Annual Update on Perth and Kinross Local Housing Strategy 2022-2027
Perth and Kinross Council · 30 September 2026
Back to Housing and Social Wellbeing Committee — 30 September 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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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: Housing & Social Wellbeing Committee Date of Meeting: 30 September 2026 Report Title: Annual Update on Perth and Kinross Local Housing Strategy 2022-2027 Report Number: 26/263 Report Author: Hannah Maclean, Planning & Policy Officer – Planning & Housing Strategy Organisational Lead: Elaine Ritchie, Strategic Lead - Housing & Communities Serge Merone, Strategic Lead - Economy, Development & Planning ___________________________________________________________________ 1. Purpose 1.1 The purpose of this Report is to note progress in implementing the Local Housing Strategy for Perth and Kinross previously approved at Housing and Social Wellbeing Committee on 15 March 2023 and to approve the priorities for the current year. 1.2 Sections 1. Purpose 2. Recommendation(s) 3. Background and Context 4. Perth and Kinross Local Housing Strategy 2022-2027 Annual Progress Update Year 4 5 Rapid Rehousing Transition Plan 6. Implementation and Review 7. Monitoring 8. Conclusion 9. Impact Value Assessment 10. Appendices
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2. Recommendations It is recommended that the Housing and Social Wellbeing Committee: 2.1 Notes the progress made during 2025-2026 towards achieving the outcomes set out within the LHS Action Plan (Appendix 1). 2.2 Approves the priorities for 2026-2027 set out in Section 6 below. 3. Background and Context 3.1 The Housing (Scotland) Act 2001 places a statutory requirement on local authorities to prepare a Local Housing Strategy (LHS) supported by an assessment of housing need and demand. The LHS provides the direction for tackling housing issues and informs future investment in housing and related services. 3.2 The LHS outlines what the Council and its partners would like to deliver for all areas within Perth and Kinross during the five-year period 2022-2027. The LHS 2022-2027 was prepared in accordance with the Scottish Government’s Local Housing Strategy Guidance 2019 which sets out statutory requirements, essential links and outcomes that should be considered within the LHS framework. 3.3 LHS Guidance also states that local authorities are required to report and review annually on progress against the target(s) as part of an annual report on how the LHS is implementing its priorities and plans for the delivery of housing and housing related services within the five-year period of the strategy. 3.4 The Local Housing Strategy 2022-2027 was approved at Housing and Social Wellbeing Committee on 15 March 2023 (Report No.23/82). This report presents progress of the fourth year of the strategy covering the period 2025 to 2026. 3.5 Key partners and stakeholders underpin successful implementation and delivery of LHS actions which has continued positively in the third year of the strategy through ongoing engagement, quarterly newsletters, and an in- person workshop. 3.6 The LHS 2022-2027 is firmly aligned to the priorities and vision of the Corporate Plan 2022/23 – 2027/28 (December 2022) for a Perth and Kinross where everyone can live life well, free from poverty and inequality. The LHS 2022-2027 reflects the views of our communities, elected members, stakeholders, and partner organisations. These views have helped influence the development of the LHS priorities and outcomes which are most important for Perth and Kinross, in enabling Perth and Kinross Council and partners to deliver high-quality housing and housing services to meet the needs of local people in all housing tenures.
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4. Perth and Kinross Local Housing Strategy 2022-2027 Annual Progress Update 2025-2026 for Year 4 4.1 The annual progress report for Year 4 (2025-26) is attached in Appendix 1. The Local Housing Strategy has the following four priorities for action including the key areas of progress: 4.2 Priority 1: Providing more affordable homes to support liveable and sustainable communities: 4.2.1 The LHS’s aim is to evidence local housing need and set a strategic vision over the next five years for housing across public and private sectors, by providing the right size, type, and tenure of housing in sustainable, well- connected places. 4.3 During 2025-26, the following was achieved: • New affordable homes for social rent were delivered above target as well as delivery of additional mid-market rental homes across the Perth and Kinross area. • The Council’s own housing stock was increased through the purchase of buybacks and bringing empty homes back into use for affordable housing. • A number of projects progressed to identify the potential for more housing in rural areas through housing needs assessments, feasibility studies and utilising the Self-Build Register. • Undertook statutory consultation for planning policy to be developed through LDP3 for Short Term Let (STL) control areas with results contributing to the vote to complete the statutory process. 4.4 The impact of these activities has been to help meet housing need in the area and provide affordable housing across all tenures. The additional affordable housing has enabled turnover within the overall stock and supported increased access to settled accommodation, reduced pressure on temporary accommodation and contributed to preventing homelessness. By expanding our stock through buybacks and empty homes, we have ensured we have more homes of the right type and size in areas people want to live in. This has enabled throughput and met a range of housing needs in the area including overcrowding, under occupying, alleviating homelessness, and meeting mobility needs. Despite significant challenges arising from the national housing emergency, continued housing supply pressures, increasing demand and the growing complexity of homelessness cases, Perth and Kinross experienced only a modest increase in homelessness presentations during 2025/26 compared with the previous year, demonstrating the effectiveness of early intervention, prevention and housing support measures. The new affordable housing supply and buy-backs mentioned above has been vital in terms of preventing homelessness, meeting homelessness demand, and minimising the requirement for and duration spent in temporary accommodation.
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4.6 Priority 2: Providing a range of housing options that people can easily access, afford and keep 4.6.1 The LHS’s aim is to set out the role that housing can play in improving housing choice across all tenures and the LHS contribution to tackling child poverty and further development of the Council’s Rapid Rehousing Transition Plan (RRTP), building on the Home First model. 4.7 During 2025-26, the following was achieved: • Continued to develop our Home First model focusing on building resilience in the face of increased demand. • Support provided to PRS households to prevent homelessness and hardship. • The Floating Housing Support Service was retendered to include flexibility in the level of support available to those with varying and high support needs. • Support provided to households to sustain their tenancy increased through initiatives such as our Tenancy Sustainment Fund, Financial Inclusion Project and Think Yes budget. • Housing and Social Wellbeing Committee considered the introduction of MMR development by PKC which is now progressing. 4.8 The impact of these activities has been to support people to have increased awareness and access to suitable housing options to mitigate the impact of housing induced poverty and poor housing affordability. We have undertaken work to reduce the stigma associated with homelessness and minimised the impact and duration of households experiencing homelessness in Perth and Kinross. 4.9 Priority 3: Delivering housing for people with varying needs 4.9.1 The LHS’s aim is to deliver accessible homes, wheelchair homes and particular forms of provision such as supported accommodation for key client groups to enable people to live independently and well, for as long as possible, through investment in property adaptations, technology, care and support services. 4.10 During 2025-26, the following was achieved: • Continued investment in adaptations to Council and Housing Association properties and support for private tenants and homeowners through the Care and Repair Scheme. • Established a new Complex Housing Solutions Panel to support those with adapted housing needs to be supported into suitable housing. • The Health and Social Care Partnership (HSCP) TEC Programme continued to support people to live safely and independently at home. • Additional new build accommodation linked to 24/7 onsite staff support through technology was delivered by RSL Partner Hillcrest.
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• New energy efficient chalets for the Gypsy Traveller site were delivered alongside the start of upgrades being installed to create a sustainable environment for residents and support climate change ambitions. 4.11 The impact of these activities has been to enable people to live independently and well for as long as possible through investment in property adaptations, technology, care and support services. Through increased partnership working, and an increase in preventative housing and support services, more people have been enabled to remain in their own home, leave hospital or out of area placements and to live in their chosen community independently with support, close to family and support networks. 4.12 Priority 4: Delivering quality homes with affordable warmth, zero emission and SMART technology 4.12.1 The LHS’s aim is to provide the strategic framework for improving the quality and energy efficiency of homes across all tenures, driving improvement in housing induced poverty and proactively tackling fuel poverty through investment in housing condition and energy improvements; and setting a road map for reducing domestic carbon emissions. 4.13 During 2025-26, the following was achieved: • PKC approved procurement of a Strategic Energy Partner (SEP) which will support delivery of projects identified through LHEES and Local Area Energy Plan (LAEP), helping to achieve key strategic objectives relating to carbon reduction, fuel poverty and energy resilience. • Energy efficiency advice continued to be offered to households through working with Save Cash and Reduce Fuel (SCARF), resulting in savings for residents, reductions in carbon emissions and removing some residents from fuel poverty. • Further investment in existing stock and new build housing with installation of energy efficiency improvements. • The Missing Shares Service saw further investment in communal repairs for homeowners. • In partnership with Registered Social Landlords, additional new build properties benefited from fibre installation allowing residents much improved access. 4.14 The impact of these measures ensures that people can live in and benefit from homes which meet energy efficiency, climate change and housing quality ambitions. Investment in housing condition and energy improvements, including mechanisms and support to enable landlords and owners to invest in repairs and maintenance has improved the quality of housing for residents. 5. Rapid Rehousing Transition Plan 5.1 A transition to rapid rehousing is no longer a realistic ambition for most local authorities even with the Scottish Government’s reaffirmation of its commitment to ‘Ending Homelessness Together.’
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The Scottish Government confirmed that they will no longer require local authorities to update and submit revised RRTPs. It is anticipated that the Scottish Government focus will shift towards the new Prevention Duty within the Housing (Scotland) Act 2025 which places responsibility on “relevant bodies” to ask and act in relation to homelessness. The key changes are that it places responsibility around homelessness on more than just local authority homeless / housing services, and the definition of someone who is threatened with homelessness will be extended from 2 months to 6 months, with the aim of increasing the time available to intervene. The legislation requires “Ask and Act” to be implemented no more than 3 years after Royal Assent which will be November 2028. 5.2 It has been agreed that a Homelessness Strategy or Statement will be developed as an appendix to the next LHS which is due to be published in May 2028. 6. Implementation and Review 6.1 The Scottish Government declared a national housing emergency in May 2024. A number of factors continue to present challenges to the delivery of LHS priorities. These issues will be considered during the development of the next LHS and, where appropriate, will inform priorities and actions for 2026/27. 6.2 Considerations for Future LHS 2028-2032: 6.2.1 Delivering on priorities within a national housing emergency landscape: The strategy has had to adjust, and it will be a consideration of the new LHS to review the increasing demand and complex need within an increasingly constrained development context. The housing landscape has become extremely challenging with an intricate mix of supply and demand pressures and socio-economic factors driving an increase in the proportion of people whose only realistic housing option is social housing. This places a focus on ensuring that there is a resilient housing system in Perth and Kinross. 6.2.2 Housing affordability pressures: Affordable housing need will continue to increase in Perth and Kinross through rising levels of homelessness, the cumulative shortfall of past AHSP delivery relative to estimated need; inflation in housing and rental prices, particularly in the PRS. Alongside this, the new LHS will also have to consider the continued growth in the number of households, while there is a continued decline in the average household size as our population continues to grow older. 6.2.3 Housing supply challenges, rising development costs and funding uncertainty: New housing supply in both the private and social sector has fallen, with one of the most significant factors affecting the delivery of new homes is the continued increase in construction costs, which is impacting the viability of housing projects across all tenures. This is also contributing to greater
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uncertainty around viability of a scheme. In addition, there is uncertainty of the level of financial support that will be available from the Scottish Government beyond the published RPA’s announced via Affordable Housing Supply Programme. 6.2.4 Slowing housing delivery across the construction sector: The residential construction sector has experienced a general slowdown, affecting the overall rate of housebuilding. This has reduced the number of affordable homes being delivered through larger mixed-tenure developments. 6.2.5 Challenges in rural areas: These factors have a more pronounced impact in rural communities, where development viability is often more challenging and access to grant funding can be limited. Rural projects may also face difficulties in attracting contractor interest due to geographic location and smaller development scales. 6.2.6 Balancing quality standards and affordability: Housing projects are developed with the costs associated with meeting Building Standards and the Council's Design Guide requirements fully reflected within viability assessments. While these standards support higher quality homes, improved accessibility, and greater energy efficiency, they can add to development costs in an already challenging market. As further projects are delivered, there may be opportunities to review how design standards can continue to achieve high-quality, accessible and sustainable homes while supporting development viability and affordability. 6.2.7 Temporary accommodation pressures: The proportion of people presenting as homeless who require temporary accommodation has increased during the life of the current LHS. This has created extreme challenges in managing temporary accommodation and, whilst Perth and Kinross have not breached its statutory duties, temporary accommodation has reached capacity within most of this period. The next LHS will need to ensure prevention work continues to adapt to these challenges through additional resources, alongside an increase in affordable housing supply and to ensure continuous availability of temporary accommodation. 6.2.8 Increasing housing tenure choice: There is a need to ensure that a wider range of housing tenures is available across Perth & Kinross Council-led developments, Registered Social Landlord projects, and larger private sector housing sites. A broader tenure mix can increase housing choice, support the creation of balanced and sustainable communities, and help meet a wider range of housing needs. It may also assist in reducing pressure on the Common Housing Register and provide more flexible housing options for households experiencing, or at risk of, poverty. 6.2.9 Supporting energy efficiency and net zero objectives: Consideration should be given to strengthening support, advice, and awareness around domestic energy use and energy efficiency.
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There may also be opportunities to align future housing initiatives with projects emerging through the Local Heat and Energy Efficiency Strategy (LHEES) and Local Area Energy Planning (LAEP) processes. 6.2.10 Improving resilience to flooding and climate change: There is an opportunity to further promote the role of homeowners in managing and reducing local flood risk. This could include encouraging routine property maintenance, such as gutter clearance, and the use of permeable materials in gardens and driveways. 6.3 The following section demonstrates our key priorities as we enter the final year of the LHS. We are progressing these actions in order to build on progress made since 2022 to continue to help meet housing need, to support people to have increased awareness and access to suitable housing options, and to enable people to live independently and benefit from homes which meet energy efficiency ambitions: 6.4 Priorities for 2026-27: 6.4.1 Priority 1: • Accelerate delivery of our affordable housing programme of 1,050 homes over the five-year LHS period, through our Strategic Housing Investment Plan and actions to build the affordable housing land supply. • Continue to progress our buyback enhanced target of 50 for the coming year, alongside continued action to bring empty homes back into use. • Deliver 50% affordable homes through brownfield regeneration and change of use for vacant properties. • Continue to support delivery of local Housing Need Assessments and Community-led projects in rural areas. • Seek opportunities to deliver a wider range of affordable housing options e.g. intermediate housing, LCHO and affordable self-build. 6.4.2 Priority 2: • Continue to develop and improve tailored debt advice and welfare assistance to households across Perth and Kinross. • Explore potential projects to deliver key worker housing in Northern Perthshire. • Continue to work with partners to offer housing and support options to refugees in response to national dispersal and resettlement programmes and statutory responsibilities. • Increase engagement with private landlords in Perth and Kinross to improve awareness of proposed PRS reforms and investment regarding energy efficiency measures. 6.4.3 Priority 3: • Develop dementia-friendly design for social rented new build developments through our Design Guide.
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• Ensure planning policy, placemaking and housing investment contribute to health and wellbeing, particularly through development in rural areas in partnership with RSLs and HSCP. • Contribute to enabling greater tenure choice and avoid crisis interventions at a later stage by testing development of flexible tenure models for older households. • Progress core and cluster projects through Independent Living Panel. • Take account of workforce capacity, transport and accessibility issues and site locations in preparation of LDP3. 6.4.4 Priority 4: • Support implementation of LHEES Delivery Plan to improve energy efficiency across all tenures. • Build an understanding of the current and future skills and training requirements of the construction sector to deliver quality homes. • Continue to build new affordable housing to enhanced energy efficiency standards and encourage private developers to do so too. • Take action to ensure that landlords and households are resilient to possible effects of climate change and flooding. • Develop and deliver exemplar pilot projects that incorporate net zero planning across a range of sectors. 6.5 It is recommended that Committee approve these priorities identified within the LHS Action Plan 2022-2027 (Appendix 1) for the year 2026-2027. 6.6 The Scottish Government’s More Homes Division have confirmed that the Resource Planning Assumption (RPA) for 26/27 will be £16,998,000. They have also confirmed amounts for 27/28 of £17,508,000; for 28/29 of £18,033,000; and for 29/30 of £18,574,000. 7 Monitoring 7.1 Actions are being implemented through the LHS Delivery Group and by operational teams. The LHS Delivery Group continues to build on the strong partnerships already in place, recognising that achieving LHS priorities will require a collective effort from delivery partners, stakeholders, communities, and residents of Perth and Kinross. 7.2 The LHS Communications Plan sets out regular consultation and engagement with stakeholders. It also ensures there is awareness of the key housing priorities for Perth and Kinross until 2027. 8. Conclusion 8.1 The report outlines the significant outcomes achieved by key action leads, coordinators and partners of delivering actions within the Local Housing Strategy 2022-2027, alongside key priority actions for 2026-2027. 8.2 The Tenant Committee Report Panel was consulted on this report on 17 September and provided the following comment:
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“This is the fourth year of the current Local Housing Strategy and we think it is continuing to build on the successes of previous years.” The Panel also reported that they value involvement in the LHS and having ongoing engagement. 9. Impact and Value Assessment 9.1 Annual_Update_on_Perth_and_Kinross_Local_Housing_Strategy_2022- 2027.pdf 10. Appendices 10.1 Appendix 1 – Local Housing Strategy (LHS) 2022-2027 Annual Progress Report