Transformation and Change Programme Update
Perth and Kinross Council · 1 October 2025
Back to Finance and Resources Committee — 1 October 2025 and its agenda
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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: Finance and Resources Committee Date of Meeting: 1 October 2025 Report Title: Transformation & Change Programme Update Report Number: 25/250 Report Author: Charlene Guild, Strategic Lead – Projects & Programmes (interim) Organisational Lead: Thomas Glen, Chief Executive ___________________________________________________________________ 1. Purpose 1.1 The purpose of this Report is to provide the Finance and Resources Committee with an update on progress of the Transformation & Change Programme – Phase Two. This covers the six-month period from 1 April 2025 to 30 September 2025 and provides a short progress summary of individual projects within the phase two programme. It also provides an overview of the Best Value Audit thematic review on Transformation & Change which completed in August 2025. 1.2 In addition, the report presents a revised Transformation & Change Strategy 2025-28, setting out the renewed commitments for phase two and beyond of the programme. 1.3 Sections 1. Purpose 2. Recommendation 3. Background/Context 4. Transformation and Change Strategy 2025 – 28 5. Best Value Audit on Transformation & Change 6. Transformation and Change Project Updates 7. Partnership Working 8. Conclusion 9. Appendices 2. Recommendation It is recommended that the Finance and Resources Committee:
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2.1 Approve the revised Transformation and Change Strategy 2025-28 setting out the updated approach to progress phase two of the programme and beyond. 2.2 Note progress made on the Transformation & Change Programme Phase Two, including the conclusion of the Best Value thematic audit, since the last update report to Full Council 7 May 2025. 3. Background/Context 3.1 Our full five year Transformation & Change Programme was agreed back in 2022, and we have been progressing Phase Two since August / September 2024. A full evaluation of Phase one projects was presented to the Finance & Resources Committee on 18 September 2024, an initial update on Phase two was presented to Council on 7 May 2025. 3.2 Supporting the delivery of the Councils vision of “a Perth and Kinross where everyone can live life well, free from poverty and inequality,” all of our projects and workstreams are aligned with the Corporate Plan strategic priorities and key objectives with defined project outcomes, objectives, and critical success factors. 3.3 The Transformation & Change programme is an ambitious area of work which aims to positively impact our communities, our teams, and how they deliver. This is set in the context of changing demands and resourcing levels which require a flexible, innovative, and agile approach. With our continued focus on public service, a focus on those in greatest need, and the support of our teams, partners, and communities, we will continue to ensure that the people of Perth and Kinross are at the heart of all that we do, as we evolve to face the challenges ahead. 4. Transformation and Change Strategy 2025 – 28 4.1 This report presents our revised Transformation & Change Strategy 2025 – 28 (Appendix 1) for approval. The updated Strategy sets out the direction for the T&C Programme Phase Two and beyond, setting out five new commitments for progressing our work in this area. It also summarises our corporate policy framework and how the strategy aligns with our key corporate priorities. 4.2 Our existing Transformation & Change Strategy 2022–27, was approved by full Council in June 2022 and since this time, we have moved into phase two of the programme, continuing to work flexibly, continue pace and momentum, ensuring governance, accountability and reporting are fit for this new programme through a formalised Programme Management Office arrangement. 4.3 To ensure that the Perth and Kinross Council Transformation & Change Strategy remains relevant and reflective of the work being undertaken in this area, the PMO have reviewed and updated the existing Strategy, increasing the timeline to 2028 which will allow for the Strategy to encompass movement
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into Phase three of the programme. The strategy focuses on our key corporate priorities to deliver the best possible services within the available resources, with a particular emphasis on those in greatest need. It is built on the principles of service design, committed to public service and community involvement, ensuring that the people and communities of Perth & Kinross are actively involved in the definition, design, and delivery of their public services. 4.4 The following changes have been made to the strategy to ensure it keeps pace and reflects the phase two programme itself: • Revised timescale for the Strategy to 2027/28 • Updated foreword from the Council Leader to remove references to Covid-19, highlighting the new social and economic challenges being faced such as cost of living and poverty increase • Reference to the Corporate Plan and Economic Development Plan – highlighting the link between Transformation & Change and these strategic frameworks, setting out the key corporate priorities • Sets out the national landscape for T&C including the National Programme for Government 2025 and Improvement Service and SOLACE national T&C programme • Reference to our service design approach 4.5 In addition, the Strategy outlines five new commitments to progress the Transformation & Change programme phase two: 1. Clear Vision and Objectives: Defining a clear vision and setting specific, measurable objectives to guide the transformation efforts. The organisation's vision and priorities are woven through the Transformation and Change programme, linking all project outcomes to strategic priorities. 2. Leadership Commitment: Securing active support and commitment from leadership to drive the transformation forward and remove barriers. This includes fostering a culture of continuous improvement, creativity, and innovation, and empowering leaders to drive change. 3. Innovative and Agile Approach: Identifying opportunities for transformation and having the flexibility to adapt to changing circumstances through the right workforce skills and technologies. This commitment highlights the importance of creativity and being risk positive. 4. Comprehensive Change Management: Developing a detailed plan that outlines the steps, timelines, and resources required for the transformation. This includes formalised governance measures, decision-making and reporting structures, and effective risk management. 5. Effective Communication and Engagement: Maintaining transparent and continuous communication to keep everyone informed about the
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progress and benefits of the transformation. This commitment underscores the importance of building relationships, connecting, supporting, involving, and communicating with staff, communities, and partners. 4.6 The Transformation & Change Strategy 2025–2028 provides a clear, values led framework to redesign services, improve outcomes and strengthen financial sustainability. It is anchored in five commitments—vision, leadership, agility, change management, and engagement—and delivered through a flexible, evidence based programme of individual projects. Continued strengthened governance, risk management and benefits realisation will support Members’ oversight and ensure the programme continues to meet community needs within available resources. 5. Best Value Audit on Transformation & Change 5.1 The theme of our Best Value thematic audit in 2025 was Transformation: How councils are redesigning their services to deliver services more efficiently. Carried out by Audit Scotland, the audit process started in early April with background work from early 2025 to collate relevant information, good practice case studies of successful transformation projects as well as one to one interviews with relevant people from the Council. Areas of particular interest have included our organisational plans for transformation, programme management, community and partner involvement and impact of transformation projects. We were in the fortunate position to be able to provide a comprehensive evidence portfolio and demonstrate where our previous transformation work has impacted positively across our areas of service delivery. The final reports was issued by Audit Scotland in August 2025 and presented to Audit & Risk Committee on 17 September 2025. 5.2 This audit is part of a wider national agenda to encourage local authorities to undertake transformation and change in a wide range of service delivery. The audits involved examining and scrutinising how councils are redesigning services to maintain outcomes and deliver services more efficiently with Perth & Kinross Council taking part in the third and final cohort from April to June 2025. 5.3 The audit has highlighted many areas of continuing good practice in the current Transformation & Change programme. For example, our clear vision, strategy, and planned programme to deliver on the agenda. It also acknowledges savings to date of £11.2 million as well as the robust governance arrangements, including the Programme Management Office (PMO) in place to monitor project outcomes, report on progress and maintain momentum. Another area of strength highlighted is the regular, clear, and open communication with elected members on the programme's progress as well as the demonstrated successful partnerships with communities to improve outcomes and generate savings through a user-focused 'Service Design' approach.
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5.4 The audit report provides several recommendations for the council: 1. Ensure that transformation plans are ambitious enough to address funding gaps and clearly set out projected savings. 2. Establish arrangements to support, coordinate, and report on the Transformation and Change Programme after the PMO's term ends in April 2026. 3. Conduct Equality and Fairness Impact Assessments for transformation projects, ensuring appropriate detail at each stage. 4. Enhance benefits realisation arrangements to demonstrate that the Transformation and Change Programme is delivering its intended outcomes. Actions on the recommendations are already underway, with regular progress reporting to the Transformation Board and further to Finance and Resources Committee. 6. Transformation and Change Project Updates 6.1 Key Highlights: Since the last Transformation & Change update to Council on 7 May 2025 (report 25/113 refers), the programme has reported the following highlights and achievements: • The Working Smarter project has delivered the purchase of Pullar House and Kinnoull Street multi-storey car park and secured cost sharing tenancy agreements with a number of partner organisations, including NHS Tayside, in line with the national one public estate approach. • The Whole Family Wellbeing project, over the reporting year 2024-25 noted the following improvements: recorded 2,630 tracked views to the directory of services for Family Support with 1,577 individual users; 49 organisations using the FORT referral system with 155 referrals made; direct support provided for 380 families (comprising over 760 individuals); indirect support for universal activities, one-off activities, engagement and signposting have supported over 2,400 individuals. In addition, staff have been supported through establishment of a Practitioner Network with over 100 members and a regular series of meetings. • The Public Transport in the Community project has reported six minibuses passed to Community Groups including a low floor wheelchair access minibus to Glenfarg Community Transport Group in contract payment sacrifice scheme. In addition, the Public Transport Survey has been completed with 896 responses received which are currently being analysed and will form the basis for roadshows later this the year. • Phase 1 of 3 of the Intensive Support Provision (ISP) expansion is underway as part of the Additional Support Needs project. Three new (temporary) ISPs opened in August 2025, offering intensive support within
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local catchments. This followed extensive consultation, with formal approval expected for January 2026. It is anticipated that Phase two will commence in October 2025. • Our Schools Recycling improvement team have been working closely with Bertha Park High School on a pilot project to deliver more effective recycling within our schools as part of the Zero Waste and Operations programme. Through consultation and engagement, all barriers and challenges have been overcome, and installation of new bins is underway. 6.2 In addition to the fifteen projects that are currently within the programme, we have added two additional projects since the May 2025 update, namely: • Improving Health & Wellbeing and Attendance in the Education Workforce - Developing a Health and Wellbeing Strategy for the Education workforce which will include the development of appropriate supports such as coaching and supervision for targeted groups of staff; a programme of Career-Long Professional Learning (CLPL) which supports health and wellbeing; augmenting the corporate wellbeing offer to ensure that it meets the needs of the education workforce. • Automation within People & Culture – Utilising existing digital resources available to the Council to develop more effective and proactive reporting from our HR and Payroll systems. It will closely with colleagues in IT, particularly the AI and automation team to develop tools for improved manager information. 6.3 Appendix 2 to this report contains an overview of progress made over the past six months in the Transformation and Change Programme, along with introductory details about the two new transformation and change projects. 7. Partnership Working 7.1 HSCP – our collaborative and joint work with our HSCP Transformation & Change colleagues continues through regular meetings. To further demonstrate partnership working in this area, HSCP colleagues are scheduled to attend the PKC Transformation Board to update on project progress and discuss areas of shared interest. 7.2 External Partners - We continue to work alongside our other Local Authority colleagues, specifically on a regional basis, to consider areas of transformation where a regional approach or shared services could prove to be more efficient and effective. An example of this is within our Tayside Contracts Review where we are leading on a review of the governance and finance arrangements to look at improving and potentially increasing areas of joint working and shared service. 7.3 National engagement – Our PMO continue to be involved in the national transformation and change programme being led by the Improvement Service and SOLACE to consider areas such as procurement, digital and governance.
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In addition to previous updates, a national meeting has been held with a “single point of contact” for Transformation and Change in each engaged Local Authority. (Add in outcomes when undertaken) 7.4 Communities and citizens - We have committed to working with our communities and partners through our Corporate Plan key priorities and individual project delivery. Project teams have been conducting extensive engagement activity through service design events, workshops and focus groups as well as other methods such as online questionnaires and surveys, virtual meetings, and research. Some of this activity has been reported through the phase two summary updates found in Appendix 2. The PMO will continue to provide support and facilitation for project teams who need it in terms of engagement methods, facilitation skills and tools to collate data in a participatory way. 7.5 Elected Members – we continue to provide regular updates on the overarching Transformation & Change programme as well as detailed summaries on the progress of each individual project. We will also commence our schedule of transformation and change briefings for Elected Members from October 2025. As Members will be aware, briefings to date have covered a deep dive of specific areas of the programme such as Whole Family Wellbeing, Additional Support Needs and Smarter Working as well as other areas through service briefings. 8. Conclusion 8.1 It has been a busy few months for the Transformation & Change programme management office with the best value thematic review focussed in this area as well as updating the Transformation & Change Strategy to reflect changes to the programme and its implementation since 2022. 8.2 In addition, the PMO and project teams continue to make good progress with individual projects are meeting key milestones and timescales, continuing to see benefits already being realised and highlighted within this report. 8.3 As well as reporting on overarching progress through formal Committee reporting structures, we will continue to regularly engage with our Elected Members informally through briefings across specific project areas, achievements, and challenges. 9. Appendices Appendix 1 - Transformation and Change Strategy Appendix 2 - Transformation & Change Programme - Phase 2 Project Summary Updates
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