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ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
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ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
An Agency of the Scottish Executive
Laid before the Scottish Parliament by the Scottish Ministers June 2007
Annual accounts authorised for issue 4 June 2007
SE/2007/89
ISBN 978 0 7053 1118 2
Produced for HMIE by RR Donnelley B51384 06/07
Published by HMIE June 2007
£15.00
© Crown copyright 2007
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Contents
Page
Section 1
Report by HM Senior Chief Inspector
2
Section 2
Performance against targets 2006-07
6
Section 3
Impact of our work on Scottish education
16
Section 4
How we have performed over the last three years
24
Section 5
Looking ahead to 2007-08
28
Section 6
Corporate activities
32
Section 7
Annual accounts 2006-07
36
Section 8
Appendix
Staffing and structure
HMIE publications April 2006 – March 2007
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ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Section 1:
Report by HM Senior Chief Inspector
This annual report reviews the range and
quality of our work over 2006-07. The past
year has also seen the three-year period
covered by HMIE’s second Corporate Plan
come to an end and I am pleased to be able to
report a high degree of success in meeting its
targets. These targets were rightly
challenging and success in meeting them
represents real achievement by our staff.
Once again therefore, I wish to place on
record my gratitude to all staff, including our
assistant inspectors, associate assessors and
lay members, for their contribution to our
work and their commitment to improving the
lives of children, young people and adult
learners in Scotland.
2
We are currently involving all staff and our main stakeholders in developing a new Corporate Plan for 2007-2010
which, once agreed with Scottish Ministers, will be published later this year.
For the first time this year, we have been able to include our annual accounts with the annual report, allowing us to
present a more complete picture of our performance. I am grateful to Audit Scotland and to our own finance team
for making this possible.
Section 4 of this report outlines the progress we have made with key targets identified for the period from 2004 to 2007.
Inspecting and reporting
In the past year, we have carried out another demanding programme of inspections and reviews, covering all
sectors of education. We remain on course to complete the ‘generational cycle’ of school inspections, meeting our
commitment made in 2001-02 to inspect all secondary schools by 2008, and all primary and special schools by
2009. We have developed a more proportionate approach to inspection in the pre-school sector and have piloted a
new model for inspecting primary schools, including their nursery classes. Our new approaches to inspecting
primary and secondary schools allow us to focus more directly on pupils’ achievements, on the quality of learning
and teaching, on the extent to which the learning needs of all pupils are being met and on the school’s capacity
for improvement. Through our programme of follow-through to school inspections, undertaken in partnership
with local education authorities in the state sector, we continued to engage with schools where we found
underperformance, with the aim of ensuring improvement in pupils’ learning experiences and achievements.
Our report on the first cycle of inspections of the education functions of local authorities (INEA) was published in
November 2006. During 2006-07, we continued to roll out the second cycle of inspections of INEA with a much
changed and more proportionate approach. These inspections now also cover educational psychology services and
the strategic management of community learning and development. We continued our work in the college sector
by carrying out the reviews agreed through our Service Level Agreement with the Scottish Funding Council (SFC).
We also carried out a range of inspections of the voluntary sector.
I am pleased that the new programme of joint inspections of provision for child protection in each local authority
area has been well received and is already helping to drive improvement. In addition, we have carried out a
complex inspection of services and support provided to children of asylum seekers in Glasgow and the report will
be published in early summer 2007. Plans to introduce an integrated approach to inspecting children’s services
from 2008 are at an advanced stage. Pilot inspections of children’s services at neighbourhood level will be carried
out in 2007-08.
Particular priorities for 2007-08 will be to revise inspection models to take account of the new editions of How good
is our school? and Child at the Centre, which will be used in inspections from January 2008, and to prepare for the
next cycle of school inspections.
Section 2 of this report provides more information about our inspection activities in 2006-07.
3
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Promoting improvement in key aspects of education
In the last year, we have published a number of new or revised quality frameworks for a range of sectors, all based
on a single framework. All were designed to support self-evaluation, promote joint working and lead to continuous
improvement. Key publications have been:
• How good is our school? (third edition);
• Quality Management in Education 2;
• Quality Management in Local Authority Educational Psychology Services: Self-evaluation for Quality Improvement;
• How good is our community learning and development? 2; and
• A guide to evaluating services for children and young people using quality indicators
In addition, we prepared the second edition of Child at the Centre for publication in June 2007 and published a
range of self-evaluation guides, including a guide to improving practice in residential schools and school care
accommodation services.
We contributed to the Joint Quality Review Group set up by the SFC to develop future approaches to quality
assurance and enhancement in the college and higher education institution sectors.
During 2006-07, we have published a range of reports on key national developments, covering aspects of
education across the sectors. These reports provide all of those interested in Scottish education, including Ministers,
officials, teachers and other professionals, and the public with authoritative and independent evidence and advice
about key aspects of Scottish education. They also identify and promote good practice. Notable examples have
included our report on progress in implementing the teachers’ agreement; a report on ICT in learning and
teaching; an interim report on the implementation of the Education (Additional Support for Learning) (Scotland)
Act 2004; a report on education for pupils with autistic spectrum disorders; reports on education for citizenship in
schools and colleges; and a report on progress with student teacher placements in initial teacher education.
Section 8 of this report provides more information about our publications during 2006-07.
A key part of our work continues to be the identification and dissemination of good practice. Our good practice
conferences and college sector-leading and innovative practice events make an important contribution to building
capacity. We have also worked closely with Learning and Teaching Scotland and the Scottish Further Education
Unit to share and disseminate good practice and are actively exploring new ways of working jointly with these
national organisations.
Inspectors regularly promote improvement by giving presentations and talks at relevant events. Key themes for
such presentations over the last year have included the agenda arising from our Improving Scottish Education report
and from How good is our school? The Journey to Excellence. I am pleased that these two resources, and our related
follow-through activities, have been so influential.
Inspectors have also contributed in a variety of ways to key national developments such as Curriculum for Excellence
and Determined to Succeed. We have provided professional advice and drawn on our evidence from inspections to
make sure that these developments are informed by existing good practice.
4
Section 3 of this report provides more information about the impact of our inspections and reviews, publications and
conferences on the system.
Promoting our own improvement
Our staffing profile has continued to change over the last year. A number of very experienced colleagues have
retired. A few colleagues have moved on to take up posts in other areas of education. While we have been able to
recruit inspectors and corporate services staff of the highest quality, we continue to have difficulties in recruiting
sufficient new inspectors and I am actively examining ways of addressing this issue.
Over the last year, we have provided a wide range of high quality continuing professional development for all our
staff. We have improved the induction programme so that new colleagues are thoroughly prepared for all aspects
of their work. I am particularly pleased that our corporate services staff have continued to extend their
professionalism and widen the range of their work, increasing their job satisfaction and supporting the delivery of
our strategic priorities. Our commitment to the health and wellbeing of our staff was recognised through the
achievement of the Scotland’s Health at Work (SHAW) Silver Award.
Results of staff surveys have been encouraging. We compare very favourably with the core Executive, other
agencies and UK comparators but a number of issues remain to be addressed, particularly relating to the workload
of many staff.
Sections 3 and 4 of this report provide more information on staff surveys we have carried out during 2006-07 and the
action we shall take to address the issues identified.
In May 2006, we appointed three new non-executive members to our Management Board: Gary Kildare, Deep
Sagar and Shirley Young. Together with our continuing non-executive member, Andrew Cubie, they have provided
necessary challenge in the strategic management of the organisation and made very helpful inputs to our work on
audit and risk management, communications, equality and diversity and human resources. I am very grateful to
them for their invaluable contributions to our work.
During 2006-07, we have contributed to the national review of scrutiny being carried out by Professor Lorne
Crerar. This is an important review and we are looking forward to using its findings to ensure that HMIE continues
to make a very real impact on assuring and improving the quality of education and of other services for children in
Scotland.
Graham Donaldson
HM Senior Chief Inspector
June 2007
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ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Section
2:
Performance against targets 2006-07
Strategic priority 1
Through inspection and reporting, promote public accountability for the delivery of high quality
education to all learners in Scotland.
What we planned to do
1.1
What we did
We will undertake a programme of inspections
including:
• 450 early education centres including
follow-through inspections, in collaboration with
the Care Commission
We inspected 457 early education centres in
collaboration with the Care Commission.
• 230 primary schools including provision for
pupils with additional support needs where sited
in the school
We inspected 244 primary schools, of which 32 had
provision for pupils with additional support needs.
• 50 secondary schools including provision for
pupils with additional support needs where sited
in the school
We inspected 50 secondary schools, of which 15 had
provision for pupils with additional support needs.
• 23 centres including day special schools;
residential special schools in collaboration with
the Care Commission; secure accommodation in
collaboration with the Social Work Inspection
Agency; outreach services; and hospital services
We inspected 26 centres, of which 18 were day special
schools, and seven residential special schools and one
secure accommodation.
• eight integrated inspections of school care
accommodation services with the Care
Commission
Achieved.
• a minimum of eight inspections of the education
functions of local authorities in the second cycle
of INEA, seven of which include educational
psychology services inspections
We inspected nine authorities, in six cases including the
inspection of educational psychology services. One of
the seven planned educational psychology services
inspections was rescheduled at the request of the
authority.
• a minimum of seven inspections of community
learning and development services
We undertook eight inspections of community learning
and development services.
• a minimum of seven follow-through inspections
of community learning and development
We undertook eight follow-through inspections of
community learning and development.
• nine inspections of child protection in local
authority areas
Achieved.
• one follow-through child protection inspection.
Achieved.
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ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
What we planned to do
1.2
We shall undertake a programme of
follow-through inspections in schools in line with
the commitment to parents and other stakeholders
given in the report of the original inspection.
1.3
In conjunction with a range of other bodies, we
shall also undertake the following programme of
inspections/reviews:
1.4
8
What we did
We published 124 follow-through reports on primary,
secondary or special schools in line with the
commitment to parents and other stakeholders given in
the report of the original inspection.
• inspection of prison education facilities to be
agreed with HM Inspectorate of Prisons
We inspected four prisons with HM Inspectorate of
Prisons.
• follow-through inspections of mainstream school
care accommodation services and of residential
special provision and secure units as required in
conjunction with the Care Commission and
Social Work Inspection Agency
We carried out two follow-through inspections of
mainstream school care accommodation services and
seven follow-through inspections of residential special
provision and secure units.
• registration inspections of independent schools
at the request of the Registrar of Independent
Schools
We carried out five pre-registration inspections and one
post-registration inspection on behalf of the Registrar.
• registration inspections of residential special
schools in conjunction with the Care
Commission and at the request of the Registrar
of Independent Schools
We carried out nine registration inspections of residential
special schools at the request of the Registrar.
• reviews of colleges to be agreed with the
Scottish Funding Council
As agreed with the Scottish Funding Council, we
reviewed 11 colleges in the second year of the revised
review model and also carried out four follow-up
reviews.
• reviews of voluntary sector organisations as
required by the Scottish Executive.
We reviewed six voluntary sector organisations.
We shall issue:
• 95% of draft reports to schools within 12
working weeks of the end of the inspection
Exceeded.
• 88% of draft reports to services responsible for
community learning and development within 12
working weeks of the end of the inspection
Achieved.
• 88% of draft reports on education authorities
within 12 working weeks of the inspection
Achieved.
• draft reports to all colleges within timescales to
be agreed with the Scottish Funding Council
Achieved.
• 88% of draft child protection inspection reports
to relevant Chief Executives within 12 working
weeks of the end of the inspection.
Achieved.
What we planned to do
1.5
What we did
We shall publish:
• 94% of school inspection reports within 16
working weeks of the end of the inspection
Exceeded.
• 94% of follow-through inspection reports of
schools undertaken by HM Inspectors, within 16
working weeks of the end of the follow-through
inspection
Exceeded.
• 88% of community learning and development
service inspection reports within 16 working
weeks of the end of the inspection
Achieved.
• 88% of reports of inspections of education
authorities within 16 working weeks of the end
of the inspection
We agreed additional time at the review and
consultation stage for the first two reports using the new
inspection model.
• all college review reports on or before the dates
stated in the published service level agreement
with the Scottish Funding Council
Achieved.
• 88% of child protection inspection reports
within 16 working weeks of the end of the
inspection.
We agreed additional time for internal and external
review of the first two reports published in this
programme of inspections.
1.6
We shall publish a report on the first cycle of
inspections of 32 education authorities.
We published Improving Scottish Education: Effectiveness
of Education Authorities in November 2006.
1.7
We shall publish reports on the first cycle of
inspections of community learning and
development.
Improving Scottish Education: Effectiveness of Community
Learning and Development Provision was delayed to take
better account of the first inspections using How good is
our community learning and development2?. It will be
published in 2007.
1.8
We shall work with the Care Commission to
develop and trial a new model of integrated
inspections of pre-school centres for introduction
in 2007-08.
We developed and successfully piloted a new, more
proportionate model of inspecting pre-school education.
1.9
We shall develop a proportionate inspection model
for school care accommodation services in
independent boarding schools and local authority
school hostels from April 2007.
Achieved.
1.10 We shall develop a revised approach to inspecting
and reporting on secondary schools to include a
greater focus on broader achievement, inclusion
and success for all.
Achieved.
1.11 We shall develop an inspection and self-evaluation
model for the integrated inspection of services for
children in partnership with relevant inspectorates
and regulatory bodies.
We published A guide to evaluating services for children
and young people using quality indicators in December
2006.
1.12 We shall revise the guidelines for care and welfare
inspections.
We revised this target to fit better with the programme
of developing revised inspection models across HMIE.
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ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Strategic priority 2
Work with other organisations to build capacity to provide education and services for children of
the highest quality for all users.
What we planned to do
What we did
2.1
In order to follow through the Improving Scottish
Education report, we shall carry out a range of
activities including conferences, publications,
contributions to events organised by other bodies
and development of the HMIE website.
Our performance is set out in Section 3 of this report.
2.2
We shall publish a report on Improving English
Language.
We have prepared a draft report which will be finalised
for publication.
2.3
We shall publish a report on the implementation of
the Teachers’ Agreement.
We published Teaching Scotland’s Children – a report on
progress in implementing ‘A teaching profession for the
21st century’ in January 2007.
2.4
We shall publish a report on leadership.
We delayed publication of this report pending the
launch of the latest edition of How good is our school?. It
will be published in 2007-08.
2.5
We shall publish a report on provision for autistic
spectrum disorders.
We published Education for Pupils with Autism Spectrum
Disorders in October 2006.
2.6
We shall develop and prepare for publication the
remaining sections of The Journey to Excellence,
including a revised version of How good is our
school? to include pre-school centres.
We published the latest version of How good is our
school? in March 2007. This publication formed part
three of the How good is our school?: The Journey to
Excellence series. We also developed a separate revised
version of Child at the Centre to be included in the part
three above.
2.7
We shall prepare or finalise for publication on
appropriate dates further guides to self-evaluation
and advice on improvement in the following areas:
10
• primary schools’ use of available teaching time
We published an interim report Making effective use of
curriculum flexibility in primary schools on our website in
March 2007. The final report will be published in
autumn 2007.
• raising achievement and aspirations for the
lowest attaining pupils in primary schools
We have prepared this report for publication in 2007-08.
• residential special schools and secure
accommodation, in collaboration with the Care
Commission
We published Residential care and education: Improving
practice in residential special schools and school care
accommodation services in Scotland in March 2007.
What we planned to do
What we did
• learning and teaching
We delayed publication of this report pending the
launch of How good is our school? and our report on
leadership. It will be published in summer 2007.
• parental links
We published How good is our school? Partnership with
Parents in September 2006.
• self-evaluation of child protection
We completed the initial development of a self-evaluation
guide but have delayed the consultation stage to allow
further development.
• anti-sectarianism
We shall publish a report in autumn 2007.
• inclusiveness in further education
We published Evaluating Inclusiveness: A Guide for
Scotland’s Colleges in May 2006.
• psychological services
We published Quality Management in Local Authority
Educational Psychology Services: Self-evaluation for Quality
Improvement and Quality Management in Local Authority
Educational Psychology Services: Self-evaluation Toolkit in
March 2007.
• education for pupils who have English as an
additional language
We published How good is our school? Evaluating
education provision for bilingual learners in September
2006.
• effective transitions
We published How good is our school? Ensuring Effective
Transitions in May 2006.
• Hungry for Success
We published How good is our school? Hungry for Success
– Benchmarks for Self-evaluation in June 2006.
• services for children and young people.
We commissioned work to develop awareness raising
and staff development materials on using quality
indicators for self-evaluation of services for children and
young people.
We also published How good is our school? A Guide to
Investors in People in May 2006.
2.8
We shall develop a new series of publications, to
be known as “portraits”, to support provision in
subjects, curricular areas and cross curricular
aspects.
2.9
We shall carry out fieldwork, and prepare or finalise
for publication on appropriate dates, aspect
reports on themes including:
We published, on our website, portraits of current
practice in Scottish schools on education for citizenship,
modern languages and modern studies.
• the role of teachers in pre-school education
We completed fieldwork and plan to gather further
information in 2007. The report will be published in
2007-08.
• the impact of ICT in learning and teaching in
Scottish education
We published Improving Scottish Education: ICT in
learning and teaching in March 2007.
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ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
What we planned to do
What we did
• provision and support for asylum seekers’
children
We shall publish our report in the summer of 2007.
• the educational attainment and achievement of
looked after and looked after and
accommodated children
Staff illness resulted in a delay in the production of this
report.
• securing the adoption of good practice in
Scottish colleges
We published Securing the Adoption of Good Practice in
Scotland’s Colleges in October 2006.
• preparation of learners for citizenship
We published Education for Citizenship in September
2006 and Citizenship in Scotland’s Colleges in November
2006.
• planning, designing and delivering the
non-advanced further education curriculum
We published Overcoming Barriers, Enabling Learners in
October 2006.
• summer activity programmes provided for
children and young people
We revised this target to allow the introduction of an
open workbook approach through which we shall share
our interim findings on the good practice area of our
website. We also agreed with stakeholders that we
would widen the scope of the work and carry out further
field work in the summer of 2007.
• learning skills and employability (LSE) in prisons
in conjunction with the Scottish Prison Service,
HM Inspectorate of Prisons and LSE providers.
This target was revised at the request of HM Inspectorate
of Prisons.
2.10 Through conferences, seminars, further
development of our website and other media, we
shall disseminate good practice on key sectors and
aspects of education, including:
12
• pre-school education
We held a conference in May 2006 to share good
practice in early education. We published a conference
report on our website following the event.
• development of approaches for measuring
achievement
We produced examples of good practice in measuring
achievement.
• parental involvement
We contributed to a conference organised by the
Scottish Executive on the theme of parental involvement.
• skills for work courses
We held a national conference to disseminate good
practice identified during our Skills for Work evaluation
visits.
• student teacher placements
We held a good practice event for key players in student
teacher placements. We also published Progress with
Student Teacher Placements in September 2006.
• anti-sectarianism
We shall include disseminaton of good practice as part of
our Count us in conferences in 2007-08.
• schools’ contribution to integrated working.
We deferred this target as a result of staff illness.
Strategic priority 3
Support informed policy development by providing high quality, independent, professional
advice drawn from inspection and review evidence and knowledge of the system.
What we planned to do
3.1
We shall provide high quality advice within agreed
timescales to Scottish Ministers including the
Cabinet Delivery Group for Children and Young
People and relevant departments of the Scottish
Executive on a number of key programmes
including:
• Ambitious Excellent Schools
• Curriculum for Excellence
• Determined to Succeed
• the strategy for supporting young people not in
education, employment or training (the NEET
group).
What we did
We provided a wide range of professional advice to the
Scottish Executive on these programmes plus:
• Schools of Ambition applications and transformation
plans
• Hungry for Success
• Education (Additional Support for Learning)(Scotland)
Act 2004
• the Scottish Agricultural College
• the Review of Scotland’s Colleges
• interpretation of attainment statistics
• school closures
• Scottish Credit and Qualifications Framework credit
rating in the college sector
• Skills for Work development
• National Priorities for Education development
• disqualified from working with children list.
3.2
District Inspectors will provide advice to and
concerning education authorities.
We provided a wide range of advice and support
throughout the year.
3.3
We shall work in close partnership with Learning
and Teaching Scotland, the Scottish Funding
Council, the Scottish Qualifications Authority and
other key organisations to achieve our respective
objectives.
We continued to work in close partnership with key
organisations. We developed a Memorandum of
Understanding with Learning and Teaching Scotland
and are developing similar arrangements with other
bodies.
3.4
We shall link with key organisations across the UK
and abroad in order to provide information and
advice based on Scottish approaches to inspection
and self-evaluation.
We provided information and advice to Chile, the Czech
Republic, Jamaica, Japan, Lithuania, Russia, Saudi Arabia
and South Africa. We also continued to have productive
links with the other UK education inspectorates.
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ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Strategic priority 4
Develop and manage HMIE as a best value organisation.
What we planned to do
What we did
4.1
We shall agree with Ministers how we take forward
our Corporate Plan to the next stage.
We have delayed publication of our new Corporate Plan
pending discussions with new Ministers.
4.2
As part of the production of an overarching HMIE
policy on Equality and Diversity, we shall publish
strategies on Disabilities Equality and Gender and
Equality.
We published action plans on both Disability Equality
and Gender Equality. These will be kept under
continuous review as national guidance evolves.
4.3
We shall publish a:
• revised Communications strategy
We revised our Communications strategy including our
strategy for Services for Children.
• revised Continuing Professional Development
strategy.
We reviewed our strategy.
4.4
We shall review our Human Resources strategy.
Achieved.
4.5
We shall continue to operate using the principles
of the European Foundation for Quality
Management, Charter Mark and Investors in
People to audit best value within HMIE.
We have continued to operate according to these
principles.
4.6
We shall:
4.7
14
• address the issues identified in the staff survey of
2005 and report to staff on the action taken
We have taken a range of actions and publicised these
on our intranet. We have also sent details to our
associate assessors.
• carry out a further staff survey in 2007
We shall run this survey in 2007-08.
• carry out surveys of the views of key users on the
quality of services we provide and take action to
improve things where we can.
We commissioned a range of surveys relating to our
work. We refer to these in Sections 3 and 4 of this
report.
We shall take forward approaches for maintaining
and improving the health of HMIE staff including
pursuing the Scotland’s Health at Work (SHAW)
silver award across all our sites, drawing on the
Scottish Executive’s wider approach with a view to
assessment in spring 2007.
We achieved Scotland’s Health at Work (SHAW) silver
award in March 2007.
What we planned to do
What we did
4.8
We shall publish data on our performance against
environmental targets agreed by the Management
Board.
Our performance against environmental targets is
detailed in Section 6 of this report.
4.9
We shall evaluate and improve the quality of HMIE
work and demonstrate continuing better value
approaches by gathering and evaluating evidence
about the impact of our work on Scottish
education.
Our performance is set out in Section 3 of this report.
15
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Section
3:
Impact of our work on Scottish education
We are committed to evaluating the quality and impact of our
work, with the aim of ensuring continuous improvement. Once
again this year, we have gathered evidence about the extent to
which we are meeting our core objective and addressing our
strategic priorities. We are pleased to be able to highlight many
positive aspects. We have also identified priorities for improvement
in the main areas of our work.
Impact of our inspections and reviews
As part of regular inspection and review procedures, we use post-inspection and review questionnaires to gather
views from stakeholders. We also regularly commission external organisations to carry out independent surveys of
stakeholders’ views on inspections. Evidence gathered both immediately after inspections through questionnaires
and at a later stage indicates high levels of satisfaction with our work.
Post inspection and review questionnaires
The information which follows illustrates that, up to March 2007, we have continued to receive very positive
responses from across the range of sectors in which we work.
Pre-school
The following charts illustrate some of the responses we received from heads of centres following pre-school
inspections.
Head of centre’s rating of the helpfulness of written communication prior to inspection
April 2004 – March 2007
Helpful
Neither helpful nor unhelpful
95%
5%
Head of centre’s rating of the coordination of the inspection activities
April 2004 – March 2007
Satisfactory
Unsatisfactory
94%
6%
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ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Head of centre’s rating of the helpfulness of the inspection
April 2004 – March 2007*
Very good
Good
Neither good nor poor
52%
Poor
34%
Very poor
9% 3% 1%
Primary and secondary schools
The following charts illustrate some of the responses we received from headteachers, teachers and parents/carers
following primary and secondary school inspections.
Headteachers’ rating of inspections in terms of helpfulness to the school
August 2004 – March 2007*
Very good
Good
Fair
Unsatisfactory
67%
20%
7% 5%
Teaching staff rating of inspections in terms of helpfulness to the school
August 2004 – March 2007
Very good
Good
41%
* May not sum to 100% due to rounding
18
Fair
Unsatisfactory
41%
13%
5%
Parents/carers’ views on whether they found the report helpful
August 2004 – March 2007
Yes
No
98%
2%
Colleges
The diagrams below summarise feedback from college staff on two key aspects of the review process.
College staff rating of the suitability of methods, deployment of the
reviewers and procedures employed January 2005 – March 2007
Very good
Good
Fair
Unsatisfactory
43%
48%
8% 1%
College staff rating of the review in terms of helpfulness to the college
January 2005 – March 2007
Very good
Good
51%
Fair
Unsatisfactory
42%
6% 1%
School care accommodation services
This year, we completed the first phase of the programme of integrated inspections with the Care Commission of
residential provision in mainstream schools. We analysed post-inspection questionnaires completed by headteachers
of independent boarding schools and managers of hostels attached to publicly funded schools. Almost all respondents
rated the inspections as good or very good in terms of efficiency and most rated them helpful or very helpful.
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Independent surveys
In March 2007, we commissioned George Street Research to carry out an independent survey to assess our
performance against a number of key targets in our 2004-2007 Corporate Plan. In order to evaluate the
effectiveness of the inspection and review process, questionnaires were distributed to headteachers, heads of
centres, principals, chief executives, heads of service, senior managers, middle managers and members of teaching
or service staff in establishments or services which had received an inspection or review in the last twelve months.
The results of the survey were very positive overall. Ninety-one per cent of users across all sectors gave a positive
rating to the inspection or review process. Around 60% of headteachers of primary, secondary and special schools
rated the usefulness of the inspection as very good or excellent. All those commenting on inspections of
community learning and development (CLD) and the education functions of local authorities (INEA) rated the
appropriateness of the range and focus of inspection activities and the manner and engagement of the inspection
teams as good or very good. In response to issues raised by a few respondents, we recognise the need to
streamline further our CLD and INEA inspection activities.
Scottish Executive review: child protection
A review of our use of the Code of Practice for the conduct of child protection inspections was carried out by the
Scottish Executive. Two-thirds of those who responded reported that the Code of Practice and associated leaflets
helped a lot to explain the purpose of the joint inspection for child protection services to relevant staff. In the
course of the next year, we shall continue to engage with stakeholders to improve further our procedures for child
protection inspections.
Priority for improvement
The aspect of the inspection and review process which received the least positive rating in the independent survey
was the extent to which inspection teams engaged with some members of staff. This aspect was commented on as
being in need of improvement by 12% of the sample. We are committed to ensuring that our inspection models
maximise the extent to which we engage in professional dialogue with staff. We do however have to balance such
engagement with the need to gather inspection evidence. We shall continue to develop the highest possible levels
of interpersonal skills in our inspectors to enable them to provide clear and constructive feedback throughout the
inspection and review process. In order to develop this aspect further, during 2006-07, we have developed a
training programme for inspectors. Staff development activities began in December 2006 and will continue
throughout 2007-08.
Impact of our follow-through to pre-school and school inspections
In 2006-07, following the completion of the three-year cycle of integrated inspections in pre-school centres, we
carried out 91 follow-through inspections. Our findings provided evidence of significant improvements since the
original inspections had taken place. Progress towards addressing points for action was good or better in 79% of
cases.
Following our review in early 2006 on the impact of follow-through inspection procedures in primary, secondary
and special schools, we have put in place a second review which will report in the summer of 2007. Feedback from
20
our external reference group which has wide representation at all levels in education, indicated that the
follow-through process continued to help schools improve and that schools found the process helpful, valuing the
support and advice provided by inspectors as part of that activity.
We held seminars for local authority officers across Scotland in May 2006 to share the findings from follow-through
inspections. Working in partnership with local authorities and schools, we highlighted good practice to help
support capacity building in local authorities. The conferences were very highly rated by participants and we plan
to build on these by holding them every two years.
Priority for improvement
We recognise that we need to reduce further the number of schools in which follow-through activities are carried
out by HMIE. This will allow us to allocate more of our resources to working with schools giving the greatest cause
for concern.
Impact of our publications, website and good practice conferences
The independent survey referred to above also asked stakeholders for their views on our publications, our website
and our good practice conferences. In addition to sampling those who had received an inspection in the last
12 months, we distributed questionnaires to headteachers, heads of centres, principals, senior managers, middle
managers and members of teaching or service staff who had not been inspected in the last three years. We also
surveyed a wide range of individuals who had attended a good practice conference in the last 12 months.
The results of the survey were very positive.
Ninety-seven per cent of survey respondents expressed positive views about our publications. The publications
accessed by the highest proportions of respondents within the last year were:
• How good is our school? The Journey to Excellence;
• Teaching Scotland’s Children – a report on progress in implementing ‘A teaching profession for the 21st century’;
• How good is our school? Hungry for Success – Benchmarks for Self-evaluation;
• How good is our school? Partnership with Parents; and
• Education for Citizenship.
Ninety-six per cent of survey respondents expressed positive views about our website. In particular, almost all
thought that the content was useful and easily readable. The most frequently accessed parts of the website in the
last year were secondary inspection reports, publications, and good practice.
Over the last year, we held good practice conferences in English, modern languages, technical education, business
education, physical education, early years education and student teacher placements. We organised a series of five
sector-leading and innovative practice events for the college sector in collaboration with the Scottish Funding
Council, and a skills for work conference in collaboration with the Scottish Executive Education Department.
Ninety-eight per cent of those sampled expressed very positive views about the conferences. In particular, they felt
that the conferences were well organised and that the speakers and workshop leaders had given high quality
presentations.
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In the course of 2006-07, we undertook a wide range of activities to ensure that our report Improving Scottish
Education (ISE), published in February 2006, had the maximum possible impact. In June 2006, just under 300 of
our associate assessors (AAs) from all sectors of education attended a conference on the themes of ISE. Ninety-two
per cent of those attending rated the conference as effective in providing an overview of the report, the issues
arising and the role of AAs in taking forward the emerging agenda. Inspectors carried out a wide-ranging series of
meetings relating to ISE with key individuals and organisations. They gave presentations on ISE at a large number
of conferences and events, including events organised by almost all education authorities. The report has provided
the agenda for inspections for 2006-07 and beyond. For example, inspections in primary and secondary schools
have given increasing emphasis to recognising pupils’ broader achievements and to the provision schools are
making for pupils at risk of missing out.
We continue to follow-up the key issues from the Count us in report, published in 2002. Our report Missing Out,
which was published in January 2006, investigated some of the approaches which schools and education authorities
are taking to raise the attainment and achievement of all pupils. Ninety-eight per cent of those attending the Count
us in conference, which we organised in collaboration with Learning and Teaching Scotland in June 2006, stated
that the conference had been successful in providing an update on current good practice and raising awareness of
the range of partnership working in inclusive education in Scotland. Some of the case studies featured at the
conference have been filmed for the Journeys to Excellence digital resource, to be launched later this year.
Priority for improvement
In 2006-07, we developed new strategies for communication and for the dissemination of good practice. In taking
these strategies into the future, we shall:
• consider how we can share inspection findings relating to some of our major tasks on an ongoing basis, rather
than waiting until we publish a final report;
• improve how we plan for the dissemination of good practice; and
• improve the good practice area of our website, in order to increase its impact.
Impact of our support for policy development
In March 2007, we commissioned consultants to undertake a survey with a sample of officials within the Scottish
Executive to whom we provide professional advice. The survey assessed the perceived usefulness of the advice
given and the effectiveness of the processes and channels through which it is provided. The main findings included
the following.
• All of those who responded on our written advice rated it as good or better.
• Ninety-three per cent rated our informal advice (phone calls, as part of group, professional conversations etc) as
good or better.
• The most frequent factors mentioned as contributing to successful working included:
°
°
°
°
22
mutual understanding;
openness and trust;
professionalism; and
building positive relationships.
Priority for improvement
Respondents to the survey also made a number of suggestions for improving working relationships. In 2007-08, we
shall revise the memorandum of understanding between ourselves and the Scottish Executive, with the aim of
improving further our joint working.
Impact on our own staff
A high proportion of our staff responded to the Scottish Executive’s 2006 employee survey. Staff in HMIE had the
highest levels of job satisfaction amongst all Scottish Executive agencies and came out strongly when benchmarked
against other central government respondents and all UK organisations.
The survey identified a number of areas about which they were particularly positive:
• professional development and career (staff training, skills development, opportunities to progress);
• teamwork, cooperation, contribution to business planning; and
• work environment (work area, response to health and safety issues, satisfaction with information and
communications technology).
Staff also expressed positive views relating to job satisfaction and the extent to which working for HMIE gave them
a feeling of personal achievement. They felt that significant progress had been made in areas identified as in need
of improvement in 2005, most notably communication within the organisation and how it is managed.
The survey showed that issues relating to workload needed to be addressed. Staff also felt there was scope for
more effective working with external stakeholders.
The results of our 2005 survey of associate assessors were shared and discussed at the AA conference in June 2006
referred to above. Following the conference, priority was given to improving communication with AAs, including
the setting up of a new “portal” on the HMIE website, designed to assist with the sharing of key information.
In March 2007, we conducted staff surveys with lay members and associate assessors. Both groups expressed very
positive views about the role they played and how HMIE conducted its activities. They also wanted to receive more
feedback on their performance and to have more opportunities to meet and get to know their colleagues.
Priority for improvement
Our Human Resources (HR) Team has considered the results of the Scottish Executive’s 2006 employee survey and
planned a further internal survey to explore some of the issues in more detail. In the course of 2007-08, the HR
Team will prepare an action plan to address the issues arising from both surveys. We are committed to addressing
issues relating to workload and to making HMIE an organisation which gives all staff high levels of job satisfaction.
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ANNUAL REPORT AND ACCOUNTS 2006-07
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Section
4:
How we have performed over the last three years
This year has seen us come to the end of our second three-year
Corporate Plan as an executive agency. It has taken us through a
period where change has been a key feature of all of our activities
and where we have grown and developed in all areas. We set a
number of key targets for the period of this plan. Our performance
has been as follows.
Across each sector, the number of inspections and reviews undertaken by 2007 will be at or beyond
the total required in our current projections for delivery of the relevant generational or other
cycles.
We successfully completed all requirements for those cycles, including inspection of education authorities and
community learning and development and reviews of colleges, that finished during the period 2004-2007. We also
exceeded planned targets in all sectors for delivery of generational and other cycles that are scheduled to end after
2007.
Across all HMIE activity that identifies, disseminates, and promotes the adoption of good practice,
over 90% of user evaluations will rate as good or better at least 75% of aspects of the usefulness
of HMIE-produced materials and other contributions.
We contracted a research company to carry out a survey in March 2007 assessing three main activities relating to
good practice - conferences, website and publications.
Overall, 98% of responses commented positively on at least 75% of the features of our good practice conferences.
Within that, 92% rated positive the extent to which the conference confirmed an increased awareness and
understanding of good practice in their area while 90% gave a positive rating to the extent to which the event
supported the application of good practice principles and provided good examples of good practice.
Ninety-six per cent of responses commented positively on at least 75% of the features of our website.
Ninety-seven per cent of responses commented positively on at least 75% of the features of our publications.
Eighty-nine per cent rated positively the usefulness and relevance of principles and general features of good
practice in the relevant areas while 88% rated positively the usefulness and relevance of specific examples, possible
approaches and case studies of good practice.
Across all sectors, over 90% of user evaluations of inspections and reviews will rate at least 75% of
aspects of the process as good or better.
Overall, 91% of users gave a positive rating. The aspect rated highest by respondents (95%) was the
“comprehensiveness of information provided in advance of the inspection to enable understanding of the
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ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
process”. Also rated over 90% was the “extent to which activities on the inspection team were minimised in order
to carry out the inspection and avoid unnecessary intrusion into the work of your establishment”.
Over 95% of the recipients of written professional advice provided by HMIE who respond to an
invitation to comment on its usefulness will rate it as good or better.
All respondents to a survey by an independent consultant on the usefulness of professional advice provided by us,
rated our written advice as “good” or “better”.
Over 95% of heads of establishment and heads of managing authorities who respond to an
invitation to comment will rate the quality of both HMIE feedback and the helpfulness of the
inspection as good or better.
In 2006-07, 87% of heads of establishment and heads of managing authorities who responded to an invitation to
comment rated the quality of our feedback and the helpfulness of the inspection as good or better. This is an
increase of 3% from earlier years.
Increase HMIE dispersal among the communities it serves by opening three new offices and
relocating another, and establish fully effective working in each by the end of 2005.
We have opened two new offices – one in Livingston, and another in Clydebank. Work continues to identify
suitable accommodation for an office in Ayrshire. We have relocated our Dundee office to larger and better
premises.
For those schools where follow-through activities are undertaken by HMIE, publish a report within
two years and in schools being followed through by education authorities, HMIE will agree a
similar target.
All schools where follow-through activities are undertaken by ourselves were inspected and reports published.
Some report publication dates were slightly delayed to take account of the timing of availability of additional
information such as examination data.
Report to parents on school improvement resulting from the original published inspection report
within two years in 90% of schools where HMIE directly undertake the final follow-through visit.
For those schools where education authorities undertake the final follow-through visit, monitor
and report on each authority’s performance against this target in similar terms.
In those schools where the education authority undertook the final follow-through, we monitored and gave
feedback on performance.
Improve substantially our staff’s sense of well being in terms of individual morale and job
satisfaction.
26
Through our staff surveys we have identified areas for improvement. As a consequence, we have taken a number of
measures including:
• implementing a new communications strategy to ensure staff are better informed about internal and external
developments;
• involving staff fully in the development of our new Corporate Plan through a series of workshops and seminars;
• conducting exit interviews to allow us to identify better and address issues that impinge negatively on morale
and job satisfaction;
• ensuring that Corporate Services staff have greater involvement in inspections, reviews and tasks to help increase
their job satisfaction;
• revising the format of our conferences and seminars to promote greater teamwork and job satisfaction across
the agency;
• introducing HMIE Excellence Awards to recognise staff achievements and improve morale; and
• reviewing inspection models, task planning and management planning principles to promote improved
work/life balance.
The Scottish Executive staff survey, which was conducted in September 2006 and to which 72% of our staff
responded, found that staff in HMIE had the highest levels of job satisfaction amongst all Scottish Executive
Agencies. Levels of HMIE employee “engagement”, a measure of how good employees feel their organisation is to
work for, were significantly higher than that for the Scottish Executive overall. In addition, the positive responses
overall by our staff led to HMIE returning the highest number of “best agency” scores across the entire survey.
Establish baseline financial and staff time costs of inspections in each sector, for the costs of
training and updating HMIE staff, and for paper use and filing, and demonstrate improvement in
relation to quantitative efficiency targets over the later period of the plan between 2005 and
2007.
Baseline figures have been established in each category and we can demonstrate an improvement over the period
in relation to the average costs of inspection, staff training and paper use.
By 2006, have in place a robust system of child protection inspection through a new
multi-disciplinary inspection programme, using national standards for child protection.
We have met this target. Joint inspections of services to protect children and young people are under way.
By 2008, have in place for services for children, a single, coherent system of inspection and quality
assurance to promote continuous improvement in delivery across services for children as a whole.
We are currently consulting on a draft inspection model which provides a coherent approach to the inspection of
services for children from 2008. Consultants have been commissioned to provide awareness-raising and staff
development materials to build capacity in self-evaluation across agencies delivering services for children.
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Section
5:
Looking ahead to 2007-08
The targets set out below for 2007-08 are organised under current
strategic priorities as set out in our 2004-2007 Corporate Plan. Our
2007-2010 Corporate Plan will be agreed with Scottish Ministers
later this year. Any revisions to strategic priorities in the new plan
will be reflected in a revised version of this section which will be
placed on our website.
Strategic priority 1
Through inspection and reporting, promote public accountability for the
delivery of high quality education to all learners in Scotland.
1.1 We shall undertake a programme of inspections including:
• 380 early education centres in collaboration with the Care Commission
• 235 primary schools
• 50 secondary schools
• 23 centres including day special schools; residential special schools; secure units; outreach services; and
hospital services
• a minimum of six inspections of education authorities in the second cycle of INEA, which will include the
inspection of educational psychology services in all full inspections
• a minimum of eight inspections of community learning and development services
• 11 inspections of child protection services in local authority areas
• three follow-through inspections of child protection services.
1.2 We shall undertake a programme of follow-through inspections in pre-school centres; schools; mainstream
school care accommodation services; residential special provision; secure units and community learning and
development in line with our commitment to stakeholders.
1.3 In conjunction with a range of other bodies, we shall also undertake programmes of inspections/reviews of:
• colleges
• voluntary sector organisations
• prison education facilities
• youth justice services
• independent schools seeking registration.
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1.4 We shall issue 95% of all draft inspection/review reports within 12 working weeks of the end of the
inspection/review or within timescales agreed with partner bodies.
1.5 We shall publish 95% of all inspection/review reports within 16 working weeks of the end of the
inspection/review or within timescales agreed with partner bodies.
1.6 We shall work with the Scottish Funding Council to pilot and evaluate the use of student members of college
review teams with a view to full implementation of this initiative.
1.7 We shall develop an inspection model for joint inspection of services for children.
Strategic priority 2
Work with other organisations to build capacity to provide education,
and services for children of the highest quality for all users.
2.1 We shall prepare for publication a range of reports on the impact of policy initiatives.
2.2 We shall prepare for publication a range of advice on self-evaluation.
2.3 We shall publish the new edition of Child at the Centre along with a support pack and seminar materials.
2.4 We shall continue to add “portrait” publications to our website aimed at supporting provision in subjects,
curricular areas and cross-curricular aspects and the use of the curriculum flexibility.
2.5 We shall prepare for publication a range of reports on aspects of education.
2.6 Through conferences, seminars, further development of our website and other media, we shall disseminate
good practice in key sectors and aspects of education.
30
Strategic priority 3
Support informed policy development by providing high quality,
independent, professional advice drawn from inspection and review
evidence and knowledge of the system.
3.1 We shall provide high quality advice within agreed timescales to Scottish Ministers and relevant directorates of
the Scottish Executive on a number of key programmes.
3.2 We shall continue to maintain and further develop our two-way links with education authorities.
3.3 We shall work in close partnership with key organisations in Scotland to achieve our respective objectives.
3.4 We shall link with key organisations across the UK and abroad in order to promote Scotland by providing
information and advice based on Scottish approaches to inspection and self-evaluation.
Strategic priority 4
Develop and manage HMIE as a best value organisation.
4.1 We shall finalise and agree a Corporate Plan for 2007-2010.
4.2 We shall continue to carry out surveys of our staff and take action to address the issues identified.
4.3 We shall continue to consolidate the gains made in promoting the health and wellbeing of staff and further
develop our action plans in line with the requirements of the more extensive Healthy Working Lives award
scheme.
4.4 We shall publish data on our performance against environmental targets agreed by our Management Board.
4.5 We shall continue to evaluate the quality of our work, both internally and externally, with the aim of
improving our impact on Scottish education and the job satisfaction of our staff.
4.6 We shall continue to promote HMIE as a learning organisation through the continued provision of high
quality training and continuing professional development for all our staff.
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Section
6:
Corporate activities
This section sets out our performance in a number of corporate
activities.
General enquiries
During 2006-07 we received a total of 432 written enquiries. Of those dealt with centrally, 63 were about the work
of HMIE, 39 were requests for information about the role of associate assessors and lay members, six about
employment with HMIE, 165 were requests for inspection or other types of reports and 22 were for contact details.
Ninety-two enquiries were passed to other areas of HMIE for a response and 45 were not for HMIE. This chart
compares the number and type of general enquiries we have received and dealt with over the last two years.
Number of enquiries
General enquiries 2005-2007
98 63
the work of
HMIE
2005-06
47 39
22
6
249 165
5
0
85
22
about
requests for enquiries from requests for
the work of lay
overseas
contact details
members and employment in inspection or
HMIE
other types of inspectorates
associate
reports
assessors
2006-07
79 92
62 45
enquiries
not handled
centrally
not for HMIE
Enquiry type
Freedom of Information (FOI) requests
We received 39 requests for information during 2006-07. In eight cases, we did not hold the information
requested. We disclosed all of the information requested in 11 cases. One request was withdrawn and two requests
remain outstanding. In 17 cases, we did not release all of the information requested as it was considered exempt
from disclosure under the terms of the Freedom of Information (Scotland) Act (FOISA). We received ten requests to
review our original decision. We upheld our original decision in eight cases, partially upheld it in one case and are
awaiting further clarification from the applicant in one case. Three cases were appealed by the applicant to the
Scottish Information Commissioner. Of these, the Commissioner deemed one case to be withdrawn by the
applicant. The remaining two cases were combined into one investigation by the Commissioner and that case
remains outstanding. All requests received an initial response within the 20-working day response target set out in
FOISA. The following chart compares the number and type of cases we have received over the last two years.
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ANNUAL REPORT AND ACCOUNTS 2006-07
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Number of cases
Freedom of Information cases 2005-2007
28
39
10
1
Requests
Reviews
Type
2005-06
2006-07
Performance against environmental targets
We have established an environmental management system to help us manage and promote the environmental
performance of the Inspectorate. We have agreed targets with our Management Board. Targets were set last year
for our headquarters building, Denholm House and will be extended to cover Endeavour House in Dundee, over
the course of the coming year. Our performance against targets was:
Reduce electricity usage at Denholm House to 4100 kWh per person (3.2% reduction).
We have reduced electricity usage to 3,453kWh per person during 2006-07, an actual reduction of 18% over the
previous year.
Establish a baseline for overall energy emissions in relation to Denholm House.
Achieved.
Establish a baseline for waste generation for Denholm House during 2006-07 to inform the setting of a waste reduction
target for 2007-08.
Achieved.
Reduce paper usage at Denholm House to an average of 25 reams per person.
Our actual usage increased in Denholm House to 28 reams per person. However, this recognises the establishment
of an entirely new programme of child protection inspections, which did not exist last year. We shall target further
actions on reducing paper use during 2007-08.
Reduce water usage from 9.66m3 in 2005-06 to 8.5m3 by March 2007.
Our actual usage fell to 6.38m3 per person, a reduction of 34% over the year and below the government guideline
of 7.7m3.
34
Establish an HMIE travel plan by March 2007.
Our travel plan has been established and will be used to target improvements during 2007-08.
Establish a baseline for the use of video conferencing during 2006-07 to inform target setting for 2007-08.
We have established a baseline and plans are already in progress to increase use of video conferencing during
2007-08.
Complaints
During 2006-07, we received 92 complaints, 18 of which did not come within our area of responsibility. Of the
remaining 74 cases, 11 were about inspections, two about inspection team members, seven about draft inspection
reports, 38 about published reports and 16 were about other concerns. We met our 20-working day response
target in all cases except one where we required additional time to complete our investigation. However, we kept
the correspondent fully informed of the delay. Seventy-three cases were resolved satisfactorily and one remained
under investigation at the end of 2006-07. This chart compares the number and type of complaints we have
received and dealt with over the last three years. The notable increase in the number of complaints about
published reports in 2006-07 is attributable to a high number of complaints about the report of an individual
school.
Number of cases
Complaint cases 2004-2007
16 6 11
1 1 0
4 3 2
HMIE inspection HMIE inspection
HMIE
team
administration
2004-05
2005-06
2006-07
11 5
7
draft report
22 22 38
HMIE published
report
0
8 16
other
25 18 18
not for HMIE
Complaint type
Compliments
In addition to the positive comments from headteachers, school staff and parents detailed in Section 3 of this
report, we received many formal and informal compliments. These related to conferences and seminars we held,
events we hosted for foreign visitors, our inspection reports and other publications, and the professionalism and
helpfulness of our inspection teams and corporate services staff in dealing with particular issues either by telephone
or in correspondence.
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ANNUAL REPORT AND ACCOUNTS 2006-07
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Section
7:
Annual accounts 2006-07
Management commentary
History and statutory background
Her Majesty’s Inspectorate of Education in Scotland (HMIE) was established on 1 April 2001 as an Executive Agency
of the Scottish Ministers under the terms of the Scotland Act 1998. Its operating framework, including financial
delegations, is established in the Agency’s formal Framework Document. Prior to gaining agency status, HMIE was
known as HM Inspectors of Schools, and was part of the Scottish Executive Education Department.
Principal activity
HMIE’s principal activity is to promote improvements in standards, quality and attainment in Scottish education
through first-hand, independent evaluation.
Accounting convention
The Annual Accounts and Notes have been prepared with the direction given by the Scottish Ministers in
accordance with Section 19(4) of the Public Finance and Accountability (Scotland) Act 2000. The direction is
reproduced at the end of the notes to the accounts. They have been prepared under the historical cost convention
modified to reflect the changes in the value of fixed assets and in accordance with the Government Financial
Reporting Manual (FReM).
The statement of accounting policies that have been adopted is shown at Note 1.
Employee involvement
Employees are kept informed about the organisation, its people and business through a range of activities, which
include regular face-to-face team briefings with managers and attending a range of events including our national
conference and relevant directorate events.
There is a partnership agreement and regular consultation with representatives of trade unions recognised by the
Scottish Executive. Staff take part in the Scottish Executive staff survey and the HMIE staff survey, and participate in
task groups and project teams which contribute to the delivery of corporate initiatives.
HMIE has a continuing professional development strategy for all staff. The strategy supports the delivery of HMIE’s
commitment to meeting the principles of Investors in People in maintaining and improving the effectiveness of its
work. The strategy pays particular attention to HMIE’s own priorities, as set out in the Corporate Plan, and to the
development needs of individual members of staff.
Employment of disabled people
HMIE will ensure that all disabled applicants who meet the minimum advertised criteria for a job vacancy will be
invited to interview. Disabled candidates are guaranteed the chance to be judged along with everyone else on their
abilities. Opportunities are made available equally to disabled members of staff as to others to assist in their career
development. Every effort will be made to retain people who have become disabled. This may be done through
supplying appropriate equipment or offering different work patterns.
Equal opportunities and diversity
As an Executive Agency of the Scottish Executive, HMIE adheres to the Scottish Executive policy on equal
opportunities. All HMIE staff are treated equally irrespective of their sex, marital status, age, race, ethnic origin,
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ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
sexual orientation, disability or religion. HMIE is committed to increasing the diversity of staff within the
organisation to reflect the people of Scotland, and to valuing positively the different perspectives and skills of all
staff and making full use of these in its work. As part of its commitment to promoting equalities, HMIE has
published action plans for race (August 2006), disability (December 2006) and gender (February 2007).
Pensions
Pension benefits are provided through the Civil Service pension arrangements. More details on the Principal Civil
Service Pension Scheme and the treatment of liabilities in HMIE’s financial statements can be found in the annual
accounts notes 1.7 and 2.4.
Details of the pension entitlements of HMIE’s Management Board are given in the Remuneration Report.
Payment to suppliers
HMIE’s policy is to pay all invoices not in dispute within 30 days from receipt of the invoice or the agreed
contractual terms if otherwise specified. The Agency aims to pay 100% of invoices, including disputed invoices
once the dispute has been settled, on time in these terms. The Agency has not paid any interest under the Late
Payment of Commercial Debts (Interest) Act 1988.
HMIE is reliant upon the financial information and management system provided by the Scottish Executive for all
its financial functions. For the year ended 31 March 2007, the Agency paid 99.6% of all invoices received within
the terms of the policy. This represented an improved position on the figure of 98.8% achieved last year.
Board membership
The Agency’s Management Board consisted of the senior managers of the organisation and four non-executive
Board members. These were:
Graham Donaldson
HM Senior Chief Inspector
Kenneth Muir
HM Chief Inspector
Chris McIlroy
HM Chief Inspector
Frank Crawford
HM Chief Inspector
Wray Bodys
HM Chief Inspector
Annette Bruton
HM Chief Inspector
Neil McKechnie
Director of Services for Children Unit
Andrew Cubie
Non-executive Board member
Gary Kildare
Non-executive Board member
Deep Sagar
Non-executive Board member
Shirley Young
Non-executive Board member
HM Senior Chief Inspector was appointed following an open competition. He is a member of the Senior Civil
Service and his terms and conditions are those set out in Section 5 and 6 of the Civil Service Management Code.
Remuneration for other full-time Board members, including non-executive members, is determined under the
Scottish Executive’s arrangements that are consistent with government policy.
38
Board members’ interests
No member of the Board holds any company directorships or has any other significant interests that conflict or
may conflict with his/her management responsibilities within this Agency.
Related party transactions
Details of related party transactions are given in Note 13.
Corporate governance
The Board meets regularly during the year to take forward the business of the Agency. The Board is provided with
regular updates from other committees and groups, including the Audit and Risk Committee, providing it with any
detailed information required.
Audit and Risk Committee
The Audit and Risk Committee has been set up in accordance with the principles set out in The Audit Committee
Handbook as updated in March 2007. This document sets out and explains the purpose behind the Audit and Risk
Committee and other details such as the membership of the Committee, the terms of reference and the use of
non-executive members. It is designed to be used as a good practice guide.
The Audit and Risk Committee comprises the HM Senior Chief Inspector, a HM Chief Inspector, a HM Inspector
with relevant expertise, two non-executive Board members, the Head of Corporate Services, the Head of Business
Management Unit and the Agency Accountant. Representatives from the Scottish Executive Audit and Accountancy
Services and Audit Scotland are also invited to attend on a regular basis. Andrew Cubie, one of our non-executive
Board members, chairs the commitee. The committee meets approximately three times per year to consider:
• the strategic processes for risk, control and governance;
• the accounting policies and the accounts of the organisation;
• the planned activity and results of both internal and external audit;
• adequacy of management response to issues identified by audit activity or by parliamentary committees, where
they affect the organisation’s overall performance;
• the impact of external matters affecting the organisation;
• assurances relating to the corporate governance requirements for the Agency; and
• any other developments in risk, control and governance which may be relevant to HMIE.
HMIE has identified a number of risks to the organisation. To enable effective management of these risks, they have
been classified as corporate, directorate or task level risks. Risks are then graded as low, medium or high priority
allowing the correct level of attention to be directed at the risk.
Appointment of auditors
The Public Finance and Accountability (Scotland) Act 2000 places personal responsibility on the Auditor General for
Scotland to decide who is to undertake the audit of the Agency. For the financial years 2006-07 to 2010-11, the
Auditor General appointed Audit Scotland to undertake our audit. The general duties of the auditors, including
their statutory duties, are set out in the Code of Audit Practice issued by Audit Scotland and approved by the
Auditor General.
39
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Auditors’ remuneration is a notional charge, as notified to us by our auditors, in respect of audit work carried out
during 2006-07. No other services were supplied by Audit Scotland during the period ended 31 March 2007.
Internal audit is covered by a service level agreement with the Scottish Executive Audit Unit.
Disclosure of relevant audit information
As Accountable Officer, I am not aware of any relevant audit information of which our auditors are unaware. I have
taken all necessary steps to ensure that I myself am aware of any relevant audit information and to establish that
the auditors are also aware of this information.
Financial review
Results for the year
HMIE’s expenditure is funded from the Scottish Executive Education Department’s budget. The results for the year
are reported in the attached accounts. Our net operating cost for 2006-07 was £13.5m (2005-06: £13.4m).
Movements in fixed assets
Expenditure on fixed assets during 2006-07 amounted to £0.189m (2005-06: £0.478m). Disposals amounted to a
value of £0.003m (2005-06: £0.033m). Our total net book value of fixed assets at 31 March 2007 was £1.648m
compared to £1.756m at the same time in 2006. This is a decrease of 6%.
Resources
HMIE received £13.5m in funding from the Scottish Executive during the year to 31 March 2007. This represents
an increase of 1% from 2005-06.
Our actual budget from the Education Department totalled £15m for the year. Of this, £1.5m was returned to the
Education Department in January 2007 to allow it to be utilised by the Department for other projects. This
underspend is largely related to the development of the Inspection of Services for Children. Development work on
this is expected to be completed in the near future and costs will increase accordingly in future years.
HMIE has also continued to experience difficulties in recruiting sufficient Inspectors to replace colleagues who retire
or who have left the Inspectorate for other reasons. With a significant additional programme of inspections also
now being undertaken, this position has not only contributed to our underspend, it has added to workload
pressures. Our HR team is working to address these issues.
Scottish Ministers have allocated funding of £15m to HMIE for the financial year 2007-08. We do not anticipate
any further increases during the 2007-08 financial year unless Scottish Ministers require HMIE to undertake
additional tasks on their behalf.
Graham Donaldson
HM Senior Chief Inspector
40
24 May 2007
Remuneration report
for the year ended 31 March 2007
Remuneration policy
The remuneration of senior civil servants is set by the Prime Minister following independent advice from the Review
Body on Senior Salaries. In reaching its recommendations, the Review Body has regard to the following
considerations:
• the need to recruit, retain and motivate suitably able and qualified people to exercise their different
responsibilities;
• regional/local variations in labour markets and their effects on the recruitment and retention of staff;
• government policies for improving the public services including the requirement on departments to meet the
output targets for the delivery of departmental services;
• the funds available to departments as set out in the Government’s departmental expenditure limits; and
• the Government’s inflation target.
The Review Body takes account of the evidence it receives about wider economic considerations and the
affordability of its recommendations.
Further information about the work of the Review Body can be found at www.ome.uk.com
The remuneration of staff below senior civil service level is determined by the Scottish Executive. In determining
policy, account is taken of the need for pay to be set at a level which will ensure the recruitment, retention and
motivation of staff. Also taken into account is the Government’s policy on the Civil Service and public sector pay
and the need to observe public spending controls.
The remuneration of HMIE’s non-executive Board members is set by Scottish Ministers taking into account their
roles and responsibilities and remuneration levels for comparable public appointments.
Service contracts
Civil Service appointments are made in accordance with the Civil Service Commissioners’ Recruitment Code, which
requires appointment to be on merit on the basis of fair and open competition but also includes the circumstances
when appointments may otherwise be made. These principles, set out by the Committee on Standards in Public
Life (the Nolan Committee) are also applied when appointments are made to non-executive board member posts.
Unless otherwise stated below, the officials covered by this report hold appointments which are open-ended until
they reach the normal retiring age of 65. Early termination, other than for misconduct, would result in the
individual receiving compensation as set out in the Civil Service Compensation Scheme.
Andrew Cubie was appointed on a two year contract commencing 1 April 2002. His contract was extended until
31 March 2006 and subsequently until 30 April 2008.
Deep Sagar, Shirley Young and Gary Kildare were appointed on two year contracts commencing on 1 May 2006.
Further information about the work of the Civil Service Commissioners can be found at
www.civilservicecommissioners.gov.uk
Salary and pension entitlements
The following sections provide details of the remuneration and pension interests of the Management Board of
HMIE.
41
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Remuneration
2006-07
2005-06
Salary
£’000
Benefits in kind
(to nearest £100)
Salary
£’000
Benefits in kind
(to nearest £100)
100-105
-
90-95
-
Kenneth Muir1
HM Chief Inspector
65-70
-
15-20
-
Chris McIlroy
HM Chief Inspector
65-70
-
60-65
-
Frank Crawford
HM Chief Inspector
80-85
-
70-75
-
Wray Bodys
HM Chief Inspector
70-75
-
75-80
-
Annette Bruton2
HM Chief Inspector
60-65
-
30-35
-
Neil McKechnie
Director of Services for Children
70-75
-
65-70
-
Andrew Cubie CBE*
Non-executive Board member
0-5
-
0-5
-
Deep Sagar*
Non-executive Board member
0-5
-
-
-
Shirley Young*
Non-executive Board member
0-5
-
-
-
Gary Kildare*
Non-executive Board member
0-5
-
-
-
Rowena Arshad* 3
Non-executive Board member
-
-
0-5
-
Graham Donaldson
HM Senior Chief Inspector
1. Kenneth Muir joined the Board on 1 January 2006. Figures for 2005-06 are pro rata.
2. Annette Bruton joined the Board on 1 September 2005. Figures for 2005-06 are pro rata.
3. Rowena Arshad left the Board on 31 March 2006.
* Non-executive Board member positions are non-pensionable.
The actual figures for salaries and performance related pay fall within the bandings quoted above.
Salary
‘Salary’ includes gross salary; performance pay or bonuses; overtime; reserved rights to London weighting or
London allowances; recruitment and retention allowances; private office allowances and any other allowance to the
extent that it is subject to UK taxation.
Benefits in kind
The monetary value of benefits in kind covers any benefits provided by the employer and treated by Her Majesty’s
Revenue and Customs as a taxable emolument.
42
Pension benefits
Accrued
pension at
age 60 as
at 31/03/07
and related
lump sum
Real increase
in pension
and related
lump sum
at age 60
CETV
at
31/03/07
CETV
at
31/03/06
Real
increase
in
CETV
Employer
contribution
to
partnership
pension
account
£’000
£’000
£’000
£’000
£’000
Nearest £100
Graham Donaldson
HM Senior Chief Inspector
40-45 plus
lump sum
of 125-130
0-2.5 plus
lump sum
increase of
2.5-5
1,004
987
18
-
Kenneth Muir
HM Chief Inspector
20-25 plus
lump sum
of 70-75
0-2.5 plus
lump sum
increase of
5-7.5
453
398
32
-
Chris McIlroy
HM Chief Inspector
30-35 plus
lump sum
of 80-85
0-2.5 plus
lump sum
increase of
0-2.5
777
711
29
-
Frank Crawford
HM Chief Inspector
25-30 plus
lump sum
of 80-85
0-2.5 plus
lump sum
increase of
0-2.5
608
576
16
-
Wray Bodys
HM Chief Inspector
25-30 plus
lump sum
of 85-90
0-2.5 plus
lump sum
increase of
0-2.5
719
674
17
-
Annette Bruton
HM Chief Inspector
20-25 plus
lump sum
of 60-65
0-2.5 plus
lump sum
increase of
2.5-5
378
339
25
-
Neil McKechnie
Director of Services for
Children
0-5 plus
lump sum
of 0
0-2.5 plus
lump sum
increase of
0
47
27
17
-
Non-executive Board member positions are non-pensionable.
Details of pensions and cash equivalent transfer value are disclosed based on information supplied by the
Department for Work and Pensions.
Civil Service pensions
Pension benefits are provided through the Civil Service pension arrangements. From 1 October 2002, civil servants
may be in one of three statutory based ‘final salary’ defined benefit schemes (classic, premium and classic plus).
The Schemes are unfunded with the cost of benefits met by monies voted by Parliament each year. Pensions
payable under classic, premium, and classic plus are increased annually in line with changes in the Retail Prices
Index. New entrants after 1 October 2002 may choose between membership of premium or joining a good quality
‘money purchase’ stakeholder arrangement with a significant employer contribution (partnership pension account).
43
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Employee contributions are set at the rate of 1.5% of pensionable earnings for classic and 3.5% for premium and
classic plus. Benefits in classic accrue at the rate of 1/80th of pensionable salary for each year of service. In addition,
a lump sum equivalent to three years’ pension is payable on retirement. For premium, benefits accrue at the rate of
1/60th of final pensionable earnings for each year of service. Unlike classic, there is no automatic lump sum (but
members may give up (commute) some of their pension to provide a lump sum). Classic plus is essentially a
variation of premium, but with benefits in respect of service before 1 October 2002 calculated broadly as per
classic.
The partnership pension account is a stakeholder pension arrangement. The employer makes a basic contribution
of between 3% and 12.5% (depending on the age of the member) into a stakeholder pension product chosen by
the employee. The employee does not have to contribute but where they do make contributions, the employer will
match these up to a limit of 3% of pensionable salary (in addition to the employer’s basic contribution). Employers
also contribute a further 0.8% of pensionable salary to cover the cost of centrally-provided risk benefit cover (death
in service and ill health retirement).
The accrued pension quoted is the pension the member is entitled to receive when they reach 60, or immediately
on ceasing to be an active member of the scheme if they are already 60.
Further details about the Civil Service pension arrangements can be found at the website
www.civilservice-pensions.gov.uk
Cash equivalent transfer values
A cash equivalent transfer value (CETV) is the actuarially assessed capitalised value of the pension scheme benefits
accrued by a member at a particular point in time. The benefits valued are the member’s accrued benefits and any
contingent spouse’s pension payable from the scheme. A CETV is a payment made by a pension scheme or
arrangement to secure pension benefits in another pension scheme or arrangement when the member leaves a
scheme and chooses to transfer the benefits accrued in their former scheme. The pension figures shown relate to
the benefits that the individual has accrued as a consequence of their total membership of the pension scheme,
not just their service in a senior capacity to which disclosure applies. The CETV figures, and from 2003-04 the other
pension details, include the value of any pension benefit in another scheme or arrangement which the individual
has transferred to the Civil Service pension arrangements and for which the Cabinet Office’s Civil Superannuation
Vote has received a transfer payment commensurate to the additional pension liabilities being assumed. They also
include any additional pension benefit accrued to the member as a result of their purchasing additional years of
pension service in the scheme at their own cost. CETVs are calculated within the guidelines and framework
prescribed by the Institute and Faculty of Actuaries.
Real increase in CETV
This reflects the increase in CETV effectively funded by the employer. It does not include the increase in accrued
pension due to inflation or contributions paid by the employee (including the value of any benefits transferred
from another pension scheme or arrangement) and uses common market valuation factors for the start and end of
the period.
Graham Donaldson
HM Senior Chief Inspector
44
24 May 2007
Statement of Agency’s and HM Senior Chief Inspector’s responsibilities
Under section 19 of the Public Finance and Accountability (Scotland) Act 2000, the Scottish Ministers have
directed HMIE to prepare a statement of accounts for each financial year in conformity with the accounts direction
included on page 59 of these financial statements, detailing the resources required, held or disposed of during the
year and the use of resources by the Agency during the year.
The accounts are prepared on an accruals basis and must give a true and fair view of the Agency’s state of affairs at
the year end and of its operating costs, recognised gains and losses, and cash flows for the financial year.
The Principal Accountable Officer of the Scottish Executive appointed the HM Senior Chief Inspector of HMIE as the
Accountable Officer. As Accountable Officer, HM Senior Chief Inspector is responsible to the Scottish Ministers.
In preparing the accounts, the Accountable Officer is required to comply with the Government Financial Reporting
Manual (FReM), and in particular to:
• observe the accounts direction issued by the Scottish Ministers, including the relevant accounting and disclosure
requirements, and apply suitable accounting policies on a consistent basis;
• make judgements and estimates on a reasonable basis;
• state whether applicable accounting standards, as set out in the FReM, have been followed, and disclose and
explain any material departures in the financial statements; and
• prepare the financial statements on the going concern basis, unless it is inappropriate to presume that the
Agency will continue in operation.
The responsibilities of the Accountable Officer, including responsibility for the propriety and regularity of the public
finances for which the Accountable Officer is answerable, for keeping proper records and for safeguarding the
Agency’s assets, are set out in the Memorandum to Accountable Officers from the Principal Accountable Officer.
45
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Statement on internal control
Scope of Responsibility
As Accountable Officer, I have responsibility for maintaining a sound system of internal control that supports the
achievement of the organisation’s policies, aims and objectives set by the Scottish Ministers, whilst safeguarding
the public funds and assets, in accordance with the responsibilities assigned to me.
The Scottish Public Finance Manual (SPFM) is issued by the Scottish Ministers to provide guidance to the Scottish
Executive and other relevant bodies on the proper handling of public funds. It is mainly designed to ensure
compliance with statutory and parliamentary requirements, promote value for money and high standards of
propriety, and secure effective accountability and good systems of internal control.
Purpose of the system of internal control
The system of internal control is designed to manage rather than eliminate the risk of failure to achieve the
organisation’s policies, aims and objectives. It can therefore only provide reasonable and not absolute assurance of
effectiveness.
The system of internal control is based on an ongoing process designed to identify the principal risks to the
achievement of the organisation’s policies, aims and objectives; to evaluate the nature and extent of those risks and
to manage them efficiently, effectively and economically.
The process within the organisation accords with the SPFM and has been in place for the year ended 31 March
2007 and up to the date of approval of the annual report and accounts and accords with the guidance from the
Scottish Ministers.
Risk and control framework
All bodies subject to the requirements of the SPFM must operate a risk management strategy in accordance with
relevant guidance issued by the Scottish Ministers. The general principles for a successful risk management strategy
are set out in the SPFM.
HMIE has a risk analysis and management policy in place. A comprehensive HMIE Risk Register has been
established, which identifies owners for all key risks that may affect the delivery of our business objectives, and
categorises risks using a robust prioritisation methodology. The Audit and Risk Committee monitors performance in
managing the risks contained in the register.
More generally, the organisation is committed to a process of continuous development and improvement:
developing systems in response to any relevant reviews and developments in best practice in this area. In
particular, in the period covering the year to 31 March 2007 and up to the signing of the accounts the
organisation has undertaken the following:
• We have reviewed and maintained a comprehensive Risk Register. The information from this is gathered from
our business planning software. Regular reports are sent to both the Senior Management Group and the Audit
and Risk Committee.
• HMIE has quality groups in place that cover internal evaluation of all aspects of control and delivery.
• The Best Value Group met to review performance and explore the opportunity for continuous improvement.
• There were a number of corporate and directorate level training events held during the year. These provided
training and dissemination of good practice to our HM Inspectors, assistant inspectors, associate assessors, lay
members, corporate services staff and the wider teaching community.
46
Review of effectiveness
As Accountable Officer, I have responsibility for reviewing the effectiveness of the system of internal control. My
review is informed by:
• the executive managers within the organisation who have responsibility for the development and maintenance
of the internal control framework;
• the work of the internal auditors, who submit to the organisation’s Audit and Risk Committee regular reports
which include the Head of Internal Audit’s independent and objective opinion on the adequacy and effectiveness
of the organisation’s systems of internal control together with recommendations for improvement; and
• comments made by the external auditors in their management letters and other reports.
The following processes have been established.
• The HMIE Management Board sets and monitors the delivery of the HMIE Corporate and Business Plans. The
Board comprises the Agency’s Senior Management Group and four independent, external members. It meets
four times a year and receives regular reports on progress against HMIE’s published performance targets.
• The HMIE Audit and Risk Committee is chaired by one of the four external Board members, who makes regular
reports to the HMIE Management Board on matters concerning internal control. At least one external member
must be present at each meeting of the Audit and Risk Committee.
• Through the Audit and Risk Committee, I receive regular reports from internal audit which include the Head of
Internal Audit’s opinion on the adequacy and effectiveness of the system of internal control, together with
recommendations for improvement.
• I chair the HMIE Senior Management Group, which comprises the six senior staff at Director level who each
manage one of HMIE’s six directorates.
• The remit of each Director and the directorate structure is designed to make clear the responsibilities for
delivering HMIE’s business objectives.
• Through the regular and frequent meetings of the Senior Management Group and systematic business review
meetings with each individual Director, I receive reports on the steps they are taking to manage the risks in their
areas of responsibility, including progress reports on key priorities for HMIE. Improvements to our business
planning system also support these reviews.
• The Risk Management Group meets at least twice a year to review the Risk Register and a summary of any
changes is provided for each meeting of the Audit and Risk Committee. Task Managers are responsible for
identifying and managing risks in their areas of responsibility.
HMIE relies on the Scottish Executive Financial and Management Information System for payments and other
accounting, purchasing and reporting functions.
Appropriate action is in place to address any weaknesses identified and to ensure the continuous improvement of
the system.
Graham Donaldson
HM Senior Chief Inspector
24 May 2007
47
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Independent auditor’s report to Her Majesty’s Inspectorate of Education,
the Auditor General for Scotland and the Scottish Parliament
I have audited the financial statements of Her Majesty’s Inspectorate of Education (the Agency) for the year ended
31 March 2007 under the Public Finance and Accountability (Scotland) Act 2000. These comprise the Operating
Cost Statement, the Balance Sheet, the Cash Flow Statement and the Statement of Recognised Gains and Losses
and the related notes. These financial statements have been prepared under the accounting policies set out within
them.
This report is made solely to the parties to whom it is addressed in accordance with the Public Finance and
Accountability (Scotland) Act 2000 and for no other purpose. In accordance with paragraph 123 of the Code of
Audit Practice approved by the Auditor General for Scotland, I do not undertake to have responsibilities to Agency
Board members or officers, in their individual capacities, or to third parties.
Respective responsibilities of the Agency, HM Senior Chief Inspector and auditor
The Agency and HM Senior Chief Inspector are responsible for preparing the annual report and the financial
statements in accordance with the Public Finance and Accountability (Scotland) Act 2000 and directions made
thereunder by the Scottish Ministers. The HM Senior Chief Inspector is also responsible for ensuring the regularity
of expenditure and receipts. These responsibilities are set out in the Statement of Agency and HM Senior Chief
Inspector’s Responsibilities.
My responsibility is to audit the financial statements in accordance with relevant legal and regulatory requirements
and with International Standards on Auditing (UK and Ireland) as required by the Code of Audit Practice approved
by the Auditor General for Scotland.
I report my opinion as to whether the financial statements give a true and fair view and whether the financial
statements and the part of the Remuneration Report to be audited have been properly prepared in accordance
with the Public Finance and Accountability (Scotland) Act 2000 and directions made thereunder by the Scottish
Ministers. I also report whether in all material respects:
• the expenditure and receipts shown in the financial statements were incurred or applied in accordance with any
applicable enactments and guidance issued by the Scottish Ministers, the Budget (Scotland) Act covering the
financial year and sections 4 to 7 of the Public Finance and Accountability (Scotland) Act 2000; and
• the sums paid out of the Scottish Consolidated Fund for the purpose of meeting the expenditure shown in the
financial statements were applied in accordance with section 65 of the Scotland Act 1998.
I also report if, in my opinion, the Management Commentary and the unaudited part of the Remuneration Report
are not consistent with the financial statements, if the Agency has not kept proper accounting records, if I have not
received all the information and explanations I require for my audit, or if information specified by relevant
authorities regarding remuneration and other transactions is not disclosed.
I review whether the Statement on Internal Control reflects the Agency’s compliance with Scottish Executive’s
guidance. I report if, in my opinion, it does not comply with the guidance or if it is misleading or inconsistent with
other information I am aware of from my audit of the financial statements. I am not required to consider, nor have
I considered, whether the statement covers all risks and controls. Neither am I required to form an opinion on the
effectiveness of the Agency’s corporate governance procedures or its risk and control procedures.
I read the other information contained in the annual report and consider whether it is consistent with the audited
financial statements. This other information comprises all sections of the annual report except Section 7 covering
the annual accounts. I consider the implications for my report if I become aware of any apparent misstatements or
material inconsistencies with the financial statements. My responsibilities do not extend to any other information.
48
Basis of audit opinion
I conducted my audit in accordance with the Public Finance and Accountability (Scotland) Act 2000 and
International Standards on Auditing (UK and Ireland) issued by the Auditing Practices Board as required by the
Code of Audit Practice approved by the Auditor General for Scotland. An audit includes examination, on a test
basis, of evidence relevant to the amounts, disclosures and regularity of expenditure and receipts included in the
financial statements and the part of the Remuneration Report to be audited. It also includes an assessment of the
significant estimates and judgements made by the Agency and HM Senior Chief Inspector in the preparation of the
financial statements, and of whether the accounting policies are appropriate to the Agency’s circumstances,
consistently applied and adequately disclosed.
I planned and performed my audit so as to obtain all the information and explanations which I considered
necessary in order to provide me with sufficient evidence to give reasonable assurance that the financial statements
and the part of the Remuneration Report to be audited are free from material misstatement, whether caused by
fraud or error, and that in all material respects the expenditure and receipts shown in the financial statements were
incurred or applied in accordance with any applicable enactments and guidance issued by the Scottish Ministers.
In forming my opinion I also evaluated the overall adequacy of the presentation of information in the financial
statements and the part of the Remuneration Report to be audited.
Opinion
Financial statements
In my opinion:
• the financial statements give a true and fair view, in accordance with Public Finance and Accountability
(Scotland) Act 2000 and directions made thereunder by the Scottish Ministers, of the state of affairs of Her
Majesty’s Inspectorate of Education as at 31 March 2007 and of the net operating cost, recognised gains and
losses and cash flows for the year then ended; and
• the financial statements and the part of the Remuneration Report to be audited have been properly prepared in
accordance with the Public Finance and Accountability (Scotland) Act 2000 and directions made thereunder by
the Scottish Ministers.
Regularity
In my opinion in all material respects:
• the expenditure and receipts shown in the financial statements were incurred or applied in accordance with any
applicable enactments and guidance issued by the Scottish Ministers, the Budget (Scotland) Act covering the
financial year and sections 4 to 7 of the Public Finance and Accountability (Scotland) Act 2000; and
• the sums paid out of the Scottish Consolidated Fund for the purpose of meeting the expenditure shown in the
financial statements were applied in accordance with section 65 of the Scotland Act 1998.
1 June 2007
Murdoch McCamley CA
Senior Audit Manager
Audit Scotland
Osborne House
1 Osborne Terrace
Edinburgh
EH12 5HG
49
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Operating cost statement
for the year ended 31 March 2007
Administration Costs
Staff costs
Depreciation
Other administration costs
Notes
2006-07
£’000
2005-06
£’000
2
10,758
10,730
5, 6
328
293
3
4,047
1111
3,749
1111
15,133
14,772
1,676
1111
13,457
1,382
1111
13,390
29
1111
13,486
2222
27
1111
13,417
2222
2006-07
£’000
32
2222
2005-06
£’000
15
2222
Gross Administration Costs
Operating Income
4
Net Operating Costs before notional interest on capital
Capital charges
Net Operating Costs for the Year
Statement of Recognised Gains and Losses
for the year ended 31 March 2007
Net gain on revaluation of assets
The notes on pages 53-58 form part of these accounts.
50
12
Balance sheet
as at 31 March 2007
Notes
2006-07 2005-06
£’000
£’000
Fixed Assets
Tangible Fixed Assets
Intangible Fixed Assets
5
6
Current Assets
Debtors & Prepayments
7
248
193
Current Liabilities
Creditors: amounts falling due within one year
8
(852)
(901)
Net Current Liabilities
1,485
271
(604) 1111
(708)
1111
Total Assets less Current Liabilities
Creditors due more than one year
1,044
9
Net assets
Financed by:
General Reserve
Revaluation Reserve
Graham Donaldson
Chief Executive
1,600
48
11
12
1,048
(169) 1111
(185)
1111
875
863
2222 2222
822
53
1111
842
21
1111
875
2222
863
2222
24 May 2007
The notes on pages 53-58 form part of these accounts.
51
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Cash flow statement
for the year ended 31 March 2007
Net cash outflow from operating activities
Notes
(a)
Capital expenditure and financial investment
(b)
Funding
(c)
Increase/decrease in cash
2006-07 2005-06
£’000
£’000
(13,282) (12,761)
(131)
13,413
1111
0
2222
(478)
13,239
1111
0
2222
Notes to the Cash Flow Statement
(a) Reconciliation of net operating costs for year to net cash outflow from operating activities
Notes
Net Operating Cost
Adjustment for items not involving cash:
Depreciation
Notional charges:
Capital charges
Other notional charges
Adjustments for movements in working capital:
(Increase)/Decrease in debtors
Increase/(Decrease) in creditors
2006-07 2005-06
£’000
£’000
(13,486) (13,417)
5, 6
328
293
3.2
29
25
27
91
(55)
39
(123) 1111
206
1111
(13,282) (12,761)
2222 2222
Net cash outflow from operating activities
(b) Capital Expenditure and Financial Investment
Purchase of fixed assets
(c) Funding
The notes on pages 53-58 form part of these accounts.
52
5, 6
11
(131) 1111
(478)
1111
(131)
(478)
2222 2222
13,413
2222
13,239
2222
Notes to the accounts
1. Accounting policies
In accordance with the Accounts Direction issued by Scottish Ministers under section 19(4) of the Public Finance
and Accountability (Scotland) Act 2000, these accounts have been prepared in compliance with the Government
Financial Reporting Manual (FReM), which follows generally accepted accounting policies in the UK to the extent
that it is meaningful and appropriate in the public sector context. The particular accounting policies adopted by
the Agency are described below. They have been applied consistently in dealing with items considered material in
relation to the accounts.
1.1 Accounting convention
The accounts have been prepared under the historic cost convention modified to account for the revaluation to
fixed assets, at their value to HMIE by reference to their current costs.
1.2 Continuing activities
The results of the HMIE Operating Statement derive from operating activities, all of which are continuing.
1.3 Fixed assets
Fixed assets comprise furniture, fittings, computer equipment, computer software, plant and machinery and assets
under construction. They are capitalised at their cost of acquisition and installation. Furniture, fittings, plant and
machinery are revalued each year using the Business Producer Price Indices to take account of specific price
changes. Computer equipment and computer software are not revalued.
The threshold for capitalising tangible and intangible fixed assets is £1,000. Computer equipment, computer
software, furniture and fittings include individual assets whose costs fall below the threshold, but as they are of a
similar nature, they are grouped together and capitalised.
HMIE does not own any land or buildings. Charges for the rental of accommodation are included in the
expenditure account.
1.4 Depreciation
Provision for depreciation is made to write off the cost of fixed assets on a straight-line basis over the expected
useful lives of the assets concerned. The expected useful lives are as follows:
Leasehold improvements
Furniture and fittings
Vehicles
Plant and machinery
Photocopiers
IT equipment
15 years
10 years
5 years
5 years
3 years
3 years
Assets previously classified as Assets Under Construction were brought into use by the Agency in October 2006.
These items are now included within the tangible fixed assets as IT systems.
Software licences are amortised over the shorter of the term of the licence and the useful economic life.
1.5 Capital charge
A charge reflecting the cost of capital utilised by HMIE is included in the operating statement. The charge is
calculated on the average value of fixed assets and working capital held during the year at the real rate set by HM
Treasury (currently 3.5% per annum).
53
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
1.6 Value added tax (VAT)
HMIE receives funding from the Scottish Executive Education Department to meet expenditure incurred, inclusive
of VAT. However, in order to comply with Government Accounting Regulations and normal commercial practice,
operating costs are stated net of VAT where VAT is recoverable by the Agency.
HMIE is registered for VAT as part of the Scottish Executive, which is responsible for recovering VAT from HM
Revenue and Customs on behalf of the Agency.
1.7 Pensions
Past and present employees are covered by the provisions of the Principal Civil Service Pension Scheme (PCSPS)
which is a defined benefit scheme and is unfunded and non-contributory. The Agency recognises the expected
cost of providing pensions on a systematic and rational basis over the period during which it benefits from
employees’ services by payment to the PCSPS of amounts calculated on an accruing basis. Relevant disclosures are
reported in Note 2. Liability for payment of future benefits is a charge on the PCSPS.
1.8 Operating income
Operating income represents the income received in respect of the service level agreements held with the Scottish
Further and Higher Education Funding Council (SFC) and costs recovered in relation to capacity building
conferences held during the year.
1.9 Foreign currency exchange
Transactions which are denominated in a foreign currency and which are covered by a related forward contract are
translated into sterling at the exchange rate specified in the contract. Transactions which are not covered by a
related forward contract are translated into sterling at the exchange rate ruling on the date of each transaction,
except where rates do not fluctuate significantly, in which case an average rate for the period is used. Monetary
assets and liabilities denominated in a foreign currency at the balance sheet date are translated at the rates ruling
at that date. These translation differences are dealt with in the Operating Cost Statement.
1.10 Leases
HMIE leases a number of buildings across Scotland. All of these leases are operating leases and the rentals are
charged to the Operating Cost Statement on a straight-line basis over the term of the lease.
1.11 Realised element of depreciation from the revaluation reserve
Depreciation is charged to expenditure on the revalued amount of assets. An element of the depreciation therefore
arises due to the increase in valuation and is in excess of the depreciation that would be charged on the historical
cost of assets. The amount relating to this excess is a realised gain on revaluation and is transferred from the
Revaluation Reserve to the General Fund.
2. Staff costs and numbers
2.1 Staff costs during the year were:
Wages and salaries
Social security costs
Other pension costs
Agency staff costs
Associate Assessors
54
2006-07
£’000
7,485
659
1,498
104
1,012
1111
2005-06
£’000
7,517
669
1,485
88
971
1111
10,758
2222
10,730
2222
2.2 The average number of persons employed during the year was:
Senior Management
Other staff
2006-07
7
198
1111
2005-06
7
206
1111
205
2222
213
2222
2.3 Our salary costs have increased marginally in the 2006-07 financial year. We have a large increase in our
Agency Staff costs and this can be attributed to a high turnover of staff in our smaller offices whose posts require to
be filled for operational reasons. We have also had a significant increase in our Associate Assessor salaries. This is
due to the number of vacant HM Inspector posts carried throughout the year by the Agency and we have had to
use additional AA staff to cover.
2.4 Pensions
The PCSPS is an unfunded multi-employer defined benefit scheme but HMIE is unable to identify its share of the
underlying assets and liabilities. A full actuarial valuation was carried out at 31 March 2003. Details can be found in
the separate scheme statement of the PCSPS Cabinet Office: Civil Superannuation
(www.civilservice-pensions.gov.uk).
For 2006-07, employer’s contributions of £1,497,610 were payable (2005-06 - £1,485,008) to the PCSPS at one of
four rates in the range 17.1 to 25.5 per cent (2005-06 – 16.2 to 24.6 per cent) of pensionable pay, based on salary
bands. Employer contributions are to be reviewed every four years following a full scheme valuation by the
Government Actuary. The contribution rates reflect benefits as they are accrued, not when the costs are actually
incurred, and they reflect past experience of the scheme.
3. Other administration costs
3.1 Costs
Consultancy costs
Associate members costs
Lay member costs
Travel costs
Training costs
Equipment
Reports and inspections
Rent, rates, utilities and maintenance
Advertising costs (including recruitment)
Telecommunications costs
Other office costs
2006-07
£’000
2005-06
£’000
48
243
40
992
150
13
823
816
56
74
767
1111
74
267
48
792
260
24
765
698
32
117
581
1111
4,022
2222
3,658
2222
55
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
3.2 Notional costs
Audit fee
Personnel costs
Loss on disposal of fixed assets
24
1
1111
25
1111
4,047
2222
Total (3.1 and 3.2)
24
67
1111
91
111
3,749
2222
There are no notional personnel costs for 2006-07 as a small in-house personnel team was established in April 2006.
4. Income
Income
Received
2006-07
£’000
1,212
464
1111
1,676
2222
Fees and charges
Other income
Profit on sale of fixed assets
Total
Income
Received
2005-06
£’000
1,110
270
2
111
1,382
2222
5. Tangible fixed assets
Leasehold
improvements
£’000
Furniture
and fittings
£’000
Plant and
machinery
£’000
Vehicles
£’000
IT
Systems
£’000
Total
£’000
Cost
At 1 April 2006
Additions
Transfers
Disposals
Revaluation
650
55
20
30
1111
720
(20)
10
1111
253
8
(3)
1111
13
1111-
At 31 March 2007
755
1111
710
1111
258
1111
13
1111
Depreciation
1 April 2006
Charge for year
Transfers
Disposals
Revaluation
52
47
4
1111
245
67
4
1111
117
52
(3)
1111
1
2
1111
At 31 March 2007
103
1111
316
1111
166
1111
3
1111
355
770
134
302
(2)
(2)
5
1111 1111
487
1,075
1111 1111
Net Book Value
At 31 March 2007
At 31 March 2006
652
598
2222
394
475
2222
92
136
2222
10
12
2222
452
264
2222
56
619
2,255
123
186
200
200
(3)
(3)
37
1111- 1111
939
2,675
1111 1111
1,600
1,485
2222
6. Intangible fixed assets
Software
licences
Assets
under
construction
Total
£’000
£’000
£’000
Cost
At 1 April 2006
Additions
Transfers
Disposals
Revaluation
At 31 March 2007
122
3
4
1111
129
1111
204
(204)
1111
1111
326
3
(200)
1111
129
1111
Depreciation
At 1 April 2006
Charge for year
Transfers
Disposals
Revaluation
At 31 March 2007
55
26
111181
1111
11111111
55
26
111181
1111
Net Book Value
At 31 March 2007
At 31 March 2006
48
67
2222
204
2222
48
271
2222
7. Debtors
Debtors and accrued income
Prepayments
Scottish Executive debtors and accrued income
VAT debtor
2006-07 2005-06
£’000
£’000
18
13
105
84
83
82
42 1111
14
1111
248
193
2222 2222
8. Creditors
2006-07 2005-06
£’000
£’000
Creditors due within one year
Trade creditors
Other creditors
Accruals
Local Authority
NHS
Other government creditors
550
16
48
1111
614
469
16
323
1111
808
208
8
22
1111
852
2222
91
2
1111901
2222
57
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
9. Creditors due after more than one year
Creditors due after more than one year
2006-07 2005-06
£’000 1111
£’000
1111
169 2222
185
2222
10. Leasing commitments
At 31 March 2007, HMIE was committed to making the following payments in respect of operating leases:-
In over five years
2006-07 2005-06
£’000
£’000
374 1111
374
1111
374 2222
374
2222
11. Movements in the general fund
Balance at 1 April 2006
Net funding
Non cash funding
Net operating costs for year
Transfer from Revaluation Reserve
Balance at 31 March 2007
2006-07 2005-06
£’000
£’000
842
903
13,413
13,238
53
118
(13,486) (13,417)
1111- 1111822 2222
842
2222
12. Movement in revaluation reserve
Balance at 1 April 2006
Surplus arising on revaluation in year
Realised element released to General Fund
Balance at 31 March 2007
2006-07 2005-06
£’000
£’000
21
6
32
15
1111- 111153 2222
21
2222
13. Related party transactions
Her Majesty’s Inspectorate of Education is an Executive Agency of the Scottish Executive Education Department,
which is therefore regarded as a related party. During the year, HMIE had a number of material transactions with
the Scottish Executive. In addition, HMIE has had a number of other material transactions with other Government
Departments and other central Government bodies, mostly with the Scottish Further and Higher Education
Funding Council (SFC). During the year, the managerial staff and board members have not undertaken any
material transactions with HMIE.
14. Capital commitments and contingent liabilities
There were no capital commitments or contingent liabilities existing at the year-end.
15. Losses and special payments
There were no losses or special payments made during the year.
16. Post balance sheet events
There were no post balance sheet events.
58
HM INSPECTORATE OF EDUCATION
DIRECTION BY THE SCOTTISH MINISTERS
in accordance with section 19(4) of the Public Finance and Accountability (Scotland) Act 2000
The statement of accounts for the financial year ended 31 March 2006 and subsequent years shall comply with the
accounting principles and disclosure requirements of the edition of the Government Financial Reporting Manual
(FReM) which is in force for the year for which the statement of accounts are prepared.
The accounts shall be prepared so as to give a true and fair view of the income and expenditure, recognised gains
and losses, and cash flows for the financial year, and of the state of affairs as at the end of the financial year.
This direction shall be reproduced as an appendix to the statement of accounts. The direction given on 10 April
2002 is hereby revoked.
Signed by the authority of the Scottish Ministers
Dated 17 January 2006
59
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
Section
8:
Appendix
This section provides some information about our staffing and
structure and publications during 2006-07. Further information is
available on our website at www.hmie.gov.uk
Staffing and structure
Our structure has been designed to achieve effective and inclusive practice and secure best value in all aspects of
our work. We have five functional directorates, each headed by a chief inspector supported by two assistant chief
inspectors. Each directorate has corporate responsibilities, sectoral inspection programmes, cross-cutting areas and
internal and external liaison roles. We also have a Services for Children Unit which is developing a common
approach to inspecting services for children and young people. The unit is headed by a director who is supported
by two assistant directors and a multi-disciplinary team including HM Inspectors and inspectors from other relevant
inspectorates and agencies. We continue to monitor and evaluate how we work as an organisation with the
intention of making further changes to improve our effectiveness. Our staffing complement comprises HM
Inspectors of Education, inspectors in specialisms relating to services for children, assistant inspectors, associate
assessors, corporate services staff, lay members and secondees from partner organisations.
Staff by gender and grade
The table below shows the gender balance of Inspectorate staff between 1997 and 2007. It is followed by a chart
showing staff by gender and grade. Band A and B staff in this chart are corporate services staff. Almost all Band C
staff are HM Inspectors. HMSCI and chief inspectors are members of the Senior Civil Service.
HMIE staff by gender, 1997-2007
250
200
150
77
60
67
88
86
97
1997
1998
1999
79
88
93
75
89
128
133
Female
139
Male
100
50
93
88
75
68
2000
2001
2002
2003
84
79
79
68
2004
2005
2006
2007
0
61
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
HMIE staff by gender and grade, 1997-2007
90
Number of HMIE staff
80
70
60
50
40
30
20
10
0
1997
1998
1999
2000
2001
2002
2003
2004
2005
Female (C Band & SCS)
Male (C Band & SCS)
Female (A&B Band)
Male (A&B Band)
2006
2007
Our Management Board
The Board, which has recently appointed three new non-executive members, has responsibility for overseeing the
work of the Inspectorate. It is made up of senior managers, other key inspectorate personnel and four
non-executive members: Andrew Cubie, Gary Kildare, Deep Sagar and Shirley Young. The non-executive members
are appointed to provide an independent perspective on our work.
Dr Andrew Cubie CBE, FRSE is a consultant (previously chairman and senior partner) with the long-established
law firm Fyfe Ireland LLP. He holds a number of non-executive and executive directorships in public and private
companies. He is a Commissioner of the Northern Lighthouse Board and Chair of the Court of Napier University,
Quality Scotland, the Royal National Lifeboat Institution (Scotland), British Council Scotland, the SCQF Partnership
Company and the Centre for Healthy Working Lives. He is Chairman of Voluntary Service Overseas (VSO) in the UK.
He is a former Chairman of CBI Scotland and was Convenor of the Independent Committee of Inquiry into Student
Finance in Scotland (‘The Cubie Committee’) which brought about the abolition of university tuition fees in
Scotland.
Gary Kildare is Vice President of Human Resourses for IBM Corporation. He is a Fellow of the Royal Society of Arts
and a Fellow of the Chartered Institute of Personnel and Development. He has over 20 years experience working as
a member of executive management boards at UK, European and global level. He is married with three children
and lives in Edinburgh.
Deep Sagar is a management consultant with experience of private, public and charity sectors. He worked
internationally for over 15 years in senior management for multinationals including Coca-Cola and Unilever
Bestfoods. More recently he was Executive Director of Glasgow Employer Coalition. His present assignments
include being non-executive director of Communities Scotland and member of Employment Tribunals.
62
Shirley Young is a freelance consultant and trainer who was until recently Director of Special Needs Information
Point (SNIP) which provides information, advice and support to parents of children with Additional Support Needs.
She has been an adviser to the Scottish Executive as a member of the Special Needs Forum and advisory group to
the Additional Support for Learning Act Implementation Team. She brings with her experience of a number of
diverse boards and committees, including the Scottish Accessible Information Forum. She currently chairs the
Board of the Family Fund, a UK-wide Trust for families of severely disabled children. Shirley’s personal experiences
of having been a young carer and parenting two disabled sons also inform her contribution to the Board of HMIE.
More information about our staffing structure and about working for us can be found on our website at
www.hmie.gov.uk
63
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
HMIE publications April 2006-March 2007
The following were published between 1 April 2006 and 31 March 2007.
HMIE Organisational Reports
• HMIE Annual Accounts 2005-06
• HMIE Annual Report 2005-06
Reports on aspects of education
• Analysis of HMIE Reviews of Quality and Standards in Further Education – Academic Years 2004-2006*
• Case Studies of Good Practice in Improving the Climate for Learning
• Citizenship in Scotland’s Colleges*
• Education for Citizenship – A Portrait of Current Practice in Scottish Schools and Pre-school Centres
• Education for Pupils with Autism Spectrum Disorders
• Emerging Good Practice in Promoting Creativity
• HMIE Early Years Good Practice Conference Report – August 2006*
• Improving Scottish Education: Effectiveness of Education Authorities
• Improving Scottish Education: ICT in learning and teaching
• Interim Report on the Implementation of the Education (Additional Support for Learning) (Scotland) Act 2004
• Overcoming Barriers, Enabling Learners*
• Making effective use of curriculum flexibility in primary schools*
• Modern Languages – A Portrait of Current Practice in Scottish Schools*
• Modern Studies – A Portrait of Current Practice in Scottish Secondary Schools*
• Progress with Student Teacher Placements
• Promoting Creativity in Education: Overview of Key National Policy Development Across the UK
• Ready for Life – Education for personal and social development in the primary school*
• SCQF College Credit Rating Evaluation of Pilot Project*
• Securing the Adoption of Good Practice in Scotland’s Colleges*
• Teaching Scotland’s Children – a report on progress in implementing ‘A teaching profession for the 21st century’
Self-evaluation Guides
• How good is our school? The Journey to Excellence: Part 3
• How good is our school? A Guide to Investors in People
• How good is our school? CD-ROM Update
• How good is our community learning and development?2
• How good is our school? Ensuring Effective Transitions
64
• How good is our school? Evaluating education provision for bilingual learners
• How good is our school? Hungry for Success – Benchmarks for Self-evaluation
• How good is our school? Partnership with Parents
• A guide to evaluating services for children and young people using quality indicators
• Evaluating Inclusiveness: A Guide for Scotland’s Colleges
• Quality Management in Education 2
• Quality Management in Local Authority Educational Psychology Services: Self-evaluation for Quality
Improvement
• Quality Management in Local Authority Educational Psychology Services: Self-evaluation Toolkit
• Residential care and education: Improving practice in residential special schools and school care accommodation
services in Scotland
* (Electronic format only – on HMIE website – www.hmie.gov.uk)
65
£15.00
© Crown copyright 2007
HM INSPECTORATE OF EDUCATION
www.hmie.gov.uk
ANNUAL REPORT AND ACCOUNTS 2006-07
HM INSPECTORATE OF EDUCATION
RR Donnelley B51384 06/07
This document is also available on the HMIE website:
www.hmie.gov.uk
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ANNUAL REPORT AND ACCOUNTS 2006-07
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