Agenda Document Pack - Economy and Infrastructure Committee - 26/08/2026
Perth and Kinross Council · 26 August 2026
Back to Economy and Infrastructure Committee — 26 August 2026 and its agenda
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Ambition | Compassion | Integrity Our vision is for a Perth and Kinross where everyone can live life well, free from poverty and inequality Council Building 2 High Street Perth PH1 5PH 19/08/2026 A hybrid meeting of the Economy and Infrastructure Committee will be held in the Council Chamber on Wednesday, 26 August 2026 at 09:30. If you have any queries please contact Democratic Services on (01738) 475000 or email Committee@pkc.gov.uk. THOMAS GLEN Chief Executive Those attending the meeting are requested to ensure that all notifications are silent on their device and other devices are in silent mode. Please note that the meeting will be broadcast online and recorded. The recording will be publicly available on the Council’s website following the meeting. Members: Councillor Grant Laing (Convener) Councillor Ian Massie (Vice-Convener) Councillor Jack Welch (Vice-Convener) Councillor Hugh Anderson Bailie Rhona Brock Councillor Steven Carr Councillor Stewart Donaldson Councillor John Duff Councillor Angus Forbes Councillor Ken Harvey Councillor Noah Khogali Councillor Willie Robertson Councillor Frank Smith Councillor Colin Stewart Councillor Alan Watt Page 1 of 254
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Economy and Infrastructure Committee Wednesday, 26 August 2026 Agenda Members are reminded of their obligation to declare any financial or non- financial interest which they may have in any item on this agenda in accordance with the councillors’ code of conduct. 1 WELCOME AND APOLOGIES/SUBSTITUTES 2 DECLARATIONS OF INTEREST 3 MINUTE OF MEETING OF THE ECONOMY AND INFRASTRUCTURE COMMITTEE OF 22 APRIL 2026 FOR APPROVAL (copy herewith) 5 - 8 4 OUTSTANDING BUSINESS STATEMENT (copy herewith 26/218) 9 - 10 5 COUNCIL SUPPORT TO BUSINESSES Report by Strategic Lead - Economy, Development and Planning (copy herewith 26/219) 11 - 18 6 BUSINESS SUPPORT REVIEW Report by Strategic Lead - Economy, Development and Planning (copy herewith 26/220) 19 - 80 7 PERTH AND KINROSS ECONOMIC ACTION PLAN (2025-2030) ANNUAL PROGRESS REPORT Report by Strategic Lead - Economy, Development and Planning (copy herewith 26/221) 81 - 96 8 PERTH AND KINROSS FORESTRY AND WOODLAND STRATEGY (DRAFT) Report by Strategic Lead - Economy, Development and Planning (copy herewith 26/222) 97 - 174 9 PERTH AND KINROSS OPEN SPACE STRATEGY DRAFT Report by Strategic Lead - Economy, Development and Planning (copy herewith 22/223) 175 - 254 Page 3 of 254
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Economy and Infrastructure Committee Minute of hybrid meeting of the Economy and Infrastructure Committee held in the Council Chambers on Wednesday 22 April 2026 at 9.30am. Present: Councillors G Laing, I Massie, J Welch, H Anderson, Bailie R Brock, S Carr, S Donaldson, J Duff, A Forbes (up to and including Item 7), K Harvey, N Khogali, C Stewart, W Robertson, F Smith and A Watt (up to and including Item 7). In Attendance: C Mailer, Depute Chief Executive; S Merone, Strategic Lead – Economy, Development and Planning; F Crofts, Strategic Lead – Environment and Infrastructure; K Smith E Archibald (up to and including Item 6), M Barr (up to and including Item 6) and A Finlayson (up to and including Item 5) (all Economy, Development and Planning); J Janes, J Ferguson, R Dobson, K Easton, S MacDonald and W Mahoney (all Environment and Infrastructure); A Seggie and M Willis (both Strategic Planning, People and Performance); G Fogg (up to and including Item 5), A Taylor, S Hendry, A Brown and M Pasternak (all Legal and Governance). Councillor G Laing, Convener, Presiding. The Convener led on Items 1-6 and 8, with Vice-Convener Welch on Item 7. 1. Welcome and Apologies Convener welcomed everyone to the meeting. There were no apologies for absence. 2. Declarations of Interest In terms of the Councillors’ Code of Conduct, Councillor A Watt declared a non-financial interest in Item 8 – Road Maintenance Partnership Agreement Extension. 3. Minute of Meeting of Economy and Infrastructure Committee of 28 January 2026 The minute of the meeting of the Economy and Infrastructure Committee of 28 January 2026 was submitted and approved as a correct record. 4. Outstanding Business Statement Resolved: The status of actions in the Outstanding Business Statement (26/105) be noted and completed actions removed accordingly. 3 Page 5 of 254
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5. Perth West Development Masterplan There was submitted a report by Strategic Lead – Economy, Development and Planning (26/105) seeking approval of a development masterplan for that part of Perth West owned by The John Dewar Lamberkin Trust. (The Committee took a short recess and reconvened at 10.20am). Resolved: The Perth West development masterplan be approved, subject to the concerns raised by Members on behalf of residents that particular attention be paid to traffic infrastructure and water managements issues being fed back to the developer. 6. Review of the Planning Enforcement Charter There was submitted a report by the Strategic Lead - Economy, Development and Planning (26/106) seeking approval of an updated version of the Council’s Planning Enforcement Charter following a review undertaken in accordance with the Town and Country Planning (Scotland) Act 1997. Resolved: The updated version of the Council’s Planning Enforcement Charter, as detailed in Appendix 1 of Report 26/106, be approved. (The Committee took a short recess and reconvened at 11.13am). 7. Commercial Property Investment Programme (CPIP) Progress Update There was submitted a report by the Strategic Lead - Economy, Development and Planning (26/107) providing a progress update on the Commercial Property Investment Programme following the decision to allocate an additional £7 million of capital funding to the Programme for the period 2025/26 to 2027/28 to support the delivery of new employment land and buildings in line with the priorities set out in the Council’s Corporate Plan 2022-27. Resolved: The positive progress, as outlined in Report 26/107, be noted. 8. Road Maintenance Partnership Agreement Extension There was submitted a report by the Strategic Lead - Environment and Infrastructure (26/108) (1) seeking approval to implement the two-year extension option to the existing partnership agreement and (2) advising on further collaborative arrangements during this extension period, aimed to optimise efficiency and informing the development of a successor agreement beyond 2028. Resolved: (i) The existing partnership agreement, as set out in Appendix 1 to Report 26/108, between Perth and Kinross Council and Tayside Contracts be Page 6 of 254
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extended to 31 March 2028 to deliver road maintenance, winter maintenance and all year emergency response services. (ii) Authority be delegated to the Strategic Lead - Environment and Infrastructure to trial alternate methods of measurement and reimbursement during the two- year extension period to inform the development of future arrangements beyond 2028. (iii) It be agreed that the partnership continue to report performance annually as part of the Council’s corporate performance management framework. 9. Valedictory – Alison Seggie, Economic Development Manager The Convener and Councillor J Duff both passed on their best wishes and appreciation on behalf of all elected members to Alison Seggie, Economic Development Manager, who was retiring soon after a career spanning 38 years with the Council. They both thanked Alison for her dedication, professionalism and contribution over the years and wished her a long, happy and well deserved retirement and all the very best for the future. Page 7 of 254
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ECONOMY & INFRASTRUCTURE COMMITTEE OUTSTANDING BUSINESS STATEMENT (OBS) (Report No. 26/218) Please note that this statement sets out outstanding decisions of this committee along with an update and estimated completion date. Actions which are overdue are shaded for ease of reference. Where an update reflects that an action is complete then the Committee’s agreement will be sought to its removal from the OBS. No Minute Reference Subject Title Outstanding Action Update Lead Officer /Service Action Due / Complete Action Expected 27. 28 May 2025 Item 8 School Exclusion Zone Update Committee to consider, in conjunction with relevant officers, a refresh or review of Safer Routes to School Plans to reflect new residential developments. Climate Change funding has recently been awarded to support a wider piece of work around school road safety and sustainable travel which will include a review of existing school travel plans. There will be a particular focus on early years to promote and encourage more sustainable travel methods with the potential for spend to save investment through reduced home to school transport costs. This is a medium-term project which would aim to report back on findings by summer / autumn 2026. David McArthur / Craig Daly ONGOING Summer / Autumn 2026 4 Page 9 of 254
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No Minute Reference Subject Title Outstanding Action Update Lead Officer /Service Action Due / Complete Action Expected 33 22 April 2026 Item 6 Review of the Planning Enforcement Charter Elected Member briefing note to be circulated to all members providing statistical data on the number of allegations of planning breaches made, ratio of how many are investigated / decision is no breach / resolved amicably / end up at enforcement stage involving legal action, and the number of Stage 1 / 2 complaints or SPSO level complaints on planning enforcement matters. Information circulated to all Elected Members via EM Briefing Note (072-26) on 23 June 2026. K Smith / S Panton COMPLETE 26 August 2026 34. 22 April 2026 Item 7 Commercial Property Investment Programme (CPIP) Progress Update Further information to be provided on the balance of the spend between Perth City and the rural areas and whether it reflects the 75% / 25% split of the demand. Update provided by Richard Dobson, Physical Infrastructure Project Manager forwarded to Committee Members via email on 7 August 2026. J Janes / R Dobson COMPLETE 26 August 2026 35. 22 April 2026 Item 7 Commercial Property Investment Programme (CPIP) Progress Update Further information to be provided on the Compulsory Purchase Orders at Station Road, Birnam and Fonab Business Park, Pitlochry once they are agreed. Update provided by Richard Dobson, Physical Infrastructure Project Manager forwarded to Committee Members via email on 7 August 2026. J Janes / R Dobson COMPLETE 26 August 2026 Page 10 of 254
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Economy and Infrastructure Committee Date of Meeting: 26 August 2026 Report Title: Council Support to Businesses Report Number: 26/219 Report Author: Kirsty Easton, Business Growth Team Leader Organisational Lead: Serge Merone, Strategic Lead – Economy, Development and Planning ___________________________________________________________________ 1. Purpose 1.1 The purpose of this report is to provide Committee with details of progress made to build on and improve the Council’s business-friendly approach to business engagement. It demonstrates how intelligence-led engagement supports business growth, investment, resilience and delivery of the Perth and Kinross Economic Action Plan. 1.2 The report outlines how the Council builds relationships with businesses, gathers business intelligence, coordinates support across Council services and partner organisations, and promotes Perth and Kinross as a business- friendly location in which businesses can start up, invest and grow. 1.3 Sections 1. Purpose 2. Recommendations 3. Background/Context 4. Main Issues 5. Proposals 6. Conclusion 7. Impact and Value Assessment 8. Appendices 2. Recommendations It is recommended that the Committee: 2.1 Notes the content of the report and the progress made to build on and improve the Council’s business-friendly approach via business engagement. 5 Page 11 of 254
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2.2 Agrees the future priorities for business engagement as detailed in the report. 3. Background/Context 3.1 At its meeting on 27 August 2025, this Committee agreed to build on and improve the Council’s business-friendly approach and create a supportive environment with our partners to improve our strong business start-up and growth performance (Report 25/11 refers). This approach is recognised and a key element of achieving the ambitions set out in the Perth and Kinross Economic Action Plan and wider Tay Cities regional strategies and investment programmes. 3.2 Businesses are fundamental to the prosperity of Perth and Kinross. They generate employment, investment and wealth, strengthen local supply chains and contribute significantly to the area’s economic resilience and long-term prosperity. 3.3 Business engagement is much more than responding to enquiries. It is about developing trusted relationships with businesses, understanding their ambitions and challenges, gathering economic intelligence and ensuring businesses receive coordinated support throughout their lifecycle. 3.4 The Council gathers business intelligence through both formal and informal engagement, ensuring business feedback directly informs economic development priorities and future service delivery. By understanding the issues affecting businesses, the Council is better placed to anticipate opportunities, identify emerging challenges and respond proactively. 3.5 This intelligence-led approach supports delivery of the Tay Cities Regional Economic Strategy and Prospectus for Regional Growth (2025-2035) and Perth and Kinross Economic Action Plan (2025-2030) and contributes to the Council’s ambition of creating a strong, resilient and sustainable local economy. Business engagement is not an end in itself; it enables the Council and its partners to move from reacting to individual enquiries towards anticipating business needs, identifying opportunities for growth, understanding barriers to investment and ensuring that economic development priorities are informed by real-time business intelligence. It is an integral part of the customer-focused approach identified by Perth and Kinross Economic Partnership in the Perth and Kinross Economic Action Plan. This proactive approach helps safeguard jobs, supports investment, strengthens business confidence and reinforces Perth and Kinross’ reputation as a business-friendly location in which businesses can invest and grow. 4. Main Issues Business Relationship Management 4.1 The Business Growth Team leads the Council’s strategic engagement with businesses across Perth and Kinross. 4.2 A key element of this approach is the Top 100 Business Engagement Programme. The Top 100 Businesses are identified using a range of Page 12 of 254
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measures including business turnover, employment and future growth potential. The programme enables the Council to focus relationship management on businesses that make a significant contribution to the local economy whilst also supporting businesses with strong growth potential and opportunities for future job creation. 4.3 The programme was originally developed using Companies House data provided through expert advice to identify businesses with significant turnover. This information was subsequently reviewed and refined to ensure the programme reflects businesses with a substantive operational presence within Perth and Kinross. The list will continue to evolve through ongoing engagement, with additional businesses considered where there is evidence of significant employment, operational activity or future growth potential. 4.4 Within the current programme, there are a broad range of sectors including tourism and hospitality, food and drink, manufacturing, agriculture, renewables, construction, professional services and financial services. 4.5 Each business has been allocated a dedicated Business Lead Officer, providing a consistent point of contact and enabling officers to build detailed knowledge of individual businesses, their investment aspirations, growth plans and barriers to development. 4.6 Officers are currently engaging with all businesses listed in the programme. Targeting business support to our key growth sectors and businesses helps to identify opportunities for investment, expansion and job creation while allowing the Council to respond proactively where support may be required. This approach helps to maintain strong performance in business survival rates (4th highest business survival rate in Scotland) and growth potential (top local authority area in the UK for business growth potential 2025 – Growth Flag). 4.7 Alongside the Top 100 Business Engagement Programme, the Council also engages with businesses of all sizes, including start-ups, SMEs, inward investors and businesses seeking advice on land, commercial property, investment opportunities and wider economic development matters. Intelligence-led Engagement 4.8 In January 2025, the Business Growth Team introduced a bespoke Customer Relationship Management (CRM) system with expert advice to support business engagement activity. 4.9 The CRM provides a central record of business interactions, enquiries and follow-up actions, enabling the Council to coordinate engagement activity, build corporate knowledge and avoid duplication across services. Although the Economic Development service has led the initiative, strong engagement has been secured across Council services. This has resulted in a more coordinated approach to business engagement, improving efficiency for both the Council and local businesses. An evaluation of the CRM system is scheduled for January 2027 to assess its impact, identify case studies, and capture key learning. Page 13 of 254
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4.10 The CRM currently contains records for: • 73 business enquiries • 73 business engagements • 23 land and property enquiries • 25 referrals and signposting interventions • 6 inward investment enquiries 4.11 The Council will continue to develop the CRM system and maximise future integration opportunities with the national Master Customer Record (MCR) being developed through the Business Support Partnership (BSP). 4.12 The Business Support Partnership is a collaboration of Scotland's national and local business support organisations, working together to provide a more joined-up, accessible and customer-focused support system for businesses. Its aim is to simplify access to advice, funding and growth support, helping businesses across Scotland achieve their ambitions. 4.13 To support consistency of engagement, the Business Growth Team has developed a Business Engagement Framework and officer checklist. Whilst not intended to be a prescriptive questionnaire, it provides a structured approach to business conversations, helping officers gather intelligence on business performance, workforce requirements, property needs, investment intentions, exporting, innovation and net zero ambitions. This intelligence supports more effective signposting, coordinated interventions and improved customer service. 4.14 Business intelligence gathered through engagement has identified several recurring themes affecting local businesses, including: • access to finance and investment; • redevelopment of vacant properties; • workforce recruitment and expansion; • availability of employment land and commercial premises; and • navigating planning and other regulatory processes. 4.15 Understanding these themes enables the Council and its partners to target support more effectively while informing future economic development priorities and service improvements. 4.16 Information gathered through business engagement is shared, where appropriate, across Council services and with strategic partners to help shape economic priorities, identify emerging trends and inform future investment decisions. This intelligence also supports delivery of the Perth and Kinross Economic Action Plan by ensuring that economic interventions continue to reflect the changing needs of businesses across Perth and Kinross. Creating a Business-Friendly Council 4.17 Businesses do not always know which Council service they require or who they should contact. The Business Growth Team therefore provides a single point of contact for businesses engaging with the Council, coordinating Page 14 of 254
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support across services including Planning, Property, Roads, Licensing, Procurement, Employability and other services where appropriate. In August 2025 officers committed to establishing a ‘Business-friendly’ Cross-Service Officer Group. This is now in place and include Officers who interface with businesses. The Group has a flexible and agile membership and Officers can be mobilised to reply to one-off requests or to deal with emergencies. The Group identifies areas of improvement on an on-going basis. 4.18 This coordinated approach improves the customer experience, helps businesses navigate Council processes, removes barriers where possible and ensures businesses receive clear communication throughout their engagement with the Council. Feedback from businesses has been positive. This will be reflected in our review of the CRM system, and approved case studies from businesses will be included. 4.19 Regular business meetings, site visits and tours also allow officers to better understand business operations, investment plans and future ambitions while strengthening relationships with key employers across Perth and Kinross. Early engagement also enables the Council to identify potential barriers before they become constraints to business growth, allowing support to be coordinated at the earliest opportunity and helping businesses progress investment more efficiently. 4.20 Whilst this report focuses on business engagement, specialist one-to-one business advice is primarily delivered through partner organisations including Business Gateway, GrowBiz or Scottish Enterprise. The Council’s role is to build relationships with businesses, gather intelligence, coordinate activity across Council services and ensure businesses are connected to the most appropriate specialist support. Strategic Engagement and Business Promotion 4.21 Business engagement extends beyond individual meetings and includes a programme of wider engagement activity designed to understand sector priorities, encourage collaboration and promote economic opportunities. 4.22 In the last year, the Council has delivered two business breakfasts and three business roundtable discussions covering general business, farming and agriculture, and estates and landowners. These discussions provide valuable opportunities to understand sector-specific opportunities and challenges while ensuring business feedback informs future priorities. Feedback from these events, including the need for tailored business support packages, a stronger focus on rural skills development, and investment to support the transition to a low-carbon economy, helped shape our Tay Cities Local Growth Fund Investment Plan. In turn, this programme of investment will help to address the challenges identified through engagement and maximise the opportunities highlighted by local businesses and stakeholders. 4.23 Business intelligence is also gathered through surveys, consultations and targeted engagement exercises undertaken throughout the year, ensuring that a broad range of business views help inform future policy development, service improvement and economic priorities. Page 15 of 254
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4.24 Sector-specific engagement has also been supported through programmes including Perthshire Talks Tourism, Trade Ready export training and Accessible and Inclusive Tourism training, engaging several hundred businesses across priority sectors. Feedback has been positive and helped to inform the tailored support that will be available through programmes such as the Local Growth Fund. 4.25 The Council also promotes businesses and investment opportunities through Invest in Perth, the Council’s inward investment brand, Invest in Perth Magazine, the Business & Economy Bulletin, the Invest in Perth website, social media, business case studies and the Perth City and Towns website, where businesses can promote themselves through a free online business directory. 4.26 These communication channels not only promote individual businesses and investment opportunities but also help position Perth and Kinross as an attractive, connected and business-friendly location in which to start, invest and grow a business. 4.27 The Business & Economy Bulletin currently has over 1,400 subscribers with an average open rate of approximately 30%, demonstrating strong engagement with the local business community. 4.28 Between January 2025 and July 2026, the Invest in Perth website recorded approximately 98,000 page views, while business-focused LinkedIn activity generated over 3.3 million views, highlighting the significant reach of the Council’s business communications. 4.29 Building on this collaborative approach, the inaugural Perth and Kinross Economic Summit will take place on 9 September 2026, bringing together businesses, public sector partners and stakeholders. Discussions will explore how the region builds economic resilience, strengthens skills and workforce development, unlocks investment, improves infrastructure, supports sustainable growth through clean innovation, and maximises opportunities within the rural economy. The Summit is being supported by SSE as headline sponsor. Partnership Working 4.30 The Council works closely with a wide range of local, regional and national partners to support businesses across Perth and Kinross. 4.31 Business representative organisations including Perthshire Chamber of Commerce, the Federation of Small Businesses, Perth and Kinross Business Partnership and Perthshire Tourism Partnership provide valuable insight into collective business priorities and emerging economic issues. These relationships are complemented by sector-specific engagement, business forums and roundtable discussions. 4.32 The Perth and Kinross Economic Partnership provides the strategic forum through which businesses, representative organisations and public sector Page 16 of 254
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partners work collaboratively to shape economic priorities and oversee delivery of the Perth and Kinross Economic Action Plan. 4.33 The Partnership has also developed a Business Champions initiative to strengthen engagement with the local business community and demonstrate its customer-focused approach. The initiative brings together respected business leaders from across Perth and Kinross to act as ambassadors for the region, promote the Economic Action Plan, support inward investment activity and provide practical business insight to help inform future priorities. Business Champions will also support delivery of engagement activity including roundtable discussions, business events, place promotion and the inaugural Perth and Kinross Economic Summit. 4.34 Business intelligence gathered through direct engagement is shared, where appropriate, to help inform partnership priorities, influence policy development and strengthen collaborative approaches to supporting economic growth. This ensures that local business perspectives continue to shape collective decision-making and the delivery of shared economic priorities across Perth and Kinross. 5. Proposals Future Priorities 5.1 The Council will continue to build and improve on its business-friendly approach via business engagement by: • developing long-term relationships with businesses across Perth and Kinross; • continuing to enhance the use of CRM and business intelligence; • strengthening collaboration across Council services and partner organisations; • expanding strategic engagement through business events, roundtables and the Economic Summit; • promoting Perth and Kinross as a business-friendly location for investment and growth; • continuing to strengthen the evidence base through business engagement, surveys and intelligence gathering to inform future policy and investment decisions; and • using business intelligence to inform future economic development priorities and service delivery. 6. Conclusion 6.1 Business engagement is not an end in itself; it is the mechanism through which the Council builds relationships, gathers economic intelligence, coordinates support and helps create the conditions for sustainable business growth across Perth and Kinross. 6.2 By developing trusted relationships with businesses, providing a coordinated approach across Council services and working collaboratively with partner organisations, Perth and Kinross Council is well placed to understand Page 17 of 254
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business needs, respond proactively to emerging opportunities and challenges, and support a resilient, competitive and growing local economy. It is a key element to build and improve on the Council’s business-friendly approach. As the Council continues to strengthen relationships with businesses and partners, business engagement will remain central to understanding the needs of the local economy, shaping future priorities and ensuring Perth and Kinross continues to be recognised as an attractive, supportive and business-friendly location in which businesses can invest, innovate and grow. 7. Impact and Value Assessment This is an operational report, and as such, no further assessment is required. 8. Appendices 8.1 None Page 18 of 254
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Economy and Infrastructure Committee Date of Meeting: 26 August 2026 Report Title: Business Support Review Report Number: 26/220 Report Author: Kirsty Easton, Business Growth Team Leader Organisational Lead: Serge Merone, Strategic Lead – Economy, Development and Planning ___________________________________________________________________ 1. Purpose 1.1 The purpose of this Report is to present the findings of a strategic review of business support services across Perth and Kinross and to seek approval for the future direction of business support services, including the preferred future delivery model for Business Gateway. 1.2 The review was undertaken in response to a decision of the Economy and Infrastructure Committee to review Business Gateway arrangements. Recognising that Business Gateway forms one element of a wider business support ecosystem, the review examined the effectiveness of business support provision across Perth and Kinross to ensure future decisions are informed by a comprehensive assessment of business needs, service performance and partnership working. 1.3 The review assessed the strength of the Perth and Kinross business base, the effectiveness of current business support interventions, the performance of funded business support services, and opportunities to strengthen future provision. It also considered the contribution of business support to wider Council priorities, including economic growth, entrepreneurship, Community Wealth Building and inclusive economic growth. 1.4 The report presents the findings of the review, identifies key strengths, opportunities and priorities for improvement, and sets out an evidence-based options appraisal for the future delivery of Business Gateway. 1.5 Sections 1. Purpose 2. Recommendation(s) 6 Page 19 of 254
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3. Background/Context 4. Review Scope, Methodology and Assessment Criteria 5. The Perth and Kinross Business Base 6. The Business Support Landscape 7. Business Performance Data and Benchmarking 8. Business Survey Findings 9. Council-Led Business Support and Partnership Working 10. Funded business support services 11. Key Review Findings 12. Future delivery of Business Gateway 13. Future Focus 14. Conclusion 15. Impact and Value Assessment 16. Appendices 2. Recommendation(s) It is recommended that Committee: 2.1 Approves Option 4 – Continuation of the Regional Business Gateway Delivery Model with Enhanced Local Delivery Priorities as the Council’s preferred future delivery model, recognising that the Business Support Review found no evidence to support fundamental restructuring of the current regional delivery arrangements. 2.2 Agrees that Perth and Kinross Council continues to participate in the regional Business Gateway delivery model and works with Business Gateway, GrowBiz and wider local, regional and national partners to strengthen the business support ecosystem and deliver the priorities identified through this review. 2.3 Agrees that Perth and Kinross Council seeks greater integration of the activities delivered by GrowBiz and other partners into the regional Business Gateway delivery model to sustain and improve business support ecosystem throughout 2026/2027 and 2027/2028. 3. Background/Context 3.1 A strong, productive and resilient business base is fundamental to achieving sustainable economic growth across Perth and Kinross. Businesses create employment, drive innovation, support local supply chains, attract investment and contribute significantly to the wellbeing and prosperity of communities across both urban and rural areas. 3.2 The Tay Cities Regional Economic Strategy and Prospectus for Regional Growth (2025-2035) and Perth and Kinross Economic Action Plan (2025- 2030) identify business growth, entrepreneurship, innovation and investment as key priorities. Delivering these ambitions requires businesses of all sizes and sectors to have access to co-ordinated, responsive and effective business support throughout every stage of the business lifecycle. Page 20 of 254
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3.3 At its meeting on 27 August 2025, the Economy and Infrastructure Committee considered the Council Support to Businesses report (Report 25/211), which highlighted the broad range of support provided by the Council and recognised the importance of ensuring businesses experience a coordinated and business-friendly approach across Council services. As part of that report, the Committee agreed that officers undertake a review of Business Gateway contract arrangements and report back to this committee with recommendations on the future delivery of the service before the expiry of the current regional contract. 3.4 As part of this review, officers considered whether the existing Business Gateway delivery model continued to meet the needs of businesses and represented the most effective and efficient approach for the future. Given that Business Gateway operates as one element of a wider business support ecosystem, officers considered it appropriate to undertake a broader strategic review to ensure that any future recommendations were informed by a comprehensive assessment of business support provision across Perth and Kinross. 3.5 Businesses increasingly access support from a range of local, regional and national organisations and often engage with multiple providers throughout their business lifecycle. The review therefore examined how the business support ecosystem currently operates, its effectiveness in meeting business needs, and where opportunities exist to strengthen future business support provision. 3.6 Since the previous report, the business support landscape has continued to evolve. Businesses continue to face challenges associated with inflationary pressures, recruitment and skills shortages, digital transformation, changing consumer demand, the transition to net zero and wider economic uncertainty. At the same time, opportunities have emerged through increased regional collaboration, investment programmes and the Tay Cities Region Local Growth Fund. Against this backdrop, it was important to consider whether current business support arrangements remain fit for purpose and capable of responding to the evolving needs of businesses across Perth and Kinross. 3.7 The review sought to answer four key questions: • Does Perth and Kinross have a strong and effective business support ecosystem? • Are current business support interventions meeting the needs of businesses? • Where are the current strengths, gaps and future opportunities for business support? • What is the most appropriate future delivery model for Business Gateway? 3.8 These questions established the scope of the review and provided the framework against which the effectiveness of the current business support ecosystem and future Business Gateway delivery options were assessed. The review considered business support provided directly by Perth and Kinross Council, Business Gateway, GrowBiz and wider regional and national Page 21 of 254
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partners. The review methodology and assessment framework are set out in Section 4. 4. Review Scope, Methodology and Assessment Criteria Review Scope 4.1 The review examined: • the strength and resilience of the Perth and Kinross business base; • business support delivered directly by Perth and Kinross Council; • Business Gateway performance and delivery arrangements; • GrowBiz performance and specialist business support; • the contribution of regional and national partners; • partnership working across the business support ecosystem; • business needs and customer experience; and • future opportunities to strengthen business support provision. 4.2 Review Methodology The review was undertaken in four stages. Discovery • mapping the current business support ecosystem; • identifying organisations delivering business support; and • reviewing respective roles, responsibilities and funding arrangements. Evidence Review Evidence was gathered from a range of quantitative and qualitative sources, including: • analysis of the Perth and Kinross business base; • Business Gateway performance information; • GrowBiz performance information; • business engagement activity undertaken by Perth and Kinross Council; • a Business Support Survey undertaken during 2026; • benchmarking against other Scottish local authorities using Scottish Local Authority Economic Development (SLAED) performance indicators; • consideration of business support delivery models across Scotland; and • wider economic intelligence and business performance data. 4.3 Stakeholder Engagement Engagement was undertaken with: • local businesses through the Business Support Survey; • local, regional and national business support partners; and • relevant Council services involved in supporting businesses. Page 22 of 254
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Assessment Evidence gathered through the review was assessed to identify: • strengths within the current business support ecosystem; • gaps and opportunities for improvement; • areas of duplication or overlap; • emerging business needs; • future priorities for business support; and • the most appropriate future delivery model for Business Gateway. 4.4 Assessment Criteria Business support arrangements and future delivery options were assessed against the following criteria: • strategic fit and alignment with local, regional and national economic priorities; • business performance and outcomes; • value for money; • customer experience and accessibility of support; • partnership working and collaboration; • contribution to entrepreneurship, inclusive economic growth and Community Wealth Building; and • future flexibility, deliverability and sustainability. The same assessment criteria informed the options appraisal presented in Section 12 and Appendix 3, ensuring the preferred option is supported by a consistent and evidence-based assessment framework. 5. The Perth and Kinross Business Base 5.1 Perth and Kinross has a diverse, resilient and entrepreneurial business base that makes a significant contribution to economic growth, employment and investment across the area. The local economy is home to more than 5,600 registered businesses, alongside a substantial number of sole traders and self-employed individuals operating across both urban and rural communities. 5.2 The area benefits from recognised strengths across several key growth sectors, including food and drink, tourism, financial and business services, creative and digital industries, energy transition and the circular economy. These sectors are central to the area's future economic development and are reflected in both the Perth and Kinross Economic Action Plan and wider growth and investment propositions. 5.3 Importantly, Perth and Kinross is not dependent on a single dominant industry. This sectoral diversity contributes to the resilience of the local economy, supports economic stability and creates opportunities for sustainable growth, innovation and investment across a broad range of sectors. Page 23 of 254
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5.4 Current business intelligence demonstrates the strength and growth potential of the local business base. 5.5 Key indicators include: • approximately 5,639 registered businesses, supported by a further estimated 6,900 sole traders and non-limited businesses; • 99.7% of registered businesses are SMEs (Small or Medium-sized Enterprises with fewer than 250 employees); • Only 0.3% are classified as large enterprises (250+ employees) • approximately 58% of businesses operate within rural areas, reflecting the importance of the rural economy to Perth and Kinross; • an average business age of 11.35 years, significantly higher than the UK average of around 8 years and good business survival rates after 3 years and 5 years of existence, indicating a relatively mature and established business base; • Strong business growth prospects, with Perth and Kinross ranked by Growth Flag as the highest performing local authority area in the UK for business growth potential both 2024 and 2025. Growth Flag analysis indicates that 11.4% of businesses are forecast to achieve growth of more than 20% over the next year, exceeding the UK average. Sources: Growth Flag, The State of Growth Report (2025); ONS UK Business Counts; Perth and Kinross Economic Action Plan Evidence Base (Invest in Perth Website) 5.6 Whilst overall business performance remains strong, analysis highlights both significant opportunities and emerging risks within the Perth and Kinross business base. 5.7 The evidence identifies a substantial cohort of businesses with strong growth potential, underlining the importance of policies and interventions that support SMEs productivity, innovation, scale-up and market expansion. At the same time, a smaller group of businesses are exhibiting signs of financial distress, reinforcing the need for targeted support that strengthens business resilience, adaptability and long-term sustainability. Review Findings 5.8 The review found that Perth and Kinross benefits from a strong, diverse and resilient business base characterised by high levels of entrepreneurial activity, above-average business survival rates and significant growth potential. The evidence demonstrates that the local economy is well positioned to support sustainable economic growth and compares favourably with national and comparator authority performance. 5.9 Whilst the overall business base performs strongly, the review identified opportunities to further strengthen support for businesses with high growth potential, improve productivity and innovation, and continue supporting business resilience in response to changing economic conditions. Page 24 of 254
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Key Conclusions 5.10 The findings demonstrate that the current business support ecosystem is supporting a strong and resilient business base. Future business support should therefore focus on building on these strengths by increasing support for entrepreneurship, innovation, investment, productivity and business scale- up, whilst continuing to provide accessible support for businesses at every stage of the business lifecycle. Business lifecycle 5.11 Maintaining a healthy and resilient business base requires support at every stage of the business lifecycle. This includes fostering entrepreneurship and business creation; supporting business start-up and survival; enabling early- stage growth; driving innovation, productivity and competitiveness; helping businesses to scale up, access new markets and export opportunities, and ensuring businesses have access to the skills, finance, premises and infrastructure needed to grow and mature. This is illustrated by the diagram below. Business Support, Inclusive Growth and Tackling Poverty 5.10 Business support is not solely about helping businesses succeed. It is also a key enabler of inclusive economic growth and supports the Council’s ambition of enabling everyone to live life well, free from poverty and inequality. Encouraging entrepreneurship and self-employment can create pathways for individuals to increase household income, develop new skills and secure sustainable livelihoods. Start-up support can be particularly valuable for people seeking flexible employment, those living in rural communities and individuals who may face barriers to more traditional routes into employment. 5.11 Supporting existing businesses to innovate, improve productivity and grow also contributes to inclusive growth by creating new jobs, strengthening local supply chains and increasing investment and expanding opportunities for local people within or accessible from the communities where they live. As businesses develop and mature, they generate employment opportunities across a wide range of sectors and skills levels, helping to build a stronger, Page 25 of 254
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more resilient and more inclusive local economy. This is particularly the case for anchor businesses and larger employers, which have the capacity to generate wider economic and social value through local procurement, workforce development, community wealth building approaches and investment in local supply chains. Review Findings 5.12 The review confirms that business support plays an important role not only in supporting business success, but also in delivering wider Council priorities, including inclusive economic growth, Community Wealth Building and tackling poverty through increased employment, entrepreneurship and local supply chain development. 6. The Business Support Landscape 6.1 Business support should not be viewed simply as a collection of individual services, but rather as a coordinated ecosystem of interventions that contributes to economic growth, business competitiveness, investment, employment, social inclusion and poverty reduction. 6.2 Businesses in Perth and Kinross can access support from a broad range of local, regional and national organisations, each providing different interventions at various stages of the business lifecycle. Collectively, these organisations form a comprehensive business support ecosystem, offering services ranging from entrepreneurship and start-up support through to business growth, innovation, skills development, investment readiness, exporting and specialist sector assistance. 6.3 A detailed overview of the current business support ecosystem, including the principal delivery partners, their respective roles and the support available to businesses, is provided in Appendix 1. Evidence 6.4 The review found that businesses frequently engage with multiple organisations as they grow and develop. Evidence gathered through the Business Support Survey, partner engagement and ecosystem mapping indicates that support organisations generally work well together and provide complementary services across the business lifecycle. 6.5 Whilst the breadth of support available is a significant strength, businesses reported that the overall landscape can sometimes be difficult to navigate. This does not reflect a lack of provision or unnecessary duplication of services. Rather, it highlights the importance of effective signposting, strong referral pathways and coordinated communication between providers to ensure businesses are directed to the right support at the right time. Review Findings 6.6 The review found that Perth and Kinross benefits from a comprehensive and well-established business support ecosystem. The respective roles of Perth Page 26 of 254
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and Kinross Council, Business Gateway, GrowBiz and national agencies are generally complementary, providing businesses with access to support throughout the business lifecycle. 6.7 The review found no evidence of significant duplication or structural gaps within the current business support ecosystem. Instead, the principal opportunity for improvement relates to making the existing ecosystem easier for businesses to understand and access through stronger partnership working, clearer customer journeys and improved referral arrangements. Key Conclusions 6.8 Future improvements should focus on stronger coordination, clearer customer journeys and enhanced referral pathways. 6.9 These findings also informed the subsequent assessment of future Business Gateway delivery options. As the review found no evidence of significant duplication or structural weaknesses within the current business support ecosystem, the options appraisal focused on identifying the delivery model best placed to strengthen existing arrangements rather than replace them. 7. Business Performance Data and Benchmarking 7.1 Business support performance was benchmarked using the SLAED Performance Framework and compared against Perth and Kinross’s Local Authority Family Group and the Scottish average. Indicator Perth & Kinross Family Group Scotland Business start-ups per 10,000 working-age population 50 44 51 Three-year business survival rate (born 2021 still active in 2024) 62.3% 58.4% 57.6% Five-year business survival rate (born 2019 still active in 2024) 47.3% NA 44% Business Gateway-supported start-ups still trading per annum 254 210 213 Business Gateway unique customer accounts per annum 1,809 1,440 1,584 * Councils in PKC’s ‘Local Authority Family Group’: East Ayrshire, East Lothian, Fife, Moray, North Ayrshire, South Ayrshire and Stirling Review Findings 7.2 The review found that Perth and Kinross performs strongly relative to comparable local authority areas and continues to outperform comparator Page 27 of 254
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averages across a number of key measures relating to business start-up activity, business survival and business support engagement. 7.3 The evidence indicates that the current business support ecosystem is contributing positively to the strength, resilience and growth of the local business base. Benchmarking also demonstrates that existing arrangements are delivering positive outcomes for businesses and compare favourably with both the Local Authority Family Group and Scotland as a whole. Key Conclusions 7.4 The benchmarking evidence provides assurance that the current business support ecosystem is performing effectively and supporting positive business outcomes. The review found no evidence that fundamental changes to existing business support arrangements are required on the basis of performance. Instead, future activity should focus on building on existing strengths, addressing identified opportunities for improvement and ensuring support continues to evolve in response to changing business needs. 7.5 Whilst benchmarking provides a valuable comparison of performance outcomes, it has been considered alongside business engagement, survey findings, service performance information and partner feedback to provide a balanced assessment of the effectiveness of current arrangements. 8. Business Survey Findings 8.1 To inform the review, Perth and Kinross Council undertook a Business Support Survey during 2026 to better understand business experiences, awareness of support services and future support requirements. Survey Overview 8.2 Twenty-five businesses responded, representing a range of sectors, locations and business sizes. 8.3 Whilst the sample size is relatively modest and should not be regarded as statistically representative of the wider business community, the findings provide valuable qualitative insight into business experiences, perceptions and future priorities. The survey findings have been considered alongside business engagement activity, partner discussions, benchmarking information and service performance data to inform the overall conclusions of the review. 8.4 Key findings include: • approximately two-thirds of respondents had accessed business support during the previous year; • Business Gateway and GrowBiz were the most frequently used funded services; • businesses valued one-to-one advice, mentoring and networking opportunities; • overall satisfaction with business support was positive; Page 28 of 254
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• businesses identified funding, business growth, digital support and networking as continuing priorities; • respondents highlighted opportunities to improve awareness of available support and simplify the customer journey. Review Findings 8.5 The review found that businesses recognise the breadth and quality of support available across Perth and Kinross and place particular importance on personalised advice delivered through trusted local organisations. The findings also reinforce the importance of maintaining accessible support throughout the business lifecycle. 8.6 Whilst the survey identified opportunities to improve awareness of available support and make the business support landscape easier to navigate, it did not identify significant gaps in provision and highlighted opportunities to improve awareness and navigation of support services. Key Conclusions 8.7 The survey findings suggest that future improvements should focus on strengthening communication, simplifying customer journeys and improving referral pathways between business support providers. These findings support the review's wider conclusion that future effort should concentrate on enhancing the effectiveness of the existing ecosystem rather than restructuring current delivery arrangements. 9. Council-Led Business Support and Partnership Working 9.1 Whilst funded business support services play an important role, Perth and Kinross Council also delivers a wide range of interventions that create the conditions for business start-up, growth, investment and long-term economic resilience. These include business intelligence and engagement, account management, inward investment, commercial property, infrastructure, planning and partnership working. Collectively, these activities support entrepreneurship, business growth, employment and inclusive economic development. Business Intelligence and Business Engagement 9.2 Understanding business needs is fundamental to effective support. The Council gathers intelligence through its CRM system, the Top 100 Business Programme, Business Lead Officers, Growth Flag analysis, business visits, surveys and ongoing engagement with businesses and partners. This helps identify opportunities and barriers to growth, informs economic priorities and ensures businesses are directed to the most appropriate support. The Council’s wider approach to business engagement is set out in the accompanying report “Council Support to Businesses” (Report 26/219). Page 29 of 254
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Council-wide Business Support 9.3 Businesses engage with a wide range of Council services, including Planning, Building Standards, Licensing, Environmental Health, Roads, Property Services, Procurement and Employability. The Council's Business Friendly Cross-Service Group helps coordinate support across services, improving responsiveness and creating a more business-friendly environment. Investment and Business Growth Interventions 9.4 The Council delivers a range of direct interventions to stimulate investment and business growth, including commercial property investment (eg Commercial Property Investment Programme), employment land development, inward investment activity (eg Angel’s Share investment programme), grants (eg Green Capital Grant, Beyond Scotland Market Development Grant), recruitment incentives and regeneration programmes. Between 2024 and 2026, these interventions supported more than 190 businesses and employers, created over 110 jobs, awarded more than £1.2 million in grant funding and leveraged almost £9 million of private sector investment. These investments play an important role in supporting productivity, innovation, job creation and business resilience. Partnership Working and Regional Collaboration 9.5 The Council works closely with Business Gateway, GrowBiz, Scottish Enterprise, Scottish Development International, Skills Development Scotland, VisitScotland, the Supplier Development Programme and local business organisations to provide coordinated support at various stages of the business lifecycle. 9.6 This partnership approach strengthens referral pathways, reduces duplication and improves access to specialist advice. Strategic leadership is provided through the Perth and Kinross Economic Partnership, while Invest in Perth remains the principal platform for promoting business support and investment opportunities. Review Findings 9.7 The review found that Perth and Kinross Council plays a significant leadership and coordination role within the wider business support ecosystem. In addition to delivering direct interventions, the Council brings together partners, facilitates referrals, supports investment and ensures that businesses can access a coordinated range of services throughout their lifecycle. 9.8 The review also found that partnership working is a key strength of the current model. Perth and Kinross Council, Business Gateway, GrowBiz and national agencies fulfil complementary roles and work collaboratively to provide businesses with access to specialist advice and support. This collaborative approach reduces the risk of duplication and enables businesses to benefit from a broader range of expertise than could be delivered by any single organisation. Page 30 of 254
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Key Conclusions 9.9 The findings demonstrate that future improvements should build upon existing partnership arrangements rather than introduce fundamental structural change. Continued collaboration will be essential to maximise the opportunities presented through the Tay Cities Region Local Growth Fund and to ensure business support remains responsive to changing economic conditions and business needs. Future Opportunities and Regional Collaboration 9.10 The business support landscape will continue to evolve in response to changing economic conditions and business needs. Continued collaboration with local, regional and national partners will be essential to ensure businesses can access high-quality support. 9.11 The Tay Cities Region Local Growth Fund presents a significant opportunity to strengthen business support over the next two and a half years, with £2.385 million allocated to business growth, innovation, exporting, digital adoption, supply chain development, capital investment and net zero transition activity across the Tay Cities region. 9.12 Additional Tay Cities investment will support tourism and visitor economy initiatives, employer engagement and stronger links between businesses, skills providers and wider economic development partners. This investment provides an opportunity to review existing funded business support services. 10. Funded business support services Business Gateway delivered by Elevator 10.1 Business Gateway is the Council’s primary funded business support service for business start-up and early-stage growth. 10.2 The service is delivered regionally across Tay Cities Region through a procured contract funded centrally by the Scottish Government. Delivery forms part of the national Business Gateway framework coordinated through COSLA’s Business Gateway National Unit. Dundee City Council is the Lead Authority for the contract and there is a Memorandum of Understanding between Angus Council, Dundee City Council and Perth and Kinross Council. The regional contract value for 2026/27 is £1.2m and is delivered by Elevator. The current contract expires in March 2027, with an option to extend for a further year to March 2028. 10.3 Performance during 2025/26 remained strong. 10.4 Headline achievements include: • Perth and Kinross recorded 285 business start-ups, representing a 12.6% increase on the previous year. • Perth and Kinross was the only Tay Cities local authority to record an increase in business start-ups. Page 31 of 254
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• Perth and Kinross now accounts for almost 40% of all Business Gateway business starts across Tay Cities region. • Business Gateway supported over 1,270 businesses across Perth and Kinross through diverse activities such as networking events or training sessions. • Rural business start-up activity also continued to increase. 10.5 Business Gateway continues to perform well against national performance measures and provides an important entry point into the wider business support ecosystem. Through the national Business Gateway framework, businesses benefit from a consistent universal offer, whilst regional delivery enables services to be tailored to local priorities and circumstances. The chart below summarises the monthly Quality Assurance results based on customer feedback. The overall score incorporates responses relating to adviser satisfaction, enquiry handling, the local office experience, benefit outcomes and whether customers would recommend the service. Throughout the review period, customer satisfaction remained consistently high, providing further evidence of the quality and effectiveness of the service. 10.6 The Quality Assurance results demonstrate consistently high levels of customer satisfaction and provide additional assurance that Business Gateway is delivering a high-quality service. Whilst individual feedback identified opportunities for continuous improvement, the review found no recurring themes or systemic issues that would indicate concerns regarding overall service quality or performance. This evidence, together with contract performance information, benchmarking data and business feedback, supports the conclusion that Business Gateway continues to perform well and provides an effective universal business support service. GrowBiz 10.7 The Council also funds GrowBiz to provide specialist support for rural businesses, micro-businesses, social enterprises, creative industries and young entrepreneurs. 10.8 The contract value for 2026/27 is £140,000. During 2025/26, GrowBiz exceeded contractual targets. The GrowBiz Service Level Agreement (SLA) was agreed for 3 years and is due to be reviewed in March 2027. 10.9 Achievements include: • an increase in the number of businesses supported from 254 to 302 through diverse activities such as networking events; Page 32 of 254
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• Supporting 24 new businesses to start trading, alongside tailored mentoring and enterprise advice • expansion of the mentoring programme and peer support networks • increased engagement with schools and young entrepreneurs; • continued growth in support for food and drink businesses; • delivery of peer-to-peer learning and networking opportunities; • continued support for rural enterprise and community businesses. 10.10 The review found that GrowBiz provides a specialist offer focused primarily on rural businesses, micro-businesses, social enterprises, community enterprises and young entrepreneurs. This complements the wider business support ecosystem by providing targeted interventions alongside the universal business support available through Business Gateway and other delivery partners. The review also identified opportunities to strengthen coordination between universal and specialist business support, ensuring businesses experience a seamless customer journey and can access the most appropriate support at the right stage of their business lifecycle. Review Findings 10.11 The review found that Business Gateway and specialist business support provision fulfil distinct but complementary roles within the wider business support ecosystem. Business Gateway provides the Council’s principal universal business support service, supporting business start-up, early-stage growth and access to national programmes. Specialist provision provides additional targeted support for specific customer groups and business needs, strengthening the overall breadth of support available across Perth and Kinross. 10.12 Performance information, benchmarking data, business survey findings and partner engagement demonstrate that the current model is delivering positive outcomes for businesses. The review found no evidence that the existing regional Business Gateway delivery model is underperforming or that withdrawing from the regional arrangement would improve business outcomes, represent better value for money or strengthen the wider business support ecosystem. Instead, the evidence indicates that the greatest opportunities for improvement lie in strengthening integration, referral pathways and targeting local investment towards areas of greatest additionality and strategic value. This reflects the wider findings of the review and informs the preferred future delivery model considered in Section 12. Key Conclusions 10.13 The review concludes that future Business Gateway commissioning and partnership arrangements should continue to provide a strong universal business support offer whilst ensuring that local investment is increasingly focused on specialist interventions that deliver the greatest additionality and strategic value. This includes strengthening entrepreneurship, inclusive enterprise, rural enterprise, support for businesses with high growth potential, Community Wealth Building outcomes, improved referral pathways and enhanced collaboration across the wider business support ecosystem. The review therefore supports greater integration of specialist business support Page 33 of 254
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activity with the core Business Gateway offer, whilst retaining flexibility for future commissioning and partnership discussions. 11. Key Review Findings 11.1 This review considered the strength of the Perth and Kinross business base, the effectiveness of the wider business support ecosystem, the contribution of Council-led interventions, the performance of funded business support services and the future needs of businesses across Perth and Kinross. The evidence has been assessed against the review framework and provides a clear basis for determining the preferred future delivery model for Business Gateway. 11.2 Key Review Findings Review Theme Key Findings Implications for Future Business Support Business Base Perth and Kinross has a strong, diverse and resilient business base with above-average business survival rates and significant growth potential. Continue supporting entrepreneurship, productivity, innovation and business growth. Business Support Ecosystem Businesses benefit from a comprehensive business support ecosystem delivered through Perth and Kinross Council, Business Gateway, GrowBiz and national partners. Maintain the existing ecosystem whilst strengthening collaboration and coordination. Business Performance Benchmarking and performance information demonstrate positive outcomes and compare favourably with similar local authority areas. Build on existing strengths rather than fundamentally restructuring current arrangements. Business Survey Businesses value personalised support but identified opportunities to improve awareness and navigation of services. Improve customer journeys, communications and referral pathways. Council-led Support The Council plays a key leadership, coordination and investment role within the business support ecosystem. Continue strengthening partnership working and place-based economic development. Funded Business Support Business Gateway and GrowBiz provide complementary services and are delivering positive outcomes for businesses. Strengthen integration and local delivery priorities whilst retaining the strengths of the current model. 11.3 Overall, the review found that Perth and Kinross benefits from a strong and resilient business base. No significant structural gaps or unnecessary duplication of services were identified. Instead, the principal opportunities for improvement relate to strengthening collaboration between delivery partners, improving awareness of available support, enhancing referral pathways and increasing targeted support for entrepreneurship, inclusive enterprise and businesses with high growth potential. 11.4 Importantly, the review found no evidence that fundamental restructuring of the business support ecosystem or withdrawal from the existing regional Business Gateway delivery model would improve business outcomes, represent better value for money or strengthen the overall effectiveness of Page 34 of 254
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business support provision. Instead, the evidence supports building on the strengths of the current arrangements through enhanced local delivery priorities, stronger partnership working and continued regional collaboration. 11.5 These findings informed the assessment of future Business Gateway delivery options set out in Section 12. The options appraisal considered which delivery model is best placed to build upon the strengths identified through the review, address the opportunities for improvement and deliver the greatest long-term benefit for businesses and the wider Perth and Kinross economy. 12. Future delivery of Business Gateway Option Appraisal 12.1 As requested by Committee, the review considered a range of options for the future delivery of Business Gateway services. In doing so, the appraisal considered not only the performance of Business Gateway itself, but also the findings of the wider Business Support Review, including the strength of the Perth and Kinross business base, the effectiveness of the wider business support ecosystem, the activities delivered by GrowBiz and other delivery partners, future opportunities arising through the Tay Cities Region Local Growth Fund, and the Council's ambitions for entrepreneurship, Community Wealth Building and inclusive economic growth. 12.2 The review concluded that Perth and Kinross benefits from a strong and well- established business support ecosystem. Businesses have access to support throughout the business lifecycle and existing arrangements are delivering positive outcomes in relation to business start-up, business survival, business growth and business engagement. The review found no evidence that fundamental restructuring of business support arrangements is required. Instead, the greatest opportunities for improvement lie in strengthening integration, partnership working, entrepreneurship, inclusive enterprise activity, referral pathways and support for businesses with growth potential. 12.3 Four delivery options were therefore assessed against the following criteria: • Strategic Fit and Alignment with Economic Priorities; • Business Performance and Outcomes; • Value for Money; • Entrepreneurship, Inclusive Growth and Community Wealth Building; and • Partnership Working, Deliverability and Future Flexibility. 12.4 A detailed appraisal is provided in Appendix 3. The overall assessment is summarised below. Option Summary Overall Assessment Option 1 Continue regional model Strong performing option but limited additionality Option 2 Procure dedicated Perth and Kinross service Greater flexibility but increased cost and risk Page 35 of 254
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Option 3 Bring service in-house Maximum control but highest implementation risk Option 4 Retain regional model with enhanced local priorities Preferred option - strongest overall balance of performance, value for money and strategic fit Preferred Option 12.5 The review concludes that Option 4 – Continuation of Business Gateway delivery model with enhanced local delivery priorities is the preferred option for the future delivery of Business Gateway services. 12.6 Under this option, Perth and Kinross Council would continue to participate in the existing regional Business Gateway delivery model whilst strengthening local delivery priorities through greater integration of specialist business support activity currently delivered by GrowBiz and other delivery partners. Business Gateway would continue to provide the core universal business support offer, including business start-up support, growth advice, workshops, digital support and access to national Business Gateway services. 12.7 Local investment and partnership activity would increasingly focus on areas identified through the review as providing the greatest additionality and strategic value, including: • entrepreneurship and business creation; • youth entrepreneurship; • rural enterprise; • women's enterprise; • social enterprise and community enterprise; • inclusive enterprise and self-employment; • mentoring and peer support; • Community Wealth Building outcomes; • place-based enterprise activity; • support for businesses with high growth potential; and • strengthened referral pathways across the business support ecosystem. Why Option 4 is Preferred 12.8 Option 4 achieved the highest overall appraisal score because it best reflects the findings of the Business Support Review. It retains the strengths of the existing regional Business Gateway model whilst directly responding to the opportunities identified through the review, particularly around entrepreneurship, inclusive enterprise, Community Wealth Building, partnership working and targeted local investment. 12.9 The option: • retains a high-performing Business Gateway service that is delivering positive outcomes for businesses across Perth and Kinross; • builds upon established regional partnerships and economies of scale; • recognises and strengthens the activities currently delivered by GrowBiz within the wider business support ecosystem; Page 36 of 254
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• aligns strongly with the Perth and Kinross Economic Action Plan, Tay Cities Regional Economic Strategy and Community Wealth Building ambitions; • supports inclusive economic growth and anti-poverty objectives through increased focus on entrepreneurship and inclusive enterprise; • provides flexibility to respond to emerging business needs and opportunities arising through the Tay Cities Region Local Growth Fund; and • avoids the cost, complexity and implementation risks associated with procuring a separate service or bringing delivery in-house. 12.10 Whilst Option 1 performs strongly and would be a credible option, Option 4 was preferred as it provides a mechanism to address the principal opportunities identified by the review, particularly around entrepreneurship, inclusive enterprise, Community Wealth Building and support for growth businesses. Financial and Risk Implications 12.11 The preferred option can be delivered within existing approved budgets and does not require the procurement of a new service or the establishment of an in-house delivery model. It therefore avoids the mobilisation, staffing, governance and transition costs associated with alternative options. Enhanced activity will be achieved primarily through refocusing existing resources, strengthening integration and collaboration between delivery partners and maximising external funding opportunities, including the Tay Cities Region Local Growth Fund. 12.12 The primary objective is improved outcomes and targeting rather than budget savings, although future commissioning discussions could identify efficiencies or opportunities to redirect investment toward local priorities including GrowBiz current funding allocations into the Business Gateway regional delivery model. 12.13 The principal risks relate to ensuring effective collaboration between delivery partners and maintaining alignment between regional Business Gateway arrangements and local priorities. These risks are considered low to medium and can be mitigated through existing governance arrangements, regular performance monitoring, strengthened referral pathways and continued partnership working between Perth and Kinross Council, Business Gateway and other partners. Conclusion 12.14 Having considered the evidence gathered through the Business Support Review, the performance of existing services, benchmarking information, business engagement activity and future economic development opportunities, officers conclude that retaining the regional Business Gateway model while enhancing local partnership delivery represents the most effective and proportionate approach. 12.15 The preferred option retains the strengths and value for money of the existing model whilst providing greater focus on entrepreneurship, inclusive enterprise, Community Wealth Building and support for growth businesses. It therefore Page 37 of 254
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offers the strongest overall fit with the Council's economic development priorities and the future needs of businesses across Perth and Kinross. 13. Future Focus 13.1 The review has identified a strong and well-established business support ecosystem across Perth and Kinross, with a broad range of services available to businesses at different stages of development. Opportunities for improvement relate primarily to enhancing coordination, visibility and navigation of existing support rather than introducing significant structural change. 13.2 On this basis, the preferred approach is to build on existing strengths by strengthening collaboration between partners, improving referral pathways and ensuring businesses can access the right support at the right time. 13.3 The key priorities for future business support activity are: • increasing entrepreneurship, self-employment and business creation, particularly amongst young people, women, rural communities and under- represented groups; • strengthening support for businesses with high growth potential, including those seeking to improve productivity, innovate, access new markets and scale up; • enhancing inclusive enterprise activity and maximising the contribution business support can make to tackling poverty and promoting inclusive economic growth; • supporting the delivery of Community Wealth Building objectives through place-based approach, local enterprise development, supply chain growth and local wealth retention; • improving awareness of available support and creating clearer customer journeys across the business support ecosystem; • strengthening referral pathways and collaboration between Business Gateway, Perth and Kinross Council, national agencies and wider partners; • maximising opportunities arising from the Tay Cities Region Local Growth Fund and other regional and national investment programmes; • continuing to develop business intelligence and proactive engagement to better understand emerging business needs and opportunities; and • ensuring support remains responsive to changing economic conditions, technological change, workforce challenges and the transition to net zero. 13.4 The preferred option identified through the Business Gateway appraisal provides a strong foundation for delivering these priorities. By retaining the existing regional Business Gateway model whilst enhancing local partnership activity and targeted interventions, Perth and Kinross will be well placed to support entrepreneurship, business growth, innovation, investment and inclusive economic growth over the coming years. 13.5 These priorities will inform future discussions with current Business Gateway operator, GrowBiz and other partners and will be reflected in future service planning, commissioning arrangements and performance monitoring. These Page 38 of 254
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discussions would take place throughout 2026/2027 and 2027/2028. Particular emphasis will be placed on ensuring that local investment is targeted towards areas where it can deliver the greatest additionality and contribute most effectively to the ambitions of the Perth and Kinross Economic Action Plan and wider Council priorities. 13.6 The following table provides a high-level mapping of key priorities for future business support activity and partners: Opportunity Area Organisation Future Focus Business start-up and early growth Rural businesses/ inclusive Business Gateway Operator(s) Increase entrepreneurship activity at idea and early start-ups stages, strengthen rural delivery and inclusive enterprise, start-ups and early growth stages with targeted place-based approach Scale-up / High- growth businesses Business Gateway Operator(s) / PKC / Scottish Enterprise Greater focus on account management and scale-up support Skills Skills Development Scotland / UHI Perth/PKC Strengthen employer engagement Innovation Scottish Enterprise / Universities / Research institutions (eg James Hutton Institute) Increase awareness and referrals Finance PKC Grants / Angel’s Share / Public and Private finance Improve investment readiness and private investment Property PKC (Commercial Property Investment Programme) / Private sector Continue delivery of employment land and business units Net Zero Clean Growth Axis (PKC and partners) Increase business engagement and private investment Export Scottish Development International Increase targeted export Community Wealth Building PKC / anchor employers Generate wider economic and social value through local procurement, workforce development, community wealth building approaches and investment in local supply chains. Page 39 of 254
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14. Conclusion 14.1 Perth and Kinross benefits from a strong, diverse and resilient business base supported by a comprehensive business support ecosystem delivered through Perth and Kinross Council, Business Gateway, GrowBiz and a range of regional and national partners. Collectively, these organisations provide support throughout the business lifecycle and make an important contribution to entrepreneurship, business growth, innovation, investment and employment. 14.2 The review demonstrates that existing business support arrangements are performing well. Benchmarking data, business engagement, survey feedback and service performance information indicate that businesses value the breadth of support available and that Perth and Kinross compares favourably with similar local authority areas across a range of measures including business start-up activity, business survival and business growth potential. 14.3 The review found no evidence that fundamental restructuring of the business support ecosystem is required. Instead, the evidence supports a continued focus on strengthening integration, partnership working, improving awareness of existing support, enhancing referral pathways, increasing support for entrepreneurship and inclusive enterprise activity, and targeting interventions towards businesses and sectors with the greatest growth potential. 14.4 Having considered the available evidence and the options appraisal, the review concludes that Option 4 – Continuation of Business Gateway Regional Delivery Model with enhanced local delivery priorities represents the most effective future delivery arrangement for Business Gateway services. This option retains the strengths and value for money of the existing regional Business Gateway model whilst providing greater focus on entrepreneurship, inclusive enterprise, Community Wealth Building, support for high-growth businesses and stronger partnership working across the wider business support ecosystem. The preferred option builds upon, rather than replaces, existing arrangements. 14.5 Accordingly, the report recommends that Perth and Kinross Council continues to participate in the regional Business Gateway delivery model whilst seeking greater integration of activities delivered by GrowBiz and other partners into the regional Business Gateway delivery model to sustain and improve business support ecosystem and deliver a coordinated programme of interventions that supports businesses at every stage of their journey and contributes to sustainable and inclusive economic growth across Perth and Kinross. 15. Impact and Value Assessment 15.1 Link to IVA - Business_Support_Review.pdf 16. Appendices 16.1 Appendix 1 - Business Support Landscape Page 40 of 254
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16.2 Appendix 2 - Business Support Survey 16.3 Appendix 3 - Option Appraisal - Future Delivery of Business Gateway Page 41 of 254
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Appendix 1 The Business Support Landscape The Business Support Review found that Perth and Kinross benefits from a comprehensive business support ecosystem, delivered through strong partnership working between Perth and Kinross Council, funded providers and national agencies. The typical business lifecycle stages are illustrated below: Examples of typical support interventions at each stage are provided below: Stage Typical Support Idea Schools, entrepreneurship, enterprise education Start-Up 1to1 sessions, baseline templates, peer support, grants, premises Early Growth Advice, mentoring, digital adoption, export readiness Scale-Up Investment, exporting, property expansion Mature Innovation, recruitment, skills Anchor Business Supply chains, community wealth building Innovation/ Succession Renewal Succession, decarbonisation, diversification 6 Page 43 of 254
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Perth and Kinross businesses access support from a range of organisations at various stages of their lifecycle. Collectively these organisations provide access to: • Advice • Business accelerators • Equity-raising support • Funding • Innovation support • Investor-related support • Inward investment services • Mentoring • Networking opportunities • Sector-specific expertise • Skills support • Specialist interventions Business support is currently delivered through: Organisation Primary Focus Perth and Kinross Council (direct delivery) Business engagement, investment, grants, planning, licensing, commercial property, business intelligence and economic development, equity-raising support (programme) Business Gateway (funded services via procurement) Start-up support, business growth advice, workshops, one-to-one support, specialist advice, rural business support via Outreach Advisers Elevator UK (funded services via procurement) Business accelerators GrowBiz (funded services via agreement) Rural businesses, micro businesses, mentoring, peer support, young entrepreneurs, and administration of two sectoral groups Scottish Enterprise Innovation, productivity, internationalisation and high-growth businesses Scottish Development International Exporting and inward investment Page 44 of 254
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Skills Development Scotland Workforce development and skills VisitScotland Tourism business support Supplier Development Programme (funded services via Partnership between Local authorities and Scottish Government) Public sector procurement support Chamber of Commerce, FSB and other partners Networking, representation and specialist advice The diagram below provides an illustration of business support ecosystem in Perth and Kinross: Page 45 of 254
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Whilst the breadth of support available across Perth and Kinross is significant, the review found that businesses often engage with multiple organisations as they grow and develop. Whilst support organisations generally work well together, evidence gathered through the business survey, partner engagement and ecosystem mapping suggests that businesses can sometimes find the overall landscape difficult to navigate. This does not reflect a lack of provision. Rather, it highlights the importance of effective signposting, strong referral pathways and coordinated communication between providers to ensure businesses can access the right support at the right time. Page 46 of 254
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Page 1 Business Support in Perth and Kinross: Summary report This report was created on Monday 29 June 2026 at 08:09 and includes 25 responses. The activity ran from 18/05/2026 to 26/06/2026. Contents What is the size of your business? 3 Size of business 3 Please confirm the postcode of your main business premises. 3 Postcode 3 Select your business sector 4 Business sector 4 If you selected "other", please confirm your business sector 5 Business sector 5 How long have you been actively trading? 5 Time trading 5 What type of business support do you want or need? 5 What type of business support do you want or need? 5 Have you accessed any business support in the last 12 months? (April 2025 to March 2026) For example, Business Gateway, GrowBiz, Perth & Kinross Council, Scottish Enterprise, Skills Development Scotland, Chamber of Commerce etc. 6 Have accessed business support 6 Which organisations have you accessed support from in the last 12 months? 6 Which organisations have you accessed support from in the last 12 months? 6 If you answered 'Other' please provide more details below. 7 Other - Which organisations 7 What type of support did you receive? 7 What type of support did you receive? 7 If you answered 'Other' please provide more details below. 8 Other - What type of support did you receive? 8 How did you hear about the support you accessed? 8 How did you hear about the support 8 If you answered 'Other' please provide more details below. 8 Other - How did you hear about the support 8 How easy was it to access support overall? 9 How easy was it to access support overall? 9 Did your location make accessing support more difficult? 9 Did your location make accessing support more difficult? 9 If you answered 'Yes' please provide more details below. 9 Location access difficulty 9 Overall, how satisfied were you with the business support received? 10 Overall satisfaction with the support received 10 Would you like to expand on your response? 10 Additional response on overall satisfaction 10 Which areas of your business did the support you receive impact positively on? 10 Impact of support received 10 Overall, what was the impact on your business from the business support received? 11 Overall impact on business 11 Do you wish to add anything additional to your response? We welcome all feedback. 11 Do you wish to add anything further to your satisfaction or impact levels of the business support received? 11 How well did the support meet the needs of your business? 11 How well did the support meet the needs of your business? 11 If you have any comments about how well the support met your needs, please leave them below. 12 comments about how well the support met your needs, 12 Overall, how satisfied were you with the support received? 12 how satisfied were you with the support received 12 Which areas of your business did the support positively impact? 13 Which areas of your business did the support positively impact 13 6 Page 47 of 254
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Page 2 If you answered 'Other' please provide more details below. 13 Other - Which areas of your business did the support positively impact 13 What was the overall impact of the support? 14 What was the overall impact of the support? 14 What types of support would be most valuable to your business over the next 12 to 24 months? 15 What types of support would be most valuable to your business over the next 12 to 24 months? 15 If you answered 'Other' please provide more details below. 16 Other - What types of support would be most valuable to your business over the next 12 to 24 months? 16 How would you prefer to access business support? 16 How would you prefer to access business support? 16 If you answered 'Other' please provide more details below. 17 Pther - How would you prefer to access business support? 17 How clear is the current business support landscape overall? 17 How clear is the current business support landscape overall? 17 Would you use business support services again in future? 17 Would you use business support services again in future? 17 If you have any comments please provide more details below. 18 Other - looking ahead 18 Have you accessed support from Business Gateway in the last 12 months? 18 Have you accessed support from Business Gateway in the last 12 months? 18 How valuable was the support provided by Business Gateway? 18 How valuable was the support provided by Business Gateway? 18 If you have any comments about the support provided by Business Gateway you can leave them below. 18 If you have any comments about the support provided by Business Gateway you can leave them below. 18 Have you accessed support from GrowBiz in the last 12 months? 19 Have you accessed support from Growbiz in the last 12 months? 19 How valuable was the support provided by Growbiz? 19 How valuable was the support provided by Business Gateway? 19 If you have any comments about the support provided by Growbiz you can leave them below. 19 If you have any comments about the support provided by Business Gateway you can leave them below. 19 Did your business need support during this period? 19 Did your business need support during this period? 19 What were the main reasons you did not access support? 20 What were the main reasons you did not access support? 20 If you answered 'Other' please provide more details below. 21 No support - other 21 What type of support would have been most useful to your business? 22 What type of support would have been most useful to your business? 22 If you answered 'Other' please provide more details below. 23 Other - What type of support would have been most useful to your business? 23 Would you like to provide any additional comments? 23 Would you like to provide any additional comments? 23 If you have not accessed business support, or were unable to access it, what were the main reasons? 24 Why they didn't access business support 24 Would you like to add any additional information? 24 Would you like to add any additional information? 24 Would you like to sign-up to our mailing list? If so, please leave your details below. 25 Company name 25 Email address 25 Page 48 of 254
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Page 3 What is the size of your business? Size of business Micro (0 to 9 employees) Small (10 to 49 employees) Medium (50 to 249 employees) Large (250+ employees) Not Answered 0 21 Option Total Percent Micro (0 to 9 employees) 21 84.00% Small (10 to 49 employees) 2 8.00% Medium (50 to 249 employees) 2 8.00% Large (250+ employees) 0 0.00% Not Answered 0 0.00% Please confirm the postcode of your main business premises. Postcode There were 25 responses to this part of the question. Page 49 of 254
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Page 4 Select your business sector Business sector Electricity, gas, renewable energy and air conditioning supply Real estate Wholesale and/or retail trade (including repair of motor vehicles) Human health and social work Construction Manufacturing including food Public administration and/or defence including social security Administrative and support services Education Agriculture, forestry and fishing Water supply, sewerage and waste management Tourism accommodation and food service activities Financial and insurance activities Professional, scientific and technical activities Transportation and storage Recreation, entertainment, culture and the arts Information and communication Mining and quarrying Other Not Answered 0 6 Page 50 of 254
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Page 5 Option Total Percent Electricity, gas, renewable energy and air conditioning supply 0 0.00% Real estate 0 0.00% Wholesale and/or retail trade (including repair of motor vehicles) 4 16.00% Human health and social work 3 12.00% Construction 0 0.00% Manufacturing including food 1 4.00% Public administration and/or defence including social security 0 0.00% Administrative and support services 1 4.00% Education 0 0.00% Agriculture, forestry and fishing 1 4.00% Water supply, sewerage and waste management 0 0.00% Tourism accommodation and food service activities 5 20.00% Financial and insurance activities 2 8.00% Professional, scientific and technical activities 2 8.00% Transportation and storage 0 0.00% Recreation, entertainment, culture and the arts 0 0.00% Information and communication 0 0.00% Mining and quarrying 0 0.00% Other 6 24.00% Not Answered 0 0.00% If you selected "other", please confirm your business sector Business sector There were 6 responses to this part of the question. How long have you been actively trading? Time trading Under 1 year 1 to 3 years 4 to 10 years 10 years and over Not Answered 0 10 Option Total Percent Under 1 year 1 4.00% 1 to 3 years 5 20.00% 4 to 10 years 10 40.00% 10 years and over 9 36.00% Not Answered 0 0.00% What type of business support do you want or need? What type of business support do you want or need? There were 25 responses to this part of the question. Page 51 of 254
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Page 6 Have you accessed any business support in the last 12 months? (April 2025 to March 2026) For example, Business Gateway, GrowBiz, Perth & Kinross Council, Scottish Enterprise, Skills Development Scotland, Chamber of Commerce etc. Have accessed business support Yes No Not Answered 0 16 Option Total Percent Yes 16 64.00% No 9 36.00% Not Answered 0 0.00% Which organisations have you accessed support from in the last 12 months? Which organisations have you accessed support from in the last 12 months? Business Gateway GrowBiz Perth & Kinross Council – Business Growth Team Perth & Kinross Council – Skills & Employability Team Developing the Young Workforce Tay Cities Federation of Small Businesses Perthshire Chamber of Commerce Supplier Development Programme Scottish Enterprise Skills Development Scotland VisitScotland Other Not Answered 0 10 Page 52 of 254
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Page 7 Option Total Percent Business Gateway 8 32.00% GrowBiz 10 40.00% Perth & Kinross Council – Business Growth Team 0 0.00% Perth & Kinross Council – Skills & Employability Team 1 4.00% Developing the Young Workforce Tay Cities 0 0.00% Federation of Small Businesses 2 8.00% Perthshire Chamber of Commerce 0 0.00% Supplier Development Programme 1 4.00% Scottish Enterprise 0 0.00% Skills Development Scotland 0 0.00% VisitScotland 0 0.00% Other 1 4.00% Not Answered 9 36.00% If you answered 'Other' please provide more details below. Other - Which organisations There was 1 response to this part of the question. What type of support did you receive? What type of support did you receive? Start-up support Business growth support Specialist/expert advice Mentoring/coaching Workshops/training Networking/events Digital support Funding advice Accelerator programme Procurement/tendering support Skills/workforce support Other Not Answered 0 9 Page 53 of 254
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Page 8 Option Total Percent Start-up support 2 8.00% Business growth support 6 24.00% Specialist/expert advice 4 16.00% Mentoring/coaching 2 8.00% Workshops/training 9 36.00% Networking/events 7 28.00% Digital support 2 8.00% Funding advice 3 12.00% Accelerator programme 0 0.00% Procurement/tendering support 0 0.00% Skills/workforce support 2 8.00% Other 3 12.00% Not Answered 9 36.00% If you answered 'Other' please provide more details below. Other - What type of support did you receive? There were 3 responses to this part of the question. How did you hear about the support you accessed? How did you hear about the support Online / social media Word of mouth Event or workshop Through another organisation Existing relationship/contact Other Not Answered 0 9 Option Total Percent Online / social media 5 20.00% Word of mouth 4 16.00% Event or workshop 2 8.00% Through another organisation 0 0.00% Existing relationship/contact 8 32.00% Other 1 4.00% Not Answered 9 36.00% If you answered 'Other' please provide more details below. Other - How did you hear about the support There was 1 response to this part of the question. Page 54 of 254
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Page 9 How easy was it to access support overall? How easy was it to access support overall? Very easy Easy Neither easy nor difficult Difficult Very difficult Not Answered 0 9 Option Total Percent Very easy 9 36.00% Easy 2 8.00% Neither easy nor difficult 2 8.00% Difficult 1 4.00% Very difficult 2 8.00% Not Answered 9 36.00% Did your location make accessing support more difficult? Did your location make accessing support more difficult? Yes No Not Answered 0 15 Option Total Percent Yes 1 4.00% No 15 60.00% Not Answered 9 36.00% If you answered 'Yes' please provide more details below. Location access difficulty There was 1 response to this part of the question. Page 55 of 254
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Page 10 Overall, how satisfied were you with the business support received? Overall satisfaction with the support received Very satisfied Satisfied Neither satisfied or unsatisfied Unsatisfied Very unsatisfied Not Answered 0 9 Option Total Percent Very satisfied 9 36.00% Satisfied 2 8.00% Neither satisfied or unsatisfied 3 12.00% Unsatisfied 0 0.00% Very unsatisfied 2 8.00% Not Answered 9 36.00% Would you like to expand on your response? Additional response on overall satisfaction There were 8 responses to this part of the question. Which areas of your business did the support you receive impact positively on? Impact of support received Improved finances Access to new markets and customers Investment in equipment or technology Improved skills or confidence Jobs created or sustained No impact Not Answered 0 9 Page 56 of 254
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Page 11 Option Total Percent Improved finances 2 8.00% Access to new markets and customers 3 12.00% Investment in equipment or technology 1 4.00% Improved skills or confidence 9 36.00% Jobs created or sustained 1 4.00% No impact 4 16.00% Not Answered 9 36.00% Overall, what was the impact on your business from the business support received? Overall impact on business Major impact Significant impact Moderate impact Minor impact No impact Not Answered 0 9 Option Total Percent Major impact 1 4.00% Significant impact 3 12.00% Moderate impact 5 20.00% Minor impact 3 12.00% No impact 4 16.00% Not Answered 9 36.00% Do you wish to add anything additional to your response? We welcome all feedback. Do you wish to add anything further to your satisfaction or impact levels of the business support received? There were 4 responses to this part of the question. How well did the support meet the needs of your business? How well did the support meet the needs of your business? Fully met needs Mostly met needs Partly met needs Met needs slightly Did not meet needs at all Not Answered 0 9 Page 57 of 254
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Page 12 Option Total Percent Fully met needs 6 24.00% Mostly met needs 1 4.00% Partly met needs 4 16.00% Met needs slightly 3 12.00% Did not meet needs at all 2 8.00% Not Answered 9 36.00% If you have any comments about how well the support met your needs, please leave them below. comments about how well the support met your needs, There were 4 responses to this part of the question. Overall, how satisfied were you with the support received? how satisfied were you with the support received Very satisfied Satisfied Neither satisfied nor dissatisfied Unsatisfied Very unsatisfied Not Answered 0 9 Page 58 of 254
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Page 13 Option Total Percent Very satisfied 7 28.00% Satisfied 4 16.00% Neither satisfied nor dissatisfied 3 12.00% Unsatisfied 0 0.00% Very unsatisfied 2 8.00% Not Answered 9 36.00% Which areas of your business did the support positively impact? Which areas of your business did the support positively impact Financial performance Access to new markets/customers Investment in equipment or technology Improved skills or confidence Jobs created or sustained Business resilience Innovation/new products/services No noticeable impact Other Not Answered 0 9 Option Total Percent Financial performance 2 8.00% Access to new markets/customers 2 8.00% Investment in equipment or technology 0 0.00% Improved skills or confidence 6 24.00% Jobs created or sustained 1 4.00% Business resilience 2 8.00% Innovation/new products/services 0 0.00% No noticeable impact 5 20.00% Other 2 8.00% Not Answered 9 36.00% If you answered 'Other' please provide more details below. Other - Which areas of your business did the support positively impact There were 2 responses to this part of the question. Page 59 of 254
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Page 14 What was the overall impact of the support? What was the overall impact of the support? Major impact Significant impact Moderate impact Minor impact No impact Not Answered 0 9 Page 60 of 254
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Page 15 Option Total Percent Major impact 1 4.00% Significant impact 3 12.00% Moderate impact 6 24.00% Minor impact 3 12.00% No impact 3 12.00% Not Answered 9 36.00% What types of support would be most valuable to your business over the next 12 to 24 months? What types of support would be most valuable to your business over the next 12 to 24 months? Access to funding/grants Recruiting staff Workforce skills/training Digital support Marketing/social media Exporting/international trade Net Zero/sustainability Premises/property support Start-up support Business growth/scaling Innovation/product development Tourism support Networking opportunities Procurement/tendering Leadership/management development Financial/business planning Mentoring/coaching Peer support/networking Other Not Answered 0 12 Page 61 of 254
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Page 16 Option Total Percent Access to funding/grants 12 48.00% Recruiting staff 1 4.00% Workforce skills/training 2 8.00% Digital support 5 20.00% Marketing/social media 5 20.00% Exporting/international trade 1 4.00% Net Zero/sustainability 5 20.00% Premises/property support 5 20.00% Start-up support 1 4.00% Business growth/scaling 9 36.00% Innovation/product development 0 0.00% Tourism support 0 0.00% Networking opportunities 8 32.00% Procurement/tendering 3 12.00% Leadership/management development 4 16.00% Financial/business planning 6 24.00% Mentoring/coaching 5 20.00% Peer support/networking 6 24.00% Other 2 8.00% Not Answered 9 36.00% If you answered 'Other' please provide more details below. Other - What types of support would be most valuable to your business over the next 12 to 24 months? There were 2 responses to this part of the question. How would you prefer to access business support? How would you prefer to access business support? In-person locally Online Hybrid mix of online and in-person One-to-one adviser support Workshops/events Peer networking opportunities No preference Other Not Answered 0 11 Page 62 of 254
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Page 17 Option Total Percent In-person locally 8 32.00% Online 4 16.00% Hybrid mix of online and in-person 11 44.00% One-to-one adviser support 9 36.00% Workshops/events 7 28.00% Peer networking opportunities 7 28.00% No preference 2 8.00% Other 0 0.00% Not Answered 9 36.00% If you answered 'Other' please provide more details below. Pther - How would you prefer to access business support? There was 1 response to this part of the question. How clear is the current business support landscape overall? How clear is the current business support landscape overall? Very clear Mostly clear Neither clear nor unclear Confusing Very confusing Not Answered 0 9 Option Total Percent Very clear 1 4.00% Mostly clear 6 24.00% Neither clear nor unclear 3 12.00% Confusing 5 20.00% Very confusing 1 4.00% Not Answered 9 36.00% Would you use business support services again in future? Would you use business support services again in future? Yes No Unsure Not Answered 0 13 Page 63 of 254
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Page 18 Option Total Percent Yes 13 52.00% No 0 0.00% Unsure 3 12.00% Not Answered 9 36.00% If you have any comments please provide more details below. Other - looking ahead There were 2 responses to this part of the question. Have you accessed support from Business Gateway in the last 12 months? Have you accessed support from Business Gateway in the last 12 months? Yes No Not Answered 0 9 Option Total Percent Yes 7 28.00% No 9 36.00% Not Answered 9 36.00% How valuable was the support provided by Business Gateway? How valuable was the support provided by Business Gateway? Very valuable Valuable Neutral Limited value No value Not Answered 0 18 Option Total Percent Very valuable 1 4.00% Valuable 3 12.00% Neutral 2 8.00% Limited value 0 0.00% No value 1 4.00% Not Answered 18 72.00% If you have any comments about the support provided by Business Gateway you can leave them below. If you have any comments about the support provided by Business Gateway you can leave them below. There were 2 responses to this part of the question. Page 64 of 254
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Page 19 Have you accessed support from GrowBiz in the last 12 months? Have you accessed support from Growbiz in the last 12 months? Yes No Not Answered 0 10 Option Total Percent Yes 10 40.00% No 6 24.00% Not Answered 9 36.00% How valuable was the support provided by Growbiz? How valuable was the support provided by Business Gateway? Very valuable Valuable Neutral Limited value No value Not Answered 0 15 Option Total Percent Very valuable 7 28.00% Valuable 1 4.00% Neutral 2 8.00% Limited value 0 0.00% No value 0 0.00% Not Answered 15 60.00% If you have any comments about the support provided by Growbiz you can leave them below. If you have any comments about the support provided by Business Gateway you can leave them below. There were 5 responses to this part of the question. Did your business need support during this period? Did your business need support during this period? Yes No Unsure Not Answered 0 15 Page 65 of 254
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Page 20 Option Total Percent Yes 8 32.00% No 0 0.00% Unsure 2 8.00% Not Answered 15 60.00% What were the main reasons you did not access support? What were the main reasons you did not access support? I was not aware of the support available I was unsure what support was right for my business I did not know how to access support The process felt too complicated or time-consuming I did not meet the eligibility criteria Support was not available when I needed it The support did not feel relevant to my business needs I prefer to manage things independently I had a poor experience previously My location made it difficult to access support Time pressures / too busy to engage Other Not Answered 0 17 Page 66 of 254
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Page 21 Option Total Percent I was not aware of the support available 4 16.00% I was unsure what support was right for my business 3 12.00% I did not know how to access support 1 4.00% The process felt too complicated or time-consuming 0 0.00% I did not meet the eligibility criteria 0 0.00% Support was not available when I needed it 1 4.00% The support did not feel relevant to my business needs 0 0.00% I prefer to manage things independently 0 0.00% I had a poor experience previously 1 4.00% My location made it difficult to access support 0 0.00% Time pressures / too busy to engage 2 8.00% Other 2 8.00% Not Answered 17 68.00% If you answered 'Other' please provide more details below. No support - other There were 2 responses to this part of the question. Page 67 of 254
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Page 22 What type of support would have been most useful to your business? What type of support would have been most useful to your business? Access to funding/grants Recruiting staff Workforce skills/training Digital support Marketing/social media Exporting/international trade Net Zero/sustainability Premises/property support Start-up support Business growth/scaling Innovation/product development Tourism support Networking opportunities Procurement/tendering Leadership/management development Financial/business planning Mentoring/coaching Peer support/networking Other Not Answered 0 16 Page 68 of 254
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Page 23 Option Total Percent Access to funding/grants 6 24.00% Recruiting staff 3 12.00% Workforce skills/training 3 12.00% Digital support 4 16.00% Marketing/social media 5 20.00% Exporting/international trade 0 0.00% Net Zero/sustainability 1 4.00% Premises/property support 2 8.00% Start-up support 0 0.00% Business growth/scaling 2 8.00% Innovation/product development 0 0.00% Tourism support 5 20.00% Networking opportunities 1 4.00% Procurement/tendering 0 0.00% Leadership/management development 1 4.00% Financial/business planning 2 8.00% Mentoring/coaching 1 4.00% Peer support/networking 1 4.00% Other 0 0.00% Not Answered 16 64.00% If you answered 'Other' please provide more details below. Other - What type of support would have been most useful to your business? There were 0 responses to this part of the question. Would you like to provide any additional comments? Would you like to provide any additional comments? There were 2 responses to this part of the question. Page 69 of 254
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Page 24 If you have not accessed business support, or were unable to access it, what were the main reasons? Why they didn't access business support I was not aware of the support available I was unsure what support was right for my business I did not know how to access support The process felt too complicated or time-consuming I did not meet the eligibility criteria Support was not available at the time I needed it The support did not feel relevant to my business needs I prefer to manage things independently I have had a poor experience previously My location made it difficult to access support Time pressures and too busy to engage Other Not Answered 0 16 Option Total Percent I was not aware of the support available 3 12.00% I was unsure what support was right for my business 2 8.00% I did not know how to access support 2 8.00% The process felt too complicated or time-consuming 1 4.00% I did not meet the eligibility criteria 0 0.00% Support was not available at the time I needed it 1 4.00% The support did not feel relevant to my business needs 1 4.00% I prefer to manage things independently 0 0.00% I have had a poor experience previously 0 0.00% My location made it difficult to access support 0 0.00% Time pressures and too busy to engage 2 8.00% Other 1 4.00% Not Answered 16 64.00% Would you like to add any additional information? Would you like to add any additional information? There were 3 responses to this part of the question. Page 70 of 254
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Page 25 Would you like to sign-up to our mailing list? If so, please leave your details below. Company name There were 15 responses to this part of the question. Email address There were 15 responses to this part of the question. Page 71 of 254
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Appendix 3 Option Appraisal - Future Delivery of Business Gateway Background The Business Support Review concluded that Perth and Kinross benefits from a strong, diverse and resilient business base supported by a mature and effective business support ecosystem. Businesses have access to support throughout the business lifecycle through Perth and Kinross Council, Business Gateway, GrowBiz, Scottish Enterprise, Skills Development Scotland and other regional and national partners. The review found that: • Perth and Kinross performs strongly in relation to business start-up activity, business survival and business growth potential. • Businesses value the personalised support, partnership working and breadth of support available. • Business Gateway and GrowBiz fulfil complementary roles within the wider business support ecosystem. • There is no evidence that fundamental restructuring of existing business support arrangements is required. • The greatest opportunities for improvement lie in strengthening entrepreneurship, inclusive enterprise, support for businesses with growth potential, integration, partnership working, referral pathways and Community Wealth Building outcomes. The appraisal therefore focuses on identifying the delivery model that best builds upon existing strengths whilst addressing the opportunities identified through the review. Critical Success Factors The review identified five critical success factors against which future Business Gateway arrangements should be assessed. Criteria Weighting Strategic Fit and Alignment with Economic Priorities 25% Business Performance and Outcomes 25% Value for Money 20% Entrepreneurship, Inclusive Growth and Community Wealth Building (CWB) 15% Partnership Working, Deliverability and Future Flexibility 15% Total 100% 6 Page 73 of 254
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Scoring Methodology Score Description 5 Excellent 4 Good 3 Adequate 2 Weak 1 Poor Option 1 – Continue Existing Regional Business Gateway Delivery Model Description Perth and Kinross Council would continue to participate in the existing regional Business Gateway contract and associated governance arrangements. Assessment The review found that the current model is performing well and provides a strong universal business support offer. Business Gateway supported more than 1,270 businesses and 285 business starts during 2025/26, with Perth and Kinross accounting for almost 40% of all business starts across the Tay Cities Region. The option offers continuity, established governance arrangements, economies of scale and low implementation risk. However, it largely maintains the status quo and does not fully address opportunities identified through the review to strengthen entrepreneurship, inclusive enterprise, Community Wealth Building and place-based delivery. Scoring Criteria Score Weighted Score Strategic Fit 4 1.00 Business Performance and Outcomes 5 1.25 Value for Money 5 1.00 Entrepreneurship, Inclusive Growth and CWB 3 0.45 Partnership, Deliverability and Flexibility 4 0.60 Total 4.30 Overall Assessment: Strong performing, low-risk option that maintains current success but offers limited additionality. Page 74 of 254
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Option 2 – Procure a Dedicated Perth and Kinross Business Gateway Service Description Perth and Kinross Council would withdraw from the regional arrangement and undertake a procurement exercise to appoint a dedicated service provider solely for Perth and Kinross. Assessment This option would provide greater local control over service delivery, specification and priorities and could allow support to be tailored more closely to local circumstances. However, the review found no evidence that the existing regional model is underperforming or that a dedicated local contract would deliver materially better outcomes. The option would increase procurement and contract management costs, reduce economies of scale and potentially weaken alignment with wider Tay Cities initiatives and regional investment opportunities. Scoring Criteria Score Weighted Score Strategic Fit 4 1.00 Business Performance and Outcomes 3 0.75 Value for Money 2 0.40 Entrepreneurship, Inclusive Growth and CWB 4 0.60 Partnership, Deliverability and Flexibility 2 0.30 Total 3.05 Overall Assessment: Offers greater local flexibility but insufficient evidence of additional benefits to justify increased cost and risk. Option 3 – Bring Business Gateway In-House Description Perth and Kinross Council would become directly responsible for delivering Business Gateway services. Assessment An in-house model would provide maximum control and enable closer integration with wider Economic Development, Employability, Place and Investment functions. However, implementation would require significant organisational change, including staffing, governance, operational systems and potential TUPE considerations. The Page 75 of 254
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review found no evidence that current arrangements are failing or that an in-house service would generate materially better outcomes than the existing model. The option would also introduce the highest implementation risk and divert officer time and resources away from business support delivery and economic growth activities. Scoring Criteria Score Weighted Score Strategic Fit 4 1.00 Business Performance and Outcomes 3 0.75 Value for Money 1 0.20 Entrepreneurship, Inclusive Growth and CWB 4 0.60 Partnership, Deliverability and Flexibility 1 0.15 Total 2.70 Overall Assessment: Provides maximum local control but represents the highest- risk and least cost-effective option. Option 4 – Continuation of the Business Gateway Delivery Model with enhanced local delivery priorities (Preferred Option) Description Perth and Kinross Council would retain participation in the existing regional Business Gateway model whilst enhancing local business support activity through greater integration of the activities currently delivered by GrowBiz and other delivery partners into the regional model. Business Gateway would continue to provide the core universal offer, including start- up support, business growth advice, workshops, digital support and access to national Business Gateway services. Local investment and commissioning activity would increasingly focus on areas identified through the review as providing greatest additionality and strategic value. Key Areas of Focus • Entrepreneurship and business creation. • Youth entrepreneurship. • Rural enterprise. • Women's enterprise. • Social enterprise and community enterprise. • Inclusive enterprise and self-employment. Page 76 of 254
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• Mentoring and peer support. • Community Wealth Building outcomes. • Place-based enterprise activity. • Businesses with high growth potential. • Stronger referral pathways across the business support ecosystem. • Alignment with Tay Cities Region Local Growth Fund opportunities. Assessment The review found that the principal opportunity for improvement lies not in restructuring Business Gateway, but in strengthening integration and the wider business support ecosystem and targeting local investment towards areas where it can achieve the greatest economic and social impact. This option recognises the complementary activities currently delivered by Business Gateway and GrowBiz. Business Gateway provides a high-performing universal business support service, whilst GrowBiz delivers specialist support focused on rural businesses, micro-businesses, social enterprises, young entrepreneurs and community enterprises. Together, these activities provide a broader and more inclusive offer across the business support ecosystem. The option directly addresses the key findings of the review by: • retaining a proven and cost-effective Business Gateway service; • strengthening entrepreneurship and inclusive enterprise activity; • supporting Community Wealth Building objectives; • enhancing support for growth businesses and priority sectors; • improving integration and partnership working and referral pathways; • maximising future Local Growth Fund opportunities; and • maintaining flexibility to respond to changing business needs. Scoring Criteria Score Weighted Score Strategic Fit 5 1.25 Business Performance and Outcomes 5 1.25 Value for Money 4 0.80 Entrepreneurship, Inclusive Growth and CWB 5 0.75 Partnership, Deliverability and Flexibility 5 0.75 Page 77 of 254
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Criteria Score Weighted Score Total 4.80 Overall Assessment: Best reflects the findings of the Business Support Review and provides the strongest balance of performance, value for money, integration, partnership working, inclusivity, flexibility and strategic alignment. Options Summary Option Total Score Option 4 – Continuation of Business Gateway Regional Delivery Model with enhanced local delivery priorities 4.80 Option 1 – Continue Existing Regional Business Gateway Delivery Model 4.30 Option 2 – Procure a Dedicated Perth and Kinross Business Gateway Service 3.05 Option 3 – Bring Business Gateway In-House 2.70 Preferred Option The review concludes that Option 4 – Continuation of Business Gateway Regional Delivery Model with enhanced local delivery priorities is the preferred option. This option retains the strengths, performance and value for money of the existing Business Gateway model whilst directly responding to the key opportunities identified through the review. It enables Perth and Kinross Council and its partners to focus resources on entrepreneurship, inclusive enterprise, Community Wealth Building, support for growth businesses and targeted local interventions, whilst maintaining continuity, regional collaboration and low implementation risk. Accordingly, Option 4 is considered the option most likely to maximise economic and social value for Perth and Kinross over the period of the next Business Gateway contract. Option 4 is not risk-free and that its higher score reflects a judgement that the benefits outweigh the risks. A high-level risk appraisal is provided below: Page 78 of 254
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Risks of Option 4 – Continuation of Business Gateway Regional Delivery Model with enhanced local delivery priorities Risk Potential Impact Mitigation Dependence on partner alignment Success relies on effective integration of activities currently delivered by Growbiz and other partners into the Business Gateway regional delivery model. If priorities diverge, benefits may not be realised. Formal review of partnership arrangements, revised specifications, regular performance reviews and agreed outcomes. Limited influence over core Business Gateway contract The Council remains part of a regional contract and cannot unilaterally redesign all aspects of the service. Continue active engagement through governance arrangements, procurement and specifications design and contract management processes. Benefits may take time to emerge Improvements in entrepreneurship, inclusive enterprise and community wealth building may take longer to measure than traditional Business Gateway outputs. Develop clear performance indicators and annual review arrangements. Potential overlap between providers Increased partnership working could create duplication or confusion if roles are not clearly defined. Strengthen specifications, referral pathways, customer journeys and responsibilities across partners. Funding uncertainty Elements of enhanced activity may rely on future Local Growth Fund or Council’s funding or other external funding opportunities. Prioritise activities within existing budgets and leverage external funding where available. Reputational risk If enhanced partnership working does not deliver additional outcomes. Robust monitoring and reporting against agreed outcomes. Overall Risk Assessment Low to Medium Risk The option retains an existing high-performing service and therefore avoids the significant implementation risks associated with Options 2 and 3. Most risks relate to achieving the additional benefits of enhanced integration and collaboration rather than maintaining existing service performance. Page 79 of 254
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Economy and Infrastructure Committee Date of Meeting: 26 August 2026 Report Title: Perth and Kinross Economic Action Plan (2025-2030) Annual Progress Report Report Number: 26/221 Report Author: Kirsty Easton, Business Growth Team Leader Organisational Lead: Serge Merone, Strategic Lead – Economy Development and Planning ___________________________________________________________________ 1. Purpose 1.1 The purpose of this Report is to provide the first annual progress update on the delivery of the Perth and Kinross Economic Action Plan (2025–2030), including progress against the agreed actions, the work of the Perth and Kinross Economic Partnership and the governance arrangements established to oversee delivery. 1.2 Sections 1. Purpose 2. Recommendations 3. Background/Context 4. Main Issues 5. Partnership Delivery 6. Communications and Engagement 7. Business Champions 8. Data Working Group 9. Collaborative Investment 10. Economic Summit 11. Review of the Action Plan 12. Conclusion 13. Impact and Value Assessment 14. Appendices 7 Page 81 of 254
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2. Recommendations It is recommended that the Committee: 2.1 Notes the good progress made during the first year of delivery of the Perth and Kinross Economic Action Plan (2025–2030); 2.2 Notes the Action Plan progress update attached as Appendix 1, including progress against individual actions; 2.3 Notes the continued work of the Perth and Kinross Economic Partnership in coordinating delivery of the Action Plan and strengthening collaborative working across partner organisations; and 2.4 Asks that further annual progress reports continue to be presented to Economy and Infrastructure Committee. 3. Background/Context 3.1 In February 2025, the Economy and Infrastructure Committee endorsed the draft Perth and Kinross Economic Action Plan (2025–2030) and agreed that it should proceed to public consultation before being finalised by the Perth and Kinross Economic Partnership. The Action plan was finalised by the Partnership in May 2025 when it was formally published. 3.2 The Action Plan provides a shared framework for economic development activity across Perth and Kinross linking to the Tay Cities Regional Economic Strategy and Prospectus for Regional Growth (2025-2035). It focuses on growing a stronger, greener and fairer economy through collaborative action by public, private, education and third sector partners. 3.3 Delivery of the Action Plan commenced during 2025 and is led by Perth and Kinross Economic Partnership. The Partnership provides strategic oversight, challenge and coordination of delivery across partner organisations, ensuring a collaborative approach to achieving shared economic priorities. This report provides the first annual update on progress and demonstrates how the Partnership has continued to strengthen collaborative working whilst progressing delivery of the agreed actions. 4. Main Issues 4.1 Good progress has been made during the first year of delivery. A number of actions have now been completed, with the majority of remaining actions progressing as planned. Several longer-term projects continue to develop and will require ongoing partnership working, external investment and project development over the lifetime of the Action Plan. 4.2 Progress against each action has been reviewed, and an updated Action Plan is provided at Appendix 1. Actions have been assigned a Red, Amber or Green (RAG) status to provide a clear indication of delivery progress. Page 82 of 254
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4.3 Several significant actions have already been completed during the first year, whilst others have moved from planning into delivery. Examples include continued progress on strategic investment projects, development of business support initiatives, advancement of city centre regeneration activity and implementation of actions supporting clean growth, tourism and inward investment. 4.4 The Partnership recognises that several actions represent long-term transformational projects extending beyond a single reporting year. Progress therefore continues to be monitored through quarterly Partnership meetings, with delivery adapted where appropriate to reflect changing economic conditions, emerging opportunities and available funding. 5. Partnership Delivery Partnership Governance 5.1 The Perth and Kinross Economic Partnership has continued to meet quarterly throughout the year, providing strategic oversight of delivery of the Economic Action Plan. 5.2 Partnership meetings provide opportunities to: • monitor progress against agreed actions; • consider emerging economic opportunities and challenges; • align partner activity and resources; • identify opportunities for collaborative working; and • oversee delivery of shared economic development priorities. 5.3 The Partnership continues to bring together representatives from the Council, business support organisations, education providers, the private sector and the third sector, ensuring a coordinated approach to economic development across Perth and Kinross. 5.4 The high participation rates in meetings, events and joint activities and the good level of satisfaction amongst partners indicate efficient partnership working and that the Partnership is developing as a strong and quality partnership. 6. Communications and Engagement 6.1 Over the course of this first year the Partnership approved a Communications and Engagement Plan to support delivery of the Economic Action Plan. The Plan establishes a coordinated approach to promoting the Partnership’s priorities, communicating progress, engaging businesses and communities and strengthening awareness of economic opportunities across Perth and Kinross. It also supports inward investment activity through consistent messaging across partner organisations. Page 83 of 254
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6.2 Having a Communications and Engagement Plan in place supports the development of a clear joint narrative to be used through established communication channels. 7. Business Champions 7.1 The Partnership has also developed a Business Champions initiative to strengthen engagement with the local business community and demonstrate its customer-focused approach. 7.2 The initiative brings together respected business leaders from across Perth and Kinross to act as ambassadors for the region, promote the Economic Action Plan, support inward investment activity and provide practical business insight to help inform future priorities. 7.3 Business Champions will also support delivery of engagement activity including roundtable discussions, business events, place promotion and the inaugural Perth and Kinross Economic Summit. 8. Data Working Group 8.1 Recognising the importance of evidence-led decision making, the Partnership has established a joint Data Working Group with the Perth and Kinross Local Employability Partnership. 8.2 The purpose of the group is to improve the sharing and use of economic, labour market and demographic intelligence across partner organisations. The group will review existing data sources, identify opportunities to share information appropriately, develop common indicators and strengthen the evidence base used to inform investment decisions, policy development and targeting of support. 8.3 This collaborative approach will reduce duplication, improve understanding of local economic challenges and support more informed decision making across both partnerships. 8.4 Although a Regional Intelligence Hub has not been established yet as stated in the Plan, the Data Working Group is a robust starting point to contribute to its development. 9. Collaborative Investment 9.1 The Partnership has continued to play an important role in overseeing collaborative investment activity across Perth and Kinross. 9.2 During delivery of the UK Shared Prosperity Fund programme, partners collectively considered project proposals, agreed funding recommendations, monitored delivery, reviewed project performance and considered the reallocation of funding where appropriate. Page 84 of 254
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9.3 This collaborative governance approach has ensured that investment decisions reflect the priorities of the Economic Action Plan whilst benefiting from the expertise and challenge provided by a broad range of partners. 9.4 The good and efficient delivery of the UK Shared Prosperity Fund Programme has demonstrated an efficient sharing of financial resources. 9.5 Although there is a good commitment from Partners and sharing of specific tasks and actions, more progress would need to be made in relation to efficient sharing of staff and training. 10. Economic Summit 10.1 The Perth and Kinross Economic Partnership has also supported development of the inaugural Perth and Kinross Economic Summit which will take place on 9 September 2026. 10.2 Partnership members have contributed to programme development, and will assist through promotion of the event, facilitation of roundtable discussions, participation in the Economic Village and wider stakeholder engagement. The Summit will provide an opportunity to strengthen collaboration between businesses, partners and communities whilst promoting the shared ambitions of the Economic Action Plan. 11. Review of the Action Plan 11.1 The Economic Action Plan is intended to be a live document that evolves in response to changing economic circumstances and emerging opportunities. 11.2 At its May 2026 meeting, the Partnership agreed to undertake a comprehensive review of the Action Plan at its September 2026 meeting. This review will consider progress during the first year of delivery, update completed actions, review actions requiring amendment and identify any new collaborative priorities. 11.3 This approach ensures the Action Plan remains relevant, responsive and focused on delivering the greatest impact for Perth and Kinross. 12. Conclusion 12.1 The first year of delivery demonstrates that good progress has been made in implementing the Perth and Kinross Economic Action Plan. 12.2 Alongside progressing individual actions, the Perth and Kinross Economic Partnership has continued to strengthen collaborative working through robust governance, coordinated communications, enhanced business engagement, improved data sharing and joint investment decision making. 12.3 While a number of longer-term actions remain in development, the Partnership has established strong foundations for delivery and remains committed to continually reviewing and refining the Action Plan to respond to changing economic conditions and maximise opportunities for businesses, communities and residents across Perth and Kinross. Page 85 of 254
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13. Impact and Value Assessment This is an operational report, and as such, no further assessment is required. 14. Appendices 14.1 Appendix 1 - PK Economic Action Plan Progress Update 14.2 Appendix 2 - Communications and Engagement Plan Page 86 of 254
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GCPO Action What we're aiming for KPI Action Target/Milestones Timeline Lead Partner Other Partners Costs and funding sources RAG Links EG, TC, JTNZ, CG Develop the first phase of Perth Eco-Innovation Park as a strategic site for energy and mobility transition Grow the supply chain, support innovation and create a range of jobs and career opportunities in the clean growth sector. Number of jobs created, Hectares of employment land created Phase 1 enabling infrastructure developed Opportunities promoted May-29 PKC Scottish Enterprise, Scottish Development International £33m - PKC has already committed upto £3m to support design phase – existing budgets and external funding Feb Paper update Pre-construction works underway. Planning and Development work requiring agreements with landowners over Q3-4 2026 to enable the next phase of the project Feb 2026 update paper EG, TC, JTNZ, CG Develop Binn Eco-Park as a strategic site to support circular economy business opportunities Grow the supply chain, support innovation and create a range of jobs and career opportunities in the clean growth sector. Number of jobs created Master plan agreed Opportunities promoted June 25 Sept 25 (start) Binn Group PKC, Scottish Enterprise, Scottish Development International £20K - Existing budgets and external funding. £20K annually- Existing budgets and external funding Masterplan developed and been revised. Two circular economy projects in pipeline coming through Clean Growth Axis. A plastic waste remediation through fungus facility and an insect protein farm. Discussions early stage but have the potential to greatly improve Binn’s offering as a circular economy centre EG, TC, JTNZ, CG Position and market Perth and Kinross as a leader in energy and mobility transition and the circular economy Grow the supply chain, support innovation and create a range of jobs and career opportunities in the clean growth sector. Number of registered businesses in energy sector Level of investment attracted. Economic Development marketing and communication Plan incl. Invest in Perth website in place May-25 PKC Scottish Enterprise/ Scottish Development International £20K annually - Existing budgets and external funding The launch of the Clean Growth Axis (CGA)positions PKC as a leader in the transition towards a circular economy. The CGA provides a project development support platform that fosters the development of circular economy projects through coordination of support from across the public sector, academia, and industry bodies. An upcoming project to be taken through the CGA is the Kinross biochar plant. Currently in early stages of project development but this innovative project has the potential to demonstrate the synergies of energy production utilising sustainable circular materials as both an energy and circular economy project https://ww w.investin perth.co.u k/the- clean- growth- axis-perth- and- kinross EG, TC, JTNZ, CG Develop a programme of investable energy transition projects with the private sector Grow the supply chain, support innovation and create a range of jobs and career opportunities in the clean growth sector. Private sector investment leverage. Number of jobs created Strategic Energy Partnership in place Agreed programme Sept 25 Dec 25 PKC Private partners £100K - Existing budgets and external funding TBC – Public and private funding Work on the Strategic Energy Partnership is developing investable shortlist bundles of key energy projects across Perth and Kinross. More scoping development work and consultancy support is needed but work is progressing and promises to present a series of commercially attractive energy transition propositions EG, TC, JTNZ, ToC Develop the Perth City Centre Development and Design Framework to create a series of investable projects for street scape enhancements, property improvements and new developments which can be taken forward and delivered. Develop and deliver projects to regenerate areas in and around the City Centre which enhance the overall design and economic performance of Perth. Number of projects delivered. Public and private sector funding secured. Approved Perth City Centre Development and Design Network. May 25 (Adoption of Framework) PKC Property owners and other public and private sector partners. Staff time – Existing budgets and external funding Complete - the framework has moved into action and delivery phase. Perth-City- Centre- Developm ent-and- Design- Framewor k.pdf EG, TC, JTNZ, ToC Prepare for consultation with residents, businesses and tourism organisations on a local visitor levy. Increased levels of finance to re-invest in projects and activities which enhance the tourism offering in Perth & Kinross. Number of visitors. Direct expenditure. Total employment within the tourism sector. Consultation decision made March 25 (initial scoping paper. PKC Visit Scotland Residents. Tourism organisations Staff time – Existing budgets and external funding Complete - early engagement commenced summer 25 and completed by end of the year. Formal Engagement will commence August 26 EG, TC, JTNZ, ToC Options appraisal and implementation of recommended approach to deliver strategic and co- ordinated tourism destination marketing activity. Drive up visitation and spend from identified audiences, and establish a joint public-private approach to tourism destination marketing activity. Number of visitors. Direct expenditure. Total employment within the tourism sector. Perth and Kinross Tourism Action Plan. Options appraisal and recommended approach for destination marketing action plan. June 25 June 25 PKC VisitScotland. Businesses operating within the tourism sector. Staff time – Existing budgets and external funding Review and relaunch of PerthCityandTowns.co.uk website and Continued close working with VisitScotland on destination marketing activity. Home - Perth City and Towns These actions relate to our Grand Challenges: ‘Economic Growth’(EG), ‘Technological Change’(TC), ‘Just Transition to Net- Zero’ (JTNZ) and the Prospectus for Regional Growth Priority Opportunities: ‘Clean Growth for Smarter and Sustainable Places’ (CG), ‘Tourism and Culture’ (ToC) and ‘Digital’(D). Perth & Kinross Economic Action Plan - Progress 2025-2026 7 Page 87 of 254
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EG, TC, JTNZ, ToC Deliver the actions set out in the Strategic Tourism Infrastructure Development Plan. This includes investment in inclusive and accessible infrastructure, waste disposal network on A9, walking and cycling trails, and cycle infrastructure. Improve Perth and Kinross visitor infrastructure to enhance the visitor experience and ensure any developments take into account the requirements of local residents and communities. Number of visitors. Direct expenditure. Total employment within the tourism sector. Assess delivery against timescales set out in the Strategic Tourism Infrastructure Plan. Jun-25 PKC Visit Scotland. Businesses operating within the tourism sector. Staff time – Existing budgets and external funding TBC (Plan)- Existing budgets and external funding "Good progress made in delivery of plan since its publication in 2023. Intention to refresh plan in 2026/27. Some examples are: Tay: River Tay Way Hub, Aberfeldy / Grandtully Visitor Management Facilities, South: Loch Leven Heritage Trail, Rural Ranger Service - Travel Trade Training – Supporting businesses to maximise opportunities through specialist one to many webinars, masterclasses and one-to-one mentoring with White Stag Tourism to ensure businesses are trade Ready. • Inclusive Tourism – A four-part programme which was focused on helping tourism businesses communicate their accessibility through AccessGuides. The Access Guides were then all hosted on Access Able • Industry Networking & Knowledge Sharing – Events such as Perthshire Talks Tourism: Foodie Edition and Tourism- Strategy- and- Action- Plan-2025- 2030- updated.p df EG, TC, JTNZ, ToC Develop and deliver sector specific business support programmes and accelerators for the tourism sector. Support the growth of businesses in the tourism sector including agri-tourism. Total employment in the tourism sector. Tourism specific business support programme developed. Mar-25 PKC Business Gateway GrowBiz Visit Scotland. £40K annually - Existing budgets and external funding Accelerator Programmes delivered in Nov/Dec 25 and Jan/Feb 26. EG, TC, JTNZ, D Develop and deliver sector specific business support programmes and accelerators for the creative industries and digital sector. Increase the number of start-ups and the growth of existing businesses in the creative industries and digital sector. Number of businesses operating in the creative industries and digital sector. Number of businesses reporting growth in the creative industries and digital sector. Total employment in the creative industries and digital sector. Creative industries and digital specific business support programme developed. Mar-25 PKC Business Gateway GrowBiz WASPS. CodeBase. £40K annually - Existing budgets and external funding Accelerator Programmes delivered in Nov/Dec 25 and Jan/Feb 26 GCPO Action What we're aiming for KPI Action Target/Milestones Timeline Lead Partner Other Partners Costs and funding sources RAG TI Work with employers to encourage the adoption of inclusive employment & fair work practices including caring responsibilities Increase the average earnings of people working in Perth and Kinross and reduce the number of households experiencing or at risk of poverty Number of employers adopting fair work practices Business Champions Group created Promotion Campaign Launched Dec 25 March 26 Perthshire Chamber of Commerce, PKC £10K – existing budgets £40K – existing budgets and external funding TBC - Action to be reviewed and amended in September 26 TI, ST Provide business and skills support to start-ups, and grow childcare provision which meets the needs of parents/carers Help parents/carers and economically inactive people to enter or re-enter employment Number. of places created Bespoke provision in place Jun-25 PK Business Partnership PKC (Education) £60K annually - Existing budgets and external funding TBC - Action to be reviewed and amended in September 26 TI, ST Provide business and skills support to start-ups, and grow healthcare provision which meets the needs of our rural communities Help carers and economically inactive people in rural communities to re-enter and enter employment Number of businesses supported Bespoke provision in place Jun-25 Business Gateway, GrowBiz PKC, £60K annually - Existing budgets and external funding TBC - Action to be reviewed and amended in September 26 TI Expand the Future for Families Programme – an integrated approach to tackling child poverty through a combination of actions to support priority parents Help carers and economically inactive people to re-enter and enter employment and reduce the number of households experiencing or at risk of poverty Number of families supported with positive outcomes New activities programme in place Jun-25 Business Gateway, GrowBiz (this should be Local Employability Partnership, BG and GB have no involvement in delivery) PKC, Skills and Employment Support £100K annually - Existing budgets and external funding Programme in place. Exceeding forcast engagement and outcome targets TI, ST Develop a new and comprehensive programme of Sector Skills Academies focussing on local sectors where we know businesses are struggling to recruit – focus likely to be on rural skills; transport and logistics; health & care including. childcare; hospitality & construction. Help carers and economically inactive people to re-enter and enter employment and reduce the number of households experiencing or at risk of poverty Number of individuals successfully completing Academies Programme developed Jun-25 Local Employability Partnership PKC Skills and Employment Support £100K annually – Existing budgets and external funding Sector based academeies being delivered in Health and Social care, Construction, Active Leisure, Rural Skills and Hospitality These actions relate to our Grand Challenges: ‘Tackling Inequalities’(TI) and the Prospectus for Regional Growth Priority Opportunities: ‘Skills and Talent’(ST). Page 88 of 254
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Action What we're aiming for KPI Action Target/Milestones Timeline Lead Partner Costs and funding sources RAG Identify existing and scan future available financial resources and agree a process to allocate available financial resources Efficient sharing of financial resources The amount of financial resources shared among partners and the impact on cost savings or project success. Funding sources mapped out Process in place May 25 May 25 Partnership Staff time - Existing budgets and external funding UK Share Prosperity Fund process and Programme in place, funding allocated and delivery. Further work needed for other sources of funding. Identify existing and future Partnership’s members capacity and expertise, agree Partnership’s members’ leading and supporting roles for each action and implement co- training programme Efficient sharing of staff resources The number of staff shared/funded among partners and the impact on cost savings or project success. Staff capacity mapped out and roles identified Co-training programme developed May 25 Sept 25 Partnership Staff time - Existing budgets and external funding £10K annually - Existing budgets and external funding Not started Develop and agree robust communication channels including a joint and shared marketing plan Clear joint narrative and communication Joint and shared marketing plan agreed Communication Plan agreed Marketing Plan agreed May 25 Sept 25 Partnership Staff time - Existing budgets and external funding £20K annually - Existing budgets and external funding Completed and being implemented Identify and agree incentives to sustain customers’ engagement High level of engagement from businesses and people Benefits experienced by businesses and people. Incentives in place Sept 25 Partnership £20K annually - Existing budgets and external funding Business Champions initiative in place - Creation of 3 Business Champions to support visibility, credibility and engagement of the Perth and Kinross Economic Partnership Contribute to set up a Regional Intelligence Hub Evidence our economic performance, place and sectoral opportunities to support our evidence- based approach Regional Intelligence Hub set up and running Regional Hub terms agreed Sept 25 Partnership £10K annually - Existing budgets and external funding Joint Data working group established with Local Employability Partnership Develop a strong and quality Partnership Efficient partnership working Participation rates in meetings, events, and joint activities. 1st Annual Review March 26 Partnership Staff time - Existing budgets and external funding Partnership established and working with good level of participation and satisfaction To further build on existing local and regional actions, the Partnership is also proposing to deliver the following actions: Page 89 of 254
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1 APPENDIX 2 Perth and Kinross Economic Action Plan Communication and Engagement Plan Supporting the Perth and Kinross Economic Action Plan (2025–2030) Purpose To raise awareness, build trust, and drive engagement with the Perth and Kinross Economic Action Plan by delivering clear, consistent, and inclusive communications that reflect Perth and Kinross’s economic priorities and opportunities. Key Objectives • Promote the grand challenges and priority opportunities identified in the Action Plan. • Communicate the impact of partnership actions on local businesses, communities, and individuals. • Encourage stakeholder participation in delivering the plan. • Support investment attraction and regional branding efforts. • Leverage local business voices to promote and enhance credibility, peer to peer engagement for the Economic Action Plan and Inward Investment propositions and prospectus. Target Audiences • Local businesses and entrepreneurs o Engagement with this audience will be supported by a small number of Business Champions, representing a mix of sectors, geographies (Urban / Rural) and career stages to strengthen communication and trust. • Residents and community groups • Investors and developers • Educational institutions and young people • Public sector partners and elected members • National and regional economic bodies Core Messages • Perth and Kinross is emerging as a regenerative economy leader — an approach that is both human-centred and nature-friendly, enabling everyone to live well, free from poverty and inequality. This regenerative economy is anchored in innovation and growth sectors such as clean energy, circular economy, agri-tech (including regenerative farming), and rural innovation. It is also supported by foundational sectors including tourism, food and drink, financial services, and care. • The Partnership is working collaboratively to tackle inequalities, support enterprise, and transition to net zero. • The Action Plan is evidence-based, community-informed, and focused on delivery. 7 Page 91 of 254
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2 • Everyone has a role to play in building a stronger, greener, and fairer economy. Channels and Tools • Invest in Perth and Perth City & Towns websites and social media • PKC and partner websites and newsletters • Video and podcast content featuring local voices and success stories • Annual Business and Economic Summit and roundtable discussions across the region • Local media and press releases • Community engagement platforms and surveys Business Champions A small cohort of respected business leaders acting as public-facing reps for the Perth and Kinross Economic Partnership. Business Champions will support delivery of the Communications and Engagement Plan by: • Providing credible, peer-led advocacy for the Economic Action Plan • Supporting promotion of Perth and Kinross’s inward investment opportunities • Participating in selected roundtable discussions and sector engagement activity • Contributing to Place Branding content (e.g. events, media, digital channels), supported by PKC officers • Acting as ambassadors at business events, including the Annual Economic Summit Appendix A provides details on Business Champions role and purpose. Campaign Phases 1. Launch Phase (Sept–Dec 2025) a. Announce the Action Plan and key initiatives. b. Share explainer content and infographics. c. Begin annual event planning and stakeholder outreach. 2. Engagement Phase (Jan–June 2026) a. Host roundtable discussions. b. Promote sector-specific programmes (e.g. tourism, clean energy, care). c. Share progress updates and success stories. d. Map of business awards e. Recruit and Introduce the Business Champions as advocates for the Economic Action Plan and region’s investment and growth ambitions. Page 92 of 254
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3 i. Business Champions to support selected engagement activity, including roundtables, sector discussions, and promotion of place and inward investment propositions and opportunities. 3. Delivery Phase (July 2026 onwards) a. Host roundtable discussions. b. Highlight milestones and KPIs. c. Showcase investment and job creation. d. Maintain regular updates and feedback loops. e. Annual Business and Economic Summit – 9th September 2026. i. Business Champions to act as ambassadors, hosts or contributors, supported by PKC officers. Partner Support and Collaboration • Leverage existing partner channels and networks. • Coordinate messaging through a shared marketing plan. • Pool resources for content creation, event delivery, and audience targeting. Monitoring and Evaluation • Track engagement metrics (reach, participation, sentiment). • Collect feedback from stakeholders and communities. • Report progress to the Partnership and PKC Committee. • Adjust strategy based on performance and insights. Page 93 of 254
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4 Appendix A – Business Champions Role and Purpose Purpose To strengthen the visibility, credibility and engagement of the Perth and Kinross Economic Partnership by appointing a small cohort of Business Champions from the local business community, who act as trusted public facing advocates for the region’s economy and inward investment propositions. Rationale • The partnership aims to strengthen collaboration with businesses across all sectors. • Engagement is most effective when led by respected peers from industry, reflecting a range of sectors, geography (urban / rural), experience and perspective. • A recognisable business figure can help build trust, increase participation, and reinforce delivery of the Economic Action Plan. Business Champion Model Rather than a single role, the Partnership would look to appoint 2-3 unpaid Business Champions, collectively providing; • A balance mix of business leaders • Representation from different sectors • Consideration of urban and rural perspectives • Inclusion of at least one younger leader or entrepreneur, where appropriate Role of the Business Champions Champions would collectively: • Act as independent business voices within the Partnership • Champion Perth and Kinross’s inward investment propositions and opportunities • Highlight opportunities and challenges facing local businesses • Attend and or front roundtable discussions and business forums (with PKC officer support) • Strengthen the flow of insights between the business base and the Partnership • Act as a public-facing ambassador/champion at events and stakeholder engagements • Help communicate the Partnership’s work and priorities to wider business audiences • Serve as a figurehead for the proposed Economic Summit next year, with support for preparation and delivery from PKC • Bring practical industry knowledge to inform decisions and help shape future priorities. Why become a Champion? While unpaid, they would offer value in: • Profile and visibility as a recognised champion for the regional economy • Help to influence and shape strategic economic direction and priorities Page 94 of 254
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5 • Opportunities to shape and showcase the future of Perth and Kinross • Enhanced networks across business, public sector and investment communities • Association with a credible, partnership-led economic agenda • A platform to champion issues they care about i.e business, place, people, sectors or innovation This is positioned as a prestige, purpose-driven role, not a representative obligation. Different Champions may be motivated by different drivers, including: • Place and pride helping shape the future of Perth and Kinross • Growth ambition attracting investment, talent and opportunity • Sector leadership helping influence policy and delivery • Legacy and impact supporting inclusive, sustainable economic growth • Next-generation leadership to give younger voices a seat at the table Recruitment narratives can be tailored to each champion. Time Commitment & Support • The role is not full-time and is designed to recognise that the Champion will be a busy business leader with significant existing responsibilities • Time commitment will be limited, flexible, and focused on key touchpoints such as quarterly meetings, selected engagement events, and the new annual Economic Summit. • The Champion will receive full support from the partnership and PKC officers with any preparation, communications and follow-up, ensuring the role is manageable and well supported. Selection Approach Champions would be identified and approached through existing business networks, including: • Chamber of Commerce • Federation of Small Businesses • Perth and Kinross Business Partnership • Sector-specific and rural business networks Appointments would be proposed for an initial 12-month period, reviewed annually. Expected Benefits • Stronger engagement with the business community. • Increased visibility and credibility of the economic partnership in the delivery of the action plan • Further alignment between strategy and business needs • Greater momentum behind key initiatives. Page 95 of 254
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Economy and Infrastructure Date of Meeting: 26 August 2026 Report Title: Perth and Kinross Forestry and Woodland Strategy (Draft) Report Number: 26/222 Report Author: Ciara Gray, Principal Planning Officer, and Joanna Dick, Tree & Biodiversity Officer, Development Plans Team Organisational Lead: Serge Merone, Strategic Lead - Economy, Development and Planning ___________________________________________________________________ 1. Purpose 1.1 This report presents the draft of the Perth and Kinross Forestry and Woodland Strategy (the draft FWS) which will provide a strategic framework for the development of forestry and woodlands across the area. 1.2 The draft FWS will: • Set out a local interpretation of the Scottish Forestry Strategy (2019- 2029); • Identify areas where the Council (PKC) will support proposals for woodland creation and expansion, which will inform the relevant part of Local Development Plan 3’s (LDP3) Spatial Strategy; • Identify priority activities which PKC will encourage, and for which Scottish Forestry Funding is available; • Inform Development Management decisions (including proposals for woodland creation and removal); • Inform consultation responses from PKC to Scottish Forestry, land and forestry owners and managers, on forest management and woodland creation proposals, and • Assist with the development and approval of Long-Term Forest Plans and Forest Management Plans. 1.3 This report provides a summary of the content of the draft FWS and changes since the current adopted FWS due to updated requirements under the 8 Page 97 of 254
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Planning (Scotland) 2019 Act and National Planning Framework 4 (NPF4). The report seeks consent to proceed to public and key stakeholder consultation and engagement. 1.4 Sections 1. Purpose 2. Recommendation 3. Background/ Main Issues 4. Conclusion 5. Impact and Value Assessment 6. Strategic Environmental Assessment 7. Appendices 2. Recommendation It is recommended that the Committee: 2.1 Approve the draft Perth and Kinross Forestry and Woodland Strategy (Appendix 1) to proceed to public and key stakeholder consultation and engagement. 3. Background/ Main Issues Historic Information/ Context 3.1 For over 100 years, there has been a positive Government policy supporting the effective growth and stewardship of forestry and woodlands within Scotland. The most recent ‘Scotland’s Forestry Strategy (2019-2029)’, provides an overview of modern Scottish forestry; sets the Scottish Government’s 50-year vision for the nation’s forests and woodlands, and outlines a 10-year framework for action towards achieving that vision and the Scottish Government’s target to increase forest and woodland cover to 21% of the total area of Scotland by 2032. 3.2 The National Strategy seeks to put forestry policy at the centre of government, to help deliver the aims of the National Planning Framework, and to support the vision, objectives and principles of Scotland’s Land Use Strategy. At its core are the sustainable forest management standards and the need to adhere to the principle of ‘the right tree, in the right place, for the right purpose’. 3.3 The adopted Perth and Kinross FWS was originally produced in 2014, and was reviewed in 2020 to ensure that, due to its status as a piece of Local Development Plan Supplementary Guidance, that it aligned with the newly adopted Local Development Plan 2. The overall purpose of that FWS was to provide a guide to the future development of woodlands and forests in Perth and Kinross. It identified priorities to be delivered through themes and objectives, which were used to help guide the actions and decisions of the Council, partner agencies and other stakeholders. The themes and objectives Page 98 of 254
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within the FWS related closely to the Scottish Forestry Strategy in place at that time and sought to promote sustainable forest management with a wide range of economic, social and environmental benefits. Need for an Updated Strategy 3.4 Although the Planning (Scotland) Act 2019 removed planning guidance as part of the statutory development plan, it also introduced, under Section 53, a legislative requirement for planning authorities to prepare a forestry and woodland strategy which: • Identifies woodlands of high nature conservation value (WHNCV), and • Sets out the authority’s proposals as to the development of forestry and woodlands; the protection and enhancement of woodlands (particularly those WHNCV); the resilience of woodlands to climate change, and the expansion of woodlands of a range of types to provide multiple benefits. 3.5 NPF4, under Policy 6: Forestry, woodlands and trees, sets out an expectation that Local Development Plan spatial strategies should include those matters prescribed under the Act (as bulleted above at 3.4) and that this would be ‘supported and informed by an up-to-date Forestry and Woodland Strategy.’ Policy 6 also requires LDPs to ‘…identify and protect existing woodland and the potential for its enhancement or expansion to avoid habitat fragmentation and improve ecological connectivity, helping to support and expand nature networks.’ 3.6 Whilst it is considered, for the most part, that the current adopted FWS remains relevant, it is important to carry out an update to ensure that it is fully aligned with the National Strategy and meets the requirements of the 2019 Act and the expectations of NPF4, particularly in relation to the identification of woodlands of high nature conservation value; the resilience of the area’s woodlands to climate change, and the requirement for local authorities to prepare up-to-date strategies to inform the development of new LDPs. The review has not led to significant changes to the existing Strategy, but it has allowed for those updates at a national level, in terms of outcomes, priorities and policy drivers to be reflected in the draft FWS. The Draft Strategy’s Purpose, Vision, Priorities and Contributing Themes 3.7 The draft FWS will provide a Perth and Kinross context to the most recent Scottish Forestry Strategy; providing guidance and policy to help inform decisions about individual planting schemes and the location of all types of new woodland. It will guide forestry towards appropriate locations to minimise the likelihood of undesirable environmental or social outcomes. 3.8 It aims to address uncertainties for land managers by identifying areas where PKC will support proposals for woodland creation, and areas where there may be sensitivities or constraints to woodland expansion. It also identifies priority Page 99 of 254
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activities that the Council will encourage, and for which funding will be available from Scottish Forestry. 3.9 Forestry is not subject to full planning controls; however, all aspects of forest management are closely regulated, with operations such as planting, restocking thinning and felling requiring permission from Scottish Forestry. PKC is a non-statutory consultee to Scottish Forestry for long term forestry plans, land management plans, felling permissions and woodland creation proposals. The Council also provide advice to applicants as part of the due diligence process. The updated draft FWS will help inform the Council’s responses to those consultations. 3.10 Although the vision in the adopted FWS sits well with the National Strategy’s vision it does not specifically highlight the importance of implementing sustainable forest management, and achieving better integration with other land uses to deliver more resilient and adaptable trees, woodlands and forests, in response to a changing climate and nature crisis, to realise multiple benefits for people and nature. As such it has been updated in the draft FWS to the following: 3.11 “In 2046, trees, woodlands and forests are valued, protected and enhanced through all land uses contributing towards sustainable development. Woodlands and forests are utilised as nature-based solutions contributing towards climate change mitigation and adaptation. Native and ancient woodlands are protected, restored and well managed to create well connected nature networks. Productive forests are diverse, climate-resilient, multi-purpose, multi-benefit and sustainable. 3.12 Woodlands and forests provide multiple benefits for nature and people and offer opportunities for people to connect with nature. Communities in Perth and Kinross enjoy access to inclusive and biodiverse woodlands and forests within easy reach, connected by nature-rich blue-green networks that support climate resilience, healthier lives and fair access for all ages. Communities are consulted and forewarned of proposed tree, woodland and forestry proposals in their local surroundings and engaged in community woodlands. Perth and Kinross is an area of exceptional trees, woods and forests, which enhance the natural and cultural environment, support and strengthen the local economy adding value where possible and are accessible to local people and visitors alike across a range of activities and interests.” 3.13 To deliver this vision, the draft FWS identifies the following 5 priorities and 10 contributing themes. For each of those contributing themes, a set of objectives have also been identified in the document to help support delivery. Priority Contributing Theme(s) Forests and Climate Change – improving the resilience of our forests and woodlands, and maximising their role in addressing climate change 1. Climate Change Mitigation, Adaptation and Resilience Page 100 of 254
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Priority Contributing Theme(s) Natural Assets, Environmental Quality, and Biodiversity - Maximising the role of forests and woodlands in contributing to the quality of the environment, and tackling the global nature crisis 2. Protect and enhance the environmental quality of our natural resources (air, water, soil) 3. Help to protect, restore, maintain, and enhance biodiversity across Perth and Kinross 4. Contribute to and help improve our landscapes and scenery 5. Help make the most of our historic environment Forests and the Economy – Maximising the role of forests and woodlands in supporting the economy of Perth and Kinross 6. Productive Forests 7. Sustaining Thriving Rural Communities Forests, Woodlands and People – Maximising the role of forests and woodlands to improve the quality of life of residents of Perth and Kinross 8. Access for Health and Wellbeing 9. Integration with Other Land Uses Expanding our Forest and Woodland Resource 10. Identifying Preferred and Potential Areas for New Woodland Creation Proposed Policy Guidance 3.14 The draft FWS contains policy guidance for a number of specific topic matters which will help inform and support decision-making processes, including on: • Diversifying existing woodland enhancing species diversity in response to the climate change crisis; • Better connecting and expanding habitat networks; • Protecting and restoring peatlands and wetlands; • Expanding urban forests to provide multiple benefits for people, places, species and climate change adaptation; • Expansion of native riparian woodland; • Protection and enhancement of the area’s air, water and soils; • Protection, enhancement and restoration of areas designated for nature conservation purposes; • Protection of protected species and their habitats; • Protection, enhancement and restoration of rare and important habitats; • Encouraging long-term sustainable deer management; • Identification, protection, restoration and connection of woodlands of high nature conservation value; • Safeguarding and enhancement of the area’s important landscapes, wildland areas; • Promoting good stewardship of the historic environment through design and management; • Promoting sustainable forest management and good forestry practice; Page 101 of 254
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• Maximizing the role of forests and woodlands in supporting the area’s economy; • Maintaining and improving access for health and wellbeing; • Promoting greater land use integration; and • The sustainable expansion of our forest and woodland estate. Proposed WHNCV and Areas of Preferred, Potential and Sensitive 3.15 Both the 2019 Planning Act and NPF4 ask planning authorities to identify woodlands of high nature conservation value (WHNCV). Scottish Forestry’s recent Technical Note on Preparing a Forestry and Woodland Strategy (2026) describes these woodlands as: • Native woodland and scrub as identified by the Native Woodland Survey of Scotland, • Ancient woodland and ancient semi-natural woodland, including Plantations on Ancient Woodland Sites (PAWS) and Long-Established woodlands of Plantation Origin (LEPO), • Woodland that is integral to the value of designated or special sites (SACs, SPAs, SSSIs, Ramsar Sites, and National Nature Reserves (NNRs), and • Wood pasture. 3.16 The Council has combined the above relevant spatial data to produce a map of proposed woodland of high nature conservation value, which is included within both the draft FWS (Map 3 - page 30). This map will be consulted on as part of the engagement exercises for the draft Strategy and its Strategic Environmental Assessment (SEA). It will be amended, as appropriate, following a review of feedback received. 3.17 As previously mentioned in this report, the 2019 Act and NPF4 require planning authorities to set out their proposals as to the development of forestry and woodlands within their area. In terms of new woodland in a FWS, Scottish Forestry’s 2026 Technical Note highlights that indicative maps are typically used to “identify areas according to how easily they could accommodate new woodland”, and these are usually categorised as ‘preferred’, ‘potential’, and ‘sensitive’ land areas. The commonly understood definition for these categories is also provided within the Note, and woodland creation grant applications in any of these areas will need to meet the requirements of the UK Forestry Standard and Forestry Grant Scheme. 3.18 Maps of the indicative ‘Preferred’, ‘Potential’, and ‘Sensitive’ land areas for new woodland within the Perth and Kinross area have been included within the draft FWS (Pages 47-50) . It will also be consulted on as part of the consultation process for the draft Strategy, and will be updated, as appropriate, in line with feedback received. It is important to note that these maps are indicative, and these areas are represented at a strategic scale. However, site-specific ecological and National Vegetation Classification (NVC) surveys will be required to inform woodland and forestry proposals. These requirements are set out in the draft FWS. Page 102 of 254
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Existing Resource and Future Potential Existing Resource 3.19 The area has a rich legacy of planted woodland and some of the earliest initiatives to re-establish woodland in Scotland started in Perth and Kinross with the Planting Dukes. Ancient woodland, semi-natural woodland and planted native woodland including oak woodlands, coppiced woodlands and lines of trees on drives to big houses also contribute towards the landscape and biodiversity value of the area. Considering this woodland heritage and tradition, it is no surprise that these woodlands have been a major contributor to the area’s tourism industry, by helping to provide a scenic backdrop which attracts visitors. 3.20 In 2025, the National Forest Inventory (NFI) identified 99,353 hectares of woodland in Perth and Kinross, covering 21.3% of the Local Development Plan (and draft FWS) area. The species composition of that cover is: • 38.3% is Conifer • 16.6% Broadleaved • 1.5% Mixed (Mainly Broadleaved) • 1.5% Mixed (Mainly Conifer) 3.21 The area’s semi-natural woodlands and associated wildlife are extremely important. The most recent Native Woodland Survey of Scotland 2025 identifies that within the Perth and Kinross (LDP and draft FWS area) there are 23,424 hectares (Ha) of Native Woodland, which equates to 23.6% of the overall woodland cover across the area, and 5% of the total land area. A breakdown of the NWSS also tells us that: • 0.6% (556.9 Ha) of the area’s total woodland cover is Nearly Native; • 2.5% (2,430 Ha) is Plantations on Ancient Woodlands Sites (PAWS), and • 1.9% (1,886.2 Ha) is Open Land Habitat. 3.22 These areas include a number of important sites, such as the Caledonian pinewoods of Rannoch and Meggernie, and the oakwoods of Lochearnside and Strathtay. There are also many important remnant oakwoods, formerly managed for bark and charcoal production in the 18th and 19th centuries. In addition, individual specimen trees, such as the Fortingall Yew, help contribute towards the area’s rich tree and woodland heritage. 3.23 Furthermore, they have a high priority for management and enhancement, as well as a degree of legal protection. Many native woodlands in the area are highly semi-natural in their present structure and composition, with 58.3% of the total area of native woodland in the 80-100% semi-natural category. 3.24 Priority habitat types in Perth and Kinross include: • Native conifers: Scottish Pinewoods, Yew and Juniper • Upland Birchwoods Page 103 of 254
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• Wet Woodlands • Upland Oakwoods • Upland Mixed Ashwoods • Lowland Mixed Broadleaf (Deciduous) Woodlands • Aspen • Traditional Orchard • Planted Coniferous Woodlands (especially the woodland edge/glades) 3.25 Some of the key woodland sites identified in the Tayside Local Biodiversity Action Plan (2016-2026) include: • Black Wood of Rannoch: Caledonian Pinewood • Glenartney: Juniper Woodland • Birks of Aberfeldy • Upper Farrochil and Strath Tumme: Upland Birchwood • Methven Woods: Lower Mixed Broadleaf • Drummond Hill: Planted Coniferous Woodland • Strathtay Estate: Upland Mixed Ashwood • Megginch Castle: Traditional Orchard • Loch Clunie: Wet Woodland 3.26 Maps contained within the SEA Environmental Report for the draft FWS show the spatial distribution of the area’s current woodland and forestry resource. Future Potential 3.27 An analysis of the various spatial datasets, which were collated to formulate the Preferred, Potential, Sensitive and Unsuitable categories within the draft FWS, identifies that in addition to the existing 99,353 hectares of forests and woodlands across the area, there is the potential for up to: • 70,190 hectares of Preferred (14.9% of the draft FWS area) • 136,448 hectares of Potential (28.9% of the draft FWS area) 3.28 If the Preferred area were to be planted during the lifetime of the draft FWS this could bring the existing coverage figure up to 36% of the strategy area. If the Potential area were also delivered, this could increase that coverage up to 65%. Engagement to Date 3.29 As part of the preparation of the Evidence Report for LDP3, the Development Plans Team produced and consulted on a series of topic papers. These papers set out the evidence collated and reviewed on each of the NPF4 national policies topics, and the Council’s summary of implications of those sources of evidence for the development of the Proposed Plan. Topic Paper 007: Forestry, Woodlands and Trees and Issue 004 of our LDP3 Evidence Report set out much of the data and information which helped inform the development of the draft FWS. The Council consulted a range of key Page 104 of 254
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stakeholders on the paper, who provided comments, including NatureScot, Scottish Water, Scottish Forestry, and Historic Environment Scotland. Some of the stakeholders in response suggested additional sources of information which have been considered as part of the SEA for the draft FWS. 3.30 Engagement with Elected Members on the topic of Forestry, Woodlands and Trees (including the likely direction of development of the draft FWS) was also carried out as part of the Evidence Report preparation process, and a presentation was provided to a meeting of the Convenor and Vice Convenor of the Climate Change and Sustainability Committee earlier this year to outline the draft Strategy’s purpose; vision, priorities and contributing themes; proposed woodland of high nature conservation value coverage, and the list of considerations to be taken into account in identifying the ‘Preferred’, ‘Potential’, and ‘Sensitive’ areas for woodland and tree planting across Perth and Kinross. 3.31 Consultations have also been carried out on specific areas of interest with Community Greenspace, the Council’s Land Restoration Officer, Conservation Officers, Planning Enforcement Officer (Trees), the Roads Maintenance Partnership, and Scottish Forestry (Perth and Argyll Conservancy). 3.32 NatureScot, Historic Environment Scotland and SEPA were consulted on the SEA Scoping Report. Their comments were reviewed and used to refine the SEA methodology and some of the background data and information reported in the Environmental Report. 3.33 If agreed, the public and key stakeholder consultation and engagement will provide further opportunities to receive feedback and inputs. 4. Conclusion 4.1 This report provides an overview of the draft of the Perth and Kinross Forestry and Woodland Strategy (the draft FWS) which will provide a strategic framework for the development of forestry and woodlands across the area. Following consideration of this report the draft FWS will be published for a period of consultation and engagement. The document will then be reviewed in light of any feedback received during that consultation process and a revised version will be brought before this Committee at a later date to provide an update on suggested changes and to seek permission to finalise and publish the FWS. 5. Impact and Value Assessment 5.1 Perth ad Kinross Forestry and Woodland Strategy (Draft) Impact and Value Assessment Page 105 of 254
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6. Strategic Environmental Assessment 6.1 Supplementary Guidance - Forestry and Woodland Strategy - Perth & Kinross Council 7. Appendices 7.1 Appendix 1 - Draft Forestry and Woodland Strategy (2026) Page 106 of 254
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1 Draft FWS July 2026 Appendix 1 Perth and Kinross Forestry and Woodland Strategy 2026-2046 DRAFT 8 Page 107 of 254
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2 Draft FWS July 2026 Contents Introduction ................................................................................................... 4 Vision .............................................................................................................. 5 1. Priorities and Contributing Themes........................................................ 6 2. Strategy Purpose .................................................................................... 7 2.1 Development Management/Planning .................................................. 7 2.2 Tree, Woodland and Forestry Management and Creation .............. 7 2.3 Integration with Other Land Uses .................................................... 7 3.Policy Background ....................................................................................... 8 4. Woodlands and Forestry in Perth and Kinross Today .............................. 10 4.1 Current Resource ............................................................................... 10 4.2 Current Opportunities and Challenges .............................................. 13 4.2.1 Opportunities ............................................................................... 13 4.2.2 Challenges ....................................................................................... 13 4.3 Potential Resource ............................................................................. 14 4.3.1 Land Capability for Forestry ........................................................ 14 4.3.2 Carbon Sequestration Potential .................................................. 14 4.3.2 Locally Important Soils ................................................................ 15 5. Policy Guidance ........................................................................................ 16 5.1 Forests and Climate Change ............................................................... 16 a) Diversify Existing Woodland and Enhance Species Diversity ........... 16 b) Connect and Expand Habitat Networks ........................................... 17 c) Protect and Restore Peatlands .................................................... 18 d) Expand Native Riparian Woodland .............................................. 19 e) Encourage Natural Regeneration ................................................ 19 f) Protect and Expand Urban Forests .............................................. 20 g) Unlock Nature-Based Investment ................................................ 21 5.2 Natural Assets, Environmental Quality and Biodiversity ....................... 22 a) Promote the Protection and Enhancement of Air, Water and Soils 22 b) Protect, Enhance and Restore Areas Designated for Nature Conservation Purposes ............................................................................ 22 c) Protect and Prevent Damage to Protected Species and their Habitats .................................................................................................... 23 d) Protect, Enhance and Restore Rare and Important Habitats .......... 23 Traditional Orchards ............................................................................. 23 Species Rich Grassland ......................................................................... 24 Upland Habitats .................................................................................... 24 Protecting and Restoring Upland Habitats ........................................... 25 Woodland and Forestry Operations in Upland Areas .......................... 25 e) Encourage Long-Term Sustainable Deer Management ................... 27 f) Identify, Protect, Restore and Connect Woodlands of High Nature Conservation Value .................................................................................. 28 The Native Woodland Survey of Scotland ............................................... 28 The Ancient Woodland Inventory ............................................................ 28 Designated Areas .................................................................................. 29 The Ancient Tree Inventory .................................................................. 29 Page 108 of 254
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3 Draft FWS July 2026 Protecting WHNCV ................................................................................... 31 Restoring WHNCV .................................................................................... 31 Connecting WHNCV .............................................................................. 32 5.3 Landscape ........................................................................................... 33 a) Protect and Enhance the Area’s Important Landscapes, Wild Land Areas and Wilderness ........................................................................... 33 b) Track Development .......................................................................... 34 5.4 Historic Environment.......................................................................... 35 a) Continued Protection of Tree Preservation Order Trees ............ 35 b) Promote Good Stewardship of the Historic Environment through Design and Management ..................................................................... 35 5.5 Productive Forests .............................................................................. 37 a) Promote Sustainable Forest Management and Forestry Good Practice ................................................................................................. 37 b) Forestry Expansion ....................................................................... 37 c) Development of Timber Transport Infrastructure ....................... 38 d) Development of Forestry Tracks .................................................. 38 e) Support for Forestry and Woodland Creation ............................. 38 5.6 Forests and the Economy ................................................................... 40 a) Big Tree Country and Support for Rural Diversification .............. 40 b) Promote the Use of Locally Grown Timber ................................. 40 5.7 Access for Health and Wellbeing ....................................................... 41 a) Urban Trees, Forestry and Woodland ......................................... 41 b) Outdoor Access ............................................................................ 41 5.8 Integration with Other Land Uses ...................................................... 43 a) Multiple Benefits through Greater Land Use Integration ........... 43 b) Agroforestry ................................................................................. 43 c) Blue Green Infrastructure (BGI) ................................................... 43 d) Trees and Woodland in Planning and Development ................... 44 e) Food Growing .............................................................................. 45 f) Renewable Energy ....................................................................... 45 5.9 Identifying Preferred and Potential Areas for New Woodland Creation .................................................................................................... 47 a) Identifying Areas Suitable for Woodland Creation .......................... 47 b) Cross Boundary Opportunities ......................................................... 51 7. Indicators of Progress ...................................................................... 54 Conclusion .................................................................................................... 58 Glossary and Acronyms ............................................................................... 59 Appendix 1: Checklists for Woodland and Forestry Proposals.................... 63 Appendix 2: Sites Designated for Natural Heritage within Perth and Kinross Council Boundary Area ................................................................................ 66 Page 109 of 254
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4 Draft FWS July 2026 Introduction As the ‘cradle of the Scottish forest renaissance’ Perth and Kinross has a strong forestry heritage as well as some of the oldest, and most productive forests in the British Isles hence its renown as ‘Big Tree Country’. The Planting Dukes of Atholl started reforesting bare land, in what was probably the first example of establishing significant new conifer plantations in Britain in the 18th century. Their legacy can be seen across the region with 22 of Scotland’s recognised heritage trees within Perth and Kinross which is more than any other Council area in Scotland. These long- established woodlands continue to make a significant contribution to tourism, sustainable timber production, climate change mitigation, biodiversity enhancement and public enjoyment of the natural environment. The UK has lost a greater proportion of its natural forest cover than most other European countries and trees and woodlands are threatened by fragmentation, grazing pressure, increased pests, diseases and lack of management. Nature is also in decline, and a key driver of biodiversity loss is land-use change, which has led to habitat loss and fragmentation. The twin crises of climate change and biodiversity loss present complex challenges. Trees, woodland and forests deliver a wide range of environmental, social and economic benefits and therefore make a significant contribution to the three pillars of sustainable development. The National Planning Framework 4 (NPF4) Policy 6 requires LDPs to identify and protect existing woodland and the potential for its enhancement or expansion to improve ecological connectivity, helping to support and expand nature networks. Through considering the existing forestry, woodland, and tree assets in our area, as well as identifying potential opportunities for enhancement and expansion via our LDP3 spatial strategy, we can help tackle the twin climate and nature crises. This updated Forestry and Woodland Strategy identifies Woodlands of High Nature Conservation Value for the first time, highlighting their value. Perth and Kinross have favourable soils and climatic conditions to make a key contribution to creation of new multi-benefit woodlands to meet the Scottish Government’s aspiration for woodland and forestry to cover 21% of the total area of Scotland by 2032. Guided by principles of the Scottish Forestry Strategy and UK Forestry Standard, this Strategy provides policy guidance in the local context of Perth and Kinross to guide management of existing, and creation of new forestry and woodland to be well-managed and sustainable. The themes and priorities reflect the complex challenges faced and opportunities presented to balance the need to produce timber with other policy priorities including biodiversity, climate resilience and creating welcoming forests for people to access and enjoy. This Strategy supports a holistic vision where trees, woodland and forestry form a landscape matrix, align with policies to develop connected nature networks and offers opportunities to re-integrate woodlands into the landscape. This will enable forestry to play an increasingly multi-functional role in delivering valuable benefits such as carbon sequestration, biodiversity, flood protection, recreation and health benefits. This Strategy covers the whole of Perth and Kinross but excludes areas within the boundaries of the Cairngorms and Loch Lomond and the Trossachs National Parks which have their own strategies. Page 110 of 254
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5 Draft FWS July 2026 Vision In 2046, trees, woodlands and forests are valued, protected and enhanced through all land uses contributing towards sustainable development. Woodlands and forests are utilised as nature-based solutions contributing towards climate change mitigation and adaptation. Native and ancient woodlands are protected, restored and well managed to create well connected nature networks. Productive forests are diverse, climate- resilient, multi-purpose, multi-benefit and sustainable. Woodlands and forests provide multiple benefits for nature and people and offer opportunities for people to connect with nature. Communities in Perth and Kinross enjoy access to inclusive and biodiverse woodlands and forests within easy reach, connected by nature-rich blue-green networks that support climate resilience, healthier lives and fair access for all ages. Communities are consulted and forewarned of proposed tree, woodland and forestry proposals in their local surroundings and engaged in community woodlands. Perth and Kinross is an area of exceptional trees, woods and forests, which enhance the natural and cultural environment, support and strengthen the local economy adding value where possible and are accessible to local people and visitors alike across a range of activities and interests. Page 111 of 254
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6 Draft FWS July 2026 1. Priorities and Contributing Themes In order to achieve the Strategy’s Vision, five Priorities and ten Contributing Themes have been identified below. The priorities and themes have guided the content of the Strategy and will inform a range of other Council plans and strategies including LDP3 and the Tayside Local Biodiversity Action Plan. It is recognised that many of the priorities and themes are cross cutting and will provide multiple benefits. Woodland and forestry proposals should be developed in accordance with UK Forestry Standard and the Scottish Government’s Woodland Removal Policy and be accompanied by a Long-Term Forest Plan or a Forest Management Plan. The Strategy focuses on a 20-year period (2026-2046). Our policy and forest policy will of course continue to change, and society’s future demands are also likely to be different. It is therefore proposed that the Strategy will have a ‘working life’ of 10 years. Priorities Contributing Themes Forests and Climate Change Improving the resilience of our forests and woodlands, and maximising their role in addressing climate change 1. Climate Change Mitigation, Adaptation and Resilience Natural Assets, Environmental Quality, and Biodiversity Maximising the role of forests and woodlands in contributing to the quality of the environment, and tackling the global nature crisis 2. Protect and enhance the environmental quality of our natural resources (air, water, soil) 3. Help to protect, restore, maintain, and enhance biodiversity across Perth and Kinross 4. Contribute to and help improve our landscapes and scenery 5. Help make the most of our historic environment Forests and the Economy Maximising the role of forests and woodlands in supporting the economy of Perth and Kinross 6. Productive Forests 7. Forest-based Enterprises and Tourism Forests, Woodlands and People Maximising the role of forests and woodlands to improve the quality of life of residents of Perth and Kinross 8. Access for Health and Wellbeing 9. Integration with Other Land Uses Expanding our Forest and Woodland Resource 10. Identifying Preferred and Potential Areas for New Woodland Creation Page 112 of 254
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7 Draft FWS July 2026 2. Strategy Purpose This Strategy provides a Perth and Kinross context of the Scottish Forestry Strategy providing guidance and policy to help inform decisions about trees, woodland and forestry. The purpose of the Perth and Kinross Forestry and Woodland Strategy (FWS) is to: ❖ Identify woodlands of high nature conservation value. ❖ Provide a strategic framework for the development of trees, forestry and woodlands in Perth and Kinross. ❖ Set out a local interpretation of the Scottish Forestry Strategy. ❖ Inform Development Management/Planning decisions that include proposals for tree and woodland removal and woodland creation. ❖ Inform consultation responses to Scottish Forestry on forest management and woodland creation proposals. ❖ Inform consultation responses to land and forestry owners and managers on forest management and woodland creation proposals. ❖ Assist with the development and approval of Long-Term Forest Plans and Forest Management Plans. 2.1 Development Management/Planning The FWS is a statutory document and a material consideration in the decision-making process. The FWS should be applied at the earliest stage of development, including pre-application discussions, and should be used alongside the LDP and other relevant strategies linked to throughout this document. Where proposals depart from the policies in this Strategy, clear justification will be required. 2.2 Tree, Woodland and Forestry Management and Creation Forestry is not subject to full planning controls; however, all aspects of forest management are closely regulated, with operations such as planting, restocking, thinning, and felling requiring permission from Scottish Forestry. PKC are a non-statutory consultee to Scottish Forestry for long term forest plans, forest management plans, felling permissions, and woodland creation proposals. The Council also provide advice directly to applicants prior to submission to Scottish Forestry as part of the due diligence process. Details of what PKC provide is available in the Woodland Creation Advice Note. This Strategy aims to address uncertainties for land managers by providing more detail about what PKC would like to see in proposals using PKC Policy Guidance. The FWS also identifies areas where PKC will support proposals for woodland creation and areas where there may be sensitivities or constraints to woodland expansion. Guiding forestry towards appropriate locations minimises the likelihood of undesirable environmental or social outcomes. It also identifies priority activities that PKC will encourage and for which funding will be available from Scottish Forestry. 2.3 Integration with Other Land Uses The Strategy has links with and complements other strategies and policy documents developed or being developed by Perth and Kinross Council, including those on landscape, renewable energy, placemaking, open space, blue and green infrastructure, nature networks, and planning and biodiversity. Page 113 of 254
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8 Draft FWS July 2026 3.Policy Background The Town and Country Planning (Scotland) Act 1997, amended by the 2019 Planning (Scotland) Act requires planning authorities to prepare a forestry and woodland strategy which: • Identifies woodlands of high nature conservation value within the planning authority’s area. • Sets out the planning authority’s proposals as to the development of forestry and woodlands: i. the protection and enhancement of woodlands, in particular those of high nature conservation value ii. the resilience of woodlands of high nature conservation value iii. the expansion of woodlands of a range of types to provide multiple benefits to the physical, cultural, economic, social, and environmental characteristics of the area, and any other matter which the planning authority considers appropriate. The National Planning Framework 4 commonly known as NPF4, is required by law to set out the Scottish Ministers’ policies and proposals for the development and use of land. It plays a key role in supporting the delivery of Scotland’s national outcomes and the United Nations Sustainable Development Goals. NPF4 Policy 6 Forestry, Woodland and Trees intend to protect and expand forests, woodland and trees. The Policy Outcomes are that existing woodlands and trees are protected; cover is expanded and woodland and trees on development sites are sustainably managed. Under Policy 6, NPF4 expects Local Development Plans to: • Identify and protect existing woodland and the potential for its enhancement or expansion to avoid habitat fragmentation and improve ecological connectivity, helping to support and expand nature networks, and • LDP spatial strategies should identify and set out proposals for forestry, woodlands, and trees in the area, including their development, protection and enhancement, resilience to climate change, and the expansion of a range of types to provide multiple benefits. This is to be supported and informed by an up-to-date Forestry and Woodland Strategy. Trees, woodland and forestry can contribute towards 15 of the 33 NPF4 Policies listed below. Key NPF4 Policies Sustainable places Liveable places Productive places 1: Tackling the climate and nature crises 14: Design, quality and place 25: Community Wealth Building 2: Climate mitigation and adaptation 15: Local living and 20-minute neighbourhoods 26: Business and industry 3: Biodiversity 20: Blue and green infrastructure 30: Tourism 4: Natural places 21: Play, recreation and sport 6: Forestry, woodland and trees 22: Flood risk and water management 8: Green belts 13: Sustainable transport Page 114 of 254
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9 Draft FWS July 2026 The Scottish Government's Policy on Control of Woodland Removal gives direction for decisions on woodland removal including that loss of woodland should only be permitted if it results in significant public benefits. Compensatory planting in other areas to make up for woodland loss is expected. Scotland's Forestry Strategy 2019-2029 sets out the Scottish Government’s ambition for forestry in Scotland. It contains a 50-year vision and 10-year framework to expand, protect and enhance Scotland’s forests and woodlands to deliver multiple economic, social and environmental benefits for the people of Scotland. The Strategy is underpinned by sustainable forest management principles and includes the aspiration for woodland and forestry to cover 21% of the total area of Scotland by 2032. The UK Forestry Standard (UKFS) details how sustainable forestry will be undertaken by setting out relevant legislation and good practice which all forestry proposals must comply with. It is the standard which all forestry proposals are assessed and provides guidance in relation to climate change, biodiversity, landscape, soil and water. In addition to the UKFS, there are voluntary certification schemes including the UK Woodland Assurance Standard which assures customers that wood products come from sustainably managed forests in accordance with the UKFS including the Forest Stewardship Council (FSC). The Right Tree in the Right Place supports the Scottish Ministers’ wish to see a significant expansion in woodland cover across Scotland, delivering with it multiple societal benefits. It provides advice to planning authorities on planning for forestry and woodlands. The Technical Note on Preparing a Forestry and Woodland Strategy by Scottish Forestry provides information to support planning authorities to prepare or update their Forestry and Woodland Strategy. Tackling the Nature Emergency – Scottish Biodiversity Strategy to 2045 sets out a clear ambition for Scotland to be Nature Positive by 2030, and to have restored and regenerated biodiversity across the country by 2045. It aims for forest and woodland management to have led to sustainable natural regeneration, nature-based solutions, and riparian woodland. Tayside Local Biodiversity Action Plan 2016-26 sets out actions to protect and enhance biodiversity across two Council areas: Perth and Kinross and Angus. The Plan includes actions to protect and expand forests and woodland, maintain and expand native woodland and encourage natural flood management. PKC Climate Change Strategy and Action Plan provides a vision to achieve a low carbon and climate resilient Perth and Kinross. Actions for Land Use and Resilience include actions relevant to trees, woodlands and forestry. PKC Forest Plan relates to trees and woodlands in Council ownership and includes work plans for 36 sites and links to the Scottish Forestry Strategy. PKC Ash Dieback and Roadside Tree Strategy 2025 sets out how PKC will manage ash trees on Council owned land. PKC Tree Planting Policy aims to ensure that any new trees planted on PKC ground is done with a consistent approach that will promote successful establishment within a suitable location. Page 115 of 254
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10 Draft FWS July 2026 4. Woodlands and Forestry in Perth and Kinross Today The area has a rich legacy of planted woodland and some of the earliest initiatives to re-establish woodland in Scotland started in Perth and Kinross with the Planting Dukes. Ancient woodland, semi-natural woodland and planted native woodland including oak (Quercus spp) woodlands, coppiced woodlands and tree avenues also contribute towards landscape and biodiversity. 4.1 Current Resource In 2025, the National Forest Inventory (NFI) identified 99,353 hectares of woodland in Perth and Kinross, covering 21.3% of the Local Development Plan (LDP) area, which does not include the area of Perth and Kinross within the Cairngorms and Loch Lomond and the Trossachs National Park boundaries. Of that total woodland cover, 18% or 17,971.9 Ha is categorised as Felled and Failed in the NFI. In terms of species composition, 38.3% is Conifer, 16.6% Broadleaved, 1.5% Mixed Mainly Conifer, and 1.5% Mixed Mainly Broadleaved. (Map 1) The most recent Native Woodland Survey of Scotland 2025 identifies that within the Perth and Kinross LDP area there are 23,424 Ha of Native Woodland, which equates to 23.6% of the overall woodland cover across the area, and 5% of the total land area. (Map 2) A breakdown of the NWSS also tells us that: • 0.6% (556.9 Ha) of the area’s total woodland cover is Nearly Native; • 2.5% (2,430 Ha) is Plantations on Ancient Woodlands Sites (PAWS), and • 1.9% (1,886.2 Ha) is Open Land Habitat. These areas include a number of important sites, such as the Caledonian pinewoods of Rannoch and Meggernie, and the oakwoods of Lochearnside and Strath Tay. There are also many important remnant oakwoods, formerly managed for bark and charcoal production in the 18th and 19th centuries. In addition, individual specimen trees, such as the Fortingall Yew, help contribute towards the area’s rich tree and woodland heritage. Many native woodlands in the area are highly semi-natural in their present structure and composition, with 58.3% of the total area of native woodland in the 80-100% semi-natural category. Page 116 of 254
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11 Draft FWS July 2026 Map 1: Spatial Distribution of Current Forest and Woodland Resources Page 117 of 254
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12 Draft FWS July 2026 Map 2: Spatial Distribution of the Native Woodland Survey of Scotland Page 118 of 254
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13 Draft FWS July 2026 4.2 Current Opportunities and Challenges The twin crises of climate change and biodiversity loss present complex challenges in land use planning and management. Trees, woodlands and forests offer many opportunities to provide multiple benefits and nature- based solutions for the benefit of nature and people. 4.2.1 Opportunities 1. Nature based solutions: sustainably managed woodlands that maximise carbon sequestration have considerable long-term potential to contribute towards climate change mitigation. Carbon can be captured by both native woodland and productive forestry and is stored in the trees' own biomass, the forest floor litter, deadwood, and soil. As well as carbon storage they help regulate water flows, protect soils, and buffer the landscape and communities against increasing climate- related risks such as flooding, drought, and wildfires. 2. Connecting and protecting habitats at a landscape scale: native woodlands, designated sites, peatlands and open ground habitats offer opportunities to create Nature Networks and habitat networks on a landscape scale enhancing biodiversity. 3. Enhancing existing woodlands: Perthshire contains remnants of Caledonian forest, both coniferous and broad-leaved native woodland along with extensive tracks of timber forest which offer opportunities for restoration, especially Long Established of Plantation Origin (LEPO) and Plantations on Ancient Woodland Sites (PAWS). 4. Placemaking: trees and woodlands make an important contribution to successful places. Incorporating trees and woodlands into new and existing places that link with existing habitat networks can provide a range of benefits for people and nature. 5. Community health and wellbeing: the trees, forestry and woodlands of Perth and Kinross are well used by locals and visitors alike and provide opportunities for further recreation with the associated benefits to health and wellbeing and sense of community. Community led tree and woodland initiatives present a significant opportunity. 6. Broadleaves for quality timber: Perth and Kinross is well-suited for the growing of broadleaves and this could form a significant part of the future forest and woodland resource. 7. Transport corridor creation can provide screening, trap pollutants, improve air quality and enhance landscape quality. 4.2.2 Challenges 1. Tree and woodland loss: there is significant pressure on some of our most rich and ancient woodlands from development and land use change leading to loss and fragmentation often pre-emptively before a planning application is considered. 2. Climate change - Species composition change: climatic changes may alter the suitability of growing tree species in certain areas and may lead to a Page 119 of 254
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14 Draft FWS July 2026 reduction in native species and more non-native species, including invasive species. - Urban woodlands and forests: summer water stress is likely to increase the incidence of crown die back, windthrow and flood damage. An increase in summer storms is particularly risky when trees are heavy while in full leaf. - PKC undertook a Climate Risk and Opportunity Assessment which predicted the complete loss of native pinewood from its case study sites by 2080. 3. Pests, diseases and pathogens: considerable loss of ash (Fraxinus excelsior) trees because of ash dieback can be seen across Perth and Kinross. Of particular concern in Scotland are Phytophthora ramorum, a fungus-like pathogen that is a particular threat to larch, and Dothistroma needle blight, which poses a particular threat to productive forestry and native Caledonian pinewoods. 4. Lack of active management results in poor condition, less diverse range of species, age classes and open ground. 5. High grazing pressure by deer, sheep and hare prevents natural regeneration, reduces shrub and tree cover and damages trees. In some areas, the high density of red deer is preventing the opportunities from peatland restoration being realised. 6. Poorly planned forestry can negatively impact rare and threatened habitats such as species rich grassland, waders and botanical assemblages unique to Tayside and of international conservation significance. 7. Barriers including access to land, funding, and technical support present challenges to community led woodland initiatives. 4.3 Potential Resource 4.3.1 Land Capability for Forestry Perth and Kinross has favourable soils and climatic conditions to make a key contribution to creation of new woodlands and support a wide range of tree species. The National scale land capability for forestry (LCF) map provides information on the potential for land across Scotland to grow trees using several capability classes based on soil, climate and topography. Classes F1: Land with excellent flexibility for the growth and management of tree crops; F2: Land with very good flexibility, and F3: Land with good flexibility, are those areas with the greatest potential. Across the Forestry and Woodland Strategy area, the LCF identifies 143,348 hectares (around 30% of the land area) as being potentially suitable for woodland (Classes F1-F3). However, 31% of this (43,932 hectares) is identified in the 2025 National Forest Inventory (NFI) as already having existing planting present. 4.3.2 Carbon Sequestration Potential The Council commissioned the James Hutton Institute (JHI) to undertake a Carbon Sequestration Study of the Perth and Kinross Council area. The project focussed on the sectors of land-based industries and natural resources, and how these can be considered when looking at the carbon resources of the area, and its potential for sequestering or reducing greenhouse gas emissions. In terms of woodland expansion potential, the project report identifies significantly higher levels of carbon sequestration potential from the Page 120 of 254
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15 Draft FWS July 2026 planting of Production Sitka spruce, and lower from the expansion of Native Broadleaf (after 25 years). However, it is important to remember the national objective of expanding native woodlands, and policy of planting the right tree in the right place. As such, it is most likely that a mixed approach to planting will be most appropriate for the Forestry and Woodland Strategy area (see section 5.10). 4.3.2 Locally Important Soils The integration of trees on farms can provide a wide range of benefits to farmers and communities through carbon sequestration, water management, soil health, and supporting biodiversity. Trees can also provide a source of materials, such as fruit, which can be used or sold. The subject of ‘Agroforestry’ is explored further under Section 5.8, but it is worth noting that in terms of potential forestry and woodland resources, whilst this Strategy seeks to protect the nationally important soils and prime agricultural land (Classes 2-3.1) through the ‘Sensitive’ category, it also recognises that there may be opportunities for the sensitive design and integration of trees within agricultural landscapes on areas of Class 3.2 soils (see section 5.9). Page 121 of 254
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16 Draft FWS July 2026 5. Policy Guidance Policy guidance contained within this Forestry and Woodland Strategy is not intended to replicate or replace National Policy, the Scottish Forestry Strategy nor the UK Forestry Standard but provide more detailed guidance in a Perth and Kinross context. PRIORITY 1: FORESTS AND CLIMATE CHANGE Improving the resilience of our forests and woodlands and maximising their role in addressing climate change. • Contributing Theme 1: Climate Change Mitigation, Adaptation and Resilience 5.1 Forests and Climate Change Retaining trees and woodlands in their original state is always preferable as they soak up carbon better and are more resilient to fire, storm, and drought. Trees, woodland and forestry management must increasingly consider the projected impacts of climate change, including warmer temperatures, more variable precipitation, more frequent extreme weather events and increased risk of pests, diseases and pathogens. Trees and woodlands have an important role in flood alleviation, through managing the flow of water. Encouraging the incorporation of natural flood management improvements in association with forest and woodland creation and enhancement, including protecting and enhancing riparian corridors; protecting natural flood storage areas; safeguarding and improving soil conditions, and planting to help reduce the flow of water, can result in significant positive improvements. Utilising the following nature-based solutions will enhance climate change mitigation and adaptation from trees, woodland and forestry and make them more resilient with potential to adapt in changing climatic conditions: a) Diversify Existing Woodland and Enhance Species Diversity Species diversity, a high proportion of native species and sustainable management of natural resources such as water and soil are all required to achieve sustainable forestry. Introduced and native conifers and hardwoods all have a part to play, and Perth and Kinross have a long and pioneering history of a range of conifer species in early plantations. However recent decades have seen an emphasis placed on a small number of species especially Sitka spruce (Picea sitchensis). Selecting the right tree species is essential to creating forests and woodlands that are resilient to pests, disease and environmental stresses. Species selection must reflect both current site conditions and projected future changes, while supporting the role of woodlands as part of wider ecological networks. Growing a wide range of conifer and broadleaf species with an associated diversity of silvicultural systems and avoidance of single species or uniform planting will increase resilience and support biodiversity. PKC support following the principle of the right tree in the right place and using site analysis tools such as Ecological Site Classification, local habitat data and ecological surveys to guide decisions. Assisted natural migration by sourcing planting stock from Southern UK seed zones, where evidence supports their suitability under future climatic conditions and where appropriate will be supported. Plans must reflect projected climate shifts while maintaining genetic diversity. Page 122 of 254
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17 Draft FWS July 2026 b) Connect and Expand Habitat Networks Climate change is already shifting species distributions, altering seasonal patterns, and placing additional pressure on fragmented habitats. As species attempt to move and adapt in response to changing conditions, habitat connectivity becomes increasingly critical to their survival. To support the Scottish Biodiversity Strategy aim to restore nature by 2045, all local authorities in Scotland will create a Nature Network by 2030 to halt and reverse biodiversity loss at a national scale. A Nature Network connects nature-rich sites, restoration areas, and other environmental projects through a series of areas of suitable habitat, habitat corridors and stepping stones. Image 1 shows a simplified landscape with discrete core areas, important for biodiversity, that are isolated from one another. It shows various ways in which the health of these core areas, and their positive contribution to biodiversity, can be increased. Nature networks focus on two key aspects: 1. Connecting all sites to contribute towards the 30 by 30 initiatives (protecting 30% of our land and water by 2030). 2. Connecting biodiversity within and across urban, and peri-urban landscapes, ensuring that wildlife can move from place to place. The PKC Nature Networks Map will form part of LDP3 as required by NPF4. Woodlands, hedgerows, riparian corridors and peatlands will all play a strategic role in creating Nature Networks in practice. Native woodland creation, expansion, and management in locations that enhance habitat connectivity, linking existing semi-natural woodlands, wetlands, grasslands and peatlands to contribute towards Nature Networks will be supported. Page 123 of 254
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18 Draft FWS July 2026 PKC Policy Guidance 1. Proposals containing diverse range of species and avoiding reliance on single species and uniform planting will be supported. 2. Proposals of single species planting will not be supported. 3. The development of buffer zones, stepping stones and habitat corridors, particularly where fragmented habitats can be reconnected to support species migration, and genetic exchange will be supported. c) Protect and Restore Peatlands Soil is a finite resource which can, if not treated properly, be easily damaged or destroyed. The importance of soils is reflected in NPF4 Policy 5 which aims to protect carbon-rich soils, restore peatlands and minimise the impact of development on soil. Peatlands in good condition store significant amounts of carbon but degraded peatlands release carbon to the atmosphere and contribute to poor water quality and downstream flood risk. Warmer and drier conditions in future are likely to increase the rate of carbon and biodiversity losses from degraded peatlands. Strategic integration of peatland and wetland restoration into forestry and woodland planning and design particularly in headwaters, riparian zones, and areas of high carbon soils, can deliver carbon storage, improved water retention, enhanced biodiversity and improved woodland resilience by maintaining soil moisture and reducing fire risk. Managing restoration of peatlands carefully is vital as damaged, poor condition or eroded peatland can have a significant impact on drinking water quality supplies of upland sources from increases in dissolved organic carbon. Early consultation with the Scottish Water Sustainable Land Management Team to determine if development proposals impact on drinking water catchments is encouraged. A detailed survey of soils should be used to avoid and protect areas of deep peat and restore them as open habitats. Proposals must be designed to avoid damaging adjoining peatland and aim to protect and complement adjacent peatland restoration projects. Proposals should include appropriate buffers of managed open ground and native broadleaves to prevent self-seeding conifers spreading onto peatland habitats. Planting native wet woodland species in riparian and transitional zones where they do not conflict with peatland integrity is encouraged. Flush and mire habitat should be avoided and protected throughout forestry management and creation. Felling should be undertaken with appropriate machinery to avoid damage to mire habitat and no brash should be left within 20m of mires within protected areas. Regenerating trees in and around the wetland should be removed to prevent mires drying out. Measures to restore degraded peatland such as removing trees, blocking forest drains, controlling non-native regeneration, and installing artificial dams will be supported. Grazing animals must be prevented from accessing peatland restoration areas to ensure measures are successful. Peatland Action provide advice and financial support. Peatland restoration works may require prior notification or an application for planning permission if permitted development rights do not apply (see section 5.3 b). Page 124 of 254
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19 Draft FWS July 2026 PKC will continue to work in partnership with landowners, NatureScot and communities to encourage peatland restoration in appropriate locations. PKC Policy Guidance 1. A detailed soil survey should be used to avoid and protect areas of deep peat and restore as open habitats. 2. Proposals to plant on deep peat (over 50cm in depth) will not be supported and Class 1 and 2 soils should be avoided. 3. Proposals should include consideration of nearby peatland habitats and restoration projects. 4. Proposals should include appropriate buffers of managed open ground and native broadleaves to prevent self-seeding conifers spreading onto peatland habitats. 5. Opportunities for restoration of degraded peatlands will be supported, particularly within existing designated sites. d) Expand Native Riparian Woodland Riparian planting is a nature-based solution that can improve water quality by trapping soil and sediments, providing shade and stabilising riverbanks. Scotland’s Third Land Use Strategy acknowledges that planting trees as a natural flood management technique can contribute to reducing the risks for communities in downstream locations from the adverse impacts of flooding. Trees, woodland and vegetation slow the flow of water compared to bare and heavily grazed land and bare soil. Woodland intercepts rainfall, increases water absorption into the soil and reduces surface flow rates, resulting in a slowing of movement of water into rivers and from the top of the catchment downstream. Protecting existing and creating new native riparian woodland to deliver natural flood management, including in headwater catchments, alongside watercourses and on steep or erosion-prone slopes is encouraged and should be considered as part of new flood protection schemes. Proposals should include protecting, creating and enhancing riparian woodland by removing invasive non-native species and conifer species and planting native broadleaf species or encouraging natural regeneration. Contributing and connecting to existing projects such as the Allan Water Project in partnership with NatureScot, the UK Centre for Ecology and Hydrology, JHI and Stirling University is encouraged. PKC will continue to encourage the management and expansion of riparian woodland and protection as part of a catchment approach that contribute towards Nature Networks. e) Encourage Natural Regeneration Naturally regenerating native woodland, rather than planted, ensures carbon locked into soils remains intact, delivers carbon sequestration more quickly and achieves wider biodiversity benefits. Forest and woodland establishment by natural regeneration rather than or alongside planting reduces the amount of mechanical ground preparation required which reduces soil erosion and release of carbon locked up in soils. Natural regeneration is also more cost effective than planting trees. PKC encourage natural regeneration in appropriate areas through reduced grazing pressure and deer management. Page 125 of 254
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20 Draft FWS July 2026 PKC Policy Guidance 1. Proposals should include protecting, restoring and creating new native riparian woodland where watercourses are present by removing invasive non-native species and conifer species. 2. The strategic use of new woodland to deliver natural flood management, including in headwater catchments, alongside rivers, and on steep or erosion-prone slopes will be supported and should be considered as part of new flood protection schemes. 3. Proposals that include natural regeneration in appropriate areas through reduced grazing and herbivore management will be supported. f) Protect and Expand Urban Forests Urban forests are much like a traditional forest, with the term encompassing all the trees within an urban area. NPF4 aims to create sustainable, liveable and productive places, trees and woodland can help deliver all of these outcomes. Integration of trees and woodland into urban and peri-urban areas also provide benefits of providing shade and shelter thus reducing energy demands for cooling and insulating purposes, mitigating the urban heat island effect and improving air quality. Some trees and woodlands are protected by existing designations such as Tree Preservation Orders (TPOs) and Conservation Areas, and these will continue to be protected. Retaining trees and woodlands in their original state is always preferable and where trees have been specifically designed and planted for public amenity and flood risk management purposes they should be retained. The urban forest is constantly changing, with trees being lost as a result of sub-optimal growing conditions, pests and diseases, new developments or reaching the end of their life. Methodical planning for tree planting is essential to ensure successful establishment to create a resilient, healthy urban forest, particularly considering future challenges. Several factors need to be considered when launching any programme of tree planting: • Trees take several years to reach their full potential size and canopy cover. • Physical space above ground as trees grow and canopies extend over and above hard surfaces. • Physical space below ground as trees require space for roots to grow, typically within the first 1m depth, also used for utilities provision. • Annual losses from pests, disease, safety issues, or disease can outpace gains from new planting. PKC support protection and expansion of street trees and urban forests in appropriate locations and have undertaken opportunity mapping to identify suitable areas. Tree planting on PKC owned and managed land must be in accordance with the PKC Tree Planting Policy and Open Space Strategy. PKC also have tree planting guides for schools and communities. Guidance on species selection in new developments is provided in the Open Space Supplementary Guidance. Page 126 of 254
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21 Draft FWS July 2026 PKC Policy Guidance 1. Proposals that include retaining trees, forestry and woodland in their original state whilst encouraging natural regeneration will be supported. 2. All existing trees, hedgerows and woodland should be retained and incorporated into development design in accordance with the mitigation hierarchy. 3. Tree planting on PKC owned and managed land must be in accordance with the PKC Tree Planting Policy and Open Space Strategy. g) Unlock Nature-Based Investment As the environmental value of woodland becomes more widely recognised, new forms of private and blended finance are emerging to support the delivery of climate and nature outcomes. These include schemes that reward landowners for sequestering carbon, enhancing biodiversity, improving water quality, and supporting landscape-scale resilience. Perth and Kinross Council recognise the need to ensure local land managers and communities can access and benefit from these opportunities in a fair and transparent way. PKC will support the development of carbon credits through the Woodland Carbon Code and Peatland Code, enabling income generation from verified carbon sequestration, and encourage local projects to access private finance where it aligns with public interest objectives. Page 127 of 254
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22 Draft FWS July 2026 PRIORITY 2: NATURAL ASSETS, ENVIRONMENTAL QUALITY AND BIODIVERSITY Maximising the role of forests and woodlands in contributing to the quality of the environment, and tackling the global nature crisis • Contributing Theme 2: Protect and Enhance the Environmental Quality of our Natural Resources • Contributing Theme 3: Help to Protect, Restore, Maintain and Enhance Biodiversity across Perth and Kinross 5.2 Natural Assets, Environmental Quality and Biodiversity When managed well, woodlands and forestry make a vital contribution to protecting and enhancing the environmental quality of air, water and soil resources and contribute towards tacking the climate change and nature loss crises. a) Promote the Protection and Enhancement of Air, Water and Soils Adherence to the UK Forestry Standard is essential to protect water and soil resources particularly in sensitive catchments in Perth and Kinross; Loch Leven, Lunan Lochs, Dunkeld-Blairgowrie Lochs and the River Tay. Proposals should consider any watercourses which feed into protected areas. The use of continuous cover forestry (CCF) and other lower impact silvicultural systems including group selection, shelterwood, small coupe felling, coppice or coppice with standards are encouraged to maintain soil carbon, limit erosion, and support ecological stability. With its diversity of age, species and structure, CCF avoids the impacts of large-scale clear- felling and delivers benefits of enhancing stand stability and reducing windblow and creating forests with a more natural look. It is also the most carbon efficient management system. All proposals should avoid habitat fragmentation and aim to connect habitats by incorporating open glades, rides, transitional habitats, peatland restoration and riparian planting where appropriate. PKC supports the planting of new, and managing existing, site-appropriate woodland and trees alongside and visible from important transport routes whilst ensuring that important views are retained. Planting smaller trees and shrub species can provide screening, noise reduction and capture of pollutants. b) Protect, Enhance and Restore Areas Designated for Nature Conservation Purposes Perth and Kinross support many sites designated on international, European, national and local levels (Appendix 1). Data from 2023/24 shows 33.5% of the land within Perth and Kinross Council is protected for nature. Designated sites play an important role in ensuring nature conservation is at the heart of land use decision making by protecting the most sensitive and rare habitats and species. Further information is available on the NatureScot Sitelink website. Proposals within Sites of Special Scientific Interest (SSSI), Special Areas of Conservation (SAC), Special Protection Areas (SPA) or National Nature Reserves (NNR), or with the potential to affect them, will require Page 128 of 254
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23 Draft FWS July 2026 consultation with NatureScot and may require a Habitats Regulations Appraisal. Proposals adjacent to protected areas should consider: • Providing a buffer of native species or managed open ground to minimise self-seeding from commercial crops. • Measures to remove and control rhododendron (Rhododendron ponticum), bracken (Pteridium aquilinum) and invasive non- native species. • Creating and enhancing connectivity to contribute towards Nature Networks. c) Protect and Prevent Damage to Protected Species and their Habitats Perth and Kinross support a wide range of protected species recognised by international, European and national legislation, many of which are rare, endangered or have faced declines in abundance. Woodland and forestry proposals offer opportunities to enhance habitats for many species but can also negatively impact protected species by removing or fragmenting habitats and changing the hydrology of surrounding areas. The Eurasian beaver (Castor fiber) is becoming widespread within Perth and Kinross and their nickname as ecosystem engineers is evident in creating dams and slowing the flow of water. They naturally coppice trees that will lead to a diverse range of age and structure along riverbanks. Wet grassland and upland heath are important habitats for waders, some of which have experienced declines and are considered to be of Conservation Concern by the International Union for Conservation of Nature. Proposals should be informed by surveys to ascertain the constraints and opportunities onsite and ensure site design takes biodiversity into account at an early stage to avoids and minimise impacts to protected species and important habitats. PKC encourage planting native Scots pine to create natural strongholds for red squirrel (Sciurus vulgaris). PKC Policy Guidance 1. Proposals that will negatively impact protected areas, protected species and priority non-woodland habitats will not be supported. 2. Proposals likely to impact on waders should be accompanied by a survey and impact assessment to waders and their habitats. 3. Proposals within 30m of a watercourse should be accompanied by an otter survey. 4. Proposals should avoid habitat fragmentation by incorporating open glades, rides, transitional habitats, peatland restoration and riparian planting where appropriate. d) Protect, Enhance and Restore Rare and Important Habitats Proposals should recognise and seek to safeguard and restore sensitive and rare habitats unique to Perth and Kinross. Traditional Orchards The Carse of Gowrie has been well known for its apple, pear and plum orchards since the monasteries owned and farmed the grange lands in the 12th century. Often occupying the same piece of land for centuries, and managed without chemical input, the sites are hotspots for biodiversity Page 129 of 254
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24 Draft FWS July 2026 and have been shown to provide a refuge for over 1,800 plant, fungi and animal species. A survey undertaken in 2007 indicated over half of the 51 documented orchards in the Carse of Gowrie no longer existed due to agricultural practises, lack of management, tree old age and pressure from development. Orchards are a priority habitat in the UK Biodiversity Action Plan providing benefits for biodiversity plus landscape, amenity, food growing and community involvement. Further information is available on the Tayside Biodiversity Partnership website Proposals likely to impact on traditional orchards should be accompanied by a survey and impact assessment with measures to restore and extend orchards. PKC will continue to protect traditional orchards through the planning process and use of TPOs where appropriate and will continue to request new orchard creation in all major housing developments. Species Rich Grassland Perth and Kinross was historically a stronghold for species rich grassland that has declined dramatically in recent decades and now occupy just 2% of Scotland’s farmland grassland. Species rich grassland is a Tayside LBAP priority habitat and is threatened by land use change including inappropriate forestry. Where species-rich grassland is present, proposals should seek to restore and manage these areas and retain as open habitats. Proposals likely to impact species rich grassland should be accompanied by a survey and impact assessment with measures to restore the habitat by managing it to maintain species diversity. Further information is available from NatureScot. PKC recently mapped all species rich grassland and will continue to use the data when advising on planning applications and forestry and woodland proposals. PKC Policy Guidance 1. Proposals likely to impact on traditional orchards should be accompanied by a survey and impact assessment with measures to restore and extend the habitat. 2. Proposals likely to impact on species rich grassland should be accompanied by a survey and impact assessment with measures to restore the habitat by managing it to maintain a diversity of species. Upland Habitats The present treeline in much of Scotland is below the natural limit and montane woodland is one of Scotland's rarest and most fragmented woodland types. It is typically found at heights of over 400 metres, and is dominated by birch and willow, grading into montane scrub (juniper, dwarf birch and mountain willow) and upland heath. Woolly willow (Salix lanata) occurs locally in Tayside but is sparse elsewhere threatened by climate change and overgrazing. Mountain heath and willow scrub are priority habitats on the Scottish Biodiversity List and the Tayside LBAP. Heather moorland is the most extensive single upland habitat in Tayside covering 12% of the whole area and are highly valued cultural landscapes. Page 130 of 254
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25 Draft FWS July 2026 Tayside is of international conservation significance for several extremely rare upland botanic interests including: • Alpine milk vetch (Astragalus alpinus). Of the few sites known in the UK, three occur in Tayside and the population is decreasing to a critical stage. • Close-headed Alpine-sedge (Carex norvegica) is nationally rare, and most populations occur in Tayside with fewer than 200 plants. • Yellow Milk-vetch (Oxytropis campestris) is found at just three sites in the UK: two are in Tayside, the other in the Mull of Kintyre. • Brown Bog-rush (Schoenus ferrugineus) is restricted to four SSSI sites in Perthshire and one site in Selkirkshire. The plant is vulnerable to disease as a single outbreak could potentially wipe out an entire local population. Protecting and Restoring Upland Habitats Large conifer plantations and creation of timber haul roads can negatively impact on the upland environment and the unique assemblage of rare species. Woodland expansion must be sensitive to open habitat priorities, while also responding to opportunities for ecological restoration and connecting habitats to create nature networks. Old ‘granny’ Caledonian pinewoods and individual trees should be retained to seed and provide a new generation of native pines. Ideally habitats should be restored through natural regeneration from the existing soil seed banks and surviving trees in gullies or inaccessible slopes if grazing is reduced and appropriate conditions restored. In areas where there is no viable seed source or remnant woodland nearby, targeted planting using locally appropriate genetically diverse stock may be required. Any planting should be designed to mimic natural structure and dispersal, using scattered trees and clumps that can act as future seed sources. Montane woodland restoration could slow rainfall and improve upland landscapes by removing the sharp transition between afforested and open habitats. Many bird species would benefit from transition zones between forest and moorland heath and feathered edge forestry including ring ouzel (Turdus torquatus) and black grouse (Tetrao tetrix). The National Trust for Scotland has pioneered methods of regenerating montane willows and other rare plants at Ben Lawers National Nature Reserve. The reserve has the largest abundance of arctic-alpine plants in the UK including snow gentian (Gentiana nivalis) which is unique to Tayside and Alpine forget-me-not (Myosotis alpestris) which is restricted to Tayside and Upper Teesdale. It is also the UK’s most important site for lichens, home to over 500 lichen species. Woodland and Forestry Operations in Upland Areas Woodland creation or restoration in upland areas should be carefully designed to support species-specific conservation and reduce pressures from grazing and climate stressors. National Vegetation Classification (NVC) surveys should be used to avoid sensitive open habitats and impacts to climate-vulnerable species, especially those that are range-restricted. Early consultation with Tayside Raptor Study Group is recommended to identify any core nesting or foraging areas within the disturbance distance for the species protected within the designated sites. Guidance is available from NatureScot. Page 131 of 254
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26 Draft FWS July 2026 Proposals for native woodland creation should include a diverse range of native tree species, soft edges, gradual transitions of habitats and landscape sensitivities. PKC encourage natural regeneration of treeline woodland in appropriate areas particularly through reduced grazing pressure and deer management. There is a presumption against conifer plantations in areas of sensitive habitats and ornithological interests. Early consultation with the PKC Woodland Enquiries Team and NatureScot is encouraged. PKC Policy Guidance 1. All proposals should seek to protect, enhance and restore sensitive and rare habitats informed by surveys including NVC. 2. Proposals that avoid sensitive open habitats, such as dry heath, wet heath, juniper and breeding bird areas of high conservation value are more likely to be supported. 3. Proposals to support natural regeneration and low-density native woodland expansion in upland areas where this strengthens Nature Networks and improves landscape resilience will be supported. 4. Single species conifer plantations in areas of sensitive habitats and ornithological interests will not be supported. 5. Proposals to restore, enhance and connect montane scrub and woodland where appropriate informed by ecological surveys including NVC will be supported. 6. Proposals to create transition zones to restore lost or vulnerable habitats such as montane willow scrub, aspen and juniper will be supported. 7. Proposals that will result in the loss of montane woodland types, such as juniper, will not be supported. 8. Proposals to restore degraded upland woodland habitats using natural regeneration will be supported. Page 132 of 254
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27 Draft FWS July 2026 e) Encourage Long-Term Sustainable Deer Management Deer are a natural part of a woodland ecosystem but at high densities negatively impact the ecological condition of native woodland, prevent natural regeneration and damage trees through bark stripping, browsing and fraying. The 2025 NatureScot Deer Count Density estimated deer populations living on the open range which are habitats used mainly by red deer including heather moorland. It shows that the northern uplands of Perth and Kinross have high red deer (Cervus elaphus) numbers. Less data for the other deer species found in Perth and Kinross is available but roe deer (Capreolus capreolus) numbers have increased over recent decades. PKC support the recommendations made by the Deer Working Group in 2018 in the Management of Wild Deer in Scotland Report. Robust deer management, preferably sustainable deer control, should form part of forestry and woodland proposals. Deer control is a more sustainable and long-term approach to deer population management than fencing. Deer fencing requires ongoing inspection and maintenance, prevents movement of other mammals such as badgers (Meles meles), and can exacerbate erosion and habitat damage. A reduction in deer fencing also reduces negative landscape impacts and creates more open and welcoming forests and woodlands for people to access and enjoy. Furthermore, deer control can improve the ecological condition of protected areas, peatlands and other habitats. Large sites and those adjacent to protected areas should be accompanied by a Deer Management Plan in collaboration with neighbouring landowners and Deer Management Groups. If fencing is required, consideration to landscape, outdoor access and wildlife impacts is required with consideration of badger gates. Any fencing in or near existing woodland known to contain capercaillie (Tetrao urogallus) or black grouse must conform to guidance on avoiding bird strikes. Deer fences should be removed once trees and woodlands are established. Further information on deer management is provided by NatureScot. PKC Policy Guidance 1. Proposals that include sustainable deer management through deer control will be supported. 2. Proposals that rely wholly on deer fencing will not be supported. 3. Large sites and those adjacent to protected areas should be accompanied by a Deer Management Plan in collaboration with neighbouring landowners and Deer Management Groups Page 133 of 254
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28 Draft FWS July 2026 f) Identify, Protect, Restore and Connect Woodlands of High Nature Conservation Value Native and ancient woodlands and veteran trees provide considerable biodiversity, landscape, amenity, tourism and recreation benefits as well as soaking up carbon. They provide Perth and Kinross with unique character and renown as ‘Big Tree Country’ including the Fortingall Yew which is believed to be the UK's oldest tree, with an estimated age of between 2,000 and 3,000 years. NPF4 requires Forest and Woodland Strategies to identify Woodland of High Nature Conservation Value (WHNCV). The Scottish Forestry Technical note on preparing a Forestry and Woodland Strategy describes a ‘woodland of high nature conservation value’ as • Native woodland and scrub as identified by the NWSS [but note the nativeness is not a requirement for the other categories listed below], • Ancient woodland and ancient semi-natural woodland, including Plantations on Ancient Woodland Sites (PAWS) and Long- Established woodlands of Plantation Origin (LEPO), • Woodland that is integral to the value of designated or special sites (SACs, SPAs, SSSIs, Ramsar sites, and NNRs), and • Wood pasture. No single dataset provides a complete picture of trees and woodland of high nature conservation value in Perth and Kinross. However, in combination, the Native Woodland Survey of Scotland, the Scottish Ancient Woodland Inventory, coupled with designated areas data, and the Ancient Tree Inventory allows us to identify WHNCV across the Council area. Map 3 to follow shows the spatial distribution of the proposed WHNCV with the Strategy area. The Native Woodland Survey of Scotland Native woodlands are defined as woods in which over 50% of the canopy is made up of species native to the region. The NWSS identified and mapped the location, extent, type, and condition of all of Scotland's native woodlands in 2014 including semi-natural (self-sown) or planted. Native woodland is of considerable biodiversity value due to their varied form, uneven age structures, mix of native tree species, open space, deadwood and natural processes. All native woodland types are UK Biodiversity Action Plan priority habitats due to being threatened and many require management to improve them for nature conservation. The Ancient Woodland Inventory In Scotland, Ancient Woodland is defined as land that is currently wooded and has been continually wooded, at least since 1750. The Ancient Woodland Inventory (AWI) is a provisional guide to the location of Ancient Woodland derived from the Roy maps (c1750) and the OS 1st edition (c1860). The AWI contains three main categories of woodland, all of which are likely to be of value for biodiversity and cultural by virtue of their antiquity: 1. Ancient Woodland (1a and 2a) Interpreted as semi-natural woodland from maps of 1750 or 1860 and continuously wooded to the present day. If planted with non- native species during the 20th century they are referred to as Plantations on Ancient Woodland Sites (PAWS). Page 134 of 254
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29 Draft FWS July 2026 2. Long-established woodlands of plantation origin (LEPO) (1b and 2b) Interpreted as plantation from maps of 1750 (1b1) or 1860 (2b) and continuously wooded since. Many of these sites have developed semi-natural characteristics, especially the oldest ones, which may be as rich as Ancient Woodland. 3. Other woodlands on ‘Roy’ woodland sites (3) Shown as unwooded on the 1st edition maps but as woodland on the Roy maps. Such sites have, at most, had only a short break in continuity of woodland cover and may still retain features of Ancient Woodland. Ancient woodland is an important and irreplaceable habitat that cannot be replicated due to the complex association over time. They include all remnants of Scotland’s original woodland; their flora and fauna may preserve elements of the natural composition of the original Atlantic forests. Ancient woodland often contains veteran trees that are of considerable biodiversity value providing habitats for rare fungi, invertebrates, lichens, birds and bats. Their structural complexity provides many habitat niches that do not co-exist on younger trees. They preserve the integrity of soil ecological processes and associated biodiversity, and some have been managed using traditional methods for centuries. Designated Areas The Perth and Kinross area contains a wealth of international and national designated sites, or protected areas, to help ensure that the natural features of special interest within them remain in good health for the benefit of current and future generations. Woodlands form an integral part of a number of these sites and are essential for habitats and species due to the unique and complex ecosystem structures they offer which help support a diverse range of habitats and wide variety of wildlife. The Ancient Tree Inventory The Ancient Tree Inventory (ATI) is a project managed by the Woodland Trust which allows users to record and map the UK’s oldest and most ecologically significant trees to help support their conservation. The ATI includes ancient, veteran, and notable trees. Ancient and veteran trees provide important habitats for a range of species, including fungi, insects, birds, and mammals. They also play a role as ‘living monuments’ connecting people to their surrounding natural and historical landscapes. The main purposes of the ATI are linked to the conservation of trees which are essential for wildlife and biodiversity; the preservation of trees which have significant ecological, cultural, or historical value, and also providing a source of data for the purposes of environmental education, ecological studies, and raising awareness of the importance of these trees with the public. Page 135 of 254
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30 Draft FWS July 2026 Map 3: Proposed Woodlands of High Nature Conservation Value Page 136 of 254
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31 Draft FWS July 2026 Protecting WHNCV NPF4 Policy 6 b) states development proposals will not be supported where they will result in: i. Any loss of ancient woodlands, ancient and veteran trees, or adverse impact on their ecological condition; ii. Adverse impacts on native woodlands, hedgerows and individual trees of high biodiversity value, or identified for protection in the Forestry and Woodland Strategy. iii. Fragmenting or severing woodland habitats, unless appropriate mitigation measures are identified and implemented As trees and woodlands of high nature conservation value cannot be readily replaced, it is particularly important to protect them from threats, including development and other land-uses. PKC will protect ancient trees and woodlands, and veteran trees from adverse impacts, loss or damage through designation and policies in the Local Development Plan and any other appropriate means such as TPOs. Perth and Kinross Council will prioritise protection from further damage and fragmentation where trees are healthy and structurally sound. The presumption against woodland removal as per national guidance, the Scottish Government Policy on Control of Woodland Removal, will be followed. Proposals must be informed by detailed surveys and follow the mitigation hierarchy of avoid, reduce, compensate and enhance (see section 5.9 d). To protect WHNCV from development, a buffer of at least 50m from woodlands plus root, crown and future-growth space for veteran trees is required to reduce ground disturbance and reduce the potential of invasive non-native species spreading from gardens by creating a strong boundary between the two land uses. It will also help reduce impacts of increased noise, disturbance and lighting on woodland dwelling species. The buffer allows space to grow and in time will become valuable to biodiversity and amenity. Restoring WHNCV Perth and Kinross contain remnants of Caledonian forest, both coniferous and broad-leaved native woodland along with extensive tracks of timber forest. Restoration of PAWS is encouraged to retain remnant features of ancient semi-natural woodlands and restore the site to woodland comprising site native species. Where forestry is proposed adjacent to PAWS, native species are encouraged. LEPO is not included in the definition of WHNCV but offer opportunities for restoration. Proposals for LEPO should contain a higher proportion of low impact silviculture systems, long-term retention areas with a diverse species mix and high proportion of native species. Any veteran trees within PAWS and LEPO should be protected. Guidance is available from Natural England. Granny pines are old, lone and wide-crowned Scots pine trees which have survived the last 2-300 years. They should be retained so they can seed and provide a new generation of native pines. Removing non-native species from old Caledonian forests and replacing with Scots pine is supported. Removal of bracken and invasive non-native species from HHNCV is encouraged. Page 137 of 254
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32 Draft FWS July 2026 Connecting WHNCV A significant threat to woodlands of high nature conservation value is fragmentation and pockets of woodland isolated from each other in the landscape surrounded by other land uses. Following the principle of bigger, better and more joined up, Nature Networks (see section 5.1 b) offers opportunities to restore, expand and connect WHNCV making them more resilient and biodiverse. The expansive network of the River Tay SAC provides a network often associated with native species including oak, ash and elm due to the rugged terrain offering opportunities for enhanced riparian woodland (see section 5.1 d). Perth and Kinross Council is committed to promoting a county wide Nature Network by 2030 and will continue to promote connecting WHNCV alongside the Nature Network and other habitat networks throughout the region. PKC Policy Guidance 1. Proposals that will result in loss of WHNCV will not be supported. 2. Proposals that will protect, restore, enhance and connect WHNCV will be supported. 3. Positive management to diversity the age and structure and increase the proportion of native species through planting and natural regeneration will be supported. 4. Restoration of PAWS to retain remnant features of WHNCV and restore the site with a high proportion of native species will be supported. 5. Proposals should include a buffer of at least 50m to protect WHNCV from development. Page 138 of 254
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33 Draft FWS July 2026 5.3 Landscape The landscape within Perth and Kinross is divided into two main units: Highland Perthshire and Lowland Perthshire and Kinross and are distinguished by the Highland Boundary Fault reflecting the geology, topography, vegetation, and land use of those areas. High quality, distinct and diverse landscapes contribute to the social and economic well-being of the region. a) Protect and Enhance the Area’s Important Landscapes, Wild Land Areas and Wilderness The Tayside Landscape Character Assessment provides a baseline understanding of landscape variation, helping planners, developers, and land managers make informed decisions and ensuring that development respects the natural and cultural character of the region. Development and land use change, including forestry and creation of new hill tracks, should be compatible with the distinctive characteristics and features of Perth and Kinross’s landscapes. Wild Land Areas are the most extensive areas of wild land, largely semi- natural landscapes that show minimal signs of human influence. They are identified as nationally important in NPF4 Policy 4 due to their cultural, recreational and nature conservation value. A large proportion of Perth and Kinross (19%) is within the top fifth of overall relative wilderness values. Comparatively just 5% of Scotland falls within this quintile. The NatureScot Wild Land Areas Map and Descriptions identifies five Wild Land Areas partly that largely overlap with the 11 Local Landscape Areas within Perth and Kinross below. Wild Land Areas Local Landscape Areas Ben Lawers Ben Vrackie Breadalbane-Schiehallion Glen Almond and the Sma’ Glen Cairngorms Glen Quaich Lyon-Lochay Loch Leven and Bishop Hill Rannoch-Nevis- Mamores- Alder Loch Lyon and Loch an Daimh Loch Tay Ochill Hills Rannoch Forest Sidlaw Hills Upper Strath Tay Upper Strathearn Proposals within Local Landscape Areas must demonstrate they will not have a significant adverse effect on the special qualities listed in the Landscape Supplementary Guidance and contain a high proportion of native broadleaf species. To improve landscape aesthetics and amenity, existing woodlands, forests and plantations should be restructured to diversify age and species PRIORITY 2: NATURAL ASSETS, ENVIRONMENTAL QUALITY AND BIODIVERSITY Maximising the role of forests and woodlands in contributing to the quality of the environment, and tackling the global nature crisis • Contributing Theme 4: Contribute to and help improve our landscapes and scenery Page 139 of 254
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34 Draft FWS July 2026 structures, softer edges and open spaces to create mosaics of colour and form. b) Track Development Harvesting and timber extraction may adversely affect landscape and wildness through creation of tracks and haul roads. This should be considered and minimised in proposals. Development such as the creation of new tracks, alterations to existing tracks or roads, formation of vehicular accesses, erection of enclosures (e.g. deer fencing) and peatland restoration works may require ‘prior notification’ or an application for planning permission if permitted development rights do not apply under The Town and Country Planning (General Permitted Development) (Scotland) Order 1992. Planning applications can be submitted online via the eDevelopment Scotland portal. To minimise errors with an application at validation stage, relevant submission checklists can be found on the Planning and Building section of our website. An applicable planning fee may be required. Should you have any general planning queries you can call 01738 475300 during normal office hours and ask for our Duty Planning Officer. They shall be able to offer general advice or might advise you to submit a pre-application enquiry for further review. PKC Policy Guidance 1. Proposals that may impact Wild Land Areas should be accompanied by an impact assessment and any impacts reduced by siting, design or other mitigation. 2. Proposals within Local Landscape Areas must demonstrate they will not have a significant adverse effect on the special qualities. 3. Management of and the creation of tree avenues and orchards in appropriate locations to reflect traditional landscapes in Perth and Kinross is encouraged. 4. Proposals to plant new, and manage existing, site-appropriate woodland and trees alongside and visible from important transport routes will be supported. Page 140 of 254
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35 Draft FWS July 2026 5.4 Historic Environment Ancient woodlands, veteran trees, earthworks, ruined structures, and buried archaeological features provide useful information about past societies and how they used and managed the land, including forests and woodlands. Ancient woodlands are often associated with designed landscapes and historic buildings serving as living monuments and creating a sense of place. Underneath the soil, historic underground infrastructure such as cundies and culverts assists with drainage. a) Continued Protection of Tree Preservation Order Trees All tree groups, tree lines and individual trees covered by a Tree Preservation Order (TPO) and within a Conservation Areas are protected from pruning, lopping, and felling. Any management work to trees which are subject to a TPO or within a Conservation Area require consent from the planning authority. Locations of Conservation Areas, TPOs, and Gardens and Designed Landscapes are available on the PKC Heritage Map. Felling operations within Conservation Areas will require more justification and consideration of the impacts to amenity and landscape value. PKC will continue to promote new TPOs where appropriate. b) Promote Good Stewardship of the Historic Environment through Design and Management Historic Environment Assets Forestry and woodland proposals should identify and protect designated and non-designated features of the historic environment and their settings and consider preservation and enhancement of cultural landscapes. Proposed woodland creation within Inventory Gardens and Designed Landscapes and on Inventory Battlefields will require consultation with Historic Environment Scotland. Good stewardship of the historic environment through forest design and sensitive management using initiatives such as Perthshire Big Tree Country and the Perthshire Conifer Conservation Programme to underpin the long- term future of historic landscapes and tree-related features is encouraged. PKC will continue to protect ancient and veteran trees as living monuments with historical, landscape, amenity and biodiversity value. Archaeological Features Forestry and woodland proposals can impact on features of the historic environment and considering them early in the design process is vital to mitigate impacts. Early consultation with Perth and Kinross Heritage Trust is recommended. Buffer zones should be used to protect any archaeological features of importance from operations. If any new or suspected features of interest are uncovered during forest management operations, they should be immediately protected by establishment of a buffer zone and findings reported to the Perth and Kinross Heritage Trust. PRIORITY 2: NATURAL ASSETS, ENVIRONMENTAL QUALITY AND BIODIVERSITY Maximising the role of forests and woodlands in contributing to the quality of the environment, and tackling the global nature crisis • Contributing Theme 5: Help make the most of our historic environment Page 141 of 254
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36 Draft FWS July 2026 Geodiversity Sites Rocks, fossils and geomorphological elements such as moraines, eskers and drumlins are important for cultural heritage and biodiversity. Proposals should aim to protect and enhance geological and geomorphological elements on the landscape. Impacts can be avoided by ensuring trees do not affect or block views of important features. PKC has identified potential Geodiversity Sites which following assessment will be designated and published. PKC Policy Guidance 1. Proposals should identify and protect features of the historic environment and their surroundings through consultation with the Perth and Kinross Heritage Trust. 2. Proposals which adversely impact features of the historic environment, and their settings will not be supported. 3. Proposals should protect ancient and veteran trees as living monuments with historical, landscape, amenity and biodiversity value. 4. Proposals that adversely affect the access to or appreciation of identified geological features will not be supported. Page 142 of 254
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37 Draft FWS July 2026 5.5 Productive Forests Scottish Government policy supports the expansion and sustainable management of productive forests as a valuable source of timber and wood fuel for energy production. Perth and Kinross have favourable soils and climatic conditions to make a key contribution to creation of new multi-benefit woodlands to meet the Government’s aspiration for woodland and forestry to cover 21% of the total area of Scotland by 2032. a) Promote Sustainable Forest Management and Forestry Good Practice Well-managed productive forests can deliver multiple benefits and balance the need to produce timber with other policy priorities including biodiversity, climate resilience and creating welcoming forests for people to access and enjoy. All proposals must be in accordance with the UK Forestry Standard and must ensure management and contingency plans address the impacts of climate change. Productive forestry should not conflict with other policies within this Strategy to create climate resilient forests fit for the 21st century. Species diversity, a high proportion of native species and sustainable management of natural resources such as water and soil are all required to achieve this. Introduced and native conifers and hardwoods all have a part to play, and Perth and Kinross have a long and pioneering history of a range of conifer species in early plantations. However recent decades have seen an emphasis placed on a small number of species especially Sitka spruce. Growing a wide range of conifer and broadleaf species with an associated diversity of silvicultural systems will be supported. Proposals to create single species and monocultures will not be supported. Proposals for productive forestry should include species diversity (see section 5.1 a), seed source and provenance, long term retention areas of native woodland and buffer zones. Long Term Forest Plans and Forest Management Plans should be created as a basis for felling permissions, to assist with the restructuring of existing productive plantations to enhance their landscape, biodiversity, and recreational value. Proposals to manage plantations to increase light levels, enhance structural and species diversity and to provide deadwood will be supported. Deadwood is one of the greatest ecological resources in a forest with a fifth of woodland species dependant on it during a part of their lifecycle. Harvesting should be carefully planned to minimise impacts to biodiversity and public access. Clear felling should be minimised and seed-bearing native trees retained to ensure some continuous cover forestry. Communities should be forewarned of proposed tree, woodland and forestry proposals likely to impact their local surroundings. b) Forestry Expansion With the management and expansion of WHNCV (see section 5.2 f), there is potential for productive forestry to form part of wider woodland habitat networks and Nature Networks, increasing connectivity. The management and expansion of WHNCV will often create a landscape framework within PRIORITY 3: FORESTS AND THE ECONOMY Maximising the role of forests and woodlands in supporting the economy of Perth and Kinross • Contributing Theme 6: Productive Forests Page 143 of 254
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38 Draft FWS July 2026 which productive woodland can exist. Expanding the forest area managed under low impact silvicultural systems and continuous cover forestry where natural regeneration is the main recruitment method is encouraged. Incorporation of natural flood management improvements in association with forest and woodland creation and enhancement, including protecting and enhancing riparian corridors; protecting natural flood storage areas; safeguarding and improving soil conditions, and planting to help reduce the flow of water, can result in multiple benefits and is encouraged. Early consultation with the Scottish Water Sustainable Land Management Team to determine the location of Drinking Water Protected Areas as well as water and/or wastewater infrastructure is encouraged. c) Development of Timber Transport Infrastructure Proposals requiring new roads for timber operations should determine the potential impacts of the route and potential runoff of the proposed roads into watercourses and wetland habitats. PKC encourages developing timber transport infrastructure through mechanisms such as the Strategic Timber Transport Fund and through partnerships such as the Timber Transport Forum and regional Timber Transport Groups (TTGs) Guidance is available from the Timber Transport Forum. The agreed timber routes can be viewed on the interactive map covering Stirling and Tayside TTG. PKC encourage early engagement with the Roads Maintenance Partnership. d) Development of Forestry Tracks Development such as, but not limited to, the creation of new tracks, alterations to existing tracks or roads, formation of vehicular accesses, may require ‘prior notification’ or an application for planning permission if permitted development rights do not apply under permitted development rights. Planning applications can be submitted online via the eDevelopment Scotland portal. To minimise errors with an application at validation stage, relevant submission checklists can be found on the Planning and Building section of the PKC website. An applicable planning fee may be required. Should you have any general planning queries you can call 01738 475300 during normal office hours and ask for our Duty Planning Officer. e) Support for Forestry and Woodland Creation Financial assistance is available from Scottish Forestry and as part of the due diligence process, require land managers seeking grant assistance to develop their proposal to take account of sensitivities prior to submission to Scottish Forestry. Perth and Kinross Council are a consultee to Scottish Forestry for long term forest plans, land management plans, felling permissions and woodland creation proposals. PKC will continue to provide advice directly to landowners and managers as part of the due diligence process. We encourage early engagement via WoodlandEnquiries@pkc.gov.uk. A checklist of information required to accompany a forestry and woodland consultation request to PKC is provided in Appendix 1. Applicants are encouraged to ensure information is submitted in accordance with this checklist to allow PKC to provide detailed comments. Page 144 of 254
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39 Draft FWS July 2026 PKC Policy Guidance 1. Proposals that improve age, structure and species diversity and maximise the economic potential of the area’s timber resources will be supported. 2. Proposals consisting of a single species or high percentage of non-native conifer species will not be supported. 3. Proposals with a diverse range of species including native conifer and broadleaf species with areas of open ground to deliver multiple benefits will be supported. Page 145 of 254
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40 Draft FWS July 2026 5.6 Forests and the Economy Forestry and wood processing contributes to the Scottish economy providing many jobs located in rural and disadvantaged areas. Forest- based sport and recreation as diversification also contributes to the local economy. Rural diversification, integration with other land uses and a diverse range of forest-based enterprises offer opportunities for growth, a) Big Tree Country and Support for Rural Diversification Perth and Kinross’s reputation as ‘Big Tree Country’ helps support a thriving tourism sector using the area’s iconic and internationally famous heritage trees as a model of cultural and natural heritage integration. Development of appropriate tourism infrastructure, such as visitor centres, Core Path Networks and long-distance footpaths that maximise delivery of public benefits are encouraged. All developments must protect and enhance trees, woodlands and forestry (see section 5.9 a). b) Promote the Use of Locally Grown Timber The carbon sequestration potential in productive forestry is enhanced if it is then used for timber as a traditional construction material replacing more carbon-intensive materials that can reduce indirect emissions and help decarbonise construction. Use of locally grown timber to reduce imports would lead to more sustainable settlements and help protect biosecurity by reducing the risk of importing pests, diseases and invasive non-native species. PKC will encourage use of Scottish timber in construction through raising awareness and encouraging wider uptake of forest certification such as the Woodland Assurance Scheme (WAS) and the Forest Stewardship Council (FSC). PKC Policy Guidance 1. Proposals that maximise the role of forests and woodlands in supporting the economy and sustaining thriving rural communities without compromising other land use values will be supported. 2. Development of appropriate tourism infrastructure to maximise delivery of public benefits must also protect and enhance trees, woodlands and forestry. PRIORITY 3: FORESTS AND THE ECONOMY Maximising the role of forests and woodlands in supporting the economy of Perth and Kinross • Contributing Theme 7: Sustaining Thriving Rural Communities Page 146 of 254
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41 Draft FWS July 2026 5.7 Access for Health and Wellbeing Trees, woodlands and forestry help improve the quality of places where we live and work, create opportunities for communities to get involved in managing and owning woodlands, encourage healthier lifestyles and support education, training and social enterprise. There can also reduce exposure to poor air quality and the likelihood of air-quality related health issues. a) Urban Trees, Forestry and Woodland Trees are essential to public health and wellbeing, yet not everyone has good access to trees and their benefits where they live. The Tree Equity Score UK is a map-based application to help address disparities in urban tree distribution by identifying the areas in greatest need of people- focused investment in trees. The Tree Equity Score currently only covers Perth City and Invergowrie with a proposed extension to an additional eight smaller towns if funding is secured. In Perth City, one third of the data zones require action to increase tree cover and improve tree equity. PKC commissioned opportunity mapping for Perth and nine other large settlements in 2025 to better understand gaps in canopy cover and target tree planting resources. This will be used to ensure trees and woodland contribute towards the wider social agenda tackling inequalities, ensuring equal opportunities and increased qualify of life. PKC support the expansion of street trees and urban forests in appropriate areas. Tree planting on PKC owned and managed land must be in accordance with the PKC Tree Planting Policy and Open Space Strategy. PKC also have tree planting guides for schools and communities. PKC will continue to engage with communities on tree, woodland and forestry-related issues and promote community ownership involvement in community woodlands. b) Outdoor Access The right to take responsible non-motorised access in Scotland is provided by the Land Reform (Scotland) Act 2003. The Scottish Outdoor Access Code explains what is meant by responsible access in many situations for both the 'access taker' and the 'land manager'. Public access should be considered in the preliminary stages of forestry and woodland proposals and should not be unduly restricted by forestry operations. The Core Paths Plan is available on the PKC website and Rights of Ways are on the Scotways website. If present, proposal plans and maps should include Core Paths and Rights of Way. If a temporary diversion of a core path or right of way is required to facilitate works, the PKC Community Greenspace Team should be contacted via OutdoorAccess@pkc.gov.uk PRIORITY 4: FORESTS, WOODLANDS AND PEOPLE Maximising the role of forests and woodlands to improve the quality of life of residents of Perth and Kinross • Contributing Theme 8: Access for Health and Wellbeing Page 147 of 254
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42 Draft FWS July 2026 Communities should be forewarned of proposed tree, woodland and forestry proposals likely to impact their local surroundings. Contacting the Perth and Kinross Outdoor Access Forum, representative bodies such as The British Horse Society and local community groups is encouraged. Perth and Kinross Council will support the development of active travel routes through new and existing woodland (where appropriate) to increase access and encourage participation in woodland activities. All developments must protect and enhance trees, woodlands and forestry (see section 5.9 a). PKC Policy Guidance 1. Proposals that aid communities to access their local parks and woodlands and encourage participation in woodland activities will be supported. 2. Proposals that encourage use of woodland through creation of active travel routes, where they do not conflict with other policy guidance, will be supported. 3. Outdoor access should be encouraged via the development of new active travel routes through new and existing woodland where appropriate. 4. All forestry and woodland proposals should include communication and engagement, so communities are forewarned of proposed tree, woodland and forestry operations likely to impact their local surroundings. Page 148 of 254
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43 Draft FWS July 2026 5.8 Integration with Other Land Uses Forestry in Scotland for the last century or more has tended to be practiced in isolation from other land uses, rather than being integrated as in most other parts of the world. For much of the twentieth century, the norm was for rural land to be used for single purposes: farming or forestry or nature conservation. More recently diverse objectives and activities have increasingly been required from the same areas of land and multifunctional use is central to Scotland’s Land Use Strategy. a) Multiple Benefits through Greater Land Use Integration This Strategy supports a holistic vision where trees, woodland and forestry form a landscape matrix aligns with policies to develop connected nature networks and offers opportunities to re-integrate woodlands into the landscape. This will enable forestry to play an increasingly multi-functional role in delivering valuable benefits such as carbon sequestration, biodiversity, flood protection, recreation and health benefits. b) Agroforestry Agroforestry is the integration of agriculture and forestry at a field scale. Woodland creation and management can be complementary to farming when designed to deliver shared outcomes where trees are used to provide shade, shelter, improved soil and water health, and support diversified rural incomes. Agroforestry and the planting of field margins, riparian buffers and shelterbelts can enhance productivity, resilience, and biodiversity. Woodland grazing systems (e.g. silvopasture) where appropriate can balance livestock management with habitat and soil health goals. Advice is available from the Tree Council Agroforestry guide - The Tree Council Enhancing existing and creating new riparian woodlands on farmland can create nutrient and sediment buffer zones, and to help ensure that watercourses on farms and crofts are in good ecological condition (see section 5.1 d). PKC will support rural diversification and promote a diverse range of forest-based enterprises by working with landowners, communities and stakeholders to promote whole-landscape approaches that integrate woodland creation with farming, biodiversity, water management and cultural heritage. PKC will continue to raise awareness to explain the many functions that woodlands and forestry have beyond the trees themselves and support agriculture where funding becomes available. c) Blue Green Infrastructure (BGI) Blue-green infrastructure is a strategically planned network of natural and semi-natural areas integrated into the built environment to deliver multiple environmental and social benefits. The name emphasizes its dual function: “blue” refers to managing water resources, including stormwater, rivers, and ponds, while “green” refers to the vegetation, soil, and greenspaces. NPF4 Policy 20b requires developments to incorporate new or enhanced BGI. PRIORITY 4: FORESTS, WOODLANDS AND PEOPLE Maximising the role of forests and woodlands to improve the quality of life of residents of Perth and Kinross • Contributing Theme 9: Integration with Other Land Uses Page 149 of 254
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44 Draft FWS July 2026 The Perth and Kinross Local Development Plan 3 (LDP3) will seek to identify and protect existing blue and green infrastructure (BGI) assets and consider where resources can be expanded, enhanced and better connected, including to new or existing forests and woodlands to achieve the objectives of NPF4 Policy 1: Tackling the Climate and Nature Crises. The approach will be guided by the Council's Open Space Strategy which incorporates insights from the Council’s Climate Change Risks and Opportunities Assessment to identify projected changes and future needs of places. This ensures that proposals are designed to be multi-functional and contribute to the objectives of NPF4 Policy 2: Climate Change Mitigation and Adaptation. This includes mitigating climate change through carbon sequestration and the promotion of active travel, as well as adaptation to projected impacts such as through urban cooling and surface water management. d) Trees and Woodland in Planning and Development NPF4 aims to create sustainable, liveable and productive places and trees can deliver all these. NPF4 Policy 6 aims to protect and expand forests, woodland and trees by ensuring existing woodlands and trees are protected, cover is expanded and woodland and trees on development sites are sustainably managed. This FWS is a material consideration to the PKC planning process. Trees, woodland and forestry are opportunities in development and can add asset value for years to come. Early engagement with an Ecologist and Arboricultural Consultant is encouraged to ensure trees inform the layout allowing more to be retained and incorporated into plans. Existing woodland, trees and hedgerows should be protected, restored and expanded to connect to other habitats. The mitigation hierarchy of avoid, reduce and compensate should be followed to reduce impacts of development to woodland, trees and biodiversity. Clearing proposed sites pre-emptively prior to applying for planning permission has increased over the last decade and is against NPF4 Policies. Any clearance of trees and woodland on development sites should only begin when planning permission has been granted and all relevant pre- commencement conditions have been discharged. Two documents turn ‘retain the trees’ from an aspiration into a buildable specification: 1. The Tree Protection Plan provides a picture of the development proposed onsite, identifies the Construction Exclusion Zone, and provides details of protection measures to be secured. 2. The Arboricultural Method Statement sets out the methodology for construction of the development considering the protection of trees and woodlands through clear sequential steps. During construction, trees should be protected in accordance with BS: 5837 2012 Trees in Relation to Design, Demolition and Construction and the manual for managing trees on development sites. Employing an Ecological Clerk of Works (ECOW) and ArbCOW to audit and advise is encouraged. Utilities routes should be informed by root protection and constraints mapping. Utilisation of shared service space and existing road corridors to co-ordinate utilities, reduce excavation and support efficient construction is encouraged. Planting trees and woodland as key green infrastructure Page 150 of 254
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45 Draft FWS July 2026 features for any future land development for settlement extension, for new housing development, or both is encouraged. Landowners and developers are encouraged to take proactive steps to deliver and implement woodland strategies as part of long-term master planning for sites and assets. Compensatory Planting Newly planted trees can take 20-30 years to replace the habitat lost depending on species and type. Therefore, protection of existing trees, hedgerows and woodland that are healthy and structurally sound is prioritised. Where tree loss is unavoidable, compensatory tree planting is required on a ratio of 1:3 for every tree loss as outlined in the PKC Planning for Nature Supplementary Guidance. Compensatory planting should use native trees, recognise site characteristics, be compatible with existing trees and woodland, and the proposed development, and seek to bring amenity and biodiversity enhancements to the site. Guidance on species selection is provided in the Open Space Supplementary Guidance. Landscaping plans should include, species selection, stock size, stock type, planting density, plant protection measures, planting preparation, and a proposed maintenance schedule to ensure successful establishment of new planting. Adequate after-care, maintenance and monitoring are essential especially ensuring young trees are kept weed free. Proposals should be in accordance with BS: 8545 Trees from Nursery to Independence. e) Food Growing The PKC Food Growing Strategy encourages people to grow food locally including on Council owned and managed land. The Council supports planting and management of fruit trees or small orchards in suitable locations where community groups have shown interest and are able to maintain them. PKC will continue to require large housing developments to plant community orchards for the benefit of people and nature and to provide locally grown fruit. f) Renewable Energy Renewable energy has an important role to play in helping to achieve the Scottish Government target of net zero greenhouse gas emissions by 2045. Potential exists for the creation of renewable energy developments, such as wind and hydro schemes, in appropriate locations across the Perth and Kinross area. Advice is provided in the Council’s Draft Renewable and Low Carbon Energy Planning Guidance (2025). Forestry can help to mitigate climate change through the production of woodfuels, which when used close to source, can be almost carbon neutral. The main systems used are short rotation coppice and short rotation forestry. Both offer a range of broader biodiversity benefits. PKC will continue to encourage use of coppicing as an ancient form of woodland management in existing and newly created forests and woodlands. Page 151 of 254
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46 Draft FWS July 2026 PKC Policy Guidance 1. Proposals to diversify and integrate trees, woodland and forestry with farming, biodiversity, water management and cultural heritage will be supported. 2. Existing woodland, trees and hedgerows should be protected, restored and expanded to connect to other habitats. The mitigation hierarchy of avoid, reduce and compensate should be followed to reduce impacts of development to woodland, trees and biodiversity. 3. Clearance of development sites should only begin when construction of the approved proposal is about to commence. 4. Development proposals should be informed by early engagement with an Ecologist and competent Arboricultural Consultant ideally one year in advance to avoid all ecological constraints and collect robust and comprehensive information. 5. During construction trees should be protected in accordance with BS: 5837 2012 Trees in Relation to Design, Demolition and Construction and the manual for managing trees on development sites. 6. Where tree loss is unavoidable, compensatory tree planting is required on a ratio of 1:3 for every tree loss as outlined in the PKC Planning for Nature Supplementary Guidance Planning Guidance - Planning & Biodiversity - Perth & Kinross Council (pkc.gov.uk) Page 152 of 254
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47 Draft FWS July 2026 5.9 Identifying Preferred and Potential Areas for New Woodland Creation a) Identifying Areas Suitable for Woodland Creation While it is important to protect and restore existing woodlands, it is also necessary to identify locations which might be suitable for woodland expansion. The guidance provided in this Strategy will help inform decisions about the locations of new woodland. Guiding forestry towards appropriate locations minimises the likelihood of undesirable environmental and social outcomes. Perth and Kinross have been assessed using various datasets (Table 2) and maps used to identify areas according to how easily they could accommodate new woodland. These are categorised as ‘preferred’, ‘potential’, and ‘sensitive’ and definitions are provided in Table 1. Maps are strategic and case-by-case surveys and analysis will continue to determine whether proposals are appropriate. The analysis provides a starting point for the identification of the potential to accommodate woodland planting of different types. It is likely that some areas identified as being suitable for softwood forest for timber production, for example, could be equally suitable for the development of native woodlands or the creation of new habitat network links. Diverse forests will be more resilient and provide a wider range of multiple benefits and are to be encouraged as part of the ‘Perthshire’ forestry tradition. Table 1: Descriptions for land types used in strategic maps Land Type Description Existing The current woodland resource identified in the National Forest Inventory. Preferred Land with the greatest scope to accommodate the expansion of a range of woodland types and so deliver a wider range of benefits. Preferred areas are likely to have fewer considerations to address. Potential Land with considerable potential to accommodate future creation of a range of woodland types but with at least one significant consideration to address. The extent to which these can be addressed at the design stage will determine if a woodland creation proposal can be accommodated. Sensitive Land with limited scope to accommodate further woodland creation because of a combination of considerations. Limited expansion might be possible in these areas but only if it is of a scale and character that can be accommodated without significant negative impacts on those considerations and/or where it would positively enhance features of local interest. Unsuitable Land which is considered unsuitable for woodland creation. PRIORITY 5: EXPANDING OUR FOREST AND WOODLAND RESOURCE • Contributing Theme 10: Identifying Preferred and Potential Areas for New Woodland Creation Page 153 of 254
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48 Draft FWS July 2026 Map 4: Draft Perth and Kinross FWS Indicative ‘Existing’ and ‘Preferred’ Areas Page 154 of 254
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49 Draft FWS July 2026 Map 5: Draft Perth and Kinross FWS Indicative ‘Potential’ Area Page 155 of 254
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50 Draft FWS July 2026 Map 6: Draft Perth and Kinross FWS Indicative ‘Sensitive’ and ‘Unsuitable’ Areas Page 156 of 254
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51 Draft FWS July 2026 b) Cross Boundary Opportunities Catchments, ecological networks and land use pressures extend well beyond administrative boundaries. A coordinated, cross-boundary approach to woodland creation and management is therefore essential to maximise environmental, social and economic benefits. A key opportunity lies in aligning delivery with the ambitions of Climate Ready Tayside, which promotes a catchment-scale approach to climate adaptation and nature-based solutions. Within this framework, woodland expansion can play a critical role in addressing shared regional challenges, particularly flood risk, water quality, biodiversity loss and carbon sequestration. Collaborative planning with neighbouring local authorities, regional partnerships, SEPA, Scottish Forestry and delivery organisations will ensure woodland interventions are targeted where they deliver the greatest cumulative impact. There is strong potential for cross-boundary woodland creation for natural flood management. Catchments such as the Tay, Earn, Isla and their tributaries traverse multiple jurisdictions, requiring coordinated upstream and downstream action. Woodland establishment in upper and mid-catchments - through riparian planting, floodplain woodland creation and targeted shelterbelt design - can help to slow water flow, increase infiltration, stabilise soils and reduce peak flows across administrative boundaries. Cross-boundary collaboration can strengthen woodland corridors linking high-value habitats, including connections to Cairngorms National Park, Angus glens, and Fife lowlands. This will support species movement and resilience in response to climate change, consistent with Nature Network ambitions. Further opportunities include: • Integrated land use planning, ensuring woodland expansion complements agricultural activity, peatland restoration and river basin management across neighbouring areas. • Shared funding and delivery mechanisms, including joint bids and coordinated use of funding streams to scale up impact. • Knowledge exchange and partnership working, to support best practice in design, community engagement and monitoring. Page 157 of 254
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52 Draft FWS July 2026 Table 2: Data used to inform maps of preferred, potential, sensitive and unsuitable Preferred Potential Sensitive Unsuitable • National Forest Inventory 2025 • Land Capability for Forestry (Categories F1-F3) • Proposed Woodland of High Nature Conservation Value (PKC) - NWSS: Native woodland and scrub - AWI: Ancient woodland and ancient semi-natural woodland, including Plantations on Ancient Woodland Sites (PAWS) and Long-Established woodlands of Plantation Origin (LEPO) - SAC, SPA, SSSI, Ramsar Sites, NNR: Woodland that is integral to the value of designated or special sites - NWSS: Wood pasture. • Potential Woodland of High Nature Conservation Value Expansion Zones (PKC Proposed WHNCV layer with 50m buffer) • Floodplains and areas predicted to be at flood risk (SEPA Flood Risk and Future • James Hutton Institute PKC Carbon Sequestration Potential (Gain) • PKC Proposed Nature Networks – − Woodland Networks − Riparian Networks • Prime Agricultural Land Class 3.2 • NatureScot Mountain Woodland Restoration Projects (HabMoS) • Ramsar • Special Protection Area • Special Area of Conservation • Sites of Special Scientific Interest • National Nature Reserve • Local Nature Reserve • RSPB Important Bird Areas • Gardens and Designed Landscapes • Inventory of Historic Battlefields Site • National Scenic Area • Local Landscape Area • Provisional Local Nature Conservation Sites (Biodiversity and Geodiversity) • Ancient Tree Inventory Site • Caledonian Pinewood Inventory Site • Tree Preservation Order • Scottish Water Drinking Water Protected Areas • Prime Agricultural Land (Classes 2 and 3.1) • Carbon and Peatland Map 2016: Nationally Important Carbon Rich Soils, Deep Peat and Peatland Habitats • Wildland Area • Landscape Character Type – Summits and Plateaux • Land Capability for Forestry (LCF) (Category F7) Page 158 of 254
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53 Draft FWS July 2026 Flood Risk Maps – Medium Likelihood to Flood (River) • FGS Target Woodlands for Riparian Benefits • Scottish Forestry Woodlands In and Around Towns (WIAT) Target Areas Note: There are several overlapping designations/ data layers between the Preferred, Potential, Sensitive and Unsuitable layers; these are: − Land Capability for Forestry (LCF) categories F1-F3 in the ‘Preferred’ category overlaps with Prime Agricultural Land (Classes 2-3.2) which are included in the Potential and Sensitive FWS categories. The extent to which specific proposals in potential areas will be permissible will depend on how well sensitivities can be addressed within the proposals. The design of schemes in such areas will require careful consideration. − The James Hutton Perth and Kinross Carbon Sequestration Potential data spatially mirrors the LCF F1-F3 categories as it was based upon the previous FWS Preferred and Potential areas. − WHNCV and Potential Expansion Zone - several of the designated sites included under the Sensitive FWS category also form part of the Proposed WHNCV and its Potential Expansion Zone. As per above, the extent to which specific proposals in potential areas will be permissible will depend on how well sensitivities can be addressed within the proposals. The design of schemes in such areas will require careful consideration. − Where parts of the Sensitive category overlap with the Unsuitable category, these areas have been removed from the Sensitive category to provide clarity that they are unsuitable for woodland creation. − Where parts of the Sensitive category overlap with the Preferred category, these areas have been removed from Sensitive and added to the Potential category to reflect that there may be potential to accommodate future woodland creation within these areas, but there is at least one significant consideration present which will need to be addressed through the site specific scheme design. Page 159 of 254
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54 Draft FWS July 2026 7. Indicators of Progress The following indicators including PKCs Key Performance Indictors and PKCs annual review with Scottish Forestry will be used to measure progress. Priorities Contributing Themes Indicators of Progress Forests and Climate Change – improving the resilience of our forests and woodlands, and maximising their role in addressing climate change 1. Climate Change Mitigation, Adaptation and Resilience PKC Climate Change Action Plan KPIs: • Perth and Kinross Area-wide territorial greenhouse gas emissions (kt CO2e - Net) • % Of the total land area and total number of hectares of Perth and Kinross covered by woodland (including subset breakdown) • Total area-wide LULUCF greenhouse gas emissions • Total area-wide LULUCF sequestration carbon dioxide emissions (ktCO2e) Other: • Number of forest management and restoration plans which build in adaptation to climate change and provide protection from flood risk, and mitigation against the effects of flooding and drought • Number of FGS grants awarded for ‘Target Woodlands for Riparian Benefits’ proposals/projects • % change in the areas of land covered by carbon rich, deep peat and priority peatland habitats as a result of forest and woodland planting in those areas covered by forest management plans • Area (Ha) of peatland restoration • Area (Ha) of carbon-rich soils, deep peat and priority peatland habitat lost to forest and woodland planting (Nationally Important Soils, Classes 1, 2, and 5) Natural Assets, Environmental Quality, and Biodiversity - Maximising the role of forests and woodlands in contributing to the quality of the environment, and 2. Protect and enhance the environmental quality of our natural resources (air, water, soil) • Mean annual levels of key air pollutants within Perth and Kinross • Number of days air quality exceed legislative limits in Perth AQMA 3. Help to protect, restore, PKC Climate Change Action Plan KPIs: • Amount of land protected for nature within Perth and Kinross council Boundary • Number of trees planted on Council land and maintained open space Page 160 of 254
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55 Draft FWS July 2026 Priorities Contributing Themes Indicators of Progress tackling the global nature crisis maintain, and enhance biodiversity across Perth and Kinross • % of PKC's Local Biodiversity Action Plan Actions that are on track or completed • % Of Scottish Pollinator Strategy Actions delivered or on-target Other: • Proportion of protected woodland and forest natural features in favourable condition • % of Perth and Kinross Nature Network actions delivered • Area (Ha) of WNHCV sites lost to development • % of the Perth and Kinross Council Area identified as having ‘At Risk’ soils based on Scotland’s Soil Map • % of waterbodies in forested catchments classified as having overall high, good, and bad quality status • % of groundwater area in forested catchments failing to meet quality standards • % of waterbodies for which forestry operations or activities have resulted in direct pollution of the water environment • % of forest management and restorations plans which include protection for the water environment and sustainable water use • Number of Scottish Rural Development Programme (SRDP) grants awarded for water quality management projects/initiatives 4. Contribute to and help improve our landscapes and scenery 5. Help make the most of our historic environment • % of forest management and restoration plans which provide for the protection and enhancement of the historic environment • Area (Ha) of AWI and semi-natural woodland sites lost to development • Number of key archaeological sites within core woodlands • Number of forest management plans environmental statements identifying where there are potential conflicts between proposals and the protection of the historic environment Forests and the Economy – 6. Productive Forests • % of land area in FWS ‘Preferred’ and ‘Potential’ areas taken up for new planting • Number and length (Km2) of Agreed Timber Transport Routes within PKC area Page 161 of 254
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56 Draft FWS July 2026 Priorities Contributing Themes Indicators of Progress Maximising the role of forests and woodlands in supporting the economy of Perth and Kinross • Number and length (Km2) of Consultation Timber Transport Routes within PKC area • Number of Strategic Timber Transport Fund funding awarded within Perth and Kinross. • Number of FGS grants awarded for sustainable creation, production, harvesting and processing, and infrastructure projects/initiatives 7. Forest-based Enterprises and Tourism • Number of annual visits to forests and woodlands within Perth and Kinross • Number of forest-based enterprises within Perth and Kinross • Contribution of woodlands, forests and the forest sector to the economy of Perth and Kinross (GVA and jobs) Forests, Woodlands and People – Maximising the role of forests and woodlands to improve the quality of life of residents of Perth and Kinross 8. Access for Health and Wellbeing PKC Climate Change Action Plan KPIs: • Number of trees planted on Council land and maintained open space ScotPHO Health and Wellbeing Indicators • Area (Ha) of community woodland created and managed under FGS WIAT funding scheme • % increase in Tree Equity Score for urban areas across Perth and Kinross • % of vacant and derelict sites reused for tree planting or food growing opportunities • % of population who live within 500m or less from at least one area of accessible woodland of no less than 2Ha in size (Woodland Access Standards) • % of population who have at least one area of accessible woodland of no less than 20Km in size within 4Km of their home (Woodland Access Standards) • % of datazones within Perth and Kinross ranked most deprived (SIMD) • % of datazones within Perth and Kinross ranked most access deprived (SIMD) 9. Integration with Other Land Uses PKC Climate Change KPIs: • Number of trees planted on Council land and maintained open space Other: • Area (Ha) of woodland created in and around towns, villages and Perth City • Area (Ha) of community woodland created and managed in and around towns under FGS WIAT funding scheme Page 162 of 254
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57 Draft FWS July 2026 Priorities Contributing Themes Indicators of Progress Expanding our Forest and Woodland Resource 10. Identifying Preferred and Potential Areas for New Woodland Creation • % of land area in FWS ‘Preferred’ and ‘Potential’ areas taken up for new planting • Area (Ha) of woodland cover in Perth and Kinross • % area of woodland cover in Perth and Kinross and diversity breakdown • % change in woodland cover since baseline year (2014 FWS adoption) • Area (Ha) of new woodland and forest creation • Area (Ha) of new native woodland and forest creation Page 163 of 254
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58 Draft FWS July 2026 Conclusion This strategy sets out a clear vision for a resilient, connected, and thriving network of forests, woodlands, and trees that will deliver lasting environmental, social, and economic benefits for current and future generations. The opportunities and policies identified in this Strategy aim to make requirements clearer for the benefit of all in line with the Scottish Forestry Strategy’s 50-year vision. It aims to create tree, woodlands and forests that future Scottish generations will be grateful for -healthy, resilient, diverse woodlands that contribute to the socio-economic and environmental wellbeing of the country. This Strategy sets out ways in which PKC will protect and restore trees, woodland and forestry as much as is within our control. Main opportunities are through the development management and planning processes, Council owned and managed land and greenspaces and as a consultee to Scottish Forestry on future forestry and woodland proposals. Considering the complex challenges faced, protecting, enhancing, restoring and connecting our trees, hedgerows, woodlands and forests and expanding our woodland resource has never been more important. The priorities and themes reflect these challenges and the many opportunities presented to deliver well-managed sustainable multi-functional role in delivering valuable outcomes such as carbon sequestration, biodiversity, flood protection, recreation and health benefits. The successful delivery of this Strategy will depend on strong partnerships between the Council, landowners, communities, environmental organisations, businesses, and other stakeholders. Perth and Kinross Council will continue to be a consultee to Scottish Forestry for long term forest plans, land management plans, felling permissions and woodland creation proposals. PKC will also continue to provide advice to applicants prior to submission to Scottish Forestry as part of the due diligence pre- application process. Eary engagement is encouraged with PKC to ensure comments can be integrated into plans and proposals. A checklist of information required to accompany a forestry and woodland consultation request to PKC is provided in Appendix 1. The Strategy focuses on a 20-year period (2026-2046) but policy and forest policy will of course continue to change, and society’s future demands are also likely to be different. It is therefore proposed that the Strategy will have a ‘working life’ of 10 years. The indicators of success including PKCs Key Performance Indictors and PKCs annual review with Scottish Forestry will be used to measure progress. Trees and woodlands are among our most valuable natural assets. This Forestry and Woodland Strategy establish a long-term framework for protecting, enhancing, and expanding these assets for the benefit of communities and nature and to allow people to connect with nature around them. Page 164 of 254
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59 Draft FWS July 2026 Glossary and Acronyms Quick Reference Woodland An area dominated by trees, often with a more open canopy, allowing more light to reach the ground. Woodlands are often smaller and can support a rich ground flora. Forest Generally, a larger area of tree cover, often perceived as having denser tree cover and being managed for timber, conservation, recreation, or other purposes. Forestry Sustainable management of forests and woodlands for people, nature, and the economy. Productive Forestry Management of woodlands and forests primarily for the sustainable production of timber and other forest products, while also delivering environmental and social benefits. Ancient Woodland Semi-natural woodland continuously wooded since 1750 or 1860. More unambiguously referred to as ancient semi- natural woodland. The Ancient Woodland Inventory also includes PAWS and LEPO. “Roy” woodlands are on 1750 but not 1860 maps but may still retain ancient woodland features. At Risk Soils Soils at risk from compaction, erosion, leaching and run-off. Local Biodiversity Action Plan (LBAP) Sets out the biodiversity objectives, and actions for biodiversity at a site (Site BAP) or regional (LBAP) level Biodiversity The variety of life on Earth at all levels (from genes to ecosystems), and the natural patterns that it forms. It is essential to the processes which support all life on earth ecosystem services. Carbon Sequestration A natural or artificial process through which carbon dioxide is removed from the earth’s atmosphere and held in either a solid or liquid form. Climate Resilience The ability to prepare for, recover from, and adapt to the impacts of climate change whilst preventing those impacts from growing worse. Conservation Area An area of special architectural or historic interest, judged to have special character by virtue of their particular arrangement of the townscape, the character or appearance of which it is desirable to preserve or enhance. Ecosystem Services The benefits for people provided by the natural environment. Forestry Grant Scheme (FGS) Scottish Government initiative that supports woodland creation and sustainable management of existing woodlands, contributing to environmental, economic, and social benefits such as biodiversity enhancement, climate change mitigation, and rural development. Page 165 of 254
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60 Draft FWS July 2026 Forest Management Plan Provides a template that demonstrates sustainability for smaller woodlands under 100 hectares. Flood Risk Management The process of identifying, evaluating, and mitigating the potential effects of flooding on communities, infrastructure, and natural systems. Fragmentation Where habitat is divided creating increased edges and creating barriers to wildlife movement. Geodiversity The variety of rocks, minerals, fossils, landforms, sediments and soils, and the natural processes which form them. Green (and Blue) Infrastructure The network of natural and semi natural areas and features which provide multiple benefits including water based (blue) features such as SuDS. Habitat Regulations Appraisal (HRA) A legally required appraisal of the effects of a plan or proposal on SACs and SPAs. Invasive Non-Native Species (INNS) A plant, animal, fungus or microorganism that has been introduced outside its natural range by human activity and subsequently spreads, causing harm to biodiversity, ecosystems, the economy, human health, or quality of life. Long established woodland of plantation origin (LEPO) A form of ancient woodland from 1750 or 1860 where semi natural woodland characteristics may develop. Local Development Plan (LDP) A plan which sets out, for the land in the part of the district it relates to, a spatial strategy; any other such matters as may be prescribed by the Scottish Ministers, and any other matters which the planning authority consider appropriate to include. Local Development Plan (LDP) Area Perth and Kinross Council boundary does not include the areas within the Cairngorms and Loch Lomond and the Trossachs National Park boundaries. Long-Term Forest Plans A 20-year strategic management plan to demonstrate sustainable forest management. The plan allows for the agreement of planned felling and restocking during the life of the plan. It identifies management objectives and allows for the gradual improvement of the woodland. Woodlands over 100 hectares in size require an approved LTFP to be eligible for grants within the Forestry Grant Scheme. Woodland under 100 hectares require a Forest Management Plan instead. Lower Impact Silvicultural Systems (LISS) Includes group selection, shelterwood or underplanting, small coupe felling, coppice or coppice with standards, minimum intervention and single tree selection systems. Nature-based solutions Refer to the use of nature and natural environments to help tackle socio-environmental challenges, providing benefits to people and nature. In particular, these solutions can help us mitigate and adapt to climate change. Natural Flood Management (NFM) An approach to reducing flood risk by working with natural processes rather than relying solely on engineered structures such as concrete walls, culverts, or embankments. It aims to slow, store, and filter water across the landscape so that less water reaches rivers and communities at the same time. National Planning Framework 4 (NPF4) NPF4 is the national spatial strategy for Scotland. It sets out the Scottish Government’s spatial principles, regional priorities, national developments, and includes a suite of national planning policy. NPF4 was adopted in February 2023. Page 166 of 254
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61 Draft FWS July 2026 Native Woodland Native Woodlands are woods where the canopy cover is mainly made up of native species i.e., over 50%. National Nature Reserve (NNR) A statutory national designation applied to sites of national importance for wildlife, habitats, geology or geomorphology, where nature conservation is the primary land use and which are managed to high standards for conservation and public benefit. There are no NNRs within Perth and Kinross. Nearly Native Nearly Native Woodlands are where native tree species make up between 40% and 50% of the canopy. These woods have the potential to be converted into native woodlands through changing their species mix. Open Ground In forests and woodlands, refers to land that is not occupied by trees and is maintained as open habitat, either permanently or temporarily. It can include rides, glades, heathland, grassland, wetlands, ponds, rock outcrops and powerline corridors. Open Space Space within and on the edge of settlements comprising green space or civic areas such as squares, marketplaces and other paved or hard landscaped areas with a civic function. Plantations on Ancient Woodland Sites (PAWS) PAWS are surveyed in the Native Woodland Survey of Scotland (NWSS), where they are recorded in the Scottish Ancient Woodland Inventory. These woodlands seem to have originated as a result of natural regeneration sometime prior to the mid-19th Century but were later converted to planted woods. These may be able to be restored with appropriate management. Peatland Code A voluntary certification standard for UK peatland projects wishing to market the climate benefits of restoration. It provides assurances to carbon market buyers that the projects they are investing in are credible and deliverable. Priority Habitats and Species Protected and non-protected habitats and species as listed in the Tayside LBAP and those on the Scottish Biodiversity List. Scottish Biodiversity List Official list of species and habitats that are of principal importance for biodiversity conservation in Scotland. It is intended to help public bodies and others prioritise conservation action Special Area of Conservation (SAC) An international designation to protect an area for important habitat and the species it supports. Special Protection Area (SPA) An international designation to protect an area for its importance for birds. Site of Special Scientific Interest (SSSI) A national designation to protect an area for its special wildlife, habitats, geology, or landforms. Tree Preservation Order (TPO) A TPO is made by the Local Authority, under Section 160 of the Town and Country Planning (Scotland) Act 1997, and within the procedures set out in the Town and Country Planning (Tree Preservation Order and Trees in Conservation Areas) (Scotland) Regulations 1975-1984. Veteran Tree A tree showing features associated with ageing and ecological maturity that contribute to its high biodiversity, cultural, historic or landscape value, irrespective of its chronological age. Wild Land Areas Semi-natural landscapes with minimal signs of human influence and a strong sense of wildness. Page 167 of 254
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62 Draft FWS July 2026 Woodland Carbon Code Quality assurance standard for woodland carbon projects in the UK which sets out requirements for voluntary woodland creation projects which tackle climate change by removing carbon dioxide from the atmosphere. Woodland of High Nature Conservation Value (WHNCV) A woodland of high nature conservation value can be described as: native woodland and scrub identified by the Native Woodland Survey of Scotland (NWSS); ancient woodland and ancient semi-natural woodland, including Plantations on Ancient Woodland Sites (PAWS) and Long-Established woodlands of Plantation Origin (LEPO); woodland that is integral to the value of designated or special sites (SACs, SPAs, SSSIs, Ramsar sites, and National Nature Reserves (NNRs)), and wood pasture. UK Biodiversity Action Plan Although the UK BAP itself is no longer active, the terms "UK BAP Priority Habitat" and "UK BAP Priority Species" are still commonly used in ecological surveys, planning applications and biodiversity assessments. Page 168 of 254
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63 Draft FWS July 2026 Appendix 1: Checklists for Woodland and Forestry Proposals All Woodland Forestry Management Proposals All proposals must adhere to the UK Forestry Standard. Early consultation with PKC Woodland Enquiries Team WoodlandEnquiries@pkc.gov.uk Ascertain if proposed is within land categorised as ‘preferred’, ‘potential’, and ‘sensitive’ on PKC map. Proposals protect sensitive catchments in Perth and Kinross in accordance with Supplementary Guidance. Proposals within or adjacent to affect designated protected areas developed in consultation with NatureScot and HRA completed if required. Proposals informed by ecological surveys to ascertain the presence of and impact to protected species, important habitats and wider biodiversity. Proposals likely to impact on waders accompanied by a survey and impact assessment to waders and their habitats. Proposals within 30m of a watercourse accompanied by an otter survey. A detailed soil survey used to avoid and protect areas of deep peat (over 50cm) and avoid Class 1 and 2 soils. Proposals protect, enhance and restore sensitive, open and rare habitats and breeding bird areas of high conservation value. Proposals avoid habitat fragmentation by incorporating open glades, rides, transitional habitats, peatland restoration and riparian planting where appropriate. Proposals likely to impact on traditional orchards are accompanied by a survey, impact assessment and measures to restore and extend the habitat. Proposals likely to impact on species rich grassland are accompanied by a survey and impact assessment with measures to restore the habitat by managing it to maintain a diversity of species. Proposals that may impact Wild Land Areas are accompanied by an impact assessment and mitigation measures. Proposals covered by a Tree Preservation Order (TPO) or within a Conservation Area are protected and retained. Early consultation with the Perth and Kinross Heritage Trust to consider the historic environment. Proposals within Local Landscape Areas must demonstrate they will not have a significant adverse effect on the special qualities. Geological and geomorphological elements not obscured by planting. Long Term Forest Plans and Forest Management Plans created as a basis for felling permissions. Existing woodlands, forests and plantations are restructured to diversify age and species structures and create softer edges, deadwood, areas of open ground, shrub layer and natural understory. Page 169 of 254
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64 Draft FWS July 2026 Removal of non-native and conifer species along riparian areas and replacing with native species. Proposals contain diverse range of species and avoid reliance on single species and uniform planting create buffer zones, stepping stones and habitat corridors. Proposals include removal of invasive non-native species and bracken if present onsite. Clear felling minimised and seed-bearing native trees retained to ensure some continuous cover forestry. Communities are forewarned of proposed tree, woodland and forestry proposals likely to impact their local surroundings. Public access is considered in the preliminary stages of proposals. If present, proposal plans and maps include Core Paths and Rights of Way. If a temporary diversion of a core path or right of way is required, PKC Community Greenspace Team contacted. Perth and Kinross Outdoor Access Forum and representative bodies such as The British Horse Society contacted. Robust deer management, preferable sustainable deer control should be proposed and not rely wholly on deer fencing. Large sites and those adjacent to protected areas should be accompanied by a Deer Management Plan. Fencing should consider badger gates and measures to avoid bird strike. Impact of new tracks, alterations to existing tracks or roads, formation of vehicular accesses may require ‘prior notification’ or an application for planning permission. Proposals requiring new roads for timber operations should determine the potential impacts of the route and potential runoff of the proposed roads into watercourses and wetland habitats. The agreed timber routes can be viewed on the interactive map covering Stirling and Tayside TTG. Early engagement with the Roads Maintenance Partnership. Cross-boundary opportunities are considered. Additional Checklist for Proposals within WHNCV Avoid damage, loss, fragmentation and adverse impacts to woodlands of high nature conservation value (WHNCV) by enhancing and connecting. PAWS and LEPO are restored to diversity species, age and structure, retain veteran trees and provide deadwood. Proposals for LEPO contain low impact silviculture systems, long-term retention areas with a diverse species mix and high proportion of native species. Granny pines retained and non-native species from old Caledonian forest replaced with Scots pine. Removal of bracken and invasive non-native species from HHNCV. Page 170 of 254
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65 Draft FWS July 2026 Additional Checklist for Proposals within Upland Areas Proposals seek to protect, enhance and restore sensitive and rare upland habitats informed by NVC and bird breeding surveys. Proposals protect, restore and enhance montane woodland and scrub habitats. Proposals include a diverse range of native species, gradual transitions of habitats and feathered edge forestry. Additional Checklist for Development Proposals Early engagement with an Ecologist and Arboricultural Consultant to ensure trees inform the layout and are retained. Existing woodland, trees and hedgerows protected, restored and expanded to connect to other habitats. The mitigation hierarchy of avoid, reduce and compensate followed to reduce impacts of development. Trees are not felled pre-emptively prior to applying for planning permission. A Tree Protection Plan and Arboricultural Method Statement submitted. During construction, trees should be protected in accordance with BS: 5837 2012 Trees in Relation to Design, Demolition and Construction. Ecological Clerk of Works (ECOW) and ArbCOW employed to audit and advise. Where tree loss is unavoidable, compensatory tree planting is required on a ratio of 1:3 for every tree lost. Compensatory planting uses native trees, recognises site characteristics, is compatible with existing trees and woodland and seeks to deliver amenity and biodiversity enhancement. Species selection is in accordance with the Open Space Supplementary Guidance. Landscaping plans include species selection, stock size, stock type, planting density, plant protection measures, planting preparation, and proposed maintenance schedule. Adequate after-care, maintenance and monitoring ensure young trees are kept weed free. Proposals in accordance with BS: 8545 Trees from Nursery to Independence. Community orchards provided in major housing sites. Native and berry producing hedgerows are created that connect to existing habitats. Management of and the creation of tree avenues to reflect traditional landscapes in Perth and Kinross. Proposals contain diverse range of species and avoid reliance on single species and uniform planting. Proposals create buffer zones, stepping stones and habitat corridors. Tree planting on PKC owned and managed land is in accordance with the PKC Tree Planting Policy and Open Space Strategy. Page 171 of 254
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66 Draft FWS July 2026 Appendix 2: Sites Designated for Natural Heritage within Perth and Kinross Council Boundary Area Special Protection Area (SPA) Caenlochan Firth of Tay and Eden Estuary Rannoch Lochs Cairngorms Massif Forest of Clunie South Tayside Goose Roosts Drumochter Hills Loch Leven Special Area of Conservation (SAC) Beinn a' Ghlo Dun Moss and Forest of Alyth Mires Rannoch Moor Ben Heasgarnich Dunkeld - Blairgowrie Lochs River Tay Ben Lawers Firth of Tay and Eden Estuary Shelforkie Moss Black Wood of Rannoch Glenartney Juniper Wood Shingle Islands Caenlochan Keltneyburn Tulach Hill and Glen Fender Meadows Craighall Gorge Methven Moss Turflundie Wood Drumochter Hills Pitkeathly Mires Upper Strathearn Oakwoods Sites of Special Scientific Interest (SSSI) Aldclune and Invervack Meadows Almondbank Ardblair and Myreside Fens Ballo and Harperleas Reservoirs Ballyoukan Juniper Wood Balnaguard Glen Beinn a' Chuallaich Beinn a' Ghlo Ben Chonzie Ben Heasgarnich Ben Lawers Ben Vrackie Birks of Aberfeldy Bishop Hill Black Loch (Cleish) Black Wood of Rannoch Blair Atholl Meadow Bog Wood and Meadow Bolfracks Wood Brerachan Meadows Caenlochan Cairnleith Moss Cairnwell Cardney Wood Carey Carie and Cragganester Woods Carn Gorm and Meall Garbh Carsebreck and Rhynd Lochs Coille Chriche Coire Bhachdaidh Comrie Woods Connachan Marsh Craig More Craig Rossie Craig Tronach Craighall Gorge Page 172 of 254
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67 Draft FWS July 2026 Sites of Special Scientific Interest (SSSI) Craigs of Lundie and Ardgarth Loch Croftintygan Meadow Dalcroy Promontory Den of Airlie Den of Alyth Den of Riechip Devon Gorge Drummond Lochs Drumochter Hills Drumore Loch Dun Moss Dunalastair Reservoir Dupplin Lakes Fearnan Cowpark Fintulich Forest of Alyth Mires Forest of Clunie Fungarth Juniper Wood Gartwhinzean Meadow Glas Tulaichean Glen Fender Meadows Glen Garry Glen Lyon Woods Glen Queich Glen Tilt Woods Glenartney Juniper Wood Gleneagles Mire Hare Myre, Monk Myre and Stormont Loch Inchcoonans Claypit Inner Tay Estuary Keltneyburn Kincardine Castle Wood Kings Myre Kinnoull Hill Lacesston Muir and Glen Burn Gorge Laird's Loch Linn of Tummel Little Ballo Little Glenshee Loch Con Loch Freuchie Meadows Loch Leven Loch Moraig Loch Tay Marshes Loch Tummel Flush Lochindores Lochmill Loch Lochs Clunie and Marlee Lochs of Butterstone, Craiglush and Lowes Logierait Mires Lurg & Dow Lochs Meall Dail-chealach Meall Ghaordie Meall Reamhar Meggernie and Croch na Keys Woods Meikleour Area Methven Moss Methven Woods Mill Dam Milton Wood Monzie Wood Morenish Meadow Pass of Killiecrankie Pitarrig Meadow Pitkeathly Mires Pitlowie Quoigs Meadow Rannoch Lochs Rannoch Moor Redmyre River Lyon Bank Romadie Wood Schiehallion Shingle Islands Shochie Burn Straloch Moraines Struan Wood Tay Bank Section Thistle Brig Tomnadashan Mine Tulach Hill Turflundie Wood Weem Meadow Wether Hill Page 173 of 254
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68 Draft FWS July 2026 National Nature Reserve (NNR) Ben Lawers Loch Leven RAMSAR Sites Firth of Tay and Eden Estuary Rannoch Moor Loch Leven South Tayside Goose Roosts Page 174 of 254
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Economy and Infrastructure Date of Meeting: 26 August 2026 Report Title: Perth and Kinross Open Space Strategy Draft Report Number: 26/223 Report Author: Dante Sosa, Planning Officer, Development Plans Team Organisational Lead: Serge Merone, Strategic Lead – Economy, Development and Planning ___________________________________________________________________ 1. Purpose 1.1 The report presents the draft of the first Perth and Kinross Open Space Strategy (OSS) which will provide a strategic framework for the Council’s policies and proposals for the development, maintenance and use of green infrastructure, including open spaces and blue-green networks. 1.2 The purpose of the OSS is to: • Set out the Council’s quantity, quality and accessibility open space standards. • Present the findings of the open space audit benchmarked against those standards, identifying areas where new or enhanced provision is required. • Identify areas of public open space to be safeguarded from development in the Local Development Plan 3 (LDP3). • Inform Development Management planning application decisions which will include proposals relating to designated open space or where new open space provision is required. • Help embed blue-green infrastructure principles into future development. • Provide an evidence-base for external funding applications. • Support the delivery of wider policy objectives. 1.3 This first OSS for Perth and Kinross is prepared in fulfilment of the updated requirements under the Planning (Scotland) Act 2019 and National Planning Framework 4 (NPF4). 1.4 The report seeks approval to proceed to public and key stakeholder consultation and engagement. 9 Page 175 of 254
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1.5 Sections 1. Purpose 2. Recommendations 3. Background / Main Issues 4. Conclusions 5. Impact and Value Assessment 6. Appendices 2. Recommendations 2.1 It is recommended that the Committee: • Agree the Vision statement set out in the Open Space Strategy. • Approve the draft Open Space Strategy in Appendix 1 to proceed to public and key stakeholder consultation and engagement. 3. Background / Main Issues Context 3.1 Open space plays a key role in supporting the environmental, social and economic wellbeing of settlements across Perth and Kinross. Parks, green corridors, sports pitches, natural spaces and civic spaces contribute towards public health, biodiversity, climate resilience and sustainable placemaking. They also support active travel, community cohesion and the attractiveness of settlements as places to live, work and invest. 3.2 Figure 1 illustrates the broad components covered by the OSS. While “open space” has a specific definition in planning policy, for the purposes of this strategy the term is used as an overarching concept encompassing open spaces, green spaces, green infrastructure, blue infrastructure and the blue- green networks that connect them. The Strategy therefore adopts a holistic approach, recognising that the value of open space extends beyond individual sites to include the wider green and blue assets and connections that support sustainable, nature-positive and healthy places. 3.3 New duties on planning authorities to prepare and publish an OSS were introduced in the Planning (Scotland) Act 2019. It inserted Section 3G Open Space Strategy into the Town and Country Planning (Scotland) Act 1997. Section 3G (2) of the Act states “an open space strategy is to set out a strategic framework of the planning authority’s policies and proposals as to the development, maintenance and use of green infrastructure in their district, including open spaces and green networks.” Section 3G (3) of the Act sets out an open space strategy must contain: (a) an audit of existing open space provision (b) an assessment of current and future requirements (c) any other matter which the planning authority considers appropriate. Page 176 of 254
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3.4 NPF4 identifies blue-green infrastructure, open space, play, recreation and sport as essential components of sustainable places. Policies 20 (Blue and Green Infrastructure) and 21 (Play, Recreation and Sport) require LDPs to protect, enhance and expand these assets, informed by an evidence-based OSS. Together, these policies establish the OSS as a key tool for delivering NPF4 objectives. 3.5 The preparation of this OSS provides an effective, corporate means to co- ordinate the policies of the different council services with responsibilities for development, maintenance and use of green infrastructure. It is a key evidence base to support the preparation of LDP3 and wider corporate priorities, including tackling climate change, supporting physical and mental wellbeing, and enabling our children and young people to achieve their full potential. The Draft Strategy’s Vision and Strategic Outcomes 3.6 The OSS will form an evidence base for planning decisions by providing standards, guidance and policy to help ensure that open spaces continue to meet the needs of communities now and in the future. 3.7 The vision proposed in the draft OSS is: Figure 1: Blue and green network components Page 177 of 254
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3.8 “Every community in Perth and Kinross enjoys safe, inclusive and biodiverse open spaces within easy reach, connected by nature-rich blue-green networks that support climate resilience, healthier lives and equal opportunities for all ages.” 3.9 To deliver this vision, the draft OSS identifies the following six strategic priorities that are consistent with the national expectations for Open Space Strategies. • Access to quality open space – Open spaces will be planned, designed and managed to ensure all residents can access good-quality spaces within their local area. • Successful, sustainable places – Open spaces will contribute to the creation of well-designed and sustainable places, supporting placemaking and local living. • Health and wellbeing – Open spaces will support physical and mental health by providing accessible, welcoming and safe environments for recreation, social interaction and connection to nature. • Advancing equality and inclusion – Open spaces will be accessible and inclusive for all users, helping to reduce inequalities and support diverse community needs. • Nature positive places – Open spaces will protect, enhance and connect habitats, supporting biodiversity and delivering positive outcomes for nature. • Climate change mitigation and adaptation – Open spaces will function as nature-based solutions to climate change by reducing emissions and increasing resilience to climate change impacts. Open Space Standards 3.10 The OSS adopts the Council’s existing standards for the quantity of and accessibility to open space provision, as set out in the Standards section of the strategy (page 6). As this was the Council’s first open space audit, a quality standard was introduced to provide a clear benchmark, with the expectation that sites assessed would achieve a rating of ‘Good’ or higher. The Open Space Audit 3.11 In accordance with statutory requirements, an audit of existing open space provision across Perth and Kinross was undertaken to inform the preparation of the draft OSS. The purpose of the audit is to undertake an assessment of the quantity, quality and accessibility (i.e. spatial distribution) of existing open spaces. The Open Space Audit Report (Appendix 2) has been prepared and provides detailed information on the audit undertaken. The section below provides key information from the report. 3.12 The audit considered all open spaces within or adjacent to settlement boundaries identified in the current Local Development Plan (LDP2) that were 0.2ha or larger, as well as smaller sites considered to be of local importance (e.g. pocket parks, memorial gardens). This audit considers all open spaces whether publicly or privately managed sites. For a breakdown of the Council’s Page 178 of 254
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greenspace assets please refer to the Community Greenspace Asset Management Plan (CGAMP). Quantity Assessment 3.13 Each site was visited and initially pre-screened to identify a subset of open spaces deemed accessible to the public. A summary of the spaces considered in the audit is provided in the table below. The public open spaces (POS) where then taken forward to the quantity benchmarking and quality assessment stage of the audit. Table 1: Overview of all open spaces considered in audit Type No. Sites Total Area (Ha) Public open space (POS) 432 906 Open space with limited accessibility or no public function (e.g. golf courses, allotments, natural space with no formal access). 480 1,996 Total 912 2,902 3.14 Although the quantity benchmarking focused on populations residing in settlements with a boundary identified in LDP2, it is helpful to contextualise the findings at a wider authority scale. If the total Perth and Kinross population of 150,953 (Census, 2022) were applied to the quantity standard, the resulting POS requirement would be approximately 528ha. The audit identified around 906ha of POS, indicating that, at an overall level, open space quantity comfortably exceeds the benchmark but requires an accessibility analysis as to whether its distribution is suitable. Accessibility Analysis 3.15 An accessibility analysis was undertaken to assess the distribution of public open spaces in relation to the population based on the Council’s accessibility standards. The findings help to identify areas of sufficient provision as well as locations where accessibility gaps may exist. The table below presents the outputs of the accessibility analysis across all LDP2 designated settlements. Table 2: Percentage households meeting accessibility standards across LDP2 settlements Public Park (700m) Playing Field (1200m) Local Equipped Area for Play (LEAP) (400m) Neighbourhood Equipped Area for Play (NEAP) (1000m) All Settlements 84% 95% 60% 84% Page 179 of 254
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Quality Assessment 3.16 A quality assessment was undertaken to evaluate the condition and characteristics of open spaces identified as publicly accessible in the audit. The findings identify those spaces that are performing well and provide good value to communities, as well as those where improvements may be required. A full description of the quality criteria used in the assessment is provided in Appendix 2: Open Space Audit Report. 3.17 Overall, only 2% of the sites assessed failed to meet the overall quality standard. The table below sets out the number of sites scoring above ‘good’: Table 3:Public open space quality assessment summary results Quality Criterion % sites scoring ‘Good’ or above Accessibility 78% Place Quality 84% Care and Maintenance 94% Biodiversity 91% Community Use 87% Overall Quality Score 98% Overview of Audit Outputs 3.18 Appendix 3 provides a comprehensive summary of the settlement-level audit findings and includes a breakdown for neighbourhoods in Perth. This is supported by a series of spatial datasets developed during the assessment process available on the Open Space Audit Map. Together, these outputs for a spatial evidence base to inform planning decisions, including requirements for on-site and/or off-site contributions. For ease of interpretation, the following tables summarise the results for LDP2 settlements with populations exceeding 1,000 residents. The table is colour coded to visualise settlement performance in the audit with those scoring in the 10th decile shown green, 9th yellow, 8th orange and those in the 7th or below (<70%) shown red. Page 180 of 254
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Table 4: Open space audit quantity and accessibility summary: LDP2 settlements Settlement Population (Census 2022) Meets Quantity Standard Quantity Shortfall (Ha) % Households meeting accessibility standard Public Park (700m) Playing Field (1200m) LEAP (400m) NEAP (1000m) Perth 49,292 Yes 89% 99% 62% 88% Blairgowrie 9,433 No -3.5 75% 98% 58% 70% Kinross and Milnathort 7,606 Yes 82% 100% 69% 91% Crieff 7,142 Yes 95% 99% 52% 89% Auchterarder 6,061 Yes 59% 91% 62% 74% Scone 5,232 Yes 87% 100% 43% 84% Bridge of Earn 2,918 No -2.1 100% 100% 63% 76% Pitlochry 2,694 Yes 87% 97% 59% 85% Alyth 2,345 Yes 96% 99% 67% 95% Coupar Angus 2,132 Yes 90% 99% 80% 65% Invergowrie 1,969 Yes 88% 96% 55% 88% Aberfeldy 1,886 Yes 94% 100% 84% 91% Comrie 1,847 Yes 79% 98% 42% 87% Inchture 1,565 Yes 100% 100% 55% 100% Luncarty 1,514 Yes 94% 99% 41% 98% Errol 1,500 Yes 100% 100% 70% 100% Stanley 1,497 No -4 83% 95% 71% 96% Abernethy 1,425 No -1.3 86% 96% 49% 92% Methven 1,301 Yes 91% 100% 48% 100% Bankfoot 1,254 Yes 88% 98% 73% 98% Dunkeld and Birnam 1,194 Yes 97% 94% 72% 96% St Madoes and Glencarse 1,096 Yes 92% 100% 90% 97% Longforgan 1,079 No -1.9 57% 100% 24% 80% 3.19 It is important to recognise that a range of factors contribute to identified shortfalls in POS provision in certain settlements: • Historic development of the settlement that did not prioritise open space provision. This is particularly evident in Perth. • The presence of spaces that could not be classified as POS in the audit due to accessibility constraints or lack of clear public function. • Standard open space typologies do not account for the recreational value of accessible countryside, which may lessen demand for formal provision in smaller rural communities. • The phased delivery of larger public open spaces in new developments can result in temporary shortfalls following housing occupation. Engagement to Date 3.20 The open space audit provides a quantitative assessment of provision across Perth and Kinross. However, it is important to consider the audit findings alongside the lived experience of communities as well as the operational knowledge of Council services. Internal and external engagement activities Page 181 of 254
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were undertaken in parallel with the audit to provide additional context, identify local priorities, and help validate the findings. 3.21 An internal Open Space Strategy Working Group has been established, comprising of officers from Planning and Community Greenspace teams. This group has provided ongoing input and oversight, helping to shape the direction of the Strategy and ensuring alignment with wider policy, service priorities and operational considerations. 3.22 Wider community views have been captured through a programme of Place Standard engagement in 2023 undertaken as part of LDP3’s Evidence Report process. The ‘Big Place Conversation’ gathered feedback from communities across the area on the quality of their local places, including the availability, accessibility and quality of open space. The findings have provided a valuable evidence base in identifying key issues, priorities and spatial inequalities. 3.23 Focused engagement was undertaken though an Open Space Survey (2025), which invited feedback from residents on their use and experiences of local open spaces. This received 212 responses and helped to identify patterns of use, levels of satisfaction and areas for improvement. The survey found residents are frequent users of open spaces, with 85% visiting at least several times per week. Parks, public gardens and natural greenspaces are the most valued and frequently used assets. Despite high usage, only 44% of respondents are satisfied with local provision while 32% are dissatisfied, indicating scope for improvement. A summary report is provided in Appendix 4. Figure 2: Overall satisfaction with local open space provision (no. respondents) 3.24 In addition, a Playing Out in Perth and Kinross Survey (2023) gathered the views of children and young people, providing important insight into play provision which has informed the assessment of play sufficiency across the area. A summary of the feedback received is available in the Draft Play Sufficiency Assessment. 3.25 Together, these engagement activities have informed the development of the Strategy’s priorities and outcomes, ensuring they reflect the needs, preferences and experiences of both communities and stakeholders. Engagement outputs, along with priorities identified in Community Action Plans and Local Place Plans, will be used alongside the open space audit findings to provide an evidence base for site requirements and settlement strategies in the forthcoming LDP3. Page 182 of 254
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Next stage of consultation 3.26 Subject to Committee approval, the OSS will be issued for public consultation. The consultation will provide residents, community organisations, developers, key agencies and other stakeholders with an opportunity to comment on the proposed strategy and policies. There will be opportunity to comment on the sites included in the open space audit to ensure all public open space has been included. Feedback received during the consultation will be reviewed and used to inform any necessary amendments to the OSS. A finalised version of the strategy, together with a summary of consultation responses and proposed changes, will then be presented to Committee for consideration and adoption. 4. Conclusions 4.1 The draft OSS responds to both existing provision and the changing needs of communities. This includes recommendations on how to address deficiencies in existing provision while ensuring future provision is sustainably planned, delivered and managed. 4.2 The draft OSS establishes the evidence base, strategic framework and priorities that will inform the preparation of LDP3. Current and future requirements will be addressed, where feasible, through LDP3’s policies, settlement strategies and site-specific developer requirements. It is important to note that addressing shortfalls in provision is unlikely to be achieved solely through contributions from new development, as these must be proportionate to the scale of development. However, opportunities will be identified through LDP3, and, where opportunity permits, the Council will seek to secure external funding to address gaps. Current Requirements and Deficiencies 4.3 The evidence base gathered through the open space audit and engagement activities highlights a number of requirements for the existing open space network. Key requirements addressed are to: • Designate and safeguard existing open space provision, including 70 hectares of undesignated POS identified through the audit. • Enhance the quality, accessibility and functionality of POS to support a wider range of recreational, sporting, play, social and environmental functions for all user groups. • Expand active travel opportunities across green networks, ensuring communities have access to green corridors that facilitate walking, wheeling and cycling through settlements and into the wider countryside. • Strengthen management and maintenance arrangements, particularly in the context of resource constraints and ageing infrastructure. • Support collaborative management approaches with communities and secure funding to deliver local priority actions and projects. 4.4 Addressing identified deficiencies remains a key priority and where they have been identified the following approaches will be pursued: Page 183 of 254
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• Safeguard existing POS provision. • Secure appropriate on-site and off-site developer contributions. • Pursue external funding opportunities using the OSS as an evidence-base. • Apply the Infrastructure First principle to ensure POS in new developments are delivered at the earliest practical stage, taking account of other infrastructure requirements and any masterplanning of the site. • Review sites identified in the audit that were not classified as POS, and, where appropriate, improve accessibility and functionality to make them public spaces. • Prioritise quality enhancements to existing open spaces, and path networks, in areas where new provision is not feasible. • Regarding the provision of new play spaces or sport facilities, deficiencies identified in the audit will be addressed following the approaches set out in the Playground Strategy and Policy on Provision of Facilities for Outdoor Pitch Sports. Future Requirements 4.5 Looking ahead, the Strategy also plan for future growth, climate challenges and evolving community needs. Key requirements addressed are to: • Integrate good-quality, multifunctional blue-green networks into new development, ensuring open space standards are met. • Support local living by ensuring active travel opportunities are integrated with blue-green networks. • Deliver nature-positive outcomes through habitat creation, biodiversity enhancement and connections to nature networks. • Improve climate resilience through measures such as urban greening, sustainable drainage (SuDS), shading and flood management measures. • Ensure the long-term sustainability of open spaces through effective maintenance arrangements, partnership working and community involvement. 5. Impact and Value Assessment Draft Open Space Strategy Impact and Value Assessment Form 6. Appendices 5.1 Appendix 1 - Draft Open Space Strategy 5.2 Appendix 2 - Open Space Audit Report 5.3 Appendix 3 - Open Space Audit Results 5.4 Appendix 4 - Open Space Survey Summary Report Page 184 of 254
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Appendix 1 - Perth and Kinross Open Space Strategy 2027-2032 DRAFT A Perth and Kinross where everyone can live life well, free from poverty and inequality 9 Page 187 of 254
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Open Space Strategy Contents Forward ......................................................................................................................................................................... Error! Bookmark not defined. Introduction ................................................................................................................................................................................................................. 1 Blue and Green Network Overview ............................................................................................................................................................................. 3 Open Space Standards ................................................................................................................................................................................................. 6 Policies and Guidance ................................................................................................................................................... Error! Bookmark not defined. Current and Future Requirements ................................................................................................................................ Error! Bookmark not defined. Page 188 of 254
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Open Space Strategy Purpose and Scope This Open Space Strategy (OSS) sets a strategic framework for how Perth and Kinross Council (PKC) will protect, enhance and expand its network of open spaces and wider blue and green infrastructure (BGI) so that it delivers multiple benefits for people and nature. This first OSS for Perth and Kinross has been prepared in fulfilment of updated requirements under the Planning (Scotland) Act 2019 and National Planning Framework 4 (NPF4). It seeks to ensure that local action contributes to national priorities. The purpose of the OSS is to: Set out the Council’s quantity, quality and accessibility open space standards. Present the findings of the open space audit benchmarked against those standards, identifying areas where new or enhanced provision is required. Identify areas of public open space to be safeguarded from development in the Local Development Plan 3 (LDP3). Inform Development Management planning application decisions which will include proposals relating to designated open space or where new open space provision is required. Help embed blue-green infrastructure principles into future development. Provide an evidence-base for external funding applications. Support the delivery of wider policy objectives. Statutory and policy context New duties on planning authorities to prepare and publish an OSS were introduced in the Planning (Scotland) Act 2019. It inserted section 3G Open Space Strategy into the Town and Country Planning (Scotland) Act 1997. Section 3G (2) of the Act states “an open space strategy is to set out a strategic framework of the planning authority’s policies and proposals as to the development, maintenance and use of green infrastructure in their district, including open spaces and green networks.” Section 3G (3) of the Act sets out an open space strategy must contain: (a) an audit of existing open space provision (b) an assessment of current and future requirements (c) any other matter which the planning authority considers appropriate. Introduction Page 189 of 254
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Open Space Strategy NPF4, adopted 2023, forms part of Scotland’s statutory Development Plan. It expects planning authorities to use the OSS as an evidence base during the preparation of LDPs and the assessment of development proposals. NPF4, under Policy 20: Blue and green infrastructure, sets out an expectation for the LDP’s spatial strategy to identify and protect blue and green infrastructure assets and networks; enhance and expand existing provision including new blue and/or green infrastructure. This is to be informed by relevant, up-to-date audits and strategies, covering the multiple functions and benefits of blue and green infrastructure. NPF4, under Policy 21: Play, recreation and sport, sets out an expectation for LDPs to identify sites for sports, play and outdoor recreation for people of all ages. This should be based on an understanding of the needs and demand in the community and informed by the planning authority’s OSS. These spaces are to be incorporated as part of enhancing and expanding blue and green infrastructure. The OSS was prepared alongside a Play Sufficiency Assessment (PSA) required by the Town and Country Planning (Play Sufficiency Assessment) (Scotland) Regulations 2023. The PSA assessed the quantity, quality and accessibility of formal and informal play opportunities. Its findings directly inform the open space audit (OSA) and OSS. Scope of the Strategy The OSS sets a five-year framework (2027-2031) with annual monitoring and a mid-term review, aligned to the Development Plan Scheme for LDP3 programme and evidence cycles. The OSS focuses on blue and green infrastructure, including open spaces and their networks. Figure 1 defines and illustrates the key components of blue-green networks that are considered within the scope of the OSS. The OSS considers these components at a range of scales, from strategic networks (allowing cross boundary issues to be considered) down to settlement, neighbourhood and individual sites. To align with the statutory focus, the OSS primarily considers spaces within and on the edge of settlements. Where relevant, countryside access and assets are referenced. Page 190 of 254
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Open Space Strategy Figure 1: Blue-green network components Page 191 of 254
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Open Space Strategy Vision Every community in Perth and Kinross enjoys safe, inclusive and biodiverse open spaces within easy reach, connected by nature- rich blue-green networks that support climate resilience, healthier lives and equal opportunities for all ages. This vision aligns with the principles of BGI: Multifunctionality – the integration of different land uses and activities within the same site in order to maximise the benefits to people and nature and make the most efficient use of land. Connectivity – the linking together of green areas, features and spaces to enable people, animals and plants to move between them. Strategic Priorities and Outcomes The OSS adopts priority areas consistent with the national expectations for Open Space Strategies and localises them for Perth and Kinross. Each priority is supported by a set of outcomes, as shown in Table 1. Together, these provide a strategic framework to guide LDP3 preparation, inform development management decisions, and help prioritise Council investment and resource allocation. As the first OSS for Perth and Kinross, the strategy brings together and co-ordinates a range of existing policies, strategies and initiatives that already contribute to the delivery of these priorities and outcomes. While not entirely new, they provide a centralised framework through which these existing commitments can be aligned, co-ordinated and monitored. References to the relevant supporting strategies, policies and guidance are provided throughout the OSS. Page 192 of 254
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Open Space Strategy Table 1: Strategic Priorities and Outcomes Priority Outcomes Access to quality open space – Open spaces will be planned, designed and managed to ensure all residents can access good-quality spaces within their local area. Households can access a variety of open spaces within the walking distances specified in the Council’s accessibility standards. Open spaces meet the Council’s standards for quality and safety. Successful, sustainable places – Open spaces will contribute to the creation of well-designed and sustainable places, supporting placemaking and local living. Blue-green infrastructure and networks form an integral element of design and placemaking. Open spaces positively contribute to the character and identity of places. Blue-green networks support local living, tourism and economic vitality. Health and wellbeing – Open spaces will support physical and mental health by providing accessible, welcoming and safe environments for recreation, social interaction and connection to nature. Blue-green networks provide diverse opportunities for physical activity, play, recreation and connection with nature. Open spaces support social interaction, community cohesion and participation. Advancing equality and inclusion – Open spaces will be accessible and inclusive for all users, helping to reduce inequalities and support diverse community needs. Open spaces are inclusive and responsive to the needs of people of all age, abilities and backgrounds. Open spaces, and their facilities, are co-designed and managed in collaboration with communities. Nature positive places – Open spaces will protect, enhance and connect habitats, supporting biodiversity and delivering positive outcomes for nature. Biodiversity is protected and enhanced across open space networks. Habitat connectivity is strengthened across settlements and into the countryside. Climate change mitigation and adaptation – Open spaces will function as nature-based solutions to climate change by reducing emissions and increasing resilience to climate change impacts. Blue-green networks support a shift to sustainable travel through improved walking and cycling connections. Open spaces contribute to climate resilience through sustainable drainage, flood management, cooling and shading. Page 193 of 254
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How the Strategy Was Developed An internal Open Space Strategy Working Group was established to provide input and oversight to shape the direction of the strategy, ensuring alignment with wider policy, service priorities and operational considerations. Open Space Audit In accordance with statutory requirements an audit of existing open space provision across Perth and Kinross was undertaken to inform the preparation of the OSS. The purpose of the audit is to undertake an assessment of the quantity, quality and accessibility (i.e. spatial distribution) of existing open spaces information on the audit. The audit considered all open spaces within or adjacent to settlement boundaries identified in the current Local Development Plan (LDP2) that were 0.2ha or larger, as well as smaller sites considered to be of local importance. This included sites both publicly and privately managed to get an overall picture of open space provision across Perth and Kinross. For a specific breakdown of the Council’s greenspace assets please refer to the Community Greenspace Asset Management Plan (CGAMP). Further detail on the audit is available in the Appendices: Appendix 1 – Open Space Audit Report Appendix 2 – Open Space Audit Results Appendix 3 – Open Space Audit Map Together, these resources provide a spatial evidence base to inform planning decisions, including the identification of developer requirements for on and/or off-site contributions. Engagement A series of internal and engagement activities were undertaken in parallel with the OSA to provide additional context, identify local priorities, and help validate the audit findings. This included a series of cross-service workshops to co-ordinate internal policies under the topics covered in the OSS, as well as multiple community engagement activities to identify current and future requirements, including: Big Place Conversation. A programme Place Standard engagement for LDP3. Playing Out in Perth and Kinross Survey. Online survey targeted towards children and young people for the PSA. Open Space Survey. Online map-based survey to gather information on valued open spaces and how they are used. Page 195 of 254
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Open Space Strategy How to Use the Strategy The OSS is a statutory document and a material consideration in the decision-making process. It should be used by developers, Council officers, community groups and other stakeholders to inform the development, maintenance and use of blue and green infrastructure, including open spaces and wider networks. Proposals relating to open spaces should take account of the policies, standards and spatial analysis set out in this strategy. This includes consideration of open space quantity, quality, accessibility and typology, as well identified areas of deficiency and demand. The OSS should be applied at the earliest stage of development, including pre-application discussions, and should be used alongside the LDP and other relevant strategies linked to throughout this document. Where proposals depart from the standards or recommendations in this strategy, clear justification will be required. In addition, the OSS provides an evidence base that can be used to support stakeholders and partner organisations to develop, justify and seek funding for projects that support the delivery of the OSS priorities and outcomes. Page 196 of 254
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Open Space Strategy Perth and Kinross is characterised by an extensive and interconnected blue and green network that forms a defining element of the area's environment, landscape and sense of place. Stretching from the Cairngorms in the north to Loch Leven and the lowland agricultural landscapes in the south, these natural assets support biodiversity, climate resilience, recreation, active travel, tourism and community wellbeing. The network comprises rivers, lochs, wetlands, woodlands, parks, open spaces, habitats and access routes that connect settlements with the wider natural environment. Strategic Blue Network The River Tay and its tributaries form the backbone of the blue network across Perth and Kinross. At approximately 193 km in length, the River Tay is Scotland's longest river and drains a catchment of more than 5,000 km², making it one of the country's most significant freshwater systems. The catchment contains around 162 water bodies, including major rivers and lochs that support internationally important habitats and species. Loch Leven is one of Scotland's most important wetland sites and covers approximately 1,611 hectares. It supports internationally significant populations of breeding and wintering waterbirds, with up to 35,000 birds recorded during winter months. The loch is also a major recreational asset, with the 21 km (13 mile) Loch Leven Heritage Trail providing opportunities for walking, cycling and wildlife appreciation. Key blue network assets include: River Tay and the River Tay Special Area of Conservation (SAC). River Earn, River Almond, River Isla, River Tummel, River Lyon and River Braan. Loch Tay, Loch Rannoch, Loch Tummel and Loch Ericht. Loch Leven National Nature Reserve and internationally important wetland habitat. Wetlands, floodplains and freshwater ecosystems throughout the authority area. Blue and Green Network Overview Page 197 of 254
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Open Space Strategy Figure 2: Perth and Kinross Blue Network Features Strategic Green Network Perth and Kinross contains a diverse green network of woodlands, habitats, parks, open spaces and protected landscapes. Woodland is a particularly important asset, covering approximately 99,353 hectares or 19% of the total land area (National Forest Inventory, 2025), contributing significantly to biodiversity, carbon sequestration and landscape character. The northern part of the authority lies within the Cairngorms National Park, the largest National Park in the United Kingdom. The National Park contains internationally important habitats, extensive areas of wild land, native woodlands, rivers and mountain environments, making a substantial contribution to Scotland's ecological network. Key green network assets include: Cairngorms National Park. Loch Lomond and the Trossachs National Park. Extensive woodland and forestry estates. National Nature Reserves and Local Nature Conservation Sites. Designated Special Protection Areas (SPAs) and Special Areas of Conservation (SACs). Parks, open spaces and green corridors associated with settlements. Core Paths and long-distance recreational routes. Page 198 of 254
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Open Space Strategy Figure 3: Perth and Kinross Green Network Features and Connections Importance of the Blue and Green Network Together, these blue and green assets provide a wide range of ecosystem services and community benefits. They: Support nationally and internationally important biodiversity. Help manage flood risk and improve climate resilience. Contribute to carbon storage and climate change mitigation. Provide opportunities for recreation, active travel and outdoor learning. Support tourism, health and wellbeing. Enhance landscape quality and local distinctiveness. Improve habitat connectivity across urban and rural areas. The protection, enhancement and better connection of these assets is fundamental to creating a resilient, accessible and multifunctional open space network that continues to support people, nature and place-making across Perth and Kinross. Page 199 of 254
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Open Space Strategy Quantity The OSA’s quantity assessment identifies the current level of provision across Perth and Kinross. An initial desk-based review of existing spatial datasets was used to produce a baseline, this included all LDP2 designated open spaces. Each site was visited and pre-screened to identify a subset of spaces deemed to be public open space (POS). The total area of POS was used to benchmark against the quantity standard, indicating areas of sufficient provision or where deficiencies occurred. Table 2 provides an overview of the spaces considered in the audit. Table 2: Overview of all open spaces considered in audit Type No. Sites Total Area (Ha) Public open space (POS) 432 906 Open space with limited accessibility or public functions (e.g. golf courses, allotments, natural space with no formal access) 480 1,996 Total 912 2,902 Open Space Standards Quantity Standards: Each community should have access to public open space at a rate of equivalent to 3.5 hectares per 1000 people. The minimum amount of public open space required from new residential developments is 80m² per dwelling house. Quantity Policy: If the quantity of open space within any community falls below 3.5 hectares per 1000 residents, then: The Council will support the provision of new public open space and will seek to identify suitable locations and secure external funding opportunities to deliver required provision. The sale or development of Council-owned open space that would result in the loss of these facilities will not be supported unless it results in replacement provision of equal or greater size within the community. Development proposals that would result in the loss of open space will only be supported where: o replacement provision of equal or greater size and quality is secured; o there is clear evidence of support from the local community; or o material considerations demonstrably outweigh the need to retain the open space. Page 200 of 254
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Open Space Strategy Accessibility Although the quantity benchmarking focused on populations residing in settlements with a boundary identified in LDP2, it is helpful to contextualise the findings at a wider authority scale. If the total Perth and Kinross population of 150,953 (Census, 2022) were applied to the quantity standard, the resulting POS requirement would be approximately 528ha. The audit identified around 906ha of POS, indicating that, at an overall level, open space quantity comfortably exceeds the benchmark but requires an accessibility analysis as to whether its distribution is suitable. An accessibility analysis was undertaken to assess the distribution of public open spaces in relation to the population based on these accessibility standards. The findings help to identify areas of sufficient provision as well as where accessibility gaps may exist. Table 3 presents a summary of the outputs across all LDP2 designated settlements. Table 3: Percentage households meeting accessibility standards across LDP2 settlements Public Park (700m) Playing Field (1200m) LEAP (400m) NEAP (1000m) All Settlements 84% 95% 60% 84% Accessibility Standards: The accessibility standards are put in place to ensure that everyone is within a reasonable walking distance to important areas of open spaces. In Perth and Kinross, everyone should be within: 700m of a public park 400m of a Local Equipped Area for Play (LEAP) 1000m of a Neighbourhood Equipped Area for Play (NEAP) 1200m of a playing field 500m from a core path Accessibility Policy: The Council will seek appropriate developer contributions from new development proposals in locations outside the defined accessibility catchments to ensure new residents have access to adequate provision. The Council will seek to secure additional investment to enhance open space provision within new developments, beyond the minimum requirements expected of developers, to address identified deficiencies in the wider area. The Council will seek to identify suitable locations and secure external funding to address gaps in provision or connectivity, with the aim of increasing the proportion of households meeting the accessibility standards. Page 201 of 254
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Open Space Strategy Quality A quality assessment was undertaken to evaluate the condition and characteristics of open spaces identified as publicly accessible in the audit. The findings identify those spaces that are performing well and provide good value to communities, as well as those where improvements may be required. Overall, only ten of the sites assessed failed to meet the required quality standard. Table 4 sets out the number of sites that scored less than ‘Good’ for each criterion in the assessment. A full description of the quality criteria used in the assessment is provided in the Open Space Audit Report. Table 4: Public open space quality assessment summary results Quality Criterion % sites scoring ‘Good’ or above Accessibility 78% Place Quality 84% Care and Maintenance 94% Biodiversity 91% Community Use 87% Overall Quality Score 98% Quality Standards: Open spaces identified as publicly accessible and included in the audit are expected to achieve a minimum quality score of 3 (Good) or above in the Council’s quality assessment. Quality Policy: Development proposals that enhance the functions of open spaces and improve the quality of the site will be supported. The Council will seek to secure external funding to improve the quality of open spaces that do not meet the required quality standard. Where a public open space fails to meet the quality standard and is privately managed, the Council will take reasonable steps to work with the responsible parties to bring the site up to the required standard. Page 202 of 254
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Open Space Strategy Overview of Audit Findings A comprehensive set of settlement-level results was produced to present the audit findings. This is accompanied by a series of mapped spatial datasets that were developed during the process. For clarity and easy of interpretation, the Table 5 present a summary of the results, focusing specifically on LDP2 settlements and Perth neighbourhoods with populations exceeding 1,000 residents. It is important to recognise that a range of factors contribute to identified shortfalls in POS provision in certain settlements: Historic development of the settlement that did not prioritise open space provision. This is particularly evident in Perth. The presence of spaces that could not be classified as POS in the audit due to accessibility constraints or lack of clear public function. Standard open space typologies do not account for the recreational value of accessible countryside, which may lessen demand for formal provision in smaller rural communities. The phased delivery of larger public open spaces in new developments can result in temporary shortfalls following housing occupation. Addressing identified deficiencies remains a key priority and where they have been identified the following approaches will be pursued: Safeguard existing POS provision. Secure appropriate on-site and off-site developer contributions. Pursue external funding opportunities using the OSS as an evidence-base. Apply the Infrastructure First principle to ensure POS in new developments are delivered at the earliest practical stage, taking account of other infrastructure requirements and any masterplanning of the site. Review sites identified in the audit that were not classified as POS, and, where appropriate, improve accessibility and functionality to make them public spaces. Prioritise quality enhancements to existing open spaces, and path networks, in areas where new provision is not feasible. Regarding the provision of new play spaces or sport facilities, deficiencies identified in the audit will be addressed following the approaches set out in the Playground Strategy and Policy on Provision of Facilities for Outdoor Pitch Sports. Page 203 of 254
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Table 5: Open space audit quantity and accessibility summary: LDP2 settlements Settlement Population (Census 2022) Meets Quantity Standard Quantity Shortfall (Ha) % Households meeting accessibility standard Public Park (700m) Playing Field (1200m) LEAP (400m) NEAP (1000m) Perth 49,292 Yes 89% 99% 62% 88% Blairgowrie 9,433 No -3.5 75% 98% 58% 70% Kinross and Milnathort 7,606 Yes 82% 100% 69% 91% Crieff 7,142 Yes 95% 99% 52% 89% Auchterarder 6,061 Yes 59% 91% 62% 74% Scone 5,232 Yes 87% 100% 43% 84% Bridge of Earn 2,918 No -2.1 100% 100% 63% 76% Pitlochry 2,694 Yes 87% 97% 59% 85% Alyth 2,345 Yes 96% 99% 67% 95% Coupar Angus 2,132 Yes 90% 99% 80% 65% Invergowrie 1,969 Yes 88% 96% 55% 88% Aberfeldy 1,886 Yes 94% 100% 84% 91% Comrie 1,847 Yes 79% 98% 42% 87% Inchture 1,565 Yes 100% 100% 55% 100% Luncarty 1,514 Yes 94% 99% 41% 98% Errol 1,500 Yes 100% 100% 70% 100% Stanley 1,497 No -4 83% 95% 71% 96% Abernethy 1,425 No -1.3 86% 96% 49% 92% Methven 1,301 Yes 91% 100% 48% 100% Bankfoot 1,254 Yes 88% 98% 73% 98% Dunkeld and Birnam 1,194 Yes 97% 94% 72% 96% St Madoes and Glencarse 1,096 Yes 92% 100% 90% 97% Longforgan 1,079 No -1.9 57% 100% 24% 80% Page 205 of 254
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Planning and Placemaking Until LDP3 is adopted, LDP2 and the Council’s Open Space Provision for New Developments Supplementary Guidance (2021) and Green and Blue Infrastructure Supplementary Guidance (2020) provide the operative local detail on on-/off-site provision, developer contributions and long-term maintenance requirements. This OSS adds updated spatial priorities and standards to inform decisions and future guidance under the new planning system. Development Plans The LDP’s spatial strategy will identify and protect existing BGI assets, networks and open space facilities (including play, recreation, sport and active travel), while also supporting their enhancement and connectivity through new provision. This will be informed by an understanding of current and future requirements identified through the open space audit and community engagement. LDP Open Space Designations A Designated Open Spaces (DOS) dataset will be mapped in the LDP and identify important areas of ecological, social or landscape value for protection. Development proposals resulting in the quantitative or qualitative loss of these areas will not be permitted, except in circumstances where one or more of the following apply: a) Where the site is principally used as a recreation resource, the proposed development is ancillary to the principal use of the site as a recreational resource. b) The proposed development involves a minor part of the site which would not affect its continued use as a recreational or amenity resource. c) In the case of proposals involving the loss of a recreational or play facility, the facility which would be lost would be replaced by provision of one comparable or greater benefit and in a location which is convenient for its users, or by the upgrading of an existing provision to provide a better quality facility, either within the same site, or at another location which is convenient for its users. d) Where a proposal would involve the loss of a sports pitch, a playing field strategy prepared in consultation with sportscotland has demonstrated that there is a clear excess of sports pitches to meet current and anticipated future demand in the area, and that the site could be developed without detriment to the overall quality of provision. Development proposals on designated open space that enhance the main functions of the site (e.g., play, recreation, sport, habitat Policies and Guidance Page 207 of 254
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Open Space Strategy provision) will generally be supported, particularly where they align with community priorities identified in Community Action Plans or Local Place Plans. Open Space Provision for New Developments All new development should seek to incorporate blue and green infrastructure of a scale proportionate to the proposal. Where appropriate, this will include public open space provision. Public open space requirements for new development vary depending on the proposed class, scale and location. Generally, contributions will be set based on the Council’s quantity, quality and accessibility standards. Where there exists good provision of public open space in the local area that is accessible for new residents, there may be no requirement for on-site provision but alternatively a financial contribution towards improvement, accessibility and/or management of the existing space may be sought. Where on-site provision is not feasible or the type of public open space required (e.g. football pitch) has a wider catchment than the proposed development, then the Council may request off-site provision or financial contribution towards upgrading or expanding existing facilities. Open space that counts towards the minimum requirement: Any space with a clearly defined play, recreation or sport function which is accessible and can be used by members of the public. This includes the following types of spaces: High quality SUDS features which are integrated with the wider public open space provision. Larger areas of buffer / screen / street planting where these are integrated with paths and cycleways. Open space that does not count towards the minimum requirement: Isolated, grassed areas which have no clear public function. Isolated SUDS features which are not integrated with the wider public open space provision. Small areas of street planting. Service strips – unless incorporated with public open spaces. Page 208 of 254
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Open Space Strategy While the OSS does not include quantity standards for non- residential development (e.g. employment uses, community facilities), these will be expected to provide BGI where possible. Requirements for non-residential developments will be determined on a case-by-case basis, depending on the location, type of use and the amount of demand it is expected to generate. Design Standards The LDP will apply these design standards to site briefs ensuring developments contribute to sustainable placemaking through high- quality BGI design. Development proposals that include new or enhanced BGI provision must clearly demonstrate that they respond to the following design principles: 1. Blue and Green Network Integration Blue and green networks within the wider area will be identified at the outset of the design process. New BGI, including public open spaces, are located strategically to enhance and expand existing networks, improving connectivity within and beyond the site. 2. Landscape-led Design Development proposals respond positively to the landscape context of the site, with consideration given to important views to, from and across the site. Existing significant and sensitive features (e.g. mature trees, hedgerows, water features and paths) have been identified, protected and incorporated into the site layout and design. 3. Function and Purpose Public open spaces will have clear functions within the development and be of an appropriate size, shape and quality to fulfil their intended purpose. These will be multifunctional and provide opportunities for recreation, play and social interaction, while delivering a range of ecosystem services. The function of all landscaped areas, including street greening, will be clearly identified on submitted plans. Small, fragmented or incidental areas of undeveloped land will not be considered as public open space and will not contribute to the minimum requirements. 4. Accessibility and Connectivity Public open spaces will be safe, attractive, inclusive and accessible to all. They will be designed in accordance with inclusive design principles and form part of a connected network that is easy to Page 209 of 254
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Open Space Strategy navigate, supports active travel along nature-rich corridors through the development and beyond. 5. Identity and Place Public open spaces will contribute positively to local identity and sense of place. Public art, landscape features, signage and other design features should be used to reflect local character and create distinctive spaces. 6. Long-Term Management and Maintenance Proposals incorporating new or enhanced BGI will provide effective management and maintenance plans covering the funding arrangements for their long-term delivery and upkeep. Responsibilities for ongoing maintenance will be clearly identified, including any areas proposed for adoption by the Council. 7. Planting and Species Selection Planting schemes reflect the function, character and environmental conditions of the site. Species selection shall be appropriate to the location, ground conditions and anticipated climate impacts, and shall take future maintenance implications into account. Native species should be used where appropriate as a first principle 8. Biodiversity Enhancement The protection and enhancement of biodiversity have been considered. Opportunities for habitat creation, restoration and connectivity have been identified within both public open spaces and private garden grounds (e.g. wildflower meadows, native and seed-bearing trees, shrubs and hedges, swift & bat bricks and boxes, dry stone walls, hedgehog highways and wildlife kerbs). Habitat connectivity should be sought within and beyond the site connecting, where possible, to wider Nature Networks. 9. Ownership and Responsibility Private garden grounds, public open space and amenity street planting will be clearly distinguishable through site design and boundary treatments. Hedges and small grassed or planted areas adjacent to properties should, where appropriate, be incorporated into private garden ground and will not be adopted by the Council. Page 210 of 254
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Open Space Strategy Submission Checklist Depending on the scale and nature of the proposed development, the Planning Authority may request the provision of one or more of the following alongside the submission of a planning application: A site plan which details existing green/blue infrastructure on the site including connections beyond the site boundary A layout plan indicating proposed green areas, green/blue features and spaces and how these will connect to wider networks beyond the site boundary A landscape and planting plan detailing the proposed planting Proposals for mitigating adverse impacts on existing BGI Arrangements for the ongoing long-term maintenance and management of new green areas, features and spaces Where a Landscape Plan is required, the checklist below should be completed to facilitate the assessment of proposals against Council standards. Page 211 of 254
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Landscape and Planting Plan Checklist: Where a Landscape and Planting Plan is required, this will include an appropriate level of detail by providing the following information: □ Show the location, size, typology and functions of all public open spaces. □ POS to be adopted by the Council must be clearly marked and distinguishable from any POS and small areas of amenity open space not to be adopted by the Council. The number of dwellings to be built and the planning reference must be clearly marked in the title. □ Illustrate connections to existing blue and green infrastructure, active travel networks (including off road paths) and key destinations within and beyond the site boundary. □ Show existing ground levels, gradients and site contours. □ Show existing site features, including trees, hedgerows, watercourses, paths, structures and other landscape features to be retained or removed. □ Provide cross-sections of key public open spaces. □ Provide details of the height and slopes of any proposed mounding or recontouring of the site, with full details of all hard landscaping proposals, including materials and installation methods. □ Include specifications for all structures within the site, including bridges, boardwalks, retaining walls, steps, seating, public art and landmark features. □ Where SuDS are integrated within the public space, plans should distinguish between permanent water/pond, planted wetland and various detention scenarios for the accessible green space, ideally showing water conveyance flow directions and exceedance flow path. □ Provide planting schemes, including details of the species, height, size, location, density and maintenance regime of trees and shrubs to be planted. Existing and proposed vegetation should be clearly distinguished. □ Show the location, quantity and specification of biodiversity enhancement measures such as bird and bat bricks, wildlife kerbs and hedgehog highways. □ Provide effective management and maintenance plans covering responsible parties, inspection schedules and long-term funding arrangements for all blue and green infrastructure. Further technical guidance on landscaping is provided in the Open Space Provision for New Developments Supplementary Guidance. Page 213 of 254
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Adoption and Maintenance of Open Space Development proposals that include new or enhanced BGI, play or sport facilities will provide effective Management and Maintenance Plans covering the funding arrangements for their long-term delivery and upkeep, and the party or parties responsible. Management and Maintenance Plans will be agreed prior to the commencement of work and will usually be set out in planning conditions. The Council`s Policy on Maintenance Options for Public Open Spaces in New Residential Developments sets out two options for the adoption and maintenance of public open spaces: 1. The Council adopts all public open space in new developments. In this case the flat rate commuted sums will be paid by the developer with no charge to the residents. Where there is a planning requirement for exceptionally large public open space areas, such as a country park, the Council reserves the right to apply a site-specific commuted sum calculation for these areas. Areas of amenity planting and small open spaces which do not benefit the public will not be adopted by the Council. These areas can be maintained through employing a private factor or them remaining the resident`s responsibility. 2. The Council will adopt only Priority Public Open Space (PPOS) (equipped play areas, large parks, sports pitches and possibly green corridor path links which are of importance to the wider community) in all developments to ensure they are available to the public and that residents are not charged for these important public spaces. In all cases the Council must adopt above grounds SUDS (where Section 7 agreement applies) and they are being jointly maintained with Scottish Water (see below). For play areas, payment of the flat rate commuted sum will apply. For the other PPOS areas the flat rate commuted sum per dwelling will not apply. Instead, a site-specific commuted sum will be calculated separately, based on current maintenance rates, and be paid by the developer. For all remaining POS and amenity areas the developer can apply a Development Management Scheme (DMS), subject to Council agreement, with homeowners meeting maintenance costs of these areas. Land title for the POS areas must be transferred to the Owners’ Association. In both options, developers must transfer land title and pay the appropriate commuted sums prior to maintenance handover for all adopted public open space. Payment of a security deposit which is calculated as a percentage of the commuted sum is also required to ensure that all public open space meets Council standards prior to adoption. Where there are opportunities for community management such as allotments, amenity woodland or sports pavilions, this is Page 215 of 254
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Open Space Strategy encouraged and arrangements with the Council such as a Licence to Occupy can be applied. Please refer to the Council`s Flood Risk Supplementary Guidance for information on the vesting of SuDS features. Note that site specific commuted sums may apply. Private Maintenance Arrangements Although developers can opt for private arrangements for some areas, Council adoption of all public open space within a development is preferred as it is a simpler process. It also has the benefit that after adoption, developers and residents are relieved of all future maintenance responsibilities which will be attractive to all prospective house purchasers. Private maintenance arrangements will be secured using enforceable robust planning conditions and obligations. Commuted Sums To ensure clarity for developers, the Council`s standard commuted sum for play areas and public open space are set out in Table 6 below. All figures above are based on the current maintenance costs for 2026/27 however the commuted sums will be uplifted annually on 1 April in line with the retail price index (RPI). The appropriate commuted sums will be applied at the time of adoption. Full detail is provided in Policy on Maintenance Options for Public Open Spaces in New Residential Developments Table 6: Commuted sums Public Open Space Area Commuted Sum Amount (2026/27 figures) Public Open Space Adoption (in addition to separate commuted sums for play areas) POS £1,122.00 per dwelling Play Area adoption LEAP: £91,886.00 NEAP: £115,025.00 Additional facilities within major developments (e.g., changing pavilions, skate parks, allotments) This will be calculated on a site-by-site basis Page 216 of 254
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Open Space Strategy Play Play is essential for the development of children and young people, supporting their physical, cognitive, and emotional well-being. It fosters learning, creativity, and social skills, playing a crucial role in ensuring a healthy childhood. Perth and Kinross Council (PKC) acknowledges that access to play opportunities is a fundamental right, as outlined in Article 31 of the UN Convention on the Rights of the Child. Furthermore, recognising the significant benefits of play, the provision of high-quality play experiences is a key element in fulfilling the Corporate Plan priority of enabling our children and young people to reach their full potential. Play Sufficiency Assessment In accordance with the Town and Country Planning (Play Sufficiency Assessment) (Scotland) Regulations 2023, a Play Sufficiency Assessment (PSA) was prepared during the preparation of the Evidence Report for the Local Development Plan (LDP). The PSA included statements and maps regarding the quantity, quality and accessibility of play spaces. This was incorporated into the open space audit and provides an evidence-base for planning decisions, including the preparation of the LDP and delivery of National Planning Framework 4 Policy 21 on Play, Recreation and Sport. Playspace Standards and Guidelines for Developers We require developers to provide space for play as an integral part of the design of a housing development. In creating an estate for all age groups, designers and planners must consider the pattern of streets, paths, and open spaces from the child’s viewpoint, incorporating opportunities for both formal and informal play. The Council requires all housing developers to make sufficient provision for play within their development according to standards set out in the Playground Strategy. A full list of the Council’s play space standards is available on PKC’s Play Areas webpage. These standards apply to all new play facilities, whether they are intended to be adopted or privately managed, and will be enforced using robust planning conditions and agreements. On-site provision or off-site contribution Developers should liaise with the Community Greenspace service at an early stage in the design process to identify site requirements. The Council will provide the developer with an analysis of existing play provision in the vicinity and the requirements for playspace within the new development, or whether an off-site contribution is acceptable. The indicative threshold that would trigger the development of a new play facility is reaching approximately 50 residential units Page 217 of 254
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Open Space Strategy within the settlement. Where smaller developments require a NEAP/REAP which will largely serve the existing population, the Council may contribute to its delivery. In areas where several developments are being delivered at the same time, a new play facility may be delivered through shared off- site contributions and commuted sums between developers. Developer Contributions and Maintenance Options for Play The Council will seek to adopt play areas in new developments to ensure they are available to the public and that residents are not charged to use these facilities. This is a simpler process and has the benefit that after adoption, developers and residents are relieved of all future maintenance responsibilities which will be attractive to all prospective house purchases. The Council’s standard commuted sums (2026/2027) for play areas are set out below. Commuted sums are calculated to be the equivalent to annual maintenance over a 20-year period. Where play areas are adopted, the commuted sum includes a contribution to the replacement cost within that 20-year period. LEAP - £ 91,886.00 NEAP/REAP - £ 115,025.00 Figure 4: Positive example of a well-designed play area Page 218 of 254
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Open Space Strategy Physical Activity and Sport Physical activity and sport play an important role in creating places where people can live healthy, fulfilling, and productive lives. The Physical Activity and Sports Strategy 2023-2028 (PASS) sets out how physical activity and sport will contribute to our Corporate Priority of supporting and promoting physical and mental wellbeing. Our vision for the future of physical activity and sport in Perth and Kinross is: We will support everyone’s physical and mental wellbeing through physical activity and sport. Through the development of high-quality open spaces and networks, the OSS supports the delivery of the Council’s vision for physical activity and sport, and aligns with the strategic priorities of the PASS: We will improve everyone's health in Perth and Kinross through increased participation in physical activity. We will increase the levels of activity for children and young people, particularly those who currently don't meet the recommended levels of participation. We will reduce the inequalities and barriers which stop people participating in physical activity and sport. We will reduce carbon emissions generated from facilities and make physical activity part of our Climate Change response. We will support our community-led clubs, sports hubs and networks to flourish and strengthen collaboration between all partners in physical activity and sport. We will support our community-led clubs and networks to improve sports pitches and other facilities to promote participation and inclusivity. We will make physical activity and sport part of Placemaking, so our public spaces are activity-friendly, inclusive and fun. Policy on the Provision of Facilities for Outdoor Pitch Sports The Council’s Policy on Provision of Facilities for Outdoor Pitch Sports (2017) ensures the effective and efficient management of Council facilities for outdoor pitch sports for present and future needs. Community management is encouraged where appropriate; however, within public parks, the wider public interest must be assured. Page 219 of 254
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Open Space Strategy The policy provides the latest information on pitch supply and demand, but it is recognised that targeted engagement with groups is required to assess future demand. All sports using outdoor pitches provided by the Council are considered by the policy, football and rugby being the most popular, with most of the Council’s grass pitches in parks used for this purpose. For all sports, there are adequate pitches to meet current demand, although quality is variable and new or improved changing facilities are required in many locations. To maximise use of these facilities, we encourage clubs to co-ordinate shared use and co-operate over securing improvements, where required. The policy identifies a growing demand for the provision of floodlit synthetic turf pitches (STPs), particularly for training, sports development and for matches when available and/or when grass is unplayable. Sports Provision and New Housing Development Development Management works with other sections to secure appropriate new facilities, or contributions for facilities, from major housing developments. The Fields in Trust quantity standards for grass provision and sportscotland Facility Planning Model for synthetic turf pitches (STPs) can be used as a reference for securing new facilities. New MUGAs, STPs or pavilions (other than at schools) will be secured according to need and on the basis that communities will manage and maintain them. In some locations new pitches with changing facilities may replace existing substandard facilities. Information from football clubs indicates that they want to develop new or improved pavilions within at least nine park pitches. To date, separate outdoor grass and STP facilities for school and community use have been provided (except at community campuses). The Council is now seeking ways to ensure that school and community teams can share facilities, especially STPs. Contributions towards sport provision are required on a larger catchment basis according to the need within the community and should be a shared facility with schools where appropriate. Contributions are required more frequently than new provision, but where there is no provision (or limited poor quality provision) within the area, new on-site provision may be required from major developments. Where sport provision/contributions are likely to be required, approaching local sport groups and Live Active Leisure’s Sports Development Team can help inform the developer and authority about demand for additional facilities or the possibility of upgrading existing ones. Clearly, the local aspirations must be balanced with the demand arising from the new development where the future residents cannot be consulted in advance. Page 220 of 254
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Open Space Strategy Community Food Growing The Perth and Kinross Council Food Growing Strategy (2021) (FGS) sets out to increase the provision of allotments and community food growing. The FGS was written under the legislation of Part 9, Section 119 of the Community Empowerment (Scotland) Act 2015. It identifies land in its area that the local authority considers may be used as allotment sites, identify other areas of land in its area that could be used by a community for the cultivation of vegetables, fruit, herbs or flowers, describing how, where the authority is required to take reasonable steps to increase the provision in its area of allotments or other areas of land for use by a community for the cultivation of vegetables, fruit, herbs, flowers and containing such other information as may be prescribed. The main purpose of the FGS is to help ensure that more people will want to grow their own food and can do so. Our vision is for: People across Perth and Kinross to have more opportunities and be better skilled at growing their own food, thereby leading healthier, more sociable and sustainable lives. The OSS supports the delivery of the FGS’s vision and objectives by: Identifying potentially suitable land through the open space audit. Supporting the delivery of new growing spaces through the development and management of open spaces. New Growing Spaces Local Authorities are required to identify potentially suitable land for allotments and community growing areas where there is proven demand. The demand for new allotment sites has been identified through the FGS consultation process and further engagement with communities with a recognised high demand. The Annual Allotment Report 2024-2025 identifies high demand that has not yet been addressed in Crieff and Coupar Angus. Within New Developments The Local Development Plan will seek to identify land within future development sites for community food growing and allotments, particularly where there is a proven demand. The Planning Authority will generally be supportive of development proposals that include opportunities for community food growing or allotments, granted appropriate arrangements are provided for their long-term management and maintenance. Due to the history of orchards in Perth and Kinross since the monasteries owned and farmed the Carse of Gowrie in the 12th century, the Council supports planting and management of fruit Page 221 of 254
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Open Space Strategy trees or small orchards in suitable locations where community groups have shown interest and are able to maintain them. PKC will continue to encourage large housing developments to plant community orchards for the benefit of people and nature and to provide locally grown fruit. On Council Owned Land Repurposing appropriate publicly owned amenity green spaces, parks and vacant & derelict land is another solution to providing new growing areas, the latter being supported by those who responded to the stakeholder survey. Council ground has already successfully been repurposed for allotments in Letham, Tulloch and Craigie. Local consultation would be required prior to any sites being repurposed, particularly with nearby residents. The Council’s Open Space Audit identifies public and private open spaces that may be suitable for the development of food growing opportunities, although further assessment work would be required using the site assessment criteria in Appendix 1 of the Food Growing Strategy. On Private Land Landowners may agree, if approached, to appropriate areas being used formally, or informally, for community growing. The temporary use of sites for community growing is supported by the Council and can allow for flexibility and/or testing project ideas. To safeguard the security of the project however, it is recommended that arrangements are formalised with the owner (e.g. through a lease for an agreed period). Groups should contact the Council at the outset to confirm that the site is not contaminated and establish whether planning permission would be required. Garden Sharing Garden sharing can be initiated by anyone, whether they own a garden that they cannot maintain, or are looking for a space to grow fruits and vegetables. Your Community Council may be able to help you start a local garden sharing scheme. Alternatively, you can join Lend and Tend, a UK wide network for garden sharing. The platform is free to use, and you can sign up by filling in a simple form. Once you are matched with someone who is happy to lend their garden, you can meet up to discuss your expectations and set the ground rules before starting garden sharing. Page 222 of 254
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Open Space Strategy Outdoor Access and Active Travel Perth and Kinross offer many opportunities to get out and enjoy the outdoors, to walk, cycle, ride or paddle down rivers and camp overnight. The countryside is also a home and workplace to people and wildlife, and it is important that we understand our responsibilities and respect the interests of other people whether acting as a land manager or as an access taker. The right to take responsible non-motorised access in Scotland is provided for by the Land Reform (Scotland) Act 2003 (LRA). The Scottish Outdoor Access Code (SOAC) has been produced to explain what is meant by responsible access in many situations for both the 'access taker' and the 'land manager'. Not all land is within access rights, exceptions include gardens, school playing fields and growing crops. Mobility Strategy The Council’s Mobility Strategy guides the movement of people and goods across the area. It sets the strategic direction for the transport planning, supporting coordinated project delivery and external funding applications. Ensuring development aligns with the standards set out in the OSS and applies the BGI principles of multifunctionality and connectivity will support the delivery of the Mobility Strategy’s Transport Planning Objectives, including: Reducing transport-related CO2 emissions by increasing and improving active travel opportunities. Achieving increased active opportunities to and from new developments. Improving safety for all users Improving physical and mental health Improving air quality Core Paths and Rights of Way The Council maintains a Core Path Plan (2017) as required by the Land Reform (Scotland) Act 2003 that identifies a system of paths, 2043km in total, which provide reasonable public access to the outdoors across Perth and Kinross. The Plan includes paths which are: rights of way; functional link paths within & between communities including selected footways (pavements), quiet roads and promoted cycle routes; Page 223 of 254
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Open Space Strategy existing popular and promoted paths; upland & forest paths; routes to mountains and other points of public interest; longer distance routes such as the Cateran Trail; routes to access inland water. Together these routes form integral elements of local and strategic green networks across Perth and Kinross and beyond. They provide opportunity for active travel, habitat connectivity and connections to nature. Safeguarding Access Rights The Local Development Plan identifies and safeguards access rights and core paths, including active travel routes. These should be incorporated within the design and landscaping of any proposed development, ideally avoiding the need for any permanent diversion. If there is any proposal to alter a route of an existing core path or right of way a further legal procedure is required, and any proposed diversion should be to as good a standard or a betterment of the existing route. The granting of planning permission does not stop the continued right of public access along the existing core path or right of way. An order under the Town and Country Planning (Scotland) Act 1997, Section 208 or an amendment of the Core Path Plan under the Land Reform (Scotland) Act 2003 should be sought. If a temporary diversion of a core path or right of way is required to facilitate works, the PKC Community Greenspace space should be contacted via OutdoorAccess@pkc.gov.uk. Section 208 of the Town and Country Planning (Scotland Act 1997) provides for the stopping up and diversion of core paths and rights of way where necessary to enable the development to be carried out in accordance with planning permission. The process allows a period of 28 days for any objections or representations to be made to proposed stopping up and diversion orders. If you are prevented from exercising your right of responsible access by an obstruction, such as a locked gate, intimidating sign or person, you may wish to report the situation for investigation. In which case you should make a general enquiry report and include: an accurate description of the location of the obstruction, including map-based grid reference if possible Date of obstruction, photograph possible and your contact details Contacting the Perth and Kinross Outdoor Access Forum, representative bodies and local community groups is also encouraged where access rights have been affected. Page 224 of 254
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Open Space Strategy Developing the Path Network The Planning Authority will generally support proposals that deliver new, enhanced or improved active travel infrastructure, particularly where these integrate blue and green infrastructure and nature rich habitats to a network of green corridors. Design must be integrated into development proposals and deliver multiple benefits, including, where appropriate, the provision of informal and incidental play opportunities. Proposals should expand and improve access opportunities that link into wider blue and green networks. Proposals for residential development should identify routes to local schools and include an assessment of the extent to which these routes provide safe and easy access between the development and the education facility. The Local Development Plan will identify proposed routes and seek opportunities to deliver projects identified in the Active Travel Prioritisation Delivery Plan. This includes long-distance off-road shared paths linking settlements that form an integral part of strategic green networks in the region. Figure 5: Open spaces are designed to create green links and are aligned with key pedestrian routes (by Barton Willmore & Urban Union) Page 225 of 254
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Open Space Strategy Visitor Destinations and Management Visitor destinations and visitor management are integral to supporting a sustainable, high-quality tourism offer across Perth and Kinross. The area’s natural assets, parks, countryside sites and path networks play a key role in attracting visitors, supporting the local economy, and providing a positive experience for both residents and visitors. The OSS supports the ambitions of the Tourism Strategy and Action Plan 2025-2030 by recognising open spaces as essential tourism assets and by promoting approaches to visitor access, dispersal and management that protect environmental quality, enhance place identity, and ensure that increased visitation is accommodated in a way that is sustainable, inclusive and beneficial to local communities. Through the development, management and use of the blue and green networks across Perth and Kinross, the OSS will support the Tourism Strategy’s vision: By 2030, tourism will play a greater role in Perth and Kinross by supporting an inclusive, international and connected visitor economy. Through cross-sector collaboration and partnership, the OSS seeks to support the delivery of the Tourism Strategy’s strategic objectives listed below by providing enhanced opportunities for year-round, nature-focused tourism. Strategic Objectives: Area promotion and destination marketing: Aim to drive up visitation to our area from identified audiences, increasing day visitors and overnight stays, as well as the length of stay and visitor spend Investment and infrastructure: Aim to attract inward investment to enhance the visitor experience in the destination, as well as manage the impact on our communities Market development and internationalisation: Aim to build on investment to date in key assets, developing new tourism products and visitor experiences Industry growth and resilience: Aim to develop a sustainable visitor economy through supporting businesses to grow, increase levels of well-paid jobs and build their resilience in a challenging operating environment Key assets that attract visitors include our: Premier Parks – high-quality destination parks offering recreation, visitor facilities, and access to nature. Countryside Sites – managed natural areas providing opportunities for outdoor recreation and experiencing the natural environment. Scotland’s Great Trails – Nationally recognised long-distance routes showcasing Scotland’s landscapes, natural heritage, and outdoor recreation opportunities. National Cycle Network – the UK-wide network of signed paths and routes for walking, wheeling, cycling and exploring outdoors. Page 226 of 254
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Open Space Strategy Figure 6: Key visitor destinations Page 227 of 254
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Open Space Strategy Biodiversity Perth and Kinross Council has a legal duty to conserve and enhance biodiversity. Working together across all our services, we are developing the best ways to do this and, at the same time, contributing to other policies and initiatives. Under the Nature Conservation (Scotland) Act 2004, all public bodies in Scotland have a duty to further the conservation of biodiversity when carrying out their functions. The Council is involved with a range of initiatives to protect, restore and enhance biodiversity through the management of open spaces many with the Tayside Biodiversity Partnership. Further information on the Council’s work is available in the latest Biodiversity Duty Report that can be accessed on the Council’s Enhancing Biodiversity webpage. Biodiversity in New Developments Detailed ecological survey is required in the form of an Ecological Impact Assessment (EIA). Impact assessments are required for habitats, species, and existing trees on site including the impact of new artificial lighting. Submissions must include evidence of application of the mitigation hierarchy of avoid, reduce, compensate for losses, and enhance. All developments should aim to avoid adverse impacts in the first instance, see the PKC Planning for Nature Guidance section 5.1. Planning Guidance - Planning & Biodiversity - Perth & Kinross Council (pkc.gov.uk) Conclusions from the ecology surveys and requirements detailed in the PKC Planning for Nature Supplementary Guidance should be used to create a Site Biodiversity Action Plan containing quantities, locations, techniques, timescales, and monitoring arrangements. To satisfy NPF4 Policy 3, in Major planning applications we request: Integrated swift bricks in 25% of two storey homes Integrated bat bricks, boxes and tubes in 25% of two storey homes Wildlife kerbs and amphibian ladders installed adjacent to all road gullies within 500m of a SuDS Pond. Hedgehog highways by providing access gaps in wooden fences 13cm x 13cm at ground level. Low lux-level downward facing development lighting directed away from hedgerows, treelines and woodland Creating new and connecting existing habitats to contribute towards nature networks. Ponds, swales or rainwater gardens designed with biodiversity in mind. Page 228 of 254
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Open Space Strategy A checklist of information required to inform a planning application regarding biodiversity is provided in Annex 4 of the PKC Planning for Nature Supplementary Guidance. Along with private development, the Planning Authority work with services across the Council to ensure biodiversity is protected and enhanced through any upgrading and new build Council projects. Trees, Woodlands and Forestry in New Developments Trees, woodland and forestry are opportunities in development and can add asset value for years to come. Early engagement with an Ecologist and competent Arboricultural Consultant allows trees to inform the layout allowing more to be retained and incorporated into plans. Existing woodland, trees and hedgerows should be protected, restored and expanded to connect to other habitats. The mitigation hierarchy of avoid, reduce and compensate should be followed to reduce impacts of development to woodland, trees and biodiversity. Clearing proposed sites pre-emptively prior to applying for planning permission has increased over the last decade and is against NPF4 Policies. Clearance of development sites should only begin when construction of the approved proposal is about to commence. NPF4 Policy 6 aims to protect and expand forests, woodland and trees by ensuring existing woodlands and trees are protected, and cover is expanded and woodland and trees on development sites are sustainably managed. NPF4 requires planning authorities to prepare a forestry and woodland strategy which identifies woodlands of high nature conservation value (WHNCV) within the planning authority’s area. Proposals that will result in loss of WHNCV will not be supported while proposals that will protect, restore, enhance and connect WHNCV will be supported. Tree Planting Policy This Council’s Tree Planting Policy sets Council-wide standards and procedures for tree planting on all Council-owned Land and is aimed at all Council staff or volunteers planting trees on Council land. A consistent and well-planned approach enables efficient use of available resources to achieve the Council’s aims to improve Biodiversity through increased canopy cover, carbon sequestration and ecological improvements as well as improving public health and wellbeing and the amenity value of our greenspaces. To ensure that the right trees are planted in the right place, the policy provides guidance on appropriate planting stock, technique, protection and maintenance for different locations. Nature Networks Nature Networks play a critical role in protecting, enhancing and connecting habitats. The Council has a responsibility to safeguard Page 229 of 254
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Open Space Strategy and strengthen these networks through the planning process, land management and partnership working. This includes protecting existing assets, addressing fragmentation, and promoting enhancement and restoration. LDP3 will identify Nature Networks and seek opportunities to enhance and expand them through new development. Developers will be required, where appropriate, to contribute to nature networks. Where possible, these will link with urban green networks and increase opportunities for communities to responsibly access areas of high nature value. Sustainable Urban Drainage Systems (SuDS) In line with Scottish Water guidelines and the Council`s Flood Risk Supplementary Guidance, Sustainable Urban Drainage Systems (SuDS) should make a positive wider contribution to the quality of blue-green networks in new developments. SuDS are a soft-engineering solution that manages rainwater and potential flooding within the landscaping and greenspaces of a development, contrary to traditional hard engineering approaches. It aims to create multi-functional landscapes that deliver multiple benefits for water management, amenity and biodiversity. The Council is committed to this approach and to maximising the multiple benefits of SuDS. SuDS should be: considered from the outset, with enough land allocated for them within the site. Submissions should clearly reflect how the water & drainage strategy has influenced the design approach taken for the site. a network of detention features which connect to the wider green and blue infrastructure (rather than only a single feature). Consider different types of SUDS such as ponds, basins, green roofs, swales and rain gardens. These should ideally be naturally Page 230 of 254
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Open Space Strategy linked, providing connectivity for people and wildlife within and through the site. located at suitable topographic locations, integrated with other public open space types wherever possible and safely designed to co-exist with activity areas (e.g. playgrounds, sport pitches).SuDS that are isolated and/or provide little amenity value will not be considered part of the public open space contribution. accessible and biodiverse, with suitable planting around the edges to maximise their ecological value and also allow for an economical maintenance regime. The Open Space Supplementary Guidance (2021) includes technical guidance on sustainable drainage in Appendix 2. Bioretention areas Smaller SuDS features can be incorporated with streets and can substitute traditional shrub beds and single function amenity planting. They typically consist of shallow depressions of different shapes and sizes that drain surface water runoff and encourage infiltrations into the ground. Bioretention features can be ideal solutions for compact, high-density sites with limited space. Further design guidance and specifications for soakaways including planting are provided in the Perth and Kinross Open Space Supplementary guidance. Swales Swales and basins can be various shapes and sizes and can be integrated with informal amenity areas. Linear swales which are ideal for narrow spaces such as linear open space corridors, road verges and structure planting on the edge of developments. Further design guidance and specifications for swales including planting are provided in the Perth and Kinross Open Space Supplementary guidance Channels and rills Canals and rills are encouraged, these are open surface water channels with hard edges, that water flows along, and they can have a variety of cross sections to suit the urban landscape, including the use of planting to provide both enhanced visual appeal and water treatment. Ponds and basins Ponds and basins are encouraged, and providing access to SuDS features for larger vehicles is often necessary in order to allow for their long-term maintenance. However, gravelled roads which surround basins and ponds can take away from their natural appearance. `Green access tracks` are ideal for access that is infrequently used, they are unobtrusive and blend in with the wider Page 231 of 254
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Open Space Strategy amenity area. Green tracks and paths can become part of the drainage system and facilitate water retention. Further guidance is provided in the Open Space Provision for New Developments Supplementary Guidance Supplementary Guidance. Community Involvement Community Greenspace supports a network of 118 community groups who are involved to a greater or lesser extent in the management of open space. Groups are locality based and include bloom groups, paths groups, friends of cemeteries, biodiversity focussed and other groups. There are many benefits to this: Greater community engagement in the management of these spaces Voluntary action to maintain and improve these spaces Match funding and design input for site improvement projects Benefits for the individual through the above, and for physical/mental health and wellbeing. Events and Commercial Use of Open Spaces Events and Commercial use can add functionality, engagement and economic benefits to our open spaces. Sustainably managing open spaces to provide these opportunities can improve local living, support tourism and stimulate economic growth. The Council makes parks and other greenspaces available through a booking process and works with event organisers, other agencies and stakeholders to ensure events are safe, legal and appropriate in the context of that space, in the context of its other functions throughout the year. The Council may grant permission to catering vans and mobile traders looking to operate in parks and countryside sites. Traders must adhere to the standard code of conduct in order to operate on Council greenspace sites. Contact parkevents@pkc.gov.uk for booking enquiries or for guidance on how to trade in a park or countryside site. Signage within Open Spaces Signage in open spaces offer contact between users and those responsible for the management and maintenance of that site. The Council has signage at the entrance to countryside sites & premier parks. They also include new signage with the upgrade of existing play areas. Page 232 of 254
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Open Space Strategy For Premier Parks and Countryside Sites signage at entrances generally include: Information about what can be found within the site; A directional map to help with navigation; and Information about other places of interest in the local area. Dementia friendly signage at MacRosty Park, Crieff Other signage found within Council sites may include: Core path directional signage Water safety information Other small informational signage e.g. no dog fouling Burial Grounds Perth and Kinross Council manage and maintains 176 burial grounds across 132 locations, ranging from large active cemeteries serving urban communities to historic rural churchyards and closed burial grounds of significant heritage value. These sites form an important part of the wider open space network, providing accessible greenspace, contributing to local landscape, supporting biodiversity, preserving cultural heritage and offering places for quiet reflection. Responsibility for these assets sits within Community Greenspace, including Bereavement Services. Bereavement Services oversees the operational management, maintenance and administration of all council-owned burial grounds, ensuring they are maintained in a safe, dignified and sustainable manner, in line with all relevant legislation, guidance and best practice. In addition, Bereavement Services manages Perth Crematorium, further supporting the delivery of comprehensive burial and cremation services across the Council area. There is also one privately operated burial ground in Perth and Kinross. Burial grounds remain valued community assets, providing places of remembrance, reflection and cultural significance for residents and visitors and the Council recognises both its statutory and moral responsibility to care for them to a high standard. The Council’s Future Cemetery Provision Strategy highlights the need to maintain sustainable burial capacity, particularly in communities where capacity may fall below ten years. Burial provision should therefore be planned not only as an operational requirement but as an integral component of Perth and Kinross’s wider green infrastructure network. Cemeteries and burial grounds make a valuable contribution to the Open Space Strategy by providing accessible, multifunctional greenspace that supports community wellbeing, quiet reflection and local identity. They also protect historic landscapes, enhance biodiversity, contribute to tree canopy cover and support climate resilience. Page 233 of 254
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Open Space Strategy Many sites incorporate mature trees, grassland habitats and heritage features, offering significant environmental, visual and cultural value. Within settlements, they function as informal greenspaces, while in rural areas they often represent important publicly accessible land and ecological corridors. Community engagement plays an important role in the stewardship of these spaces. “Friends of Cemetery” groups and similar local initiatives, including activities such as grow-wild trails, contribute positively to site management, biodiversity enhancement and public appreciation. These groups support community ownership, encourage volunteering and help strengthen the role of burial grounds as valued local greenspaces. Future cemetery provision will adopt a proactive, plan-led approach to ensure long-term capacity. New or extended burial sites should be integrated with green infrastructure planning, protect landscape character, enhance biodiversity and improve accessibility and connectivity. Opportunities for woodland, natural and environmentally sensitive burial practices will be supported where appropriate. Burial grounds also play an important role in delivering biodiversity and climate objectives through habitat creation, pollinator-friendly planting, native tree establishment and low-intensity land management. These benefits will be balanced alongside operational needs, visitor expectations and heritage considerations. Many cemeteries contain features of historic and cultural significance, contributing to the area’s historic environment and community identity. Their continued conservation and sensitive management are essential. Page 234 of 254
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Open Space Strategy Asset Management The Community Greenspace Asset Management Plan (CGAMP) provides the operational framework for managing Perth and Kinross Council’s extensive portfolio of greenspace assets, including around 520 hectares of grassland, 32,000 trees, 145 play areas, 159 bridges and over 8,200 infrastructure assets such as benches, litter bins, signs and picnic tables. The estimated net book value of these assets was £7.59 million in 2023. A key feature of the plan is the use of an Asset Challenge process that assesses assets against condition, suitability, utilisation, value for money and climate change considerations to inform investment decisions. The plan includes a funded six-year capital programme and identifies a potential 30-year investment requirement of approximately £128.8 million to maintain the current greenspace asset base and service standards. The plan also highlights the important role of community groups and volunteers, who contribute more than 25,000 hours annually to the maintenance and enhancement of local greenspaces. The Community Greenspace Asset Management Strategy (2023– 2029) (CGAMS) sets out PKC’s approach to managing, maintaining and enhancing its greenspace assets to support healthy, sustainable and resilient communities. The strategy is aligned with the Council’s Corporate Asset Management Framework and is guided by the vision of “Working together to maintain, improve and promote our shared spaces for all to enjoy.” Delivery is structured around four key principles: Collaborating with communities and volunteers to improve wellbeing, encourage participation and support community- led greenspace projects. Maximising shared opportunities through partnership working, coordinated investment and improved access to greenspace assets. Enhancing sustainability and biodiversity by promoting nature recovery, sustainable management practices, native planting and climate resilience. Applying lifecycle management and proactive maintenance to ensure greenspace assets remain safe, accessible and fit for purpose over the long term. The CGAMS and CGAMP provide an important evidence base for the OSS and support its delivery. While the OSS focuses on assessing wider provision and requirements, the CGAMS and CGAMP establish the corporate framework for managing, maintaining and investing of PKC’s greenspace assets in the long- term. The priorities and policies within the OSS will therefore complement and help inform the future implementation of PKC’s greenspace management and investment programmes. Page 235 of 254
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Open Space Strategy Current Requirements The evidence base gathered through the open space audit and engagement activities highlights a number of requirements for the existing open space network. Key requirements are to: Safeguard existing open space provision, including approximately 70 hectares of undesignated POS identified through the audit. Improve the quality, accessibility and functionality of open spaces so they can support a wider range of recreational, sporting, play, social and environmental functions for all user groups. Expand active travel opportunities within green networks, ensuring communities have access to green corridors that facilitate walking, wheeling and cycling through settlements and into the wider countryside. Strengthen management and maintenance arrangements, particularly in the context of resource constraints and ageing infrastructure. Support collaborative management approaches with communities and secure investment to deliver local priority actions and projects. Future Requirements Looking ahead, the strategy must also plan for future growth, climate challenges and evolving community needs. Key requirements are to: Integrate good-quality, multifunctional blue-green networks into new development, ensuring open space standards are met. Support local living by ensuring active travel opportunities are integrated with blue-green networks. Deliver nature-positive outcomes through habitat creation, biodiversity enhancement and connections to nature networks. Improve climate resilience through measures such as urban greening, sustainable drainage (SuDS), shading and flood management measures. Ensure the long-term sustainability of open spaces through effective maintenance arrangements, partnership working and community involvement. Current and Future Requirements Page 236 of 254
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Open Space Audit Report Scope: In accordance with statutory requirements an audit of existing open space provision across Perth and Kinross was undertaken to inform the preparation of the Open Space Strategy (OSS). The purpose of the audit is to undertake an assessment of the quantity, quality and accessibility (i.e. spatial distribution) of existing open spaces. Open space is defined here as "space within and on the edge of settlements comprising green space or civic areas such as squares, market places and other paved or hard landscaped areas with a civic function.” The audit considered all open spaces within or adjacent to settlement boundaries identified in the current Local Development Plan (LDP2) that are 0.2ha or larger, as well as smaller sites considered to be of local importance. Please note that this audit considers all open spaces, including both publicly and privately managed sites. For a breakdown of the Council’s greenspace assets please refer to the Community Greenspace Asset Management Plan (CGAMP). Each site was visited and initially pre-screened to identify a subset of open spaces deemed accessible to the public. The public open spaces (POS) where then taken forward to the quantity benchmarking and quality assessment stage of the audit. A summary of the spaces considered in the audit is provided in the table below. Table 1: Overview of all open spaces considered in audit Summary of Open Spaces Included in Audit Type No. Sites Total Area (Ha) Public open space (POS) 432 906 Open space with limited accessibility or public functions (e.g. golf courses, allotments, natural space with no formal access) 480 1,996 Total 912 2,902 Typologies Each audited open space has been assigned one or more typologies based on the classifications set out in Planning Advice Note 65: Planning and Open Space (PAN 65). To better reflect local characteristics in Perth and Kinross, and to ensure that LDP2 9 Page 237 of 254
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designated open spaces are appropriately classified, some categories have been subdivided and additional typologies introduced where necessary. This approach provides a more accurate and detailed understanding of the function and use of open spaces. The table below provides an overview of the typologies and quantities of each identified across all open spaces considered in the audit. Note that most sites will have multiple typologies, for example a public park may also contain a play space, playing field and natural / semi-natural areas. Table 2: Open space audit typologies Type Description Count (all) Count (Primary Typology) Area (Ha) (Primary Typology) Agricultural land Land in active agricultural use, including arable fields and grazing land, located within or adjacent to settlements. While not primarily used for recreation, many will have core paths running through or around fields. No agricultural land was identified as public open space, however given the rural nature of many settlements, some agricultural land is designated in the LDP. 24 21 69.1 Allotments and Community Growing Space Areas of land for growing fruit, vegetables and other plants, either in individual allotments or as a community activity. 20 19 9.8 Amenity Greenspace Informal, landscaped areas that provide visual amenity and serve as a setting for the built environment, often located within housing areas, commercial areas or alongside roads. These spaces may support casual recreation, such as sitting or informal play, but are not specifically designed for formal activities. 189 149 108.9 Churchyard / Cemetery Land associated with burial grounds, including churchyards and cemeteries, as well as ancillary church grounds not currently in active use for burial. These often provide open space with cultural, historic and landscape value, and often contribute to local biodiversity and informal access. 83 83 72.6 Civic Space Squares, streets and waterfront promenades, predominantly of hard landscaping that provide a focus for pedestrian activity and can make connections for people and for wildlife. 5 1 0.8 Page 238 of 254
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Green Corridor Routes including canals, river corridors and old railway lines, linking different areas within a town or city as part of a designated and managed network and used for walking, cycling or horse riding, or linking towns and cities to their surrounding countryside or country parks. These may link green spaces together. 108 36 124.7 Natural / Semi- Natural Greenspace Areas of predominantly natural vegetation, including woodlands, grasslands, wetlands and countryside sites. This includes both accessible natural spaces (e.g. paths within woodlands or managed sites) and naturalised areas that are not readily accessible. These spaces often have high ecological value, contribution to biodiversity, habitat networks and opportunities for communities to connect with nature. 215 164 721 Play Space Areas specifically designed and equipped for children’s play, typically including fixed play equipment such as swings, slides and climbing structures. These spaces provide safe opportunities for outdoor play and physical activity for children of different age groups. (Note: This figure includes 147 adopted playgrounds and 23 that are privately managed) 168 60 19.6 Private Garden or Grounds Areas of land normally enclosed and associated with a house or institution and reserved for private use. Access rights do not normally apply to these sites, but such sites often provide landscape and biodiversity value. 26 22 57.5 Public Garden Formally designed and managed greenspaces, often of horticultural or ornamental value, which are publicly accessible. These spaces typically provide opportunities for passive recreation, enjoyment of planting and landscaping, and may also contribute to the setting of historic or civic areas. 27 25 7.2 Public Park Formally designed and managed greenspaces which are publicly accessible and provide a range of informal and formal recreational opportunities. These areas may include paths, seating, landscaped areas, play facilities and 121 117 274.2 Page 239 of 254
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sports provisions. They often serve as key destination spaces within settlements. School Grounds Open space within the grounds of educational establishments, including schools and campuses. These areas may include playing fields, courts and landscaped spaces, and are primarily for use by students and staff, with no general public access. 90 75 122.9 Sport Area Large and generally flat areas of grassland or specially designed surfaces, used primarily for designated sports (including playing fields, golf courses, tennis courts and bowling greens). This includes facilities that are publicly accessible as well as those that are bookable or privately managed. 272 142 1,314.2 Quantity Assessment The total area of POS included in the audit was used to benchmark against the Council’s open space quantity standard which is for every community to have a ratio of 3.5ha per 1000 people. Census 2022 data was used and in some cases population estimates were calculated by multiplying the number of households by the average household size which is 2.2 people. Although the quantity benchmarking focused on populations residing within LDP2 settlements, it is helpful to contextualise the findings at a wider authority scale. If the total Perth and Kinross population of 150,953 (Census, 2022) were applied to the quantity standard, the resulting POS requirement would be approximately 528ha. In comparison, the audit identified around 906ha of POS, indicating that, at an overall level, open space quantity comfortably exceeds the benchmark but requires an accessibility analysis as to whether its distribution is suitable. The table below breaks these figures down by the primary typology of sites. Table 3: Public open space by primary typology Type Count (Primary Typology) Area (Ha) (Primary Typology) Allotments and Community Growing Spaces 1 0.6 Amenity Greenspace 77 37.5 Churchyard / Cemetery 67 59.8 Civic Space 1 0.8 Green Corridor 35 111.6 Page 240 of 254
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Natural / Semi-Natural Greenspace 36 357.7 Play Space 58 19.5 Public Garden 25 7.2 Public Park 115 273.3 Sport Area 17 38.1 The audit included 36 sites primarily classified as natural / semi-natural greenspace. These comprise countryside sites, woodlands, and blue spaces associated with rivers and lochs that were considered accessible to a broad range of users and contain some level of recreational infrastructure. Collectively, these 36 sites account for approximately 360ha of all POS. The inclusion of these large natural assets contributes significantly to the over-provision identified in a number of settlements, particularly where large countryside sites are present, including Aberfeldy, Alyth, Crieff and Pitlochry. A comprehensive summary of settlement-level results was produced as part of the assessment and is available in the Open Space Audit Results spreadsheet. This is supported by a series of spatial datasets developed during the assessment process available on the Open Space Audit Map. For clarity and easy of interpretation, the following tables present a summary of the results, focusing specifically on LDP2 settlements and Perth neighbourhoods with populations exceeding 1,000 residents. Table 4: Open space audit quantity outputs: LDP2 settlements Settlements (>1000 residents) Population (Census 2022) Open Space Requirement (Ha) Number of Sites Audited Area (Ha) of Sites Audited Meets Quantity Standard Quantity Shortfall (Ha) Perth 49292 172.5 110 371.9 Yes Blairgowrie 9433 33 21 29.5 No -3.5 Kinross and Milnathort 7606 26.6 31 40.6 Yes Crieff 7142 25 17 65.5 Yes Auchterarder 6061 21.2 15 24.3 Yes Scone 5232 18.3 12 34 Yes Bridge of Earn 2918 10.2 10 8.1 No -2.1 Pitlochry 2694 9.4 16 49.3 Yes Alyth 2345 8.2 8 31.7 Yes Coupar Angus 2132 7.5 6 12.9 Yes Invergowrie 1969 6.89 3 7.98 Yes Aberfeldy 1886 6.6 11 63.1 Yes Comrie 1847 6.5 8 8.5 Yes Inchture 1565 5.5 7 8.5 Yes Page 241 of 254
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Luncarty 1514 5.3 7 8.5 Yes Errol 1500 5.3 4 5.7 Yes Stanley 1497 5.2 3 1.3 No -4 Abernethy 1425 5 7 3.7 No -1.3 Methven 1301 4.6 4 7 Yes Bankfoot 1254 4.4 7 12.7 Yes Dunkeld and Birnam 1194 4.2 16 22.7 Yes St Madoes and Glencarse 1096 3.8 4 4.9 Yes Longforgan 1079 3.8 3 1.9 No -1.9 Table 5: Open space audit quantity outputs: Perth neighbourhoods Perth Neighbourhoods Population (estimate) Open Space Requirement (Ha) Number of Sites Audited Area (Ha) of Sites Audited Meets Quantity Standard Quantity Shortfall (Ha) Gannochy, Bridgend, Kinnoull, Corsiehill and Barnhill 3933.6 13.77 12 101.3 Yes Letham and Hillyland 9849.4 34.47 15 29.3 No -5.15 Tulloch 5728.8 20.05 19 27.6 Yes North Muirton, Muirton and Balhousie 9356.6 32.75 14 66.5 Yes Moncrieffe, Craigie and Friarton 7986 27.95 13 80.1 Yes Western Edge, Woodlands and Cherrybank 8615.2 30.15 23 32.3 Yes Bertha Park 1443.2 5.05 2 0.5 No -4.55 City Centre 7326 25.64 5 23.8 No -1.85 Almondbank, Huntingtower and Ruthvenfield 3075.6 10.76 7 10.5 No -0.22 Overall, the audit identified approximately 70ha of undesignated public open space within settlement boundaries. Another 425ha of public open space adjacent to settlement boundaries was included in the audit; these primarily comprised of accessible natural spaces (e.g. Countryside Sites) but also include sports pitches, public parks, cemeteries and amenity spaces. These spaces may be protected under other policy measures; however, these will be reviewed during the LDP3 preparation process to ensure effective safeguarding measures are in place. Page 242 of 254
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Accessibility Analysis An accessibility analysis was undertaken to assess the distribution of public open spaces in relation to the population based on the Council’s accessibility standards. The findings help to identify areas of sufficient provision as well as locations where accessibility gaps may exist. The analysis was undertaken using network analysis within a Geographic Information System (GIS) to provide a realistic representation of how people move through communities. Rather than a straight-line distance, the approach utilised a detailed pedestrian network composed of streets and paths. Service areas (catchments) were generated around access points mapped for each open space based on the following thresholds: • Public Park – 700m • Playing Field – 1200m • Neighbourhood Equipped Area for Play (NEAP) – 1000m • Local Equipped Area for Play (LEAP) – 400m The table below presents the outputs of the accessibility analysis across all LDP2 designated settlements and for those with over 50 dwellings. These figures reflect that it is often smaller rural settlements that have less variety in provision due to their size, densities and settings. Table 6: Percentage houses meeting accessibility standards across LDP2 settlements Public Park (700m) Playing Field (1200m) LEAP (400m) NEAP (1000m) All Settlements 84% 95% 60% 84% Settlements >50 dwellings 85% 97% 60% 85% A comprehensive set of settlement-level results was produced as part of the analysis, accompanied by mapped catchments that provide a spatial evidence base to inform planning decisions, including the identification of site requirements and developer contributions. For clarity and easy of interpretation, the following tables present a summary of the results, focusing specifically on LDP2 settlements and Perth neighbourhoods with populations exceeding 1,000 residents. The table is colour coded to visualise settlement performance in the audit with those scoring in the 10th decile shown green, 9th yellow, 8th orange and those in the 7th or below (<70%) shown red. Page 243 of 254
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Table 7: Percentage households meeting accessibility standards in LDP2 settlements with over 1000 residents Settlement Population (Census 2022) Public Park (700m) Playing Field (1200m) LEAP (400m) NEAP (1000m) Perth 49292 89% 99% 62% 88% Blairgowrie 9433 75% 98% 58% 70% Kinross and Milnathort 7606 82% 100% 69% 91% Crieff 7142 95% 99% 52% 89% Auchterarder 6061 59% 91% 62% 74% Scone 5232 87% 100% 43% 84% Bridge of Earn 2918 100% 100% 63% 76% Pitlochry 2694 87% 97% 59% 85% Alyth 2345 96% 99% 67% 95% Coupar Angus 2132 90% 99% 80% 65% Invergowrie 1969 88% 96% 55% 88% Aberfeldy 1886 94% 100% 84% 91% Comrie 1847 79% 98% 42% 87% Inchture 1565 100% 100% 55% 100% Luncarty 1514 94% 99% 41% 98% Errol 1500 100% 100% 70% 100% Stanley 1497 83% 95% 71% 96% Abernethy 1425 86% 96% 49% 92% Methven 1301 91% 100% 48% 100% Bankfoot 1254 88% 98% 73% 98% Dunkeld and Birnam 1194 97% 94% 72% 96% St Madoes and Glencarse 1096 92% 100% 90% 97% Longforgan 1079 57% 100% 24% 80% Page 244 of 254
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Table 8: Percentage houses meeting accessibility standards in Perth neighbourhoods with over 1000 residents Neighbourhood Population (estimate based on no. households) % Houses Meeting Accessibility Standard Public Park (700m) Playing Field (1200m) LEAP (400m) NEAP (1000m) Gannochy, Bridgend, Kinnoull, Corsiehill and Barnhill 3933 98% 99% 54% 71% Letham and Hillyland 9849 100% 100% 89% 100% Tulloch 5728 100% 100% 95% 100% North Muirton, Muirton and Balhousie 9356 99% 100% 67% 100% Moncrieffe, Craigie and Friarton 7986 95% 100% 72% 96% Western Edge, Woodlands and Cherrybank 8615 74% 99% 42% 82% Bertha Park 1443 0% 100% 0% 0% City Centre 7326 100% 100% 17% 100% Almondbank, Huntingtower and Ruthvenfield 3075 29% 77% 32% 49% Quality Assessment A quality assessment was undertaken to evaluate the condition and characteristics of open spaces identified as publicly accessible in the audit. The findings identify those spaces that are performing well and provide good value to communities, as well as those where improvements may be required. Each criterion was scored on a scale of 1 to 5, with an overall quality score subsequently derived for each site. The scores correspond to the following quality classifications: 1 2 3 4 5 Poor Fair Good Very Good Excellent The following criteria were considered during the quality assessment for each site: Accessibility - This criterion considers the accessibility of the site for all users, regarding inclusive and barrier-free access. The following sub-criteria were considered: • Is there appropriate directional signage? • Is appropriate lighting provided at entrances? • Are there safe crossing points on roads leading to entrances? Page 245 of 254
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• Are entrances accessible to all forms of mobility? • Are internal paths accessible to all forms of mobility? • Are internal paths in good condition? • Are there areas of importance likely to be inaccessible to people with limited mobility? Place Quality - This criterion considers the overall design quality and provides an indication of how the space is perceived, including feelings of safety. The following sub- criteria were considered: • On approach does the site seem welcoming? • Is the site legible? • Is there appropriate informational signage? • Is there an appropriate level of lighting throughout the site? • Is there evidence of anti-social behaviour? Care and Maintenance - This criterion considers the site’s condition and standard of maintenance. The following sub-criteria were considered: • Are fences, railings and walls in good condition? • Are there issues of litter, fly tipping or dog fouling? • Are there issues of vandalism or graffiti? • Is the infrastructure on site in good condition? • Is the vegetation on site appropriately managed? Biodiversity - This criterion considers the provision of natural assets and habitats within the site and its connectivity to the surrounding green network. The following sub-criteria were considered: • Is there good habitat connectivity across or around the site for wildlife? • Does there appear to be good connectivity beyond the site? • Are there naturalised areas on the site? • Are there waterbodies (including SUDS) or wetlands? Community Use - This criterion considers the provision of recreational infrastructure and how this supports the intended use, user needs and overall quality of the space. The following sub-criteria were considered: Page 246 of 254
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• Does the site contain appropriate facilities for its typology, location and size? • Does the quantity and siting of any furniture seem appropriate to the use of the space? • Is there an appropriate provision of bins across the site and are they ideally located? Overall, only ten of the sites assessed failed to meet the required quality standard. The table below sets out the number of sites that scored less than ‘Good’ for each criterion in the assessment. Table 9: Public open space quality assessment summary results Quality Criterion % sites scoring ‘Good’ or above No. sites scoring below ‘Good’ Accessibility 78% 95 Place Quality 84% 69 Care and Maintenance 94% 27 Biodiversity 91% 40 Community Use 87% 57 Overall Quality Score 98% 10 This quality assessment was undertaken using a standardised method across all sites to ensure comparability. However, consideration was given to the type and size of each site when scoring the criteria, recognising that requirements vary across different sites. It is acknowledged that, in future, a more nuanced approach would be beneficial, with quality assessments tailored to reflect specific typologies or hierarchies, allowing for a more context-sensitive evaluation. Conclusions It is important to recognise that a range of factors contribute to identified shortfalls in POS provision in certain settlements: • Historic development of the settlement that did not prioritise open space provision. This is particularly evident in Perth. • The presence of spaces that could not be classified as POS in the audit due to accessibility constraints or lack of clear public function. • Standard open space typologies do not account for the recreational value of accessible countryside, which may lessen demand for formal provision in smaller rural communities. Page 247 of 254
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• The phased delivery of larger public open spaces in new developments can result in temporary shortfalls following housing occupation. It is important to note that addressing shortfalls in provision is unlikely to be achieved solely through contributions from new development, as these must be proportionate to the scale of development. However, opportunities will be identified through LDP3, and, in some cases, PKC should seek to secure external funding to address gaps. Addressing identified deficiencies remains a key priority and where they have been identified the following approaches will be pursued: • Safeguard existing POS provision. • Secure appropriate on-site and off-site developer contributions. • Pursue external funding opportunities using the OSS as an evidence-base. • Apply the Infrastructure First principle to ensure POS in new developments are delivered at the earliest practical stage, taking account of other infrastructure requirements and any masterplanning of the site. • Review sites identified in the audit that were not classified as POS, and, where appropriate, improve accessibility and functionality to make them public spaces. • Prioritise quality enhancements to existing open spaces, and path networks, in areas where new provision is not feasible. • Regarding the provision of new play spaces or sport facilities, deficiencies identified in the audit will be addressed following the approaches set out in the Playground Strategy and Policy on Provision of Facilities for Outdoor Pitch Sports. Page 248 of 254
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Settlement Population POS Required (Ha) Sites Audited Total POS Area (Ha) POS Deficiency/Surplus (Ha) Meet Quantity Standard Public Park (700m) Playing Field (1200m) LEAP (400m) NRPEAP (1000m) Aberargie 94.6 0.33 0 0.00 -0.3 No 0% 0% 0% 0% Aberfeldy 1886 6.60 11 63.06 56.5 Yes 94% 100% 84% 91% Abernethy 1425 4.99 7 3.67 -1.3 No 86% 96% 49% 92% Aberuthven 457.6 1.60 3 6.20 4.6 Yes 100% 100% 89% 100% Acharn 105.6 0.37 1 0.15 -0.2 No 100% 100% 100% 100% Alyth 2345 8.21 8 31.70 23.5 Yes 96% 99% 67% 94% Ardler 167.2 0.59 3 2.41 1.8 Yes 100% 100% 100% 100% Auchterarder 6061 21.21 15 24.30 3.1 Yes 59% 91% 62% 74% Balado 145.2 0.51 0 0.00 -0.5 No 0% 0% 0% 0% Balbeggie 455.4 1.59 1 0.48 -1.1 No 100% 100% 90% 100% Baledgarno 50.6 0.18 1 0.55 0.4 Yes 0% 0% 0% 0% Ballinluig 277.2 0.97 2 1.85 0.9 Yes 0% 100% 71% 100% Balnaguard 50.6 0.18 0 0.00 -0.2 No 0% 0% 0% 0% Bankfoot 1254 4.39 7 12.74 8.3 Yes 88% 98% 73% 98% Binn Farm 6.6 0.02 0 0.00 0.0 No 0% 0% 0% 0% Blackford 913 3.20 6 6.56 3.4 Yes 87% 100% 74% 100% Blairgowrie& Rattray 9433 33.02 21 29.47 -3.5 No 75% 98% 58% 70% Blairingone 110 0.39 1 0.28 -0.1 No 100% 100% 98% 100% Boltachan 59.4 0.21 1 13.66 13.5 Yes 0% 100% 0% 22% Braco 562 1.97 6 3.10 1.1 Yes 100% 100% 86% 100% Bridge of Cally 81.4 0.28 0 0.00 -0.3 No 0% 0% 0% 0% Bridge of Earn 2918 10.21 10 8.15 -2.1 No 100% 100% 63% 76% Burrelton/Woodside 750.2 2.63 3 3.35 0.7 Yes 74% 100% 31% 83% Butterstone 41.8 0.15 1 1.47 1.3 Yes 0% 100% 0% 0% Camserney 57.2 0.20 0 0.00 -0.2 No 0% 0% 0% 0% Caputh 110 0.39 2 0.99 0.6 Yes 100% 100% 100% 100% Carnbo 70.4 0.25 0 0.00 -0.2 No 0% 0% 0% 0% Carsie 173.8 0.61 2 0.65 0.0 Yes 100% 62% 94% 100% Clathymore 107.8 0.38 0 0.00 -0.4 No 0% 0% 0% 0% Cleish 24.2 0.08 2 0.39 0.3 Yes 0% 0% 0% 0% Comrie 1847 6.46 8 8.53 2.1 Yes 79% 98% 42% 0% Concraigie 6.6 0.02 0 0.00 0.0 No 0% 0% 0% 0% Coshieville 26.4 0.09 0 0.00 -0.1 No 0% 0% 0% 0% Cottown/Chapelhill 85.8 0.30 0 0.00 -0.3 No 0% 95% 0% 36% Coupar Angus 2132 7.46 6 12.88 5.4 Yes 90% 99% 80% 65% Craigie 33 0.12 0 0.00 -0.1 No 0% 0% 0% 0% Crieff 7142 25.00 17 65.46 40.5 Yes 95% 99% 52% 89% Croftinloan/Donavourd/East Haugh/Ballyoukan 255.2 0.89 0 0.00 -0.9 No 0% 0% 0% 0% Cromwell Park 22 0.08 0 0.00 -0.1 No 0% 20% 0% 0% Crook of Devon 698 2.44 6 2.33 -0.2 No 70% 88% 52% 81% Cultybraggan 13.2 0.05 0 0.00 0.0 No 0% 0% 0% 0% Dalcrue 0 0.00 0 0.00 0.0 No 0% 0% 0% 0% Drunzie 72.6 0.25 0 0.00 -0.3 No 0% 0% 0% 0% Dull 83.6 0.29 1 0.22 -0.1 No 0% 0% 0% 0% Dunkeld & Birnam 1194 4.18 16 22.70 18.5 Yes 97% 94% 72% 96% Dunning 885 3.10 7 10.66 7.2 Yes 96% 100% 76% 100% Errol 1500 5.25 4 5.68 0.4 Yes 100% 100% 70% 100% Errol Airfield/Grange 354.2 1.24 1 0.01 -1.2 No 0% 0% 65% 0% Fearnan 213.4 0.75 1 0.03 -0.7 No 0% 0% 48% 100% Forgandenny 545 1.91 2 1.39 -0.5 No 80% 100% 63% 96% Forteviot 35.2 0.12 1 0.16 0.0 Yes 0% 100% 0% 0% Fortingall 72.6 0.25 1 0.15 -0.1 No 0% 0% 0% 0% Fowlis Wester 61.6 0.22 1 0.26 0.0 Yes 0% 0% 0% 0% Gilmerton 213.4 0.75 1 0.92 0.2 Yes 100% 100% 96% 100% Gleneagles 525.8 1.84 0 0.00 -1.8 No 0% 0% 0% 0% Glenfarg 663 2.32 3 5.35 2.9 Yes 89% 100% 52% 100% Glenlomond 118.8 0.42 0 0.00 -0.4 No 0% 0% 0% 0% Grandtully 68.2 0.24 1 1.98 1.7 Yes 100% 100% 84% 100% Greenacres 46.2 0.16 0 0.00 -0.2 No 0% 0% 0% 0% Greenloaning 286 1.00 1 0.33 -0.7 No 0% 0% 77% 100% Guildtown 492.8 1.72 1 2.72 1.0 Yes 100% 100% 75% 100% gWest 4.4 0.02 0 0.00 0.0 No 0% 0% 0% 0% Hattonburn 48.4 0.17 0 0.00 -0.2 No 0% 0% 0% 0% Inchture 1565 5.48 7 8.47 3.0 Yes 100% 100% 55% 100% Invergowrie 1969 6.89 3 7.98 1.1 Yes 88% 96% 55% 88% Keltybridge 143 0.50 0 0.00 -0.5 No 0% 0% 0% 0% Kenmore 145.2 0.51 6 5.79 5.3 Yes 94% 100% 79% 100% Kettins 127.6 0.45 3 2.19 1.7 Yes 100% 100% 86% 100% 9 Page 249 of 254
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Kinfauns 136.4 0.48 0 0.00 -0.5 No 0% 0% 0% 0% Kinloch 52.8 0.18 0 0.00 -0.2 No 0% 0% 0% 0% Kinloch Rannoch 299.2 1.05 1 2.31 1.3 Yes 98% 100% 49% 100% Kinnaird (Highland) 66 0.23 0 0.00 -0.2 No 0% 0% 0% 0% Kinnaird (Perth) 59.4 0.21 2 1.73 1.5 Yes 0% 0% 0% 0% Kinnesswood 533 1.87 1 0.46 -1.3 No 100% 100% 77% 0% Kinross & Milnathort 7606 26.62 31 40.55 13.9 Yes 82% 100% 69% 91% Kinrossie 125.4 0.44 1 1.62 1.2 Yes 100% 100% 72% 100% Kirkmichael 187 0.65 4 2.35 1.7 Yes 0% 0% 95% 100% Little Ballinluig 110 0.39 0 0.00 -0.4 No 0% 100% 0% 98% Logierait 61.6 0.22 2 0.43 0.2 Yes 0% 79% 0% 0% Longforgan 1079 3.78 3 1.87 -1.9 No 57% 100% 24% 80% Luncarty 1514 5.30 7 8.50 3.2 Yes 94% 99% 41% 98% Maryburgh 24.2 0.08 0 0.00 -0.1 No 0% 0% 0% 0% Meigle 699.6 2.45 4 7.60 5.2 Yes 88% 100% 59% 96% Meikleour 101.2 0.35 0 0.00 -0.4 No 0% 0% 0% 0% Methven 1301 4.55 4 6.95 2.4 Yes 91% 100% 48% 100% Murthly/Gellyburn 699.6 2.45 4 2.33 -0.1 No 78% 100% 40% 49% Muthill 680 2.38 4 2.85 0.4 Yes 100% 100% 85% 100% New Alyth 187 0.65 1 0.25 -0.4 No 100% 100% 100% 100% Ochil Hills Hospital 79.2 0.28 0 0.00 -0.3 No 0% 0% 100% 100% Oudenarde 435.6 1.52 0 0.00 -1.5 No 18% 95% 0% 32% Perth 49292 172.52 110 371.94 199.4 Yes 89% 99% 62% 88% Perth Airport 151.8 0.53 0 0.00 -0.5 No 0% 0% 0% 0% Pitcairngreen 162.8 0.57 1 2.15 1.6 Yes 100% 100% 100% 100% Pitlochry 2694 9.43 16 49.35 39.9 Yes 87% 97% 59% 85% Powmill 250.8 0.88 1 0.29 -0.6 No 75% 99% 71% 96% Rait 70.4 0.25 2 0.61 0.4 Yes 0% 0% 0% 0% Rannoch Station 13.2 0.05 0 0.00 0.0 No 0% 0% 0% 0% Rumbling Bridge 116.6 0.41 1 5.60 5.2 Yes 0% 42% 0% 0% Scone 5232 18.31 12 33.95 15.6 Yes 87% 100% 43% 84% Scotlandwell 308 1.08 2 14.85 13.8 Yes 100% 100% 81% 100% Spittalfield 176 0.62 1 0.39 -0.2 No 100% 99% 100% 100% St David's 83.6 0.29 0 0.00 -0.3 No 0% 0% 0% 0% St Madoes & Glencarse 1096 3.84 4 4.90 1.1 Yes 92% 100% 90% 97% Stanley 1497 5.24 3 1.25 -4.0 No 83% 95% 71% 96% Strathtay 125.4 0.44 0 0.00 -0.4 No 60% 100% 18% 88% Tibbermore 83.6 0.29 0 0.00 -0.3 No 0% 0% 0% 0% Trochry 33 0.12 0 0.00 -0.1 No 0% 0% 0% 0% Tummel Bridge 90.2 0.32 0 0.00 -0.3 No 0% 0% 0% 0% Weem 68.2 0.24 1 0.20 0.0 No 0% 97% 0% 0% Wester Balgedie 81.4 0.28 0 0.00 -0.3 No 0% 0% 0% 0% Wolfhill 213.4 0.75 2 0.93 0.2 Yes 100% 100% 86% 100% Page 250 of 254
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Neighbourhood Population POS Required (Ha) Sites Audited Total POS Area (Ha) POS Deficiency/Surplus (Ha) Meet Quantity Standard Public Park (700m) Playing Field (1200m) LEAP (400m) NRPEAP (1000m) Gannochy, Bridgend, Kinnoull, Corsiehill and Barnhill 3934 13.8 12 101.3 87.52 Yes 98% 99% 54% 71% Letham and Hillyland 9849 34.5 15 29.3 -5.15 No 100% 100% 89% 100% Tulloch 5729 20.1 19 27.6 7.51 Yes 100% 100% 95% 100% Perth West 31 0.1 0 0.0 -0.11 No 21% 43% 0% 21% North Muirton, Muirton and Balhousie 9357 32.7 14 66.5 33.78 Yes 99% 100% 67% 100% Moncrieffe, Craigie and Friarton 7986 28.0 13 80.1 52.13 Yes 95% 100% 72% 96% Western Edge, Woodlands and Cherrybank 8615 30.2 23 32.3 2.17 Yes 74% 99% 42% 82% Bertha Park 1443 5.1 2 0.5 -4.55 No 0% 100% 0% 0% City Centre 7326 25.6 5 23.8 -1.85 No 100% 100% 17% 100% Almondbank, Huntingtower and Ruthvenfield 3076 10.8 7 10.5 -0.22 No 29% 77% 32% 49% Page 251 of 254
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Appendix 4 Open Space Survey Summary Report Survey period: 11 July - 11 August 2025 | Responses: 212 Executive Summary Residents are frequent users of open spaces, with 85% visiting at least several times per week. Parks, public gardens and natural greenspaces are the most valued and frequently used assets. Despite high usage, only 44% of respondents are satisfied with local provision while 32% are dissatisfied, indicating scope for improvement. Key Findings • 54% visit open spaces daily and a further 31% several times a week. • Parks and public gardens (82%) and natural greenspaces (79%) are the most regularly used spaces. • Walking/dog walking (31%) and taking children to play (24%) are the main reasons for visits. • 70% feel safe when using local open spaces. • 44% are satisfied with local open spaces, compared with 32% dissatisfied. • 48% identify poor condition or maintenance as a barrier to greater use. • 59% selected better maintenance and cleanliness as the top improvement priority. • 47% requested public toilets and 38% requested better play facilities. Overall Satisfaction 9 Page 253 of 254
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Top Improvement Priorities Most Regularly Used Open Space Types Implications for Open Space Strategy The results suggest that investment should focus first on improving the quality and maintenance of existing spaces before expanding provision. Enhanced play facilities, public toilets, accessibility improvements and increased seating would address several of the most common concerns. Responses also indicate continued demand for children's play spaces and improved green corridor connections. Recommendations 1. Target maintenance improvements in frequently used parks and greenspaces. 2. Review provision of toilets, seating and accessibility infrastructure. 3. Identify opportunities for improved play provision. 4. Consider underserved groups when designing future improvements. 5. Use mapped responses to inform site-specific interventions and designation reviews. Page 254 of 254