Agenda Document Pack - Performance, Review and Scrutiny Committee - 07/10/2024
Midlothian Council · 7 October 2024
Back to Performance, Review and Scrutiny Committee — 7 October 2024 and its agenda
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Notice of Meeting and Agenda Performance, Review and Scrutiny Committee Venue: Council Chambers/Hybrid, Midlothian House, Dalkeith, EH22 1DN Date: Monday, 07 October 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 218
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1 Welcome, Introductions and Apologies 2 Order of Business Including notice of new business submitted as urgent for consideration at the end of the meeting. 3 Declaration of Interest Members should declare any financial and non-financial interests they have in the items of business for consideration, identifying the relevant agenda item and the nature of their interest. 4 Minute of Previous Meeting 4.1 Minute of the Performance, Review and Scrutiny Committee meeting 11 June 2024 - submitted for approval 5 - 16 4.2 Action Log 17 - 20 5 Public Reports 5.1 A summary of the Care Inspectorate Inspections of Day Care of Children, August 2023 - June 2024, report by Education Chief Operating Officer 21 - 30 5.2 A summary of the HMIE inspection of Scots Corner Early Learning and Childcare, June 2024, report by Education Chief Operating Officer 31 - 38 5.3 Progress Report for Sacred Heart Primary School and Nursery class, report by Education Chief Operating Officer 39 - 50 5.4 A summary of the HMIE inspection of Woodburn Primary School and Nursery class, report by Education Chief Operating Officer 51 - 56 5.5 A summary of the HMIE inspection of Beeslack Community High School, report by Education Chief Operating Officer 57 - 64 5.6 Education Q1 2024/25 Performance, report by Education Chief Operating Officer 65 - 84 5.7 Children’s Services, Partnerships and Communities Q1 2024/25 Performance, report by Chief Officer Children’s Services, Partnerships and Communities and Chief Social Work Officer 85 - 96 5.8 Corporate Solutions Q1 2024/25 Performance, report by Chief Officer Corporate Solutions 97 - 126 5.9 Place Q1 2024/25 Performance, report by Chief Officer Place 127 - 162 Page 2 of 218
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5.10 Adult Health and Social Care Q1 2024/25 Performance, report by Head of Adult Services and Deputy Chief Social Work Officer 163 - 168 5.11 Midlothian Council Q1 2024/25 Performance, report by Chief Executive 169 - 178 5.12 Joint Inspection of Adult Support and Protection – Midlothian Partnership, report by Head of Adult Services and Deputy Chief Social Work Officer 179 - 218 6 Private Reports No items for discussion 7 Date of Next Meeting The next meeting will be held on Tuesday 26 November Page 3 of 218
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1-1 Minute of Meeting Performance Review and Scrutiny Committee Monday, 7 October 2024 Item No 4.1 Performance, Review and Scrutiny Date Time Venue Tuesday, 11 June 2024 11.00 am Hybrid meeting held in the Council Chamber at Midlothian House and virtually via Microsoft Teams Present: Councillor Milligan (Chair) Councillor Winchester Councillor Curran Councillor Drummond (Virtual) Councillor Imrie Councillor McCall (Virtual) Councillor McEwan Councillor Pottinger (Virtual) Councillor Russell Councillor Bowen Councillor Virgo (Virtual) 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 Work Officer Nick Clater, Head of Adult and Social Care Services / Deputy Chief Social Work Officer Hannah Forbes, Democratic Services Assistant Gary Leadbetter, Democratic Services Officer Page 5 of 218
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Councillor Ellen Scott 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 from Councillor Smaill. 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 Performance, Review and Scrutiny Committee held on 19 March 2024 was submitted and approved as correct record. 4.2 The Action Log was noted. Homeless education classes were queried, relating to the age group of 16–25 year olds and what group that actually captures, how is this going to be monitored and that there needs to be coordination between education, housing team and homelessness to ensure these classes are delivered. The Chief Officer Place advised that they would discuss with Education to ensure there is alignment in relation to the classes. In terms of the age group, it was stated that this is being targeted towards school leavers and from September with the new contract in place for S4-S6 pupils however this has been asked to be reconsidered to target earlier than this. This will be monitored through the contract, they can feed back quarterly to Cabinet and Performance Review and Scrutiny Committee. It was highlighted that in the meeting of the 19/9/23 where a question was asked in relation to online resources for families that are waiting on the CAMHS referral that the Committee are still waiting on feedback. Chief Officer Children’s Services advised there is a meeting at the Western General 2 weeks on Friday where the whole of the Lothians are staring to look at a pathway that is going to support families, unfortunately it is a slow process and is currently ongoing. Concerns were raised in relation to Newbattle High School if any spare parts are not available this will cause closure of the swimming pool for over 8 weeks, Page 6 of 218
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reputational damage is an area of concern and local promotions were to be explored and wanted more information of what they were. The Chief Officer Place stated that the promotions detailed there were a swim pass for the whole month of May and one for the gym equipment. This was for people to use the facilities at a reduced rate. The ongoing issue regarding the streetlighting was raised, the issue gets fixed but not for long. What power does the Council have to ensure that Scottish Power act quicker to fix this issue. The Chief Officer Place stated that that the Council has have written to SPEN, expressing its disappointment also its desire to engage with them to ensure the residents of Midlothian are being responded to timeously. 5. Reports Agenda No. Report Title Presented by: 5.1 Adult Health and Social Care 2023/24 Annual Performance Head of Adult Services and Deputy Chief Social Work Officer Outline of Report and Summary of Discussion The Head of Adult services spoke to the report and mentioned throughout the report there are some key highlights and focus on the report of sickness absence that is an outstanding action. In terms of what the work that has been going on this year, the work that we are doing with careers on going area of development. The Chair thanked the Head of Adult Services for the report and opened it up for questions. A discussion took place highlighting the sickness absence and discussed the figures and time periods that individuals are off for and how this is affecting other members of staff. A question was put forward to the Head of Adult Services relating to Newbyres and when we expect to see this up and running fully, so we can address the much-needed care home packages. It was highlighted that it was positive to see a part-time supervisor who is going to concentrate on the ongoing issues with absences The Head of Adult Services detailed to the Committee that this is a task that is addressed daily now due to the level of absences. It was explained that there are a set number of hours that the service needs to be provided, with the ongoing issue of absences the service usually use agency staff or move staff around to support the service that it needs to provide. It was then highlighted over the next 4-8 weeks the service expected to see people moving back into Newbyres, however it is not at a point where this will be up to 61 beds utilised. There are still concerns on the sickness absences and other vacancies that it currently has however there should be an increase to 48 beds over the next 2-3 months. The main focus is resident safety. Page 7 of 218
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The Chair closed the discussion and thanked the Head of Adult Services and passed congratulations for the positive outcomes in the report, and asked for an updated report on sickness absences and could a breakdown of these could come back to the next meeting. Decision The Head of Adult Services. Action Update on sickness absences and a breakdown of these. Agenda No. Report Title Presented by: 5.2 Children’s Services, Partnerships and Communities 2023/24 Annual Performance Chief Social Work Officer and Chief Officer Children’s Services, Partnerships and Communities Outline of Report and Summary of Discussion The Chief Social Work Officer spoke to the report and highlighted the key achievements and challenges in the report. Some key highlights were that over the year there has been a 56% reduction in referrals going into social work, that is positive and is testament to all the hard work that the staff have done over the past year. Another key achievement is the Family Wellbeing Service, over the year we have had 172 referrals coming into the service. Moving forward into 24/25 we will start to evidence more of the referrals that are coming into the service as this is where we expect and hope to see the growth in relation to our early intervention and preventative work. Self directed support since Q1 there has been 33 families using the support that is an 80% increase that is testament to the workers encouraging families to accesses funding where they can. The Chief Social Work Officer stated the challenges around this would be not having enough resources within the community in order to meet the number of children that do have additional support needs. This being a major piece of work we are looking at along with others. It was highlighted that were has been some really good work although there are still many challenges in children’s services. The Chair thanked the Chief Social Work Officer for the report and opened it up for questions. A discussion took place and it was asked in relation to the National Care Service are children going to be included in this, it was also asked for some clarity on the CAHMS waiting list and the developing of the pathways agreement for CAHMS. The Committee asked for data in relation service priority 6, the increase between Quarter 3 and Quarter 4 for the people being offered income assessment and how did they benefit form that and what was the income benefit for each family. It was Page 8 of 218
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then asked how many unaccompanied migrant children are there currently in Midlothian. The Chief Social Work Officer advised that no decision has been made regarding the National Care Service for inclusion of children, there has been many discussions however no decision yet. It was advised that the CAHMS waiting list is sitting in a better state although for any figures that will need to be brought back. The waiting last has been split into 2 - Neurodevelopmental Pathways where we are seeing an increase of 200 families per quarter and High Risk Families who need immediate help. It was stated that CAHMS is an improving picture. The Chief Social Work Officer agreed to bring back data in relation to service priority 6. It was stated that there are currently 12 migrant children currently living in Midlothian and they range from 14-23 years of age, they live in a variety of different care settings. The chair closed the discussion and thanked the Chief Social Work Officer for the report. Decision The Chief Social Work Officer Action The Chief Social Work to bring back data in relation to CAHMS and more information regarding service priority 6 Agenda No. Report Title Presented by: 5.3 Corporate Solutions 2023/24 Annual Performance Chief Operating Officer Education Outline of Report and Summary of Discussion The Chief Officer Corporate Solutions stated the report is split into 2 parts, first being the annual summary of activities across corporate solutions services for the 23/24 year and the Quarter 4 performance for the year end. Corporate solutions focused efforts this year on the delivery of outcomes aligned to the councils’ strategic objectives and also the transformation blueprint. The Chief Officer Corporate Solutions spoke to the report highlighting key parts throughout. A discussion took place highlighting the campaign for encouraging the eligible families for free school meals and clothing grants, how many families are eligible and what is the percentage take up on free school meals and clothing. It was stated that regarding the Social Welfare Fund stating it would be helpful to know how many applications were approved and how many were rejected. The Chief Officer Corporate Solutions advised this was not to hand and this would be given as a post meeting note for the minute. Regarding the Social Welfare Fund they will come back with that information. There was thanks passed to all staff involved in all of the work that has been going on in the background to bring Midlothian into the 21st Century and making it an employer of choice. There was also acknowledgement passed for all the hard work Page 9 of 218
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put into Midlothian Libraries and the rollout of Lend and Mend in Loanhead and Danderhall Libraries. The Chair stated it was a positive report and closed the conversation. Decision The Chief Officer Corporate Solutions Action The Chief Officer Corporate Solutions to provide a post minute note with information relating to the campaign for free school meals and clothing grants. Information to be provided relating to the Scottish Welfare Fund. Agenda No. Report Title Presented by: 5.4 Education 2023/24 Annual Performance Chief Operating Officer Education The Chief Operating Officer stated purpose of the report covers Q4 and the end of year summary for education and the CLLE service. It was stated that for education this year our focus was to raise attainment and achievement for all our children and young people, which will lead them to a positive destination and that all of our children and young people feel valued and had the same opportunities. In summary a lot has been achieved, there have been several developments in strategies and frameworks to improve the quality, experience and consistency across our schools such as the learning and teaching framework, literacy and numeracy progressions, significant developments in relation to curriculum, development of policies and inclusive practice. The Chair thanked the Chief Operating Officer Education for the report and opened it up for questions. Questions were asked to the Chief Operating Officer Education in relation to school attendance, and if there had been an increase in home education. It was stated as a concern that parents to have the ability to defer their child in early education and the pressures that puts on us to deliver early education. It was asked also if the committee could be brought up to date with the current uptake of the new term. The Chief Operating Officer Education mentioned that later in the reports more information regarding attendance will be discussed, however it was stated that attendance is a national issue of not returning to pre pandemic levels. The legislation allows for home education and there has been an increase to that due to levels of anxiety preventing them coming into school and allows parents to defer their children in early education and there has been a huge increase to that. The Chief Operating Officer Education asked the Chair if this could be brought back out with the meeting as those figures were not to hand. The chair agreed to bringing the figures out with the meeting and closed the Page 10 of 218
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discussion. Decision The Chief Operating Officer Education Action The Chief Operating Officer Education to bring back the figures on the current uptake of the new term in reflection of what the projection looked like 2 years ago. Agenda No. Report Title Presented by: 5.5 Place 2023/24 Annual Performance Report Chief Officer Place Outline of Report and Summary of Discussion The Chief Officer Place presented the report and explained the report details the Q4 for place services proceeded by an annual summary highlighting key achievements across 2023/2024. The Chair thanked the Chief Officer Place for the report and opened it up for questions. A discussion took place reading the report, it was highlighted there has been a large volume of complaints regarding the maintenance of the cemeteries, noting that they are a place of importance. It was also mentioned to the Chief Officer Place that something needs to be done about the weedkilling in cemeteries. It was highlighted by the Committee, the housing need and that we seem to not be hitting the target. It was highlighted that it seems the Council is managing expectations than meeting the need of Midlothian. Questions were raised to the Chief Officer Place relating to how Midlothian Council compares to other councils regarding housing staff, what is the breakdown of the Midlothian council housing waiting list and what this looks like and lastly the IT solution that has been discussed for housing applications what stage this is at for implementation. The Chief Officer Place addressed all that was highlighted starting with an apology for the comments and complaints that have been raised in relation to Midlothian cemeteries and explained that this was due to a staffing issue and that has now been addressed, the weedkiller that has been mentioned was due to the weather that has been experienced however work is ongoing to resolve this issue. In relation to the waiting list and breakdown of the housing list this is something that can be distributed after the meeting. The ambition is to get this tenant portal applied however we are not there yet, and we can come back with the estimated timescale. The Chair closed the conversation by expressing the worry that there has been no increase to housing staff, then stressed the interest people have is why there are in the position they are on the list. The cost of private rent has risen, and people cannot afford and we need to be able to talk and guide people in the correct direction. Page 11 of 218
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Decision Chief Officer Place Action Chief Officer Place to distribute details of the waiting list and a breakdown after the meeting, as well as an estimated timescale for the tenant portal. Agenda No. Report Title Presented by: 5.6 Midlothian Council 2023/24 Annual Performance Report The Chief Executive Outline of Report and Summary of Discussion The Chief Executive presented the Q4 report along side the Balanced Scorecard which provides a summary of actions. The Chief Executive as Head of Paid Service thanked all staff and partners for their hard work over the last year. The Chair highlighted the risks identified in the reports. It was suggested that it would be helpful to identify if they are High, Medium or Low risk. The Chief Executive explained that they are pulling together all the risks and this will be presented to Audit Committee. They are all scored, and can look at integrating into quarterly performance reporting. Decision The Performance Review and Scrutiny Committee noted the report. Action Agenda No. Report Title Presented by: 5.7 Lasswade Primary School and Nursery Inspection Report Education Chief Operating Officer Outline of Report and Summary of Discussion The report outlines the outcome of the Education Scotland inspection of Lasswade Primary School and nursery class. The inspection look place by HMI in November 2023 and the report was published in February 2024.The report stated the positive outcome of the inspection. The Education Chief Operating Officer expressed that it was pleasing to see the strengths highlighted in the report from the school and the nursery. There will be no further inspections to Lasswade Primary/Nursery School. A declaration of transparency was made by Councillor Virgo, but followed on to state thanks to all members of staff that work at the school for the outstanding Page 12 of 218
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inspection. The Chair closed the discussion with mentioning that this is a very positive report for any school to receive. Decision The Performance Review and Scrutiny Committee noted the report. Action Agenda No. Report Title Presented by: 5.8 Lawfield Primary School and Nursery Inspection Education Chief Operating Officer Outline of Report and Summary of Discussion The report outlines the outcome of the Education Scotland inspection of Lawfield Primary School and nursery class. The first inspection was stated to have taken place at the end of 2019, inspectors returned in Autum 2021 and lastly March 2023. Since the inspections there has been significant additional support put in place in terms of additional staff and officer time and expertise. In March 2024 HMI advised the school was making improvements however HMI are insistent on a return visit in 12 months time. Midlothian Education Service expressed they do not accept this next step and don’t believe this is in the best interest of the school. It was mentioned the new head teacher that was appointed at end of May has made improvements at pace, and the support continues to be provided. The Chair thanked the Education Chief Operating Officer for the report. Decision The Performance Review and Scrutiny Committee noted the report. Action Agenda No. Report Title Presented by: 5.9 Newbattle High School Inspection Education Chief Operating Officer Outline of Report and Summary of Discussion 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. Page 13 of 218
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Inspectors visited the school in November 2023, keys strengths were detailed in the report along with the area of improvements. The report was a positive inspection outcome for the school however, inspectors have requested a progress report in 18 months from the original inspection. The Education Chief Operating Officer passed thanks to the staff and partners for the ongoing commitment to young people, their families and the community of Newbattle. The chair passed thanks to the Headteacher. Decision The Performance Review and Scrutiny Committee noted the report. Action Agenda No. Report Title Presented by: 5.10 Inspection of Community Learning and Development (CLD) Services in Midlothian Education Chief Operating Officer Outline of Report and Summary of Discussion 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. CLD has a statutory function, HMI progress visits - Midlothian had their progress visit in March 2024. The focus of the report was leadership of the service and the impact of the service users. The Education Chief Operating Officer stated that they were delighted to report they were recognised for strong partnership working, staff and partners going the extra mile for users. Based on evidence in advance and during the inspection week and feedback received through stakeholder engagement, HMI awarded the highest evaluation. There will be no further action in relation to the progress visit. The next steps will be included in the 3 year CLD plan required for September 2024. Recognition was passed for all the hard work of the committed group of staff on a very positive inspection outcome. Decision The Performance Review and Scrutiny Committee noted the report. Action Agenda No. Report Title Presented by: 5.11 Highbank Intermediate Care Home Inspection Head Primary Care and Older People Page 14 of 218
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Outline of Report and Summary of Discussion 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. Highbank Intermediate Care Facility had an unannounced inspection in January this year. They were inspected on 3 elements of service being care delivery, residents wellbeing leadership care and support. There were no recommendations made and no improvement actions made as a result of the inspection. The Chair highlighted the leadership in these buildings are key to getting the reports with such great outcomes of inspections, the chair passed thanks and congratulations to all the staff in relation to this inspection. Decision The Performance Review and Scrutiny Committee noted the report. Action Agenda No. Report Title Presented by: 5.12 Attendance Update for Midlothian Education Chief Operating Officer Outline of Report and Summary of Discussion 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. The Education Chief Operating Officer detailed this report serves an update on the report requested by members at a previous meeting, as previously stated the school attendance is of national concern with attendance rates not returning to pre pandemic levels. It was shared to the committee the disappointment that some of the improvements are not seeing the impact as quickly as anticipated. Acknowledgement was passed to the attendance strategy group for the power of work that a has been achieved this year and the ongoing focus of school leaders for session 24/25. The Chair closed the meeting and thanked all for attendance at the meeting. Page 15 of 218
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Decision The Performance Review and Scrutiny Committee noted the report. Action 6 Private Reports No items for discussion. 7 Date of the Next Meeting The next meeting will be held on Monday 7 October 2024. The meeting terminated at 12:56pm. Page 16 of 218
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PRS Committee Action Log Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 1 19/09/2023 5.1 Adult Health and Social Care Q1 2023/24 Performance Report Additional training/seminar for Elected Members on the issues of drug use. Head of Adult Services Briefing to be scheduled for November 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 the seminar for Members. 2 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 Chief Social Work Officer 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. 3 19/03/2024 5.3 Corporate Solutions Q3 Performance Report 2023/24 Information on how Midlothian library membership figures compare to other Local Authorities Chief Officer Corporate Solutions June 2024 Figures being collated and will be circulated to Committee members once received. 7 19/03/2024 5.11 Update on Newbyres Care Village Progress report to be brought back in six months Head of Adult Services September 2024 Change to November 2024 - will cover in Q2 reporting which will be presented to Committee in November 8 11/06/2024 5.1 Adult Health and Social Care 2023/24 Annual Performance Update on sickness absences and a breakdown of these. Head of Adult Services Recommend for closure – sickness is reported quarterly through the Performance, Review and Scrutiny Committee Monday 7 October 2024 Item No 4.2 Page 17 of 218
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Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments quarterly reporting to Committee 9 11/06/2024 5.2 Children’s Services, Partnerships and Communities 2023/24 Annual Performance The Chief Social Work to bring back data in relation to CAHMS and more information regarding service priority 6 Chief Social Work Officer 10 11/06/2024 5.3 Corporate Solutions 2023/24 Annual Performance The Chief Officer Corporate Solutions to provide a post minute note with information relating to the campaign for free school meals and clothing grants. Information to be provide relating to the Scottish Welfare Fund. Chief Officer Corporate Solutions October 2024 Information being collated to circulate to Elected Members 11 11/06/2024 5.4 Education 2023/24 Annual Performance The Chief Operating Officer Education to bring back the figures on the current uptake of the new term in reflection of what the projection looked like 2 years ago. Chief Operating Officer Education Recommended for closure – Home Education numbers issued to Elected Members out with the meeting 12 11/06/2024 5.5 Place 2023/24 Annual Performance Report Chief Officer Place to distribute details of the waiting list and a breakdown after the meeting, as well as an estimated timescale for Chief Officer Place Page 18 of 218
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Item No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments the tenant portal. Page 19 of 218
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Performance Review and Scrutiny Committee Monday 7 October 2024 Item No 5.1 A summary of the Care Inspectorate Inspections of Day Care of Children, August 2023 - June 2024 Report by Michelle Strong, Education Chief Operating Officer Report for Information 1 Recommendations Performance Review and Scrutiny Committee is requested to: (i) Note the content of the summary of the inspection reports. (ii) Congratulate the pupils, parents and staff connected with these reports. 2 Purpose of Report/Executive Summary The report outlines inspection activity by the Care Inspectorate in 17 Early Learning and Childcare settings across Midlothian 19 August 2024 Report Contact: Sally Ward, Quality Improvement Officer E-mail: sally.ward@midlothian.gov.uk Page 21 of 218
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3 Background/Main Body of Report A range of funded providers were inspected including private nurseries and local authority settings and this report provides a summary of the outcomes of the undernoted inspections in Early Learning and Childcare settings for two, three and four year olds as carried out by the Care Inspectorate and Education Scotland. The settings that were inspected by the Care Inspectorate in this period were: • Paradykes Primary School Nursery • Kings Parks Primary School Nursery • St Davids Primary School Nursery • Tynewater Primary School Nursery • Mount Esk Nursery School • Wizkidz • Hopefield Castle • Happy Days Dalkeith • Chapter One Treetops • Chapter One Shawfair • Danderhall Playgroup • Happy Days Hardengreen • Little Hawthorns • Cranston Country Nursery • Scallywags • Midlothian Sure Start – Gorebridge • Newbattle Community Nursery Settings that had inspections from Education Scotland were: • Lasswade Primary School Nursery • Woodburn Primary School Nursery • Scots Corner Early Learning and Childcare setting • Strathesk Primary School Nursery • Revisit to Sacred Heart Nursery class 3.1 A total of 17 CI Inspections and 5 HMIE inspections took place in the time period from August 2023 to June 2024. The reports were published in that time period and are hyperlinked in information at the end of this report for all members for their information. Reports are published on the Care Inspectorate website http://www.careinspectorate.com/. 3.2 The Care Inspectorate use “A quality framework for daycare of children, childminding and school aged childcare” February 2022 to inspect settings. The key questions are: • How good is our care, play and learning? • How good is our setting? • How good is our leadership? • How good is our staff team? The key quality indicators focused on are: QI 1.1 Nurturing care and support QI 1.3 Play and learning QI 2.2 Children experience high quality facilities Page 22 of 218
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QI 3.1 Quality assurance and improvement are led well QI 4.1 Staff skills and knowledge QI 4.3 Staff deployment 3.3 Inspection Evaluations A setting will be inspected on all indicators. A six-point scale is used to describe the quality of the setting: 6 Excellent Outstanding or sector leading 5 Very Good Major strengths 4 Good Important strengths, with some areas for improvement 3 Adequate Strengths just outweigh weaknesses 2 Weak Important weaknesses – priority action required 1 Unsatisfactory Major weaknesses – urgent remedial action required 3.4 National Standard In order to meet the National Standard settings must be evaluated as Good or above by the Care Inspectorate. Where a setting does not receive evaluations of good or above, the local authority places that setting in a service improvement period. The service improvement period allows the central education team officers to closely monitor progress over the period of time until the next CI inspection. Being in the service improvement period also affects the payment process for the setting. 3.5 Summary of inspection grades (See Appendix B for the inspection grades for individual settings). Quality Indicator Total no. of settings inspected Excellent Very good Good Adequate Weak Unsatisfactory How good is our play and learning? 17 1 4 8 3 1 0 How good is our setting? 17 0 3 11 3 0 0 How good is our leadership? 17 0 6 8 3 0 0 How good is our staff team? 17 0 6 8 2 1 0 Midlothian Council officers are currently liaising with the Care Inspectorate around the evaluations for Mount Esk Nursery School. A challenge has been submitted to increase two of the evaluations from Very Good to Excellent. Page 23 of 218
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3.6 The following common key strengths were indicated by the inspection teams: How good is our care and support: Almost all of our settings in Midlothian provide warm, nurturing support for our children. This session there has been a stronger focus on children’s learning through effective interactions and questioning which will lead to better outcomes for our children. How good is our setting: Almost all of our indoor and outdoor spaces provide stimulating and challenging learning environments. In the best settings, the spaces are developmentally appropriate and offer a wide range of experiences to support and challenge our children. How good is our leadership: This has been an area of focus for our practitioners and impact of recent network and training sessions has been identified. Quality assurance processes, self-evaluation and effective monitoring of practice is beginning to improve outcomes for our children. How good is our staff team: The evaluations for this quality indicator show an improvement in practitioners’ knowledge and skill with 32% of evaluations at very good and 88% at good. Strong attachments; good knowledge of children as learners and individuals; and an understanding of nurturing relationships were highlighted through the inspection process. This session, 90% of the children accessing funding were attending settings that had at least good evaluations across the 4 inspection themes or the setting was still awaiting their first inspection (as of June 24). 3.7 The Care Inspectorate has a duty to support improvement and this informs how and when they make requirements and recommendations to a setting following an inspection. • A requirement is a statement which sets out what a care service must do to improve outcomes for people who use services and must be linked to a breach in the Public Service Reform (Scotland) Act 2010, its regulations, or orders made under the Act, or a condition of registration. • A recommendation is a statement that sets out actions that a care service provider should take to improve or develop the quality of the service, but where failure to do so would not directly result in enforcement. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource Resource implications related to this report are to note the impact on the central education team staffing to support settings through a service improvement period. Page 24 of 218
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4.2 Digital There are no digital implications. 4.3 Risk The Care Inspectorate visit a sample of Early Learning and Childcare settings each year to find out how they are performing. A report is published which informs parents about the key strengths of the setting, its capacity for further improvement and sets out the main points for action. Following the publication of that report further visits may be made to the setting by Midlothian Council’s central education officers to assist improvement and monitor progress. Monitoring, review and evaluation of progress by Midlothian Council’s central education officers is the control measure in place to reduce the risk of failure of the setting to demonstrate its capacity to improve. For funded providers a time framed improvement action plan is established in line with the partnership contracts. If a setting does not show improvement after an extended service improvement period the council would consider whether they are able to continue in partnership with the setting. Termination of a contract would affect the number of places Midlothian Council are able to offer. 4.4 Ensuring Equalities (if required a separate IIA must be completed) The Improvement Plans will be screened for equalities implications. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 25 of 218
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Themes addressed in this report: Getting it right for every Midlothian child Improving opportunities in Midlothian A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Noted within. A.5 Involving Communities and Other Stakeholders Copies of the reports have been made available to Elected Members, parents and carers of children currently in the settings and other interested parties. A.6 Impact on Performance and Outcomes The provision of high quality, early learning and childcare supports the delivery of two of the GIRFEMC outcomes for 2023 to 2024: • Children and young people are supported to be healthy, happy and reach their potential. • Inequalities in learning outcomes have reduced. Page 26 of 218
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The settings will continue to improve their work in line with their improvement plans and Midlothian Council’s central education officers will continue to challenge and support the settings in relation to developing and implementing a range of quality improvement strategies. A.7 Adopting a Preventative Approach The Education (Scotland) Act aims to take preventative action in order to close the attainment versus deprivation gap by implementing key policies and programmes which are designed to target support to children and young people from disadvantaged communities. A.8 Supporting Sustainable Development The Improvement Plans allow for sustainable development and improvement. Page 27 of 218
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APPENDIX B Summary of Care Inspectorate Inspections Setting Local Authority (LA) or Funded Provider (FP) Date of inspection How good is our care, play and learning How good is our setting How good is our leadership How good is our staff team Chapter One Shawfair FP June 23 Very Good Good Very Good Very Good Chapter One Treetops FP August 23 Good Good Good Good Cranston Country Nursery FP November 23 Good Good Good Good Danderhall Playgroup FP April 24 Good Good Good Good Kings Park Primary Nursery Class LA December 23 Very Good Very Good Very Good Very Good Happy Days Dalkeith FP May 24 Weak Adequate Adequate Weak Happy Days Hardengreen FP July 23 Adequate Good Good Good Hopefield Castle (2 inspections) FP August 23 Adequate Good Adequate Good Little Hawthorns Loanhead FP November 23 Good Adequate Good Very Good Midlothian SureStart Gorebridge Family Learning Centre FP April 24 Good Good Good Adequate Mount Esk Nursery School LA July 24 Excellent Very Good Very Good Very Good Newbattle Community Nursery FP May 24 Good Good Good Good Paradykes Primary School Nursery LA March 24 Very Good Very Good Very Good Very Good Scallywags FP February 24 Very Good Good Very Good Very Good Page 28 of 218
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St Davids Primary School Nursery Class LA October 23 Good Good Very Good Good Tynewater Primary School Nursery Class LA February 24 Good Good Good Good Wizkidz FP January 24 Adequate Adequate Adequate Adequate Page 29 of 218
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Summary of HMIE Inspections August 2023 – June 2024 Setting Local Authority (LA) or Funded Provider (FP) Date of inspection 1.3 Leadership of change 2.1 Safeguarding and child protection 2.3 Learning, teaching and assessment 3.1 Ensuring well- being, equality and inclusion 3.2 Securing children’s progress Lasswade Primary School LA February 24 Very Good Not graded Good Good Good Scots Corner Early Learning and Childcare LA June 24 Good Not graded Good Very Good Good Strathesk Primary School Nursery Class LA June 24 Not graded Not graded Good Not graded Good Woodburn Primary School Nursery Class LA April 24 Good Not graded Good Good Good Page 30 of 218
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Performance Review and Scrutiny Committee Monday 7 October 2024 Item No 5.2 A summary of the HMIE inspection of Scots Corner Early Learning and Childcare, June 2024 Report Michelle Strong, Education Chief Operating Officer Report for Information 1 Recommendations The Performance Review and Scrutiny Committee is requested to: (i) Note the content of the summary of the inspection report. (ii) Congratulate the pupils, parents and staff connected with this report. 2 Purpose of Report/Executive Summary The report outlines the inspection of Scots Corner Early Learning and Childcare centre. 19 August 20242 Report Contact: Julie Fox, Quality Improvement Manager E-mail: julie.fox@midlothian.gov.uk Page 31 of 218
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2 3 Background/Main Body of Report 3.1 Scots Corner Early Learning and Childcare centre was inspected by a team of inspectors from Education Scotland in June 2024. 3.2 Education Scotland is responsible for inspecting education settings throughout Scotland. This inspection was a full model inspection using core quality indicators from How Good is Our Early Leaning and Childcare; ELC Evaluation QI 1.3 Leadership of Change good QI 2.3 Learning, teaching and assessment good QI 3.1 Ensuring wellbeing, equality and inclusion very good QI 3.2 Securing children’s progress good 3.3 Identified strengths of the setting The inspection team found the following strengths in the setting’s work: • The manager’s leadership and focus on wellbeing of all children, families and practitioners. Together, the whole team ensure a very positive and nurturing ethos throughout nursery life. They provide strong support to children and families when a parent is deployed to work away from home for extended periods of time. • Children who are happy and achieve well through a broad range of enjoyable learning and play experiences both indoors and outdoors. As a result, they engage confidently in conversation with adults and their peers. • Senior leaders and practitioners are highly reflective, undertaking research about their practice and ongoing professional learning to support improvements in practice. • The strong relationships with parents and the diverse range of partners who support children’s learning and needs. Parents and partners value highly the welcome and open approach from all, with a key focus on supporting children. 3.4 Identified areas for improvement The following areas for improvement were identified: Page 32 of 218
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3 • Senior leaders should refine approaches to leading and monitoring change and improvements, to become more focused and a key part of regular routines. In doing so, they should ensure their changes and improvements are making clear differences to children’s experiences and outcomes. • Senior leaders should continue to develop further their approaches to assessing and tracking children’s learning and achievements across the curriculum. There is a need to support children to secure greater progress over time. 3.5 Conclusion The local authority has confidence that Scots Corner ELC has sufficient capacity for continuous improvement. The setting’s Quality Improvement Manager will continue to monitor improvement through the quality improvement process and annual ELC quality and improvement plan. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no resource implications. 4.2 Digital There are no digital implications. 4.3 Risk Education Scotland’s team of Inspectors visit a sample of education settings every year to find out how they are performing. A report is published which informs parents about the key strengths of the setting and its capacity for further improvement. 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) 4.4 Additional Report Implications (See Appendix A) Appendices Appendix A – Additional Report Implications Page 33 of 218
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4 Appendix B – Background Papers: Scots Corner ELC inspection report APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Themes addressed in this report: Getting it right for every Midlothian child Improving opportunities in Midlothian A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Noted within. A.5 Involving Communities and Other Stakeholders Copies of the reports have been made available to Elected Members, parents and carers of children currently in the setting and other interested parties. A.6 Impact on Performance and Outcomes The provision of high quality, early learning and childcare supports the delivery of two of the GIRFEMC outcomes for 2023 to 2024: Page 34 of 218
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5 • Children and young people are supported to be healthy, happy and reach their potential. • Inequalities in learning outcomes have reduced. The settings will continue to improve their work in line with their improvement plan and Midlothian Council’s central education officers 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) Act aims to take preventative action in order to close the attainment versus deprivation gap by implementing key policies and programmes which are designed to target support to children and young people from disadvantaged communities. A.8 Supporting Sustainable Development The ELC Improvement Plan allows for sustainable development and improvement. Page 35 of 218
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1 | Scots Corner Early Learning and Childcare Centre, Midlothian Council © Crown Copyright 4 June 2024 Dear Parent/Carer In April 2024, a team of inspectors from Education Scotland visited Scots Corner Early Learning and Childcare Centre. During our visit, we talked to parents/carers and worked closely with the manager and practitioners. The inspection team found the following strengths in the setting’s work. • The manager’s leadership and focus on wellbeing of all children, families and practitioners. Together, the whole team ensure a very positive and nurturing ethos throughout nursery life. They provide strong support to children and families when a parent is deployed to work away from home for extended periods of time. • Children who are happy and achieve well through a broad range of enjoyable learning and play experiences both indoors and outdoors. As a result, they engage confidently in conversation with adults and their peers. • Senior leaders and practitioners are highly reflective, undertaking research about their practice and ongoing professional learning to support improvements in practice. • The strong relationships with parents and the diverse range of partners who support children’s learning and needs. Parents and partners value highly the welcome and open approach from all, with a key focus on supporting children. The following areas for improvement were identified and discussed with the manager and representatives from Midlothian Council. • Senior leaders should refine approaches to leading and monitoring change and improvements, to become more focused and a key part of regular routines. In doing so, they should ensure their changes and improvements are making clear differences to children’s experiences and outcomes. • Senior leaders should continue to develop further their approaches to assessing and tracking children’s learning and achievements across the curriculum. There is a need to support children to secure greater progress over time. Page 37 of 218
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2 | Scots Corner Early Learning and Childcare Centre, Midlothian Council © Crown Copyright We gathered evidence to enable us to evaluate some of the setting’s work using four quality indicators from How good is our early learning and childcare?. Quality indicators help early learning and childcare settings, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each setting, the Scottish Government gathers details of our evaluations to keep track of how well Scottish early learning and childcare settings are doing. Here are Education Scotland’s evaluations for Scots Corner Early Learning and Childcare Centre Quality indicators Evaluation Leadership of change good Learning, teaching and assessment good Ensuring wellbeing, equality and inclusion very 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: Details | Find an inspection report | Find an inspection report | Inspection and review | Education Scotland What happens next? We are confident that the setting 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 setting’s progress as part of its arrangements for reporting on the quality of its settings. Sally Stewart HM Inspector Page 38 of 218
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Performance Review and Scrutiny Committee Monday 7 October 2024 Item No 5.3 Progress Report for Sacred Heart Primary School and Nursery class Report by Michelle Strong, Education Chief Operating Officer, Children, Young People and Partnerships. Report for Information 1 Recommendations Performance Review and Scrutiny Committee is requested to: (i) Note the content of this progress report. (ii) Congratulate the pupils, parents and staff connected with this report. 2 Purpose of Report/Executive Summary The report outlines the progress made at Sacred Heart Primary School and Nursery class since the Education Scotland inspection report of May 2023. 19 August 2024 Report Contact: Julie Fox, Quality Improvement Manager E-mail: julie.fox@midlothian.gov.uk 3 Background Page 39 of 218
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2 3.1 Sacred Heart Primary and Nursery class was inspected by Education Scotland in March 2023. A return visit was made in April 2024. 3.2 In March 2023 Education Scotland carried out a full model inspection using core quality indicators from How Good is Our School and How Good is our Early Learning and Childcare; HGIOS QI 1.3 Leadership of Change QI 2.3 Learning, teaching and assessment QI 3.1 Ensuring Equality, Wellbeing and Inclusion QI 3.2 Raising attainment and achievement 3.3 The inspection report made the following recommendations: . • Staff should work together to ensure all children experience high quality learning and teaching. In doing so, staff should improve the planning of learning, teaching and assessment and ensure all children receive their entitlement to a broad curriculum. • Teachers should continue to work together to raise attainment. They should increase their understanding of national expectations about what children can achieve across all areas of the curriculum. • Staff should improve approaches to how they monitor children’s progress in learning. They should use information on children’s progress more effectively to raise attainment and improve how children’s needs are met across the school and nursery. • Staff should improve the quality of learning through play across the early level. 3.4 On the return visit in April 2024 the Education Scotland report noted progress in the previous recommendations. The previous recommendations and areas of improvement are noted below. Staff should work together to ensure all children experience high quality learning and teaching. In doing so, staff should improve the planning of learning, teaching and assessment and ensure all children receive their entitlement to a broad curriculum. All staff put children’s needs and providing a secure and nurturing learning environment at the centre of their work. The acting headteacher has maintained a steadfast focus on bringing about change and improvement. There are positive relationships within all classes. All children are members of the new pupil voice groups. This is enhancing children’s opportunities to be active participants in the school and share their views. Senior leaders and staff have worked together well to develop their understanding of high-quality learning and teaching and improve children’s learning experiences. Senior leaders and staff have reviewed and refreshed the school’s learning, teaching and assessment policy. They have made considerable improvements to the planning of learning, teaching and assessment which is helping to improve the quality of Page 40 of 218
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3 teaching. In all classes, children use digital technology independently to support and enhance their learning. The acting headteacher has created a helpful planning guidance document which outlines planning expectations and guidelines for all staff. Teachers now plan across different timescales in all curricular areas using the experiences and outcomes of Curriculum for Excellence (CfE). As a result, children experience a breadth of learning across the curriculum. Teachers now include children’s views in the planning process. This is helping to motivate and engage children in their learning. The acting headteacher has developed a useful assessment calendar. Teachers use their assessments to support their professional judgements about children’s attainment of CfE levels and move children’s learning forward. Practitioners’ collaborative working hours in the nursery have been re-organised. This is giving the team more time to participate in shared planning and professional learning. The recently appointed depute headteacher and senior practitioner now participate in weekly planning meetings with practitioners. There are now more consistent approaches to the planning of children’s learning across the nursery which is improving children’s experiences. Practitioners have undertaken professional learning on using observations to record and then plan children’s learning. They are making more effective use of the school’s planning and observation formats to capture children’s learning. Teachers should continue to work together to raise attainment. They should increase their understanding of national expectations about what children can achieve across all areas of the curriculum. Senior leaders and staff have made strong progress in raising attainment across the school. Overall, staff have raised levels of attainment in literacy and numeracy. Children are making better progress. Most children are achieving expected CfE levels for literacy and numeracy. The majority of children who receive additional support for their learning are achieving nationally expected CfE levels. Across the school, there are a few children who exceed national expectations in certain aspects of a CfE level. Senior leaders and staff have worked together well to develop a raising attainment strategy. Staff have worked closely with the Midlothian Council raising attainment teachers and undertaken valuable professional learning. This professional learning is increasing teachers’ confidence and skills in delivering effective teaching. Senior leaders protect time for teachers to moderate children’s work. Teachers have focused on children’s writing. As a result, teachers now have a better understanding of assessment of writing and a shared understanding of standards. They use their discussions effectively to identify specific next steps in writing for groups and individuals. This is helping to raise attainment in writing across the school. The newly introduced Midlothian Council data dashboard helps senior leaders to effectively monitor and track the progress of individuals, cohorts and classes. This, along with teachers’ increasing use of the national Benchmarks, is improving teachers’ understanding of national expectations in literacy and numeracy. Staff should improve approaches to how they monitor children’s progress in learning. They should use information on children’s progress more effectively to raise attainment and improve how children’s needs are met across the school and nursery. Page 41 of 218
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4 Across the school and nursery, senior leaders and staff have made positive progress in monitoring children’s progress in learning. This is helping them to meet children’s needs more effectively across the school and raise attainment in literacy, numeracy and health and wellbeing. The acting headteacher has introduced more robust processes to monitor and track children’s progress. Senior leaders and staff now have detailed data about children’s progress and attainment. This more strategic approach is supporting staff well to develop a clearer understanding of children’s progress. Teachers and senior leaders now identify children who require targeted support to address gaps in their attainment. Teachers focus more carefully on removing barriers to learning to meet children’s needs and ensure they make progress. Senior leaders have a clear overview of interventions and gather evidence which demonstrates that these approaches are closing gaps in children’s attainment. Learning assistants provide valuable small group interventions and are instrumental in helping to meet children’s needs. As a result, children, including those requiring additional support, make better progress in their learning. Staff received valuable professional learning on progression through CfE levels in reading. This is increasing their understanding of progress and is raising attainment in reading. Teachers use progression pathways in literacy, numeracy and health and wellbeing which are supporting them well to develop an understanding of breadth in learning. Teachers should continue to use these pathways to support further their understanding of progression through CfE levels. Across the school and nursery staff support children’s progress in health and wellbeing effectively. Children in the school complete surveys using the wellbeing indicators to highlight areas where they feel more secure and less secure. Staff use this information well to plan the health and wellbeing curriculum and ensure children make progress in this area. Practitioners in the nursery support children to understand their emotions well. Children are happy in the setting and enjoy their play and learning. Practitioners’ improving skills in planning are helping them well to identify the progress children make. All staff in the nursery team know children well. Practitioners now take small ‘gather groups’ to develop children’s key skills. They identify children who require additional support in specific areas and put targeted interventions in place. This is having a positive impact on children’s early communication skills. Senior leaders identify that providing children with the correct level of challenge in their learning is an area for further development across the school and nursery. Staff should improve the quality of learning through play across the early level. Teachers and practitioners receive regular support from local authority officers to review and improve approaches to learning through play. They have made clear progress in this area. The acting depute headteacher is providing valuable guidance to staff in improving the quality of play across the early level. Staff in the school have been proactive in accessing professional learning and national practice guidance to improve their understanding of play-based learning. Practitioners in the nursery supported school staff well to make significant improvements to the learning environment. Children now have access to a wider range of natural materials and everyday objects within a stimulating environment. Most children are confident and independent in their learning. They enjoy capturing their learning and sharing it to the school’s online platform. Children discuss Page 42 of 218
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5 confidently the Midlothian Learners’ skills they are developing such as creativity and curiosity. Within the nursery, the senior practitioner and the team collaborate well to improve all children’s experiences. Children in the nursery are now more involved in the life of the school. Practitioners have increased parental engagement through providing parents with ‘stay and play’ sessions. This is increasing children’s motivation in their play and development. The nursery environment and resources are stimulating and engaging for children. Practitioners interact positively and sensitively with children encouraging them in their play and learning. Practitioners benefit from working together to moderate their observations of children’s learning. This is helping them to develop a shared understanding of high-quality learning through play and make judgements about children’s progress. Practitioners should continue to ensure they provide children with increasing levels of challenge to deepen their learning. Practitioners in the nursery, and staff across the school, work together well to provide children with a few shared learning experiences using the joint outdoor space between the school and nursery. They should build on this positive practice and increase these opportunities. This will support children’s continuity of learning across early level. Practitioners and school staff have a clear understanding of the rationale for play-based learning and are well-placed to take this work forward. 3.5 Identified areas for further improvement • Senior leaders and staff should continue to develop approaches to outdoor learning. Children are keen to use the spacious school grounds more frequently. • A few parents would welcome more information about how their child is assessed and the progress their child is making. They would also welcome more opportunities to come into school to share in their child’s learning. • As planned, practitioners should continue to work together to develop a shared understanding of high-quality observations. • Teachers should continue to develop their understanding and use of data to raise attainment in all curricular areas. • Staff across the school and nursery would benefit from further professional learning in planning and delivering high-quality learning that is set at different levels of difficulty. 3.5 Conclusion The school has made good progress since the original inspection. Education Scotland are confident that the school has the capacity to continue to improve and so will make no more visits in connection with this inspection. The setting’s Quality Improvement Manager will continue to monitor improvement through the quality improvement process and standards and quality improvement plan. 4 Report Implications (Resource, Digital and Risk) Page 43 of 218
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6 4.1 Resource There are no resource implications. 4.2 Digital There are no digital implications. 4.3 Risk Education Scotland’s team of Inspectors visit a sample of education settings every year to find out how they are performing. A report is published which informs parents about the key strengths of the setting and its capacity for further improvement. 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) 4.4 Additional Report Implications (See Appendix A) Appendices Appendix A – Additional Report Implications Appendix B – Background Papers: Sacred Heart Primary School further visit APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Themes addressed in this report: Getting it right for every Midlothian child Improving opportunities in Midlothian A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Page 44 of 218
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7 Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Noted within. A.5 Involving Communities and Other Stakeholders Copies of the reports have been made available to Elected Members, parents and carers of children currently in the setting 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 and Nursery Improvement Plan allows for sustainable development and improvement. Page 45 of 218
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1 | Sacred Heart Primary School, Midlothian Council, 5545323 © Crown Copyright 18 June 2024 Dear Parent/Carer In May 2023, HM Inspectors published a letter on Sacred Heart Primary School and Nursery Class. The letter set out a number of areas for improvement which we agreed with the school and Midlothian Council. Recently, as you may know, we visited the school again. During our visit, we talked to children and worked closely with the headteacher and staff. We heard from the headteacher and other staff about the steps the school has taken to improve. We looked at particular areas that had been identified in the original inspection. As a result, we were able to find out about the progress the school has made and how well this is supporting children's learning and achievements. This letter sets out what we found. Staff should work together to ensure all children experience high quality learning and teaching. In doing so, staff should improve the planning of learning, teaching and assessment and ensure all children receive their entitlement to a broad curriculum. All staff put children’s needs and providing a secure and nurturing learning environment at the centre of their work. The acting headteacher has maintained a steadfast focus on bringing about change and improvement. There are positive relationships within all classes. All children are members of the new pupil voice groups. This is enhancing children’s opportunities to be active participants in the school and share their views. Senior leaders and staff have worked together well to develop their understanding of high-quality learning and teaching and improve children’s learning experiences. Senior leaders and staff have reviewed and refreshed the school’s learning, teaching and assessment policy. They have made considerable improvements to the planning of learning, teaching and assessment which is helping to improve the quality of teaching. In all classes, children use digital technology independently to support and enhance their learning. Senior leaders and staff should continue to develop approaches to outdoor learning. Children are keen to use the spacious school grounds more frequently. The acting headteacher has created a helpful planning guidance document which outlines planning expectations and guidelines for all staff. Teachers now plan across different timescales in all curricular areas using the experiences and outcomes of Curriculum for Excellence (CfE). As a result, children experience a breadth of learning across the curriculum. Teachers now include children’s views in the planning process. This is helping to motivate and engage children in their learning. The acting headteacher has developed a useful assessment calendar. Teachers use their assessments to support their professional judgements about children’s attainment of CfE levels and move children’s learning forward. A few parents would welcome more information about how their child is assessed and the progress their child is making. They would also welcome more opportunities to come into school to share in their child’s learning. Practitioners’ collaborative working hours in the nursery have been re-organised. This is giving the team more time to participate in shared planning and professional learning. The acting depute headteacher and senior practitioner now participate in weekly planning meetings with practitioners. There are now more consistent approaches to the planning of Page 47 of 218
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2 | Sacred Heart Primary School, Midlothian Council, 5545323 © Crown Copyright children’s learning across the nursery which is improving children’s experiences. Practitioners have undertaken professional learning on using observations to record and then plan children’s learning. They are making more effective use of the school’s planning and observation formats to capture children’s learning. As planned, practitioners should continue to work together to develop a shared understanding of high-quality observations. Teachers should continue to work together to raise attainment. They should increase their understanding of national expectations about what children can achieve across all areas of the curriculum. Senior leaders and staff have made strong progress in raising attainment across the school. Overall, staff have raised levels of attainment in literacy and numeracy. Children are making better progress. Most children are achieving expected CfE levels for literacy and numeracy. The majority of children who receive additional support for their learning are achieving nationally expected CfE levels. Across the school, there are a few children who exceed national expectations in certain aspects of a CfE level. Senior leaders and staff have worked together well to develop a raising attainment strategy. Staff have worked closely with the Midlothian Council raising attainment teachers and undertaken valuable professional learning. This professional learning is increasing teachers’ confidence and skills in delivering effective teaching. Senior leaders protect time for teachers to moderate children’s work. Teachers have focused on children’s writing. As a result, teachers now have a better understanding of assessment of writing and a shared understanding of standards. They use their discussions effectively to identify specific next steps in writing for groups and individuals. This is helping to raise attainment in writing across the school. The newly introduced Midlothian Council data dashboard helps senior leaders to effectively monitor and track the progress of individuals, cohorts and classes. This, along with teachers’ increasing use of the national Benchmarks, is improving teachers’ understanding of national expectations in literacy and numeracy. Teachers should continue to develop their understanding and use of data to raise attainment in all curricular areas. Staff should improve approaches to how they monitor children’s progress in learning. They should use information on children’s progress more effectively to raise attainment and improve how children’s needs are met across the school and nursery. Across the school and nursery, senior leaders and staff have made positive progress in monitoring children’s progress in learning. This is helping them to meet children’s needs more effectively across the school and raise attainment in literacy, numeracy and health and wellbeing. The acting headteacher has introduced more robust processes to monitor and track children’s progress. Senior leaders and staff now have detailed data about children’s progress and attainment. This more strategic approach is supporting staff well to develop a clearer understanding of children’s progress. Teachers and senior leaders now identify children who require targeted support to address gaps in their attainment. Teachers focus more carefully on removing barriers to learning to Page 48 of 218
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3 | Sacred Heart Primary School, Midlothian Council, 5545323 © Crown Copyright meet children’s needs and ensure they make progress. Senior leaders have a clear overview of interventions and gather evidence which demonstrates that these approaches are closing gaps in children’s attainment. Learning assistants provide valuable small group interventions and are instrumental in helping to meet children’s needs. As a result, children, including those requiring additional support, make better progress in their learning. Staff received valuable professional learning on progression through CfE levels in reading. This is increasing their understanding of progress and is raising attainment in reading. Teachers use progression pathways in literacy, numeracy and health and wellbeing which are supporting them well to develop an understanding of breadth in learning. Teachers should continue to use these pathways to support further their understanding of progression through CfE levels. Across the school and nursery staff support children’s progress in health and wellbeing effectively. Children in the school complete surveys using the wellbeing indicators to highlight areas where they feel more secure and less secure. Staff use this information well to plan the health and wellbeing curriculum and ensure children make progress in this area. Practitioners in the nursery support children to understand their emotions well. Children are happy in the setting and enjoy their play and learning. Practitioners’ improving skills in planning are helping them well to identify the progress children make. All staff in the nursery team know children well. Practitioners now take small ‘gather groups’ to develop children’s key skills. They identify children who require additional support in specific areas and put targeted interventions in place. This is having a positive impact on children’s early communication skills. Senior leaders identify that providing children with the correct level of challenge in their learning is an area for further development across the school and nursery. Staff across the school and nursery would benefit from further professional learning in planning and delivering high-quality learning that is set at different levels of difficulty. Staff should improve the quality of learning through play across the early level. Teachers and practitioners receive regular support from local authority officers to review and improve approaches to learning through play. They have made clear progress in this area. The acting depute headteacher is providing valuable guidance to staff in improving the quality of play across the early level. Staff in the school have been proactive in accessing professional learning and national practice guidance to improve their understanding of play-based learning. Practitioners in the nursery supported school staff well to make significant improvements to the learning environment. Children now have access to a wider range of natural materials and everyday objects within a stimulating environment. Most children are confident and independent in their learning. They enjoy capturing their learning and sharing it to the school’s online platform. Children discuss confidently the Midlothian Learners’ skills they are developing such as creativity and curiosity. Within the nursery, the senior practitioner and the team collaborate well to improve all children’s experiences. Children in the nursery are now more involved in the life of the Page 49 of 218
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4 | Sacred Heart Primary School, Midlothian Council, 5545323 © Crown Copyright school. Practitioners have increased parental engagement through providing parents with ‘stay and play’ sessions. This is increasing children’s motivation in their play and development. The nursery environment and resources are stimulating and engaging for children. Practitioners interact positively and sensitively with children encouraging them in their play and learning. Practitioners benefit from working together to moderate their observations of children’s learning. This is helping them to develop a shared understanding of high-quality learning through play and make judgements about children’s progress. Practitioners should continue to ensure they provide children with increasing levels of challenge to deepen their learning. Practitioners in the nursery, and staff across the school, work together well to provide children with a few shared learning experiences using the joint outdoor space between the school and nursery. They should build on this positive practice and increase these opportunities. This will support children’s continuity of learning across early level. Practitioners and school staff have a clear understanding of the rationale for play-based learning and are well-placed to take this work forward. What happens next? The school has made good progress since the original inspection. 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 about the school’s progress as part of its arrangements for reporting on the quality of its schools. Helen Mulholland HM Inspector Page 50 of 218
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Performance Review and Scrutiny Committee Monday 7 October 2024 Item No 5.4 A summary of the HMIE inspection of Woodburn Primary School and Nursery class Report by Michelle Strong, Education Chief Operating Officer, Children, Young People and Partnerships. Report for Information 1 Recommendations Performance Review and Scrutiny Committee is requested to: (i) Note the content of the summary of the inspection report. (ii) Congratulate the pupils, parents and staff connected with this report. 2 Purpose of Report/Executive Summary The report outlines the inspection of Woodburn Primary School and Nursery class. 19 August 20242 Report Contact: Julie Fox, Quality Improvement Manager E-mail: julie.fox@midlothian.gov.uk Page 51 of 218
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2 3 Background/Main Body of Report 3.1 In January 2024, a team of inspectors from Education Scotland visited Woodburn Primary School and Nursery class. The report was published on 23 April 2024, and is available on the Education Scotland website, 3.2 Education Scotland is responsible for inspecting education settings throughout Scotland. This inspection was a short model inspection using core quality indicators from How Good is Our School and How Good is our Early Learning and Childcare; School Evaluation QI 2.3 Learning, teaching and assessment very good QI 3.2 Raising attainment and achievement very good ELC QI 2.3 Learning, teaching and assessment good QI 3.2 Securing children’s progress good 3.3 Identified strengths of the setting The inspection team found the following strengths in the school’s work: • The very positive relationships across the whole school community which are based on the school values, kindness and mutual respect. Children are happy and respectful. They learn and achieve well in a safe, inclusive and nurturing environment. • Senior leaders who are highly effective in their use of data to carefully analyse the progress of all children. Well planned supports are in place which meet the needs of learners well in the school and nursery. • The very effective work with a range of partner agencies in both the primary school and nursery setting. This is ensuring children benefit from a wide range of universal and targeted support, which is improving outcomes for children. • Staff who know children very well, both as individuals and as learners. They engage in professional learning to further develop their knowledge and skills to help them to meet the needs of all children. 3.4 Identified areas for improvement • To continue to work collaboratively to share good practice. This will ensure further consistency in learning, teaching and assessment. • To continue to provide children with more opportunities to apply their skills and learn through a range of motivating contexts which are new and unfamiliar. Children should be provided with opportunities to be further challenged in their learning and take a stronger role in leading their own learning. Page 52 of 218
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3 • In the nursery, practitioners should continue to develop their observations with a clear focus on learning and specific skills children are developing and applying. This will help them to identify clear next steps across the curriculum for all children 3.5 Conclusion The local authority has confidence that Woodburn Primary School and Nursery class has sufficient capacity for continuous improvement. The setting’s Quality Improvement Manager will continue to monitor improvement through the quality improvement process and standards and quality improvement plan. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no resource implications. 4.2 Digital There are no digital implications. 4.3 Risk Education Scotland’s team of Inspectors visit a sample of education settings every year to find out how they are performing. A report is published which informs parents about the key strengths of the setting and its capacity for further improvement. 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) 4.4 Additional Report Implications (See Appendix A) Appendices Appendix A – Additional Report Implications Appendix B – Background Papers: Inspection Report Woodburn Primary School and ELC APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Themes addressed in this report: Getting it right for every Midlothian child Improving opportunities in Midlothian Page 53 of 218
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4 A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Noted within. A.5 Involving Communities and Other Stakeholders Copies of the reports have been made available to Elected Members, parents and carers of children currently in the setting 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 and Nursery Improvement Plan allows for sustainable development and improvement. Page 54 of 218
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1 | Woodburn Primary School and Nursery Class, Midlothian Council, 5542928 © Crown Copyright 23 April 2024 Dear Parent/Carer In January 2024, a team of inspectors from Education Scotland visited Woodburn Primary School and Nursery Class. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. The inspection team found the following strengths in the school’s work. • The very positive relationships across the whole school community which are based on the school values, kindness and mutual respect. Children are happy and respectful. They learn and achieve well in a safe, inclusive and nurturing environment. • Senior leaders are highly effective in their use of data to carefully analyse the progress of all children. Well planned supports are in place which meet the needs of learners well in the school and nursery. • The very effective work with a range of partner agencies in both the primary school and nursery setting. This is ensuring children benefit from a wide range of universal and targeted support, which is improving outcomes for children. • Staff know children very well, both as individuals and as learners. They engage in professional learning to further develop their knowledge and skills to help them to meet the needs of all children. The following areas for improvement were identified and discussed with the headteacher and a representative from Midlothian Council. • Continue to work collaboratively to share good practice. This will ensure further consistency in learning, teaching and assessment. • Continue to provide children with more opportunities to apply their skills and learn through a range of motivating contexts which are new and unfamiliar. Children should be provided with opportunities to be further challenged in their learning and take a stronger role in leading their own learning. • In the nursery, practitioners should continue to develop their observations with a clear focus on learning and specific skills children are developing and applying. This will help them to identify clear next steps across the curriculum for all children. Page 55 of 218
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2 | Woodburn Primary School and Nursery Class, Midlothian Council, 5542928 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using quality indicators from How good is our school? (4th edition) and How good is our early learning and childcare?. Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Woodburn Primary School and Nursery Class. Quality indicators for the primary school Evaluation Learning, teaching and assessment very good Raising attainment and achievement very 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 Learning, teaching and assessment good Securing children’s progress good Descriptions of the evaluations are available from: How good is our early learning and childcare? Appendix 1: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Details | Find an inspection report | Find an inspection report | Inspection and Review | Education Scotland What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. Midlothian Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Teri Mcintosh HM Inspector Page 56 of 218
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Performance Review and Scrutiny Committee Monday 7 October 2024 Item No 5.5 A summary of the HMIE inspection of Beeslack Community High School Report by Michelle Strong, Education Chief Operating Officer, Children, Young People and Partnerships. Report for Information 1 Recommendations Performance Review and Scrutiny Committee is requested to: (i) Note the content of the summary of the inspection report. (ii) Congratulate the pupils, parents and staff connected with this report. 2 Purpose of Report/Executive Summary The report outlines the inspection of Beeslack Community High School. 19 August 20242 Report Contact: Julie Fox, Quality Improvement Manager E-mail: julie.fox@midlothian.gov.uk Page 57 of 218
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2 3 Background/Main Body of Report 3.1 In January 2024, a team of inspectors from Education Scotland visited Beeslack Community High School. The report was published on 23 April 2024, and is available on the Education Scotland website, 3.2 Education Scotland is responsible for inspecting education settings throughout Scotland. This inspection was a full model inspection using core quality indicators from How Good is Our School; 3.3 Identified strengths of the setting The inspection team found the following strengths in the school’s work: • The headteacher has shown strong leadership in developing a school culture and ethos with a particular focus on wellbeing and working together. All school staff feel that they play a key role in improvements. As a result, the school is well-placed to improve further. • The trusting, caring relationships between staff and young people are leading to a calm and respectful learning environment. Young people are proud of their school and eager to learn. • Staff ensure that young people are supported to recognise their own wellbeing needs. Young people are well supported by staff and partners through creative and well-considered wellbeing strategies to help them make progress. 3.4 Identified areas for improvement • Senior and middle leaders should continue to develop approaches to strategic planning for continuous improvement. This should include refining systematic approaches across the school for quality assurance, self-evaluation and tracking and monitoring. • Teachers should continue to explore approaches to learning, teaching and assessment to improve their shared understanding of high-quality learning experiences. This should provide all young people with appropriate support and challenge in their learning. School Evaluation QI 1.3 Leadership of Change good QI 2.3 Learning, teaching and assessment satisfactory QI 3.1 Ensuring wellbeing, equality and inclusion good QI 3.2 Raising attainment and achievement satisfactory Page 58 of 218
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3 • Senior leaders should continue to review and improve the curriculum. This includes young people’s experiences from S1-S3. This is to ensure that all young people benefit from well-planned experiences leading to raised attainment. • Staff should raise attainment for all young people in the Annex. This should include ensuring young people are able to access National Qualifications at the highest possible level. 3.5 Conclusion The local authority has confidence that Beeslack Community High School has sufficient capacity for continuous improvement. The setting’s Quality Improvement Manager will continue to monitor improvement through the quality improvement process and standards and quality improvement plan. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no resource implications. 4.2 Digital There are no digital implications. 4.3 Risk Education Scotland’s team of Inspectors visit a sample of education settings every year to find out how they are performing. A report is published which informs parents about the key strengths of the setting and its capacity for further improvement. 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) 4.4 Additional Report Implications (See Appendix A) Appendices Appendix A – Additional Report Implications Appendix B – Background Papers: Inspection report Beeslack High School APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Page 59 of 218
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4 Themes addressed in this report: Getting it right for every Midlothian child Improving opportunities in Midlothian A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Noted within. A.5 Involving Communities and Other Stakeholders Copies of the reports have been made available to Elected Members, parents and carers of children currently in the setting 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 Page 60 of 218
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5 disadvantaged communities. Midlothian is highly committed to closing the poverty related attainment gap. A.8 Supporting Sustainable Development The School Improvement and Action Plan allows for sustainable development and improvement. Page 61 of 218
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1 | Beeslack Community High School, Midlothian Council, 5547938 © Crown Copyright 23 April 2024 Dear Parent/Carer In January 2024, a team of inspectors from Education Scotland visited Beeslack Community 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 shown strong leadership in developing a school culture and ethos with a particular focus on wellbeing and working together. All school staff feel that they play a key role in improvements. As a result, the school is well-placed to improve further. • The trusting, caring relationships between staff and young people are leading to a calm and respectful learning environment. Young people are proud of their school and eager to learn. • Staff ensure that young people are supported to recognise their own wellbeing needs. Young people are well supported by staff and partners through creative and well-considered wellbeing strategies to help them make progress. The following areas for improvement were identified and discussed with the headteacher and a representative from Midlothian Council. • Senior and middle leaders should continue to develop approaches to strategic planning for continuous improvement. This should include refining systematic approaches across the school for quality assurance, self-evaluation and tracking and monitoring. • Teachers should continue to explore approaches to learning, teaching and assessment to improve their shared understanding of high-quality learning experiences. This should provide all young people with appropriate support and challenge in their learning. • Senior leaders should continue to review and improve the curriculum. This includes young people’s experiences from S1-S3. This is to ensure that all young people benefit from well-planned experiences leading to raised attainment. • Staff should raise attainment for all young people in the Annex. This should include ensuring young people are able to access National Qualifications at the highest possible level. Page 63 of 218
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2 | Beeslack Community High School, Midlothian Council, 5547938 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using four quality indicators from How good is our school? (4th edition). Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Beeslack Community High School Quality indicators Evaluation Leadership of change good Learning, teaching and assessment satisfactory Ensuring wellbeing, equality and inclusion 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 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. Donald Paterson HM Inspector Page 64 of 218
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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 Q1 24/25 Performance report Performance Review and Scrutiny Committee Monday 7 October 2024 Item 5.6 Page 65 of 218
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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 (LTA) Framework in place and ready for August launch. The Framework outlines the key features of highly effective learning, teaching and assessment.PL training planned to support launch and active from August 24. Application in session 24/25 will support improvement and ensure consistency across our schools. Where Midlothian schools and settings have established LTA guidance in place, 21% reported that learners had been fully involved in co-creating this guidance. This remains a next step for session 2024-25 at both Local Authority and school level. - Schools benefitted from targeted intervention from the Raising Attainment team and in reading, writing and/or numeracy, the average increase in attainment for the year group/class from August 2023 to May 2024 was 11%. The Raising Attainment team also worked on several national collaborative projects. They shared work on the new Midlothian Progressions in Writing and Reading at the National Literacy Network and this was well received with other Local Authorities asking for support in their literacy approaches and progression planning. The team also represents Midlothian on the National Response to Improving Maths implementation group and is involved in the national cycle of review of the maths curriculum. - 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 which will lead to reduced variation in teacher professional judgement. The development of Midlothian’s “asset-based” Approach to Writing Flowchart has been well used across schools and ASGs and HTs report that this is supporting teachers’ assessment of learners. One ASG developed moderation videos in Numeracy. This supported teachers to identify gaps in learner knowledge and to plan next steps in teaching and learning. This was used within the Numeracy Champions network to further support moderation across ASGs. - All primary schools are engaging with the Literacy and Numeracy Progressions. During quality improvement visits carried out between January and March 2024, we confirmed that all primary schools have engaged with the Literacy and/ or Numeracy Progressions and were making use of the assessment data to support learner progress. Examples of effective practice were identified, and teachers were invited to share this at curriculum network meetings. Priority 1: Raising attainment to ensure that all children and young people in Midlothian achieve outcomes which lead to positive destinations Page 66 of 218
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3 - All school staff have received training in the use of the Literacy & Numeracy Progressions. In addition, training for school leaders focussed on strategic leadership of Literacy. Literacy and Numeracy Champions termly meetings have informed development of the Progressions at school level. - Over the session working groups in each Associated School Group (ASG) developed curriculum progressions for each area of the curriculum areas (Early to Second levels) and these will be use from August 2024. Work is ongoing to develop progressions at Curriculum for Excellence Third level. - Curriculum design work is ongoing and to facilitate this transformative change the Common School Day was consulted upon and implemented in June 2024. This provided a common start and finish time across all six Midlothian secondary schools. Headteachers also agreed a common timetable, which now enables collaboration across schools. With these foundations in place, the Midlothian Aligned Curriculum Offer (MACO) was offered to S5/S6 pupils in all secondary schools. 170 pupils signed up for the following Level 6 Foundation Apprenticeships: Accountancy, Adult Social Care, Business Skills, Social Care and Early Learning, Global Infrastructure and Built Environment (Level 6, non-FA), Scientific Technologies and IT Hardware (Cyber Security Academy) Many of these courses will provide business/industry experience and a qualification at SCQF Level 6, without a summative examination, allowing pupils to build confidence and succeed in real-life contexts. - In addition to this a bespoke, in-school SCQF Level 4/5 Construction and a Future Skills Electric Vehicle and Mechanics course has been offered in partnership with Edinburgh College. Pupils continue to have the option to engage with a wide range of other industry-specific courses through the School to College partnership. The common timetable that is in place enables young people to study a wide variety of traditional qualifications, alongside a comprehensive programme of work-based, industry-supported courses, without having to miss learning due to travel. This offer will be further enhanced by the Digital Aligned Curriculum Offer (DACO). - This has been the second and final year of the Primary Science Development Officer (PSDO) working in our schools and Early Learning Centres on Science, Technology, Engineering & Maths (STEM) - The PSDO has actively promoted STEM to ensure the best learning opportunities and outcomes for all Midlothian learners and to ensure staff members have had opportunities to increase their confidence and skills to deliver high quality learning and teaching of STEM in their own classrooms. Teachers/practitioners who completed surveys in June 24 said they now felt more confident in teaching aspects of STEM, in particular engineering. Page 67 of 218
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4 Provisional attainment for 2023/24 - This is not yet validated and will published December 2024 • Literacy o Children achieving the expected level in Literacy by the end of P1 was 75.3% o Children achieving the expected level in Literacy by the end of P4 was 70.5% (69.7% in 2022-23) o Children achieving the expected level in Literacy by the end of P7 was 70.0% (68.5% in 2022-23) • Reading o Children achieving the expected level in Reading by the end of P1 was 80.0% o Children achieving the expected level in Reading by the end of P4 was 77.9% (77.4% in 2022-23) o Children achieving the expected level in Reading by the end of P7 was 77.1% (77.5% in 2022-23) • Writing o Children achieving the expected level in Writing by the end of P1 was 77.7% o Children achieving the expected level in Writing by the end of P4 was 72.9% (73.2% in 2022-23) o Children achieving the expected level in Writing by the end of P7 was 72.4% (71.9% in 2022-23) • Listening & Talking o Children achieving the expected level in Listening & Talking by the end of P1 was 88.5% o Children achieving the expected level in Listening & Talking by the end of P4 was 87.9% (88.8% in 2022-23) o Children achieving the expected level in Listening & Talking by the end of P7 was 86.1% (86.1% in 2022-23) • Numeracy o Children achieving the expected level in Numeracy by the end of P1 was 83.2% o Children achieving the expected level in Numeracy by the end of P4 was 75.6% (74.4% in 2022-23) o Children achieving the expected level in Numeracy by the end of P7 was 72.5% (71.4% in 2022-23) Note these figures are not official and subject to change. Page 68 of 218
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5 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 2.3 100%100% Learning, Teaching & Assessment Framework 100% Literacy and Numeracy Progressions 100% Moderation and Progression 100% Development of BGE curricular frameworks 100% Curriculum Framework 90% Midlothian Skills Framework 100% Page 69 of 218
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6 Priority 1.3 - Equity Education Improvement Priority 1 – Progress towards the outcome Effective use of data dashboards 100% Intersectional data Tracking and Monitoring 100%100% Excellence and Equity 100% Midlothian Poverty Action 100% Procedures and Policy Partnerships and pathways 100%100% Pupil Equity Funding plans (PEF) 100% Page 70 of 218
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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: 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. Education Improvement Priority 2: All children & young people feel valued & included, and have the same opportunities to succeed Page 71 of 218
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8 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. • High School attendance was 87.3% (87.1% in 2022-23) • Primary School attendance was 92.8% (92.5% in 2022-23) • High School exclusions were 25.5 per 1000 (29.0 in 2022-23) • Primary School exclusions were 9.2 per 1000 (4.2 in 2022-23) Page 72 of 218
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9 Priority 2.1 - Relationships 50% 90% 60% Priority 2.2 - Wellbeing and Care 60% Curriculumpathways 60% Person centred assessment 77% Effective use of data 60% 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 73 of 218
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10 Priority 2.3 - Inclusion and Targeted Support 100% AdditionalSupport Needs Review 60% 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 74 of 218
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11 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 75 of 218
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12 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 76 of 218
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13 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 77 of 218
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14 Key achievements this quarter: Successes in Q1 April 2024 to June 2024 Communities, Lifelong Learning and Employability (CLD) (Including Beeslack High School Community Activities) CLD builds skills for learning, life and work. National CLD Review findings published June 2024 The national review has concluded that CLD across the nation is having life changing and, in some circumstances, lifesaving impacts demonstrated by a variety of evidence bases. It clearly sets out the benefits of CLD and makes key recommendations to preserve and improve CLD, including the formation of a national CLD Strategic Group and it also makes recommendations about equitable investment in CLD. Community learning and development (CLD): independent review - gov.scot (www.gov.scot) New CLD Partnership Plan 2024 to 2027 Consultations are currently live for the new CLD Partnership Priorities for local people, staff, stakeholders and partners to complete. It is aimed to have a draft strategy by the end of August 2024 to be distributed for comment and further consultation. CLLE Annual Report for April 2023 to March 2024 has been completed and is about to be published, key highlights include working with 4,930 local people, 2531 qualifications have been secured through CLLE by local people and the number of local people from ethnic minority groups accessing our services is steadily increasing year on year up to 754. 58 community groups were supported with 183 activities. The full report can be accessed on the link below: CLLE annual reports | (midlothian.gov.uk) Employability Highlights 13 organisations have been granted funded from NOLB Scottish Government to enhance employability services offered locally targeting key groups with specific needs. These include public and third sector organisations a full list of the organisations and what they can offer is available on request and will shortly be on the council website under employability support. Employability Impact Quote: “Working with you through NOLB All Age was very beneficial, you really helped me in finding a job and pushing myself into the right path, I’m now doing very well and its thanks to you how much you helped me” Community, Lifelong Learning and Employability (CLLE) Page 78 of 218
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15 Employability for All Ages (who are not parents including young people) • For all age employability support there has been 15 new starts from April 2024 to June 2024. There are also still 198 people receiving support from the previous quarters. In this quarter 8 people have gained employment, 4 a modern apprenticeship and one person from the new starts has also secured employment. Qualifications are awaiting verification and will be included in Q2 reporting. • Weekly support for those seeking employment through NOLB continued these included: toast and talk, first aid qualifications, paid work experience and one to one support. • Significant efforts were put into tracking down and supporting young people who were shown as in an unknown destination from the formal SDS participation list. Parental Employability Support funded through NOLB Scottish Government • 39 new parents and 160 existing parents (April 2024 to June 2024) have been supported through parental employability support. Over these 3 months 2 new start parents secured employment and 22 from our existing caseload also secured jobs totalling 24 securing employment overall. 59 accredited qualifications were secured by 18 parents, and one progressed to HE/HE whilst 5 parents completed HE/FE in June 2024. • Weekly parental support has continued through the weekly ESOL café, career hubs with local employers providing talks and live vacancies. We also ran a very successful level 5 Creche work training course with 10 graduating. We also included allergen training, paediatric first aid and elementary food and hygiene qualifications. 4 people from this creche worker course have gone onto secure employment already. Impact Statements: “I’m a 35-year-old Ukrainian parent living in Dalkeith, I am very happy with all your services and supports you provided for me and my husband, I gained the required qualifications and now I have two jobs ” “I attended the ASN course and loved it! It helped me a lot by getting me out the house and interacting with other people. I have now been accepted to start college in August- OMG” Youth Work • The focus for youth work from April to June was to acknowledge and celebrate achievements and to direct young people to safe summer activities. There was also significant planning and preparation for summer transition projects including school transition, college transition and summer diversionary work. • Our congratulations go to the 30 staff and local people who participated in the local graduation ceremony in partnership with Edinburgh College for securing their certificates relating to introduction to youth work, PDA In Youth Work or the HNC Working with Communities • Midlothian Youth Platform participated in the annual 2 days youth beats concert. • 95 young people completed the CLLE Duke of Edinburgh open group. Congratulations to the CLLE Duke of Edinburgh ASN Gold Open Group who attended Holyrood Palace on Friday 5th July to receive their awards from HRH Prince Edward. • The lifelong learning achievements of young people were formally recognised through a variety of well attended learning celebration events for Croft Street Hub, 12+ project, young carers and youth clubs Page 79 of 218
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16 Adult and Family Learning CLLE through adult and family learning activities have engaged 479 times this quarter which is a 15.98% increase from the same quarter last year New learning opportunity offered – In collaboration with the Community Justice Partnership Programme which ensures services meet the needs of individuals accused or convicted of an offence. The programme supports the development of skills for learning, life and work with bespoke new programmes. Community Capacity Building/Community Development and Reducing Poverty: Review of the Midlothian Scheme for the Establishment of Community Councils CLLE has been engaging with local community groups to conduct a review of the scheme. A 1st draft has been circulated, 4 ‘in person’ and 2 ‘online’ community engagement events have been held. An online survey, where respondents were able to comment and influence the first draft has been completed, Supported by CLLE, Midlothian Federation of Community Councils have commenced a review of the comments relating to the first draft with a view to supporting the second stage of the review process. Howgate Community Council A period of intensive work, engaging and working with residents in the Howgate and surrounding area has resulted in Howgate Community Council becoming active once again. Howgate Community Council, supported by CLLE officers has resumed its meetings, including an Annual General Meeting resulting in 5 new members, 3 of whom have taken up Office Bearer positions. CLLE has worked with the group to provide governance and operational support. HCC group members have developed a ‘draft revitalisation plan’ for consideration by local residents, created new communication channels and set out a meeting schedule that will support engagement with the local community. Child Poverty Accelerator Fund Midlothian Council and Midlothian Sure Start were successful in their application to the Scottish Government Child Poverty Accelerator Fund. The Midlothian Sure Start worker launched the project in January 2024 and in conjunction with CLLE 15 community researchers have been trained up and will start their poverty focussed research during summer 2024. MARC Building CLLE secured funding through UKSPF to commission a feasibility study to look at a new community building in Woodburn. The study has been finalised and shared with elected members, user groups and prospective users. CLLE continues to work with the existing user groups to look at potential opportunities to improve the workings and aesthetics of the current building. Trusted Partners CLLE continues to support our 16 Trusted Partners to deliver cash first payments to Midlothian residents struggling with the increased cost of living. CLLE supports partners with guidance, training and analysis of monitoring to look at gaps and trends. Page 80 of 218
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17 Challenges: There are a small number of areas where we are experiencing challenge these include: • Securing tutors for groups and classes is challenging specifically for accredited programmes for example Higher English and Nat 5 maths for a variety of reasons • Challenges in securing/and availability of external Capital funding available for 24/25 for Penicuik Town Hall, Newbattle Community Learning Centre and Marc Building • Identifying accessible and free community venues to deliver youth work, adult learning and community development courses where local people wish to take part in activities to build skills for learning, life and work. Page 81 of 218
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18 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 82 of 218
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19 A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) Pentana Performance Dashboard Page 83 of 218
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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 Q1 24/25 Performance report Performance Review and Scrunity Committee Monday 7 October 2024 Item 5.7 Page 85 of 218
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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 24-30: was launched on 20 June 2024 on a dedicated website to partners. The plan is intended to be visual and interactive to make it accessible and easy to use. Partners are being asked to feedback on their experience of looking at this draft version before it goes live at the end of 2024. The website is structure around the five foundations highlighted below: A Good Childhood Whole Family Support Supporting the Workforce Planning Building Capacity Referrals: Over the past year the work we undertook to better ensure that referrals coming into social work were appropriate is paying off with a 50% reduction in referrals from Q1 last year. This said the number of child protection referrals remains high. Child protection is both complex and challenging and requires workers with experience to undertake assessments and manage and understand the risks. Given the ongoing workforce issues around being unable to recruit experienced workers, we continue to find it challenging with regard to the allocation of this work. The lack of experience across children and families social work practice is becoming more challenging. Newly qualified workers are unable to take child protection work although they can be a good support in helping out in very complex cases with an experienced worker taking the lead. We shall continue to review this position as a senior officer group to ensure workers are supported and to offer reassurance that we are managing risk. Number of referrals by Quarter 22/23 23/24 24/25 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 2,155 2,212 2,023 2,626 2,353 2,067 1,436 1,324 1,170 Page 86 of 218
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3 Family Wellbeing Service The service is now well established and working hard to engage with schools and early learning centres to identify families who may require additional support. The team shall move to Easthouses Primary School at the start of the school term. The new facilities will benefit both the staff and more importantly the parents as they shall have rooms where they can do some 1:1 work and have meetings in what is a lovely new building. The family wellbeing service has a dedicated worker who deals with financial requests, this approach means that financial request do not come into the very busy duty system. A framework for recording referrals is currently being worked on. 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 a large family can skew the figures. The main reason for registering a child’s name on the register is the risk posed by domestic abuse. This is both a local and national theme. Rate per 1,000 of Midlothian Looked After and Accommodated Children 22/23 23/24 24/25 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 6.9 6.9 6.8 6.7 6.5 6.6 7.2 7.4 8.6 *Scotland Average for 22/23 is 9.7 Disability Service and Self-Directed Support We have recruited a new service manager who shall start on the 2nd September who shall lead on this area of work. They are a very experienced service manager who shall be looking at creating a seamless transition between children, education and adult services for our service users. The work will also include having a good overview of which service users shall require ongoing support into adulthood, so that we can plan and have a greater awareness of the impact on our budgets going forward. This service shall also have overall responsibility for self- directed support work ensuring that assessments are undertaking and reviews are happening so that families are supported to access their own supports or if required ask for support from ourselves. Page 87 of 218
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4 Resettlement Team Another key success has been the ongoing work that the resettlement team continue to do. Supporting families who have fled war torn countries such a as Ukraine and Afghanistan by welcoming and offering ongoing support and advice so that they are fully integrated within their local communities. The team is very small but the impact of their work is significant. 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. Over the summer there have been several consultation documents sent out to IJB’s and local authorities around this area of work. Workforce: Midlothian continues to experience the same staffing issues encountered by other Councils. As already highlighted within this report a general lack of experienced and skilled staff across the sector is a concern. This has resulted in us having to increasingly rely on locum workers which are both expensive but also does not offer continuity to service users. As already reported in previous quarters this is both a local and national issue which is trying to be addressed via the National Social Work Agency. 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 across the Lothians. At the last GIRFEC Board in June the number of children’s names on the waiting list was circa 800, rising at around 200 names per quarter. Page 88 of 218
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5 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 service as the population continues to grow. Page 89 of 218
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6 Progress of actions to achieve priority Key achievements this quarter: • Funding is now in place, services are established, small funding to be used for targeted commissioning. • Performance indicators in development, work ongoing to create data dashboards and management information. Service Priority 1 - Ensure the Midlothian Wellbeing Service is aligned with other family supports across Midlothian 90% Develop transparent pathway to ensure 3rd sector partners have equitable access to funding resources within the Family Wellbeing Fund. Ensure funding and resources are in 50% Develop a series of performance indicators and baseline figures to measure outcomes for Family Wellbeing Service Page 90 of 218
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7 Progress of actions to achieve priority Key achievements this quarter: • Service Manager (Disability) will take this on going forward. They take up this post at the beginning of September. • Transitions policy is currently in review, being worked on by Transitions development worker. New Service Manager will take over as lead when they commence Service Priority 2 - Develop a transitions strategy and pathway across Children’s Services, Education and Adult Health & Social Care 10% Map and review existing interface to support the proposal for standalone disability/transitions team. 0% Develop a disability transition policy that supports children moving into adult services who have additional support needs Page 91 of 218
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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 plan included in their care plan Increase the number of Kinship assessment undertaken Develop and implement permanence process to formally secure children in kinship 50% 25% 25% 50% y Key achievements this quarter: • 26 family referrals during this quarter. During this quarter agreement to expand team by 1FTE to be recruited. 18 family meetings held in Q1. 8 New plans were agreed. • We remain on target to increase the numbers of kinship assessments completed year on year. The increase in assessments will be linked to the increase in kinship placements made. Current plan to expand kinship assessment offered via Family Centred Care. Move to take place Sept 24. Service Priority 3 - Maintain supports offered by Family Group Decision Making and Kinship staff to ensure children remain 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 92 of 218
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9 Progress of actions to achieve priority 25% 25% 25% Key achievements this quarter: • Of the 29 staff trained in Trauma informed practice in Q1, 13 were from Children's services. • Further training sessions and Level 2 sessions are being rolled out in Q2. Agreed 17 people to do University level qualifications. • To support staff wellbeing, staff consultation completed, with a view to a programme of events beginning in Q2. Contract signed for psychological supports. Service Priority 4 – Strengthen the number of staff who understand the importance of trauma informed practice Increase the number of staff trained in using a trauma informed approach Continue to promote training opportunities and development for all Children’s Services staff Offer a range of activities and sessions that support staff wellbeing Page 93 of 218
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10 A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) Pentana Performance Dashboard Page 94 of 218
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1 Corporate Solutions delivers forward looking services fit for a modern 21st Century organisation, with 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, delivers services to internal and external stakeholders, plays a key role in the delivery of the Council’s Medium Term Financial Strategy and ensures organisational compliance, develops the workforce, and advances transformation. Transformation and opportunities Transformation Blueprint (2023-2028) 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. The Council’s three strategic aims, as set out in the Single Midlothian Plan are: • 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 Transformation Blueprint was approved by Council in 2022 and sets out key areas of concern that need to be addressed over the next five years. Corporate Solutions Q1 24/25 Performance report Performance Review and Scrutiny Committee Monday 7 October 2024 Item 5.8 Page 97 of 218
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2 Transformation Blueprint Objectives 1. Support the Council to address the 5-year funding gap outlined in the Medium Term Financial Strategy (MTFS) 2. Follow the Money to ensure that the services we commission, contracts we manage and digital solutions we use deliver value for money. 3. Develop an organisational workforce that is flexible ensuring that all staff have the necessary skills to work effectively supported by digital technologies that fit for a 21st century workforce. 4. Design a workplace for the future delivering services in a holistic and integrated way. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in joined-up service delivery which improve outcomes. The Council’s Transformation Blueprint provides the framework for opportunities to change the way services are improved and delivered to be more efficient. Corporate Solutions has a particular focus on delivering digital first approaches, embedding automation to improve customer access to services and hybrid working. We will continue to work to address the inequalities that our communities face, respond to the demands of being the fastest growing local authority in Scotland, and deliver our vision of being a great, green place to grow. Page 98 of 218
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3 Aligned to the Transformation Blueprint, Customer Engagement priorities for 2024/25 are set out below: • Continued rollout and implementation of Customer Service Platform • Reviewing service delivery across all Contact Centre teams • Increased use of eResources • Community and school library design • Active promotion of library space, for Council and partner services, and enable out of hours access for communities • Rollout of the Hub and Spoke delivery model with libraries providing and facilitating increased local service provision • Refreshed Customer Engagement Strategy including revised communications and engagement plan • Launch of the new mobile One Stop Shop in partnership with the Third Sector • Increase income within Registrars through alternative ceremony offer Communications and Marketing: • Promoting the council's vision, strategy and plans such as a Great Green Place to Grow, Transformation Blueprint, Wellbeing Strategy, Climate Change Strategy and carbon charter to internal and external audiences. • Raising awareness of the ways that people can take part to influence how public services operate e.g. public consultations such as Midlothian Local Development Plan, town centre regeneration projects, and catchment area consultations. • Supporting service redesign and the delivery of change, e.g. supporting the shift to the new customer service platform which will enable citizens to do much more online • Promotion of behavioural change, for example by encouraging residents of Midlothian to recycle more or travel more actively or improve their health and wellbeing. Customer Engagement Page 99 of 218
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4 Key achievements this quarter: Library services Our library services continue to transform and thrive in responding to the needs of our communities. This quarter there has been a 9% increase in total library visits (physical and virtual) compared to the same period last year with a 10% increase in physical library visits. The continued increase in footfall post pandemic demonstrates the growing popularity of local libraries as community hubs, meeting places and focal points. 38,762 virtual library visits were made this quarter, a 2% increase compared to this period last year. The increase related to customer visits to the online catalogue since the library management system was upgraded. The library service was successful in their bit to receive funding from the Scottish Government’s Climate Engagement Fund and the Scottish Library and Information Council as part of their ‘Shelf Life’ project. The project encourages communities to take action on climate change and support people to move towards a more sustainable lifestyle. With the funding a brand new seed library was launched at Dalkeith Library in April. Alongside this a new gardening group has been established where members of the community can come together to share gardening tips, take and donate seeds. This quarter saw a 41% increase in people attending events and initiatives across our libraries compared to the same period last year, with 30,743 attendees in total. 1,710 library events were held during quarter 1 which is an increase of 19% from the same period last year. This covers regular events and activities for both adults and children as well as standalone events and reflects additional classes and sessions ran this quarter. Some of the events that were delivered: Page 100 of 218
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5 • Book Week Scotland: The theme for this year’s Bookbug Week was ‘Bookbug says Hello!’ celebrating all the different languages spoken by families across Scotland. Libraries held a Polish session, a Gaelic session, a ‘Quiet’ session and outreach session at IKEA was introduced in British Sign Language. 16 sessions were held in total attended by 341 children and 319 adults. • McSense sponsored a film screening of Disney Pixar’s ‘Elemental’ for the school holidays at the Newbattle Hub. Organised by library staff, over 100 local people attended, enjoying a fun, free family activity to keep people occupied over the Easter break. • The Tech Shed programme which provides hands on coding, circuit wiring and robot building activities to children, finished this quarter. Delivered with the help of funding secured from the Digital Xtra Fund, 74 children took part in 8 week session blocks in different library locations across Midlothian. Further Lend and Mend Hubs From Scottish Government’s Place Based Investment Funding, two additional new Lend and Mend hubs were launched this quarter in Danderhall and Loanhead libraries. Midlothian is the first authority in Scotland to expand the Lend and Mend offer. The Hubs provides free access to sewing machines and other equipment to allow communities to repair, re-use and upcycle their own items. The Loanhead library site has also started a new Sewing Repairs Club to help people learn to sew, mend and make new clothes. Each library hub introduced an education programme to support new skills development, helping to reduce inequality through equitable access to resources. 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. Channel shift Channel shift work continues with the rollout of customer services through our Customer Service Platform. This quarter saw the introduction of the forestry tree surveying service, which also saves money in lieu of purchasing an application from an external software provider. Page 101 of 218
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6 Several other service requests are in test phase and due to go live in 24/25: • bulky uplifts • online application forms for school clothing grants and free school meals • general enquires • direct debit online sign up for Council Tax, rent and other payments • access protection markings requests • Subject Access Requests • Vogrie parking passes • Garden waste direct debit sign up This quarter call numbers increased by nearly 3,000 from the previous quarter and 6,000 from the same period last year. This can be attributed to an increase of contact in relation to Revenues and Benefits, particularly around the issuing of the 2024/25 Council Tax billing which generated increased queries. Work is ongoing through the Revenues Improvement Programme to implement e-billing and self service through 2024/26 which will reduce these queries for future use and improve the customer interaction with the Council. As a result, quarter 1 shows a decrease in the percentage of online customer contact against telephone contact with channel shift figures showing 11%. In addition, email contact increased by 8% from the same period same last year with 14,694 emails handled by the contact centre during quarter 1. The number of webforms received via the contact centre has decreased this quarter after the launch of the missing bin form via our Customer Services Platform – this is because queries are now going direct to the service which results in a quicker response and a better service for customers. The number of webforms handled by Contact Centre staff will continue to reduce as more services are automated and rolled out through the Customer Services Platform. Due to high call volumes as referenced above, the percentage of calls answered within 120 seconds dropped to 48% this quarter and call abandonment increased to 17%. 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 102 of 218
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7 Stage 1 complaint responses across Corporate Solutions are slightly off target this quarter but have improved over the last 3 quarters. 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 request options that are more appropriate. Despite an increase in overall call volumes this quarter, complaints for Corporate Solutions have reduced compared to previous quarters. 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 quarter include: A recruitment event for Education and Health and Social Care held in May which attracted 100 attendees. The campaign used social media graphics and posters to appeal to different demographics and advertised throughout all secondary schools, libraries and leisure centres as well as local supermarket noticeboards, Job Centre, Skills Development Scotland, Volunteer Midlothian, Citizens’ Advice, Malani, Gorebridge Beacon, all council offices, colleges and universities. The event was further promoted via our website, Black Diamond radio, social media and internally. The launch of the new weekly news roundup ‘Spill the Beans’. As part of M365 project to move away for the use of Outlook and drive behaviour change, improve customer experience and encourage collaboration, the move to ‘Sway’ provides a more eye catching and accessible experience for our staff. In addition, Sway provides analytics and can be viewed on any device. The latest edition of ‘Spill the Beans’ in June was viewed 1,523 times, a 24.5% opening rate if every staff member received a copy either through Teams, email or E-slip, mailing list. A 6-7% opening rate was achieved for internal email newsletters which is deemed to be good according to Contact Monkey. Launch of the new school menus. Our communications team supported school catering/nutrition teams to raise awareness of the launch of the new school menus in April 2024 for 24/25. Promotion was carried out through updates to the school menus webpage and links to available free school meals support. A weeklong social media campaign was launched. The best performing Facebook post achieved a high engagement rate of 17.19% and gathered 18,774 impressions, reaching 17,712 news feeds. Collectively, all Facebook posts reached 43,669 newsfeeds with an average engagement rate of 4.83%. The weeks campaign saw 227 visits to the school lunches webpage and prompted a short term boost in visits to the free school meals and clothing grant page with 73 visits compared to the average 20-30 visits in previous weeks. Page 103 of 218
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8 Beeslack replacement catchment consultation. Activities to promote the consultation took place via two media releases issued to Midlothian View, Midlothian Advertiser and Crystal FM radio in Penicuik. This was also featured in online press including Midlothian View, Edinburgh Live and Edinburgh Reporter. The first release was viewed 135 times on our website and the second 313 times. Promotion was also carried out via social media platforms Twitter and Facebook with the best performing Facebook post reaching 16,343 news feeds and encouraged 2,399 people to engage. Mayfield Early Learning Centre and Additional Support Needs (ASN) consultations. Activities to promote the consultation included a spot on Black Diamond radio, website promotion through a dedicated consultation page and social media promotion where the best performing X post reached 2,831 impressions with 128 engagements. The best performing Facebook posts reached 15,289 news feeds and 5,013 people engaged with the post. Newtongrange residential neighbourhood development drop-in. Activities to promote the consultation included a spot on Black Diamond radio, social media posts and promotion through posters and public notices The best performing Facebook post reached 26,535 people with 1,668 people engaging. Approximately 70 people attended the drop-in session. Bush Loan junction drop-in. Promotion of the drop-in session was carried out through Black Diamond radio, creation of the event in our events calendar on our website and through our social media platforms. The best performing Facebook post reached 21,594 news feeds and 2,044 people engaged with it. 12 people attended the drop-in session. Penicuik High School planned improvement drop ins (2 events held). These drop-in sessions were promoted through the events calendar on our website, internally via text cascaded to parents by associated schools. Two media releases were issued and featured in the Evening News, Midlothian Advertiser and Midlothian View. Promotion was also carried out via our social media platforms with the best performing Facebook post receiving 13,776 and 1,654 engagements. 48 people attended the drop-in sessions during May and June. Page 104 of 218
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9 37,934 37,200 38,333 40,123 38,762 132,510 153,262 144,133 158,023 146,809 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Number of Library visits (quarterly) Virtual Phyiscal 33,384 34,668 33,837 34,312 35,375 442 668 416 369 321 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Number of Library memberships Child memberships - new Total 39,201 36,784 35,833 42,358 45,296 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Number of Contact Centre calls(quarterly) Customer Engagement – performance measures 11% Customer contact received digitally (webform versus telephone) this quarter. 48% of calls this quarter answered within 120 seconds 1,775 Contact Centre Webforms received this quarter (decrease from 3,106 in Q1 23/24) 14,694 Email contact handled this quarter (increase from 13,583 in Q1 23/24) Social Media 22.4k Midlothian Council Facebook followers 18.1k @midgov twitter followers 1,710 Library events held this quarter. 1,013 Children’s library initiatives taken place in Q1. 730 Library customers supported with digital queries in Q1. Library services Customer contact Page 105 of 218
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10 To achieve the Council’s strategic priorities, we recognise that people are our most important asset. Workforce is a key priority in the Council’s Transformation Blueprint. The Council aims to attract the best talent, grow our own talent ensuring there are clear progression pathways, ensure our workforce feel engaged, valued and motivated and importantly, empower our staff to enable them to reach their full potential. Our workforce vision is to work as One Council using our knowledge, experiences and sense of shared endeavour to collaborate and think creatively and innovatively so that our people can deliver life-changing impacts for our communities. Our ways of working mark a clear desire for cultural change and a shift towards a more agile and modern operating model. In order to ensure a thriving workforce, key areas of focus for 2024/25 are: • Investment in Organisational Development through focused programmes of work e.g. launch of Managers Forum, refresh of Leadership Forum • Development and delivery of the new Workforce Strategy 2024-2029 • Completion of workforce plans in all services, with a particular focus in high risk areas, aligned to the new Workforce Strategy • Continued rollout of the Wellbeing Strategy with measures to demonstrate impact and visible contribution to reducing absence levels • Development and delivery of the Recruitment Strategy aligned to the Workforce Strategy Key achievements this quarter: Wellness@Midlothian The rolling programme of Wellness@Midlothian initiatives continues to support the positive health and wellbeing of our staff. This quarter 23 wellbeing events were held covering cost of living supports, wellbeing and mental health awareness and health checks. A total of 830 staff attended various events: Human Resources Page 106 of 218
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11 • health checks at Highbank and Newbyres Care Homes, providing employee wellbeing information and details of where to seek support on a large range of topics. • onsite visits from Lothian Pension Fund with 1 to 1 sessions and 3 in person seminars held. • through Affinity connect, 5 courses were delivered this quarter relating to pre-retirement and pension tax and a webinar from Money Advice Scotland was promoted to all staff. • in terms of mental health, a safeTALK mental health course was delivered this quarter. SafeTALK is a suicide alertness training course designed to help recognise people who may have thoughts of suicide and how to connect them to appropriate help. • 2 health walks were held for staff by the Active Travel Team supported by the Sport and Leisure team. In addition, the ‘Step Count Challenge’ was held this quarter - 53 teams took part with Highbank Team winning the challenge with 3,947,617 steps. Absence Management The HR team continue to proactively work with managers and their teams to support them in their absence management, helping to tackle and reduce sickness absence, complimenting the range of health and wellbeing support provided by the Council to all employees. The HR team provides training for managers in absence management processes and provides management information to enable managers to measure and manage the long and short term absence in their areas. This work is resulting in progression of absence cases, capability hearings and return to work as well as the more efficient management of employee relations cases to bring these to a conclusion. HR commission services including an Employment Assistance Programme, Physiotherapy services, Occupational Health and work in partnership with local and national agencies to offer counselling, health and lifestyle advice, health plans and treatment guidance for the workforce. Employees can self-refer to the Employment Assistance Programme from MCL medics which provides lifestyle support regarding relationship issues; work/life balance, stress, nutrition, Page 107 of 218
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12 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. Investing in our workforce The Leadership Forum continues in 2024 with a focus on Transformation Blueprint and Emergency Planning. The new Managers Forum has been focusing on people policies and supporting staff with sessions on Mental Health, absence management and performance management. The forums also provide a safe space for leaders and managers to share experiences. As part of our fair work commitments, Listen and Learn exercises were carried out in Protective Services this quarter. These focus groups strengthen our employees voice and encourage employees to engage and put forward views and ideas to help address any organisational challenges and contribute to improvements. 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 quarter, staff turnover rates have decreased from 2.4% this time last year to 1.9% for this quarter. The gender pay gap measures the average female pay (£19.83) versus average male pay (£20.37) within the organisation. The figures show that the Council has more male staff at higher rates of pay by 2.65% this quarter which remains steady with 2.7% at the end of last year. The percentage of female employees in the top 5% of earnings continues to gradually increase compared to the same period last year with 119 female employees in the top 5% of earnings compared to 108 during quarter 1 of last year. Sickness absence rates for all employees has remained fairly consistent to the same period last year with average sickness days at 3.11 for this quarter compared to 2.97 during quarter 1 in 2023/24. Data shows similar results for Corporate Solutions where the average number of working days lost due to sickness absence this quarter is 2.38 compared to 2.35 for quarter 1 of 2023/24. Of the FTE days lost, 13% was due to long term sickness, 72% self-certified, 15% short term absence. Work continues with each service area to review attendance levels and support those absent to return to work. Page 108 of 218
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13 2.39% 2.22% 2.74% 2.70% 2.65% Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Gender pay gap between average hourly rate of pay for male and female (all employees) Scottish Average (3.51%) 2.9 5.1 8.3 11.7 3.1 1.5 2.2 4.4 6.4 1.8 3.5 6.3 9.9 13.8 3.6 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Average Sickness Absence days All employees Teachers Local Government workers 2.4% 2.9% 1.8% 2.26% 1.9% Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 % of staff turnover (quarterly) 7772,386 1,815 16-30 31-50 over 50 Human Resources – performance measures 147 Long term absence cases ongoing this quarter 123 Occupational Health referrals via OHIO this quarter 21 HR cases in progress this quarter 353 Physiotherapy referrals made this quarter No. of staff by age group 1,203 (24%) Employees with over 15 years of service 100 Leavers in Q1 (cumulative figure) 65.1% of employees are Midlothian Residents Employee Health and Wellbeing Workforce demographics 119 female employees in top 5% this quarter. • 23 wellbeing events held this quarter with 830 attendees • 5,885 employees accessing mandatory eLearning courses • 1,430 employees accessing non-mandatory eLearning courses Page 109 of 218
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14 Digital solutions underpin the Transformation Blueprint. Key work streams include: • Review and refresh of the Council's Digital Strategy, including reprioritisation of projects to enable change and transformation • Development of a data analysis capability and pilot projects such as multi-source analysis of cost of living data and streamlining of performance and other standard reporting • Expanding digital automation efforts via Power Automate, to improve efficiencies and process quality • Continued rollout of compliance and cyber security protective measures, including attainment of PSN and Cyber Essentials certification, staff training and engagement and establishing a Security Operations Centre • Deepening the adoption of Microsoft O365 capabilities and applications to enable organisational efficiencies, collaboration and lay the foundation for future AI initiatives • Delivering service improvements in frontline teams through projects such as the digital transformation of Neighbourhood Services • Continue the roll-out of the Customer Services Platform solutions to promote channel shift • Equipped for Learning: support the EfL project to provide best in class, secure digital ecosystem for optimal learning outcomes • Developing Council telephony digital strategy and implementing upgrades to education estate • Upgrading all Windows devices to the latest operating system standard (Windows 11) • Ensure all digital aspects of Council operations are well supported and operational Key achievements this quarter: Education and Equipped for Learning As part of the equipped for learning project, Audio/Visual upgrade work was completed this quarter. WiFi upgrade scoping work was carried out and a new telephony infrastructure was designed and implemented for the new Easthouses Primary School. Digital Systems and Infrastructure A range of improvements have been completed this quarter to facilitate a more efficient organisation and improve how we work: Digital Page 110 of 218
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15 • The successful audit of our Education Software • The next phase of the Scottish Wide Area Network (SWAN) migration is now underway. SWAN is one of the most significant single public sector ICT initiatives ever undertaken in Scotland. The programme establishes a single shared network and common ICT infrastructure across Scotland’s public sector. • The configuration and pilot commenced for the external sharing of information via Sharepoint. • As part of the Windows 11 upgrade, planning and staffing requirements were completed and project commenced. • Successful digital setup and support for the general election. • Work in relation to the upgrade of Integra Centros commenced this quarter. Roll out of Microsoft 365 across the whole corporate estate was completed last year, enabling widescale collaboration and co- production with work efficiencies now being realised in many ways across various service areas. Phase 2 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. Various activities have taken place this quarter to support staff with M365 across the organisation. Council wide training sessions were held on various applications offered from M365 as well as face to face drops in sessions. So far 25% of the staff population have adopted M365 tools and using them on a regular basis. Page 111 of 218
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16 Cyber Security Work continues this quarter to maintain and strengthen our cyber security and includes: • Cyber Essentials Plus and Public Services Network (PSN) Certificates achieved this quarter. • Numerous security upgrades and patching work was completed in line with National Cyber Security Centre guidance • A Leadership Forum session was held to raise awareness of the real threat of a cyber incident (“if, not when”) and to drive leaders to review and update business continuity plans. Page 112 of 218
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17 40 9 Planned Complete 57% 49% 53% 58% 58% Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 % of IT helpdesk incidents complete within 48 hours (quarterly) Digital – performance measures Key Digital projects Cyber security performance Progress of total number of Customer Service Platform modules (cumulative) 233,427 Midlothian Council Website visits this quarter (237,696 website visits in Q1 23/24) 100% of Cyber Essentials and PSN implemented 30% of cyber security training complete 30% of Neighbourhood Services digital project complete Website Customer satisfaction and helpdesk Digital Services Customer satisfaction rate: 4.7 out of 5 for quarter 1 Page 113 of 218
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18 Key priorities for the service in 2024/25 • Redesign of business processes to achieve efficiencies across all of Corporate Resources • Making more use of current applications to enable self-service e.g. viewing Council Tax and rent accounts online • Continued upgrade of applications supporting the Council’s transformation agenda e.g. increasing automated and online payments Key achievements this quarter: Invoicing Work continues in the rollout of invoice approval processes. Moving away from paper-based invoicing to invoice approval system management allows for a greater level of audit, performance management and data, leading to more up to date financial monitoring and real time reporting. The Business Applications Team continue to work with Scottish Government’s e-commerce team on next steps for the e-invoicing programme and onboarding of suppliers to this service. The rate of invoices paid on time across the Council is 94.6% (target is 95%), an increase from 92.6% paid on time at the end of 2023/24. A total of 25,397 transactions were processed in this quarter, of which 22,316 were included in the Statutory Performance Indicator (SPI) invoice calculation with an average of 10 days to pay an invoice. The team made 2,276 direct payments to bank accounts to cover free school meals during the holiday periods, Ukrainian Host payments and Business Covid recovery grants. 805 internally generated payments were processed including grants, corporate appointees, salary deductions and treasury activities. Business application upgrades were completed this quarter for Itrent and Legend which includes the new mobile app for booking and managing class bookings across Sport and Leisure. A new 2 year contract was signed with Vodafone, delivering a revenue saving of £100k per year. The Business Applications team successfully completed the 23/24 financial year end processing activities. A health check review of Revenues and Benefits processing was carried out as part of the Revenues Improvement Programme. Corporate Resources Page 114 of 218
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19 Payroll Work was completed by Employment and Reward, HR and procurement for the introduction of shared cost additional voluntary contributions which was launched towards the end of this quarter. A communications plan supports the roll out to encourage take up to the scheme. Supporting the Cost-of-Living Crisis Requests for crisis funding continue to remain consistently high compared to the same period last year and the previous year, with 34% of our total Scottish Welfare Fund (SWF) budget up to and including Q1 allocated. 1,824 applications were received for Crisis Grants and 344 received for Community Care Grants this quarter. This demonstrates the continued 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, 3,028 customers received help and support via housing benefits this quarter. The percentage of current housing rent arrears sits at 15.38% for Q1, an increase from last year of 11.21%. In year Council Tax collected year to date is 27.6% showing a slight decrease from collection rates this time last year by 0.2% and a 4% decrease from the same period during 2022/23. It is anticipated that the Cost of Living Crisis is affecting households and their ability to meet all their household bills. Page 115 of 218
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20 1783 1730 1464 1789 1,824 817 818 755 962 1,005 24 37 27 13 27 942 875 682 814 792 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 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. 40 46 50 54 48 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 New claims 7584 3999 3999 2531 5753 2450 2551 2579 2767 2890 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Number of online transactions (quarterly) Rent Council Tax 27.6% of in year Council Tax collected year to date. 12 17 17 29 12 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Change of circumstances 364 385 280 320 344 138 141 91 94 120 0 6 0 3 4 226 238 189 223 220 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/34 Q1 24/25 Number of Community Care Grants (quarterly) received awarded declined ineligible 34% of Scottish Welfare Fund budget spent this quarter. Corporate Resources – performance measures £117,715 granted from Scottish Welfare fund for crisis grants £138,258 granted for community care grants in Q1. Scottish Welfare Fund Revenues and Benefits Average processing times (days) Page 116 of 218
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21 Key priorities for the service in 2024/25 • Review of the Council’s governance framework with revised Standing Orders and Associated Scheme(s) • Implementation of the new Subject Access Request portal • Development of the new Procurement Strategy, with a focus on social value, the introduction of a Council wide approach to Community Benefits, and an increased focus on local procurement • Aligned to the Transformation Blueprint, undertake a review of Contract and Grant Management Legal and Governance Page 117 of 218
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22 Key achievements this quarter: Legal Services The legal court team continue to protect the Council’s interests and deliver suitable outcomes for children and vulnerable adults through attendance at court this quarter. Various commercial transactions took place by our in-house legal team this quarter including: • The conclusion of a Section 75 agreement at 120 High Street in Dalkeith. • The sale of Site B at the former Newbattle High School site to Melville Housing Association Limited. • Purchase of land at Shawfair for Shawfair School Campus for £5M excl. VAT from Network Rail and completion of Back to Back Agreement SLLP in order to remediate the site for a new school. • Sale of garden ground at 24 Cockpen Crescent in Bonnyrigg. • Completion of 5 Golden Share transactions (20% equity shares) at Eskbank Gardens. • 3 Temporary Traffic Regulation Orders (TTRO’s) processed and put in place. • 4 Scheme of Assistance grants completed and registered. • Settlement of an employment tribunal claims via ACAS. • Education Appeals Training undertaken and legal advice provided to several Education Appeals Committee Hearings. Page 118 of 218
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23 Procurement Work undertaken this quarter includes: • 21 tenders from the previous period have been managed • 11 new tenders have been issued (all on Public Contracts Scotland), 9 of them at evaluation stage with 2 at recommendation stage. • 14 new quotes have been issued • 9 mini competitions have been issued on PCS • 52 light touch agreements have been issued • 44 direct awards have been issued • 5 non-compliance forms have been progressed • 25 new suppliers have been registered • 55 Adult Care contracts have been updated and contract extensions completed • Major work is ongoing this quarter regarding compliance. 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 119 of 218
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24 14.68% 16.81% 13.78% 13.79% 19/20 20/21 21/22 22/23 % of procurement spent on local enterprizes (LGBF) 32 regulated procurement exercises undertaken during quarter 1 12 legal commercial transactions undertaken during quarter 1 Legal and Governance – performance measures Access to information 345 337 319 397 304 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Number of Freedom of Information requests recieved (quarterly) 37 49 46 49 50 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Number of Subject Access Requests recieved (quarterly) Page 120 of 218
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25 The Continuous Improvement team supports the required step-change to ensure that as an organisation we learn from feedback and complaints received and improve service delivery as a result of driving forward a culture of continuous improvement. Key priorities for the service in 2024/25: Working with services to focus on performance measures and supporting approaches which deliver improved outcomes, including: • The introduction of a revised Planning and Performance Management Framework (PPMF) and a newly developed Best Value Framework (BVF). • Revising the Midlothian Excellence Framework (MEF), our corporate self- evaluation tool, to reflect changes to the Public Service Improvement Framework (PSIF). • External data submission, monitoring and reporting of Local Government Benchmarking (LGBF), including maintenance of the LGBF dashboard on Pentana for elected members. • Key contact for corporate level external scrutiny activities such as the Best Value Thematic exercises undertaken by our external auditor. • Facilitating a review and update of all policies and procedures in place to deliver the Council’s strategic outcomes and ensure alignment with overarching strategies. • Review and refresh of the Equalities work programme including increased awareness of equality and diversity and the redesign of the staff equalities group to facilitate greater diversity and inclusion in the Council’s decision making processes, policy development and a more diverse workforce reflective of the communities the Council services. Key achievements this quarter: Continuous Improvement Page 121 of 218
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26 Equalities • New Integrated Impact Assessment (IIA) template and guidance to meet the requirements of the UNCRC Scotland Act and ensure that children’s rights are fully respected in decision-making processes. • Launch of the equality and diversity calendar which will be used to celebrate and highlight religious/cultural holidays and awareness-raising events throughout the year. • Preparing the Employee Equality Monitoring Report 2024 detailing the composition and characteristics of the current workforce, leavers and new recruits, and presenting information about pay gaps and occupational segregation. Performance • Developed and introduced a dashboard and reporting structure within Pentana to reflect and support the changes introduced by the Community Planning Board for the Single Midlothian Plan (SMP) 2023-27. Elected member Performance dashboard on Pentana also revised to reflect the new SMP and performance updates. • Supported the collation of feedback and input for Midlothian’s Best Value thematic report relating to Workforce and Digital being produced by the external auditor. • Early consideration of a refreshed self-evaluation approach has included the development of a range of checklists using M365 tools to better support future self-evaluation activities. Contact Us Work continues to support services in dealing with customer feedback with a further training session delivered during the quarter. Automated weekly reporting for complaints is being trialled in Children Young People and Partnerships and the introduction of targeted resource in roads services has seen an improvement in their handling of complaints, with a focus on addressing outstanding complaints. Page 122 of 218
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27 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. This quarter the draft of the 2023/24 accounts were completed in line with statutory requirements. Calculation and presentation of the updated Medium Term Financial Strategy projections alongside planned actions to address the financial challenge were presented to Council. Growing Council The recent 2022 Census results have now been published. Between 2011 to 2022 data shows that Midlothian had an increase in population of 16.1%. The 2011 census data lists Midlothian as having a population of 83,187 which has risen to 96,600 in the 2022 census data. The level of growth is 2.3% higher than our previous calculation and is now 13.4% higher than the Scottish average of 2.7%. In terms of households, Midlothian saw the highest percentage increase at 17.2% since the 2011 census. Population density in Midlothian is 273.1 residents per square kilometer compared to the Scottish average of 69.8. Economic pressures Inflation, as well as rising energy costs, are affecting the construction industry in Scotland. The UK is experiencing unprecedented adverse market conditions, leading to significant rises in tender prices for a wide range of materials. There is evidence that inflation of between 10% and 15% beyond BCIS predictions is affecting projects. The pandemic has also accelerated financial challenges, and the growth from being the fastest growing local authority in Scotland places significant pressure on Midlothian to be able to deliver high quality services to its citizens. Page 123 of 218
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28 Capital Investment Strategy Midlothian’s approved Capital Investment Strategy sets out the infrastructure required to meet these demographic pressures and includes the financial contributions Midlothian will make to the Edinburgh and South East Scotland City Region Deal. Encompassing five main themes the City Region Deal will bring significant investment across the regions with total investment of circa £1.3 billion across: • Data Driven Innovation: £751 million • Integrated Regional Employability and Skills: £25 million • Transport: £156 million • Culture: £45 million • Housing: £313 million The Capital Investment Strategy sits centrally within the Council’s future planning activities and in doing so has to reflect the demands of Council services to ensure positive outcomes are achieved in the right place, at the right time, for the maximum benefit to Midlothian. The extensive capital programme aims to deliver new schools, investment in council housing, improved community infrastructure, investment in the local transport network and innovative developments such as the new low carbon heat network in Shawfair. In response to all these pressures, a range of reprioritisation activity is taking place, with a revised Capital Investment Strategy being considered by the cross- party Business Transformation Steering Group, and options to review what and how services are delivered as part of the savings measures to reduce the funding gap recommended to Council. Cost of Living Crisis Midlothian’s citizens are facing significant financial challenges. The impact on households continues to be noted across the UK with 49% of adults reporting an increase in their cost of living in December 2023 (Office for National Statistics; Francis-Devine et al, 2022). The UK is currently facing an unprecedented wave of increasing prices, bills and tax challenges. The 41 year high inflation rate of 11.1% in October 2022 has been the main driver of the cost of living crisis which has outstripped wage and benefit increases. After this peak in inflation, rates have continued to decline, dropping to 2.0% in May 2024. Over the three years between May 2021 to May 2024 food prices rose by 30.6%. The price rises continue to impact low-income households hardest as a larger proportion of their costs are on energy and food. The Resolution Foundation forecasted that absolute poverty will increase by 300,000, from 11.7 million in 2023/24 to 12 million in 2024/25. As our citizens feel the impact of the Cost of Living Crisis, they will seek additional support from public services; in particular local authorities. To respond to this emerging crisis, the Council established a Cost of Living Task Force in 2022, which is chaired by the Council Leader and meets regularly to coordinate mitigating activities. Page 124 of 218
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29 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. 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 125 of 218
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30 Pentana Performance Dashboard – Q1 24/25 A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) here Page 126 of 218
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1 Place is where people, location and resources combine to create a sense of identity and purpose. The Place service ambition is to deliver joined-up, collaborative, and participative approaches to services, land and buildings, across all sectors within a place, enabling better outcomes for everyone and increased opportunities for people and communities to shape their own lives. Place Services encompasses Building Services; Housing Services; Neighbourhood Services; Planning, Sustainable Growth & Investment; Property & Facilities Management; Protective Services and Sport & Leisure. Transformation Blueprint (2023-2028) We are committed to building on the learning and new ways of working that were adopted during the pandemic and renew our focus on delivering our key priorities at the most local level possible. Rooted in the creation of a wellbeing economy, the vision of our new 5-year strategy focuses on reducing inequalities at the same time as looking after the health of our planet. Specifically, we have three main aims: • Individuals and communities have improved health and learning outcomes. • No child or household live in poverty. • Significant progress is made towards net zero carbon emissions by 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 Q1 24/25 performance report Performance Review and Scrutiny committee Monday 7 October 2024 Item No 5.9 Page 127 of 218
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2 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 Q1 24/25 Midlothian Council was one of the first local authorities to sign Scotland’s Climate Change Declaration, publicly acknowledging the challenges and opportunities that climate change brings with a commitment to make the Council’s activities net zero 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 the changing climate. A new Climate Change officer was appointed this quarter. Plans are in place to review and refresh our Climate Change Strategy during 24/25 and associated action plan which incorporates a number of initiatives and ongoing programmes to reduce our emissions and carbon footprint. Economic Development continues to promote the Midlothian Business Green Pledge to increase education and awareness of climate change and suggest adaptations. A total of 126 businesses have now committed to the Pledge with 21 of those signing up during quarter 1. The team Page 128 of 218
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3 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. Last year work progressed at pace to complete the LHEES methodology stages 1-4. This quarter, Council approved the LHEES Strategy and delivery plan. Overall, Midlothian Council’s LHEES sets out a strategy to provide low carbon heat that is affordable to as many households and buildings as possible. Driving low cost, low carbon heat over expensive and challenging fabric retrofit approach will enhance the likelihood of achieving our net zero targets, whilst abiding by our six LHEES outcomes: 1. For Midlothian’s communities and property decision makers to be engaged and empowered to deliver Net Zero heating targets, including making homeowners and tenants aware of funding and support available to them. 2. Working with Midlothian Energy Limited to find low/zero carbon heat solutions to meet the Council’s climate change targets. 3. Work to alleviate fuel poverty by bringing forward solutions that move people out of fuel poverty or prevent them falling further into fuel poverty. 4. Make Midlothian’s homes and buildings as energy efficient as possible using a fabric first approach. 5. Ensure that Midlothian Council will have an awareness of investment and grant funding opportunities and seek to secure these opportunities to deliver heat decarbonisation projects. 6. Work to whenever possible to create and keep jobs and revenue from heat decarbonisation projects within the Midlothian economy. Page 129 of 218
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4 Following publication of the final LHEES strategy and delivery plan, an engagement campaign will take place over the next quarter. Road Services This quarter, under the combined Capital Works Programme and Residential Streets Programme, a total of 3.535km of carriageway and 0.05km of footway was resurfaced. Representing 0.51% and 0.01% of the carriageway and footway network respectively. Carriageway resurfacing is on target for the quarter. Although footway surfacing is behind target, it is expected to progress from July onwards bringing this back on target by quarter 2. 851.5 tonnes of material was used in quarter 1 to fill potholes. 226.46 tonnes of material was used for temporary repairs and 625.04 tonnes for pothole pro permanent patching. This is an increase of 104% compared to this period last year where 417.16 tonnes were used. The Pothole Pro project equated to 5,056m2 of permanent patching, repairing 960 potholes this quarter. As part of the street lighting capital programme a target of 500 new lighting column replacements are planned for this year. No lighting columns were replaced during quarter 1 because the programme will commence at the end of quarter 2 and the annual target is expected to be made by the end of the year. In addition, a further 472 street light replacements are programmed for this year which include LED upgrades. This quarter 24 new variable speed message signs and 19 ‘school zone’ signs were installed utilizing Transport Scotland funds. CCTV contracts were awarded this quarter for upgrades at Shawfair park and ride. Page 130 of 218
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5 Waste and Recycling As part of a wider Neighbourhood Services review, a new management structure for the Recycling Team was implemented in quarter 1. This has resulted in streamlined management of the service which has already seen an increase in productivity and time management of front line teams. The implementation of an excellence model has seen the creation of an improvement plan which will see the development of new systems and procedures in all aspects of the service. For example, the way the service engages with residents in relation to enquiries has improved significantly since the start of Q1, resulting in a responsive and timely service to residents who contact the service. Work has continued this quarter to introduce a digital asset management and operational deployment system for the waste collection service. This will be a huge step forward and will see an improved service to the residents of Midlothian. The system will include smart routing of the collection rounds as well as providing crews and customers with real time service updates about collections. The service culture review has seen over 80 staff sign a voluntary pledge to improve working conditions for all members of the team by improving the culture of the management team and front line staff. The HEART pledge sets out a number of key principles which staff have voluntarily agreed to adhere to. In quarter 1, the plans to expand food waste collection service were reviewed and amended ahead of roll out to customers in quarter 2. This included a review of the current collection rounds and consultation with front line staff and trade unions. The expansion of the food waste collection service is the latest phase of the plan to transform the waste collection service as part of the move to implement twin stream recycling in 2025. Page 131 of 218
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6 Neighbourhood Environment Team In quarter 1, the Greenspace service launched the new Neighbourhood Environment Team as part of the wider review of the Recycling and Greenspace Service. The new team combines elements of the former street cleaning service with specialist elements of the greenspace team to create a new service that aims to improve the quality of the local environment for our residents. As part of the Greenspace service, the Neighbourhood Environment Team will carry out the following works in our local communities; • Ensuring our streets remain clear of litter • Cleaning our bus stops so that they provide safe, clean shelter for residents • Emptying street litter bins • Spraying and removing weeds from footpaths and roads • Mechanical sweeping of roads and pavements • Ensuring pathways are clear of overhanging trees and shrubs • Keeping Midlothian clear of fly tipping • Edging back grass verges to reclaim overgrown footpaths • Power washing of high streets and public areas Nature restoration fund The Council has been provided with a further £100k of funding from the Scottish Government as part of the Nature Restoration Fund. The Greenspace team is now in the process of creating plans to further enhance the work carried out in 2023 to plant one million bulbs at key sites across Midlothian. The projects will be delivered in quarter 4 and will focus on creating new habits and enhancing existing natural areas in our parks and open spaces. Further updates will be provided once the plans have been developed. Page 132 of 218
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7 Play area improvements The team are continuing to deliver the play area improvements programme funded by the Scottish Government grant, with further projects planned for 2024 in play areas across Midlothian. Further updates will be provided as projects are developed throughout the year. 8 improvements across our play areas, parks and green spaces were completed this quarter including the installation of a new Pétanque court. Village improvements In quarter 1 the Greenspace Team have been developing plans to carry out clean up works in village areas to build on the success of the work carried our last year which saw improvements to 16 areas including; 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. The works will commence in quarter 3. Working with the community The Greenspace Team have continued to work with our brilliant volunteers across Midlothian. The work we carry out jointly has a huge impact on the quality of the local environment and we are determined to strengthen these partnerships over the rest of 2024. Our volunteer groups provide added value to the work that we do with litter picking, gardening and fund raising to brighten our local areas. This quarter, 1,890 volunteer hours (300 days) were spent in countryside sites. Volunteer numbers continue to remain high. Galas and Events The Greenspace team have supported the summer events programme and Galas across Midlothian this quarter. The events have been a huge success and the team have received positive feedback from those attending the events as well as the organisers. Page 133 of 218
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8 Greenspace service Quarter 1 has seen the creation of the new Greenspace service which incorporates the Neighbourhood Environment Team as well as the former Land and Countryside Team. The service has a new management team who are in the process of reviewing all systems, procedures and ways of working to improve the efficiency and effectiveness of the service. The grounds maintenance team, Rangers, Cemetery team, play area staff and arborists are all being reviewed to strengthen these teams and to improve service delivery to ensure we provide the best quality parks, open spaces and cemeteries for our residents. Page 134 of 218
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9 Protective Services Our Business Regulations Food and Safety team continue to prioritise proactive interventions at food businesses registered with Midlothian Council with the highest risk for food safety and standards. These include retailers and caterers with significant or sustained non-compliances in food law. During Q1, 33% of our planned priority inspections were completed. In addition, the team completed 4 Official Control Verification interventions at approved establishments that supply products of animal origin. Evidence of an extensive ongoing rat infestation throughout a Midlothian food business resulted in closure of the business for 10 days to protect public health due to imminent risk. A Hygiene Emergency Prohibition Notice was served on the Food Business Operator at the time of the visit and a Hygiene Emergency Prohibition Order was subsequently granted by the Sheriff Court, ratifying the actions of the officers. Interventions by the authorised officers saw the conditions of the food business significantly improve allowing the business to reopen. However, a further routine inspection 3 weeks later found the conditions had once again deteriorated and evidence of rat activity within the premises led to a Remedial Action Notice being served by officers, closing the business for a further 2 weeks to make the required improvements. Due to the nature of the offences found by officers a report is being prepared to be sent to the Crown Office Procurator Fiscal Service (COPFS). This quarter, all three Midlothian based residential caravan sites requiring license renewal were issued with their 5 year license. East Region Health Protection Team (HPT) have notified the team of 24 confirmed cases of infection disease within Midlothian over the past 3 months. This is a significant increase in cases with an average of 22 cases notified within a year. Investigations conducted by officers have led to 2 Exclusion Orders and 2 Restriction Orders issued by HPT to prevent spread of the infectious agents. Public Health Scotland have issued alerts to all Local Authorities to raise awareness of the increased incidents of Cryptosporidium, linked to animal contact events and non-O157 E. coli linked to a UK outbreak. Our Trading Standards team received 46 consumer complaints this quarter, a decrease from 58 during the same period last year and 72 in Q1 of 22/23. All consumer complaints were responded to within 5 working days and 88% completed within 14 days. Completion is not fully within service control and is dependent on traders and complainants responding to investigations. This quarter at least £21,470 has been returned to Midlothian consumers following Trading Standards involvement. Page 135 of 218
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10 Trading Standards prosecution cases continue this quarter with one report submitted to the Crown Office and Procurator Fiscal Service for offences under the Trade Marks Act 1994, Tobacco & Related Products Regulations 2016 and Standardised Packaging of Tobacco Products Regulations 2015. The Midlothian resident was found to be possession of 8,400 counterfeit cigarettes and 17 counterfeit tobacco pouches by Police Scotland. This information was provided to Trading Standards who prepared and submitted the case earlier this quarter and has already been subject of a pleading diet. Two other reports submitted earlier this year, one relating to 933 oversized vapes and the other for landscaping work charged for but not carried out were subject to pleading diets at Edinburgh Sheriff Court in June and further pleading diets in July with a trial date in December. 29 Trading Standards primary inspections took place this quarter of a targeted 145 for the year, although off target, most inspections take place over quarters 3 and 4 so our overall annual target is expected to be met. Due to extensive inspections to farms and small holdings over the last year, only 8 small holdings/farms are required for inspection this year. This quarter 38 intelligence logs were recorded on IDB, the national Trading Standards Intelligence database (IDB) by our Trading Standards team. In comparison to other Scottish Councils, Midlothian sit in the top quartile for logs created. As part of Operation CeCe Scotland, a joint initiative between Scottish trading standards and HM Revenues and Customs (HMRC) to tackle the illegal tobacco trade at retail level, 14 packs of counterfeit cigarettes were found in a shop by Trading Standards using detector dog services funded through the Society of Chief Officers Trading Standards in Scotland (SCOTSS). This quarter our Public Health Environmental Protection team contributed to a focus group with the Scottish Animal Welfare Commission, contributing experience and suggestions to shape the implementation of forthcoming animal licensing legislation. The team successfully applied and have been awarded college fee funding from Skills Development Scotland for a Regulatory Services Apprentice. The team are progressing with development of the role and hope to move forward with a candidate in quarter 2. Midlothian Council will be part of this new pilot apprenticeship scheme aimed at partially addressing the national shortage of Environmental Health Officers by providing a new route into the field. In addition, interviews for a post recently redesigned to create the role of Technical Enforcement Officer took place this quarter and a preferred candidate has been offered the position. The team received 360 public health service requests this quarter from Midlothian residents and businesses, a slight increase from 345 compared to the same period last year. A further 116 service requests were received from internal sources, an increase of 61 from the same period last year. Page 136 of 218
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11 66 abandoned vehicle reports were responded to this quarter, of which 18 notices were served and 4 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. Page 137 of 218
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12 Neighbourhood Services – performance % OF ALL DISPOSED WASTE* 0.03% 0.22% 0.44% 0.64% 0.01% 0.55% 1.23% 1.72% 2.15% 0.51% Q1 23/24 Q2 23/24 Q3 23/34 Q4 23/24 Q1 24/25 % of Roads and footpath resurfaced (cumulative) % of Footpath % road network186 tonnes of carbon emissions saved from street lighting this quarter. 851.5 tonnes of material used to fill temporary and permanent potholes this quarter. 5,056m2 of permanent patching achieved this quarter. 960 potholes were permanently repaired this quarter. 1,962 3,300 5,244 6,990 1,890 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Number of vounteer hours in countryside sites (cumulative) Target (24/25 is 6,000) 8 park and greenspace improvements/new facilities complete this quarter out of 50 planned Other 1.2% *data shows figures for Q4 23/24. Q1 24/25 not available until Q2. Page 138 of 218
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13 Protective Services – performance 66 36 48 35 66 19 3 4 7 18 4 3 3 6 4 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Number of abandoned vehicles (quarterly) Reported Notices served Vehicles removed for destruction 100% 98% 100% 100% 100% 80% 90% 97% 81% 88% Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 % of Consumer complaints completed within 14 days responded to within 5 days 92% of food related service requests from mid residents and Businesses responded to with target of 10 working days. Food Standards 33% of Priority 1 and 2 premises receiving completed food law intervention in line with the service plan. 59 food law service requests received this quarter Public Health 96% of public health complaints receiving first response within timescale this quarter. 360 Public Health service requests received from residents and businesses this quarter. 46 consumer complaints received this quarter (decrease from 58 in Q1 23/24) 102 Civic Government license applications received with 95% determined 180 liquor licence applications received in Q1 with 99% determined Trading Standards Page 139 of 218
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14 Housing Key achievements Q1 24/25 Meeting housing need The Council’s Strategic Housing Investment Plan (SHIP) 2024/25 to 2028/29 was submitted to the Scottish Government during 23/24. The SHIP identifies the Council’s priorities for investment in new affordable housing in Midlothian over a 5 year period. The delivery of more affordable housing remains a high priority for Midlothian, as reflected by our ongoing and ambitious housing development programme. This quarter we have received the completed handover for 96 new build homes in Conifer Road, Mayfield, St Cuthberts in Bonnyrigg High Street and Buccleuch Wynd. There were 6,260 active housing applicants placed on the Common Housing Register at the end of this quarter, a 33% increase compared to the same period last year. 122 lets were made this quarter, 3 houses were let through our Housing first model. 31 lets were made to new build and open market purchases. Re-let times to permanent accommodation properties this quarter has averaged at 23 days to re-let which is lower than this period last year at 27 days and continues on a downward trend from 45 days in 22/23. Changes to our Housing allocation policy were approved by Council 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. This quarter the team completed all associated delivery plans. The policy is now available on our website and further communications to all applicants will take place during quarter 2 outlining future plans and changes. In addition, Council also approved the adoption of our Mixed Tenure Strategy. With rising numbers of housing applications for social housing, the strategy will support the active promotion of a range of mixed tenures in meeting the needs of affordable housing. Page 140 of 218
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15 After collaboration with residents and tenants we have reviewed our Tenancy Participation Strategy. The new Tenancy Participation and Customer Engagement Strategy 2024-27 is now published on our website and sets our commitments in making sure there are opportunities for all tenants and service users to participate in the design and delivery of our Housing Services. This quarter our Annual Return on Charter was submitted to the Scottish Housing Regulator. The results of which were positive in general and specifically in relation to the time people spend in temporary accommodation and the elimination of our use of bed and breakfast type accommodation. 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 and as result the total number of households in temporary accommodation at the end of quarter was 396, an increase of 27.7% compared to the same period last year. Strengthening our support services, this quarter we have commissioned WithYOU (soon to be rebranded as Care Support Scotland from 1st August 2024) to manage our Supported Accommodation Service, Tenancy Support Service and Housing First. WithYOU cover a range of support services and work with people experiencing different levels of vulnerability, including those with lifelong support needs to people experiencing homelessness for the first time. Our aim is to reduce the length of time that an applicant is in Temporary Accommodation and through our Rapid Rehousing transition plan we see households moving through the homeless system more quickly. Officers take a proactive approach when allocating properties to place Page 141 of 218
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16 applicants in area of choice where possible, increasing the chances to accept the property being flipped to permanancy and allows for a more sustainable community. The length of time homeless applicants waited until receiving a permanent housing outcome was 51 weeks, showing a continued downward trend from 106 weeks at quarter 1 of 22/23 and 58 weeks for the same period last year. Although figures for the length of time homeless applicants spent in temporary accommodation is currently not available (as part of our Scottish Government homeless report) data from Q3 23/24 shows that an average of 39.5 weeks was spent in temporary accommodation compared to an average of 89 weeks over the same period in 22/23. It is expected that figures will continue to remain within our 60 week target. The number of temporary accommodation households that have been flipped to permanent accommodation was 38 this quarter, reducing the need for multiple moves before being permanently housed, allowing for links established within the local community to be maintained. Homelessness prevention assists around 20 households with advice and assistance about homelessness prevention per week. This is rental assistance advice, financial awareness advice and mediation. The number of homeless cases provided with advice and assistance this quarter was 222. We continue to promote this service to ensure early successful intervention when possible. Tenants sustaining permanent accommodation continues to be high this quarter with 95.6% of homeless applicants sustaining a permanent tenancy after 1 year. Page 142 of 218
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17 Building Maintenance The total number of jobs completed internally by our Building Maintenance Service this quarter was 8,052. Jobs include all reactive, planned works, voids and inspections. This year the Building Maintenance Service (BMS) Capital upgrade programme has been set at just over 3000 upgrades across our estate, continuing on from achievements last year. These upgrades include the continuation of our new windows, doors, bathrooms and kitchen programmes helping Midlothian Council maintain its Scottish Housing Quality Standards. The service also aims to complete the remaining fire door installs to all our flats to ensure that we are also in keeping with the latest fire regulations. This quarter we have increased the percentage of Council Housing stock meeting the Scottish Housing Quality Standards criteria to 72.1%. Although this is still off target there has been a significant increase from 34.3% meeting standards at Q1 of last year. Due to changes in the Energy Efficiency regulations affecting the Scottish Housing Quality Standards (SHQS) criteria, 431 houses were identified as failing the Energy Efficiency Standard for Social Housing (EESSH). We have reduced these failures to meet 2025 targets. However, with the Electrical Installation Condition Reports (EICR’s) now part of the SHQS we found that 4733 were failing assessment. We have reduced this figure to 2,035, resulting in 72.1% now meeting standard. Work is progressing to bring this indicator back on target. 100% of smoke alarms comply with current legislation. In line with our Damp and Mould policy the service continues to roll out the environmental sensors throughout our portfolio. This year BMS are aiming to install around 2,000 monitors across 1,000 homes. This continued roll out will provide us with valuable information from within our homes, allowing us to achieve our targets set out in our Damp and Mould policy. The information collated by the monitors is sent through to a portal using a gateway system that also monitors our smoke alarms. Page 143 of 218
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18 Housing – performance 27 47 32 45 23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Time taken to re-let permanant accommodation properties (calendar days) 6,260 applicants on housing waiting list this quarter (General needs and Homeless) (increase from 4,714 in Q1 23/24). 58 58 58 44 51 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Length of time (weeks) homeless applicants wait until recieving a permanant housing outcome General needs 35.3% Homeless 64.8% % of lets made to applicants 122 housing lets this quarter. 31 Lets to new build and open market purchases this quarter. 3 Lets to Housing First applicants this quarter. 95.6% of Homeless applicants sustaining a permanent tenancy after 1 year. 89 62 46 58 39.5 Q3 22/23 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Length of time (weeks) homeless applicants spend in temporary accommodation Page 144 of 218
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19 Percentage of housing repairs completed on time this quarter: Building Standards Building Services – performance 58% of first reports for building warrant applications were issued within 20 working days 23.79 hours Average time taken to complete emergency repairs for Q1. 34.3 34.3 49.3 59.47 72.1 0 50 100 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 % of Council housing meeting Scottish Housing Quality Standards (SHQS) (cumulative) 8,052 jobs completed this quarter by our Building Maintenance Service 93.51% of emergency repairs completed on time 87.58% of priority 2 repairs completed on time 83.48% of priority 3 repairs completed on time 74% of Building warrants were issued within 10 working days, following receipt of satisfactory information Building Standards customer satisfaction rate: 7.7 out of 10 Page 145 of 218
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20 Economy & Regeneration Key achievements Q1 24/25 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. Business gateway Service The Business Gateway Service has seen an increase in demand this quarter compared to the same quarter in 2023. 55 ‘Planning to Start’ enquiries were received in Q1, an increase of 11 compared to the same period last year. Enquiries are received from individuals that are considering setting up a business but need support to achieve this, these clients tend to have numerous sessions with their advisor covering areas such as business planning, access to finance, regularity compliance, routes to market and can take from 3 months to a year to reach the trading stage. The total number of new Business start-ups this quarter was 37, creating a total of 53 jobs and an estimated contribution of £1,640,000 Page 146 of 218
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21 to the Midlothian economy in their first year of trading. This is an increase of 13 new business starts, 14 jobs and an estimated £370,000 economic contribution compared to the same period in 2023/24. Business Gateway Expert Help Programme Work is underway with our Net Zero Nation Programme which is supporting 13 diverse 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. After completion in December 2024, the team will commence case studies on those outcomes in Q3 24/25 as the programme comes to a close. Our first Learn e-Commerce Expert Help programme commenced this quarter in April. 18 businesses enrolled for the digital course, with 6 going on to receive 121 expert help guidance form the trainers. The feedback from clients has been extremely positive with tangible improvement to their businesses immediately felt. A second round of this programme has been launched, with an expression of interest page, live on our Locate in Midlothian site for delivery in late Summer/Autumn this year. The team continue to provide expert help consultancy in financial management and Human Resources to support the Fair Work Policy to Business Gateway clients on an as needed basis. Business gateway Service redesign The successful launch of the Business Gateway portal and the new ‘strengthen your business’ client enquiry tool has 15 enquiries received so far. This is designed for existing businesses that are not registered with Business Gateway and 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 that can be supported. Page 147 of 218
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22 Business Gateway Midlothian Spring Coffee Morning A Business Gateway coffee morning took place at Rosemains Steading in Pathhead on 19th April with attendees hearing from a business psychologist and coach about successful, confident sales techniques. The Polar Academy who are taking pupils from Dalkeith High School on an arctic expedition in 2025, to help build their confidence and skills for the future, also delivered a presentation to include a previous beneficiary of the programme which was very well received and resulted in 3 offers of support from local businesses in attendance. The Directors of Rosemains Steading shared their journey on the development of their Business Association and chosen legal structure of a Community Interest Company. 37 businesses attended and got to explore Rosemains Steading after the event, meeting and purchasing from the businesses based there. The next scheduled BG Coffee Morning is being held on Friday 6th September 2024 at The Craigie Hotel in Penicuik. A joint event between Midlothian Science Zone and Business Gateway was held on 16th April at The Energy Training Academy (ETA) to introduce forum members to the ETA’s services and tour the Net Zero House on-site. Economic Development events delivered this quarter: • UK Shared Prosperity Fund online sessions held in April to support potential applicants to the fund with a total of 10 attendees. • UK Shared Prosperity Fund online session held in May to support third sector applicants to the fund with 7 attendees. • Facilitated a Career Ready online event in May to encourage local businesses to mentor and provide summer placements for school pupils. The criteria for applying organisations was restrictive as businesses must employ 10 or more, we had interest from many smaller businesses that could not participate. • Facilitated a Community Benefit input in June from Morrison Construction to provide an in-person workshop held at Bush House • In person session on UK Shared Prosperity Fund delivered to Business Association in June at Rosemains Steading with 12 attendees. Page 148 of 218
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23 Business Associations There are now 4 active Business Associations in Midlothian. 3 are geographic covering Dalkeith, Rosemains and Penicuik with the Midlothian Wellbeing Association being the only thematic association formed to date. Officers are supporting organisations to develop a further two thematic Business Associations, one following on from the success of the externally funded Women in Business Series reported in Q4 2023/24 and the other to include food and drink businesses, covering both production and retail/wholesale. Social Enterprise The Business Gateway service continue to promote the Social Enterprise model to clients where their plans, objectives and values align to the model. Contributing to Community Wealth Building objectives, the team support projects from the Social Enterprise Conversation sessions as they develop. The service supported 23 Social Enterprise organisations and 1 school based social enterprise in quarter 1, of these 2 were registered as new starts with a projected income of £180k and 4 jobs in year one. Support provided included: • 1 Charity receiving in depth support to develop a social enterprise (Community Interest Company) as a trading subsidiary to generate unrestricted funds to support the core work of the charity to reduce reliance on grant funding. • 1 private sector organisation creating a social enterprise to take their current sport offer and extend it to support community wellbeing. • 1 collaboration of East Lothian private sector businesses creating a green construction social enterprise after being inspired by The Energy Training Academy (ETA) model and choosing Midlothian to locate in due to the support ETA have received for the Economic Development Service. Land and Property Property enquiries are specific premises enquiries and sign ups to the property mailing list. We had a total of 23 enquiries from local businesses in Q1 of which 10 were from businesses outside of Midlothian, these could be considered Inward Investment enquiries however they are all smaller businesses looking to relocate. Economic Development have provided a further 3 inputs of support to businesses approaching us via the Invest in Midlothian webpage: Page 149 of 218
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24 • New entity in the early stages of creating an accessible community space for tennis with further children’s play area, food and drink options and changing spaces – referred to Crown Estates Scotland for the Whitehill Development at Rosewell. • Vault City Brewing, consolidating the business from 3 premises in Livingston, Portobello and Newtongrange to one location at Midlothian Science Zone, purchasing a Scottish Enterprise building that has been vacant for a number of years. This will be a high growth business that the service will continue to support. • Doctoral College/University of Newcastle, referral to Edinburgh College as advantageous synergies instead of supporting to find own premises, this will bring post graduate students into Eskbank College generating additional revenue for the college and may present opportunities for this organisation to work with our local schools and businesses on Innovation and Enterprise. Property Assets This quarter our Estates team concluded the Shawfair land acquisition for the education provision at the site. Tenders for and offers over asking price were received for property at Leadburn and Loanhead Police station. Asset valuation was completed and submitted to Finance for auditing. Missives were agreed for the acquisition of 3 houses under the Ukrainian Resettlement Programme. Page 150 of 218
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25 Planning Following the adoption of the National Planning Framework No.4, the Planning Service formally commenced its review of the Council’s adopted spatial strategy, the Midlothian Local Development Plan 2 (MLDP2). The first phase consisted of engagement with community groups, key agencies, the development industry, local residents and elected members. This engagement was ongoing throughout 2023/24 and continues into 2024/25. At its meeting in June 2024 Council approved the MLDP2 Evidence Report, including setting a Local Housing Land Requirement at 8,851, for submission to the Scottish Government for ‘Gate Check’. This is the first major milestone in the MLDP2 process. During quarter 1, the Planning Committee granted planning permission for a new primary school campus at Mayfield and a waste transfer state at Middleton Quarry. The Planning Committee also approved the Dalkeith Regeneration Development Framework Planning Guidance, which sets out the Council’s vision for Dalkeith Town Centre. Building Standards Although performance targets in relation to building warrant applications issued are off target this quarter, our Building Standards service continues to provide a high level of customer satisfaction against an increasing service demand. 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 in succession planning. Page 151 of 218
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26 24 32 24 23 37 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Number of new Business start ups (quarterly) 68% 81% 79% 75% 70% Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 % of planning applications completed within target of 80% Planning, Sustainable Growth & Investment–performance Social media 1,729 Locate in Midlothian followers. 2,369 Business Gateway followers 10 weeks Average time to determine planning applications for local developments. 28 weeks Average time to determine planning applications for major developments. 21 Businesses signed up to the Midlothian Business Green Pledge this quarter (increase from 3 in Q1 23/24) 24 Social enterprises supported this quarter (increase from 15 in Q1 23/24) 55 ‘P S ’ qu / ub this quarter (increase from 44 in Q1 23/24) 5 Instances of Local Growth Advisor support (LGAS) this quarter 15 ‘S h u bu ’ enquiries this quarter Page 152 of 218
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27 56.68% 58.85% 60.74% 59.08% 54.44% 20.36% 45.71% 44.41% 38.03% 34.35% 74.28% 70.62% 69.70% 67.75% 67.76% Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 % of school meal uptake Primary Secondary Free school meals 100.99 101.62 102.45 106.76 109.1 101.85 103.82 107.28 105.75 107.84 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Percentage of cleaning hours against budgeted hours achieved primary school Secondary school 6.86% 5.71% 5.15% 5.21% 4.98% Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Target less than 7.5% of waste Property and Facilities – performance 7.3 nursery and primary school meals prepared per hour this quarter (7.13 in Q1 23/24) 7.13 secondary school meals prepared per hour this quarter (4.33 in Q1 23/24) % of Local Heat & Energy Efficiency Strategies (LHEES) complete 100% TARGET: APSE national average 8.84 meals prepared per hour Percentage of school meal food waste Page 153 of 218
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28 Health and Wellbeing Key achievements Q1 24/25 Across our Facilities services, the percentage of Secondary school meal uptake this quarter remains steady at 34.35%, an increase from 20.36% in quarter 1 of last year. This is due to changes made to the menu offered to secondary schools to attract pupils back into the dining room. The percentage of Primary school meal uptake for quarter 1 was 54.44% and again remains steady compared to previous quarters. Primary school meal uptake continues to sit well above the APSE average of 41.24% with quarter 1 uptake for Midlothian at 54.44%. The percentage of school meal food waste has decreased to 4.98% from 6.86% compared to the same period last year. Across Sport and Leisure services, our tonezone memberships continues to grow through improved marketing and promotion with a total of 4,386 memberships up to the end of quarter 1. An increase of 7% from quarter 1 of last year. Towards the end of quarter 1, a new Sport and Leisure mobile app was launched. The new app will make it easier for customer to access and manage their account, book classes, get live pool updates, news and Active Schools information. The app had 500 downloads within the first week of launch. Our app can be found on the Apple and Google store. 456 primary 4 pupils attended free swimming lessons this quarter after an effective system was put in place from our programme development officer. 19 sessions were delivered over 11 weeks. Page 154 of 218
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29 Our Active Schools Midlothian team continue to work in partnership with sportscotland, providing opportunities for our children to adopt healthy and active lifestyles throughout their school years and into adulthood by supporting and sustaining a network of volunteers, coaches, leaders and teachers who, in turn, deliver extra curricular physical activity and sport before, during and after school and in the wider community. 163 activities were delivered this quarter, an increase from 134 delivered during quarter 1 last year. 2,466 participants attended Active Schools free extra curricular club which is an increase of 38% compared to the same period last year. The number of volunteer hours delivered in the Active Schools Programme has also increased from this time last year with 1,162 volunteers compared to 677 during quarter 1 of 23/24 showing a 72% increase. In addition, Newtongrange Primary school and Newbattle High school achieved the Gold sportscotland award. The 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. 15 pupils successfully completed the Active Schools Leadership Academy. A Partnership was formalised with Edinburgh College to offer Active Schools placement opportunities to students. Midlothian Active Choices (MAC) is a sport and leisure physical activity referral programme, aimed at adults who are inactive and experience various health conditions. The programme offers a range of supported activities across Midlothian to help manage these health conditions. This quarter saw 1,670 Midlothian Active Choices attendees, an increase of 29% compared to the same period last year and 416 new referrals after completion of MAC sessions showing an increase of 21%. Various training and development took place this quarter across our Sport and Leisure service including 9 staff receiving National Pool Lifeguard Qualifications (NPLQ) and 7 NPLQ renewals. 35 staff received emergency first aid training, 28 staff received gym instructor training, 17 staff received first aid at work training and 4 staff received stretcher training. Page 155 of 218
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30 62,501 65,520 39,881 80,164 70,366 55,792 44,405 24,016 45,613 52,615 28,281 22,099 21,589 30,661 28,187 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 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 4,386 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 1,298 1,529 1,414 1,447 1,670 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Number of MAC attendees (quarterly) 345 370 341 379 416 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Number of new refferals after completion of MAC sessions (quarterly) Ageing Well and Active Schools programme £355,341.15 £331,817.45 £328,623.85 £341,220.85 £368,200.35 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Sport and Leisure - performance Number of Tonezone memberships (cumulative) Midlothian Active Choices (MAC) 715 728 660 660 741 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Number of activities offered by Ageing Well to 50+ age groups (quarterly) 163 activities involving Active Schools programme (increase of 29 since Q1 23/24) 2,466 participants attending Active Schools clubs (increase of 684 since Q1 23/24) 1,162 volunteer hours delivered in Active Schools programme (increase of 485 since Q1 23/24) Total income generated from Tonezone memberships Page 156 of 218
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31 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 157 of 218
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32 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 quarter, key achievements across our Construction and Development team include: Destination Hillend: very near completion of Contract 1 at Hillend with parking and service infrastructure in place. The Alpine Coaster is undergoing operational testing to be ready for operation from September (soft start weekends only) with full opening planned for the October break. Learning Estate • Easthouses Primary School was completed in August 2024 ready for the new school term. The high quality learning space was welcomed by clients in CYPP, delivered on time and to budget. • Woodburn Primary School 9 class, STEM and gym extension on site and still on programme for completion in November 2024. The new expanded kitchen is due to be complete by the end of August 2024. Housing • New Passivhaus housing developments completed and certified in Bonnyrigg High Street, in addition to Buccleuch St, Dalkeith and Burnbrae, Bonnyrigg. A Post Occupancy Evaluation by Building Research Establishment Environmental Assessment Methodology (BREEAM) is currently underway to understand the impact of this quality of homes on our tenants. • The largest (92 home) Passivhaus housing development is progressing well on site at the former Newbattle High School. • Replacement Highbank Intermediate Care with extra care housing is progressing well on site with Ogilvie in Bonnyrigg, all Page 158 of 218
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33 being built to Passivhaus standard. • Newbyres, Gorebridge replacement housing site awarded to Cruden in June 2024, constructing 79 new homes. 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. This growth creates the opportunity to meet the housing need with 25% of new homes being built in the affordable housing bracket, in addition to the expansion in Council house building. This construction will directly support employment and will see a steady increase in the value of Council Tax income received over time. Page 159 of 218
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34 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 • Integrated Regional Employability and Skills: £25 million • Transport: £156 million • Culture: £45 million • Housing: £313 million Through the Data Driven Innovation strand the Deal will leverage existing world-class research institutes and commercialisation facilities in order that Easter Bush becomes a global location of Agritech excellence. The Easter Bush project includes significant investment in transport infrastructure along the A701/2 transport corridor. In addition, by improving on-site infrastructure at Easter Bush and transport infrastructure, The University of Edinburgh expects commercial partners will be able to co-locate at scale to commercialise Agritech breakthroughs. Risk The Council’s Strategic Risk Profile is presented retrospectively to Audit Committee quarterly. The most critical risks to the Council are Financial Sustainability, Climate Change and the Change Programme. Corporate Solutions is key to the delivery of mitigating actions to these risks; through strategic planning and the Medium Term Financial Strategy and driving forward the Council’s transformation programme to drive change and redesign services. Page 160 of 218
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35 Pentana Performance Dashboard – Q1 24/25 A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) Page 161 of 218
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Performance Review and Scrutiny Committee Monday 7 October 2024 Item No 5.10 1 Adult Health and Social Care Performance Report 2024/25 – Quarter 1 01. Progress in delivery of strategic outcomes Q1 24/25: 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. No.11, is where all community Substance Use and Mental Health staff, both NHS and Local Authority are co-located with Justice Social Work and Voluntary Sector partners. One of the many significant benefits and impact of the multi- agency recovery hub has been the ability to improve peoples’ care and experience, through the interlink of the teams. It continues to embed health and social care integration through providing seamless shared care and teams coming together to provide the right care at the right time to vulnerable people who have varying degrees of complex care needs. Delivering integrated health and social care, within No 11, has allowed for resources to be used effectively and efficiently. We continue to review our outcomes to ensure the continued relevance of support and services we provide by listening, reflecting from the people who use our services, as well as staff engagement, to enables us to continue to grow to meet the needs of Midlothian’s population. Midlothian Substance Use Treatment Service Midlothian substance use treatment service for Q1 performance was 100%, all individuals referred to the service both for substance misuse and alcohol dependency were seen and assessed/treatment started within 21 days. It was confirmed in June 2024 from the Scottish Government MIST team that Midlothian continues to deliver on MAT standards and was rag rated green for MAT 1-5 and Provisional green 6-10. Treatment service currently has 329 individuals actively engaged in support, intervention, and treatment. The service received 110 referrals over Q1 and provided a toral of 1517 appointments, this number is not inclusive of the shared care agreement with Mental health where the service would work in partnership providing specials advice and guidance. Midlothian Substance Use Treatment Service Q1 A11 – all individuals seen within 21 days of referral. 100% Caseload 329 Referrals 110 Appointments provided 1517 The Health Inclusion Team (HIT) continued to provide outreach and have carried out health assessments and interventions around healthcare and lifestyle advice and/or referral to partner agencies. The team links with services within No.11 to help join up care in the community. The team continue to monitor and review the service to ensure it’s meeting the needs of the community. This quarter the team have been working on improving access to the service to help reduce inequalities. Page 163 of 218
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Performance Review and Scrutiny Committee Monday 7 October 2024 Item No 5.10 2 Public Health continued to contribute to working groups this quarter to promote a public health approach, working collaboratively with partners. Members of various groups including the Trauma Training Steering Group, Midlothian and East Lothian Drug and Alcohol Partnership Group, Midlothian Suicide Prevention Group, Equally Safe Strategy Leadership Group, Midlothian Will Be Healthier Thematic Group, Lothian Green Health Network and the Third Sector Summit. Public Health has funded projects over the next two years as part of a whole systems approach to type 2 diabetes to help the people of Mayfield and Easthouses to have more access to healthy food options, keep physically active and have more money in their pockets. We have increased strategic partners working both locally and regionally to ensure work fits within NHS Lothian’s public health priorities and HSCP objectives. The impact of this work is currently being evaluated in partnership; however, we hope that the investment in prevention will contribute to the decline in type two diabetes within Mayfield and Easthouses. Learning Disability Services work is progressing to establish supported living services at Primrose Lodge and Bonnyrigg High Street with services expected to be operational in late 2025. These services will offer two different models of support with Primrose Lodge designed to support more complex people with learning disabilities through a commissioned provider model and the Bonnyrigg development designed around individual tenancies with varying degrees of support. We have identified a small group of neurodiverse young adults with complex needs transitioning to Adult Services whose developmental needs cannot be successfully met using standard day services. The Pavilion Project has been established to meet the needs of six such young people using flexible and collaborative ways of working where staff from Cherry Road, Artlink, and third sector support providers work together to create a programme of highly individualised, developmental opportunities for young neurodiverse adults that build upon their skills and discover new interests. A key aspect of this is the establishment of new community spaces as an extension of Cherry Road service as delivery hubs for imaginative activity which over time will change in relation to the specific sensory and social interests of six young adults. The project has delivered regular developmental community activity for 12 young people of between one and four sessions per week, a total of 260 sessions using four different community venues.’ Transitions work continues. The additional monies agreed by Midlothian Council and allocated to the IJB have been most welcome due to the pressures. 1-2 young people with complex needs transition to Adult Services each month and many of these care packages are amongst the most complex we provide. Further work is currently underway to understand demand, both current and future and how this links to demographic pressures. Physical Disabilities and Long-Term Conditions adaptation guidelines were updated in June 2024. Whilst these changes were minor, they will help ensure clarity in what adaptations can be provided by the HSCP. Waiting List letters for adult and children with physical disabilities has been updated to provide information, advice on self-management and to manage expectations of what support might be available. The feedback questionnaire established in 2023 continues to be used to seek service user feedback. The reports gathered will support activities to improve practice through our quality improvement structures. Adult Support and Protection The Joint Inspection of Adult Support and Protection in the Midlothian Partnership (Health, Police and Social Work) concluded during this quarter and the Care Inspectorate published the report in June. The joint inspection included statements on the partnership’s progress in relation to two key questions: • How good were the partnership’s key processes for adult support and protection? • How good was the partnership’s strategic leadership for adult support and protection? The report noted the following in respect to these questions: “ We concluded the partnership’s key processes for adult support and protection were effective with areas for improvement. There were clear strengths supporting positive experiences and outcomes for adults at risk of harm, which collectively outweighed the areas for improvement” Page 164 of 218
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Performance Review and Scrutiny Committee Monday 7 October 2024 Item No 5.10 3 “We concluded the partnership’s strategic leadership for adult support and protection was effective with areas for improvement. There were clear strengths supporting positive experiences and outcomes for adults at risk of harm, which collectively outweighed the areas for improvement.” A fuller report on this will be provided. Midlothian Justice Service To ensure that people have access to timely support and treatment we provide early interventions, which do not require a person to have been convicted of their behaviour, to engage with services to support desistance from offending and/or anti-social behaviour. ‘Your Chance to Change’ is a perpetrator change programme which aims to address men’s domestic abuse and increase the safety and wellbeing of women, and any children, impacted by the behaviour. Over Q1 there were 4 enquiries to the service and 50% were self-referrals from the man and the other 50% were from the partner or a professional involved with the family. To support the reduction in the use of remand 22 bail assessments were undertaken and 4 people placed on Supervised Bail. The Justice Service has continued to increase the availability of trauma informed interventions and to ensure that those at risk of re-offending, or causing harm to themselves or others, can access timely support and intervention. This has included ensuring that staff are trained to the appropriate trauma level and delivering Survive and Thrive, a psycho-educational course for people affected by interpersonal trauma, to women as part of the Spring Service; 7 women attended Survive and Thrive in Q1. Individuals become formally involved with Justice Social Work at the point of conviction when a Court makes a request for a Justice Social Work Report - requests for assessment and risk management planning are received from the Scottish Prison Service and the Parole Board. Between 1st April and 31st March 2024 the team received 171 requests for reports (162 from Court). Providing robust community based alternatives to custodial sentences is important as it enables individuals to remain in their community, maintain relationships, access resources and ensures continuity of care. The main community-based sentence that the Justice Service supervise is a Community Payback Order, which can have a number of requirements attached to it. The most frequently used requirements are Supervision and Unpaid Work. During Q1 the Courts 40 Community Payback Orders, 12 had a Supervision requirement, 15 had an Unpaid Work or other activity requirement and 13 included both requirements. In Old Age services, bed numbers are increasing gradually in Newbyres Care Village with the aspiration that the care home will be at capacity of 48 residents by the end of Quarter 2. In Mental Health services, the bed occupancy in the Royal Edinburgh Hospital remained below the allocated bed numbers for the whole of Q1 and there was an improvement in the allocation of Welfare Guardianship assessments – 80% were allocated within 12 weeks. Welfare Rights services continued to generate income for citizens in Midlothian - £1.225m in Q1. 02. Challenges and Risks Q1 24/25: There remain financial challenges within the HSCP and there are plans in relation to these challenges. There are plans in place in relation to Newbyres Village care home, use of transport for people with disabilities, and care at home. The service is also currently reviewing all 600 care packages it provides and has established a Review team to undertake this work. We have refreshed the process for application to Panel to get care packages to make it more robust and are more clearly focusing on minimising risk and ensuring that multi-agency options of care delivery are better explored. Demographic pressures work is continuing but it does appear as if new demand is out stripping the review work. As part of our financial challenges work, we have asked for legal opinion via a KC regarding what constitutes statutory Social Work. Workforce pressures in some aspects of social care remain a constant and these issues are not restricted to Page 165 of 218
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Performance Review and Scrutiny Committee Monday 7 October 2024 Item No 5.10 4 Midlothian. This is particularly the case in high volume areas of social care but there are also challenges in some areas of professional Social Work as well. We continue to address sickness absence and are making progress in some areas but acknowledge there is further work to do. Learning Disability Services Budget pressure remains the most significant risk and while work to progress reviews is ongoing this impacts capacity related to ongoing assessment and care management. Transitions can be challenging, however staff are working hard to ensure the transitions are successful. Several practical steps have been taken, for example creating outdoor space in Cherry Road to replicate environments that were available at school. PD / LTC Service staffing remains challenging, and an OT vacancy has resulted in increased waiting lists for both children as well as adults. This risk is managed by triaging referrals, managing the waiting lists and utilising OT Duty and MART more frequently, although this adds to the pressures out with the team. There is an increased pressure on the waiting list due to in increased number of complex cases leading to workers needing to spend more time with client’s and more joint working with heath and other partners. Page 166 of 218
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Performance Review and Scrutiny Committee Monday 7 October 2024 Item No 5.10 5 Page 167 of 218
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Performance Review and Scrutiny Committee Monday 7 October 2024 Item No 5.11 Midlothian Council Report Quarter 1 2024/25 Progress Against Strategic Outcomes 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. Single Midlothian Plan Themes in 2023/27 Midlothian will be Healthier - Achievements The Midlothian Integration Joint Board (IJB) plan and direct delegated health and social care services for the people of Midlothian. Midlothian Health and Social Care Partnership (HSCP) oversees the delivery of all the services delegated to Midlothian IJB. The aim of integrated health and social care is for the people to experience more joined up treatment and care. This report brings together the priority actions of the seven main areas that plan and deliver integrated care and support: Page 169 of 218
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2 - Adult Services - Older People - Justice Service and Protection - Public Health - Mental Health and Substance Use - Midlothian and East Lothian Drug and Alcohol Partnership (MELDAP) - Learning and Development. Midlothian HSCP must make progress towards the aims of Midlothian IJB Strategic Commissioning Plan, work alongside the Community Planning Partnership, and contribute to the strategic aims of both NHS Lothian and Midlothian Council. This quarterly update is provided in alignment with the four key themes of Service Actions & Indicators: Prevention Prevention is a key role of services within the HSCP. Social Work services in particular work with our most vulnerable populations and are crucial to ensuring people remain safe and well. Public protection is prominent and is key to what social workers do. Public health continues to work with key strategic partners across health and social care, the third and voluntary sector to influence improvements in outcomes. Understanding Changing Needs All services are working towards the establishment of feedback mechanisms to ensure that service planning and delivery meet the needs of people and communities. Effective, efficient and quality (Best Value) Financial Recovery templates continue to be monitored through the Finance and Performance Group. In addition, all Adult Health and Social Care services have attended two of a series of three Financial Recovery Workshops hosted by the HSCP with support from NHS Lothian’s Sustainability & Value Team. Improving Outcomes - socioeconomic, health and wellbeing, personal outcomes Services continue to be supported to use OutNav software to capture their progress and contributions towards achieving improvements in outcomes. there is a strong commitment from the HSCP to having a more systemic approach to outcomes as it is acknowledged that this has been a gap. 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. To ensure that people have access to timely support and treatment we provide early interventions, which do not require a person to have been convicted of their behaviour, to engage with services to support desistance from offending and/or anti-social behaviour. ‘Your Chance to Change’ is a perpetrator change programme which aims to address men’s domestic abuse and increase the safety and wellbeing of women, and any children, impacted by the behaviour. Over Q1 there were 4 enquiries to the service and 50% were self-referrals from the man and the other 50% were from the partner or a professional involved with the family. To support the reduction in the use of remand 22 bail assessments were undertaken and 4 people placed on Supervised Bail. The Justice Service has continued to increase the availability of trauma informed interventions and to ensure that those at risk of re-offending, or causing harm to themselves or others, can access timely support and intervention. This has included ensuring that staff are trained to the appropriate trauma level and delivering Survive and Thrive, a psycho-educational course for people affected by interpersonal trauma, to women as part of the Spring Service; 7 women attended Survive and Thrive in Q1. Individuals become formally involved with Justice Social Work at the point of conviction when a Court makes a request for a Justice Social Work Report - requests for assessment and risk management planning are received from the Scottish Prison Service and the Parole Board. Between 1st April and 31st March 2024 the team received 171 requests for reports (162 from Court). Providing robust community based alternatives to custodial sentences is important as it enables individuals to remain in their community, maintain relationships, access resources and ensures continuity of care. The main community-based sentence that the Justice Service supervise is a Community Payback Order, which can have a number of requirements attached to it. The most frequently used requirements are Supervision and Unpaid Work. During Q1 the Courts 40 Community Payback Orders, 12 had a Page 170 of 218
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3 Supervision requirement, 15 had an Unpaid Work or other activity requirement and 13 included both requirements. Midlothian will Get it Right for Every Child - Achievements In Midlothian the Getting It Right for Every Child Board (GIRFEC) is one of the subgroups of the SMP, and one of the main drivers for the effective delivery of services to children. The GIRFEC Plan also known as the Integrated Children’s Service Plan 2020-2023, 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 is coming to an end and a new three-year plan 2023-2026 is currently being drafted. The GIRFEC outcomes for the final year of the three-year plan for 2022-23 are: 1. More children and young people are safe, healthy and resilient 2. More children and young people receive timely and effective mental health support when they need it 3. Inequalities in learning are reduced 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. Based on the national Getting it right for every child wellbeing framework a set of priority actions has been developed which will make a significant contribution towards achieving the wellbeing outcomes. The Community Planning Partnership (CPP) are fully committed to realising the children’s rights approach and ensuring that the principles of the United Nations Conventions on the Rights of the Child (UNCRC) are embedded in plans taken forward. Outcome 1: Midlothian Children and Young People are Healthy, Active and Nurtured Outcome 2: Midlothian Children and Young People are Achieving and Responsible Outcome 3: Midlothian Children and Young People are Respected and Included Outcome 4: Midlothian Children and Young People are Safe and Nurtured Over the past year the work we undertook to better ensure that referrals coming into social work were appropriate is paying off with a 50% reduction in referrals from Q1 last year. This said the number of child protection referrals remains high. Child protection is both complex and challenging and requires workers with experience to undertake assessments and manage and understand the risks. Given the ongoing workforce issues around being unable to recruit experienced workers, we continue to find it challenging with regard to the allocation of this work. The lack of experience across children and families social work practice is becoming more challenging. Newly qualified workers are unable to take child protection work although they can be a good support in helping out in very complex cases with an experienced worker taking the lead. We shall continue to review this position as a senior officer group to ensure workers are supported and to offer reassurance that we are managing risk. The Promise work continues to drive forward our children’s service improvements. Plan 24-30: was launched on 20 June 2024 on a dedicated website to partners. The plan is intended to be visual and interactive to make it accessible and easy to use. Partners are being asked to feedback on their experience of looking at this draft version before it goes live at the end of 2024. The website is structure around the five foundations highlighted below: • A Good Childhood • Whole Family Support • Supporting the Workforce • Planning • Building Capacity Focus continues on the following 5 priority areas within Education: Priority 1: Attainment and Achievement Priority 2: Included, Involved and Engaged: Wellbeing & Equity Priority 3: Self-improving Systems Priority 4: Life-Long Learning and Career-Ready Employability Priority 5: Finance & Resources Page 171 of 218
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4 Midlothian will Support Residents to Improve Employability and Outcomes in our Communities - Achievements The vision for this them is to reduce the gaps in learning, economic circumstances and poverty. 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. CLLE also ensure we meet our statutory duty through our internal performance tracking measures for the CLLE service. There has been satisfactory progress in implementing Shared Prosperity Funded Projects. CLLE has played a key role in formulating the new Local Child Poverty Action Report, jointly with Public Health NHS Lothian. Midlothian will be Greener- Achievements The Climate Emergency Group’s and Community Planning Partnership vision is significant progress is made towards net zero carbon emissions by 2030. Our values are to get to net zero equitably, taking into account different people and communities capacities and abilities to get there. The Group consists of individuals and representatives of Midlothian Community Councils, Community Groups, national government agencies, Third Sector organisations, Midlothian Council, local chamber of commerce, landowners and Midlothian Energy Ltd. The National Planning Framework 4 (NPF4) forms part of the local development plan for Midlothian and will also be the strategic basis that future plans and applications will need to take into account. The biggest sources of carbon emissions in Midlothian are still domestic uses (30.5%) and transport (27.5%). Therefore, this theme will concentrate on reducing carbon emissions in the areas of domestic heating/power and transport to get to Net Zero. Thematic actions are designed to increase awareness, promote reflection and action on the key Climate Emergency issues of energy, food and travel. They will lead to a better understanding of carbon emissions and greater investment in greener travel, renewable heat, energy sources and heating efficiency in Midlothian. The actions will help inform and give people the opportunity to get involved to make a difference. Midlothian’s future will be different through having more people aware and engaged in Climate Emergency issues, both consciously and subconsciously. This will make Midlothian more resilient to the effects of Climate Change and in addition help contribute more widely to Climate Change resilience. Outcome 1: Learning for Sustainability is increased Outcome 2: Sustainable Living is increased Outcome 3: Low Carbon/Renewable Energy Development and Home Energy Saving is Increased Outcome 4: Carbon Storage is increased Economic Development continues to promote the Midlothian Business Green Pledge to increase education and awareness of climate change and suggest adaptations. A total of 126 businesses have now committed to the Pledge with 21 of those signing up during quarter 1. The team continue to work with pledgers to identify the best platform for group sharing. Through the LinkedIn group, pledgers share their experiences and the team continue to share a mix of green information from partners on learning opportunities, support and funding. 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. Work is underway with our Net Zero Nation Programme which is supporting 13 diverse 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. After completion in December 2024, the team will commence case studies on those outcomes in Q3 24/25 as the programme comes to a close. 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 Page 172 of 218
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5 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. 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. Last year work progressed at pace to complete the LHEES methodology stages 1-4. This quarter, Council approved the LHEES Strategy and delivery plan. Overall, Midlothian Council’s LHEES sets out a strategy to provide low carbon heat that is affordable to as many households and buildings as possible. Driving low cost, low carbon heat over expensive and challenging fabric retrofit approach will enhance the likelihood of achieving our net zero targets, whilst abiding by our six LHEES outcomes: 1. For Midlothian’s communities and property decision makers to be engaged and empowered to deliver Net Zero heating targets, including making homeowners and tenants aware of funding and support available to them. 2. Working with Midlothian Energy Limited to find low/zero carbon heat solutions to meet the Council’s climate change targets. 3. Work to alleviate fuel poverty by bringing forward solutions that move people out of fuel poverty or prevent them falling further into fuel poverty. 4. Make Midlothian’s homes and buildings as energy efficient as possible using a fabric first approach. 5. Ensure that Midlothian Council will have an awareness of investment and grant funding opportunities and seek to secure these opportunities to deliver heat decarbonisation projects. 6. Work to whenever possible to create and keep jobs and revenue from heat decarbonisation projects within the Midlothian economy. Following publication of the final LHEES strategy and delivery plan, an engagement campaign will take place over the next quarter. In quarter 1, the Greenspace service launched the new Neighbourhood Environment Team as part of the wider review of the Recycling and Greenspace Service. The new team combines elements of the former street cleaning service with specialist elements of the greenspace team to create a new service that aims to improve the quality of the local environment for our residents. As part of the Greenspace service, the Neighbourhood Environment Team will carry out the following works in our local communities; • Ensuring our streets remain clear of litter • Cleaning our bus stops so that they provide safe, clean shelter for residents • Emptying street litter bins • Spraying and removing weeds from footpaths and roads Page 173 of 218
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6 • Mechanical sweeping of roads and pavements • Ensuring pathways are clear of overhanging trees and shrubs • Keeping Midlothian clear of fly tipping • Edging back grass verges to reclaim overgrown footpaths • Power washing of high streets and public areas 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. To develop a wellbeing economy we will use Community Wealth Building (CWB) which is based around five interconnected pillars that centres on People, Place and Planet. Community Wealth Building changes the way local economies function by redirecting wealth into local economies, creating opportunities for the benefit local people. We have embedded three of the pillars into our delivery over the past two years and will continue to build on this work. The Business Gateway service continue to promote the Social Enterprise model to clients where their plans, objectives and values align to the model. Contributing to Community Wealth Building objectives, the team support projects from the Social Enterprise Conversation sessions as they develop. The service supported 23 Social Enterprise organisations and 1 school based social enterprise in quarter 1, of these 2 were registered as new starts with a projected income of £180k and 4 jobs in year one. Support provided included: • 1 Charity receiving in depth support to develop a social enterprise (Community Interest Company) as a trading subsidiary to generate unrestricted funds to support the core work of the charity to reduce reliance on grant funding. • 1 private sector organisation creating a social enterprise to take their current sport offer and extend it to support community wellbeing. • 1 collaboration of East Lothian private sector businesses creating a green construction social enterprise after being inspired by The Energy Training Academy (ETA) model and choosing Midlothian to locate in due to the support ETA have received for the Economic Development Service. 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 focus on reduction of greenhouse gas emissions (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 and will be presented for approval to Council later in the year. 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. Page 174 of 218
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7 This 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: • 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 successful launch of the Business Gateway portal and the new ‘strengthen your business’ client enquiry tool has 15 enquiries received so far. This is designed for existing businesses that are not registered with Business Gateway and 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 that can be supported. We have maintained the Healthy Working Lives Gold Award for over 9 years and work has commenced on the development of our Wellbeing Strategy which will 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. The rolling programme of Wellness@Midlothian initiatives continues this quarter to ensure we are supporting the positive health and wellbeing of our staff. Midlothian will Work Towards Reducing Poverty - Achievements This theme focuses on reducing all aspects of poverty using a data informed approach whilst learning from those with direct experience of poverty. There continues to be a significant demand placed on homeless and temporary accommodation services, alongside the increase in energy, food and fuel costs, requiring a comprehensive preventative approach as set out in the Council’s Rapid Rehousing Transition Plan. Homelessness is not inevitable and can often be prevented. Our refreshed vision for the service is that individuals and families will be able to access housing that is affordable and of good quality in sustainable communities. Housing Services are currently exploring a new approach to deliver services and are trialling new team set ups consisting of a community housing team, aiming to ensure every tenant and resident has their individual needs and rights recognised and is treated fairly with respect to enable tenancy sustainment. A core housing team, improving quality and turnaround of our properties, ensuring residents are informed of housing options and homeless applicants are provided temporary accommodation and a Homelessness team focused on preventing and supporting homelessness. The percentage of Secondary school meal uptake this quarter remains steady at 34.35%, an increase from 20.36% in quarter 1 of last year. This is due to changes made to the menu offered to secondary schools to attract pupils back into the dining room. The percentage of Primary school meal uptake for quarter 1 was 54.44% and again remains steady compared to previous quarters. Primary school meal uptake continues to sit well above the APSE average of 41.24% with quarter 1 uptake for Midlothian at 54.44%. The percentage of school meal food waste has decreased to 4.98% from 6.86% compared to the same period last year. From Scottish Government’s Place Based Investment Funding, two additional new Lend and Mend hubs were launched this quarter in Danderhall and Loanhead libraries. Midlothian is the first authority in Scotland to expand the Lend and Mend offer. The Hubs provides free access to sewing machines and other equipment to allow communities to repair, re-use and upcycle their own items. The Loanhead library site has also started a new Sewing Repairs Club to help people learn to sew, mend and make new clothes. Each library hub introduced an education programme to support new skills development, helping to reduce inequality through equitable access to resources. Page 175 of 218
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8 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. This quarter the draft of the 2023/24 accounts were completed in line with statutory requirements. Calculation and presentation of the updated Medium Term Financial Strategy projections alongside planned actions to address the financial challenge were presented to Council. 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. In response to all these pressures, a range of reprioritisation activity is taking place, with a revised Capital Plan 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. Growing Council: 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 data zones which fall into the most deprived areas. This growth creates the opportunity to meet housing need with 25% of new homes being built in the affordable housing provision, in addition to the expansion in our Council house building. This construction directly supports employment and will see a steady increase in the value of Council Tax income received over time. To ensure Midlothian is ‘building back better’, this investment is also creating new jobs, apprenticeship opportunities, opportunities for businesses and communities and families hardest hit by the impact of the pandemic. These new opportunities help lead the way towards a better future for Midlothian. 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. 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). Page 176 of 218
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9 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, which is chaired by the Council Leader and meets regularly to coordinate mitigating activities Page 177 of 218
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Performance Review and Scrutiny Committee Monday 7 October 2024 Item No 5.12 Strategic Inspection of Adult Support and Protection Report by: Nick Clater, Head of Service, Health and Social Care Report for Noting Recommendations Performance Review and Scrutiny Committee is requested to 1. To note the outcome of the inspection for Adult Support and Protection. 1 Purpose of Report/ Executive Summary This report advises of 1. The outcome of the strategic inspection 2. The recommendations that will be included within the improvement plan. Date: 01/08/24 Report Contact: Nick Clater Page 179 of 218
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2 2 Background 2.1 Scottish Ministers requested that the Care Inspectorate lead a second phase of joint inspection and development of adult support and protection in collaboration with Healthcare Improvement Scotland and His Majesty’s Inspectorate of Constabulary in Scotland. The national inspection activity programme follows the phase one inspections that took place in 2017/2018. Phase two is closely linked to the Scottish Government’s improvement plan for adult support and protection, and the national implementation groups which support it. The Midlothian Partnership were part of phase two joint inspections with an aim to provide national assurance about individual local partnership areas’ effective operations of adult support and protection key processes, and leadership for adult support and protection. The focus of this inspection was on whether adults at risk of harm in the Midlothian partnership area were safe, protected and supported. The joint inspection of the Midlothian partnership took place between January 2024 and July 2024. To provide Scottish Ministers with timely high-level information, the joint inspection report includes a statement about the partnership’s progress in relation to two key questions. • How good were the partnership’s key processes for adult support and protection? • How good was the partnership’s strategic leadership for adult support and protection? 2.2 The Inspection report noted strengths in the following areas: • The partnership had a vision for adult support and protection that was widely communicated and well understood. • Adult support and protection inquiries undertaken by social work complied with the refreshed national code of practice. • Managerial oversight of council officer activity was commendably strong. It was well recorded and linked to supervision discussions. • Risk assessments were supported by effective tools and templates that promoted high quality work in this critical area of practice. Page 180 of 218
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3 • Strategic leaders deployed a governance framework for adult support and protection. Overall, they oversaw the delivery of competent, effective adult support and protection practice. 2.3 Areas for Improvement The report identifies 6 main areas where improvements should be made: • Quality assurance, self-evaluation and improvement activity was in place. More work needed to be done to ensure this was well embedded and fully linked to improvement activity. • Interagency referral discussion arrangements were well embedded, but the purpose and process needed to be reviewed to improve their impact on protection planning. • Where chronologies were completed, they were of a good quality but more needed to be done to improve consistent application in all records. Too many adults at risk of harm did not benefit from having a chronology in place. • Adult support and protection case conference attendance and information sharing needed to improve. Case conferences should be more person-centred and sensitive to the participatory needs of adults at risk of harm. • NHS Lothian and Police Scotland needed to strengthen their participation in key elements of practice. • Adults with lived experience were not engaged in shaping the work of the public protection committee. A plan was needed to address this. An improvement plan is currently being considered and developed with guidance from the partnerships lead inspector within the Care Inspectorate and in conjunction with Partnership leads. This plan will be monitored and reviewed throughout 2024. 2.4 Summary Key processes Overall, finding concluded that the Midlothian partnership delivered adult support and protection processes that protected and supported adults at risk of harm. There were some strong areas of practice particularly management oversight of council officer practice, the risk assessment framework and the quality of chronologies and risk assessments when completed. Page 181 of 218
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4 The 2017 joint inspection of adult support and protection in Midlothian highlighted timeous progression of adult support and protection referrals and completion of chronologies as areas for improvement. The partnership’s approach to risk assessment was strong. A robust framework was in place that promoted a dynamic review of risk throughout the adult support and protection process. As a result, the quality of risk assessments had improved since 2017, although their presence in records had reduced. Since 2017 the partnership had worked to positively change practice and ensure that timely advocacy was offered to adults at risk of harm. A range of ongoing measures were put in place to promote advocacy to staff such as briefings, training and the public protection committee newsletter. Staff were guided by procedure to offer advocacy at first contact. These measures meant that advocacy was now offered to most adults at risk of harm and always provided without delay. Strategic leadership The 2017 joint inspection found that leadership within the partnership had major strengths. This inspection found that overall, strategic leaders ensured the delivery of competent and effective adult support and protection practice. Strategic leaders’ vision for adult support and protection was strong and well understood by staff to ensure effective governance. The key areas identified for improvement in 2017 had not been fully achieved. The partnership had the components of a sound approach but needed to do more to strengthen collaboration and oversight in some key areas of adult support and protection practice. 2.5 Conclusions The scrutiny activity was concluded with the publication of the final report on 11th July 2024. Care Inspectorate ‘Grades’ were not awarded throughout the national activity of Adult Support and Protection. The findings were communicated via the following statements: How good were the partnership’s key processes for adult support and protection? We concluded the partnership’s key processes for adult support and protection were effective with areas for improvement. There were clear strengths supporting positive experiences and outcomes for adults at risk of harm, which collectively outweighed the areas for improvement. Care Inspectorate published report July 24. Page 182 of 218
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5 How good was the partnership’s strategic leadership for adult support and protection? We concluded the partnership’s strategic leadership for adult support and protection was effective with areas for improvement. There were clear strengths supporting positive experiences and outcomes for adults at risk of harm, which collectively outweighed the areas for improvement. Care Inspectorate published report July 24. 3 Report Implications (Resource, Digital and Risk) 3.1 Resource There are no resource implications in this report. 3.2 Digital There are no digital implications related to this paper 3.3 Risk There is a reputation risk to Midlothian Health and Social Care Partnership should identified improvements not be progressed. 3.4 Ensuring Equalities (if required a separate IIA must be completed) All relevant IIAs sit within service. 3.5 Additional Report Implications There are no additional report implications at present. Appendices Appendix A- Additional Report Implications Appendix B- Care Inspectorate Published Report. Page 183 of 218
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6 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value A.5 Involving Communities and Other Stakeholders A full engagement strategy was carried out by the Care Inspectorate in order to undertake their scrutiny activity. Any improvements that require relevant consultation with service users, family members and carers will be undertaken by the relevant service. A.6 Impact on Performance and Outcomes The attached inspection report highlights several areas within the partnership where strength-based outcomes are the focus in service planning, delivery and evaluation. Any recommendations and areas for Page 184 of 218
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7 improvement will, once addressed further improve the performance and the outcomes of people using the service. A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Not applicable APPENDIX B Inspection Report Page 185 of 218
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OFFICIAL OFFICIAL OFFICIAL OFFICIAL Midlothian Partnership - June 2024 Page 187 of 218
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2 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Contents Joint inspection of adult support and protection in the Midlothian partnership 3 Summary – strengths and priority areas for improvement 6 How good were the partnership’s key processes to keep adults at risk of harm safe, protected and supported? 7 Screening and triaging of adult protection concerns 9 Initial inquiries into concerns about adults at risk of harm 10 Inquiries including the use of investigatory powers. 12 Collaborative working to keep adults at risk of harm safe, protected and supported 15 Key adult support and protection practices 18 How good was the partnership’s strategic leadership for adult support and protection? 20 Summary 25 Next Steps 26 Appendix 1 27 Page 188 of 218
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3 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Joint inspection of adult support and protection in the Midlothian partnership Joint inspection partners Scottish Ministers requested that the Care Inspectorate lead a second phase of joint inspection and development of adult support and protection in collaboration with Healthcare Improvement Scotland and His Majesty’s Inspectorate of Constabulary in Scotland. Phase two This programme follows our phase one inspections. We published an overview report which summarised the findings and key themes identified. Phase two is closely linked to the Scottish Government’s improvement plan for adult support and protection, and the national implementation groups which support it. The joint inspection focus Phase two joint inspections aim to provide national assurance about individual local partnership1 areas’ effective operations of adult support and protection key processes, and leadership for adult support and protection. We also offer a summary of the partnerships’ progress since their inspection in 2017. Updated codes of practice were published in July 2022. In recognition that adult protection partnerships were at different stages of embedding these, we issued a single question survey to all partnerships in Scotland. This asked respondents to describe their approach to inquiry and investigation work and outline the role of council officers. Twenty-two partnerships responded, and findings showed that practice and adoption across Scotland is variable, with most areas having work to do in this respect. The Midlothian partnership implemented the code of practice in November 2023. The focus of this inspection was on whether adults at risk of harm in the Midlothian partnership area were safe, protected and supported. The joint inspection of the Midlothian partnership took place between January 2024 and April 2024. We scrutinised the records of adults at risk of harm for the preceding two-year period, from January 2022 to January 2024. 1 https://www.careinspectorate.com/images/Adult_Support_and_Protection/1.__Definition_of_adult _protection_partnership.pdf Page 189 of 218
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4 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Quality indicators Our quality indicators2 for these joint inspections are on the Care Inspectorate’s website. Progress statements To provide Scottish Ministers with timely high-level information, this joint inspection report includes a statement about the partnership’s progress in relation to our two key questions. • How good were the partnership’s key processes for adult support and protection? • How good was the partnership’s strategic leadership for adult support and protection? Joint inspection methodology In line with the targeted nature of our inspection programme, the methodology for this inspection included five proportionate scrutiny activities. The analysis of supporting documentary evidence and a position statement submitted by the partnership. Staff survey. Seventy-seven staff from across the partnership responded to our adult support and protection staff survey. This was issued to a range of health, police, social work and third sector provider organisations. It sought staff views on adult support and protection outcomes for adults at risk of harm, key processes, staff support and training and strategic leadership. The survey was structured to take account of the fact that some staff have more regular and intensive involvement in adult support and protection work than others. 2 https://www.careinspectorate.com/images/documents/5548/Adult%20support%20and%20protecti on%20quality%20indicator%20framework.pdf Page 190 of 218
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5 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL The scrutiny of social work records of adults at risk of harm. This involved the records of 40 adults at risk of harm who did not require any further adult support and protection intervention beyond the initial inquiry stage. The scrutiny of the health, police, and social work records of adults of risk of harm. This involved the records of 50 adults at risk of harm for whom inquiries have used investigative powers under sections 7-10 of the 2007 Act. This included cases where adult support and protection activity proceeded beyond the inquiry with investigative powers stage. Staff focus groups. We carried out three focus group and met with 23 members of staff from across the partnership to discuss adult support and protection practice and adults at risk of harm. Standard terms for percentage ranges Page 191 of 218
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6 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Summary – strengths and priority areas for improvement Strengths • The partnership had a vision for adult support and protection that was widely communicated and well understood. • Adult support and protection inquiries undertaken by social work complied with the refreshed national code of practice. • Managerial oversight of council officer activity was commendably strong. It was well recorded and linked to supervision discussions. • Risk assessments were supported by effective tools and templates that promoted high quality work in this critical area of practice. • Strategic leaders deployed a governance framework for adult support and protection. Overall, they oversaw the delivery of competent, effective adult support and protection practice. More work needed to be done to strengthen collaborative practice. Priority areas for improvement • Quality assurance, self-evaluation and improvement activity was in place. More work needed to be done to ensure this was well embedded and fully linked to improvement activity. • Interagency referral discussion arrangements were well embedded, but the purpose and process needed to be reviewed to improve their impact on protection planning. • Where chronologies were completed, they were of a good quality but more needed to be done to improve consistent application in all records. Too many adults at risk of harm did not benefit from having a chronology in place. • Adult support and protection case conference attendance and information sharing needed to improve. Case conferences should be more person- centred and sensitive to the participatory needs of adults at risk of harm. • NHS Lothian and Police Scotland needed to strengthen their participation in key elements of practice. • Adults with lived experience were not engaged in shaping the work of the public protection committee. A plan was needed to address this. Page 192 of 218
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7 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL How good were the partnership’s key processes to keep adults at risk of harm safe, protected and supported? Key messages • Inquiries and investigations were comprehensive, timely and well recorded. Where investigatory powers were enacted, they were undertaken by council officers, in accordance with the adult support and protection code of practice. • Management oversight of social work records was exemplary. The template used for recording adult support and protection work assisted this process. • Capacity assessments were promptly sought and undertaken without delay. • Risk assessments, when completed, were of a high standard. The partnership’s framework for managing risk was clear and well understood by staff. • Where chronologies were completed, most were of a high standard. Too many adults at risk of harm did not have one in their case record. • Case conferences effectively determined actions to keep the adult safe from harm. But police and health attendance was inconsistent and minutes were not routinely circulated. Review case conferences did not always take place when they should have. Initial and review case conferences needed to be more person centred to ensure the full participation of adults at risk of harm. • The purpose and function of interagency referral discussions was unclear. They sometimes took place too late in the adult support and protection process to allow for effective joint risk and assessment planning. The e- IRD format did not always support tripartite discussions. • Governance of police records was often not specific or relevant to individuals. Supervisory oversight needed to be meaningful for all adults at risk of harm. Page 193 of 218
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8 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL • Health records did not demonstrate consistent and appropriate recording of adult support and protection. The recently established NHS advisor posts are well placed to support improvement in this important area. We concluded the partnership’s key processes for adult support and protection were effective with areas for improvement. There were clear strengths supporting positive experiences and outcomes for adults at risk of harm, which collectively outweighed the areas for improvement. Page 194 of 218
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9 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Screening and triaging of adult protection concerns All adult support and protection referrals and concern reports were recorded on the social work client information system upon receipt. This process was accurately overseen by the business support team. The adult support and protection team leader or delegated depute screened all referrals. A council officer was then allocated to progress the initial inquiry if appropriate. Screening guidance was available and broadly understood by those fulfilling this role. This helped to promote a consistent approach. In 2024 the partnership reviewed referrals from the previous seven years as the conversion rate for referrals to inquiry when benchmarked was low. Reassuringly, this audit found that the decision not to proceed was correct in almost all cases. Repeat referrals were reviewed by social work managers to consider whether further interventions under adult support and protection were necessary. This effectively tracked escalating risks. Page 195 of 218
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10 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Initial inquiries into concerns about adults at risk of harm The partnership adopted the Scottish Government’s revised code of practice in November 2023. This meant they were compliant and that all inquiries for adults at risk of harm were carried out by a council officer. The partnership also amended their inquiry template to ensure the use of investigatory powers were accurately recorded where they applied. This promoted confidence amongst staff. The three-point criteria was well understood across the partnership, consistently recorded and applied. Communication between multi-agency partners at this early stage was collaborative and effective. Strong management oversight of decision making was in place in almost all cases. The recently amended recording template used by social work staff assisted this process. Almost all inquiries reached the right stage in the adult support and protection process and were carried out in line with the principles of the act. The quality of almost all inquiries was good or better, although some were delayed. More work was needed to ensure that adults at risk of harm were informed of their rights and that they were subject to adult support and protection activity. Reasons why the adult was not engaged needed to be more clearly recorded in the social work records. Page 196 of 218
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11 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Interagency referral discussions The partnership’s guidance clearly set out expectations in respect of inter-agency referral discussions (IRDs). They supported an e-IRD format that could be used at any stage of the adult support and protection process. A well-designed e-IRD template was used to record and collate information and protective actions taken by partners. The police were always involved in e-IRDs, but health participated less frequently. Recently, the partnership sought to improve health representation at e-IRDs by introducing a health staff rota system. It was too early for us to determine if this had improved their participation. Despite the use of a standard recording template for e-IRDs there was no evidence of follow up discussions between all three partners in records. Frontline staff working with adults at risk of harm were not involved in e-IRDs and did not consistently receive the outcome of these critical meetings. The quality, purposefulness and impact of interagency referral discussions was therefore mixed. Undertaking earlier IRDs and providing access to accurate recordings of outcomes for staff would strengthen the platform for joint risk and assessment planning. An established interagency referral discussion overview group made up of senior representatives from all relevant partner agencies met monthly. They considered all IRDs, reviewed decision making and identified emerging themes. This group was well placed to oversee the required improvements to the process. Page 197 of 218
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12 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Inquiries including the use of investigatory powers Chronologies The partnership’s practice in relation to chronologies was informed by the Pan- Lothian chronology working group. This aimed to establish a more consistent approach to chronologies using a standard template. Where chronologies were completed, the quality was good or better in most cases. However, just under half of records that should have contained a chronology did not. Until the recent revision of multi-agency procedures chronologies were completed only when a case progressed to case conference. The revised procedures addressed this and meant chronologies were expected for all adult support and protection interventions. Future staff training workshops focussed on the use of chronologies were planned. The partnership recognised that all adults at risk of harm should benefit from a chronology that laid out significant life events and this was central to their improvement plan. They recognised the benefits of how this promoted a more trauma aware approach. Risk assessments In 2022 the partnership introduced the type, imminence, likelihood, and severity (TILS) framework for managing risk. This clearly articulated framework was well understood by staff. The framework was embedded within the recording template and supported ongoing dynamic analysis and comprehensive documentation of risk at each stage of the adult support and protection process. This approach meant there was a risk assessment in most of the records we read. They were timely and almost always informed by multi-agency partners views. The quality of those completed was mostly good or better. However, some adults at risk of harm did not have a completed risk assessment. This is a critical area of practice that should be addressed. In 2022 the partnership introduced an escalating concerns procedure for those adults who did not meet the three-point criteria, but where significant concerns remained. Escalating concern meetings, chaired by a senior manager, considered whether further actions to mitigate risk could be taken to protect the adult. This promoted a broad and person-centred approach to risk management. Investigations The quality of most adult support and protection investigations was good or better and they were always undertaken by council officers. They were comprehensive and recorded to a high standard. They were consistently timely and collaborative. They effectively determined if the adult was at risk of harm and always took account of the adult’s views. When second workers were needed, they were almost always deployed. Some investigations did not access a second worker from health when this was appropriate. Consideration of a second worker from health, when necessary, would strengthen the partnership’s collaborative approach to adult support and protection. Significant delays to investigations were a feature in a few instances. Page 198 of 218
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13 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Adult protection initial case conferences Almost all case conferences took place when needed. They were timely, and effectively determined what should be done to ensure the adult at risk of harm was safe, protected and supported. The quality was mostly good or better. Less positively, the attendance of relevant partners was mixed with just under half of those invited attending, including police and health. Non-attendance impacted on the breadth of information shared, collaborative practice and discussion of risk. Staff told us that workload capacity issues impacted on attendance. Some case conference minutes were not held in case records or circulated to attendees. This had the potential to make follow up arrangements unclear, particularly for partners who did not attend. This negatively impacted on outcomes for adults at risk of harm. Two-part case conferences were a recurring feature. An initial professionals meeting was often held immediately before a case conference. The adult at risk of harm and, where relevant, their carer was only invited to the second part of the meeting. The impact of this approach could cause the adults involved unnecessary discomfort. The venue used was not always conducive to a person-centred approach. Just under half of case conferences were attended by the adult at risk of harm. Those who did attend were always provided with support to participate but reasons for not inviting the adult to the case conference were not recorded. Carers were always invited, were well supported, and attended every time. Adult protection plans / risk management plans Protection plans were completed following initial case or initial review case conferences when protective measures under adult support and protection were required. The partnership’s risk management framework was well implemented by staff and informed production of specific, measurable, realistic and timebound (SMART) risk management plans and interim safety plans. The partnership recognised that more work was needed to fully embed the use of SMART plans and consequently training was planned. Almost all adults at risk of harm had a protection plan when this was needed. The quality overall was good or better. Staff agreed that adults at risk of harm were supported to be safe and protected. Adult protection review case conferences Most review case conferences took place when required but some were not convened when they should have been. All review case conferences that were convened took place without delay, and almost all effectively determined actions to keep the adult safe. Page 199 of 218
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14 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Implementation/effectiveness of adult protection plans Protection plans were always timely and almost always collaborative. They effectively determined what was needed to keep the adult at risk of harm safe. The partnership recently introduced core groups, to strengthen their approach to reviewing dynamic risk and the actions of adult protection plans arising from case conferences. It was too early to evaluate their impact. Staff shared our confidence that intervention under adult support and protection impacted positively on adults at risk of harm. Large-scale investigations The partnership followed the multi-agency Pan Lothian Large-Scale Investigation Protocol (2022). No large-scale investigations were conducted during the inspection timeframe. Page 200 of 218
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15 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Collaborative working to keep adults at risk of harm safe, protected and supported. Overall effectiveness of collaborative working The partnership followed the East Lothian and Midlothian public protection committee multi-agency adult support and protection procedures. These supported close working at almost every stage of the adult protection process. Importantly, the procedures supported staff to be confident working collaboratively. The partnership had progress to make in relation to strengthening collaboration at interagency referral discussions and case conferences. Health involvement in adult support and protection NHS Lothian's public protection directorate consisted of dedicated staff with a shared commitment to strengthening integrated arrangements for adult support and protection across Lothian. Two adult protection advisor posts supported both strategic and operational developments. Health staff made some adult support and protection referrals. Almost all staff knew how to act on concerns about an adult at risk of harm. They were provided with appropriate feedback about their referral most of the time. Almost all health staff contributions to improved safety and protection outcomes for adults at risk of harm were rated good or better. Most health records evidenced a collaborative approach to adult support and protection between health and other key partners. The quality and consistency of adult support and protection record keeping was variable. A few staff told us they were not confident about where to record adult support and protection concerns. There were two separate on-line and paper recording systems for health records. Staff told us they preferred to record adult support and protection activity on paper. Information should be recorded on all relevant systems, including electronic options, to ensure effective sharing. In almost all cases, there was no management oversight of health records evident. There was room for improvement in terms of record keeping and documentation to ensure good governance and to support practitioners in delivering safe and effective care in relation to adult support and protection. Health staff were invited to case conferences but in most cases did not attend. Health representation at interagency referral discussions also required improvement. The public protection directorate was sighted on these issues and had taken steps to address them. A health rota was established in September 2023 for participation in interagency referral discussions. This positive step supported improved multi-agency working in this area of practice. Page 201 of 218
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16 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Capacity and assessment of capacity Some adults at risk of harm whose records we read required an assessment of capacity. Almost all were quickly referred to the relevant health professional and received an assessment without delay. This was a strong area of practice. Police involvement in adult support and protection Contacts made to the police about adults at risk were almost always effectively assessed for threat of harm, risk, investigative opportunity, and vulnerability (THRIVE). Most cases had an accurate STORM Disposal Code (record of incident type) but there was scope to improve recording of STORM Disposal Codes. In most cases the initial attending officers’ actions were good or better, with some evidence of effective practice and meaningful contribution to the multi- agency response. The assessment of risk of harm, vulnerability and wellbeing was accurate and informative in most cases. The wishes and feelings of the adult were appropriately considered and properly recorded in most cases. Where adult concerns were recorded, officers did so promptly on almost all occasions, using the interim vulnerable persons database (iVPD). In most cases frontline supervisory input was evident and was good or better in just over half of cases reviewed. However, records of supervisory oversight and governance were generic and not always relevant and meaningful to the specific episode subject of referral. Divisional concern hub staff actions and records were good or better in most cases. A resilience matrix and relevant narrative of police concerns was recorded in almost all instances. The resilience matrix research and assessments were comprehensive which led to enhanced informative analysis of police data being shared with partners. This aided timely collaborative approaches to interventions and support for adults at risk of harm. Almost all referrals were shared by the divisional concern hub to partners without delay. The initiation of an Escalation Protocol Review (instances of repeat police involvement) was inconsistent. Whilst emerging patterns of wellbeing concerns were identified, single agency measures to mitigate harm and reduce demand were not evident. Engagement with and active involvement by the local area commander may improve wellbeing outcomes and reduce significant demands placed on policing in some instances. Page 202 of 218
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17 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL The police mostly attended case conferences when invited but, on some occasions, did not. When they attended, the contribution of officers was good or better almost all of the time. There was scope for the police to improve their case conference attendance. A process was in place that enhanced collaboration between the police and case conference chair. This resulted in police frequently sharing reports with the chair prior to the conference but further improvement was needed. Third sector and independent sector provider involvement The third and independent sector made appropriate adult support and protection referrals. They provided additional support in a few cases and played a critical supporting role in complex protection activity. Almost all adults at risk of harm who needed additional provision from services received it. This support was comprehensive, effective and met their personal outcomes. Page 203 of 218
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18 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Key adult support and protection practices Information sharing Information was almost always shared between partners. All staff agreed that they knew what to do if they were concerned that an adult was at risk of harm, and almost all understood their role. Referrers almost always received feedback in accordance with procedures. The case records we read indicated that good information sharing was core practice within the partnership almost all the time. Information sharing from key partners at case conferences needed to improve. Management oversight and governance Commendably, social work managers read almost all adult support and protection records. The template used assisted this process and included supervision decisions. The level of recording was almost always in keeping with the needs of the adult. Governance of police records was mostly evident, but health records demonstrated management oversight on only a few occasions. Involvement and support for adults at risk of harm The views of adults at risk of harm were consistently considered through the adult support and protection process but more work was needed at the inquiry stage to ensure that adults were aware of their rights, and their views were considered and accurately recorded. Potential barriers to involvement were effectively addressed, and support for the adult at risk of harm was provided on almost all occasions. The views of unpaid carers were always sought. This was a strength. Most adults at risk of harm were invited to their case conference and when they attended, they were provided with effective support. However, the two-part process was a barrier to involvement and when adults were not invited the reasons for this were not routinely recorded. Independent advocacy Adults at risk of harm were offered advocacy most of the time when it was necessary. On some occasions it was not. When an advocacy service was offered it was always provided timeously and almost always helped the adult at risk of harm’s views to be articulated and heard. Financial harm and alleged perpetrators of all types of harm A few adults at risk of harm whose records we read experienced financial harm. The partnership took effective multi-agency action to stop this harm in all cases. The partnership acted to strengthen their response to financial harm by having a dedicated practitioner to address investigatory powers under Section 10 of the act. This improved relationships with local banks and trading standards and positively impacted on outcomes for adults at risk of financial harm. Page 204 of 218
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19 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL The perpetrator of harm was commonly known to the partnership who undertook supportive work with them most of the time. The quality of work with perpetrators was almost always good or better. Safety outcomes for adults at risk of harm Almost all adults at risk of harm experienced some improvements to their safety due to the partnership’s adult support and protection intervention. Additional support was consistently provided in situations where this was needed. Almost all staff agreed that adults at risk of harm got the support they needed to remain safe and protected. This reflected our findings. Adult support and protection training The partnership recently developed a public protection learning and practice development strategy. This aimed to support a comprehensive multi-agency training plan based on priorities developed from national and local data, legislation, policy, learning reviews and inspection reports. A training calendar and the public protection newsletter effectively publicised training events. These measures reflected a sound approach, but the partnership had challenges recruiting to a learning and development post. This limited the partnership’s capacity to deploy all the planned training. Council officer training was extended to other local authority areas which facilitated exchange of learning and practice. Attendance and evaluation of training was reported to the public protection committee learning and practice sub-group. Training that was undertaken was viewed very positively by staff who agreed it provided them with the skills, confidence and training to undertake their roles and duties. It also strengthened their understanding of risk within the adult support and protection context. Page 205 of 218
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20 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL How good was the partnership’s strategic leadership for adult support and protection? Key messages • The partnership had a clear vision for adult support and protection that was widely communicated and well understood by staff across the partnership. • Overall, strategic leaders oversaw the delivery of competent and effective adult support and protection practice. More collaboration was needed to improve in key areas such as interagency referral discussions and case conferences. • Strategic leaders had a well-structured public protection framework in place. They needed to capitalise on this framework and strengthen governance of key processes. • Quality assurance, self-evaluation and improvement activity was routinely undertaken. A multi-agency framework and revised improvement plan would strengthen the partnership’s approach. • Adults with lived experience of adult support and protection were not involved in shaping the work of the public protection committee. There was no plan to include adults in this crucial area of work. We concluded the partnership’s strategic leadership for adult support and protection was effective with areas for improvement. There were clear strengths supporting positive experiences and outcomes for adults at risk of harm, which collectively outweighed the areas for improvement. Page 206 of 218
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21 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Vision and strategy The East Lothian and Midlothian public protection committee (EMPPC) had a clear vision statement. The vision and core values were regularly communicated via the quarterly public protection committee newsletter distributed to staff and services across the partnership and at training events. These steps strengthened key messages for staff with most expressing confidence about clarity of the adult support and protection vision provided by strategic leaders. The partnership promoted development sessions to strengthen communication of their public protection vision. This included presentations by EMPPC members. This supported a shared vision for public protection partners across wider community planning and protection strategic partnerships. The partnership acknowledged that their vision could be communicated more widely to the public and planned to achieve this through the launch of a new public protection office website later in 2024. Effectiveness of strategic leadership and governance for adult support and protection across partnership The partnership benefitted from a long-standing shared services approach to public protection across East Lothian and Midlothian. The two areas shared a critical services oversight group, public protection committee, public protection office and public protection lead officers. The critical services oversight group was the chief officers' group that oversaw public protection, including adult support and protection in the partnership. Other strands of public protection activity were well inter-connected. A 2023 review of governance streamlined reporting, governance, and decision-making processes. Following this, the chairs of critical services oversight group attended the public protection committee development session to reinforce their support and express clear expectations for the committee. The public protection committee had good multi-agency representation including the Scottish Fire and Rescue Service, education and the third sector. There was no advocacy included in the core membership. The committee had three sub- groups that worked across the public protection agenda. Public protection committee development work led to the creation of two further sub-groups for adult protection and child protection to allow for more in-depth discussion and a greater focus on these areas of public protection. These sub-groups were planned to start later in 2024 for a trial period of 18 months. The committee appointed an independent convener in 2023 who will chair both new sub-groups. As the groups had not yet been implemented it was too early to determine if these steps had a strengthening effect. Page 207 of 218
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22 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL The partnership benefitted from their shared approach to public protection through the East Lothian and Midlothian public protection office where lead officers for adult and child protection worked alongside the coordinator for protecting women and girls against violence. This arrangement provided significant opportunities for collaboration across the whole public protection agenda and allowed for shared procedures, guidance, and resources. These were positive steps that ensured most staff were confident in the leadership for adult support and protection work. Social work had strong governance in place for its staff. Strategic leaders ensured there were supportive arrangements in place for staff working with complex protection cases. The partnership prioritised staff support and appointed a well-being lead and set up projects to support them to remain safe and well at work. Effectiveness of leaders’ engagement with adults at risk of harm and their unpaid carers The partnership recognised that overall engagement with adults at risk of harm and their carers needed improvement. There was no opportunity for them to contribute to adult protection policy formation and planning. Adults and carers were also not represented on the public protection committee or sub-groups. The committee acknowledged the views of adults with lived experience needed to be better represented but there were no clear plans to address this. Further work was planned to enhance engagement with adults who were subject to adult support and protection processes. This included the development of accessible written information and supported by multi-media videos and animation. Delivery of competent, effective and collaborative adult support and protection practice The partnership’s strategic leaders were responsive and encouraged innovative practice. They oversaw the delivery of the implementation of the revised code of practice in November 2023. Consequently, all inquiries using investigatory powers were undertaken by a council officer. Multi-agency adult support and protection procedures were updated to align and launched simultaneously with supportive briefings attended by over 170 staff, suggesting a strong commitment from all stakeholders. Strategic leaders ensured good practice in relation to the quality of interventions using investigatory powers, high standard risk assessments, risk management plans and protection plans. Page 208 of 218
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23 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL There was a strong ambition for collaboration across the partnership with initiatives such as the interagency referral discussion (IRD) overview group, IRD health rota, and escalating concern procedure. Some key areas of practice required attention including consistent use of chronologies, case conferences and attendance at case conferences by police and health. There was a lack of evidence that minutes were circulated for one- third of case conferences. This had the potential to negatively impact on adults at risk of harm. The partnership planned quality assurance work around the strength of its case conference procedures. Interagency referral discussions (IRDs) were long established and followed an e- IRD format. While leaders oversaw this was a well embedded approach the positive impact of these key meetings was limited and more needed done to promote their effectiveness. Quality assurance, self-evaluation and improvement activity Performance information was reported to the public protection committee performance and quality information sub-group at each quarterly meeting throughout the year. The adult support and protection lead officer and team managers recently undertook work to improve accuracy and quality of reporting. This informed themes for further quality assurance activity and were overseen by the critical services oversight group. The partnership undertook a multi-agency audit of chronologies and risk assessment that identified areas of improvement around analysis and management of risk and recording. Key improvement findings from the audits were incorporated into the revisions of multi-agency procedures and the adult support and protection training framework. Furthermore, quarterly single-agency audits were carried out by the lead officer, adult support and protection team leader and council officers focussed on adult support and protection referrals that did not progress to inquiry. These provided assurance to the public protection committee about decision making during the adult support and protection screening process. NHS Lothian adult support and protection advisory team also undertook an audit of health records. This was identified as an area for improvement following previous inspections of adult support and protection across Lothian partnerships. For Midlothian, this led to changes in the adult support and protection training programme including record keeping, attendance and prioritisation of case conferences and guidance for reports, chronologies, and duty to cooperate. Page 209 of 218
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24 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL The partnership recognised that their approach to multi-agency quality assurance required strengthening. Development of a programme of multi-agency audit was included in the adult support and protection improvement plan. The public protection committee had more work to do to share the learning from self- evaluation and audit work. More should be done to encourage staff involvement in audit and self-evaluation activity and to show that the partnership evaluated the impact of adult support and protection work and that this informed improvement activity. The adult support and protection improvement plan was discussed at each public protection committee meeting. The plan was incomplete and lacked detail. Improvement actions were not always linked to policy drivers or audit actions. Further development of the improvement plan would assist the partnership to monitor and evaluate improvement activity. Learning reviews The East Lothian and Midlothian public protection committee had a dedicated learning review sub-group to provide oversight of the process of learning reviews and action plans and facilitate dissemination of learning. The partnership had not undertaken any learning reviews during the timeframe of the inspection. Learning points were addressed from two initial case reviews that were undertaken. Page 210 of 218
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25 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Summary Key processes Overall, the Midlothian partnership delivered adult support and protection processes that protected and supported adults at risk of harm. There were some strong areas of practice particularly management oversight of council officer practice, the risk assessment framework and the quality of chronologies and risk assessments when completed. Some areas required further improvement. The 2017 joint inspection of adult support and protection in Midlothian highlighted timeous progression of adult support and protection referrals and completion of chronologies as areas for improvement. While some progress was being made, more was needed. A significant number of adults did not have a completed chronology in 2017. While the quality of completed chronologies had since improved, their presence in records had reduced. The partnership’s approach to risk assessment was strong. A robust framework was in place that promoted a dynamic review of risk throughout the adult support and protection process. As a result, the quality of risk assessments had improved since 2017, although their presence in records had reduced. A more consistent deployment of the tool would further strengthen this area of practice. Since 2017 the partnership had worked to positively change practice and ensure that timely advocacy was offered to adults at risk of harm. A range of ongoing measures were put in place to promote advocacy to staff such as briefings, training and the public protection committee newsletter. Staff were guided by procedure to offer advocacy at first contact. Advocacy attendance at case conferences was monitored and reported to the performance and quality improvement sub-group. These measures meant that advocacy was now offered to most adults at risk of harm and always provided without delay. Strategic leadership The 2017 joint inspection found that leadership within the partnership had major strengths. This inspection found that overall, strategic leaders ensured the delivery of competent and effective adult support and protection practice. Strategic leaders’ vision for adult support and protection was strong and well understood by staff to ensure effective governance. The partnership’s ambition for collaboration had not been fully realised. Further improvement was needed in key adult support and protection processes such as interagency referral discussions and case conferences to expand progress. The key areas identified for improvement in 2017 had not been fully achieved. The partnership had the components of a sound approach but needed to do more to strengthen collaboration and oversight in some key areas of adult support and protection practice. Page 211 of 218
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26 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Next steps We asked the Midlothian partnership to prepare an improvement plan to address the priority areas for improvement we identify. The Care Inspectorate, through its link inspector, Healthcare Improvement Scotland and His Majesty’s Inspectorate of Constabulary in Scotland will monitor progress implementing this plan. Page 212 of 218
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27 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Appendix 1 – core data set – We will minimally amend this when we see data for first partnership inspected in phase 2 Scrutiny of recordings results and staff survey results about initial inquiries – key process 1 Initial inquiries into concerns about adults at risk of harm scrutiny recordings of initial inquiries • 98% of initial inquiries were in line with the principles of the ASP Act • 100% of adult at risk of harm episodes were passed from the concern hub to the HSCP in good time • 85% of episodes where the application of the three-point criteria was clearly recorded by the HSCP • 95% of episodes where the three-point criteria was applied correctly by the HSCP • 80% of episodes were progressed timeously by the HSCP • Of those that were delayed, 13% less than one week, 38% one to two weeks, 50% two weeks to one month • 93% of episodes evidenced management oversight of decision making • 78% of episodes were rated good or better. • 53% of initial inquiries used investigative powers, 100% of initial inquiries done by a council officer Staff survey results on initial inquiries • 92% concur they are aware of the three-point criteria and how it applies to adults at risk of harm, 4% did not concur, 4% didn't know • 88% concur that interventions for adults at risk of harm uphold the Act's principles of providing benefit and being the least restrictive option, 5% did not concur, 6% didn't know • 94% concur they are confident that the partnership deals with initial adult at risk of harm concerns effectively, 2% did not concur, 4% didn't know Information sharing among partners for initial inquiries • 95% of episodes evidenced communication among partners Page 213 of 218
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28 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL File reading results 2: for 50 adults at risk of harm Chronologies • 58% of adults at risk of harm had a chronology • 69% of chronologies were rated good or better, 32% adequate or worse Risk assessment and adult protection plans • 78% of adults at risk of harm had a risk assessment • 77% of risk assessments were rated good or better • 97% of adults at risk of harm had a risk management / protection plan (when appropriate) • 75% of protection plans were rated good or better, 25% were rated adequate or worse Full investigations • 96% of investigations effectively determined if an adult was at risk of harm • 88% of investigations were carried out timeously • 79% of investigations were rated good or better Adult protection case conferences • 83% were convened when required • 89% were convened timeously • 47% were attended by the adult at risk of harm (when invited) • Police attended 61%, health 58% (when invited) • 79% of case conferences were rated good or better for quality • 95% effectively determined actions to keep the adult safe Adult protection review case conferences • 67% of review case conferences were convened when required • 92% of review case conferences determined the required actions to keep the adult safe Page 214 of 218
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30 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL File reading results 3: 50 adults at risk of harm and staff survey results (purple) Information sharing • 96% of cases evidenced partners sharing information • 98% of those cases local authority staff shared information appropriately and effectively • 92% of those cases police shared information appropriately and effectively • 92% of those cases health staff shared information effectively Management oversight and governance • 94% of adults at risk of harm records were read by a line manager • Evidence of governance shown in records - social work 94%, police 74%, health 5% Involvement and support for adults at risk of harm • 83% of adults at risk of harm had support throughout their adult protection journey • 92% were rated good or better for overall quality of support to adult at risk of harm • 88% concur adults at risk of harm are supported to participate meaningfully in ASP decisions that affect their lives, 3% did not concur, 9% didn't know Independent advocacy • 73% of adults at risk of harm were offered independent advocacy • 50% of those offered, accepted and received advocacy • 100% of adults at risk of harm who received advocacy got it timeously. Capacity and assessments of capacity • 90% of adults where there were concerns about capacity had a request to health for an assessment of capacity • 89% of these adults had their capacity assessed by health • 100% of capacity assessments done by health were done timeously Financial harm and all perpetrators of harm • 14% of adults at risk of harm were subject to financial harm • 100% of partners' actions to stop financial harm were rated good or better • 84% of partners' actions against known harm perpetrators were rated good or better Page 216 of 218
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31 Joint inspection of adult support protection in the Midlothian partnership OFFICIAL Staff survey results about strategic leadership Safety and additional support outcomes • 98% of adults at risk of harm had some improvement for safety and protection • 91% of adults at risk of harm who needed additional support received it • 86% concur adults subject to ASP, experience safer quality of life from the support they receive, 5% did not concur, 9% didn't know Vision and strategy • 70% concur local leaders provide staff with clear vision for their adult support and protection work. 12% did not concur, 18% didn't know Effectiveness of leadership and governance for adult support and protection across partnership • 77% concur local leadership of ASP across partnership is effective, 6% did not concur, 17% didn't know • 66% concur I feel confident there is effective leadership from adult protection committee, 9% did not concur, 25% didn't know • 53% concur local leaders work effectively to raise public awareness of ASP, 10% did not concur, 36% didn't know Quality assurance, self-evaluation, and improvement activity• 62% concur leaders evaluate the impact of what we do, and this informs improvement of ASP work across adult services, 8% did not concur, 30% didn't know • 68% concur ASP changes and developments are integrated and well managed across partnership, 6% did not concur, 26% didn't know Page 217 of 218
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