2,985 potholes were permanently repaired this year 5,604 1,962 3,300 5,244 6,990 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Number of vounteer hours in countryside sites (cumulative) Target (23/24 is 6,000) Environmental Green flags awarded for Kings Park and Straiton pond. 2 77 park and greenspace improvements/new facilities complete this year out of 50 planned (20 complete this quarter) Other 1.2% Page 121 of 280
Page 122
Protective Services – performance 73 66 36 48 35 10 19 3 4 71 4 3 3 6 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Number of abandoned vehicles (quarterly) Reported Notices served Vehicles removed for destruction 100% 98% 100% 100% 80% 90% 97% 81% Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 % of Consumer complaints completed within 14 days responded to within 5 days 81% of food related service requests from mid residents and Businesses responded to with target of 5 working days. Food Standards 100% of Priority 1 and 2 premises receiving completed food law intervention in line with the service plan. 236 food law service requests received this year Public Health 78% of public health complaints receiving first response within timescale this year. 1,121 Public Health service requests received from residents and businesses this year. 208 consumer complaints received this year (decrease from 287 in 2022/23) 24 interventions carried out in total for 2023/24. 59% of businesses registered for tobacco/vapes in Midlothian visited this year. (11% visited in Q4) Trading Standards Page 122 of 280
Page 123
Housing Key achievements 2023-24 Rapid Rehousing Transition Plan (RRTP) Midlothian Council’s updated Rapid Rehousing Transition Plan (RRTP) sets out key actions for delivery this year and addresses the next phase in transforming the services provided to meet housing need. These activities are crucial to reduce the time spent in temporary accommodation, improving the quality of temporary accommodation provided, continue to deliver Housing First and improve the health and wellbeing of those most vulnerable households. Our Rapid Rehousing Transition Plan has brought significant change for homelessness over the last 4 years in ending the use of Bed and Breakfast type accommodation and developing better quality temporary accommodation, developing nomination agreements for people experiencing domestic abuse, and leaving the armed forces to enable access to permanent housing, preventing the need for a homeless assessment. Midlothian Council also adopted a model of Housing First which finds suitable properties before inviting nominations from a multi- disciplinary core group. Through the last award of our Rapid Rehousing Transition Plan (RRTP) monies this year, Housing Services have commissioned the Rock Trust for a two year contract to support our young tenants, helping them to move on from homelessness or avoid it altogether. This quarter, successful grant funding of £120,000 was secured and will further support our Rapid Rehousing Transition Plans. Meeting housing need The Council’s Strategic Housing Investment Plan (SHIP) 2024/25 to 2028/29 was submitted to the Scottish Government last quarter. The SHIP identifies the Council’s priorities for investment in new affordable housing in Midlothian over a 5 year period. The delivery of more affordable housing remains a high priority for Midlothian, as reflected by our ongoing and ambitious housing development programme. This year we have received the completed handover for 181 new build homes extending our housing stock to 7,170 by end of 23/24. There were 5,712 active housing applicants placed on the Common Housing Register at the end of this year, a 25% increase compared to the same period last year. The total number of lets made to the general needs applicants was 4,776 and 936 made to homeless applicants. Re-let Page 123 of 280
Page 124
times to permanent accommodation properties this year has averaged at 35 days to re-let which is slightly higher than last year at 33 days however remains on target for the year and continues on a downward trend from 46 days in 21/22. 552 lets were made this year, an increase of 77 lets from last year. 19 houses were let this year through our Housing first model. 217 lets were made to new build and open market purchases. Changes to our Housing allocation policy were approved on the 26th of March 2024 following a consultation process with tenants and stakeholders earlier this year. The policy aims to prioritise applicants needs and to let the available vacant properties to those in the greatest need in accordance with current guidance and legislation. The Housing team continue to make good progress on better communications with our housing applicants and tenants. This year the team held a successful housing pop up day and have carried out a number of walkabouts throughout Midlothian. In addition, Housing services refreshed their vision for the service going forward to provide a more comprehensive approach to homelessness, temporary accommodation, housing allocations and housing management. Homelessness There continues to be a significant demand placed on homeless and temporary accommodation services, alongside the increase in energy, food and fuel costs, requiring a comprehensive preventative approach. Homelessness is not inevitable and can often be prevented. The Homeless Persons (Suspension of Referrals between Local Authorities) (Scotland) Order 2022 gives people in housing crisis the freedom to settle where they choose with access to the support they need and aims to help them integrate more fully into the local community and to reduce repeat homelessness. The removal of the necessity to have a local connection to an area under this legislation has seen a shift in persons now presenting to Midlothian. The total number of households in temporary accommodation at the end of this year 23/24 is 393, an increase of 21.6% compared to the same period last year. Our aim is to reduce the length of time that an applicant is in Temporary Accommodation and through our Rapid Rehousing transition plan we are seeing households moving through the homeless system more quickly. Officers take a proactive approach when allocating properties to place applicants in area of choice where possible, increasing the chances to accept the property being flipped and allows for a more sustainable community. The length of time homeless applicants waited until receiving a permanent housing outcome has decreased to 43.8 weeks for this year Page 124 of 280
Page 125
showing a continued downward trend from 70 weeks at the same period last year and 85 weeks for 21/22. Although annual figures for the length of time homeless applicants spent in temporary accommodation are not available until Q1 24/25 (as part of our Scottish Government homeless report) data from Q1 to Q3 of this year shows that an average of 48 weeks was spent in temporary accommodation compared to an average of 87 weeks over the same period last year. The number of temporary accommodation households that have been flipped to permanent accommodation was 139 this year, reducing the need for multiple moves before being permanently housed, allowing for links established within the local community to be maintained. Homelessness prevention assists around 20 households with advice and assistance about homelessness prevention per week. This is rental assistance advice, financial awareness advice and mediation. The number of homeless cases provided with advice and assistance this year was 1,243, an increase of 28% compared to this time last year and 56% from 21/22. We continue to promote this service to ensure early successful intervention when possible. 93.2% of homeless applicants sustained a permanent tenancy after 1 year compared to 76.98% during 22/23. One housing system implementation This year, a new Housing management system was implemented replacing Capita Academy to Capita ONE. This was a significant task for all services involved in the implementation process. Work continues on some snagging issues. Once fully embedded, the housing system will help drive future digitalization of the housing service and customer self service. Building Maintenance The total number of jobs completed internally by our Building Maintenance Service this year was 36,345, an increase of 8% compared to 33,515 completed in 22/23. Jobs include all reactive, planned works, voids and inspections. The Building Maintenance Service (BMS) Capital upgrade programme has continued throughout the year, surpassing the totals set at the beginning of the year by 925 upgrades. This is an increase of 26% of our expected turnover upgraded within this financial year across our estate. These upgrades include new windows, doors, bathrooms and kitchens helping Midlothian Council maintain its Scottish Housing Quality Page 125 of 280
Page 126
Standards. Earlier in the year, Building Maintenance Service commenced the trial fit out of a brand new heating system which incorporates infra-red heating technology and are monitoring the cost of running this system through the winter with the assistance of the tenants who have moved into this property. This is a further step in achieving net zero and reducing the heating costs for our tenants. This technology may be an ideal system to fit within our adapted homes as requires no radiators within the home freeing up the walls for other medical adaptions. In line with our Damp and Mould policy the service continued to roll out the environmental sensors throughout our portfolio. This year BMS have installed 2,370 monitors across 1,158 homes. This has increased from 304 across 152 homes last year. This increase provides us 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. BMS have installed 992 of these gateways this year increasing our coverage to 38.72% of our properties. We have set an ambitious target of 1,056 units for 24/25 and hope to continue with this roll out to cover all homes within Midlothian. Page 126 of 280
Page 127
Housing – performance 46 33 35 21/22 22/23 23/24 Time taken to re-let permanant accommodation properties (calendar days) 5,712 applicants on housing waiting list this year (General needs and Homeless) (increase from 4,612 in 2022/23) 85 70 44 21/22 22/23 23/24 Length of time (weeks) homeless applicants wait until recieving a permanant housing outcome General needs 43.48% Homeless 56.52% % of lets made to applicants 552 housing lets this year. 217 Lets to new build and open market purchases this year (81 in Q4) 19 Lets to Housing First applicants this year (7 in Q4) 92.12% of Homeless applicants sustaining a permanent tenancy after 1 year in 23/24 62 46 58 39.5 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Length of time (weeks) homeless applicants spend in temporary accommodation Page 127 of 280
Page 128
Percentage of housing repairs completed on time this year: Building Services – performance 20 days Average time taken to complete non-emergency repairs for 23/24 (includes Priority 2 and 3 repairs) 100% 100% 100% 100% 100% Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 % of Building warrant assessments processed within 10 days 32.28 34.3 34.3 49.3 59.47 0 50 100 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 % of Council housing meeting Scottish Housing Quality Standards (SHQS) (cumulative) The nationally adopted target for processing warrant is 20 days, Midlothian aim to process all applications in 10 days. 36,345 jobs completed this year by our Building Maintenance Service, an increase of 8% compared to 33,515 completed in 22/23. 94.1% of emergency repairs completed on time 86.67% of priority 2 repairs completed on time 84.66% of priority 3 repairs completed on time Page 128 of 280
Page 129
Economy & Regeneration Key achievements 2023-24 Midlothian Council’s Economic Renewal Strategy sets out our ambitious approach to managing the transition from pandemic lockdown and planning for the longer term challenges the local economy will face. The strategy aims to mitigate the adverse economic impact on the local economy from COVID-19. Key aims are to protect jobs and aid business recovery using a place-based partnership approach that maximises the opportunities developing from the pandemic. Taking this partnership approach, the strategy will foster entrepreneurship, upskilling and training, addressing gaps in the market and changing the way business is done to better align this to customer behaviour. Alongside support for agriculture, tourism and the leisure and hospitality sectors, the council will also promote local jobs and self-employment opportunities, particularly for young people, to give them the necessary skills and support they need to benefit from economic recovery. Work is ongoing to refresh the Economic Strategy and will be presented for approval to Council later in the year. The total number of new Business start-ups this year was 103. This should realise a forecasted creation of 142 jobs and an estimated contribution of £5.62M to the Midlothian economy in their first year of trading. A further 75 ‘Planning to Start’ enquiries were received in Q4, an increase of 10 on the previous quarter bringing the full year total to 235 for 2023/24, an increase of 120% over the 2022/23 financial year with 195 pre-starts. 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. The Business Gateway team continue to promote localised procurement with clients, encouraging registration with the Supplier Development Programme and Public Contracts Scotland (PCS). The team actively encourage businesses to register with the Supplier Development Programme which provides access to free training and support in all aspects of public sector tendering to improve the tender readiness of local suppliers. Last quarter discussions took place between Economic Development and Procurement proposing the creation of action groups to take key areas of work. Proposed areas of focus are: Page 129 of 280
Page 130
• Refresh of the Local Procurement Strategy, supporting Community Wealth Building. • Managing change – the need for better understanding throughout the Council to increase the local spend and to minimise unregulated spend. • Creation of sessions hosted by procurement and economic development to encourage services to direct spend to the local supply base. The Community Wealth Procurement Officer is now engaging with clients referred by colleagues across the service, encouraging them to access the Supplier Development Programme, Public Contract Scotland and providing one to one support to help businesses start their procurement journey as part of a growth strategy. Women in Business Series: £2k of funding was received this year from the City Region Deal Integrated Employer Engagement programme to deliver a series of events for female owned or managed businesses within the financial year. We partnered with East Lothian Council to deliver a joint session at Queen Margaret University in January followed by 4 further events, 2 in each local authority area. Each event was open to attendance from businesses in both local authority areas. This increased access to topics and enabled businesses to collaborate across boundaries. A further request to participants for feedback was distributed in March 2024. The Business Gateway service continue to promote the social enterprise model to clients where their plans, objectives and values align to the model. Contributing to Community Wealth Building objectives, the team support projects from the Social Enterprise Conversation sessions as they develop. The Economic Development service has provided a total of 63 support inputs to social enterprise during the year. These organisations are a mix of existing third sector organisations, new Business Associations and existing social enterprises with growth aspirations. Social Enterprise and Business Association support is provided by one of the Shared Prosperity Funded Officers, a total of 14 community based and 5 school based social enterprises have received support in Q4. There are now 3 active Business Associations in Midlothian. 2 are geographic covering Dalkeith and Rosemains with the Midlothian Wellbeing Association being the only thematic association formed to date. A third geographic association is currently being explored in Penicuik and following our fully funded Women in Business Series we have interest in a Midlothian Women in Business Association being supported. An event will be organised to support this development in Q1 2024/25. Page 130 of 280
Page 131
Business Gateway Expert Help Programme: work is underway with our Net Zero Nation Programme which will support 13 local businesses to accelerate their Net Zero Journey. The businesses will take part in 12-month Net Zero Business Accelerators with funding support from Midlothian Council/Business Gateway Midlothian. In return, they must sign an agreement where they commit to approach their Net Zero strategy and credible carbon reduction plan with vigour, speak at physical and online events to encourage other business leaders to start their own transition to Net Zero. The companies will receive a 12-month carbon accounting software license, an expert partner providing 1:1 support over 12 months to help them produce their audited carbon accounts, their carbon reduction plan produced, an auditor to verify and certify their carbon accounts and carbon reduction plan. Delivering this programme to businesses will bring benefits to the Midlothian local business base in terms of economic, social and environmental progression and aligns with the Councils’ commitment to Net Zero. This year our Economic Development team also progressed our expert help programme, Learn e-commerce, with marketing commencing in November 2023 and a landing page set up for registrations, this programme was finalised this quarter and will support retailers to increase their reach, turnover and profits through a multiple platform approach to e-retailing. 18 Businesses enrolled for the digital course. The new Midlothian Business Directory on Locate in Midlothian was launched during quarter 3. The new directory allows Midlothian businesses to have a listing on a dedicated webpage with images, an outline of the business activity, the business location and links to websites and social channels, all at no cost. Businesses are also highlighted on a map of Midlothian and categorised by sector, enabling businesses, consumers, and council services. The Midlothian Business Directory will be used by Council Services to support the strategic priority of redirecting public sector spend into the local economy by making it easier for them to find local businesses for tender opportunities. As at the end of March 2024 there were 71 listings on the Midlothian Business Directory, an increase of 29 from end of December 2023. In addition, a Business Gateway portal and new ‘strengthen your business’ client enquiry tool was launched. This tool is designed for existing businesses that are not registered with Business Gateway but are already trading. The introduction of this tool has reduced the level of data input required of local advisory teams. National and local marketing will take place over the next quarter to increase awareness with existing businesses. Page 131 of 280
Page 132
Our Estates team have had continued success in letting a number of properties within the existing PIA estate including two at the recently acquired Hardengreen Industrial Estate. Letting of office space at Hardengreen Business Centre and the newly acquired Hardengreen Business Park. Letting of an industrial unit in Mayfield and one unit at Buccleuch Street. Successful tender and disposal (subject to planning) of the Orchard Centre. Surveys have been concluded in relation to potential presence of Reinforced Autoclaved Aerated Concrete (RAAC) in our Schools. All schools within the at-risk date range of 1930-2000 have been surveyed by consultant engineers who have confirmed that RAAC is not present. The Non-Housing stock condition surveys were completed in line with allocated budget and agreed timelines. The introduction and use of SMART VIZ IoT software this quarter to assess the occupancy and environmental conditions across the office estate will be used to inform rationalisation proposals going forward. A tender to let advertising space on our roundabouts was successfully concluded this year and the successful contractor is now engaging positively with the planning service over applications. Following the adoption of the National Planning Framework No.4, this quarter, the planning service has formally commenced its review of the Council’s adopted spatial strategy, the Midlothian Local Development Plan 2. The first phase consists of engagement with community groups, key agencies, the development industry, local residents and elected members. This engagement was ongoing throughout this year. Throughout 2023/24 the Planning Committee has determined to grant planning permission for a number of strategic developments which contribute towards the Council’s planning, economic and environmental objectives, and include: • adoption of a Discretionary Charging Charter for its Planning Service introducing fees for providing pre application advice, requests to consider non-material variations, discharging conditions attached to a grant of planning permission and enhanced charges for retrospective planning application. From introduction, £29,789.92 has been recovered in 23/24 from pre application enquires and other discretionary charging. • Confirmation of a Tree Preservation Order to protect eight individual trees and four groups of trees on land at the Kiln, Quarrybank, Cousland and land at Northfield Farm, Cousland. Page 132 of 280
Page 133
• determined to refer two cases to the Crown Office and Procurator Fiscal Service for prosecutorial action, one regarding an unauthorised advertisement on land adjoining the A68 Slip Road/A720 City Bypass and the second regarding the erection of an unauthorised dwellinghouse at 10 Kirkhill Terrace, Gorebridge. • granted planning permission for a 54 bed care home and associated uses and a retail unit at Greenlaw Mains, Mauricewood Road, Penicuik. • adopted the Dalkeith Regeneration Development Framework as Planning Guidance. Our Building Standards service continues to provide a high level of customer satisfaction against an increasing service demand. In December the Building Standards service was awarded its full re-appointment period by the Scottish Government. This re-appointment period is from the 1st May 2023 until 30th April 2029. Although a positive this reappointment is subject to the following terms: • The six year appointment period is conditional on the ability of Midlothian Council’s building standards service to sustain and improve performance and ensure there is no reversal of performance or investment levels. • Sufficiently resourcing the service to ensure workforce supply will meet longer term demand projections to maintain operational resilience. The Building Standards service review has been agreed and outlined in the review is the proposal to increase the workforce to manage the increase in workload, as well as successfully managing the future of the service as it navigates through the expected changes due to succession planning. Page 133 of 280
Page 134
63 24 32 24 23 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Number of new Business start ups (quarterly) 85% 68% 81% 79% 75% Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 % of planning applications completed within target of 80% Planning, Sustainable Growth & Investment–performance Social media 1,690 Locate in Midlothian followers. 2,288 Business Gateway followers 9.3 weeks Average time to determine planning applications for minor developments. (Increase from 9 weeks in Q3) 54.6 weeks Average time to determine planning applications for major developments (Increase from 50.1 weeks in Q3) 108 Businesses signed up to the Midlothian Business Green Pledge this year (increase from 50 in 2022/23) 63 Social enterprises supported this year (19 supported in Q4) 235 ‘Planning to Start’ enquires/submissions this year (increase from 195 in 2022/23) Page 134 of 280
Page 135
56.68% 58.85% 60.74% 59.08% 20.36% 45.71% 44.41% 38.03% 74.28% 70.62% 69.70% 67.75% Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 % of school meal uptake Primary Secondary Free school meals 100.99 101.62 102.45 106.76 101.85 103.82 107.28 105.75 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Percentage of cleaning hours against budgeted hours achieved primary school Secondary school 6.86% 5.71% 5.15% 5.21% Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Target less than 7.5% of waste Property and Facilities – performance 7.28 nursery and primary school meals prepared per hour this year (7.26 in Q4) 7.23 secondary school meals prepared per hour this year (7.91 in Q4) % of Local Heat & Energy Efficiency Strategies (LHEES) complete 99% TARGET: APSE national average 8.84 meals prepared per hour Percentage of school meal food waste Page 135 of 280
Page 136
Health and Wellbeing Across our Facilities services, the percentage of Secondary school meal uptake has increased considerably from 20.36% in quarter 1 to 45.71% in quarter 2 this year. This figure was sustained during quarter 3 with 44.41% uptake with an average annual figure of 37.13%. This is due to changes made to the menu offered to secondary schools to attract pupils back into the dining room. This figure puts Midlothian above the Association for Public Service Excellence (APSE) national average of 36.23% uptake for meals in Secondary Schools. Primary school meal uptake continues to sit well above the APSE average of 41.24% with annual average for Midlothian at of 58.84%. Across Sport and Lesisure services, our tonezone memberships continues to grow through improved marketing and promotion with a total of 4,628 memberships this year to date. An increase of 13% from quarter 1 of this year. 1,250 primary 4 pupils attended free swimming lessons this year after an effective system was put in place from our programme development officer. 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. Various events and activities have been held throughout the year, including a Learning Disability Olympics event held at Newbattle Campus with 12 teams and over 90 athletes competing. A Paralympic sport event at St Davids High school which saw over 60 pupils participate with physical disabilities and additional support needs from eight Midlothian schools. To ensure such events taken place, our Active Schools team work in partnership with Scottish Disability Sport to encourage more inclusive opportunities for our young people. This year, Lasswade High School were awarded the Gold School Sport Award which was achieved through a combined effort from Lasswade High School, sports council, pupils and Midlothian Active Schools. Led by the Midlothian Active Schools Team, sportscotland School Sport Award is an assessment and planning tool which encourages schools to demonstrate an on-going commitment to increase young people’s opportunities and engagement in physical education, school sport and leadership and provide clear pathways to life-long participation in sport. Page 136 of 280
Page 137
Various training and development has taken place across Sport and Leisure this year by our development and Active Schools team including sportscotland communication training, safeguarding young leaders and tutor training. In addition, our new Community Sports Hub Officer is now in post and has made a positive start. Roslin, Bilston and St Marys multi-use games areas (MUGA) are now open to the community to book and hire. Midlothian Active Choices (MAC) is a sport and leisure physical activity referral programme, aimed at adults who are inactive and experience various health conditions. The programme offers a range of supported activities across Midlothian to help manage these health conditions. This year saw 5,688 Midlothian Active Choices attendees and 1,435 new referrals after completion of MAC sessions. Page 137 of 280
Page 138
62,501 65,520 39,881 80,164 55,792 44,405 24,016 45,613 28,281 22,099 21,589 30,661 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Number of attendances at Sport and Leisure facilties (quarterly) All facilities (excl pools) Swimming pools Outdoor facilities - pitches/pavillions 4,084 4,193 4,574 4,628 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 1,298 1,529 1,414 1,447 Q1 Q2 Q3 Q4 Number of MAC attendees (quarterly) 345 370 341 379 Q1 Q2 Q3 Q4 Number of new refferals after completion of MAC sessions (quarterly) Ageing Well and Active Schools programme To note, figures are for Q3. Annual figures not available until Sept from sportscotland. Sport and Leisure - performance Number of Tonezone memberships (cumulative) Midlothian Active Choices (MAC) 715 728 660 660 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Number of activities offered by Ageing Well to 50+ age groups (quarterly) 197 activities involving Active Schools programme 2,802 participants attending Active Schools clubs 1,972 volunteer hours delivered in Active Schools programme Page 138 of 280
Page 139
Capital Investment Programme As Scotland’s fastest growing local authority area, it is critical to delivery that investment in community infrastructure, such as housing, the learning estate, economic investment and green infrastructure, is in the right place at the right time. This will help our communities to live well, live locally and prosper. How we invest in community infrastructure must also respond to changes in our working and living patterns brought about by the COVID-19 pandemic. Communities need to be able to readily access the services they require. Capital investment is also an opportunity to support our local economy through job creation and skills enhancement, particularly in relation to supporting a transition to a green economy as we invest in sustainable, highly energy efficient buildings. As a growing Council, we have the opportunity to transform parts of Midlothian in a way that reflects how we live now. We will invest in community infrastructure with a focus on place-making, reducing inequalities, improving economic opportunities and improving education and health and wellbeing outcomes. The Capital Investment Strategy brings together many strands of the Council’s activities to build upon our past successes and drive forward innovation in a co-ordinated and achievable manner for the benefit of Midlothian and its citizens. The Capital Investment Strategy sits centrally within the Council’s future planning activities and in doing so has to reflect the demands of Council services to ensure positive outcomes are achieved in the right place, at the right time for the maximum benefit to Midlothian. The extensive capital programme delivers new schools, a record investment in council housing, improved community infrastructure, investment in the local transport network and innovative developments such as the new low carbon heat network in Shawfair. To ensure Midlothian is ‘building back better’, this investment is also creating new jobs, apprenticeship opportunities, opportunities for businesses and communities and families hard-hit by the impact of the pandemic. These new opportunities help lead the way out of the pandemic and towards a better future for Midlothian. The Education Learning Estate Strategy programme has been developed 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 currently covers approximately 30 projects at various stages of development. Page 139 of 280
Page 140
Midlothian Council is overseeing a significant housing programme. Phase 1 provided 864 additional houses within Midlothian. The total number of new homes from phase 2, 3 and 4 is currently estimated at 1134, comprising of 489 from phase 2 budget and 645 from phase 3 and 4 budgets. Progress continues with 645 homes currently being constructed on site either through commencement of enabling works or main contract works as of November 2022. An additional 327 homes are funded for delivery in phase 5. This included the largest Passivhaus programme in Scotland, with 191 homes to be built to the exacting Passivhaus standard, in line with Midlothian Council’s Net Zero Housing Design Guide. This ensures exceptionally high levels of energy efficiency and low utility bills for our residents. At present any further Passivhaus developments are paused for a cost benefit analysis exercise. This year, key achievements across our Construction and Development team include: • Nearing completion of Contract 1 at Destination Hillend with parking and service infrastructure and Alpine Coaster to be ready for operation from 1st July. • Easthouses Primary School nearing completion, on track for delivery to agreed timescale with school open for August 2024. • Woodburn Primary School 9 class, STEM and gym extension on site and due for completion in accordance with agreed programme in November 2024. • Appointment of Kier for Stage 1 Pre Construction Service Agreement at Mayfield Community Campus. • First Passivhaus developments completed, occupied and certified at Buccleuch St Dalkeith and Burnbrae, Bonnyrigg. • Largest Passivhaus development on site at former Newbattle High School, part of Scotland’s largest Passivhaus housing programme. • Replacement Highbank Intermediate Care on site with extra care housing now on site with Ogilvie in Bonnyrigg, all being built to Passivhaus standard. • Midlothian Energy Limited (MEL) delivering district heat network in Shawfair with heat connections due Summer/Autumn 2024. Page 140 of 280
Page 141
Challenges and risk Over recent years, innovative ways of working have been introduced and services adapted at pace to respond to the needs of our citizens, in particular those experiencing the greatest levels of poverty and inequality. Our services are continuing to build on this learning moving forward, harnessing the energy, flexibility and creativity demonstrated by our workforce, to embed a culture of continuous improvement and innovation across Place. Growing Council In addition to the financial sustainability challenges, other challenges for Midlothian continue with our recovery from the pandemic, the cost of living crisis, the growing and ageing population and the increasing demand for services that this brings. The recent Census results 2022 highlights that Midlothian remains the fastest growing local authority in Scotland with an increase of 16.1%. The 2011 census data lists Midlothian as having a population of 83,187 which has risen to 96,600 in the 2022 census data. The level of growth is 2.3% higher than our previous calculation and is now 13.4% higher than the Scottish average of 2.7%. In terms of households, Midlothian saw the highest percentage increase at 17.2% since the 2011 census. Population density in Midlothian is 273.1 residents per square kilometre compared to the Scottish average of 69.8. In addition, Midlothian has 10 zones which fall into the most deprived areas. This growth creates the opportunity to meet the housing need with 25% of new homes being built in the affordable housing bracket, in addition to the expansion in Council house building. This construction will directly support employment and will see a steady increase in the value of Council Tax income received over time. The approved Capital Strategy sets out the infrastructure required to meet those demographic pressures and includes the financial contributions Midlothian will make to the Edinburgh and South East Scotland City Region Deal. Encompassing five main themes the City Region Deal will bring significant investment across the regions with total investment of circa £1.3 billion across: • Data Driven Innovation: £751 million Page 141 of 280
Page 142
• Integrated Regional Employability and Skills: £25 million • Transport: £156 million • Culture: £45 million • Housing: £313 million Through the Data Driven Innovation strand the Deal will leverage existing world-class research institutes and commercialisation facilities in order that Easter Bush becomes a global location of Agritech excellence. The Easter Bush project includes significant investment in transport infrastructure along the A701/2 transport corridor. In addition, by improving on-site infrastructure at Easter Bush and transport infrastructure, The University of Edinburgh expects commercial partners will be able to co-locate at scale to commercialise Agritech breakthroughs. Risk The Council’s Strategic Risk Profile is presented retrospectively to Audit Committee quarterly. The most critical risks to the Council are Financial Sustainability, Climate Change and the Change Programme. Corporate Solutions is key to the delivery of mitigating actions to these risks; through strategic planning and the Medium Term Financial Strategy and driving forward the Council’s transformation programme to derive change and redesign services. Page 142 of 280
Page 143
Pentana Performance Dashboard A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) Page 143 of 280
Page 144
Page 144 of 280
Page 145
Midlothian Council Annual Report 2023/24 Individuals and communities in Midlothian will be able to lead healthier, safer and greener lives by 2030. No child or household need live in poverty. Midlothian will be a Great Green Place to Grow by achieving our net zero carbon ambitions and supporting local people to strengthen the skills they need for learning, life and work. Our new 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 2030. In recent Census results, Midlothian is projected to have the highest percentage change in population size of all mainland council areas in Scotland with an increase of 16%. In addition, Midlothian has 10 zones which fall into the most deprived areas living a local share of 8.7% living in the most deprived areas in Scotland. To accommodate growth within the resources available we will need to think differently about the services we deliver and how we deliver them. Rooted in the creation of a wellbeing economy, in June 2023 Council approved the new Transformation Blueprint 2023-2028. Some services will be transformed to meet our growing population within the financial envelope available, others may be delivered in a different way and some will need to stop. Fostering a collaborative culture where everyone is focused on the same end goal – creating effective and efficient services which will benefit our citizens – will be crucial to future success. The Transformation Blueprint will focus on the nature of the work we will do, developing a 21st century workforce supported by a workplace fit for the future where joined up services are delivered in a holistic and integrated way. The 5 key objectives of the Transformation Blueprint are: 1. Support the Council to address the 5 year funding gap of £29.121 million outlined in the Medium Term Financial Strategy. 2. Follow the Money to ensure that the services we commission, contracts we manage and digital solutions we use deliver value for money. 3. Develop an organisational workforce that is flexible ensuring that all staff have the necessary skills to work effectively supported by digital technologies that fit for a 21st century workforce. 4. Design a workplace fit for the future delivering services in a holistic and integrated way as well as utilising our assets to maximise their potential. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in integrated service delivery which improve community outcomes. Whilst a full update for the performance for each of the Council’s Service areas is published separately, this report reflects an overview of the key service updates, against the thematic areas of the Single Midlothian Plan. Performance, Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 5.6 Page 145 of 280
Page 146
Single Midlothian Plan Themes in 2023/27 Midlothian will be Healthier - Achievements Progress in delivery of strategic outcomes 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. Justice, Duty Social Work and Adult Protection – Prevention Social Work continue to ensure that individuals referred to the service are supported and supported in crisis, this includes signposting to appropriate services, undertaking assessments and direct interventions. Work continues to ensure that staff have the relevant skills, competence and knowledge to work effectively, and that they are trauma informed and able to engage with service users using a range of approaches. The Midlothian Trauma Training Programme was launched in July 2023 and incorporates both open access training sessions and bespoke service support events. Social Work undertake a range of duties to identify, minimise and manage risk and ensure that all suspicions, disclosures or actual harm are acted upon. Measures to protect adults need to be considered in the context of wider range of support services and an investigation may highlight gaps in support. In these instances, an assessment of need would be undertaken to identify and develop an outcomes focused care plan. Understanding Changing needs The Justice Service have increased access to services for perpetrators of domestic abuse and to victims and children who may have been impacted by the behaviour. . Learning and Development A wide range of training to ensure all social work staff are skilled and competent in their role. The service has funded 10 social workers across Adult services and Children service to undertake post grad qualification in Leadership and Management, Practice Education, Mental health officer Training and Child Welfare and protection. Care at Home The Care at home continues to be challenged with increasing demand for people to live safely at home in the community. There are approximately 7,200 hours of care at home delivered every week across Midlothian from our in house service, the external providers and through SDS Option 2 pathways. The commissioned providers and the in house service have all recently been inspected by the Care Inspectorate and received positive grades relating to service delivery. Page 146 of 280
Page 147
Midlothian will be Safer - Achievements This theme aims to address the underlying causes of offending behaviour, working with a range of individuals and organisations within community justice. The Community Justice (Scotland) Act 2016 supported a redesign of the community justice system, transferring the responsibilities for reducing offending and reoffending to local Community Planning Partnerships (CPPs). A National Strategy for Community Justice (2022) and National Outcomes, Performance and Improvement Framework (2023) were published by the Scottish Government to outline the new model. The Community Justice Outcome Improvement Plan (CJOIP) has been approved and we are working on the actions agreed in the plan. The Community Justice Service was onboarded to OutNav, the digital platform used to capture contributions and report on progress towards improved outcomes at personal, service and strategic levels. Research continues to show that community-based sentences are more effective in reducing offending than short prison sentences; they enable those convicted of offences to retain connections with local supports and family relationships. Community Payback Orders (CPO) have a number of requirements but Supervision and/or an Unpaid Work or Other Activity Requirement are those most often used by the Courts. Midlothian will Get it Right for Every Child Achievements All children, young people, adults and communities in Midlothian are supported to be the best they can be. This will be achieved through a nurturing, respectful and collaborative approach that promotes wellbeing, equity, inclusion and lifelong learning. The Standards in Scotland’s Schools etc. Act 2000, as amended 2016, placed new duties on education authorities. As a result, the Education Service Improvement Plan not only reflects the key priorities in the Midlothian Single Plan but also aligns closely with the key priorities in Education – Achieving Excellence & Equity: National Improvement Framework and Improvement Plan 2023: • Placing the human rights and needs of every child and young person at the centre of education • Improvement in children and young people’s health and wellbeing • Closing the attainment gap between the most and least disadvantaged children and young people • Improvement in skills and sustained, positive school-leaver destinations for all young people • Improvement in attainment, particularly in literacy and numeracy 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, namely: 1. Children& Young People’s Rights 2. Children & Young People’s Mental Health and Wellbeing Page 147 of 280
Page 148
3. Whole Family Wellbeing 4. Information Sharing and Commissioning The Promise work continues to drive forward our children’s service improvements. Priority Areas in the 21-24 Plan: • A Good Childhood • Whole Family Support • Supporting the Workforce • Planning • Building Capacity Referrals: Work has been progressed over the past year to allow us to have a clearer overview and understanding on how referrals come into the service. There is much greater confidence that those referrals coming into children’s services are appropriate and for those referrals which relate to early support to prevent escalation, these are directed to the Family Wellbeing Service. This has been a significant piece of work and the impact on the service is that social workers are only involved in working with families who require a certain level of intervention and support. Midlothian will support Residents to Improve Employability and Outcomes in our Communities - Achievements Overall very good progress has been made in meeting the targets set in the Community Learning and Development Three Year Partnership Plan which ensures Midlothian Council fulfils its statutory duty in relation to youth work, adult learning, and community capacity building with zero red actions, 10 amber and 23 green Employability Highlights: The Parental Employability Project has supported 298 parents over the last 12 months, 186 new parents and 114 existing parents. 80 entered employment or progressed within their employment to more hours or a higher paid job. 80 parents entered self-employment or progressed within their self-employment to increase their income levels. 36.78% of parents achieved a work-related accredited qualification totalling 275 qualifications. 9 parents started Further or Higher Education. Youth Work: 3422 engagements have taken place over the last 12 months by young people accessing youth work provision across a range of provisions for example Croft Street Hub, Feel Good Friday, Dungeon and Dragons, Youth Platform, Soup Group, Lady Wood Youth Club, Young Carer’s Projects, Duke of Edinburgh, and Youth Participation Focus Groups Adult and Family Learning: 1525 engagements have taken place over the last 12 months in our community based and adult learning programme. CLLE’s contribution to Education Scotland’s ‘Gaelic Language Plan 2022-2027 has included an increase in Gaelic courses on offer as part of our Adult and Family Learning Programmes. We have offered a Beginners Gaelic Class, Post Beginners Gaelic Class and a Family Gaelic class. This ensures there is a learning pathway for individuals and families to explore and learn together. Through this offer we are encouraging the increased use of Gaelic, promoting the acquisition and learning of Gaelic and also promoting a positive image of Gaelic. Page 148 of 280
Page 149
Midlothian will be Greener - Achievements Midlothian Council was one of the first local authorities to sign Scotland’s Climate Change Declaration, publicly acknowledging the challenges and opportunities that climate change brings with a commitment to make the Council’s activities net zero carbon by 2030. Work continues to implement the Council’s Climate Change Strategy and focus continues to achieve future emissions targets. The ambitious strategy sets out how we will reduce our greenhouse gas emissions, encourage, and work with others in our community to mitigate and adapt to changing climate. The strategy incorporates an action plan with a number of initiatives and ongoing programmes which together are helping to reduce our emissions and carbon footprint. Climate change actions included “delivering the Shawfair low carbon community heating system and looking to develop heat networks across the county.” Works started on site in February 2023 with concentration on the back up energy centre and main spine pipe network. Ground works on the Zero Waste Site, including grouting mine shafts for the energy centre, is now complete and the energy centre is constructed with the internal fit out of the back-up energy centre with E boilers and thermal stores included, to be completed early 2024/25. The Scottish Government’s Heat in Buildings Strategy (2021) sets out its aims and objectives for achieving net zero emissions within the entire building stock in Scotland by 2045, including addressing poor energy efficiency as a driver of fuel poverty. As part of this Strategy, Local Heat & Energy Efficiency Strategies (LHEES) will set out the long-term plan for decarbonising heat in buildings and improving energy efficiency across an entire local authority area. The Strategies will draw on a standardised methodology to: • set out how each section of the building stock needs to change to meet national objectives, including achieving zero greenhouse gas emissions in the building sector, and the removal of poor energy efficiency as a driver of fuel poverty. • identify strategic heat decarbonisation zones and set out the principal measures for reducing buildings emissions within each zone. • prioritise areas for delivery, against national and local priorities. This year work has progressed at pace to review the findings of the previously reported Stage 4 LHEES study, the outcome of which has provided a good foundation for the remaining stages. There has been positive and good engagement with internal stakeholders’ business and community representatives, and regular engagement with Joint Venture Partners Midlothian Energy who will be an essential partner in delivering an effective and viable plan. The LHEES Strategy and covering report is complete and approved by the Scottish Government for compliance and subject to Council approval this year. Thematic actions are designed to increase awareness, promote reflection and action on the key Climate Emergency issues of energy, food and travel. They will lead to a better understanding of carbon emissions and greater investment in greener travel, renewable heat, energy sources and heating efficiency in Midlothian. The actions will help inform and give people the opportunity to get involved to make a difference. Midlothian’s future will be different through having more people aware and engaged in Climate Emergency issues, both consciously and subconsciously. This will make Midlothian more resilient to the effects of Climate Change and in addition help contribute more widely to Climate Change resilience. Outcome 1: Learning for Sustainability is increased Outcome 2: Sustainable Living is increased Outcome 3: Low Carbon/Renewable Energy Development and Home Energy Saving is Increased Outcome 4: Carbon Storage is increased Work continues to engage with businesses regarding their own climate change commitments via the ‘climate change pledge’ programme and there is increasing awareness in the Council and Page 149 of 280
Page 150
across communities on the back of communications from the Council and the working progressed by the Community Planning Climate Change Emergency group. The street lighting capital programme was completed ahead of plan this year with a targeted 752 new lighting column replacements. A further 1,164 street lights were upgraded to LED lanterns to include a central management system for dimming. In addition, our lighting team delivered 5 Traffic signal renewals this year and upgraded CCTV system was completed in Dalkeith, Bonnyrigg and Penicuik. New waste service standards and waste collection policies were approved by Council. The development of these polices will ensure services operate transparently and fairly, encouraging householder participation, maximise the quality and quantity of materials collected for recycling and improve operational efficiencies. Work is being undertaken to communicate changes to our customers via our website pages and other promotional activities. Going forward, monitoring these standards will help us communicate more effectively with our customer when complaints arise, giving a clear understanding of the levels of service that can be expected. In addition, £2.2m was awarded from the Scottish Government’s Recycling Improvement Fund which allow the Council to fully transition existing waste and recycling collection services to meet the recommendations in the Charter for Household Waste Recycling. A new service excellence model and Recycling and Green space voluntary pledge for front line teams was launched this year. The work carried out as part of the model will help to create a more positive culture with the overall aim being to deliver excellent services to our Midlothian residents. As part of this culture change programme and ongoing service reviews, a pilot was developed to provide staff with additional support and advice on issues such as mental health and wellbeing. This will be ongoing throughout 24/25. Midlothian will have a Wellbeing Economy and be Better Connected - Achievements A wellbeing economy aims to deliver increased economic opportunities for all, providing meaningful and fair work, better outcomes for young people, sustainable places, improved health outcomes, reduced poverty and environmental sustainability. Midlothian Council’s Economic Renewal Strategy sets out our ambitious approach to managing the transition from pandemic lockdown and planning for the longer term challenges the local economy will face. The strategy aims to mitigate the adverse economic impact on the local economy from COVID-19. Key aims are to protect jobs and aid business recovery using a place- based partnership approach that maximises the opportunities developing from the pandemic. Taking this partnership approach, the strategy will foster entrepreneurship, upskilling and training, addressing gaps in the market and changing the way business is done to better align this to customer behaviour. Alongside support for agriculture, tourism and the leisure and hospitality sectors, the council will also promote local jobs and self-employment opportunities, particularly for young people, to give them the necessary skills and support they need to benefit from economic recovery. Work is ongoing to refresh the Economic Strategy. The Regional Prosperity Framework (RPF) 2021 guides and integrates public, private and Third Sector decisions, actions, collaborations, strategies, policies and investments and sets out 3 key areas to support the rebuilding of the economy: • people – to access fair work, to learn and develop new skills and to live happy and healthy lives • places – that are sustainable, and attractive to live and work in and where enterprise thrives • planet – meeting our needs in a way that will allow future generations to meet theirs, with a Page 150 of 280
Page 151
focus on reduction of greenhouse gas emissions (sustainability). Localised procurement with is promoted to clients, encouraging registration with the Supplier Development Programme and Public Contracts Scotland (PCS). Businesses are encouraged to register with the Supplier Development Programme which provides access to free training and support in all aspects of public sector tendering to improve the tender readiness of local suppliers. The creation of action groups to take forward key areas of proposed work to focus on are: • Refresh of the Local Procurement Strategy, supporting Community Wealth Building. • Managing change – the need for better understanding throughout the Council to increase the local spend and to minimise unregulated spend. • Creation of sessions hosted by procurement and economic development to encourage services to direct spend to the local supply base. The Economic Development priorities for the 2023/27 Single Midlothian Plan align to the social, environmental and economic aspirations of the wellbeing economy with people focussed outcomes that will also deliver local economic benefit. Outcome 1: Develop a Midlothian Community Wealth Building Action Plan to guide future economic activity across the partnership Outcome 2: Increase economic opportunity to maximise income, empowering individuals and communities Outcome 3: Develop a culture of entrepreneurship, increasing business knowledge, for current and future generations The total number of new Business start-ups this year was 103 forecasting to create a total of 142 jobs for the Midlothian economy in their first year of trading. Most of these businesses are sole traders/owner operators and do not have employees. The Council has had continued success in letting a number of properties within the existing PIA estate including two at the recently acquired Hardengreen Industrial Estate. Letting of office space at Hardengreen Business Centre and the newly acquired Hardengreen Business Park. Letting of an industrial unit in Mayfield and one unit at Buccleuch Street. Successful tender and disposal (subject to planning) of the Orchard Centre. Midlothian Council is overseeing a significant housing programme. Phase 1 provided 864 additional houses within Midlothian. The total number of new homes from phase 2, 3 and 4 is currently estimated at 1134, comprising of 489 from phase 2 budget and 645 from phase 3 and 4 budgets. Progress continues with 645 homes currently being constructed on site either through commencement of enabling works or main contract works as of November 2022. An additional 327 homes are funded for delivery in phase 5. This included the largest Passivhaus programme in Scotland, with 191 homes to be built to the exacting Passivhaus standard, in line with Midlothian Council’s Net Zero Housing Design Guide. This ensures exceptionally high levels of energy efficiency and low utility bills for our residents. At present any further Passivhaus developments are paused for a cost benefit analysis exercise. 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. Homelessness is not inevitable and can often be prevented. The Homeless Page 151 of 280
Page 152
Persons (Suspension of Referrals between Local Authorities) (Scotland) Order 2022 gives people in housing crisis the freedom to settle where they choose with access to the support they need and aims to help them integrate more fully into the local community and to reduce repeat homelessness. The removal of the necessity to have a local connection to an area under this legislation has seen a shift in persons now presenting to Midlothian. Our aim is to reduce the length of time that an applicant is in Temporary Accommodation and through our Rapid Rehousing transition plan we are seeing households moving through the homeless system more quickly. A proactive approach is taken when allocating properties to place applicants in area of choice where possible, increasing the chances to accept the property being flipped and allows for a more sustainable community. The Scottish Housing Regulator reviewed our Homelessness practice and showed an understanding of the local issues we face, providing positive feedback to Housing Services for the work completed during this challenging period. The Council’s Strategic Housing Investment Plan (SHIP) 2024/25 to 2028/29 was submitted to the Scottish Government. The SHIP identifies the Council’s priorities for investment in new affordable housing in Midlothian over a 5 year period. The delivery of more affordable housing remains a high priority for Midlothian, as reflected by our ongoing and ambitious housing development programme. Midlothian Council’s updated Rapid Rehousing Transition Plan (RRTP) sets out key actions for delivery this year and addresses the next phase in transforming the services provided to meet housing need. These activities are crucial to reduce the time spent in temporary accommodation, improving the quality of temporary accommodation provided, continue to deliver Housing First and improve the health and wellbeing of those most vulnerable households. Our Rapid Rehousing Transition Plan has brought significant change for homelessness over the last 4 years in ending the use of Bed and Breakfast type accommodation and developing better quality temporary accommodation, developing nomination agreements for people experiencing domestic abuse, and leaving the armed forces to enable access to permanent housing, preventing the need for a homeless assessment. Midlothian Council also adopted a model of Housing First which finds suitable properties before inviting nominations from a multi- disciplinary core group. Through the last award of our Rapid Rehousing Transition Plan (RRTP) monies this year, Housing Services have commissioned the Rock Trust for a two year contract to support our young tenants, helping them to move on from homelessness or avoid it altogether. Cost of Living Crisis: Midlothian’s citizens are facing significant financial challenges. The impact on households continues to be noted across the UK with 49% of adults reporting an increase in their cost of living in December 2023 (Office for National Statistics; Francis-Devine et al, 2022). The UK is currently facing an unprecedented wave of increasing prices, bills and tax challenges. The 41 year high inflation rate of 11.1% in October 2022 has been the main driver of the cost of living crisis which has outstripped wage and benefit increases. Recent data shows the annual inflation rate was 4.0% in December 2023, up slightly from 3.9% in November. The price rises continue to impact low-income households hardest as a larger proportion of their costs are on energy and food. The Resolution Foundation estimates that absolute poverty is set to rise in the short- run, from 17.2% in 2021-22 to 18.3% in 2023/24 (or an additional 800,000 people in poverty). 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. Community Capacity Building and Reducing Poverty • 58 groups in the last 12 months have received direct community capacity building support. • The Cost-of-Living Task Force agreed £66,000 carry forward funding to support the trusted partners model till June 2024, with a further report being prepared jointly by CLLE and Place Directorate regarding future Cost of Living Supports. Page 152 of 280
Page 153
• The excellent work of the Federation of Community Councils through the MTRaP group on Roads, Paths and Footways supported by CLLE was recognised in the recent CLD Partnership Plan Progress Visit. Challenges and Risks Financial position: Council approved the 2024/25 budget at its meeting on 27 February 2024. Whilst the 2024/25 budget is agreed, the challenge remains to reach ongoing financial sustainability. Cost and income projections for future years are embedded in the Council’s Transformation Blueprint which contains a range of transformation themes to drive towards a position of financial sustainability. Officers continue to work closely with the Business Transformation Steering Group to respond to the challenges. Financial Services continues to work to ensure the Council has robust financial management arrangements in place with a full suite of financial monitoring reports regularly presented to Council. The team continues to provide in-depth financial input to revenue and capital projects embedded into the Medium Term Financial Strategy and successful delivery of the Treasury Management Strategy with Midlothian’s Loans Fund Interest rate now the lowest in Scotland. Economic pressures Inflation, as well as rising energy costs, are affecting the construction industry in Scotland. The UK is experiencing unprecedented adverse market conditions, leading to significant rises in tender prices for a wide range of materials. There is evidence that inflation of between 10% and 15% beyond BCIS predictions is affecting projects. The pandemic has also accelerated financial challenges, and the growth from being the fastest growing local authority in Scotland places significant pressure on Midlothian to be able to deliver high quality services to its citizens. Growing Council: The draft 2022 Census results have now been published. They show Midlothian 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. Midlothian has 10 data zones which fall into the most deprived areas. National Care Service: The estimated funding gap for the next three financial years does not include the associated costs of the Scottish Government’s National Care Services (Scotland) Bill. If enacted, the bill would have fundamental implications for the community and for Local Government itself. The wide reaching changes in the bill aim to deliver a National Care Service by the end of the parliamentary term, which will impact on all aspects of the work of the Corporate Solutions team, including financial implications, in both revenue and capital, our asset base, our workforce, governance and legal arrangements and our digital infrastructure and platforms. It will require an immediate focus for the foreseeable future, and this will inevitably have implications for other priority work at a time of continued resource constraint. Poverty: As families continue to be impacted by the cost-of-living crisis this is expected to lead to an increase in the number of families experiencing poverty. This also applies to workers on low incomes. We are assessing all claims that come into children and families from the Scottish Welfare Fund for early identification of families who may need additional support. We also have income maximisation officers within the service who offer support to families. This has been a very positive approach to supporting families, ensuring they are receiving the benefits they are entitled to. Page 153 of 280
Page 154
Page 154 of 280
Page 155
1 Balanced Scorecard Indicators Annual Report 2023/24 This section of the Council report is presented using the Balanced Scorecard approach. The four Balanced Scorecard perspectives and key areas of focus are shown in the following table and the associated key indicators that follow are drawn from across the Councils services. Customer/Stakeholder Financial Health • Improving outcomes for children, young people and their families • Ensuring Midlothian is a safe place to live, work and grow up in • Creating opportunities for all and reducing inequalities • Growing the local economy and supporting businesses • Responding to growing demand for Housing and Adult Social Care services • Maintaining financial sustainability and maximising funding sources • Making optimal use of available resources • Reducing costs and eliminating waste Internal Processes Learning and Growth • Improving and aligning processes, services and infrastructure • Developing employee knowledge, skills and abilities • Improving engagement and collaboration • Developing a high performing workforce Each of the perspectives shown above are supported by a number of key measures and indicators which ensure that the Balanced Scorecard informs ongoing performance reporting and helps to identify areas for further improvement. The strategy map below provides an at a glance summary of the key performance indicators identified for the Single Midlothian Plan and under each of the perspective headings of the Balanced Scorecard. Detailed performance data is available in the quarterly service performance reports. Page 155 of 280
Page 156
2 Single Midlothian Plan - Key Indicators Community Planning Partnerships (CPPs) draw together public, voluntary and private sector bodies, and local communities. CPPs deliver a shared ‘plan’ based on evidence to improve the lives of local people, in Midlothian, the plan is called the Single Midlothian Plan. By working together as a Community Planning Partnership, individuals and communities will be able to lead healthier, safer and greener lives by 2030. No child or household need live in poverty. Midlothian will be a Great Green Place to Grow by achieving our net zero carbon ambitions and supporting local people to strengthen the skills they need for learning, life and work. We are moving to a four-year Single Midlothian Plan from 2023-27 with the first annual reporting of the plan will be September 2024. The structure will now consist of 7 thematic priorities with key actions across the four years and will be refreshed annually. • Midlothian will be Healthier • Midlothian will be Safer • Midlothian will Get it Right for Every Child • Midlothian will support residents to improve Employability and Outcomes in our Communities • Midlothian will be Greener • Midlothian will have a Wellbeing Economy and be Better Connected • Midlothian will work towards reducing Poverty The first reporting of the key performance indicators in the new plan will be included in this report at Q2 24/25. This will allow for the finishing off the existing SMP Page 156 of 280
Page 157
3 Customer Perspective - Adult, Health and Care 1. Adult Health and Care Performance Indicator 2021/22 2022/23 2023/24 Value Value Value Target Status Number of completed Adult Carer Support plans by VOCAL (accumulative) 615 600 Number of completed Adult Carer Support plans by HSCP (accumulative) 152 80 Number of service areas with a functioning feedback mechanism. 7 7 Percentage of Health and Social Care specific LearnPro modules working / accessible that relate to registered professional practice. 100% 100% All Health and Social Care specific LearnPro modules with up to date content that relate to registered professional practice. Yes Yes Performance against revenue budget £52.319m N/A No data yet Average number of working days lost due to sickness absence (cumulative) 17.10 21.16 24.26 10.53 % of service priority Actions on target / completed, of the total number 82.86% 72.97% 93.75% 90% Page 157 of 280
Page 158
4 Customer Perspective - Community Safety 2. Community Safety Performance Indicator 2021/22 2022/23 2023/24 Value Value Value Target Status Successful completion rate of Community Payback Orders is maintained at or above the national average. 73.4% 70% 74% 78% Percentage of all street light repairs completed within 7 days (quarterly) 100% 98.74% 98.42% 90% Page 158 of 280
Page 159
5 Customer Perspective - GIRFEC 3. Getting it Right for Every Midlothian Child Performance Indicator 2021/22 2022/23 2023/24 Value Value Value Target Status Number of outcome focused assessments undertaken (cumulative) 1,339 1,329 1,397 Data only Number of referrals to the duty service (cumulative) 8,287 9,016 7,179 Data only Number of foster carers going through prep groups on a quarterly basis (cumulative) 24 14 10 Data only Number of new foster carers approved (cumulative) 3 1 1 Data only Number of foster carers de-registered quarterly (cumulative) 5 4 5 Data only Number of permanence LAAC Reviews happening quarterly (cumulative) 10 27 19 Data only Number of children matched in quarter – (average months from perm LAAC to matching panel) (cumulative) 8 4 1 Data only Number of places taken at residential houses - capacity 10 12 10 10 Data only The number of children living in kinship care 61 59 69 Data only The number of children living in foster care 65 61 62 Data only Number of Midlothian children on the Child Protection Register 38 43 40 Data only Rate per 1,000 population of Midlothian children on the Child Protection Register in relation to the Scottish average (2.3) 2.1 2.4 2.2 Data only % of Child Protection plans which have integrated chronology 79% 94% 90% Data only Rate per 1,000 of Midlothian Looked After Children AT HOME in comparison with the Scottish average (2.6) 1.5 1.3 2.1 Data only Page 159 of 280
Page 160
6 Performance Indicator 2021/22 2022/23 2023/24 Value Value Value Target Status Rate per 1,000 of Midlothian Looked After and Accommodated Children in comparison with the Scottish average (9.7) 7 6.7 7.4 Data only The number of looked after children and young people not in residential placed outwith Midlothian 11 8 9 Data only The number of looked after children and young people placed in Residential School outwith Midlothian 2 2 2 Data only The number of young people who are allocated/engage with Through Care and After Care service 64 64 54 Data only Child Protection: % of Core Group meetings held within a 8 week period. 98% 99% 100% 100% Child Protection: % of Core Group meetings held within 15 days for Initial 86% 89% 86% 100% Improve Primary School attendance 92.25% 93.03% 93.42% 95% Improve Secondary School Attendance 87.36% 87.11% 87.14% 91.5% Reduce exclusions in Primary schools (Rate per 1,000) 3.04 3.03 7.59 15 Reduce exclusions in Secondary schools (Rate per 1,000) 20.2 22.6 18.27 15 Percentage of Midlothian Care Experienced school leavers progressing to positive destinations 88% 90% 100% 85.96% Page 160 of 280
Page 161
7 Customer Perspective - Improving Opportunities for Midlothian 4. Improving Opportunities for Midlothian Performance Indicator 2021/22 2022/23 2023/24 Value Value Value Target Status Midlothian Citizen Advice Bureaux (CABs) will generate an income maximization of £625k per quarter £5,703,704 £5,119,209 N/A £2,500,000 % of those leaving school secure a positive destination 95.5% N/A 95.29% 95% Percentage of Unemployed People Assisted into work from Council (LGBF) 16.17% 23.91% Data will be available in November 2024 Page 161 of 280
Page 162
8 Customer Perspective Sustainable Growth and Housing 5. Sustainable Growth Performance Indicator 2021/22 2022/23 2023/24 Value Value Value Target Status Number of environmental awards e.g. Green flags 1 2 2 2 Percentage of Council fleet which is 'Green' (cumulative) 8.2% 8.2% 8.2% 8% Percentage of waste going to landfill per calendar year (quarterly) 12.3% 13.3% N/A 15.0% Percentage of the Council's housing stock meeting the 'Modern facilities & services' Scottish Housing Quality Standard criteria 98.4% 98.4% 98.4% 100% Number of New Business Start Ups (LGBF) 124 118 103 Data only Street Cleanliness Score (LGBF) 89.1% 88.5% 95.5% Percentage of total household waste that is recycled (LGBF) 47.5% 47.0% N/A 54.0% Corporate Indicator - Percentage of the Council's housing stock meeting the Scottish Housing Quality Standard criteria (LGBF) 77.55% 32.28% 56.47% 100% Re-let time permanent accommodation properties (calendar days) 46 days 33 days 35 days 35 days Percentage of total road network resurfaced (cumulative) 2.05% 2.89% 2.15% 2.2% Page 162 of 280
Page 163
9 Financial Health Perspective Short Name 2021/22 2022/23 2023/24 Value Value Value Target Status Performance against revenue budget £240.921m £258.468m No data yet Corporate Indicator - Primary Education - Cost per pupil (LGBF) £6,720.00 £7,149.00 LGBF data will be available in November 24 Corporate Indicator - Secondary Education - Cost per pupil (LGBF) £8,217.00 £8,372.35 Corporate Indicator - Pre- Primary Education - Cost per pupil (LGBF) £10,550.00 £9,917.00 Corporate Indicator - The Gross Cost of "Children Looked After" in Residential Based Services per Child per Week (LGBF) £6,943.79 Corporate Indicator - The Gross Cost of "Children Looked After" in a Community Setting per Child per Week (LGBF) £497.70 Corporate Indicator - Central Support services as a % of Total Gross expenditure (LGBF) 3.79% 3.74% Corporate Indicator - Cost of collecting council tax per dwelling (LGBF) £9.10 £9.44 Corporate Indicator - Percentage of invoices sampled and paid within 30 days (LGBF) (quarterly) 93.1% 90.0% 92.6% 95.0% Corporate Indicator - Net cost of waste collection per premise (annual) (LGBF) £63.58 £66.99 LGBF data will be available in November 24 Corporate Indicator - Net cost of waste disposal per premise (annual) (LGBF) £57.09 £31.25 Corporate Indicator - Net cost of street cleaning per 1,000 population (LGBF) £12,526.40 £12,368.00 Corporate Indicator - Cost of maintenance per kilometre of roads (LGBF) £9,402.00 £10,980.56 Corporate Indicator - Cost of Trading Standards, Money Advice & Citizen Advice per 1000 population (LGBF) £5,787.92 £8,390.00 Corporate Indicator - Cost of environmental health per 1,000 population. (LGBF) £16,730.04 £12,780.00 Corporate Indicator - Older Persons Home Care Costs per Hour (Over 65) (LGBF) £29.75 £56.96 Corporate Indicator -Self Directed Support 4.4% 3.6% Corporate Indicator - The Net Cost of Residential Care Services per Older Adult (+65) per Week (LGBF) £699.00 £627.00 Page 163 of 280
Page 164
10 Learning and Growth Perspective Short Name 2021/22 2022/23 2023/24 Value Value Value Target Status Percentage of staff turnover (including teachers) (quarterly) 9.5% 10.36% 9.2% Data only Corporate Indicator - The Percentage of council employees in top 5% of earners that are women (LGBF) 55.0% 56.9% 58.9% 50% Corporate Indicator - The gender pay gap between average hourly rate of pay for male and female - all council employees (LGBF) 2.52% 2.86% 2.7% Data only Corporate Indicator - Sickness Absence Days per Employee (All employees) 9.33 11.04 11.71 Data only Corporate Indicator - Teachers Sickness Absence Days (LGBF) 4.61 days 5.62 days 6.44 days Data only Corporate Indicator - Local Government Employees (except teachers) sickness absence days (LGBF) 11.22 days 13.20 days 13.79 days Data only Page 164 of 280
Page 165
11 Internal Processes Perspective Short Name 2021/22 2022/23 2023/24 Value Value Value Target Status % of internal/external audit actions progressing on target. 93.06% 100% 97.16% 85% % of high risks that have been reviewed in the last quarter 100% 100% 100% 100% Corporate Indicator - Percentage of adults satisfied with libraries (LGBF) 66% 66% LGBF data will be available in November 2024 Corporate Indicator - Percentage of adults satisfied with parks and open spaces (LGBF) 83% 85.3% Corporate Indicator - Percentage of adults satisfied with leisure facilities (LGBF) 63% 66.7% Corporate Indicator - Percentage of Adults satisfied with local schools (LGBF) 67% Corporate Indicator - Percentage of Adults satisfied with refuse collection (LGBF) 81% 84.7% Corporate Indicator - Percentage of adults satisfied with street cleaning (LGBF) 58.63% 60% Total number of complaints received (quarterly) 6,450 6,459 1,750 Data only Percentage of complaints at stage 1 complete within 5 working days 87.7% 90.62% 83.4% 95% Percentage of complaints at stage 2 complete within 20 working days 70.21% 77.55% 58.67% 95% Page 165 of 280
Page 166
Page 166 of 280
Page 167
Performance, Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 5.7 Inspection of Lasswade Primary School and Nursery Report by Michelle Strong, Education Chief Operating Officer Report for Information 1 Recommendations PRS is asked to: (i) Note the content of the Education Scotland inspection letter (ii) Note that Education Scotland are confident that the school and nursery has the capacity to continue to improve and so will make no more visits in connection with this inspection. (iii) Congratulate the Headteacher, pupils, parents and staff connected with Lasswade 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 Lasswade Primary School and nursery class. 27 February 2024 Report Contact: Colin McLean, Quality Improvement Manager Professional Learning and Digital Inclusion & Learning Colin.McLean@midlothian.gov.uk Page 167 of 280
Page 168
2 3 Background/Main Body of Report 3.1 In November 2023, a team of inspectors from Education Scotland visited Lasswade Primary School and nursery. The report was published on 27 February 2024 and is now available on Education Scotland’s website. 3.2 Education Scotland is responsible for inspecting education settings throughout Scotland. Inspectors use the following selected quality indicators from How Good is our School 4? to evaluate the quality of education provision in the primary 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 Inspectors use the following selected quality indicators from How Good is our Early Learning and Childcare? To evaluate the quality of education provision in the nursery: QI 1.3 Leadership of change QI 2.3 Learning, teaching and assessment QI 3.1 Ensuring wellbeing, equality and inclusion QI 3.2 Securing children’s progress At the end of the inspection process, the outcomes are published in a short letter to parents and carers outlining the key strengths and areas for improvement This letter provides a statement of the confidence the inspectors have in the school’s capacity to improve the quality of its own work. This is published along with the summary of inspection findings (SIF). The SIF is a professional report and summarises the findings from all the evidence gathered during the inspection. This document is intended to be used by staff in progressing school improvement. National Improvement Framework (NIF) As part of the Education (Scotland) Act 2016, the reporting procedures for the National Improvement Framework (NIF) have been placed on a statutory footing. The evaluations of Quality Indicators 2.3 and 3.2 feed directly into the evidence base for the NIF in order to demonstrate progress with the NIF priorities and drivers for improvement. This progress is reported annually by the Scottish Government.. Inspection Findings Lasswade Primary School and Nursery were evaluated as follows: Primary Stages Quality Indicator 1.3 Leadership of change 2.3 Learning, teaching and assessment 3.1 Ensuring wellbeing, equality and inclusion 3.2 Raising attainment and achievement Grade Very good Good Good Good Early Learning and Childcare Quality Indicator 1.3 Leadership of change 2.3 Learning, teaching and assessment 3.1 Ensuring wellbeing, equality and inclusion 3.2 Securing children’s progress Very good Good Good Good Page 168 of 280
Page 169
3 3.3 Strengths The inspection team found the following strengths in the school and nursery: • The effective leadership from the headteacher across the school and early learning and childcare setting. She is supported well by senior leaders and motivated staff. This is leading to a culture that reflects the vision, values and aims of the school and early learning and childcare setting very well. • Children who are proud of their school and early learning and childcare setting. Children are happy, friendly, respectful and interact well. They are keen to learn and contribute to the life of the school. • Staff who maintain a focus on wellbeing across the school and early learning and childcare setting. They help develop children who are responsible, able to find solutions to challenges, engage well in activities, and are proud of their successes. • Staff’s success in addressing gaps in children’s attainment. Staff in the early learning and childcare setting support children well to accelerate their learning, particularly in developing their early communication, language and wellbeing skills. 3.4 Areas for improvement The following areas for improvement were identified and discussed with the headteacher and a representative from Midlothian Council. • Continue to develop approaches to learning and teaching. Teachers should make sure that activities are set at the right level of difficulty for all children. • Increase outdoor learning experiences across the nursery and primary as part of the curriculum. • Continue to raise attainment, including how the school and early learning and childcare setting checks that all children are making good progress. 3.5 Conclusion Education Scotland is confident that the school has the capacity to continue to improve and 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. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no financial and human resource implications associated with this report. Page 169 of 280
Page 170
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. Monitoring, review and evaluation of progress by central officers in the Education Team is the control measure in place to reduce the risk of failure of settings to demonstrate their capacity to improve. 4.4 Ensuring Equalities The School Improvement Plan will be screened for equalities implications. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 170 of 280
Page 171
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 Lasswade Primary School and other interested parties. A.6 Impact on Performance and Outcomes The setting will continue to improve its work in line with the school improvement plan and central officers in the Education Team will continue to challenge and support the setting in relation to developing and implementing a range of quality improvement strategies. 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 171 of 280
Page 172
6 APPENDIX B Education Scotland inspection findings letter to parents Education Scotland summary of inspection findings Page 172 of 280
Page 173
for Scotland’s learners with Scotland’s educators do luchd-ionnsachaidh na h-Alba le luchd-foghlaim Alba Summarised inspection findings Lasswade Primary School Midlothian Council 27 February 2024 Page 173 of 280
Page 174
1 | Summarised inspection findings Lasswade Primary School (5543827) Midlothian Council © Crown Copyright Key contextual information Lasswade Primary School and Early Learning and Childcare Setting is a non-denominational school located in Bonnyrigg, Midlothian. The school is within the Lasswade High School catchment area. At the time of the inspection, the senior leadership team was made up of a headteacher, one depute headteacher and one acting depute headteacher. The school roll is 335 pupils. Children are educated across 14 classes. The early learning and childcare setting provides early learning and childcare for up to 64 children from age three. The majority of children live within Scottish Index of Multiple Deprivation (SIMD) deciles 6 to 10. A minority of children live in SIMD deciles 3 to 5. The school has a low percentage of children eligible for free meal entitlement. When compared to national averages, the school has a low percentage of children with additional support needs. 1.3 Leadership of change very good This indicator focuses on collaborative leadership at all levels to develop a shared vision for change and improvement which is meaningful and relevant to the context of the school within its community. Planning for continuous improvement should be evidence-based and linked to effective self-evaluation. Senior leaders should ensure the need for change is well understood and that the pace of change is appropriate to ensure the desired positive impact for learners. The themes are: n developing a shared vision, values and aims relevant to the school and its community n strategic planning for continuous improvement n implementing improvement and change n The highly respected headteacher provides effective leadership across the school. The headteacher is supported well by depute headteachers. Members of the school community value the work senior leaders undertake in developing a happy and respectful environment that focuses on improving outcomes for children. Senior leaders’ work is underpinned by the school’s vision, values and aims. The school strapline ‘Living it, Learning it, Loving it’ is used by staff across the school to develop a sense of pride in the school community. Children speak positively about how staff help them enjoy school life and learning. Children, their families and staff continue to promote a school culture that reflects the vision, values and aims well. Senior leaders continue to review and refresh vision, values and aims with children and the wider school community. This ensures that the vision, values and aims remain relevant and continue to be shaped by children and the school community. n Senior leaders and staff worked effectively with children who designed ‘Lasswade’s Learning Superheroes’. Children ensured that their learning superheroes connected to the school’s vision, values and aims very well. Children across the school understand how the learning superheroes help them to be successful, confident, responsible and contribute effectively. Children continue to have ownership of the learning superheroes, with one new superhero created recently. As a result, children influence and support other children’s learning. n Staff support children in the later stages of the school to participate in leadership roles well. These children value their opportunities to lead aspects of the work of the school. Children take on roles such as house captains, sports leaders and Junior Road Safety Officers (JRSO). Children who are involved in digital learning groups benefit from a partnership with a local university. They are planning to share their learning with peers in a neighbouring school. Senior leaders and staff should now extend the leadership opportunities offered to all children, Page 174 of 280
Page 175
2 | Summarised inspection findings Lasswade Primary School (5543827) Midlothian Council © Crown Copyright including younger children. Staff should also help children to see the link between these roles and the development of skills for learning, life and work. n Senior leaders create a very supportive environment for staff to develop, lead and initiate change across the school. They work effectively with staff to design appropriate collegiate activities across the school year. As a result, a significant number of staff lead a range of important strategic or operational activities successfully within and beyond the school. Senior leaders ensure that all staff maintain a focus on the needs of learners and school improvement priorities through the collegiate activities. Activities link well to raising attainment in literacy and numeracy and improving equity for children. Senior leaders have returned to undertaking most planned quality assurance activities following the pandemic. They should, as planned, ensure all quality assurance activities are undertaken, including the sampling of classwork. This will support them design future collegiate activities, using evidence from quality assurance. n Senior leaders ensure almost all staff engage in relevant and purposeful career long professional learning (CLPL) that links appropriately with their professional development. For example, senior leaders supported a few staff effectively to undertake Masters level and Ph.D qualifications. Senior leaders ensure all staff have time to reflect on their CLPL, how this can be applied to classroom practice and the work of the school. As a result, staff are enthusiastic and ensure that they contribute meaningfully to school improvement, self-evaluation and whole school professional learning events. This approach is beginning to lead to improvements for children across the school. n Senior leaders and staff ensure the pace of change is well-managed. Senior leaders recently supported staff to learn about the benefits of professional enquiry for literacy and numeracy. They have now worked to develop staffs’ understanding of the purpose of professional enquiry. This includes introducing how staff can plan and prepare effectively for a meaningful professional enquiry. Although at the early stages of development, a minority of staff are developing a practitioner enquiry approach within their practice. Senior leaders should continue with their plans to support all staff to embed this approach more fully across the school. n The headteacher is highly effective in developing effective partnerships in and beyond the school, including opportunities for children to lead initiatives. This is leading to senior leaders and staff having a strong commitment to work with the wider community, inclusive of other schools across the local authority. The headteacher is considered by peers to be an influential leader within the associated schools group (ASG). She works well with other ASG school leaders to develop effective practice, for example, in identifying and supporting children to make smooth transitions to secondary school. The headteacher should continue with her plans to develop effective practice across Lasswade Primary School and then share this with other schools in the ASG. n Senior leaders share with the Parent Council and staff how they intend to use Pupil Equity Funding (PEF), and the planned outcomes for groups of children. Parents and staff trust the judgement of senior leaders in how PEF will be used. Senior leaders should now develop approaches so that staff, children and their families are more involved in decision making and evaluating the impact of PEF. Page 175 of 280
Page 176
3 | Summarised inspection findings Lasswade Primary School (5543827) Midlothian Council © Crown Copyright 2.3 Learning, teaching and assessment good This indicator focuses on ensuring high-quality learning experiences for all children and young people. It highlights the importance of highly-skilled staff who work with children, young people and others to ensure learning is motivating and meaningful. Effective use of assessment by staff and learners ensures children and young people maximise their successes and achievements. The themes are: n learning and engagement n quality of teaching n effective use of assessment n planning, tracking and monitoring n Staff work together effectively to provide an environment where every child is valued as an individual. They are a highly committed team. All children and adults are friendly, polite, and welcoming. They create a climate of mutual respect which ensures that interactions both in and outwith the classroom are supportive. All staff ensure their interactions underpin the positive, nurturing, and caring ethos evident throughout the school. Staff embed ‘Lasswade’s Learning Superheroes’ effectively in the majority of lessons and refer to them regularly. As a result, almost all children engage well during direct teaching and stay on task in learning activities. Almost all children work well with others to complete tasks. n Most staff work effectively to ensure personalisation and choice is evident in learning across the school. They promote this well through their ‘personalisation and choice’ (PAC) approaches. Most children are motivated by this approach and enjoy their learning activities. However, learning can be overly teacher led in a minority of activities. Children have significant capacity to take a greater lead in their learning. Teachers should continue as planned to develop further their approaches to increase experiences for children to develop independence in learning. These would enable greater opportunities for children to be more active participants in their learning. n Almost all teachers enhance children’s experiences by incorporating digital technology into learning and teaching effectively. They use interactive whiteboards well to enhance learning through the presentation of information. All children access activities through their personal digital devices. Teachers enrich children’s learning through the use of digital devices. For example, when encouraging children to research information, access online tasks and submit work. Children are aware of the real-life application of technologies through their learning, such as when using programmable devices and coding. This is developing their skills for learning, life and work. Staff are taking important steps to develop digital skills for children and themselves. They have been successful in being awarded grants which have enabled them to increase the provision of hardware. This is impacting positively on learning experiences. n Most teachers set learning at the right level for most children through groupings and texts provided. This is predominantly evident in their planning of literacy and numeracy activities. Teachers’ use of whole class learning results in activities being too easy for a few children. As planned, teachers should continue to develop their approaches to ensure challenge is provided using appropriate differentiated approaches. This includes developing approaches to ensure that higher-achieving learners’ progress is accelerated further. n Almost all teachers provide clear explanations and instructions. Most teachers ensure they share links to prior learning with children. Almost all children respond confidently when questioned to check for understanding. Teachers should continue to develop this approach to Page 176 of 280
Page 177
4 | Summarised inspection findings Lasswade Primary School (5543827) Midlothian Council © Crown Copyright ensure children are aware of their next steps. This will enable them to have greater self-awareness of progression in their learning. n Teachers share the purpose of learning at the start of most lessons. A minority of children articulate well what they need to do to be successful in their learning. Teachers should work with children to increase their involvement in co-constructing what success will look like. This will help all children have greater clarity about what they are aiming to achieve. In a few classes, teachers use feedback very effectively to inform children of their next steps in learning. Children are familiar with areas they are doing well in or areas they could improve on as a self- and peer-evaluation strategy. Teachers should now develop further the consistency of their feedback to children across all classes. This will help all children to understand how to improve and make greater progress in their learning better. n Staff at the early stages are beginning to incorporate appropriate play experiences, including outdoor play into children’s daily learning. They are responsive to children’s interests and encourage them to contribute to the selection of resources and activities. Staff should continue to engage with evidence-based research, including national guidance, and review their use of space, resources and prompts. They need to ensure that children are supported more effectively through their interactions with adults and are provided with sufficient challenge. This will help children to progress their learning and develop and extend their knowledge and skills during play. n Teachers work collaboratively to plan how they will assess children’s learning at key points in the school year. They use a range of formative, summative and standardised assessment approaches in health and wellbeing, literacy and numeracy well. Teachers continue to work together effectively to ensure assessment is integral to their planning across the stages and Curriculum for Excellence (CfE) levels. They make effective use of national standards and their own school assessment approaches. Senior leaders work closely with staff to analyse information gathered from assessment activity to target additional support for children. This ensures children receive the extra help they need to address any gaps in learning. Senior leaders and staff now need to demonstrate more clearly the impact of all interventions in raising attainment and closing the poverty related attainment gap. n Senior leaders and teachers make effective use of video evidence of children’s learning experiences to engage in professional learning about moderation. Teachers, as part of their ASG, take part in rigorous moderation of literacy and numeracy. This supports clear action plans for teachers to ensure they meet children’s learning needs more effectively. It is also continuing to build teachers’ confidence as they make professional judgements of children’s progress through CfE. n Almost all teachers plan learning experiences with flexibility and children’s interests in mind. Teachers work closely together to ensure children at each stage have consistent and equitable learning experiences in all areas of the curriculum. Teachers are beginning to use their professional enquiry approach to build continuously on the quality and range of experiences they provide. n Senior leaders have clear processes in place to keep a close check on children’s progress. They meet regularly with teachers through rigorous progress and attainment meetings at key points in the school year. In these meetings they collaborate and set key actions to improve outcomes for children. As a result, teachers are deepening their understanding of how their teaching impacts on children’s progress. Teachers are becoming more experienced in using assessment information to understand children’s progress and achievements and the extent to which they deliver equity for all children. Senior leaders recognise it is timely to broaden their current processes to include all areas of the curriculum. Page 177 of 280
Page 178
5 | Summarised inspection findings Lasswade Primary School (5543827) Midlothian Council © Crown Copyright 2.2 Curriculum: Learning pathways n Teachers use recently introduced local authority learning progression planners well to plan programmes of study for all children across all curricular areas. They use these planners to help them assess children’s progress using experiences and outcomes and refer to national benchmarks. They consider how well children build on their prior learning and make appropriate progress with learning. Teachers have begun to assess children’s progress in other areas of the curriculum. They plan a high-quality assessment task each term together, to assess how well children transfer their skills in literacy and numeracy across other areas of the curriculum. n Teachers ensure that children develop skills in literacy, numeracy and health and wellbeing across the curriculum using interdisciplinary learning experiences. This is helping children draw on prior knowledge and transfer and apply their skills across other areas of learning. For example, children use their literacy skills to research relevant information and organise this before applying it to design activities. n Senior leaders have correctly identified outdoor learning opportunities as an area for improvement. Currently, the main use of outdoors is for physical education. Staff should be proactive in promoting the benefits of being outdoors in the classroom, the playground and the wider school community. In doing so, they can encourage and capitalise on the potential of the outdoor context to provide new challenges and ways of learning. n Teachers support most children develop digital literacy across a range of contexts. As a result, learners are growing in confidence in how to use technology and engage in learning through managing information, communicating and collaborating, problem-solving and being creative, and the appropriate and responsible use of technology. Children develop their understanding of issues related to the digital world well through the school’s digital learning programme. For example, children understanding the media and their own personal digital footprint. This is supporting children to develop their understanding of how to navigate the digital world so that it impacts positively on their wellbeing. n All children receive their statutory entitlement to planned, progressive physical education each week. Teachers deliver quality physical education lessons within the school, in school grounds or at the nearby secondary school. Senior leaders should work with teachers to review the timings of physical education, particularly for younger children. This will ensure they take part in activities across the school week. There is a need for senior leaders to work with staff to review where physical education can take place when weather restricts the possibility of using the outdoors. This will ensure that all children have continuity in their physical education learning experiences. Page 178 of 280
Page 179
6 | Summarised inspection findings Lasswade Primary School (5543827) Midlothian Council © Crown Copyright 2.7 Partnerships: Impact on learners – parental engagement n All staff establish very positive relationships with children’s parents and families. Parents say that staff are very approachable. They feel comfortable sharing any concerns or worries they may have regarding their child’s progress at the school. This helps them to know that staff work in their child’s best interests and want them to achieve as best they can. Parents attend meetings across the year that shares the progress their child is making. Parents find this helpful when understanding the progress their child is making at school. Overall, parents feel this helps them understand any gaps their child has in learning. n Parents that attended the school’s digital learning opportunity valued the information on how digital tools support their child. The school should continue to work with parents to grow parental engagement in initiatives like the digital learning opportunity. This will help parents increase their support in their child’s learning outwith school. n The school’s Parent Council supports the school well through providing resources or organising events for children to attend outwith the school day. The Parent Council gathers parents views on matters of importance to them. Staff recognise the importance of continuing to promote the Parent Council to ensure this remains well attended and continues to support the school. Page 179 of 280
Page 180
7 | Summarised inspection findings Lasswade Primary School (5543827) Midlothian Council © Crown Copyright 2.1 Safeguarding n The school submitted self-evaluation information related to child protection and safeguarding. Inspectors discussed this information with relevant staff and, where appropriate, children. In addition, inspectors examined a sample of safeguarding documentation. Areas for development have been agreed with the school and the education authority. Page 180 of 280
Page 181
8 | Summarised inspection findings Lasswade Primary School (5543827) Midlothian Council © Crown Copyright 3.1 Ensuring wellbeing, equality and inclusion good This indicator focuses on the impact of the school’s approach to wellbeing which underpins children and young people’s ability to achieve success. It highlights the need for policies and practices to be well grounded in current legislation and a shared understanding of the value of every individual. A clear focus on ensuring wellbeing entitlements and protected characteristics supports all learners to maximise their successes and achievements. The themes are: n wellbeing n fulfilment of statutory duties n inclusion and equality n All staff develop and maintain caring, supportive relationships with all children. They know and understand the importance of developing children’s wellbeing. Staff use a whole school approach, which supports their well developed understanding of wellbeing and how this impacts on children’s attainment. Staff know each child’s individual needs well. Almost all staff treat children with high levels of dignity and respect. This supports children to learn in a school where they know staff care for them and want them to achieve as best they can. Children know they have adults in the school whom they can trust to share personal details or concerns they may have. n Staff use the wellbeing indicators effectively and these are integral to the work of the school. They feature in posters throughout the school and are discussed in lessons and at assemblies. This supports children’s understanding of wellbeing effectively. Children can talk clearly about each of the wellbeing indicators and their importance to their development. Children are learning about their rights, as laid out in the United Nations Convention on the Rights of the Child. Teachers discuss these in classes and whole school assemblies. Teachers should now develop further how they support children to have a deeper and more meaningful understanding of their rights, and what these mean to them in practice. n Children complete a wellbeing questionnaire twice per year. This is a relatively new development and needs time to become more embedded in the work of the school. As this embeds, it will help senior leaders and staff use the information gathered to deepen their understanding of each individual child’s emotional needs. Senior leaders should continue as planned to consider how the information gathered can be analysed, tracked and monitored more effectively. This has the potential to support them to evidence how well children’s wellbeing is improving across the school. This includes helping senior leaders identify any potential gaps in children’s wellbeing, which they will require to address. n Following the pandemic, staff recognise a need to help children develop their resilience further. They have undertaken a number of initiatives, which build effectively on existing practice to improve children’s wellbeing and resilience. Teachers support children to discuss, share and understand their feelings in lessons. Children show consideration for each other’s feelings when playing with, or listening to, their peers. Teachers are helping children develop strategies they can use to self-regulate in any instances where they become upset. Children use these strategies well, when appropriate, to help them to re-engage in their learning. Teachers’ use of restorative language and conversations is supporting most children to develop their understanding of how they can resolve any disagreements amicably. n Senior leaders deploy a range of appropriate interventions for children with additional support. These include adaptations by class teachers or individual or group support from support staff. Senior leaders evidence that initial indications show that this additional support is helping Page 181 of 280
Page 182
9 | Summarised inspection findings Lasswade Primary School (5543827) Midlothian Council © Crown Copyright children to develop their social skills and increase their attainment in literacy and numeracy well. Senior leaders should consider how to evaluate the impact of all interventions more robustly to ensure they lead to improvements in outcomes for children. n Senior leaders meet weekly to discuss children’s wellbeing and progress across the school. This helps them to maintain an up-to-date overview of children’s needs and any issues children may be experiencing. These meetings help senior leaders to maintain a constant focus on children’s attendance. They take appropriate action to help increase children’s attendance. The headteacher provides comprehensive and caring supports to children’s families that helps parents send their child to school. As a result of senior leaders prioritising children’s attendance, attendance at the school has increased from 90% to 94% over the last three years. This is 1% below pre-pandemic levels. n Senior leaders understand and comply with statutory requirements and local authority staged intervention processes very well. They know when it is appropriate to seek assistance or support from partner agencies. Partners speak highly of the headteacher and depute headteachers’ abilities in identifying children who require support beyond that normally available from within the school. This close focus on prioritising children’s needs ensures that children receive the support they need when they need it. n Children’s individualised targets are captured well in individualised education programmes (IEPs). Targets are most commonly linked to appropriate literacy, numeracy and health and wellbeing. Staff share these targets with children’s parents. Senior leaders should consider how children and their parents could be involved more fully in developing children’s individual IEP targets. This should include exploring how targets might impact more widely on children’s outcomes beyond the school. n Children are developing their understanding of issues related to diversity and equality well through class lessons and whole school assemblies. This is helping children to develop their understanding of people with different backgrounds, faiths and beliefs. Page 182 of 280
Page 183
10 | Summarised inspection findings Lasswade Primary School (5543827) Midlothian Council © Crown Copyright 3.2 Raising attainment and achievement good This indicator focuses on the school’s success in achieving the best possible outcomes for all learners. Success is measured in attainment across all areas of the curriculum and through the school’s ability to demonstrate learners’ achievements in relation to skills and attributes. Continuous improvement or sustained high standards over time is a key feature of this indicator. The themes are: n attainment in literacy and numeracy n attainment over time n overall quality of learners’ achievement n equity for all learners Attainment in literacy and numeracy n In June 2023, most children at first and second level, and the majority at early level, achieved expected levels of attainment in reading. Almost all children at first and second level, and most at early level, achieved expected levels of attainment in listening and talking. Most children achieved expected levels of attainment in writing and numeracy. n Most children who require additional support in literacy and numeracy are making good progress towards their individual targets. A minority of children requiring additional support would benefit from being given work at a level which better meets their needs. This includes, for a few, providing increased challenge. Attainment in literacy and English n Across the school, most children are making good progress in all aspects of literacy. A few children are making very good progress in reading and talking and listening. A few children at early and first level, and a minority at second level, are making very good progress and exceeding national expectations for writing. Listening and talking n Most children express their ideas and opinions confidently and ask appropriate questions to seek more information or clarify instructions. Children can identify the skills they need to listen and talk effectively through their learning across the curriculum. A few children show high levels of skill in interacting with each other. Most children need to continue to build their vocabulary to help them express and explain their ideas to others. Reading n Across the school children enjoy reading for pleasure. Most children can express their preference for books and authors and give reasons for their choice. They use library areas well within classrooms and shared spaces to select texts of interest. n Most children across the school read confidently and apply strategies to help them, appropriate to their stage. At early level, a few children need to continue to learn initial sounds and blends to help them read more fluently. As children progress through the school, they demonstrate a clear understanding of the wide range of texts including digital texts available to them to enrich their learning. Most children read aloud with increasing fluency and expression. They can discuss the main ideas, characters, plot and events in the texts they read. A few children need to continue to learn and apply strategies to help them read words they are unsure of. In doing so, staff should support them to build fluency and confidence in reading texts and applying their reading skills in their writing. Page 183 of 280
Page 184
11 | Summarised inspection findings Lasswade Primary School (5543827) Midlothian Council © Crown Copyright Writing n Most children write sentences confidently with appropriate punctuation and use their knowledge of sounds to spell words well. They understand the advantages of planning their writing to help organise their ideas. As they move through the school, children create texts to express their imagination, views and convey information they have researched. Children who have achieved early level are proud of their writing skills. They should continue to practise letter formation. A few at first level, need to continue to practise expressing their ideas and the accuracy of spelling common words. A few children at second level need to continue to build their confidence in applying their learning to create a range of texts. Attainment in numeracy and mathematics n Across the school, most children are making good progress in numeracy and mathematics. A few children at early and first level, and a minority at second level, are making very good progress and exceeding national expectations. n Children at all levels are confident to use a range of support materials and different strategies to solve problems and complete calculations. They demonstrate a keen interest in numeracy and mathematics and are increasingly able to articulate how they arrive at their answers. Most children need to improve the presentation of their numeracy work. Number, money and measurement n At early level, children recognise odd and even numbers and can complete addition and subtraction calculations. They need support to identify common coins, calculate change from 20p and to develop their ability to read analogue clock times. Children who have achieved first level can complete problems involving the four basic operations. They can order, compare and simplify common fractions. At first level, most children need to develop quicker recall of multiplication and division facts. Almost all need to improve their understanding of common units of length. Children who have achieved second level can simplify and express fractions as percentages but need more experience of converting and comparing fractions. Shape, position and movement n Children who have achieved early level use the language of position and direction accurately and can identify common three-dimensional objects. They need support to create patterns using shapes. Children who have achieved first level can draw a shape with two lines of symmetry and use two-figure grid references. They know the properties of an appropriate range of three-dimensional objects and can use the correct terminology to describe them. They are less confident when working with angles. Children who have achieved second level can identify a range of angles and know all eight compass points. They need to develop their knowledge of nets. Information handling n Children who have achieved early level can use their knowledge of colour, shape, size and other properties to sort items in a variety of different ways. They need support to recognise and understand how they can find and use information in their own environment. Children who have achieved first level can interpret a bar chart and create questions for others based on information presented. They need to develop their understanding of appropriate scales. Children who have achieved second level can analyse information that is shown in a range of formats and ask and answer questions about the data. Most can explain how digital technology is used in real-life contexts, both in school and in the world of work, to gather and analyse data. Attainment over time n The school has maintained good levels of attainment over recent years, with a dip evident post-pandemic. Senior leaders track closely the attainment of individual children over time. Page 184 of 280
Page 185
12 | Summarised inspection findings Lasswade Primary School (5543827) Midlothian Council © Crown Copyright They have recently introduced an electronic tracking system which will make it easier to identify trends in the progress made by year on year by cohorts of children. Overall quality of learner’s achievements n Staff celebrate and share children’s individual and collective achievements effectively on displays throughout the school and on social media. Children feel proud that their successes are recognised and valued. The school has achieved accreditation for work undertaken by staff and children in promoting children’s rights and supporting environmental issues. Children talk positively about these areas and understand how they relate to their own lives in school. n Children have access to a wide range of lunchtime and after-school clubs which are led by staff, partners and parents. Staff track children’s participation in these activities and are proactive in ensuring equity of opportunity. They should now support children to understand the range of skills that they are developing through their participation. Equity for all learners n Senior leaders closely analyse attainment information and identify the poverty-related attainment gap across the school. They have allocated a proportion of PEF to provide additional teaching time for children who require support in literacy and numeracy. Staff can evidence that targeted interventions are helping to close the gap in literacy, particularly in writing. The majority of children who are negatively impacted by their socio-economic circumstances are currently on track to achieve expected levels of attainment. A few are exceeding national expectations. Senior leaders are aware of the impact of the cost of living crisis and have taken steps to reduce the cost of the school day. They take a proactive and sensitive approach to signposting sources of financial support for families who may require assistance. Page 185 of 280
Page 186
13 | Summarised inspection findings Lasswade Primary School (5543827) Midlothian Council © Crown Copyright Explanation of terms of quantity The following standard Education Scotland terms of quantity are used in this report: All 100% Almost all 91%-99% Most 75%-90% Majority 50%-74% Minority/less than half 15%-49% A few less than 15% Other quantitative terms used in this report are to be understood as in common English usage. Page 186 of 280
Page 187
for Scotland’s learners with Scotland’s educators do luchd-ionnsachaidh na h-Alba le luchd-foghlaim Alba Summarised inspection findings Lasswade Primary School Early Learning and Childcare Setting Midlothian Council 27 February 2024 Page 187 of 280
Page 188
1 | Summarised inspection findings Lasswade Primary School Early Learning and Childcare Setting (5543827) Midlothian Council © Crown Copyright Key contextual information Lasswade Early Learning and Childcare Setting is based in Lasswade Primary School. It provides early learning and childcare across four and a half days a week during the school term. The setting is registered for 64 children aged from three years to those not yet attending school. There are currently 61 children registered. Fifty-five children attend on a full-time basis. The headteacher of Lasswade Primary School has overall responsibility for the setting, with delegated management responsibility given to a depute headteacher. Two senior early years practitioners manage the day-to-day running of the setting. They are supported by a team of early years practitioners and a learning assistant. The setting consists of a large indoor space and an enclosed outdoor play area. Practitioners and children make use of spaces in the wider school environment, such as the gym hall, playground and grass areas within the school campus. 1.3 Leadership of change very good This indicator focuses on working together at all levels to develop a shared vision for change and improvement which reflects the context of the setting within its community. Planning for continuous improvement change should be evidence-based and clearly linked to strong self-evaluation. Senior leaders should ensure that the pace of change is well judged and appropriate to have a positive impact on outcomes for children. The themes are: n developing a shared vision, values and aims relevant to the setting and its community n strategic planning for continuous improvement n implementing improvement and change n The early learning and childcare (ELC) setting was included in the school’s review of vision, values and aims. Practitioners bring these to life through the very positive ethos and the day-to-day experiences they provide within the setting. They should continue to refer regularly to the values and aims to make them meaningful for all children in a developmentally appropriate way. n The headteacher and depute headteacher play an active role in leadership of learning and childcare within the setting. They guide and support senior early years practitioners well, who in turn, lead and motivate practitioners. As a result, practitioners take on meaningful leadership roles, including improving the use of areas within the setting. Children across the nursery demonstrate their leadership in a few meaningful activities, for example, as snack ambassadors. In doing so, they take turns to show responsibility in leading snack time. Practitioners should now develop further children’s leadership opportunities by developing an increased range of responsibilities. n ELC leaders and practitioners continue to place a high priority on improving the early learning and childcare they provide for children and families. They are aware of what is working well and what needs to improve. This is evident within their development plan and on their ‘Road to Improvement’ display wall within the playroom. Practitioners invite the views of children and their families to comment on learning and the early years environment through a ‘you said, we did’ approach. Practitioners should continue to seek the views of children and families and ensure they have opportunities to increase their participation in this process. Page 188 of 280
Page 189
2 | Summarised inspection findings Lasswade Primary School Early Learning and Childcare Setting (5543827) Midlothian Council © Crown Copyright n All practitioners are increasingly involved in self-evaluation activities. They have recently introduced an annual monitoring calendar to support them in this process. Practitioners audit aspects of their provision using national self-evaluation frameworks. This helps them to identify improvement priorities which are appropriate for their setting. Practitioners have successfully developed areas of children’s learning. This is resulting in children making accelerated progress in literacy and wellbeing. Practitioners are now focusing correctly on making further improvements in numeracy and early mathematics following an audit of children’s experiences in these important areas. n There is a strong culture of reflection by practitioners through daily dialogue. They evaluate their provision well at weekly staff meetings. They collaborate effectively in this way, and this is having a positive impact on children’s experiences and learning indoors. They should continue, as planned, to improve outdoor spaces to enable children to engage in quality physical play outdoors. n Practitioners value the importance of professional learning to continue to develop their skills. This is reviewed during their ‘Making Performance Matters’ meetings with senior leaders. All practitioners share their ideas well with each other and take part in moderation activities. As a result, practitioners have increased their understanding of additional support needs and early language development. Practitioners should now engage in professional collaborative learning and share ideas and effective practice beyond their own setting. Page 189 of 280
Page 190
3 | Summarised inspection findings Lasswade Primary School Early Learning and Childcare Setting (5543827) Midlothian Council © Crown Copyright 2.3 Learning, teaching and assessment good This indicator focuses on ensuring high quality learning experience for young children. It highlights the importance of a very good understanding of child development and early learning pedagogy. Effective use is made of observation to inform future learning and identify the progress made. Children are involved in planning for their own learning. Together these ensure children’s successes and achievements are maximised. The themes are: n learning and engagement n quality of interactions n effective use of assessment n planning, tracking and monitoring n Practitioners have established positive and supportive relationships with children and their families. Practitioners know children well as individuals, and as learners. They are enthusiastic and committed to providing high quality spaces, interactions and experiences. Practitioners listen to and value children’s interests, needs and motivations. As a result, children feel safe, happy, confident and meaningfully engaged in play and learning. n Practitioners empower children to follow their own lines of enquiry. They interact well with children to help them extend their learning. Children are given time and space to develop new skills, promoting independence and curiosity. All children are beginning to explore more fully their rights. They are respectful towards each other during play, demonstrating an awareness of the rights of others. n Practitioners observe children and record accurate information about their learning through digital platforms, floorbooks and displays which include written observations and photographs. Practitioners use these resources well to help celebrate children’s learning journeys and wider achievements. Practitioners should now develop their approaches so that children participate more fully in revisiting and sharing their learning, using digital technology where appropriate. n Practitioners plan children’s learning well considering a balance of responsive, intentional and child led experiences. These approaches help to engage and motivate children in their play and learning. Practitioners’ plan and moderate using the local authority progression pathways for health and wellbeing, numeracy and literacy. These help to identify and mitigate potential gaps in children’s learning. Practitioners routinely involve families in identifying possible lines of development (PLODS) to explore with children. Practitioners should ensure a consistent approach to linking PLODS with journal observations, to make children’s progress and achievements more visible. n Practitioners work effectively to plan and meet the needs of children with additional support needs. When planning, they consider how the ELC setting can be adapted to reduce any barriers to learning that children may experience. In doing so, they are providing a quality and inclusive ELC setting where children with additional support needs make progress in learning. n Senior leaders and practitioners have correctly identified that they should undertake more robust tracking, monitoring and evaluation of all children’s progress. This will help to improve depth in children’s learning and show progress children make over time. This data will also help practitioners to increase expectations for a few children through a higher level of challenge, including those with additional support needs. Page 190 of 280
Page 191
4 | Summarised inspection findings Lasswade Primary School Early Learning and Childcare Setting (5543827) Midlothian Council © Crown Copyright 2.2 Curriculum: Learning and developmental pathways n Practitioners plan meaningful contexts across the curriculum and use these to motivate children to be curious and learn about the world they live in. They ensure the curriculum takes account of children’s interests through responsive planning. Practitioners in leadership roles are providing useful literacy and numeracy opportunities across the curriculum. They should now begin to measure the impact of the targeted approaches they provide. n Practitioners ensure a good balance between adult-led, adult-initiated and child-led play within the setting. As planned, senior leaders and practitioners should develop the outdoor learning environment to ignite wonder, curiosity, and enhance further children’s creativity. Practitioner engagement with relevant national guidance will inform future professional enquiry and developments. n Children become familiar with their local community through walks to the woodland area within the grounds of the local care home. As planned, practitioners should develop further their meaningful links to the community, including visitors into the setting, to develop children’s skills in real life contexts. n Children’s transitions into the ELC setting and as they move into primary school are well planned. Practitioners share information booklets with families to ensure a smooth start for all. They have developed a blended placement policy to support children where this may be required. Practitioners and school staff should continue to work collaboratively to ensure progression in children’s learning across early level. Page 191 of 280
Page 192
5 | Summarised inspection findings Lasswade Primary School Early Learning and Childcare Setting (5543827) Midlothian Council © Crown Copyright 2.7 Partnerships: Impact on children and families – parental engagement n Practitioners have strong positive relationships and work closely with parents/carers. Practitioners keep parents/carers informed through helpful information displayed in the welcome area, daily dialogue at drop off and pick up times and monthly news shared online. Parents/carers appreciate the very caring and supportive approach of practitioners. They are invited to join in activities termly including autumn welly walks to the woods and ‘stay and play’ sessions within the setting. As planned, practitioners should encourage families to engage more in ELC literacy initiatives. n Practitioners make effective use of online learning journals to share each child’s learning with parents/carers at home. They find that this helps them understand their child’s learning and enjoy having access to their child’s journal. Practitioners should continue to develop approaches and encourage parents/carers to contribute further, for example sharing information from children’s experiences and achievements at home. Page 192 of 280
Page 193
6 | Summarised inspection findings Lasswade Primary School Early Learning and Childcare Setting (5543827) Midlothian Council © Crown Copyright 2.1 Safeguarding n The school submitted self-evaluation information related to child protection and safeguarding. Inspectors discussed this information with relevant staff and, where appropriate, children. In addition, inspectors examined a sample of safeguarding documentation. Areas for development have been agreed with the school and the education authority. Page 193 of 280
Page 194
7 | Summarised inspection findings Lasswade Primary School Early Learning and Childcare Setting (5543827) Midlothian Council © Crown Copyright 3.1 Ensuring wellbeing, equality and inclusion good This indicator reflects on the setting’s approach to children’s wellbeing which underpins their ability to achieve success. It highlights the need for policies and practices to be well grounded in current legislation and a shared understanding of the value of each individual. A clear focus on wellbeing entitlements and protected characteristics supports all children to be the best they can be and celebrates their successes and achievements. The themes are: n wellbeing n fulfilment of statutory duties n inclusion and equality n Children’s wellbeing and understanding of equality and inclusion is developing well. They benefit from the strong relationships they have with practitioners who model kind, caring behaviour and encourage children to be respectful. As a result, almost all children cooperate well, share resources and are kind and caring towards one another. Children feel confident to engage with adults and share their views and opinions. Practitioners should continue to build upon this and develop additional approaches to help children share their views. n Most children are at the early stages in developing an appropriate understanding of their rights or what wellbeing means to them. Practitioners should continue to reinforce aspects of wellbeing and rights regularly. Children have a sensitive and appropriate awareness of diversity and they recognise and celebrate a range of festivals in the calendar year. Children’s understanding of a range of cultures, is promoted well through music making activities. n Children’s wellbeing is supported effectively by the headteacher and all practitioners. Almost all children are settled and happy in the ELC setting. They respond positively to practitioners’ responsive interactions when meeting individual needs. Practitioners encourage children to talk about their feelings and discuss emotions in a range of ways. They provide effective enhanced settling-in programmes for those children who require them. Children receive a knitted ‘Mid Mouse’ toy as part of an authority wide project, to help children with transitions. Children from the ELC setting use these very well to support them as they move into school. As a next step, practitioners should consider increasing relevant transition experiences for children. For example, ELC children would benefit from being introduced to the ‘Lasswade Learning Superheroes’ in their pre-school year. n The ELC team are fully aware of their roles and responsibilities in relation to legislative requirements for keeping children safe and meeting their care and learning needs. Practitioners attend appropriate training to ensure they understand procedures and policies. The setting engages parents prior to consulting with agencies. Children with additional support needs have effective individualised educational plans in place which identify children’s next steps and strategies to support them. These are monitored and reviewed to ensure appropriate progress is made. Practitioners need to continue to ensure that personal plans for all children are reviewed with and signed by parents, at least twice a year. n All children receive appropriate and sensitive support to enable them to make the best possible progress. There is a supportive and inclusive ethos throughout the setting. All practitioners are aware of procedures to follow where a child may benefit from support with their learning or input from other agencies. They signpost parents and families to relevant organisations where more support is needed. Page 194 of 280
Page 195
8 | Summarised inspection findings Lasswade Primary School Early Learning and Childcare Setting (5543827) Midlothian Council © Crown Copyright 3.2 Securing children’s progress good This indicator relates to the development and learning of babies, toddlers and young children. It requires clear understanding of early learning and development and pedagogy. It reflects the integrated way young children learn and the importance of experiences and development happening on an individual basis within a supportive, nurturing and stimulating environment. High quality early learning and childcare contributes significantly to enhancing children’s progress and achievement as they grow and learn. It can benefit all children by closing the attainment gap and ensuring equity for all. It is about the holistic nature of development and learning ensuring these foundations are secure in order to achieve future attainment success. The themes are: n progress in communication, early language, mathematics, and health and wellbeing n children’s progress over time n overall quality of children’s achievement n ensuring equity for all children n Most children make very good progress in early communication and language. They follow instructions, listen attentively during group activities, and use a wide range of vocabulary in play and conversation. During spontaneous play, most children demonstrate awareness of rhyme, letter sounds and a love of reading. Most children show a keen interest in early writing, with a few beginning to write their own name clearly. Children use their imagination to create their own stories and perform these confidently to their peers. As a result, their emotional literacy and creativity is developed well. n Most children are making good progress in numeracy and mathematics. They are developing early mathematical language using open-ended, natural resources and materials. Most children identify and match colours while playing board games. Children count within 10 during real life scenarios, such as, the snack-time café. They use money for a purpose to exchange goods during role play. Children are increasing their knowledge of mathematical concepts. For example, children fill and empty containers in the water tray, weigh and measure as they bake, and make playdough. A few children would benefit from more challenge and opportunities to explore numeracy and mathematics in their play. n Overall, children are securing very good progress in health and wellbeing. Most children are confident and share how they feel as they take turns in their play. Almost all children develop physical skills for example, running, climbing and balancing while outdoors and in the local woodland areas. Most children show very good levels of independence in serving themselves snack. Practitioners should encourage children to have more independence at lunchtimes. n Practitioners capture children’s achievements and share these well with parents through their child’s online journal. Almost all children are successful in developing important skills during their time in nursery. This is apparent across a relevant range of meaningful activities. Children receive appropriate praise, and their achievements are celebrated on the ‘Our Learning Leaves’ achievement board. Children are happy that their success is being recognised in this way. n Most children are making good progress across aspects of their learning over time. Practitioners record the progress children make on different formats including observation sheets and online platforms. As planned, they should now collate this evidence in a more manageable way. In doing so they will see more clearly the progress children make over time. This will support progression for children at early level as they move into P1. Page 195 of 280
Page 196
9 | Summarised inspection findings Lasswade Primary School Early Learning and Childcare Setting (5543827) Midlothian Council © Crown Copyright n Practitioners take account of the differing circumstances of children and families very well. They take account of any barriers to learning that exist and are skilled in ensuring equity for all. For example, they provide sensitive but effective interventions to meet effectively the needs of individuals. Children benefit from interventions that have a positive impact on those who receive them. Practitioners should now develop approaches to measure more fully the impact of interventions over time to ensure that they are aware of any further or potential gaps in learning. Page 196 of 280
Page 197
10 | Summarised inspection findings Lasswade Primary School Early Learning and Childcare Setting (5543827) Midlothian Council © Crown Copyright Explanation of terms of quantity The following standard Education Scotland terms of quantity are used in this report: All 100% Almost all 91%-99% Most 75%-90% Majority 50%-74% Minority/less than half 15%-49% A few less than 15% Other quantitative terms used in this report are to be understood as in common English usage. Page 197 of 280
Page 198
Page 198 of 280
Page 199
1 | Lasswade Primary School and Early Learning and Childcare Setting, Midlothian Council, 5543827 © Crown Copyright 27 February 2024 Dear Parent/Carer In November 2023, a team of inspectors from Education Scotland visited Lasswade Primary School and Early Learning and Childcare Setting. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. The inspection team found the following strengths in the school’s work. • The effective leadership from the headteacher across the school and early learning and childcare setting. She is supported well by senior leaders and motivated staff. This is leading to a culture that reflects the vision, values and aims of the school and early learning and childcare setting very well. • Children who are proud of their school and early learning and childcare setting. Children are happy, friendly, respectful and interact well. They are keen to learn and contribute to the life of the school. • Staff who maintain a focus on wellbeing across the school and early learning and childcare setting. They help develop children who are responsible, able to find solutions to challenges, engage well in activities, and are proud of their successes. • Staff’s success in addressing gaps in children’s attainment. Staff in the early learning and childcare setting support children well to accelerate their learning, particularly in developing their early communication, language and wellbeing skills. The following areas for improvement were identified and discussed with the headteacher and a representative from Midlothian Council. • Continue to develop approaches to learning and teaching. Teachers should make sure that activities are set at the right level of difficulty for all children. • Increase outdoor learning experiences across the nursery and primary as part of the curriculum. • Continue to raise attainment, including how the school and early learning and childcare setting checks that all children are making good progress. Page 199 of 280
Page 200
2 | Lasswade Primary School and Early Learning and Childcare Setting, Midlothian Council, 5543827 © 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) and How good is our early learning and childcare?. Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Lasswade Primary School and Nursery Class Quality indicators for the primary stages Evaluation Leadership of change very good Learning, teaching and assessment good Ensuring wellbeing, equality and inclusion 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 Quality indicators for the nursery class Evaluation Leadership of change very good Learning, teaching and assessment good Ensuring wellbeing, equality and inclusion good Securing children’s progress good Descriptions of the evaluations are available from: How good is our early learning and childcare? Appendix 1: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Reports page | Inspection reports | Education Scotland Page 200 of 280
Page 201
3 | Lasswade Primary School and Early Learning and Childcare Setting, Midlothian Council, 5543827 © Crown Copyright What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with 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. David McKellar HM Inspector Page 201 of 280
Page 202
Page 202 of 280
Page 203
Performance, Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 5.8 Inspection of Lawfield Primary School and Nursery Report by Michelle Strong, Education Chief Operating Officer Report for Information 1 Recommendations PRS is asked to: (i) Note the content of the 23 April 2024 inspection report. (ii) Congratulate the acting headteacher, pupils, parents and staff connected with Lawfield Primary School and Nursery on the key strengths highlighted in the report. 2 Purpose of Report/Executive Summary The report outlines the outcome of the Education Scotland inspection of Lawfield Primary School and nursery class. 01 May 2024 Report Contact: Colin McLean, Quality Improvement Manager Professional Learning and Digital Inclusion & Learning Colin.McLean@midlothian.gov.uk Page 203 of 280
Page 204
3 Background/Main Body of Report 3.1 In February 2024, a team of inspectors from Education Scotland undertook a further visit to Lawfield Primary School and nursery. The report was published on 23 April 2024. and is now available on Education Scotland’s website. This is also attached as Appendix B. This followed an inspection carried out in 2020, with further visits carried out in 2022 and 2023. 3.2 Education Scotland is responsible for inspecting education settings throughout Scotland. They do so using core quality indicators; 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 The inspection of Lawfield Primary School and Nursery in February 2024 was carried out using the Education Scotland “further inspection visit” (2-day) model. This was following the inspection visits carried out below. The school and nursery were originally inspected by Education Scotland in 2020 with the following outcomes. Primary Stages Quality Indicator 2.3 Learning, teaching and assessment 3.2 Raising attainment and achievement Grade Satisfactory Weak Early Learning and Childcare Quality Indicator 2.3 Learning, teaching and assessment 3.2 Securing children’s progress Grade Satisfactory Satisfactory Strengths The strengths identified in the original Education Scotland letter June 2020 were: • Staff’s positive engagement with professional learning which is planned well and directed effectively by the headteacher. This is beginning to improve key aspects of learning and teaching across the primary school and nursery. • Children’s support for one another in the primary classes and when involved in activities out with class. Children in the nursery are kind and considerate of each other. • Strong teamwork in the nursery class, which is helping to improve the support and learning experiences for children and their families. This includes positive changes to planning approaches, and improvements to practice. Areas for Improvement The main areas for improvement in the original Education Scotland report in June 2020 were: • Raise children’s attainment across the nursery and primary school. • Ensure children benefit from consistently high-quality learning and teaching, which includes increasing opportunities for children to lead their own learning. • Improve assessment approaches across the primary stages. Ensure all teaching staff use information gathered from children’s learning and assessment activity more effectively to plan learning experiences which meet the needs of all children. Page 204 of 280
Page 205
The inspectors concluded “As a result of our inspection findings we identified areas where improvements are required. In light of the current circumstances (sic. Covid pandemic restrictions), we will liaise with Midlothian Council to discuss our findings and support for the school. We will provide you with an update on next steps once the school has reopened.” A further visit was carried out by inspectors in January 2022 and March 2023. Inspectors were mindful of the impact of the pandemic on progress made towards addressing all areas for improvement identified in the original inspection. The inspectors report January 2022 concluded that “Understandably, the school has been responding to the challenges resulting from the COVID-19 pandemic. These have had a significant impact on the work of the school. Staff are prioritising their plans to support recovery. As a result, the school needs more time to take forward the recommendations from the original inspection. We will also carry out another visit to the school within one year of the publication of this letter.” The inspectors report of March 2023 concluded that “The school has made insufficient progress since the original inspection. We will liaise with Midlothian Council regarding the school’s capacity to improve. We will return to carry out a further inspection of the school within 12 months of the publication of this letter. We will discuss with Midlothian Council the details of this inspection.” The headteacher at Lawfield Primary School left Midlothian Council in August 2023 and an acting headteacher has been in post since. A new, permanent head teacher has been appointed and takes up post on 28th May 2024. Additional support for the school has included: • Additional Depute Head Teacher. • Additional funding to support whole-school nurture approaches. • Additional support from raising attainment teachers, early years principal teacher, additional support needs team members and the quality improvement team. • Exploring how partner services can better support the needs of the community. 3.3 In the 2024 further inspection visit, no update on the inspection grades was given. The inspection team found the following strengths in the school’s work: • Use of attainment data to plan next steps in learning and make accurate judgements about children’s progress. • Staff’s effective partnership working with Midlothian’s Raising Attainment Team is supporting them to develop appropriate strategies to raise attainment. • Children’s attendance and engagement in learning. • There are early indications that approaches to improving attainment are working. • Senior leaders have demonstrated a relentless focus on improving the climate for learning across the school. Staff are now well-placed to increase the focus on ensuring the provision of high-quality learning and teaching. • Senior leaders, supported very well by local authority officers, have taken forward significant improvements to the way nurture is promoted across the school. • The organisation of the enhanced class has been improved. As a result, a significant number of children accessing the enhanced class now benefit from very effective support. There are early indications that this new approach is having a very positive impact on these children’s emotional wellbeing and learning. Page 205 of 280
Page 206
• All children who access nurture support now spend more extended periods of time in their own classes. Children have a more positive attitude to learning and display greater resilience in classes. • Children engage well in their learning in the majority of classes. • Staff across the school are becoming increasingly reflective of their own practice. They demonstrate an enthusiasm in improving learning and teaching. • At the early level, staff are improving the ways they promote learning through play. They have significantly improved the spaces both in the atrium and classrooms. As a result, children now engage in play-based activities in a more suitable environment. This enables them to access more appropriate resources to be curious and creative. Children now have increased opportunities to lead their own learning. • Staff now plan learning in a more streamlined and focused way. Their new approach to planning takes better account of Curriculum for Excellence experiences and outcomes and national Benchmarks. Their plans provide greater clarity about what children are expected to learn and how this will be assessed. Staff’s use of the new Midlothian progression pathways is supporting children to build on prior learning more effectively. • Children are beginning to talk about their learning and what they need to do to succeed. Staff engage in regular meetings that focus better on moderating standards through robust evidence gathering of children’s achievements in their learning. • Teacher’s understanding of strategies to support children with social and emotional barriers to learning has improved. • The majority of teachers have improved their classroom environment. As a result, more children benefit from safer, nurturing classroom environments where they can enjoy uninterrupted learning. • As a result of the skilful leadership of the acting headteacher, an improved ethos and culture are evident across the school. This strong leadership has led to significant progress being made to improve children’s behaviour, relationships and the learning environment. • The physical environment of the school has also improved. • In consultation with local authority officers, the acting headteacher has identified a reduced number of key priorities for improvement. They have provided staff with increased clarity about improvement priorities, and this is supporting an increasing pace of change. 3.4 The following areas for improvement were identified and discussed with the acting headteacher and a representative from Midlothian Council. • Staff require further professional learning and clearer guidance to ensure these contribute to raising children's attainment. • Practitioners should review further the use of the nursery playroom environment and outdoor space to ensure they motivate children sufficiently to progress in their learning. • Senior leaders should continue to develop further staff’s understanding and use of the ‘Lawfield Way’ to ensure all children experience consistently high-quality learning. • Staff should continue to monitor and develop a cohesive approach to the removal of barriers to learning based on ongoing assessment. They should ensure the provision of well-planned interventions that lead to positive outcomes for all children across the school and nursery. Page 206 of 280
Page 207
• Overall, staff have made a very positive start to improving assessment and meeting the needs of children. They should continue to build on the work undertaken this session, ensuring that effective assessment accurately informs planned learning to meet the needs of all learners. 3.5 Conclusion The school is beginning to make progress since the original inspection. Education Scotland will liaise with Midlothian Council regarding the school’s capacity to improve and will return to carry out a further inspection of the school within 12 months. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource Lawfield Primary School and nursery will continue to receive additional support to make the necessary improvements. This support has included, during 2023-24. • Locality team members working at the school for part of the week to provide additional support in the nursery. • Regular Quality Improvement Manager meetings with the headteacher to monitor the action plan and provide additional support to bring about required improvements. • An experienced acting headteacher was appointed to Lawfield Primary School in August 2023. A new permanent head teacher has been recruited and starts work at the school on 28th May 2024. • An additional depute headteacher was provided, to increase capacity to improve the school, in September 2023. • The Raising Attainment Team have provided direct support, including planning with class teachers, modelling of agreed teaching approaches and monitoring of learner engagement and achievement. • A new data dashboard, provided by Midlothian Council, has improved the data available for the school and this has been used to inform improvements. • Additional funding, educational psychologist and professional learning for staff to support improvements in Nurture approaches. • HR support to recruit staff. The school has experienced a high turn-over of staff. HR support to improve absence management. • Quality Improvement Manager meetings with the Children’s Services team, Active Schools team and HR team to explore how these services can further support staff and pupil wellbeing. • Support from the Newbattle Locality Team has included a Principal Teacher Early Years supporting improvement in the nursery; a Quality Improvement Officer ASN and an Education Support Officer ASN supporting improvements in meeting the needs of all learners. • Quality improvement reviews of the school took place, to monitor progress in improvement, in April and October 2023. These will continue as required. 4.2 Digital There are no Digital implications. Page 207 of 280
Page 208
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. 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. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 208 of 280
Page 209
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. 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. Page 209 of 280
Page 210
A.8 Supporting Sustainable Development The School Improvement Plan allows for sustainable development and improvement. Page 210 of 280
Page 211
APPENDIX B Background Papers/Resource Links Lawfield Primary School inspection report 23 June 2020 Lawfield Primary School Education Scotland visit letter 18 January 2022 Lawfield Primary School further inspection 7 March 2023 Lawfield Primary School further inspection visit April 2024 Page 211 of 280
Page 212
Page 212 of 280
Page 213
1 | Further inspection: record of visit Lawfield Primary School and Nursery Class (5541026) Midlothian Council Further inspection: record of visit (ROV) Purpose and audience • This document (called the Further Inspection – Record of Visit or ROV) is provided within one working week of the publication of the letter to support the headteacher/head of setting in leading improvement. The findings and evidence in the ROV provide detail which will be helpful in guiding further planning and implementation of improvement. • The ROV is provided for use by the education authority and headteacher/head of setting to which it refers. It is a technical document designed for use by education professionals. • The ROV is not intended to be copied and distributed in its entirety. Headteachers/heads of setting should use their judgement in sharing particular sections of the document confidentially with others as appropriate to their areas of responsibility and interests. Contents • The ROV is the set of notes used by the inspection team for the discussion of findings meeting on the final day of the further inspection visit. It may also contain further information that was prepared in advance of the meeting, but which may not have been required in the discussion. • The information in this ROV has been checked and edited to ensure that individual members of staff below appropriate levels of seniority and individual learners, or small groups of learners, cannot be identified and that it conforms to Scottish Government guidelines on the disclosure of data. • The ROV is not an exclusive record of all of the evidence which underpins the evaluations as expressed in the published letter and should not be regarded as such. Sources of evidence for the ROV • In all inspections, inspectors visit learning activities in contexts appropriate to the establishment. They observe learning experiences and teaching and talk to staff and children about learning and achievement, and other aspects as appropriate to the inspection. Inspectors evaluate children’s achievements in different aspects of the curriculum, using direct observation, sampling of learners’ work, and additional data as appropriate to the sector. Inspectors also have a range of professional discussions with staff who have responsibility for managing the educational provision, and other staff as appropriate. They take account of stakeholders’ views, including those gathered through pre-further inspection questionnaires when these are used in a further inspection, and discussions with parents and other members of the community, as appropriate to the sector. • Further inspections begin with the senior staff of the establishment sharing their self-evaluation evidence with the inspection team, showing how they are bringing about improvement. This evidence contributes to evaluations of the progress made since the original inspection. Page 213 of 280
Page 214
2 | Further inspection: record of visit Lawfield Primary School and Nursery Class (5541026) Midlothian Council • The ROV may contain references to the way that Curriculum for Excellence is being taken forward in the context of the establishment. This may include progress in planning, prioritising and reviewing the curriculum, through the use of self-evaluation and improvement planning, and in applying key ideas and principles from Curriculum for Excellence. It may also include how the setting is working with partners and with its own staff to enable them to learn together to develop their understanding of Curriculum for Excellence ideas and put them into practice, supported by a plan for continuing professional development. There may be references to how Curriculum for Excellence Experiences and Outcomes are being used to improve learning and achievement and how individual teachers are contributing to literacy and/or numeracy and aspects of health and wellbeing. The ROV may also refer to how staff identify and measure improvements in learners’ experiences and in standards of achievement; how they communicate with and involve parents, and how they collaborate to plan and support learners’ progress. The extent to which references to Curriculum for Excellence are made in the ROV will depend on the range and nature of the areas for improvement which were previously set out in the letter sent to parents following the original inspection and which are used to shape the further inspection. Page 214 of 280
Page 215
3 | Further inspection: record of visit Lawfield Primary School and Nursery Class (5541026) Midlothian Council Further inspection: record of visit (ROV) School/Setting Name Lawfield Primary School MI undertaking visit Pamela Adamson Date(s) of visit 26 – 28 February 2024 Publication date of original letter 23 June 2020 Letter publication date 23 April 2024 ROV sharing date 26 April 2024 Area for improvement 1 Raise children’s attainment across the nursery and primary school. Strengths, progress and area for further development identified during the visit: Staff have been working together to improve their understanding of children’s attainment. Senior leaders have introduced this session, the use of the new Midlothian Council data dashboard to improve the collection and analysis of attainment data for each year group. Senior leaders ensured that staff received appropriate professional learning to support the dashboard’s introduction. Staff’s confidence in the use of data, and their ability to recognise trends in attainment, is beginning to strengthen as a result. Staff are at the early stages of using this data to plan next steps in learning. Senior leaders and teachers meet termly to review children’s progress and achievement using this improved data. These progress and attainment meetings are supporting staff to consider more closely how to meet the needs of all children to raise attainment. Staff welcome the clarity of guidance now in place to support their preparation for these meetings. Senior leaders recognise the need to develop data systems further to ensure the progress of individual children is recorded and closely monitored. Staff are not yet tracking wider achievement and the development of children’s skills. Senior leaders have correctly identified the need to develop further the accuracy of teacher’s professional judgements about children’s attainment. Teachers are beginning to increase their understanding of national standards through engagement in moderation activities. Their participation in writing moderation activities with associated school’s group colleagues in November 2023 is beginning to support this development. Attainment is strongest at early level. The majority of children are on track to achieve the early level of Curriculum for Excellence (CfE) by the end of this session in listening, talking and Page 215 of 280
Page 216
4 | Further inspection: record of visit Lawfield Primary School and Nursery Class (5541026) Midlothian Council reading. Most children are expected to achieve early level in writing and numeracy. The number of children attaining early level numeracy has increased since the original inspection. Fewer children are expected to attain CfE first level than at the original inspection. This reflects the significant number of children who require additional support with their learning at this stage. Predicted levels of attainment are lower than the Midlothian and national averages. Around a quarter of children are expected to achieve first level in listening and talking. Even fewer children are expected to achieve expected levels in reading and numeracy. The professional judgement that the majority of children will achieve first level writing is not yet sufficiently robust. At second level, attainment has improved since the original inspection. The majority of children are expected to achieve CfE second level in listening and talking, writing and numeracy. Around a half of children are on track to achieve second level in reading. Overall, the majority of children are on track to achieve expected levels of attainment in listening and talking. Across all stages, children’s progress needs to improve. In particular, children would benefit from developing their skills in listening and responding more appropriately to others in more respectful ways. Children should develop further the ability to take turns and contribute at the appropriate time when engaging with others. The quality of the presentation of children’s work across the school should be improved. Staff welcome the significant review and reorganisation of literacy and numeracy resources, and the provision of additional reading materials. This is supporting them to plan and deliver learning activities more efficiently. Staff are still not yet skilled sufficiently in how to develop and improve children’s literacy skills despite the introduction of new literacy programmes. The professional learning and resources provided to staff to support the introduction of new literacy programmes were insufficient to ensure their successful implementation. As a result, there is inconsistency in their use. Staff require further professional learning and clearer guidance to ensure these contribute to raising attainment. Senior leaders have secured the services of a range of partners to inform and enhance identified strategies to raise attainment. Staff from Midlothian’s Raising Attainment Team are providing valuable support to raise attainment in literacy and numeracy. Raising Attainment Team members work effectively in partnership with staff to plan, moderate, teach and assess children’s progress. As a result, staff are becoming better at identifying those children who have the potential to achieve more with additional support. Team members also provide a range of targeted supports to raise attainment, particularly at P2, P4 and P7. As a result, preparation to provide targeted support for P2 phonics has begun. The pace of progress in reading at P4 is increasing. At P7, the planning and structure of numeracy lessons is improving. Strategies to improve children’s attendance are leading to improvement, enabling children to engage more frequently in learning activities. For example, senior leaders use of robust monitoring procedures and the provision of support to families is leading to improved attendance. For the first time, attendance levels have overtaken the Midlothian average. The school’s multi-disciplinary team has successfully delivered a range of interventions designed to Page 216 of 280
Page 217
5 | Further inspection: record of visit Lawfield Primary School and Nursery Class (5541026) Midlothian Council meet the specific needs of individuals. The attendance of boys has improved through the provision of activities specifically designed to meet their interests. All staff in the nursery continue to know children’s social and emotional needs very well and provide opportunities for children to feel safe and secure. Adult interactions are nurturing and supportive and this approach supports children well to make progress in their learning. The recently formed team is at the early stages of building and embedding the processes in place across the school and nursery class to raise children’s attainment and secure children’s progress. Records of children’s progress do not yet contain enough information on children’s attainment over time. Due to staffing challenges, learning environments across the three nursery playrooms were reviewed by practitioners to keep children safe and engaged in their learning. Children’s restricted access to one room, and limited opportunities for engaging learning in the outdoors, limit children’s learning experiences. Throughout the day as instances of challenging behaviour increase, children’s levels of concentration decrease which affects individual children’s progress. Staff should ensure that learning environments motivate children to progress in their learning. The process for assessing and reporting on children’s progress in the nursery now takes greater account of whole school approaches to planning learning and seeking parents’ views. Practitioners track children’s coverage of the early level curriculum on an ongoing basis and link this well with each child’s individual targets. Parents welcome the recently introduced ‘physical journals’ that enable them to see what their child is learning across a range of contexts. Practitioners now need to monitor these journals to ensure that they demonstrate children’s progress. In addition, practitioners should ensure that children in the nursery can access records of their learning independently. In the nursery, the majority of children make appropriate progress in literacy and numeracy. However, approaches to raising attainment in the nursery class are not embedded within the whole school approach to quality assurance. Attendance and children’s progress over time in the nursery is not monitored or reported upon within the whole school analysis. As a result, data does not provide clarity on children’s progress over time across the early level and into P1. Overall, very limited progress has been made to raise children’s attainment across the nursery and primary school. However, important work has been undertaken to improve staff’s understanding and use of attainment data. Effective partnership working with Midlothian’s Raising Attainment Team is supporting the development of strategies to raise attainment. Area for Improvement 2 Ensure children benefit from consistently high-quality learning and teaching, which includes increasing opportunities for children to lead their own learning. Strengths, progress and area for further development identified during the visit: This session, the acting headteacher and senior leadership team have had a relentless focus on improving the climate for learning across the school. They recognised the need to improve Page 217 of 280
Page 218
6 | Further inspection: record of visit Lawfield Primary School and Nursery Class (5541026) Midlothian Council relationships across the school and to increase a significant number of children’s readiness to learn. They have taken successful steps to address these issues. For example, working with the staff, they developed a whole-school approach to nurture, improved the learning environment across the school and met the needs of learners more effectively. The senior leadership team lead by example in the positive way they interact with learners and strive to improve learning experiences for all. Senior leaders, supported very well by local authority officers, have taken forward significant improvements to the way nurture is promoted across the school. A multi-disciplinary team, including the principal teacher, youth worker, home-school practitioner, early years practitioner and learning assistants, collaborate well to provide a range of targeted interventions and support. These include, for example, mindfulness sessions, sporting activities, dance, art and a life skills programme. Staff have also made improvements to the way the enhanced class is organised. They are ensuring that learning within the enhanced class is more aligned with children’s main classwork. The nurture team collaborate well to identify which specific groups or programmes would best meet the needs of their learners. Their practice is trauma informed. The team are led well by the depute headteacher and principal teacher. In the last few terms, senior leaders changed the way the nurture programme is organised and delivered. As a result, a significant number of children are now benefitting from very effective support. There are early indications that this new approach is having a very positive impact on children’s emotional wellbeing and learning. For example, all children who access nurture support are now able to spend more extended periods of time in their own classes. Children are also demonstrating a more positive attitude to learning and displaying greater resilience in classes. Staff within the nurture team support each other very well and recognise that they also need to look after each other’s wellbeing. They value the support they receive from senior leaders. Teachers understanding of strategies to support children with social and emotional barriers to learning has improved. More children benefit from safer, nurturing classroom environments where they can enjoy uninterrupted learning. The nurture team helped to establish calm learning zones in each of the school’s atrium spaces. Children access these areas when they need a quiet, calm and relaxing space. Children are effectively using these new calm zones to help regulate their behaviour. Staff across the school also now provide children with a soft start session at the beginning of each day. As a result, children present as more settled and engage better in learning experiences throughout the day. These sessions also help children to form more positive relationships with their peers. Across the school, staff have taken positive steps to improve the learning environment both within and outwith classrooms. Displays of children’s work are attractive and clearly celebrate children’s achievements. The headteacher has secured additional funding to improve the quality and number of resources across the school to support improved learning and teaching. Senior staff continue to support the staff team in improving the quality of learning and teaching across the school. In the majority of classes, children engage well in their learning. Where this is most successful, the pace of learning is brisk, and staff provide appropriate challenge and Page 218 of 280
Page 219
7 | Further inspection: record of visit Lawfield Primary School and Nursery Class (5541026) Midlothian Council support for children. In a few classes, staff need to make better use of classroom management strategies to ensure that children do not disrupt other children’s learning. The majority of teachers share the purpose of learning well with children at the start of lessons. They also share with children how to be successful in their learning. These are helping children to understand more fully how well they are doing and what they need to do to improve. The majority of children now talk about what they are learning. Children are less confident in identifying their strengths and areas for development. Staff need to provide children with more opportunities to reflect on their learning. There are positive examples of children leading aspects of their learning. Now that relationships between children are improving, staff should develop these opportunities further for children to be involved in assessing their own learning. Senior leaders should continue to develop further staff’s understanding and use of the ‘Lawfield Way’ to ensure all children experience consistently high-quality learning. There are a few examples of teachers making use of questioning well to check on children’s understanding and extend learning. Teachers need to make this a more consistent feature of lessons across the school. Most children benefit from kind relationships with staff. Most teachers make good use of praise to promote a positive learning climate in their classes. The acting headteacher collaborated appropriately with the staff team to improve their approaches to planning. Teachers now take better account of CfE experiences and outcomes and national Benchmarks. Staff now plan in a more streamlined and focused way. They ensure greater clarity about what children are expected to learn and how this will be assessed. Staff now use Midlothian progression pathways for all areas across the curriculum. This is supporting children to build on prior learning more effectively. Teachers value the regular opportunities they now have to plan learning together within stages. Staff across the school are becoming increasingly reflective of their practice. They demonstrate an enthusiasm in improving learning and teaching. They participate in a wide range of professional learning opportunities which help them better support the needs of learners. It would be helpful for staff to collaborate with each other more regularly to review and evaluate the implementation and impact of new initiatives and developments. At the early level, staff are improving the ways they promote learning through play. They have significantly improved the spaces both in the atrium and classrooms. Children now have ready access to a range of inviting play spaces. As a result, children now access more appropriate resources to be curious and creative. Staff have undertaken a range of useful professional learning activities and visited other schools which help to develop their practice. Overall, significant steps have been taken to ensure children’s readiness to learn. Staff are now well-placed to increase their focus on improving and ensuring the provision of much improved learning and teaching. Area for Improvement 3 Page 219 of 280
Page 220
8 | Further inspection: record of visit Lawfield Primary School and Nursery Class (5541026) Midlothian Council Improve assessment approaches across the primary stages. Ensure all teaching staff use information gathered from children’s learning and assessment activity more effectively to plan learning experiences which meet the needs of all children. Strengths, progress and area for further development identified during the visit: Teacher’s assessment approaches across the primary classes are now more cohesive and integral to planning learning and teaching. Staff now capture information about children’s progress more effectively. Staff across the primary stages continue to implement and embed the ‘inclusive learning, teaching and assessment policy’. This policy is increasingly understood by staff and supports their use of both formative and summative assessment to evidence children’s progress. Children are beginning to talk about their learning and what they need to do to succeed. Senior leaders continue to use quality assurance processes well to evaluate children’s progress in the primary classes. Their planning formats are more streamlined and show progressive learning pathways across all areas of the curriculum. They have regular meetings and professional dialogue sessions with staff which focus appropriately on moderating standards through robust evidence gathering of children’s achievements. This leadership and direction provided by senior leaders is beginning to impact positively on teachers’ professional judgement of CfE levels. The targeted support in place across the primary classes through the support for learning and nurture unit is developing very well and meaningfully alongside the improvements in universal support. Children requiring support are identified through senior leaders and class teachers reviewing assessment information about individual children. Senior leaders should continue to monitor and develop a cohesive approach to the removal of barriers to learning. They should ensure children in the nursery class and all primary stages receive well-planned interventions that lead to positive outcomes. Overall, staff have made a very positive start to improving assessment and meeting the needs of children. They should continue to build on the work undertaken this session, ensuring that effective assessment accurately informs planned learning to meet the needs of all learners. Safeguarding Senior leaders should: • continue to take steps to ensure that all staff and partners understand their responsibilities as set out in the school’s safeguarding and child-protection policies; • continue to address the issues related to bullying and child safety that were raised by children, staff and parents during the inspection process; • ensure that all staff complete wellbeing concern forms accurately to ensure consistency of reporting in accordance with school procedures; and Page 220 of 280
Page 221
9 | Further inspection: record of visit Lawfield Primary School and Nursery Class (5541026) Midlothian Council • review how the recording of incidents is recorded to ensure compliance with General Data Protection Regulations. Staff’s successful development of nurture approaches across the school has resulted in a noticeable reduction in dysregulated behaviour. Children requiring support with behaviour become more regulated quicker than before. The frequency of children absconding from class has significantly reduced. Children at risk of exclusion have improved Midlothian Learners Plans. Planning is continuing with partner services to further support children at risk of exclusion. Overall, the school is a calmer place. As a result, children are beginning to engage more effectively in their learning. Strengths and progress identified during the visit: As a result of the skilful leadership of the acting headteacher, an improved ethos and culture are evident across the school. Local authority officers and the acting headteacher correctly identified the need to improve the culture and ethos of the school as a matter urgency. Significant progress has been made to improve behaviour, relationships and the learning environment since the arrival of the acting headteacher in August 2023. The physical environment of the school has improved. The introduction of nurture spaces across the school enables children to access quiet, calm spaces easily. Attractive wall displays are now evident in corridors. Children are proud to see their work displayed for others to enjoy. School assemblies have been re-established and are contributing to the development of a stronger sense of community across the school. The acting headteacher has ensured more effective systems and processes are in place to support a wide range of aspects of the school’s work. This has included the streamlining and simplification of curriculum planning and administrative procedures. Staff welcome the clarity this provides. In consultation with local authority officers, the acting headteacher has identified a reduced number of key priorities for improvement. Staff have increased clarity about improvement priorities and is supporting an increasing pace of change. Communication across the staff team is improving. The re-scheduling of staff meetings to a Friday morning enables more staff attend. Staff, particularly the support staff, now work more effectively as a team. Senior leaders should now ensure nursery staff become more integral to the wider school team. Building on this very positive start, senior leaders should now review and improve the approaches used to communicate with parents. Page 221 of 280
Page 222
10 | Further inspection: record of visit Lawfield Primary School and Nursery Class (5541026) Midlothian Council What happens next? The school is beginning to make progress since the original inspection. We will liaise with Midlothian Council regarding the school’s capacity to improve. We will return to carry out a further inspection of the school within 12 months of the publication of this letter. We will discuss with Midlothian Council the details of this inspection. When we return to inspect the school, we will write to you as parents informing you of the progress the school has made. Page 222 of 280
Page 223
Performance, Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 5.9 Inspection of Newbattle High School Report by Michelle Strong, Education Chief Operating Officer Report for Information 1 Recommendations PRS is asked to: (i) Note the content of the inspection report. (ii) Note that Education Scotland will ask Midlothian Council for a report on progress with the agreed areas for improvement within eighteen months of the publication of this report. Taking account of the progress report, Education Scotland will then decide whether further engagement with the school is required. (iii) Congratulate the pupils, parents and staff connected with Newbattle High School on the key strengths highlighted in the report. 2 Purpose of Report/Executive Summary The report outlines the outcome of the above inspection as carried out by Education Scotland which was communicated in their report of 6th February 2024. 13 February 2024 Report Contact: Colin McLean, Quality Improvement Manager Professional Learning and Digital Inclusion & Learning Colin.McLean@midlothian.gov.uk Page 223 of 280
Page 224
2 3 Background/Main Body of Report 3.1 In November 2023, a team of inspectors from Education Scotland visited Newbattle High School. The report was published on 6 February 2024 and is now available on Education Scotland’s website. 3.2 Education Scotland is responsible for inspecting education settings throughout Scotland. Inspectors use the following selected quality indicators from How Good is our School 4? to evaluate the quality of education provision in the primary 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 The inspection of Newbattle High School was carried out using the Education Scotland short inspection model. Focussing on QI 2.3 and 3.2 At the end of the inspection process, the outcomes are published in a short letter to parents and carers outlining the key strengths and areas for improvement This letter provides a statement of the confidence the inspectors have in the school’s capacity to improve the quality of its own work. This letter is available in Appendix B. This is published along with the summary of inspection findings (SIF). The SIF is a professional report and summarises the findings from all the evidence gathered during the inspection. This document is intended to be used by staff in progressing school improvement. This is available in Appendix B. National Improvement Framework (NIF) As part of the Education (Scotland) Act 2016, the reporting procedures for the National Improvement Framework (NIF) have been placed on a statutory footing. The evaluations of Quality Indicators 2.3 and 3.2 feed directly into the evidence base for the NIF in order to demonstrate progress with the NIF priorities and drivers for improvement. This progress is reported annually by the Scottish Government. Inspection Findings Newbattle High School was evaluated as follows: Quality Indicator Grade 2.3 Learning, teaching and assessment Good 3.2 Raising attainment and achievement Satisfactory 3.3 Strengths The inspection team found the following strengths in the school’s work. • The headteacher has a clear focus on improving attainment and achievement and is supported by senior and middle leaders effectively. This is improving outcomes for young people who are impacted by social and economic disadvantage. • Staff make skilful use of digital technology to enhance young people’s learning experiences. This is helping to develop young people’s skills and is encouraging them to reflect on their learning. • Staff work with a range of partners effectively to support improved outcomes for young people. These include ensuring all young people achieve and develop important skills towards positive destinations. Page 224 of 280
Page 225
3 3.4 Areas for improvement The following areas for improvement were identified and discussed with the headteacher and a representative from Midlothian Council. • Senior leaders should ensure all staff apply a shared understanding of high- quality learning and teaching to their practice. Staff should have high expectations of all young people and plan tasks which are appropriately challenging to meet the needs of all. • Senior leaders and staff should continue to raise the attainment of all young people. Importantly, they should improve the number and quality of National Qualification passes by young people in S4 and S5. • Senior leaders and staff should continue to develop approaches to improving young people’s attendance at all stages. 3.5 Conclusion Education Scotland will ask Midlothian Council for a report on progress with the agreed areas for improvement within eighteen months of the publication of this letter. Taking account of the progress report, Education Scotland will then decide whether further engagement with the school is required. This may involve another inspection visit. Midlothian Council will notify stakeholders of this outcome. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no financial and human resource implications associated with this report. 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. Monitoring, review and evaluation of progress by central officers in the Education Team is the control measure in place to reduce the risk of failure of settings to demonstrate their capacity to improve. 4.4 Ensuring Equalities The School Improvement Plan will be screened for equalities implications. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Report implications Appendix B –Background papers/ resources Page 225 of 280
Page 226
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. 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 226 of 280
Page 227
5 APPENDIX B Background Papers/Resource: this link Education Scotland inspection findings letter to parents Education Scotland summary of inspection findings Page 227 of 280
Page 228
Page 228 of 280
Page 229
Summarised inspection findings Newbattle High School Midlothian Council 6 February 2024 Page 229 of 280
Page 230
2 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright Key contextual information School Name: Newbattle High School Council: Midlothian Council SEED number: 5546036 Roll: 1177 young people Newbattle High School is a non-denominational secondary school serving the communities of Mayfield, Easthouses, Newtongrange, Gorebridge, North Middleton, Temple and surrounding areas. The new school building opened in June 2018. The headteacher has been in post for five years. He is supported by a senior leadership team of five depute headteachers, including one part-time. Attendance is generally below the national average. Attendance dropped significantly during and since the COVID-19 pandemic. Exclusions are generally in line with the national average. There has been a significant reduction in the number of exclusions in recent times. In September 2022, 22.6% of young people were registered for free school meals. In September 2022, 59% of young people lived in Scottish Index of Multiple Deprivation (SIMD) deciles one to three. In September 2022, the school reported that 43% of young people had additional support needs. Newbattle High School is a European Digital Skills award establishment. They mentor other schools from across Europe who seek recognition for their digital creativity. Page 230 of 280
Page 231
3 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright 2.3 Learning, teaching and assessment good This indicator focuses on ensuring high-quality learning experiences for all children and young people. It highlights the importance of highly-skilled staff who work with children, young people and others to ensure learning is motivating and meaningful. Effective use of assessment by staff and learners ensures children and young people maximise their successes and achievements. The themes are: n learning and engagement n quality of teaching n effective use of assessment n planning, tracking and monitoring n Most teachers use the school’s values well to underpin their work. In most lessons, relationships between young people and staff are positive. Staff are caring and respectful towards young people. Young people respond well to praise offered by staff and through praise postcards linked to the values. Staff and young people achieved a silver Rights Respecting Schools Award and are working towards gold as they develop their rights-based approach. n Most young people engage well with the tasks set by teachers. In a minority of lessons, young people have well-considered opportunities to work independently and to lead aspects of their learning. This enhances young people’s engagement and motivation for learning. Young people would benefit from more regular use of these opportunities across departments. n Teachers have worked collaboratively to produce a Positive Learning Policy that clearly confirms expectations and routines in classrooms. Almost all young people are polite and reflect these expectations. When required, staff respond quietly, appropriately and calmly to address the few young people who are not focused during learning and who can cause low level disruption at times. Staff should build on their positive relationships with young people by applying high standards and expectations to all young people consistently. Middle leaders and staff should continue to work with all young people to ensure these expectations and routines support positive learning environments. n The principal teacher of pedagogy, working collaboratively with teachers in the Learning and Teaching Group, has agreed what high-quality classroom practice should look like. This is shared in a well organised toolkit accessible to all staff and underpinned by the learning and teaching policy. It is supporting improvements in the quality and consistency of learners’ experiences across the school. n Most teachers design well-structured lessons, using starter activities to focus young people on their learning. Most teachers share the purpose of learning, and in a majority of lessons these are linked well to success criteria. However, success criteria too often focuses on the completion of tasks rather than how young people can show progress in learning. In a minority of lessons, teachers regularly refer to the purpose of learning and what successful learning looks like. They also review progress using plenaries effectively at the end of a lesson. This highly effective practice needs to be developed and embedded further. n In most lessons, teachers use questions to check young people’s understanding. In a minority of lessons teachers use challenging questions to ensure young people think deeply about their learning. Most young people in the senior phase experience challenge through appropriately Page 231 of 280
Page 232
4 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright paced lessons. For a majority of young people in the broad general education (BGE), the pace of learning is often too slow and tasks set are not sufficiently challenging. Middle leaders should support staff to develop an agreed approach to improve young people’s higher-order thinking skills. This should include reviewing learning which is overly teacher led and where the experience of young people is too passive. n There are examples of the highly effective use of digital technology by staff to enhance learner experiences. This is a strength of the school. All young people have their own digital device to continue to learn at home successfully. Young people with additional support needs (ASN) use a digital literacy support tool very well to support their learning. A majority of teachers use digital platforms creatively to engage young people meaningfully. This includes designing interactive tasks and valuable online assessment activities. n Most teachers check young people’s progress in learning effectively through ongoing dialogue with learners. Teachers use an appropriate range of approaches to assess young people, including an increasing range of formative assessment techniques. In most subjects, teachers use peer and self-assessment purposefully. In a few lessons, young people need further support to offer meaningful feedback on their work and the work of others. n Most young people recognise that the feedback they receive is helping them to improve and progress in their learning. In almost all lessons, young people in the senior phase receive helpful feedback through planned learner conversations with teachers. Most teachers also use digital platforms well to provide feedback to young people. This helps young people to be clear on their next steps to accelerate progress. Young people in the BGE are beginning to record and reflect on their learning through their online Learner Journey template. Teachers should now ensure all young people’s targets and next steps are consistently ambitious, realistic and well-understood by the learner. n Most teachers are confident in their assessment judgments. In the BGE, this is largely based on increasingly effective use of National Benchmarks. Additionally, most teachers engage in regular and appropriate moderation activities that supports the reliability of assessment outcomes. There has been positive moderation work conducted with local primary schools. Senior leaders identify the need for further moderation activities with other secondary schools. n In the senior phase teachers show a clear understanding of standards associated with National Qualification (NQ) courses. A number of staff adopt Scottish Qualification Authority (SQA) roles or have subject development roles at local, regional and national levels. These staff work collaboratively with the wider school to increase confidence in applying national standards. n Staff in departments regularly track and monitor the progress of young people. Middle leaders and staff work systematically to analyse attainment data and use it to inform relevant interventions when young people are under achieving. Teachers should build on this practice by using this data to inform planning of learning which is more consistently well-matched to the needs of all young people. Page 232 of 280
Page 233
5 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright 2.1 Safeguarding and child protection n The school submitted self-evaluation information related to child protection and safeguarding. Inspectors discussed this information with relevant staff and, where appropriate, children. In addition, inspectors examined a sample of safeguarding documentation. Areas for development have been agreed with the school and the education authority. Page 233 of 280
Page 234
6 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright 3.2 Raising attainment and achievement satisfactory This indicator focuses on the school’s success in achieving the best possible outcomes for all learners. Success is measured in attainment across all areas of the curriculum and through the school’s ability to demonstrate learners’ achievements in relation to skills and attributes. Continuous improvement or sustained high standards over time is a key feature of this indicator. The themes are: n attainment in literacy and numeracy n attainment over time n overall quality of learners’ achievement n equity for all learners n The headteacher, senior and middle leaders have implemented a range of targeted strategies and universal approaches to raise attainment. Many of these interventions are leading to improving patterns in attainment, such as in the attainment of young people in the BGE or those living in poverty, and aspects of literacy and numeracy measures. Whilst there are improvements on prior levels of attainment, overall young people’s attainment is below that of their peers. There is a significant need to improve the breadth and quality of passes in NQs, including in English and mathematics, particularly by young people in S4 and S5. Attainment in literacy and numeracy Broad General Education (BGE) n By the end of S3, young people’s attainment in CfE third and fourth level in literacy and numeracy has been improving from 2017/18 till 2021/22. In 2022, most young people achieved CfE third level or better in literacy, which is an improvement from a majority in previous years. A minority of young people achieved CfE fourth level in literacy. In 2022, almost all young people achieved CfE third level or better in numeracy. Just over half of young people attained at CfE fourth level, which is an improvement from a minority in previous years. Senior leaders and staff must continue to improve these measures further. n Staff use effective approaches to improve young people’s literacy. A principal teacher of transition works effectively with primary schools to plan moderation activities and to identify and support children needing literacy support. This helps more children achieve appropriate milestones at the point of transition. Teachers of English engage in helpful moderation activities to ensure the reliability of professional judgements. Staff leading on literacy offer professional learning to support all staff to embed literacy successfully as a responsibility of all. n Senior leaders are supporting the mathematics department well to develop the leadership and planning to achieve improvements in numeracy. This support is improving the tracking of learners’ progressive skills development and moderation of standards in numeracy. This is beginning to improve the robustness of teachers’ professional judgements as a result. Senior Phase Literacy and numeracy (leavers) n Almost all young people leaving school in 2021/22 achieved a Scottish Credit and Qualifications Framework (SCQF) level 4 or better in literacy. This is an improvement from 2017/18. Attainment at this level is in line with the virtual comparator (VC) for 2021/22 having been significantly lower in the previous year. In 2021/22, a majority of leavers achieved SCQF level 5 or better, and a minority achieved SCQF level 6, in literacy. Attainment at Page 234 of 280
Page 235
7 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright these levels has been significantly lower or much lower than the VC for most of the period from 2017/18 to 2021/22. n From 2017/18 to 2021/22, almost all or most leavers achieved SCQF level 4 or better in numeracy. A majority left with SCQF level 5 or better. This is generally in line with the VC over the five-year period. From 2018/19 to 2021/22, a few leavers achieved SCQF level 6. This was in line with the VC in 2021/22 after being significantly lower in selected years. n All or almost all leavers with ASN achieved SCQF level 3 or better, and most achieved SCQF level 4 or better in literacy and numeracy from 2019/20 to 2021/22. Literacy (cohorts) n At S4 most young people attained SCQF level 4 or better in the last four years. This is in line with the VC. A majority of young people attained SCQF level 5 or better in the last five years. This improved from significantly lower than the VC in selected years to being in line in 2022/23. By S5, based on the S5 roll, almost all young people attained SCQF level 4 or better in the last five years. This was in line with the VC in 2021/22 and 2022/23. At SCQF level 5 and level 6, performance has not been strong over the five-year period. Performance was significantly lower or much lower than the VC for selected years. By S6, based on the S6 roll, almost all young people attained SCQF level 5 or better in three out of the past five years, including 2022/23. This improved from significantly much lower or significantly lower than the VC in selected years to in line in 2022/23. Most young people attained SCQF level 6 in 2022/23, which is in line with the VC, and an improvement from a majority in the previous four years. Numeracy (cohorts) n At S4, most young people attained SCQF level 4 or better in the past five years. This is generally in line with the VC. A minority of young people attained SCQF level 5 or better in the last two years, which is significantly lower than the VC. By S5, based on the S5 roll, almost all young people attained SCQF level 4 or better in the past five years. This is in line with the VC. A majority of young people attained SCQF level 5 or better in the last five years. This was significantly below the VC in 2022/23. A few young people attained SCQF level 6 in four out of the past five years. This was significantly much lower than the VC in 2022/23. By S6, based on the S6 roll, almost all young people attained SCQF level 5 or better in 2020/21 and 2022/23. This is in line with the VC. A minority attained SCQF level 6 in the last five years. This is in line with the VC after being significantly lower or significantly much lower for selected years. Attainment over time BGE n Senior leaders use effective systems to track and monitor young people’s attainment. A group of middle leaders use data very effectively to identify young people off track and ensure interventions are put in place. Senior leaders should develop a raising attainment strategy. This should detail everyone’s role in raising attainment and stress how teachers should use data better to inform how they support young people to raise their attainment. n Senior leaders demonstrate positive progress over time of young people in the BGE. In 2022, by the end of S3, most learners achieved CfE third level in most curricular areas. A minority of learners achieved CfE fourth level in a majority of areas. Improvements in the BGE have the potential to enhance attainment as learners progress into the senior phase. Page 235 of 280
Page 236
8 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright Senior Phase n The attainment of young people in the senior phase has been impacted by various factors. Senior leaders identify decreasing school attendance and a drop in stay-on rates linked to the pandemic and recovery. Staff have focused on supporting the increasing wellbeing needs of young people and families, including anxiety and mental health issues. Senior leaders recognise improving young people’s attendance is key to raising attainment. Whilst strategies used to improve attendance so far demonstrate a positive impact for individuals, they are not yet leading to improvements in the overall attendance profile. Senior leaders should continue to ensure the pattern of falling attendance is addressed with a whole school, strategic approach. n The attainment of the lowest attaining 20% of leavers, using average complementary tariff scores is generally in line with the VC. The attainment of the lowest attaining 20% of leavers with ASN has improved over the last five years and now sits above the VC in 2021/22. The performance of the middle 60% shows no consistent pattern of improvement and for four of the last five years has been significantly lower than the VC. The performance of the highest 20% has improved and moved from being significantly lower to being in line with the VC. n In S4, and by S5, based on the S5 roll, the performance of the lowest and highest 20% is generally in line with the VC over the last five years. For the middle 60%, performance is generally significantly lower than the VC over the past 5 years. By S6, based on the S6 roll, performance of all groups is improving and has moved from being significantly lower in selected years to being in line with the VC in 2022/23. Breadth and Depth n Staff are increasing the range of SCQF courses offered to learners. This year, senior leaders increased the number of NQ courses studied by learners in S4 from six to seven, offering greater opportunities for success. Senior leaders recognise that there is a significant need to improve the attainment, and quality of passes, of young people in S4 and S5. n Staff’s relentless focus on raising attainment for all supports most young people at S4 to attain five or more courses at SCQF level 3 or better over the five-year period. This is generally in line with the VC. Most young people attain two or more to three or more courses at SCQF level 4 or better over the five-year period, which is generally in line with the VC. The school’s performance at four or more to five or more courses in SCQF level 4 or better has been significantly lower than the VC in three of the last five years. Attainment at SCQF level 5C or better is significantly lower or much lower than the VC over the last five years. n By S5, most young people achieved four or more awards at SCQF level 4 or better and most young people achieved one or more awards at SCQF level 5C or better in the last two years. This is generally in line with the VC. There has been an improvement in young people attaining SCQF level 5C or better and SCQF level 6C or better over the last five years. However, performance is generally significantly lower or much lower than the VC. n By S6, for those young people who stay on at school there are some improvements in their attainment. The school’s performance at one or more to five or more awards at SCQF level 5A or better has improving patterns and is generally in line with the VC. A majority of young people achieved one or more qualifications, and a minority achieved three or more qualifications, at SCQF level 6A or better from 2020/21 to 2022/23. This is in line with the VC. There are improving patterns in the attainment of one or more and two or more awards at SCQF level 7C over the past five years. In 2022/23, around half of young people attained one or more awards at SCQF level 7C which is significantly higher than the VC. Page 236 of 280
Page 237
9 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright Overall quality of learners’ achievement n The quality of learners’ achievements is a strength of the school. A majority of young people benefit from an extensive range of clubs and activities, including sport, literacy and expressive arts. These allow young people to develop their confidence and team working skills. Staff track young people’s participation in activities. This ensures staff identify and address those not benefitting from involvement. Senior leaders plan to renew a skills framework to help young people communicate better how they are developing important skills. n Staff recognise and celebrate all young people’s achievement and success in a range of ways. They award praise postcards, house points and promote success through display boards and an active social media presence. Award ceremonies celebrate the attainment and achievement of young people, with a focus on being inclusive of the achievements of all. n Senior leaders and staff ensure young people benefit from the development of skills through a developing range of vocational courses and awards. For example, the very high-quality range of challenging and progressive learner pathways available through Sports and Wellbeing. Over 100 young people develop important leadership skills through the ‘Aim Higher’ leadership academy. Young people gain skills in communication and leadership through well-planned pupil groups such as the children’s rights and mental health groups. This is supporting young people to feel empowered to make a positive difference to their school. n Learners benefit from staff’s very strong partnership working. Partners help in various ways, including supporting young people to achieve, develop skills and to support learning pathways. Equity for all learners n The headteacher, supported by all staff, is committed to ensuring equity for all learners. Staff have very effective tracking systems in place to monitor young people with barriers to their learning. As a result, senior leaders are clearly able to demonstrate improvements in the attainment of young people. Staff are closing attainment gaps for young people who receive free school meals, with an ASN, or who live in SIMD one to three. n There is a clear plan in place for Pupil Equity Funding (PEF). Senior leaders consult all parents on the use of PEF. Positively, staff have also asked parents if they have seen the impact of PEF on their children’s experiences and outcomes. This is supporting planning of future spending. PEF has been mainly spent on staffing, such as nurture, mental health and outreach workers. These staff work very well together to target interventions for young people. They, with other staff, have raised attainment through approaches to nurture, transitions and a focus on ensuring learners achieve at least five awards at SCQF level 3 or better. Most learners accessing interventions achieved their targeted level in the BGE or gained five or more awards at SCQF level 3 or better in the senior phase. n Senior leaders need to continue with positive steps taken to raise attainment. While there have been improvements for school leavers living within SIMD one to three, attainment is still significantly lower when compared to young people living in similar deciles across Scotland. n Staff use robust approaches to monitor young people’s attendance. They are aware that attendance is below national averages and are taking positive steps to address this. A few targeted young people have improved their attendance through involvement in out-of-school supports, digital learning and partnerships supporting them to reengage in learning. n Staff work effectively with a range of partners such as Skills Development Scotland, local employers, colleges and universities to support young people when they leave school. As a Page 237 of 280
Page 238
10 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright result, almost all young people move on to a positive destination. The majority move to further or higher education with a significant minority going to employment. Employment opportunities include both full and part-time employment with a minority successfully engaging in modern apprenticeships. Young people also benefit from the Lothians Equal Access Program for Schools (LEAPS) which supports access to university. Page 238 of 280
Page 239
11 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright Quality of provision of Special Unit The Complex Needs Base (CNB) in Newbattle High School recently opened. There is one class, with a few young people from S1 and S2. The roll is likely to increase during the next academic session. There is one teacher and two learning assistants. A depute headteacher has leadership responsibility for the base. The Midlothian Education Resource Group considers which education resource is most suitable for young people who cannot sustain mainstream education. The CNB works with young people who have significant additional support requirements. QI 2.3 Learning, teaching and assessment n Staff have developed a friendly and welcoming atmosphere within the CNB. They are respectful and inclusive which results in positive relationships between them and young people. All young people actively participate in appropriately challenging tasks. Staff plan learning that appeals to young people’s interests and takes account of their areas of strength and enjoyment. Teachers support young people to make use of appropriate digital technology which assists learning. Depending upon their abilities, young people complete tasks on their individual laptop and send their work to teachers for feedback. They say they prefer this way of working, and it supports them to improve their literacy skills. This helps to build valuable digital skills for the future. Appropriately, teachers recognise the need to encourage writing and they should continue to support and provide tasks to help improve young people’s handwriting. n Teaching is underpinned by a commitment to inclusive values. Teachers and staff demonstrate consistently caring and positive interactions with young people. They tailor learning to young people’s individual needs. This is helping young people to spend more time in class than they were able to sustain at previous placements. Teachers work skilfully with young people to find the correct balance between support and challenge. n Teachers assess young people’s needs effectively and use this information to plan learning appropriately. Teachers collate information from young people’s previous placements to inform the work they set. Senior leaders and the local authority should work together to plan effective transitions for young people who will attend the base. As the provision is very new, plans are in place to establish improved joint working with previous school placements. Senior leaders and teachers should also continue with their well-considered plans to work with similar provisions within and beyond the local authority. This will enhance staff professional learning, and opportunities for moderation will support robust assessments of CfE levels. Teachers should continue to draw upon the National Benchmarks to assess the knowledge, understanding, and skills for learning, life and work which young people are developing across the curriculum. n Teachers and staff plan activities to ensure young people progress through a broad range of learning experiences and outcomes. The development of processes for planning and assessment are in the early stages and are not yet fully established. Current planning reflects the wellbeing indicators and is personalised for each young person. Learners and their families are beginning to contribute to planning learning, including some input into the shape of the school day and the topics they will cover. Senior leaders should begin to find further ways to involve young people and their families in the development of plans for the base. n Staff plan for young people to begin joining peers in mainstream classes when they have settled in the school. Senior leaders should ensure that this is given priority when appropriate. Where applicable, mainstream teachers should be familiar with young people’s education plans and should contribute to planning and the assessment of young people’s progress. Page 239 of 280
Page 240
12 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright QI 3.2 Raising attainment and achievement n Learners in the base are making appropriate progress from their prior levels of attainment in literacy and numeracy. Young people enjoy tuition in very small groups and have access to experienced staff who understand their needs. All young people are working towards early or first level in both literacy and numeracy. A few young people work on aspects of second level on literacy and numeracy. n In literacy, young people are making appropriate progress for their developmental stage. Young people write a daily diary and begin this task by verbally recounting the entry. Young people use drawings as a stimulus and recount events using art to help them tell the story. Most young people write independently, punctuating sentences accurately. For example, using capital letters, full stops and question marks. Young people take turns to speak and contribute to conversations at the appropriate time when engaging with others. n In numeracy, young people estimate the value of a pile of coins and can discuss the value of money in relation to items they might purchase. They accurately count and confirm the value. Young people work towards individual targets in numeracy and staff respond to their requirements appropriately. n Senior leaders and teachers should now begin to gather data over time about young people’s progress within the BGE. They should analyse this data and include information about young people’s progress in achieving literacy and numeracy targets within support plans. This would provide further helpful information to support individual progress. n Young people celebrate their own and each other’s achievements within the base regularly throughout the school day. There is a culture of praise and kindness, and young people enjoy discussing their success at school. Senior leaders and staff are devising ways for young people to be more fully involved in the life of the school. This includes joining other classes for selected activities like baking and during social times for gaming. These activities are increasing inclusion generally for all young people at the school. Young people at the base are building confidence and valuable social skills. The school should expand on this positive start, ensuring that there are plenty of opportunities for all young people to be fully included in the life of the school. Page 240 of 280
Page 241
13 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright Other relevant evidence n Staff have a clear understanding of the socio-economic circumstances of young people and their families. Detailed information on socio-economic disadvantage in the local area and the main drivers of poverty support staff to understand the school’s context. Staff have taken positive steps to ensure that there is no cost associated with the school day. Additionally, staff actively consider how to support families by reducing costs for achievement opportunities. n The school submitted information relating to compliance with the revised Nutritional Regulations 2020 and key duties as required by The Schools (Health Promotion and Nutrition) (Scotland) Act 2007. The Health and Nutrition Inspector (HNI) discussed this information with relevant staff and young people. In addition, the HNI examined documentation relating to the effectiveness of whole-school approaches to improving the health and wellbeing of young people through food in school. A few areas for improvement have been agreed with the school and the school meals provider. Aspects of good practice were identified in relation to food in schools. Page 241 of 280
Page 242
14 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright Practice worth sharing more widely n The very high-quality approaches in the Sport and Wellbeing department that provide challenging and progressive pathways for all young people. Page 242 of 280
Page 243
15 | Summarised inspection findings Newbattle High School (5546036) Midlothian Council © Crown Copyright Explanation of terms of quantity The following standard Education Scotland terms of quantity are used in this report: All 100% Almost all 91%-99% Most 75%-90% Majority 50%-74% Minority/less than half 15%-49% A few less than 15% Other quantitative terms used in this report are to be understood as in common English usage. Page 243 of 280
Page 244
Page 244 of 280
Page 245
1 | Newbattle High School, Midlothian Council, 5546036 © Crown Copyright 6 February 2024 Dear Parent/Carer In November 2023, a team of inspectors from Education Scotland visited Newbattle High School. During our visit, we talked to parents/carers and young people and worked closely with the headteacher and staff. The inspection team found the following strengths in the school’s work. • The headteacher has a clear focus on improving attainment and achievement and is supported by senior and middle leaders effectively. This is improving outcomes for young people who are impacted by social and economic disadvantage. • Staff make skilful use of digital technology to enhance young people’s learning experiences. This is helping to develop young people’s skills and is encouraging them to reflect on their learning. • Staff work with a range of partners effectively to support improved outcomes for young people. These include ensuring all young people achieve and develop important skills towards positive destinations. The following areas for improvement were identified and discussed with the headteacher and a representative from Midlothian Council • Senior leaders should ensure all staff apply a shared understanding of high-quality learning and teaching to their practice. Staff should have high expectations of all young people and plan tasks which are appropriately challenging to meet the needs of all. • Senior leaders and staff should continue to raise the attainment of all young people. Importantly, they should improve the number and quality of National Qualification passes by young people in S4 and S5. • Senior leaders and staff should continue to develop approaches to improving young people’s attendance at all stages. Page 245 of 280
Page 246
2 | Newbattle High School, Midlothian Council, 5546036 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using quality indicators from How good is our school? (4th edition). Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Newbattle High School Quality indicators Evaluation Learning, teaching and assessment good Raising attainment and achievement satisfactory Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale. A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Details | Find an inspection report | Find an inspection report | Inspection and Review | Education Scotland. What happens next? We will ask Midlothian Council for a report on progress with the agreed areas for improvement within eighteen months of the publication of this letter. Taking account of the progress report, we will then decide whether further engagement with the school is required. This may involve another inspection visit. Midlothian Council will write to you again detailing the improvements the school has made and outlining any further action that we intend to take, as agreed with Midlothian Council Mr Graham Parry HM Inspector Page 246 of 280
Page 247
Performance, Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 5.10 Inspection of Community Learning and Development (CLD) Services in Midlothian Report by Michelle Strong, Education Chief Operating Officer Report for Information 1 Recommendations PRS are asked to note: • The very positive inspection of the CLD Partnership Plan and associated work. • The areas for development focusing on shared ownership of CLD Plans, joint self-evaluation and individual learning plans. A development action plan is being produced with partners. 2 Purpose of Report/Executive Summary The purpose of this report is to highlight the positive partnership inspection of CLD through the recent progress visit. The formal report was published on 30 April 2024. 01 May 2024 Report Contact: Annette Lang, Group Service Manager CLLE Annette.Lang@midlothian.gov.uk Page 247 of 280
Page 248
3 Background 3.1 Legislation and Policy The statutory basis for Community Learning and Development (CLD) is set out under section 1 and 2 of the Education (Scotland) Act 1980 (referred to as the 1980 Act): Section 1 of the Act places duties on education authorities to secure adequate and efficient provision of school education and further education for their area. This includes CLD and is not age limited. Section 2 of the Act sets out The Requirement for Community Learning and Development (Scotland) Regulations 2013 which allows Scottish Ministers to prescribe the standards and requirements to which every education authority much comply with when discharging their statutory functions under the 1980 Act. The Regulations 2013 set out the requirement in relation to the process to be undertaken by education authorities in securing CLD provision. Under the Requirements, local authorities must publish a plan every 3 years containing information about the provision of CLD within their area. The 4 CLD Regulations seek to strengthen the legislative basis for CLD by placing requirements on local authorities in relation to the auditing of need for CLD, as well as consultation and planning at a local level. 3.1.1 Regulation 1 – Citation, commencement, and interpretation Key activities to fulfil CLD outcomes and activities set out in legislation are as follows: Community Development/Building Community Capacity • Enabling people to develop the confidence, understanding and skills required to influence decision making and service delivery. • Volunteering. Youth work/family learning and other intervention work with children, young people, and families • Engaging with young people to support their personal, social, and educational development and have a voice. • Family learning. 3.1.2 Regulation 2 – The process to secure CLD in the local authority area This regulation requires the local authority to initiate, maintain and facilitate a process which ensures CLD is secured in such a way that it: • Identifies target individuals and groups. • Considers the needs of those target individuals and groups for CLD. • Assesses the degree to which those needs are already being met; and identifies barriers to the adequate and efficient provision of relevant CLD. Page 248 of 280
Page 249
3.1.3 Regulation 3 Duty to involve and consult: This regulation requires the local authority to involve and consult community members who represent: • The target individuals and groups. • Providers of CLD within the area. 3.1.4 Regulation 4 Three-year plan: This regulation requires the local authority to consult on and publish plans every three years containing specific information on the provision of CLD by both the local authority and its partners. In Midlothian, this statutory function is delivered as follows: https://www.midlothian.gov.uk/download/downloads/id/4295/midlothian_statutory_co mmunity_learning_and_development_plan_2021_to_2024_pdf.pdf 3.2 March 2024 Progress Inspection Partnership Visit Midlothian CLD HM Inspectors visited Midlothian Council to undertake a community learning and development (CLD) progress visit during March 2024. During the visit, we talked to learners and community representatives, CLD leaders, managers, staff, and volunteers, and other key stakeholders. HM Inspectors evaluated the effectiveness of local authority CLD partnerships’ approach to self-evaluation and planning for improvement, and considered progress made against identified priorities in their CLD plans. During the visit, Education Scotland spoke with learners and community representatives, CLD leaders in the public and third sectors, managers, staff, and volunteers, and other key stakeholders to determine Midlothian Council’s and partner’s effectiveness and areas for improvement. The inspection team focused on answering the following two questions: • How effective is the leadership of the local authority and their CLD partners in improving outcomes? • How well does the performance of the local authority and their CLD partners demonstrate positive impact? Leadership and Improving Outcomes – Positive Progress The leadership of CLD at all levels is confident and effective. There is a clear shared vision and ambition for improving the lives of individuals and communities. The CLD Plan is closely aligned to the Single Midlothian Plan, and the two high-level plans complement each other well. The governance of CLD is clear, efficient and integrated well into both council and Community Planning Partnership (CPP) reporting structures and scrutiny arrangements. Regular and detailed reporting is ensuring that the council and strategic partners are clear about the progress they are making. Council internal reporting and governance is used well by senior leaders to analyse and scrutinise achievements against planned actions and targets. Midlothian Voluntary Action (MVA) is a key and vital partner in CLD. MVA contributes effectively to the leadership, governance and delivery of CLD plan priorities. The work and Page 249 of 280
Page 250
contribution of CLD to council and CPP priorities is valued highly by senior leaders and elected members. There are a range of opportunities for stakeholders, including young people and adults, to inform and influence the CLD Plan. For example, through commissioned research, consultations, focus groups and youth and community forums. There is a well-embedded culture of strong and effective partnership working. Clearly defined roles and high levels of trust between the Communities Lifelong Learning and Employability (CLLE) service, third sector and other partners is helping to ensure a collaborative and collective endeavour to improving lives. This is helping to make effective and efficient use of reducing resources by avoiding duplication and targeting resources to areas of greatest needs. Council and CLD partners planning for improvement is based on robust evidence and underpinned by the comprehensive Profile of Midlothian. Partners focused on improving health and wellbeing and tackling poverty are improving their coordination of provision. This is helping to improve outcomes for individuals and families. The communication between council departments and the Federation of Community Councils, its sub-groups and local Community Councils is improving. This has strengthened links with the planning and roads departments, resulting in earlier engagement and improved communication with communities. The Shaping Places Programme is building capacity and leading to improvement. The programme has directly influenced decision-making by informing changes to the Single Midlothian Plan. Staff and volunteers know their communities and learners well. Programmes and activities are adapted well to continue to meet ongoing needs. The Local Employability Plus Partnership is a highly effective group and network of council, CLD partners and third sector organisations. Their open and collaborative approach is helping to ensure that limited funding is distributed well to local groups and organisations. Staff and volunteers are supported well to increase their skills and knowledge. Staff are actively encouraged and supported to suggest and to lead improvements and new initiatives. Routes into employment from volunteering and career progression in CLD (CLLE) are supported well by the council. For example, from an introduction to youth work through to degree level qualifications for a few staff. The council and CLD partners, including MVA, are effective at sharing training opportunities, which is helping to widen reach and maximise the use of available resources. Performance and Positive Impact Areas of Positive Progress Midlothian Council and community planning partners gather and analyse a rich variety of data and other information well to demonstrate the positive impact they are making. Senior leaders are effective at driving this. They understand the story behind the data and benchmark their performance against similar CLD provision across Scotland. Overall, the council and partners are making positive progress towards achieving almost all of the high-level targets within the Single Midlothian Plan and CLD Plan. Case studies are used very well to exemplify where CLLE and partners are making a difference to the lives of individuals and communities. Overall, the majority of participation and achievements of learners are returning to pre-pandemic levels. A few measures show a significant upward trend over time. In recent years, the numbers of young people achieving a positive post school destination has significantly improved and is now consistently high. CLD partners gather and analyse data systematically to inform and deliver a multi-agency programme of diversionary youth work activity. As a result, they have significantly reduced levels of youth anti- social behaviour. Page 250 of 280
Page 251
The local authority and partners are very effective at removing barriers to participation. For example, they deliver many programmes and activities free of charge, cover travel expenses and provide equipment. The online delivery of programmes, such as the mental health and wellbeing course, is making this more accessible to those that work or who have other responsibilities. A few CLD and other partners are working well with schools. This is helping to ensure the most appropriate, timely and effective support is put in place for children, young people and families that need it the most. Adjustments to the Duke of Edinburgh’s Award provision is helping to remove barriers to participation, including for young people with additional support needs. As a result, more young people are being recognised for their achievements and have increased confidence to progress to other programmes and activities, such as volunteering. Young carers attending the Croft Street Hub are supported well to study in a safe, quiet and nurturing learning environment. Adult learners are supported well to complete accredited courses based on their needs and interests. Learners value highly the support provided by CLLE staff, which is helping to maintain their interest in learning during difficult times in their lives. Committed and well-supported volunteers are helping to improve lives and communities. For example, conversation café volunteers are helping adults learning English and become part of their community. Ageing Well volunteers are helping to reduce social isolation and keep older people physically active. Older adults involved in the Village Voices reminiscence group benefit from the social interaction and support from other group members. A few have developed friendships and now meet out with the group. The allocation of Local Authority Covid Economic Recovery Funds to ‘trusted partners’ is helping to ensure that resources reach those households on low incomes or impacted by the cost-of-living crisis. As a result, individuals and families are receiving much needed support and advice on financial management, food supplies and money to cover unexpected bills. Local community development trusts (CDT) positively benefit from effective support provided by the local authority and MVA. This is helping CDTs to secure assets, attract funding and develop their capacity to progress. CDT and local organisations network well to share their experience and learn from each other. They use community consultation and engagement well to inform their priorities. As a result, communities across Midlothian are benefiting from access to an increasing range of provision. Overall, participants across a range of programmes and activities are gaining new knowledge and skills helping them to meet their aspirations and needs. For example, young people who are at risk of not achieving a positive destination are gaining skills through Croft Street Hub and Loanhead Vocational Learning Centre provision. Most of these young people are working towards a Foundation Apprenticeship or other Scottish Qualification Authority qualification. As a result, almost all are more aware of their skills, interests and career aims and are better able to progress to other learning. Adults attending the online mental health and wellbeing course are developing strategies to help them tackle stress and anxiety and learning how to support other members of their family. All of the adults participating in the No One Left Behind employability programme are developing skills, gaining qualifications and progressing to further learning, volunteering or employment. Through their engagement, a few learners have become increasingly self-aware, such as recognising challenges with their mental health. As a result, they are accessing the help and support they need to build their confidence and to progress. Digital learners, English for speakers of other languages students, literacy students and Gaelic learners are gaining skills and progressing to other learning. As a result of gaining new skills and qualifications, learners are better able to secure employment. Page 251 of 280
Page 252
Across provision, the achievements of young people and adults are regularly recognised and celebrated well. In summary The report emphasised that “the council and partners are making positive progress towards achieving almost all of the high-level targets within the CLD Plan. With regards to CLD for young people, areas of positive progress highlighted in the report included the following: • The majority of participation and achievements of learners returning to pre- pandemic levels. • A consistently high number of young people achieving a positive post school destination. • Significantly reduced levels of youth anti-social behaviour, following the delivery of a multi-agency programme of diversionary youth work activity. • Committed and well-supported volunteers are helping to improve lives and communities. Midlothian’s CLD provision for adult learners also received praise in the report, with the following areas highlighted: • Conversation café volunteers are helping adults learning English and become part of their community. • All of the adults participating in the No One Left Behind employability programme are developing skills, gaining qualifications and progressing to further learning, volunteering or employment. • Adults attending the online mental health and wellbeing course are developing strategies to help them tackle stress and anxiety and learning how to support other members of their family too. Community Development Support The report also highlighted the progress of Community Development Support in the following areas: • Partners focused on improving health and wellbeing and tackling poverty are improving their coordination of provision. • The communication between council departments and the Federation of Community Councils, its sub-groups and local Community Councils is improving. • Local community development trusts (CDT) positively benefit from effective support provided by the local authority and Midlothian Voluntary Action (MVA). • The Shaping Places Programme is building capacity and leading to improvement. The local authority and partners are very effective at removing barriers to participation. For example, they deliver many programmes and activities free of charge, cover travel expenses and provide equipment. Adjustments to the Duke of Edinburgh’s Award provision is helping to remove barriers to participation, including for young people with additional support needs. Page 252 of 280
Page 253
Areas for Development: There is not yet shared ownership of all CLD priorities or a consistent understanding of how all key stakeholders contribute fully to the CLD Plan. Whilst the close alignment between the CLD Plan and the Single Midlothian Plan is a strength, a few key stakeholders do not fully recognise how they contribute to progressing CLD Plan priorities. Joint self-evaluation is not yet systematic across collaborative work with all relevant partners, such as the health service. Senior leaders should review current self-evaluation arrangements to ensure that collective impacts and information from all key partners helps to more fully inform and influence strategic decision-making. Across various programmes, a few learners are not aware of having an individual action plan. Key workers should ensure that all learners are clear about the progress they are making and have ownership of their individual action plan. The full report from Education Scotland can be read in full through the following link: https://education.gov.scot/inspection-and-review/find-an-inspection-report/find-an- inspection-report/details?id=5306 3.3 Next Steps The local authority and their CLD partners are making sufficient progress with their CLD plan and have the capacity to continue to improve. As a result, HM Inspectors will take no further action in relation to this progress visit. However the CLLE service and its CLD delivery partners will work together to produce an area for development plan and these priorities will be included within the new 3-year CLD Plan required in September 2024. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource Staff and partners time is required to support the areas for development action plan. 4.2 Digital Not applicable. 4.3 Risk Not applicable. 4.4 Ensuring Equalities (if required a separate IIA must be completed) The purpose of CLD activity is to reduce barriers to participation in building skills for learning, life and work. ICLD activity also is responsible for improving outcomes in communities and reducing unemployment. Page 253 of 280
Page 254
APPENDIX A – Report Implications A.1 Key Priorities The overall CLD activity aligns with the key outcomes in the Single Midlothian Plan as indicated by this recent inspection. 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 inspection report on the CLD and Partners Progress Visit indicates positive progress is being made in securing best value. A.5 Involving Communities and Other Stakeholders Many community and third sector and public sector stakeholders were included within the inspection visit through focus groups. A.6 Impact on Performance and Outcomes Positive trend data indicating improved performance was evidenced through the inspection process. Page 254 of 280
Page 255
A.7 Adopting a Preventative Approach Ensuring we meet our CLD statutory duties supports improved outcomes through enhancing current preventative approaches. A.8 Supporting Sustainable Development Ensuring we meet our CLD statutory duties supports the ability to build sustainability into the joint work taking place through CLD activity and is one of the key themes within the existing CLD Plan. Page 255 of 280
Page 256
Page 256 of 280
Page 257
Inspection of Highbank Intermediate Care Home Report by Grace Cowan Head of Primary Care and Older People 1 Purpose of Report This report provides an overview of the resent unannounced care inspection for Highbank Intermediate Care Home. 2 Background 2.1 Highbank Intermediate care facility was inspected by the Care Inspectorate as a registered facility for people aged over 60. The care home was inspected on the 9th/10th January 2024 with the report published on the 16th January 2024. Highbank Intermediate Care facility provides step down intermediate care for 38 people and short break respite for 2 residents. Some bedrooms have ensuite, with shared toilets/bathrooms in each unit. The care home is based over two floors and is made up of six wings all with separate lounge, kitchenette, and dining areas. The laundry and main kitchen are on the ground floor of facility. The inspection format was undertaken under Care Inspectorate Heath and Social Care standards for care homes. 2.2 Following the recent inspection a report was published that details the areas of its findings and outlines areas for recommendation and/or requirements. The inspection report grades the areas of inspection from 1 (Unsatisfactory) to 6 (Excellent). This inspection report graded the three areas as follows: How well do we support people’s wellbeing? 4 Good How good is our leadership? 5 Very good How good is our care and support planned? 4 Good 2.3 Key messages from the report: There were good working relationships between management and staff. The management team had effective oversight of the service. Performance Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 5.11 Page 257 of 280
Page 258
Significant strengths in relation to management and leadership were identified during the inspection which the care inspectorate noting this to have a significant impact on positive outcomes and experiences for people being supported and their families. Staff encouraged people to be independent, promoted choice and consistently which showed in depth knowledge of each person and as a result had meaningful interactions. A programme of meaningful activities was available to all within Highbank, and staff facilitated people engaging with this when additional support was needed. This ensured peoples wellbeing and sense of worth was enhanced by staff who were knowledgeable and skilled. People experienced compassion, dignity, and respect, with staff knowing the people they supported very well and working as a team to achieve positive outcomes for people. There was a culture of respect within Highbank between all members of the team which the inspectors noted, created a lovely environment. Staff expressed they were happy in their roles and noted satisfaction in supporting people to have a better quality of life. People’s health needs were monitored well, and referrals were made to health professional. There were very good relationships with health care professionals and the regular multi-disciplinary meeting were highlighted as having a positive impact on health outcomes for people supported in Highbank. 2.4 All previous areas for improvement had been fully met. There were no areas of improvement noted from this unannounced inspection. 2.5 Actions taken in response to inspection: No specific action to take place but ongoing quality assurance and improvement programme underway. 2.6 There have been not complaints since the last inspection. 3 Conclusion This was a positive inspection, with encouraging feedback from families and staff. n Page 258 of 280
Page 259
4 Report Implications 4.1 Resource There are no financial and human resource implications associated with this report. 4.2 Risk The Care Inspectorate inspect all registered services on a regular basis with announced and unannounced inspections. A report is published which informs all stakeholders about the key strengths of the service, areas for improvement and sets out the main points for action. Following the publication of that report it is accessible to the public via the Care Inspectorate website, and by requesting a hard copy. It is also on display in the Care at Home base for staff and visitors to access and review progress. 4.3 Policy Strategy This positive report has been noted by the social work assurance group, within Midlothian HSCP. Consultation: Copies of the Inspection report have been made available to Elected Members, and staff members, and notified to families/carers and other interested parties. 4.4 Equalities There are no apparent equalities issues. 5 Technology issues There are no Technology related issues arising from this report. 6 Recommendations PRS is asked to: (i) Note the content of the report, and progress made and forward to Performance Review and Scrutiny Board 10th April 2024 Report Contact: Grace Cowan grace.cowan@midlothian.gov.uk Page 259 of 280
Page 260
Page 260 of 280
Page 261
HighbHighbankank Care Home Service 9a Bonnyrigg Road Eskbank Dalkeith EH22 3EY Telephone: 01312 705 640 Type of inspection: Unannounced Completed on: 16 January 2024 Service provided by: Service provider number: Midlothian Council SP2003002602 Service no: CS2003011087 Page 261 of 280
Page 262
About the service Highbank care home provides care to a maximum of 40 people over the age of 60, of which 6 will be respite/short breaks places. The Provider of the service is Midlothian Council. A new home is scheduled to be built within the next two years to offer a more specialised service in a more suitable environment. The care home is situated in Eskbank, Dalkeith, and is close to shops and local amenities. The home comprises of two floors that offer accommodation. The home is made up of six wings, each with a lounge/ dining and kitchenette area. Some bedrooms have en-suite facilities. There are shared toilets and bath/ shower rooms in each unit. The laundry and kitchen area are on the ground floor. There are patio and garden areas around the home that people can access easily. The care home provides intermediate care which includes rehabilitation and assessment. Placements are usually short term before people move on and professionals are involved from the Health and Social Care Partnership to provide support, such as, physiotherapists, and district nurses. About the inspection This was an unannounced follow up inspection which took place on 9 Jan 2023 between 9:30 am and 16:30 and 10 Jan between 09:00 and 16:00. The inspection was carried out by two inspectors from the Care Inspectorate. To prepare for the inspection we reviewed information about this service. This included previous inspection findings, registration information, information submitted by the service and intelligence gathered since the last inspection. In making our evaluations of the service we: • spoke with people using the service and their families/friends. • we talked with members of staff and the management teams • observed staff practice and daily life and reviewed a range of documents Inspection rInspection reporteport Inspection report for Highbank page 2 of 9 Page 262 of 280
Page 263
Key messages People experienced compassion, dignity and respect. The staff knew the people they supported very well and worked as a team to achieve positive outcomes for people. People were supported by staff to enjoy meaningful activities . Peoples health needs were monitored well and referrals were made to health professionals when needed. There were good working relationships between management and staff. The management team had effective oversight of the service. 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? 5 - Very 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 Highbank page 3 of 9 Page 263 of 280
Page 264
How well do we support people's wellbeing? 4 - Good We found significant strengths in aspects of the care provided and how this supported positive outcomes for people. Therefore, we evaluated this key question as good. People experienced warmth and kindness from staff who had built up positive relationships with the people they support. Staff encouraged people to be independent, promoted choice and consistently showed in- depth knowledge of each person and as a result had meaningful interactions. This ensured peoples wellbeing and sense of worth was enhanced by staff who were knowledgeable and skilled. There was a culture of respect within Highbank between all members of the team which created a lovely environment All the staff we spoke with stated they were happy in their roles and how much satisfaction they got from supporting people to have a better quality of life. People were encouraged to make decisions and choices about how wanted to spend their time which allowed them to maintain and develop their interests and what matters to them. This was very beneficial as Highbank offers intermediate care and many are awaiting care packages to return home. Independence was promoted at the right level to make the transition easier. Staff supported activities and worked alongside the activity coordinator. This ensured people had opportunities to enjoy and take part in activities should they wish to do so. People were having fun and social bonds were clearly seen between people living in the home. There was one activity coordinator who was working on plans to do more one to one activity and activities upstairs to include those who choose to stay in their rooms. People benefitted from regular interactions and engagements from staff which provided opportunities to feel included. 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 that are important to them. Where restrictions were needed, such as outbreaks of infectious disease, this was managed in a way that still allowed service users to have contact and relationships but ensuring that all involved are fully informed of the situation and can make informed decisions around visiting and infection control. Meal time experience was well organised and unhurried. People sat with friends and there was a very relaxed atmosphere with people chatting and interacting with each other. Staff encouraged and enabled people to eat their meals independently with just the right level of support where needed. This was offered in a respectful manner. There was access to a variety of meals and drinks. Staff promoted good hydration to people who needed gentle prompting throughout the day. Peoples wellbeing benefitted from an approach that enabled a healthy attitude to food and drink. Management regularly monitored and audited medication and staff received regular training to ensure safe practice which benefitted people's health. There were very good relationships with health care professionals and regular multi-disciplinary meeting were taken place. This had a positive impact on health outcomes for people supported in Highbank by people working together proactively. Inspection rInspection reporteport Inspection report for Highbank page 4 of 9 Page 264 of 280
Page 265
How good is our leadership? 5 - Very Good We found significant strengths in relation to management and leadership that had a significant impact on positive outcomes and experiences for people being supported and their families. Therefore, we evaluated this key question as very good. People benefitted from good leadership skills because quality assurance and improvement were led well. Management promoted strong teamwork and high standards of practice as well as the understanding of maintaining the standards and leading changes where improvement was necessary. People could be assured the organisation providing their care was well led and managed. Staff received regular training and supervisions. Staff told us the management team were supportive and approachable ,they felt listened to and valued. Team morale was high and staff felt able to offer ideas to help drive improvement and further develop their knowledge and skills. This meant people could have confidence staff were trained , competent and skilled and followed their professional and organisational codes. The manager had developed a full and comprehensive quality assurance system and demonstrated a clear understanding of what works well and what improvements are needed. This will ensure people benefit from a culture of continuous improvement. Relatives spoke positively about communication and relationships with the management team and staff. People could be confident that learning from feedback improved outcomes for people. The manager was responsible for the recruitment of staff, safe recruitment guidance was followed. Systems in place were completed consistently and staff did not commence employment until all necessary pre employment checks were carried out and satisfactory. 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 well written, person centred and contained very informative detailed information about the person. The plans were easy to follow and gave a good background on the person, their life, medical history and who and what was important to them. The plans were regularly updated and reviewed. This demonstrated there was a sustained approach to ensuring support plans held relevant information to deliver the right care and support for that person. Legal documents were all in place as well as risk assessments and safety plans. This meant there was clear guidance for all staff to minimise risk and ensure people were safe. The support plans were all in paper formats which made them time consuming to review to ensure every section was up to date. The personal plans would benefit from further work to ensure they included guidance for staff on supporting someone with stress and distress. This would include effective interventions to support the person and any reasons for their stress and distress. This would lead to consistent approaches for the benefit of the person. This was discussed with the manager who responded immediately with an action plan with timeframes to ensure this was completed. We have therefore not made an area for improvement. Inspection rInspection reporteport Inspection report for Highbank page 5 of 9 Page 265 of 280
Page 266
Anticipatory care plans were in place and reviewed and updated regularly by the management team where needed. Areas for improvement Previous area for improvement 1 Staff should follow the 'Open with Care' guidance on visiting to ensure that people make the most of spending time with their friends and loved ones. This is to ensure care and support is consistent with Health and Social Care Standard 2.18: I am supported to manage my relationships with my family, friends or partner in a way that suits my wellbeing This area for improvement was made on 5 July 2021. Action taken since then There are no restrictions on visiting and clients are supported in relationships that suits their wellbeing. During any outbreaks this is managed in a way that still allow clients to have contact and relationships but ensuring that all involved are fully informed of the situation and can make informed decisions around visiting and infection control. This area for improvement was met. Previous area for improvement 2 Staff should be aware of the legal framework that supports adults with incapacity to ensure their rights are met. Appropriate documentation should be available for staff to see and use to ensure they have the knowledge and understanding to support people who lack capacity. This includes information as to who is making decisions on the person's behalf. This is to ensure care and support is consistent with Health and Social Care Standard 1.3: If my independence , choice and control are restricted, this complies with relevant legislation and any restrictions are justified, kept to a minimum and carried out sensitively This area for improvement was made on 5 July 2021. Action taken since then All power of attorney and adults with incapacity documentation are in place for service users in the support plans and the assessment information. Plans clearly states whether capacity has been assessed including who did this and date. Senior team all aware that capacity must be determined prior to a move to the service being agreed and Social Work review all capacity paperwork to determine whether a person can be legally moved or not. Appropriate training is provided in this area for all staff. What the service has done to meet any areas for improvement we made at or since the last inspection Inspection rInspection reporteport Inspection report for Highbank page 6 of 9 Page 266 of 280
Page 267
This area for improvement was met. Previous area for improvement 3 People experiencing care who are at risk of falling should be cared for in ways that promote their safety and independence. The manager should ensure that appropriate falls prevention guidelines, risk assessments and support plans are in place for people, based on recognised falls prevention frameworks. Staff should be provided with training and support their need to understand this and apply it to their practice. This is to ensure the care and support is consistent with the Health and Social Care Standards which state: “I have confidence in people because they are trained, competent and skilled, are able to reflect on their practice and follow their professional and organisational codes” (HSCS 3.14). This area for improvement was made on 10 November 2020. Action taken since then Updated paperwork around falls assessments now in place. A person centred risk assessment (with a risk rating) as well as a Falls risk assessment & support plan which gets completed for all new admissions and this is reviewed following any fall or change in needs which might affect mobility. A Tool has also been introduced to assess the use of bedrails to help minimise this risk. Clients and their families are provided with a falls booklet too for information. This area for improvement was met. Complaints There have been no complaints upheld since the last inspection. Details of any older upheld complaints are published at www.careinspectorate.com. Inspection rInspection reporteport Inspection report for Highbank page 7 of 9 Page 267 of 280
Page 268
Detailed evaluations How well do we support people's wellbeing? 4 - Good 1.1 People experience compassion, dignity and respect 5 - Very Good 1.2 People get the most out of life 4 - Good 1.3 People's health and wellbeing benefits from their care and support 5 - Very Good How good is our leadership? 5 - Very Good 2.2 Quality assurance and improvement is led well 5 - Very 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 Highbank page 8 of 9 Page 268 of 280
Page 269
To find out more This inspection report is published by the Care Inspectorate. You can download this report and others from our website. Care services in Scotland cannot operate unless they are registered with the Care Inspectorate. We inspect, award grades and help services to improve. We also investigate complaints about care services and can take action when things aren't good enough. Please get in touch with us if you would like more information or have any concerns about a care service. You can also read more about our work online at www.careinspectorate.com Contact us Care Inspectorate Compass House 11 Riverside Drive Dundee DD1 4NY enquiries@careinspectorate.com 0345 600 9527 Find us on Facebook Twitter: @careinspect Other languages and formats This report is available in other languages and formats on request. Tha am foillseachadh seo ri fhaighinn ann an cruthannan is cànain eile ma nithear iarrtas. Inspection rInspection reporteport Inspection report for Highbank page 9 of 9 Page 269 of 280
Page 270
Page 270 of 280
Page 271
Performance, Review and Scrutiny Committee Tuesday, 11 June 2024 Item No 5.12 Attendance Update for Midlothian Report by Michelle Strong, Education Chief Operating Officer Report for Information 1 Recommendations PRS are asked to note: • The ongoing work of the attendance strategy group in building stronger processes to improve attendance at school. • Acknowledge the ongoing work of schools to support children and families to attend school consistently. 2 Executive Summary The purpose of this report is to present a summary of attendance in Midlothian. The historic and current trends in attendance are presented alongside the ongoing work that is taking place across the authority and within schools to improve the outcomes of our young people. 02 May 2024 Report Contact: Andrew Carse, Principal Officer – Performance, Data Analysis & Research andrew.carse@midlothian.gov.uk Kirsty Quinn, Principal Educational Psychologist kirsty.quinn@midlothian.gov.uk Page 271 of 280
Page 272
2 3 Background 3.1 The purpose of this report is to present the trend data and comparison to national and similar authorities for our attendance data. The report will also highlight the recent national developments in attendance information and present the work that has been ongoing with the Midlothian Attendance Strategy working group to improve attendance for all young people in schools. 3.2 There are a number of different sources of data for this report, the main source is taken from the recently published national dataset on Summary statistics for schools in Scotland 2022/23, which contains a breakdown for attendance and absence and can be found here. Prior to the Covid-19 pandemic the Scottish Government were gathering data biennially on school pupil attendance and absence to produce National Statistics. However, during the pandemic the Scottish Government started collecting the data on a more frequent basis, up to daily information, as it was used as evidence that informed the Scottish Government, Scottish Ministers, CERG (etc.) throughout the pandemic in relation to the impact Covid-19 was having on school pupil attendance. This process reduced following full reopening of schools, and returned to the biannual publication of data, however they have continued with a fortnightly data collection as of August 2023 to enable the Scottish Government and Education Scotland to continue to monitor any residual impact Covid-19. This information is now being reported on every two weeks with summary of findings shared with each local authority and data presented on a publicly available online dashboard, which can be found here. It should be noted that this data is extracted directly from the education management information system, SEEMiS, and presented without any quality assurance. 3.3 In a similar way to how the Scottish Government is continuing to monitor attendance and absence, Midlothian council has also continued to focus on this area of work as a key priority. There has been a strong emphasis as part of the education service plan, with significant improvements being made through the attendance strategy group. School and authority level attendance, absence and exclusion data is updated on a biweekly basis and shared internally through data dashboards. The purpose of this is to provide focused support were needed and reduced the risk through early intervention and prevention. 4 Attendance Summary 4.1 Appendix B for this report provides summary information for attendance in Midlothian in comparison to the national and comparator authorities. There are also extracts from the Midlothian data dashboard to provide context for how the attendance strategy group and schools are using this to drive improvement: 4.2 Attendance Context for Midlothian i. The trend of overall attendance in Midlothian is very similar to that of the national and comparator authorities. There has been a gradual decrease in attendance from 2012/13 to the last full session, 2022/23. Over this period there has been a -3.50% reduction nationally, -3.19% for the Local Government Benchmarking Framework (LGBF) family group and -2.50% reduction for Midlothian. The recent trend data shows that attendance in Midlothian, which was previously lower than the national rate, is now higher than this, although slightly lower than the LGBF average. It is clear from the data that there has been an impact from the Covid-19 pandemic, with attendance for all authorities declining since schools reopened. Most notable Page 272 of 280
Page 273
3 however, the year-to-date attendance for Midlothian this session is higher than what it was in 2022/23. ii. The trend in attendance for all school pupils is very similar when examined by sector. There has been a gradual decrease in attendance from 2014/15, with the biggest decrease coming post-pandemic for both primary and secondary pupils. For primary school attendance the rate in Midlothian is higher than the national level, with the decrease from 2014/15 only -1.79% compared to -2.88% nationally and -2.54% for the LGBF family group average. In secondary it is a similar pattern with a -3.13% decrease in Midlothian compared to -4.06 nationally and -4.02% for the LGBF average. The attendance rate for secondary school pupils in Midlothian in 2022/23 however was lower than the national rate by 0.57%, but there has been a slight increase in attendance for this session year-to-date compared to 2022/23. iii. The biweekly Scottish Government attendance dashboard that is shared online, highlights the comparisons and challenges in this area of work. There does need to be a level of caution with this data given that it is utilised in its raw format and not quality assured. The most recent information however for the two weeks up until 20th March show that Midlothian ranks 19th out of the 32 local authorities in primary attendance and 15th out of 32 for secondary attendance. For primary attendance Midlothian is slightly higher than the national and LGBF comparators, and in Secondary Midlothian is slightly below the national level but above the LGGF average. The level of attendance will vary from period to period, however the ranking of Midlothian has not changed dramatically since being published. iv. Since the start of the session in 2022/23 the Midlothian Attendance strategy group and schools have had access to an internal data dashboard. This is updated biweekly to present trends on attendance and exclusions and allow targeted support to be implemented. The information can be drilled down to specific groups of young people and highlight where the challenges currently presented in schools can be supported though interventions and preventions. A select number of slides from the dashboard are shown in Appendix B, but this is only available internally to drive improvement and focused support. 4.3 Attendance Strategy The overarching aim of the attendance strategy is to develop and strengthen a whole- system partnership approach that leads to increased and sustained attendance and engagement in education for all children and young people. It is recognised that improving attendance and engagement is a particularly complex issue and a strong partnership approach is needed to deepen understanding and develop impactful and sustainable solutions. Key considerations include the impact of Covid and a shift in the perceived importance of attendance and the place of school, greater access to digital learning, the impacts of rising poverty and an increase in levels of anxiety and mental health concerns amongst children, young people and families. The Attendance Strategy Group is made up of school leaders, central education team members, home school practitioners, Family Wellbeing Service, CLLE, health and 3rd sector colleagues. We are currently pursuing membership from parents/carers and are engaging with children and young people to develop systems to ensure they are active participants and influencing the activity and decision-making of the group. Based on analysis of attendance data, engagement activities over time and a review of effective practice across the UK, the strategy is mapped out over the 4 levels below: Page 273 of 280
Page 274
Level 1: Promote and protect attendance at universal whole school level • Following significant engagement with stakeholders, the refreshed attendance policy was launched in January 2024. The policy details the positive approaches and partnerships to promote engagement and attendance in Midlothian and the procedures for responding to concerns around attendance. • A school attendance self-evaluation tool is being developed to support school leaders to evaluate school systems and approaches against quality indicators of effective practice. This self-evaluation tool will be integrated into the quality improvement plans with schools. • Midlothian-wide communications are to be personalised and delivered through ASGs to ensure consistent messages and commitments across the authority while promoting local relationships with communities. Level 2: Reduce the risk of non-attendance through prevention and early intervention • Tracking and monitoring systems are being streamlined across schools, ensuring detailed analysis of attendance levels and codes across different groups, and ensuring the impact of interventions can be tracked and gaps/areas for improvement identified. • The data dashboards have enabled the tracking and monitoring of groups of children and young people at risk of low attendance, review effective use of PEF, and identify the impact of interventions. Analysis has been carried out on a whole school basis to identify schools that are making a positive difference and how to extend best practice. Level 3: Strengthen effective early support to reduce signs of non-attendance • The effectiveness of the refreshed procedure where attendance drops below 90% will be reviewed in June along with the impact of targeted communications and support strategies. • A group of children and young people with attendance between 70 and 89% have been recruited as co-researchers to design and carry out research into the factors that influence attendance of young people across Midlothian at this level and ways of improving this. • A toolkit has been developed to help deepen insight into attendance issues and promote effective support planning. This will be further developed with children and young people. Level 4: Strengthen purpose, support and partnerships for young people presenting with persistent non-attendance • Work is ongoing to strengthen curriculum progressions to ensure rich and purposeful learning opportunities enable learners to achieve and reach positive destinations with particular consideration of learners at 0-19% and 20-69% attendance and the role of the digital workspace in maintaining connection and engagement. • The Attendance Partnership Network was formed this session, bringing partners together from Schools, EPs, Family wellbeing, home school practitioners and 3rd sector to deepen understanding of key issues and of roles, coordinate actions and problem solve issues together. Page 274 of 280
Page 275
• From September, children and young people with attendance between 0 and 19% will be recruited as co-researchers to gain deeper insight into the factors that influence attendance at this level and ways of improving this. • The attendance toolkit will be further developed to include support plans with children and young people at attendance between 0-19% and 20-69%. The Attendance Strategy Group will continue to review and monitor the impact across the 4 levels and seek to build systemic capacity to make a positive and sustained difference over time. 5 Report Implications (Resource, Digital and Risk) 5.1 Resource There are no resource implications for this report. 5.2 Digital There continues to be improvements and developments of our data and digital technology in this specific area of work, which will continue to support the attendance strategy group, schools and priorities for the children of Midlothian. Improvements in this area will enable more targeted support and intervention. 5.3 Risk Not applicable. 5.4 Ensuring Equalities (if required a separate IIA must be completed) Not applicable. 5.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Attendance Summary Page 275 of 280
Page 276
6 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan This will work towards the key priority of Reducing the gap in learning outcomes. 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 delivery of this plan with assist the council in meeting its best value duties. Most notably in the following Best Value themes: Governance and Accountability; Effective use of resources and; Partnerships and collaborative working. A.5 Involving Communities and Other Stakeholders Not applicable. A.6 Impact on Performance and Outcomes The content in this report and the continuous improvement to support improvement in attendance and attainment for all young people will assist in improving performance and outcomes for the council. A.7 Adopting a Preventative Approach Not applicable. A.8 Supporting Sustainable Development Not applicable. Page 276 of 280
Page 277
APPENDIX B – Attendance Summary 1. Midlothian Comparison Context Figure 1 – Attendance rates as a percentage by academic year – all stages Source: Scottish Government (2024) * LGBF Ave. is the average figures for Midlothian’s Local Government Benchmarking Framework family comparator group. This includes Angus, Argyll & Bute, East Lothian, Moray, Scottish Borders and Stirling. Page 277 of 280
Page 278
8 Figure 2 – Attendance rates as a percentage by academic year by sector Source: Scottish Government (2024) Page 278 of 280
Page 279
9 Figure 3 – Extract of Scottish Government Fortnightly School Attendance Dashboard Source: Scottish Government (2024) – taken from 21.02.24 Overall Attendance – Can be drilled down by characteristics Attendance by Stage – can be drilled down by characteristics Page 279 of 280
Page 280
10 Attendance by SIMD – can be drilled down by characteristics Attendance comparison by gender, ASN, FSM Figure 4 – Extract of Midlothian Attendance Data Dashboard Page 280 of 280