Agenda Document Pack - Housing and Social Wellbeing Committee - 30/09/2026
Perth and Kinross Council · 30 September 2026
Back to Housing and Social Wellbeing Committee — 30 September 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 23/09/2026 A hybrid meeting of the Housing and Social Wellbeing Committee will be held in the Council Chamber on Wednesday, 30 September 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 Tom McEwan (Convener) Councillor Sheila McCole (Vice-Convener) Bailie Mike Williamson (Vice-Convener) Bailie Chris Ahern Councillor Peter Barrett Councillor Bob Brawn Bailie Rhona Brock Councillor Angus Forbes Councillor Ian James Councillor Iain MacPherson Councillor Carol Mair Bailie Claire McLaren Councillor Frank Smith Councillor Colin Stewart Councillor Jack Welch Page 1 of 140
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Housing and Social Wellbeing Committee Wednesday, 30 September 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 2 DECLARATIONS OF INTEREST 3 MINUTE OF MEETING OF HOUSING AND SOCIAL WELLBEING COMMITTEE OF 3 JUNE 2026 FOR APPROVAL (copy herewith) 5 - 6 4 OUTSTANDING BUSINESS STATEMENT (copy herewith 26/262) 7 - 10 5 ANTISOCIAL BEHAVIOUR IN PERTH AND KINROSS Presentation by Inspector S Gray (Police Scotland) 6 ANNUAL UPDATE ON PERTH AND KINROSS LOCAL HOUSING STRATEGY 2022-2027 Report by Strategic Lead - Housing and Communities and Strategic Lead - Economy, Development and Planning (copy herewith 26/263) 11 - 70 7 STRATEGIC HOUSING INVESTMENT PLAN 2026/27 - 2030/31 Report by Strategic Lead - Economy, Development and Planning and Strategic Lead - Housing and Communities (copy herewith 26/264) 71 - 114 8 ANNUAL ASSURANCE STATEMENT 2025/2026 - SCOTTISH HOUSING REGULATOR Report by Strategic Lead - Housing and Communities (copy herewith 26/265) 115 - 130 9 INVESTING IN COMMUNITIES FUND Report by Strategic Lead - Housing and Communities (copy herewith 26/266) 131 - 140 Page 3 of 140
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HOUSING AND SOCIAL WELLBEING COMMITTEE Minute of hybrid meeting of the Housing and Social Wellbeing Committee held in the Council Chambers, 2 High Street, Perth, on 3 June 2026 at 09.30am. Present: Bailies C Ahern, R Brock, C McLaren and M Williamson, Councillors L Barrett (substituting for Councillor P Barrett), B Brawn, A Forbes, I James, G Laing (substituting for Councillor J Welch), I MacPherson, C Mair, S McCole, T McEwan, F Smith, C Stewart and J Welch. In Attendance: C Mailer, Depute Chief Executive, H Hope, S Skene, D Stokoe and S Kimmet (all Housing and Communities), S Hendry, J Guild, A Brown and M Pasternak (all Legal and Governance). Also in Attendance: Group Commander S Kabamba, Area Commander B Todd (SFRS), Chief Inspector J Allen, Inspector S Gray (Police Scotland) (all up to Item 7). Apologies: Councillors P Barrett and J Welch. Councillor T McEwan, Convener, Presiding. 1. Welcome and Apologies Councillor T McEwan welcomed everyone to the meeting. Apologies were noted as above. 2. Declarations of Interest There were no Declaration of Interests in terms of the Councillors’ Code of Conduct. 3. Minute of Previous Meeting The minute of the meeting of the Housing and Social Wellbeing Committee of 25 March 2026 was submitted and approved as a correct record. 4. Outstanding Business Statement The Outstanding Business Statement was noted. 5. Scottish Fire and Rescue End of Year Performance Report – 1 April 2025 to 31 March 2026 There was submitted a report by Scottish Fire and Rescue Service (26/161) providing information to the Committee regarding the performance of the Scottish Fire and Rescue Service for the period of 1 April 2025 to 31 March 2026, to facilitate local scrutiny. Area Commander B Todd and Group Commander S Kabamba provided a 3 Page 5 of 140
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brief introduction to the report and answered Members’ questions thereon. Resolved: The content of report 26/161, be noted. 6. Perth and Kinross Local Policing End of Year Police Report – 1 April 2025 to 31 March 2026 There was submitted a report by Chief Superintendent, Police Scotland, D Division (Tayside) (26/162) providing information to the Committee regarding the performance of Police Scotland for the period of 1 April 2025 to 31 March 2026, to facilitate local scrutiny. Chief Inspector J Allen and Inspector S Gray provided a brief introduction to the report and answered Members’ questions thereon. During questioning, a commitment was given by Police Scotland and Councillor T McEwan as Convener, to engage in further discussion regarding the potential of a joint approach to extending the provision of Police presence in Perth City Centre to tackle anti-social behaviour. Resolved: The content of report 26/162, be noted. (There followed a short recess and the meeting reconvened at 11:28am). 7. Community Empowerment Annual Report There was submitted a report by Strategic Lead – Housing and Communities (26/163) seeking approval of the Community Empowerment Annual Report for 2025/26 which provides an overview of the work done to promote and respond to interest in Community Asset Transfer and Participation Requests. Resolved: (i) The Community Empowerment Annual Report 2025/26, be approved. Page 6 of 140
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HOUSING AND SOCIAL WELLBEING OUTSTANDING BUSINESS STATEMENT (OBS) (26/262) Please note that this statement sets out outstanding decisions of Council / this committee / sub-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 agreement will be sought to its removal from the OBS. No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/completed Action Expected 53. 8 October 2025 Item 7 – Strategic Housing Investment Plan Results of keyworker need survey to be shared and incorporated into housing objectives. Survey to be shared once follow up scrutiny of results is complete. Consideration will be given to including the survey results into the new and Housing Need and Demand Assessment (HNDA) that is currently underway and renewed every 5 years. Update March 26 – Survey response rate was low and advice has been sought from HSCP about whether it’s in line with what was expected or if an extension of the survey would be possible. N Sworowski / Economy, Development and Planning ONGOING Late 2026 4 Page 7 of 140
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No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/completed Action Expected The responses that have been received will be fed into the Housing Needs and Demand Assessment that is currently underway that supports the Local Development Plan and the Local Housing Strategy. The results of this assessment will be fed into both documents and results can be shared once finalised. 60. 3 June 2026 Item 6 – Perth and Kinross Local Policing End of Year Report – 1 April 2025 – 31 March 2026 Further information to be provided in relation to the financial impact of Operation Leste in P&K Circulated to Elected Members via email 23/09/26. Police Scotland COMPLETE 30 September 2026 61. 3 June 2026 Item 6 – Perth and Kinross Local Policing End of Year Report – 1 April 2025 – 31 March 2026 Further reporting requested in relation to online form completion for shoplifting, specifically figures and user feedback. Circulated to Elected Members via email 23/09/26. Police Scotland COMPLETE 30 September 2026 62. 3 June 2026 Item 6 – Perth and Kinross Local Policing End of Year Report – 1 Further information to be provided in relation to Circulated to Elected Members via email 23/09/26. Police Scotland COMPLETE 30 September 2026 Page 8 of 140
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No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/completed Action Expected April 2025 – 31 March 2026 antisocial behaviour statistics across Scotland in comparison to P&K. Thematic Presentation by Police Scotland scheduled for Committee on 30/09/26. 63. 3 June 2026 Item 6 – Perth and Kinross Local Policing End of Year Report – 1 April 2025 – 31 March 2026 Information to be shared on how to access Driver Engagement programmes. Circulated to Elected Members via email 23/09/26. Police Scotland COMPLETE 30 September 2026 64. 3 June 2026 Item 6 – Perth and Kinross Local Policing End of Year Report – 1 April 2025 – 31 March 2026 Communications regarding rape and sexual abuse crimes – • Justification of figures in relation to inclusion of historical reporting. • Prevention agenda in schools / education settings. Circulated to Elected Members via email 23/09/26. Police Scotland COMPLETE 30 September 2026 65. 3 June 2026 Item 6 – Perth and Kinross Local Policing End of Year Report – 1 Further statistics to be provided in relation to recorded police officer assaults. Circulated to Elected Members via email 23/09/26. Police Scotland COMPLETE 30 September 2026 Page 9 of 140
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No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/completed Action Expected April 2025 – 31 March 2026 Page 10 of 140
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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 6 Page 11 of 140
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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. Page 12 of 140
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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. Page 13 of 140
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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. Page 14 of 140
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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.’ Page 15 of 140
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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 Page 16 of 140
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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. Page 17 of 140
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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. Page 18 of 140
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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: Page 19 of 140
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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 Page 20 of 140
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PKC - GENERAL Appendix 1 Perth and Kinross Local Housing Strategy 2022-2027 Annual Progress Report for 2025-2026 6 Page 21 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 2 PKC - GENERAL Perth and Kinross Local Housing Strategy 2022-2027 Annual Progress Report for Year 4 The Local Housing Strategy (LHS) 2022-2027 sets out Perth and Kinross’ five-year plan for the direction and delivery of housing for the area. Scottish Government Guidance states that local authorities must review LHS actions annually in order to evidence progress on how the LHS is implementing its priorities and plans within the five-year period. This is the fourth annual progress update to Housing and Social Wellbeing Committee in implementing the strategy and covers Year 4 (2025/26). The aim of the LHS 2022-2027 is: To achieve this vision and realise the wider ambitions set out in the Local Outcomes Improvement Plan 2022-2032, the four LHS priorities are: Within each LHS Priority there are a series of detailed Outcome Action Plans which set specific actions with timescales, resources, and partner responsibilities. The LHS Delivery Group continues to co-ordinate, monitor and guide implementation and delivery, and evaluate the impact of housing led activity, partnership, and investment. The LHS Action Plan, activities and targets will be reviewed annually to ensure services and partners are able to respond flexibly to changes in need across Perth and Kinross. Page 22 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 3 PKC - GENERAL Achievements Priority 1: Providing more affordable homes to support liveable and sustainable communities In 2025 / 2026: ▪ Delivered a total of 239 affordable homes including 228 for social rented housing, and 11 for mid-market rent. ▪ Delivered 24 Council new build homes and supported the completion of 86 new build affordable homes in partnership with RSLs across four developments. ▪ Delivered new supply across the Perth and Kinross area, both in urban 62% and rural 38% areas and 9 affordable homes on one brownfield site. ▪ Purchased 116 buybacks to increase the Council’s housing stock and exceeded target of 40 properties due to increased budget capacity and a sharp focus on reducing housing pressures. ▪ Brought back 11 empty homes for people in need of accommodation through the Empty Homes Initiative (EHI). ▪ Supported the completion of 7 Housing Needs Assessments in rural areas. ▪ Continued to promote our first Self-Build Register with 47 expressions of interested registered to date. ▪ Undertook statutory consultation for planning policy to be developed through LDP3 for Short Term Let (STL) control areas, with results contributing to Elected members voting to complete the statutory process (and submit to Scottish ministers for approval). Page 23 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 4 PKC - GENERAL Achievements In 2025 / 2026: ▪ Continued to develop our Home First model with a focus on building resilience in the face of increased demand, minimising the need for temporary accommodation and supporting people to have successful tenancies through our Property Ready Fund and the provision of housing support. ▪ Supported 171 positive asylum decisions including 157 being offered housing advice, 25 offered social housing, and 48 former asylum seekers and refugees accessing PRS housing. ▪ Supported 62 households in the PRS to sustain their tenancies and prevent homelessness and hardship. ▪ Supported 1319 households to sustain their tenancy through our Tenancy Sustainment Fund, Financial Inclusion Project and Think Yes budget. ▪ Retendered the Floating Housing Support Service to include the option for different levels of support, including those with high support needs. ▪ Continued to deliver positive outcomes for people experiencing homelessness despite increase demand. The length of time spent in temporary accommodation and the overall duration of homelessness has been maintained at a level close to our previous sector leading performance. Priority 2: Providing a range of housing options that people can easily access, afford and keep Page 24 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 5 PKC - GENERAL Achievements Priority 3: Delivering housing for people with varying needs In 2025 / 2026: ▪ Invested £561,108.30 following OT assessment in 88 major and 346 minor adaptations for local authority tenants. ▪ Supported 167 major adaptations for private tenants and homeowners through our Care and Repair Scheme. ▪ Matched 6 referrals to various supported and bespoke accommodation through our Independent Living Panel (ILP) for individuals with long-term support needs. ▪ Delivered one new build project for independent living needs in Crieff with RSL partner Hillcrest Homes. ▪ Established a new Complex Housing Solutions Panel to support those whose needs cannot be met through standard housing routes. ▪ The TEC Programme through the Health and Social Care Partnership (HSCP) continued to support people to live safely and independently at home through Community Alarm and Telecare and launched a new Health and Social Care website ▪ RSL Partners delivered 9 wheelchair accessible properties and 10 adapted properties through our new build programme. ▪ Completed significant improvement works at Double Dykes Gypsy / Traveller site with 20 new energy efficient chalets, complete with air source heat pumps and solar PV. Page 25 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 6 PKC - GENERAL Achievements Priority 4: Delivering quality homes with affordable warmth, zero emissions and SMART technology In 2025 / 2026: ▪ 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. ▪ Increased our work with SCARF to deliver our Home Energy Advice Team (HEAT) service, providing free and impartial energy efficiency advice to over 900 households which resulted in savings for residents, reductions in carbon emissions and removed some residents from fuel poverty. ▪ Improved the energy efficiency of 49 properties within our existing Council housing stock through replacement of electric storage heaters with high heating retention. ▪ Delivered 16 new build properties which all will benefit from air source heat pumps and 4 will also benefit from installation of solar PV panels. ▪ RSL partners have improved the condition of existing stock through installation of 114 PV panels and replacement of 31 electric storage heaters with high heating retention. ▪ RSL partners have delivered 32 properties with electric storage heating and 7 with air source heat pumps. ▪ £931,308 invested in communal repairs for homeowners through our Missing Shares service. ▪ Delivered fibre to 86 new build properties in partnership with RSLs. Page 26 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 7 PKC - GENERAL Considerations for Future LHS (2028-2032) 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. 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. 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. 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 uncertainty around viability of a scheme and is expected to continue. 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. 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. 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. 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. Page 27 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 8 PKC - GENERAL 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. 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. Supporting energy efficiency and net zero objectives Consideration should be given to strengthening support, advice, and awareness around domestic energy use and energy efficiency. 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. 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. Page 28 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 9 PKC - GENERAL Priorities for 2026-2027 This 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: 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 • 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. 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 line with national dispersal and resettlement programmes and arrangements. • Increase engagement with private landlords in Perth and Kinross to improve awareness of proposed PRS reforms and investment regarding energy efficiency measures. Page 29 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 10 PKC - GENERAL Priorities for 2026-2027 Priority 3 • Develop dementia-friendly design for social rented new build developments through our Design Guide. • 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. 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. Page 30 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 11 PKC - GENERAL LHS Outcome 1: Providing more affordable homes to support liveable and sustainable communities Supporting National Priorities, Plans and Targets and links to Corporate Plan and Local Outcomes Improvement Plan: Tayside HNDA 2022, Perth and Kinross Housing Supply Targets 2022+, Planning Advice Note (PAN) 2/2010: Affordable Housing and Land Audits, Perth and Kinross Local Development Plan, Scottish Planning Policy (SPP), ‘A Place to Stay, A Place to Call Home: a Strategy for the Private Rented Sector in Scotland’, Public Health Priority, Scotland’s National Performance Network, Creating Places – A Policy Statement on Architecture and Place for Scotland, Designing Streets, Green Infrastructure: Design and Placemaking, Planning Advice Note 77: Designing Safer Places, Community Empowerment Act 2015, Place Standard, Town Centre First Principle, National Planning Framework 4, National Transport Strategy 2. Action No. Action(s) and Commitments for Outcome Delivery Baseline Indicator or Measure Milestone Target / End Point Action Lead / Coordinator Progress 2025-2026 1.1 Deliver PKC’s affordable housing programme of 1,050 homes over the next five years 800 affordable homes (Target in LHS 2016- 2021) Urban (53%) / Rural (47%) split Affordable housing completions Monitor the Urban / Rural split to ensure representative distribution • Achieve an average of 210 affordable housing completions each year • 70% Social Rent (735/1050) • 30% other affordable tenure (315/1050 - LCHO, MMR, Self-Build) • Maintain 53% / 47% split across urban and rural areas 2027 Housing Strategy (Ronnie MacRae) Registered Social Landlords (RSL) There were 239 affordable housing completions: New Supply 2025 / 2026 PKC New Build 24 RSL New Build 86 Buybacks* 116 HRA Purchase** 2 Empty Homes as reported in 1.2 11 Total 239 Tenure Social Rent 228 (95%) MMR 11 (5%) Empty Homes for MMR 0 LCHO 0 Total 239 Locality Split Urban 62% Rural 38% Page 31 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 12 PKC - GENERAL *Please note that a proportion of Buybacks will have sitting tenants and therefore would not be counted as new tenancies. Further work will be progressed to explore the impact of buybacks in the future. **2 properties previously owned by the National Trust for Scotland in Dunkeld were purchased by PKC using funding from the Housing Revenue Account (HRA). The Scottish Government Affordable Housing Supply Programme (AHSP) comprises a range of funding mechanisms to enable affordable housing providers to deliver homes for social rent, mid-market rent, and low-cost home ownership to support the LHS. AHSP funding allocated to RSLs per year is higher than funding allocated to PKC, which results in more RSL new build completions than PKC. Further localised targets for both urban and rural areas will be reflected in the SHIP report in September 2026. 1.2 Develop an Empty Homes Action Plan Current Empty Number of empty homes • Develop evidence base to Ongoing Tourism, Culture and Place 89 properties (included in this is 11 Empty Homes) brought back into use Page 32 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 13 PKC - GENERAL which targets investment in areas where housing pressure is evidenced Homes evidence Current pressure analysis and local housing systems analysis brought back into use demonstrate areas of housing pressure • Consultation with stakeholders and partners on action plan development • Develop and implement action plan Under Review Under Review Housing (Martin Smith) through a variety of grants and initiatives. The Empty Homes Initiative Grants are distributed to enable long-term empty properties to be brought up to the Repairing Standard and used again as affordable housing as outlined in the Housing (Scotland) Act 2006. Grants of up to £7,500 per bedroom are available and are awarded on a discretionary basis, subject to availability. This funding is separate from the Scottish Government Affordable Housing Supply Programme funding as reported in 1.1. The Empty Homes Initiative is effective and is considered an exemplar model within Scotland. It is not currently clear what value an Action Plan or Strategy would have but this is being kept under review. 1.3 Maximise the potential to generate more homes through brownfield regeneration which encourages mixed developments and change of Vacant and Derelict Land Register Housing Land Audit Number of completions on brownfield regeneration sites Number of homes created as a result of use for vacant properties • Develop a register of potential brownfield regeneration sites • Develop a register of potential sites that would be suitable as housing subject to change of use 2023 2023 Ongoing Planning, Transport and Housing Strategy (Brenda Murray) Tourism, Culture and Place There were 9 affordable completions on 1 brownfield site. See Action 3.3 for further detail. The Urban Capacity and Brownfield Study continue to progress and inform the Vacant and Derelict Land Register and PKC acquisitions. Page 33 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 14 PKC - GENERAL use for vacant properties • Evaluate sites in line with SHIP criteria • Carry out feasibility studies as required • Deliver 50% affordable homes through brownfield regeneration and change of use for vacant properties Ongoing 2027 Housing Strategy (Ronnie MacRae) 1.4 Seek opportunities to deliver a wider range of affordable housing options e.g., intermediate housing, LCHO and affordable self-build etc. Average number of completions for each tenure per annum Number of homes delivered by each tenure • Carry out feasibility studies • Identify and develop partnerships to deliver wider range of affordable housing options • Establish a Self- Build Register and identify self-build opportunities using the Development Management process. • Increase range of affordable housing options in rural areas working in partnership with private estates, landowners, developers, funders, and local communities Ongoing Ongoing Completed 2023 Ongoing Housing Strategy (Ronnie MacRae) Registered Social Landlords • Seven HNAs completed in Kinloch Rannoch, Strathardle, Dunkeld, Aberfeldy, Pitlochry, Comrie and Blair Atholl • Self-Build Register with 47 expressions of interest registered to date. • Ongoing discussions with eight landowners / estates to date to increase affordable housing in rural areas. • Further affordable housing-led regeneration feasibility planned for Perth City in 2026-27. • Development work progressing with seven further community-led affordable housing projects applications. • Pitlochry Property Asset Review - Rationalisation of property assets for co-location resulting in 3 viable affordable housing sites for Page 34 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 15 PKC - GENERAL • Undertake a targeted Housing Needs Assessments Programme (HNAP) in rural settlements where tackling a lack of AH has been identified as a priority in Community Action Plans (CAPs) • Work in partnership with rural housing specialists to enable Community Development Trusts to secure subsidy from Scottish Land Fund (SLF) and Rural Housing Fund (RHF), private and other funding sources to develop community-led housing projects • Aim to deliver, via a community-led approach, up to 100 new affordable homes of various types and tenures that reflect HNAP outputs, to be delivered to Design Ongoing Ongoing 2027 redevelopment released within 2- 3 years. • Revised Disposal of Land and Buildings Policy to underpin corporate priorities for affordable housing. Page 35 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 16 PKC - GENERAL Guide Standard over the period of the strategy 1.5 Continue to develop partnership working to ensure collaborative investment approach towards locality leadership and place planning processes through Community Action Plans and Local Place Plans Existing community planning structures Current partnership projects Collaborative approaches to investment developed Joint projects identified and progressed • Develop and implement capacity building opportunities to support master planning, delegated decision making and budget management • Develop clear definitions for lifetime 20-minute neighbourhoods that enable partners, stakeholders, and investors to pursue placemaking which improves connectivity through investment in physical, social, and digital infrastructure • Evaluation of existing structures to identify opportunities that will empower local teams to make a difference within their communities Ongoing 2026 2027 Tourism, Culture and Place Place Strategies (Nicola Sworowski) A Call for Sites ran from April to July 2025 that gave communities, developers, landowners, and other interested parties the opportunity to help shape the new LDP3 by promoting land for potential development. The sites submitted can be viewed on the map: LDP3 Call for Sites Submissions (2025). Work has taken place to assess all the 260- sites received alongside the existing LDP2 allocations not yet built out, urban capacity sites and Perth Development Framework sites. Page 36 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 17 PKC - GENERAL 1.6 Embed the values of the Perth and Kinross Offer to ensure investment and commitment across Services to develop and deliver the LHS Action Plan Existing structures and groups Demonstrate delivery of Perth and Kinross Offer • Develop and improve existing structures to pursue innovation in placemaking, master planning, construction innovation and housing design • Develop collaborative partnerships which test innovation in housing design and modern methods of construction 2023 Ongoing Housing Strategy (Ronnie MacRae) Quarterly newsletters providing updates on LHS progress have been circulated online to stakeholders and elected members between April 2025 and March 2026. 1.7 Planning policy to be developed through LDP3 where appropriate for Short Term Let (STL) control areas Number of Short Term Lets by postcode district and HMA Outcome of analysis of impact of STLs on Housing Pressures, House Price, PRS, ASB, Community, Amenities and Facilities, Tourism, Economy • Complete feasibility study in relation to STL Control Area • Community Consultation • Local Development Plan Policy to be developed and implemented where appropriate for STL Control Areas Completed 2023 Completed 2025 2026 Place Strategies (Nicola Sworowski) Formal Statutory Consultation on the proposed STL Control Area took place between 28th October and 22nd December 2025. 214 respondents (76%) were in support of the proposal, 21% were not and 3% were undecided. The results of the statutory consultation on the proposed STL Control Area in Northern Perthshire were reported to Full Council on 17th June 2026. Elected members voted to complete the statutory process and submit the proposal to Scottish Ministers for approval. 1.8 Pursue a pro- active master planning LDP2 and Housing Land Audit Master Plans in place • Use placemaking principles to engage urban and rural Ongoing Place Strategies The LDP3 has progressed with the Evidence Report passing through Gate Check. Work on the Proposed Page 37 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 18 PKC - GENERAL approach to assist development of planning and development frameworks and use powers where necessary to acquire land and property landowners, developers, and providers • Identify opportunities and adopt Master Planning approach to effective land supply where appropriate Ongoing (Nicola Sworowski) Estates Plan is on-going and will incorporate masterplans for development sites. The New Build Delivery Group consisting of Housing, Housing Strategy and Property colleagues continues to identify and consider potential sites for affordable housing- led redevelopment, including use of public-sector assets, and engaging with urban and rural landowners and developers. LHS Outcome 2: Providing a range of housing options that people can easily access, afford, and keep Supporting National Priorities, Plans and Targets and links to Corporate Plan and Local Outcomes Improvement Plan: Ending Homelessness Together Action Plan, Equally Safe -Scotland’s Strategy for Preventing and Eradicating Violence Against Women and Girls and the Equally Safe Delivery Plan, Perth and Kinross Rapid Rehousing Transition Plan, Scottish Social Housing Charter. Action No. Action(s) and Commitments for Outcome Delivery Baseline Indicator or Measure Milestone Target / End Point Action Lead / Co-ordinator Progress 2025-2026 2.1 Continue to develop and improve tailored debt advice and welfare assistance to households across Perth and Kinross to maximise financial inclusion Existing services Number of households assisted Services Provided Households assisted Income generated via assistance • Review existing services provided and develop promotional opportunities to raise awareness of these Ongoing Welfare Rights (Nicola Sutherland) Housing (Mark Weir) • Tenancy Sustainment Fund provided 591 households with a financial payment towards their rent arrears balance. The total budget was £220K. • Financial Inclusion Project delivered by CAB supported a total of 547 families with a financial gain for those referred of £672,778. • Our Think Yes budget supported a total of 181 households with a spend of Page 38 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 19 PKC - GENERAL £28,175. This £30k fund is used by Locality Housing Teams to provide assistance in meeting the costs of moving into a new home and the one-off unexpected costs. The spend for this fund in 2026-2027 has agreed to be increased to £60K due to the ongoing need for assistance. • Supported 62 households in the PRS to sustain their tenancies through the Private Sector Sustainment Fund with a spend of £68,286. 2.2 Develop a range of options that achieve a better match of households to homes Current options New and improved options available • Review mutual exchange process and raise awareness • Review and enhance the tenant incentive scheme to encourage tenants of large properties to downsize 2023 2024 Housing (Martin Smith) Registered Social Landlords Preparatory work has continued to support the future implementation of the Tenant Downsizing Scheme. A key factor in the success of the scheme is the availability of attractive alternative housing options, particularly smaller and accessible homes. Ongoing investment in new affordable housing, buybacks and regeneration activity is helping to broaden this choice and create the conditions necessary to support greater housing mobility, improve the use of existing stock and increase the availability of larger homes for families on the housing register. Page 39 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 20 PKC - GENERAL Housing and Social Wellbeing Committee considered the introduction of a Mid-Market Rent (MMR) development by PKC which is now progressing. 2.3 Review existing evidence base and consider feasibility of Build to Rent models to deliver high quality, energy efficient market rent options Existing Build to Rent Models Review and feasibility study complete • Complete review • Carry out feasibility study and evaluate findings 2024 2024 Housing Strategy (Ronnie MacRae) The review identified Build to Rent as a form of private market rent (PRS) that could be a positive contributor to more diverse market tenures. Although the regulatory context has been resolved in favour of BTR, investment activity is currently low due to increased construction costs. Officers will monitor the national context and support opportunities in Perth and Kinross for developments in the future. 2.4 Continue to work with partners to offer housing and support options to refugees in response to national dispersal and resettlement programmes Existing housing and support provision Current national dispersal and resettlement programmes Number of refugees provided with accommodation and support • Continue to respond and support requirements in relation to national programmes Ongoing Housing (Martin Smith / Jennifer Kent) Support provided is as follows: of 171 positive asylum decisions, 157 were offered housing advice. • 45 engaged with housing advice and 25 were offered social housing, in line with our statutory duties under housing and homelessness legislation. • A further 6 former asylum seekers were rehoused into PRS. • 2 NRPF households (No Recourse to Public Funds) were supported into PRS. Page 40 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 21 PKC - GENERAL • 42 refugees accessed PRS housing through other national resettlement programmes. 2.5 Enhance personalised transitional housing support to homeless households with moderate to high support needs from temporary or supported accommodation to settled housing Existing house support provision Average number of households with moderate to high needs provided with support per annum Model developed Number of households assisted • Develop and implement model of enhanced personalised transitional housing support 2023 Housing (Martin Smith) HSCP Planning and Commissioning (Scott McGoldrick) While the dedicated Intensive Housing Support Pilot has ended, the lessons learned and outcomes achieved, have been incorporated into the retendered Floating Housing Support Service, which now provides greater flexibility to support people with higher and more complex needs 2.6 Increase engagement with private landlords in Perth and Kinross to improve awareness of proposed PRS reforms and funding options that may be available to invest in energy efficiency measures in PRS homes Current Private Landlord engagement forums and opportunities Information source of reforms and funding options Number of engagement opportunities provided Number of landlords supported Information source developed • Develop and implement framework of engagement opportunities for private landlords • Develop robust information/knowledge hub in relation to reforms and funding options for PRS homes 2024/25 2024/25 Licensing (Debra Gilkison) Housing (Jennifer Kent) Delays to the heat in buildings legislation have meant that engagement about minimum standards (EPC) have not progressed until there is clarity about the direction that this will go in and any associated funding that might be available. Page 41 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 22 PKC - GENERAL e.g., Home Energy Scotland, interest free loans 2.7 Continue to improve and further develop the Council’s approach to Rapid Rehousing via the Home First model RRTP 2019/2024 Successful delivery of RRTP Housing options, support, and homeless prevention services materials available in range of accessible formats and channels • Work in partnership to deliver RRTP • Lead role in continued development, implementation, and delivery of RRTP • Sustain or improve performance in relation to RRTP locally agreed targets for; o Number of homeless households waiting for an offer of secure accommodation o Average length of stay in temporary accommodation o Average homeless case duration • Provide communication materials in accessible formats to raise public awareness of available of housing options, support, and Ongoing Ongoing Ongoing 2024 Housing (Martin Smith) Against a backdrop of significant national and local housing pressures, including rising demand, affordability challenges and increasingly complex housing needs, Perth and Kinross has maintained a stable level of homelessness presentations. This is a significant achievement and reflects the effectiveness of the Council’s preventative approach, strong partnership working and continued focus on providing timely housing advice, support and sustainable housing options. The year-to-date position at September 2025 when Scottish Government published the last annual homelessness statistics can be viewed in this Briefing. The Scottish Government has now confirmed that they will not be looking for Local Authorities (LA’s) to update and submit revised RRTP's. It has been agreed to have a Homelessness Statement as an appendix to the next LHS due to be published in May 2028. Page 42 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 23 PKC - GENERAL homelessness prevention services • Review existing advice and information • Identify communication formats and channels required • Engage with stakeholders to understand requirements • Develop and implement improved materials, formats, and channels of communication 2024/25 2024/25 2024/25 2024/25 LHS Outcome 3: Delivering housing for people with varying needs Supporting National Priorities, Plans and Targets and links to Corporate Plan and Local Outcomes Improvement Plan: Public Health Priority, National Health and Wellbeing Outcomes, 2022 Tayside HNDA, Good Mental Health for All, Keys to Life, Age, Home and Community –The Next Phase, Scottish Strategy for Autism, Race Equality Action Plan, Site Standards -Scottish Government guidance on minimum sites standards and site tenants' core rights and responsibilities, Scottish Social Housing Charter, Improving the lives of Gypsy/Travellers 2019-21, Foundations for well-being: Reconnecting Public Health and Housing, Perth and Kinross Council Housing Contribution Statement, Perth and Kinross Health and Social Care Partnership Strategic Plan 2019-2022 / 2020-25, Perth and Kinross Sustainable Inclusive Homes Net Zero Carbon Design Guide 2023, Perth and Kinross Care and Repair and Scheme of Assistance. Action No. Action(s) and Commitments for Outcome Delivery Baseline Indicator or Measure Milestone Target / End Point Action Lead / Coordinator Progress 2025-2026 3.1 Ensure planning policy, placemaking and housing investment Local Development Plan Delivery of SHIP including Independent Living projects • Prepare LDP3 • Prepare and adopt PKC Mobility Strategy • Encourage the pre- planning of PKC's 2028 Complet ed 2024 2023 Property / Housing (Nicola Lennon / Martin Smith) • The Delivery Plan Scheme was updated in April 2026 to reflect a shift in timescale. The Proposed Plan is now scheduled for a Full Council Page 43 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 24 PKC - GENERAL programmes contribute to improved and sustainable homes, outdoor space, health, and wellbeing for all households including those with varying needs Number of Care and Repair Services Adaptations SHIP completions Common Allocations Policy Delivery Care and Repair Delivery of Adaptations Housing Options advice and assistance provided PKC New Build Design Guide property adaptations at the void stage to enable early management of adaptations budgets and programme • Effective review, referral, prioritisation, and promotion of Occupational Therapy (OT) provision for all tenures to support the delivery of property adaptations. • Review Allocation Policy and Procedures • Develop and implement Dementia Friendly design for social rented newbuild developments • Develop information, advice, and support in relation to provision of housing and related services for older people and those with dementia which enhance independence • Engagement with developers to encourage more wheelchair accessible homes delivered Complet ed 2024 Complet ed 2024 2024 2024 2025 HSCP / Independent Living Panel Place Strategies (Nicola Sworowski) Housing Strategy (Ronnie MacRae) Registered Social Landlords approval in Q4 of 2026/27 but is still currently on schedule for an adoption by May 2028 (deadline set by Scottish Government). • Invested £561,108.30 in PKC Adaptations: 346 PKC Minor Adaptations and 88 PKC Major Adaptations • Completed 153 major adaptations and 13 modular ramps through Care & Repair with an annual spend of £731,403.94 for major adaptations and £37,644.42 for small repairs. Please note that this is the maximum available budget for Care & Repair, as demand for adaptations exceeds available budget which results in some cases being held over to the new financial year in order for there to be capacity in the budget. • Carried out 2242 Housing Options advice and assistance interviews. A Complex Housing Solutions Panel was established to provide a multi-disciplinary forum to coordinate, assess, and plan housing solutions for individuals whose needs cannot be met through standard housing routes, Page 44 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 25 PKC - GENERAL through the Private Sector. All tenure wheelchair (Private) target to be considered for LDP3 for all sites. • Improvements to Gypsy/Traveller sites including energy efficiency chalets and renewable energy sources. • Contribute to enabling greater tenure choice and avoid crisis interventions at a later stage by testing the development of flexible tenure models and developing a housing options guide for older households and those with dementia 2025 2027 2027 and who require adapted housing. This includes people with combinations of physical disabilities, learning disabilities and mental health conditions. The panel meets fortnightly with core membership representatives from PKC Housing, OT, Capital Projects & New Build, Housing Strategy, HSCP Social Work, Nursing and OT, and Addictions / Substances Use Services & Criminal Justice. The overall aim of the Panel is to ensure all involved in delivery of housing options and opportunities have an awareness of current complex cases and their requirements to enable matching of properties. Gypsy/Traveller Updates: All 20 chalets at Double Dykes Gypsy/Traveller site have now been replaced with energy efficient chalets, complete with air source heat pumps and solar PV. Water infrastructure works are in the final stages of completion and further site works including the installation of street lighting and surfacing of the existing roadway will then be able to be completed. A Review of Housing for Older People began in November to plan Page 45 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 26 PKC - GENERAL for the housing and support needs of the ageing population. As part of this, a multiagency working group was formed which includes key PKC, HSCP and NHS leads. The Review will consider and be informed by: • Current and Future Demand Needs Analysis (Waiting Lists and HNDA) • Current Access into Provision and opportunities for redevelopment • Provision of Support and Technology • Communication & Engagement with current tenants and wider population. 3.2 Continue to improve working relationships, training, collaboration and knowledge exchange on equalities, advice and care and support services to enable independent living across Existing training and collaboration opportunities Existing knowledge exchange Register of information in relation to equalities, advice and Number of ILP meetings and matches Number of joint training opportunities Information/kno wledge hub sharing Number of promotional opportunities to • Ensure all information and advice is available in accessible formats • Review Accommodation Guide to Independent Living • Develop information/knowledge hub of information and advice available • Identify joint training opportunities and support delivery of same Complet ed 2024 Complet ed 2024 Ongoing Ongoing 2027 Independent Living Panel (ILP) ILP met 12 times and matched 6 referrals to various accommodation listed below: • new build supported core and cluster housing • bespoke new build housing • refurbished housing converted into supported accommodation • mainstream housing with support Page 46 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 27 PKC - GENERAL Perth and Kinross care and support highlight ILP and Accommodatio n Guide to Independent Living • Identify collaboration opportunities across equalities, care, support, and independent living, carry out feasibility studies where appropriate and delivery of same where outcomes indicate these are required 3.3 Work jointly with agencies to ensure future housing developments address barriers to employment and link to transport and childcare provision in the delivery of person-centred care and support services, with a focus on areas of deprivation and rural communities Current workforce capacity Evidence bases in relation to transport and accessibility issues in remote rural areas 5% Rural communities HSCP Workforce Plan Housing Contribution Statement (HCS) Workforce capacity increased Evidence of improved transport and accessibility Increase in person-centred care and support in areas of deprivation and rural communities Development of Independent Living projects • Progress core and cluster projects through Independent Living Panel which provide additional staff base / office space, and explore inclusion of other communal spaces • Scope, develop and implement use of outreach and digital services • Engage HSCP and Third Sector in promotion of PKC Mobility Strategy • Update Housing Contribution Statement (HCS) • Work with delivery partners to ensure that all new affordable Ongoing Ongoing Ongoing 2024-25 2027 Place Strategies (Nicola Sworowski) Housing Strategy (Ronnie MacRae) HSCP (Zoe Robertson) Independent Living Panel (ILP) Transportation and Development (Matthew Davis) Project completed by Hillcrest Homes at Ryan Place in Crieff in May 2025. It was built on the site of a former care home deemed unsuitable for future use and subsequently demolished. The new build consists of 9 self-contained flats across ground floor and first floor levels, with one of the flats being a 24/7 on-site staff base. Each of the homes faces onto a large open plan communal garden space. The project will enable the move of several residents previously living in other accommodation that did not suit their changing needs. Support will be provided through Hillcrest Futures who are well established in the area. Progressing 1 project included in the SHIP for 2027-28 which will Page 47 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 28 PKC - GENERAL PKC New Build Design Guide Implementation / Adoption of PKC New Build Design Guide Implementation of PKC Mobility Strategy homes meet standards set out in 4.1 External Spaces of PKC Net Zero Design Guide/Perth and Kinross Standard 2023. • Take account of workforce capacity, transport and accessibility issues and site locations in preparation of LDP3 and 20 min neighbourhood analysis 2027 Registered Social Landlords consist of 8 homes for independent living to be located in Aberfeldy. Mobility Strategy implementation update: The Council’s Public Transport Transformation Project Steering Group is reviewing bus powers available to PKC and options for future bus network provision, which has the potential to meaningfully improve access to employment and services. The Outline Business Case is due to be presented to Full Council in September 2026. A monitoring and evaluation plan has been approved which includes baseline data on the % of the rural population that can access employment, further education and shops by public transport within 30/40/60 minutes Housing Contribution Statement (HCS) now sits within the IJB Strategic Plan 2024-27 on p56-57, with the next update expected in 2028. 3.4 Continue to work collaboratively to promote the benefits, increase Current assistive technology in use within housing Information/kno wledge hub in relation to assistive technology • Develop information/knowledge hub in relation to assistive technology • Consider / create development of Ongoing Complet ed HSCP TEC (Anthony Clark) The HSCP TEC programme continued to support people in Perth and Kinross to live safely and independently at home through Community Alarm and Telecare provision, digital telecare Page 48 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 29 PKC - GENERAL awareness and make better use of technology within a housing setting to enable people to live comfortably and independently in their own home Number of households receiving assistive technology Information and advice guide developed ‘showcase’ property to demonstrate assistive technology available • Develop and promote advice and information guide Ongoing infrastructure, and wider awareness of assistive technology. Plans are now underway to centralise the installation and maintenance of the 400+ housing users of telecare with the 4000+ Community Alarm users across PKC, providing an integrated approach to the management and maintenance of telecare alarms. The new Health and Social Care website was launched, improving the quality and accuracy of information available, including the enhanced use of social media. Attended community and NHS events promoting the use of TEC to carers, the cared for, and professional support groups. Engagement was undertaken with Community Alarm, Telecare and Finance colleagues to improve future reporting, asset planning and sustainability of TEC services. 3.5 All affordable homes are built to revised HfVN standard and New Build Design Guide, with a minimum 10% of all affordable Revised HfVN Standards Affordable Completions Average wheelchair Completions built to revised HfVN Standards Wheelchair Completions • 10% wheelchair homes delivered • Determine future targets across all particular requirements through collaboration with key partners and service users (person centred) Ongoing Ongoing Housing Strategy (Ronnie MacRae) Property (Nicola Lennon) • 9 wheelchair completions (9 RSL) • 10 ambulant completions (RSL) • Housing OT undertaken 125 assessments for wheelchair users and 24 people have been rehoused into Council (5) and RSL (19) housing. Page 49 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 30 PKC - GENERAL homes being built to wheelchair and adaptable standard completions per annum Existing flexible tenure models Need and demand for flexible tenure models Research and testing complete • Test and research flexible tenure models for households with varying needs to create individual housing journeys as their needs and circumstances change • Implementation of revised Housing for Varying Needs (HfVN) standard and New Build Design Guide Ongoing 2027 Registered Social Landlords • See Action 3.1 Ongoing forecasting exercise with Housing and HSCP to determine level of need, including targets through Complex Housing Solutions Panel and ILP. • Whilst PKC submitted a response to the Scottish Government Housing for Varying Needs (HfVN) Proposed Guidance Consultation (extended to Dec 2023), we have been waiting from that point for further guidance or implementation to adopt. 3.6 Consider widening the Buyback Scheme to purchase ‘particular / adaptable homes’ for households with varying needs to ensure existing adapted properties are matched to households with specific requirements Number of households whose needs are currently unable to be met Number of properties purchased to meet identified need Number of households receiving ‘particular / adaptable homes’ that meets their needs • Review scope of Open Market Purchase Scheme to include purchases of ’particular / adaptable homes’ which are non- ex-Council properties • Identify existing adapted properties on open market for sale • Identify existing private sector properties with adaptations • Identify number and location of households whose needs cannot be met through existing social rented 2023 Ongoing Ongoing Ongoing Housing Options (Jennifer Kent) Buyback Officer Occupational Therapy The establishment of the Complex Housing Solutions Panel has improved understanding of demand for adapted and specialist housing. Further work is underway to assess how the buyback programme can contribute to meeting identified needs. Page 50 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 31 PKC - GENERAL stock or by an in-situ solution 3.7 Work with Gypsy/Traveller community members to have a better understanding of their accommodation needs and preferences and explore and develop workable solutions HNDA Specialist Provision Chapter Scottish Government GT Count Local authority GT Information (LA Sites, Unauthorised Encampments etc) Gypsy/Travell er Action Plan Number of engagement opportunities Improved understanding of needs and preferences Workable solutions in place • Continue to review progress of the Gypsy/Traveller Action Plan • Continue to develop engagement opportunities with GT community • Organise engagement events/surveys • Scope out accommodation needs and preferences along with solutions • Pilot delivery of proposed solutions where feasible • Pursue the establishment of a transient site for Gypsy/Travellers Ongoing Ongoing Ongoing 2024-27 2024-27 2027 2027 Housing (Andrea McCallum) Planning, Transport and Housing Strategy (Brenda Murray) Environmental Health (Kirsty Steven) Equalities (David McPhee) The Gypsy Traveller Action Plan continues to be reviewed and updated. Consultants Craigforth with assistance from the Council, undertook site visits to complete in- person questionnaires with participants at Double Dykes and Bobbin Mill. An online survey was also made available for those who preferred to participate online. A total of 36 households participated, both from those in housing and on private sites. 3.8 Continue to improve PKC's central housing database (NEC Housing) with information of all existing property adaptations and accessibility NEC Housing Property Information Improved intelligence gathering and reporting via NEC Housing • Continue to gather intelligence and populate NEC Housing with existing property adaptations and accessibility features • Enhance processes and procedures to ensure that the allocation of properties takes account of Ongoing 2025 Performance and Business (Linda Montgomery) Housing (Jennifer Kent) Work ongoing via the Complex Housing Solutions Panel to identify applicants with specific housing needs which cannot be met through existing stock. Work underway to ensure that these applications can be identified as required. Progress made with IT to develop a totalmobile solution to record voids assessments carried out by the housing OT and to Page 51 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 32 PKC - GENERAL features to maximise the use of limited resources and match suitable properties to appropriate households system-based intelligence about adaptations and accessibility features record completed Housing Needs Assessments. LHS Outcome 4: Delivering quality homes with affordable warmth, zero emissions and SMART Technology Supporting National Priorities, Plans and Targets and links to Corporate Plan and Local Outcomes Improvement Plan: Local Heat and Energy Efficiency Strategies (LHEES), Sustainable Housing: Fuel Poverty and Climate Change Advice Note, Scottish Government’s Energy Efficient Scotland Route Map, Fuel Poverty (Targets, Definition, and Strategy) (Scotland) Act 2019, Climate Action Plan (December 2021), Scottish Housing Quality Standard, Energy Efficiency Standard for Social Housing, Scottish Social Housing Charter, Scottish House Condition Survey, Local House Condition Survey (Council Sector). Action No. Action(s) and Commitments for Outcome Delivery Baseline Indicator or Measure Milestone Target / End Point Action Lead / Co-ordinator Progress 2025-2026 4.1 Support implementatio n of Perth and Kinross Local Heat and Energy Efficiency Strategy (LHEES) Current Projects LHEES Delivery Plan Energy Efficiency of Council housing stock Energy Efficiency of Delivery of Actions within LHEES Delivery Plan • LHEES Delivery Plan Developed • Work in partnership to deliver identified projects and contribute to delivery and implementation of LHEES Delivery Plan • Improving energy efficiency across all tenures by maximising the use of national funding programmes 2023 Ongoing Ongoing Climate Change and Sustainable Development (Divindy Grant / Shelley McCann) In support of LHEES Delivery Plan action to mobilise partners and attract public and private investment, PKC approved procurement of a Strategic Energy Partner (SEP). The SEP will support delivery of pipeline of low- carbon energy projects identified through LHEES and Local Area Energy Plan (LAEP), helping to achieve key strategic objectives relating to carbon reduction, Page 52 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 33 PKC - GENERAL PRS Properties Current funding opportunities fuel poverty and energy resilience. PKC currently developing business case to inform procurement of a single private-sector SEP. A Board has been established and meets monthly to oversee and progress this work. Working alongside Scottish Futures Trust and legal and commercial advisors, PKC is developing a Strategic Outline Case and defining a clear, deliverable pipeline of projects for the partnership. This builds on significant technical and commercial development work already undertaken by PKC across heat networks and the wider strategic energy programme. In particular, technical studies previously supported through the Heat Network Support Unit (HNSU) have identified a preferred heat network opportunity. The Council is also exploring the development of smaller rural heat networks through the SEP model. This Page 53 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 34 PKC - GENERAL approach will enable coordinated delivery and financial bundling of projects, improving their attractiveness to external investors and increasing deliverability at scale. Through the partnership, the Council will leverage its assets, expertise and support services while enabling project delivery through appropriate private- sector partners. The Council has submitted an Expression of Interest to Great British Energy identifying projects for public funding. RSL partners have: • installed 114 PV panels on existing stock. • replaced old electric storage heaters with high heating retention in 31 properties. 4.2 Expand capacity of energy and fuel poverty advice services and improve availability of information on Current information on support services/sign posting in relation to energy efficiency and Improved information and advice Accessibility, format and channels for advice and information • Target advice and support for landlords on how to access sources of funding combined with enforcement of the new standards when they come in Ongoing Ongoing Property / Housing (Nicola Lennon / Jennifer Kent) SCARF In 2025/26, the CC funded Scarf energy advice service was focused on low EPC rated homes (Energy Performance Certificate E, F and G). The scope of this service was to improve energy efficiency ratings by facilitating applications to the Page 54 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 35 PKC - GENERAL fuel poverty and energy efficiency measures available to front line staff, service providers and to households most in need property condition Current supports in relation to energy efficiency and property condition Number of households currently accessing information Number of households accessing information and advice • Target income maximisation and fuel poverty support to households living in PRS • Deliver heating and energy efficiency advice and support directly and through partners as aligned with the LHEES • Explore existing data and insight to develop a risk framework to households who are financially vulnerable and offer appropriate support • Develop process to record number of households accessing information and advice Ongoing Ongoing 2024 The HEAT Project Energy Advice Network Child Poverty (Margaret Lynch) Data Services (Ewan Walker) ECO4 scheme. This has significant impacts on removing households out of fuel poverty while also reducing emissions due to retrofitting properties. A total of 1,331 residents were engaged through letters, calls, and community events. The financial cost of the installed measures is estimated to be around £1,256,376. The total 389 home visits delivered personalised, in- home advice, leading to 301 referrals for grants and funding - a 77% conversion rate from visit to action. More specifically, 76 referrals were made to the ECO4 Scheme while 225 referrals were made to the Help4Homes Solar PV installations scheme that was introduced later in the year. Funded installation are delivering £110,972 in annual energy bill savings and 903.3 tonnes of carbon reduction. Additionally, advice provided during home visits, and events is generating an Page 55 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 36 PKC - GENERAL additional £95,366 in estimated annual savings and 233.3 tonnes of carbon reduction through improved energy use. In 2025/26, the SCARF Home Energy Advice Team project, funded by Housing & Communities, provided energy advice services to a total of 519 households through Home Visits and remote Home Visits. The advice provided resulted in £168.00 of energy debt being written off and £47,277 of Fuel Bill discounts being received from the Energy Redress Fund; overall, the energy efficiency advice has generated the equivalent saving from fuel bills of £55,131.00. The total energy cost savings from the energy advice has provided £160,852.98 in energy cost savings and a total carbon reduction of 408.45 through a reduction in energy usage. 4.3 Build an understanding of the current and future To be developed To be developed • A number of studies are underway at a national and regional level to review the Ongoing / 2027 Employability (Andy Brown) Housing (Property) Capital Projects & New Builds Team have: Page 56 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 37 PKC - GENERAL skills and training requirements to “green” the construction sector to ensure we can deliver quality homes with affordable warmth, zero emissions and SMART technology. Work in partnership with the CITB, local construction companies and training providers including Perth UHI to ensure Perth and Kinross is well placed to provide appropriate re- skilling and training opportunities. Green Skills opportunity and to define what is required for various sectors including construction. Once these have reported and further analysis has been undertaken at a local level more milestones can be determined. Property / Housing (Nicola Lennon / Elaine Ritchie / June McColl) Registered Social Landlords Housing Strategy (Ronnie MacRae) Climate Change and Sustainable Development (Divindy Grant) • installed 17 air source heat pumps within existing housing stock • 49 properties from the existing stock had old electric storage heaters replaced with high heat retention Dimplex storage heating • 12 new properties built in Crieff with ASHP • 4 new builds at Blairgowrie built with solar PV panels integrated into the roof construction and ASHP heating installed. The Property (Housing) Capital Projects & New Builds Team have engaged with Dundee & Angus College and are attending their Quarterly Employers Curriculum/Innovation Steering Group meetings to discuss and consider how to collectively meet the skills demands of Net Zero. This steering group has been set up as part of the Tay Cities Deal. The team have also completed Carbon Literacy Page 57 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 38 PKC - GENERAL training provided by inhouse Climate Change colleagues. 4.4 Target investment to homes based on evidence and intelligence gathered Identify existing information (Home Analytics, SHQS sources and information provided) Forthcoming Information sources identified (LHCS, Housing IoT data, 2022 Census, Cold Home App data, etc.) Improved intelligence (Gypsy/Traveller Consultation, energy advisors intelligence etc.) • Identify and quantify existing information sources • Integrate existing and forthcoming information sources • Improve understanding of intelligence available, identify gaps and solutions to address these • Develop a delivery framework, integrating the outputs of the Risk framework in Action 4.2 • Wider policy review update to map national and local policies, targets and strategies that are linked to, impact, or could be impacted by LHS (including LHEES, Smart Local Energy Systems (SLES), LDP, Local Area Energy Plans (LAEP) etc • Align evidence underlying these policies to support 2023 2023 2023 2023 2023 2023 Property / Housing (June McColl / Nicola Lennon) Climate Change and Sustainable Development (Divindy Grant / Shelley McCann) Strategic Energy Programme evidence is underpinned through the LHEES and LAEP strategies; the Capital Investment Programme sets out the 30 year plan for investment, but is driven by the requirement to meet Scottish Government targets. Information is collected and fed into the EST Home Analytics platform and the information on improvements to the properties integrates with fuel poverty data to give a wider view of social and economic factors. Capital programme work is also informed by the use of the SAVA Energy Modelling tool which can model different scenarios to investigate the best value options for the social housing properties. Work is ongoing to improve the level of properties with up-to-date EPC's that will better inform the investment in these properties. Page 58 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 39 PKC - GENERAL policy integration and delivery Programme work continues to develop an agile and reactive Delivery Plan for targeting actions and triaging a pipeline of energy projects through to business case aligned to Regional Energy Strategic Plans and DNO grid investment planning via the Local Energy Network Accelerator (LENZA Platform) Ofgem funded platform. Work to improve energy digital infrastructure and publishing in the Council supported by the Corporate Data Team. Involves data improvements, aggregation, update and publishing including actions to identify data gaps. 4.5 Undertake a review of the Council’s Scheme of Assistance for private homeowners considering legislative changes Scheme of Assistance Number of households assisted annually Average Annual Spend Scheme of Assistance Reviewed Number of households assisted Annual Spend • Review Scheme of Assistance Complet ed 2024 Housing (Martin Smith) Environment al Health (Kirsty Steven) The Missing Shares Service received 63 new enquiries with 31 ongoing from previous years, and 52 enquiries resolved/closed in this period. A total of 10 buildings were supported with Missing Shares Payments in this period resulting in a repair value of £194,088 with a further 13 buildings Page 59 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 40 PKC - GENERAL Missing Shares Officer supported with completing repairs with a total value of £144,720 with no Missing Shares required Missing Shares was approved continued use of budget for recoverable spend as the original amount approved at committee for the original pilot term until 23/24 to introduce the service in 2021 has been exceeded in 25/26. The service continues to collect data to support reporting to committee at the end of the extended pilot period in 27/28 to determine future plans for the service. 4.6 Build new affordable housing to enhanced energy efficiency standards and encourage private developers to do so too Newbuild completions (SR and Private) Newbuild completions to Gold Standard (SR and private) LDP Newbuild completions (SR and Private) Increase in newbuild completions to Gold Standard (SR and private) • Implement Design Guide to ensure all new affordable housing meet Gold Standard • Ensure Design Guide continues to meet SG guidance on sustainability standards and principles 2023/24 2027 Property (Nicola Lennon) Housing Strategy (Ronnie MacRae) Completion of 24 PKC affordable housing new builds in 2025/26. These properties were off-the-shelf properties and whilst these homes do not fully meet the Council's enhanced Design Guide standards, they meet current Building Regulations and were acquired following consideration of strategic housing need, value for money and housing supply priorities. Page 60 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 41 PKC - GENERAL These properties meet current Building Regulations but our Design Guide seeks to exceed these. This is the only reason we were willing to accept them and the Strategic Affordable Housing Board takes the final decision on whether to accept them; our Design Guide notes that we need to meet Gold Standard - the off the shelf properties meet Bronze. RSL partners have: • built 7 properties with air source heat pumps • built 32 properties with electric storage heating 4.7 Work with Scottish Government and other agencies to improve digital infrastructure particularly in rural communities Existing digital connectivity across rural communities Increased number of rural households digitally connected • Explore digital infrastructure opportunities in rural communities Ongoing Economic Development (Kirsty Easton) The Community Learning and Development Team supported 819 learners to improve their literacy and digital skills. Demand for digital learning continues to be high. Consultation on priorities for delivery took place with 3rd sector partners in the Adult Learning Partnership. 4.8 Take action to ensure that landlords and Existing flood and climate change Risk assessment of flooding and climate • Understand existing flood and climate change risks Ongoing Ongoing Structures and Flooding Progress continues through cross-service work to understand flood and climate Page 61 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 42 PKC - GENERAL households are housing is resilient to the possible effects of climate change and flooding and makes a positive contribution to reducing the risks and impacts of flooding and climate change in the longer term. position within PKC change in relation to Housing complete Mitigations identified and action plan developed • Identify mitigations and develop and implement action plan • Ensure Design Guide continues to reflect ongoing challenges as a result of climate change Ongoing (Rick Haynes) Housing (June McColl) Scottish Flood Forum change risks affecting homes and communities. Existing flood risk information is being used to inform housing, planning and resilience activity, including promotion of the PKC Property Flood Resilience Grant to support eligible property owners to install measures that help reduce the impact of flooding. Consideration continues to be given to mitigation measures for new and existing homes. 4.9 Develop and deliver exemplar pilot projects that incorporate net zero planning across a range of sectors including fabric first, retro fitting and transport planning etc. Identify potential partners and projects Pilot exemplar projects • Identify potential partners and projects • Explore feasibility of potential projects • Pilot feasible projects and evaluate findings Ongoing Ongoing 2024-27 Property (Nicola Lennon) Housing Strategy (Ronnie MacRae) Pilot project was developed at Glengarry Road, Perth to investigate alternative solutions to energy efficiency in a 4-in-a-block flatted non- traditional construction block of social housing properties. The block was upgraded using a whole-house retrofit approach that combined energy efficiency improvements with full refurbishment. The project addressed poor energy performance by installing enhanced Page 62 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 43 PKC - GENERAL insulation, modern heating systems and renewable technologies, enabling the homes to achieve EPC Band B. Alongside improving thermal comfort and reducing energy costs for tenants, the project also trialled different low-carbon heating solutions across the block, generating evidence to inform future investment decisions and supporting wider objectives on carbon reduction, fuel poverty and improving housing quality. The data from these properties is being continually monitored and will be utilised to inform future programmes and develop lessons learned for considering for future projects within a wider delivery programme. 4.10 Set out plans to address any local authority domestic stock where abeyances (delayed works due to human or social SHQS Performance 2021/22 Existing abeyances Existing exemptions Improved SHQS Performance Reduction in abeyances Reduction in exemptions • Develop and implement plan for addressing SHQS abeyances (for social reasons) and exemptions (subject to technical, disproportionate cost Ongoing Property (Nicola Lennon) Registered Social Landlords In 2025/26, although we have continued to make progress, the PKC SHQS compliance rate has remained relatively static at 79.73%, compared with 80.28% in 2024/25, meaning 6,672 homes now meet the SHQS. This represents an improvement Page 63 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 44 PKC - GENERAL factors) or exemptions are applied, to meet the Scottish Housing Quality Standard (SHQS) or legal reasons) in Council stock of 68 properties within a single year, and our housing stock numbers have increased by 142 properties, mainly due to investment in our buyback programme which has had an impact on our progress given the condition and standard of some of properties we are buying back. Data is provided on an annual basis at the time of the ARC return and available to view at the Scottish Housing Regulator Work to address SHQS failures or abeyances is always ongoing; it is part of managing our Council housing stock and can change for various reasons. The information collated for this Action is also provided and monitored as part of the SHQS ARC return submitted at the end of May every year. The majority of our SHQS failures relate to EESSH; we have a planned programme to address the EPC Band E and F properties and have now moved on to also tackling those that are a low Page 64 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 45 PKC - GENERAL EPC Band D. There will be some Band E and F properties that we are unable to improve given challenges such as lack of tenant access, reluctance to remove solid fuel heating systems and due to the technical nature of the properties e.g. Listed Building requirements. Proposals for the targeted improvements to the remaining EESSH failures are included within the Business Cases being developed for the Strategic Energy Partner (SEP); it is not anticipated that the SEP will be appointed Mid 2027, therefore the progress on reducing the number of EESSH failures and improving the overall SHQS figure will remain piecemeal and challenging, unless approvals to develop programmes of work are given in advance of the SEP appointment. 4.11 Use the learning from the existing Internet of Pilot learning collated Scaled-up Plan developed • Scaled-up plan approved • Scaled-up plan implemented 2024 2026 Housing (June McColl) The Housing Service also has approximately 379 households with AICO environmental sensors Page 65 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 46 PKC - GENERAL Things pilot ‘Monitoring temperature humidity and CO2 in 50 homes to help tenants manage their energy, reduce fuel poverty and maintain their homes well’ with a view to scale it up. Tenant Liaison Officer installed, mainly within multi storey blocks as part of the Capital Multi Storey Refurbishment Project to evidence impact of the measures installed at these blocks. 4.12 Facilitate the delivery of low- cost, high- speed broadband into social housing in partnership with the private sector and investors using fibre infrastructure roll-out. TBD % of social housing with access to gigabit- capable broadband • 10% of social housing by • 25% of social housing by • 50% of social housing by • 60% of social housing by 2024 2025 2026 2027 Economic Development (Kirsty Easton) Registered Social Landlords 86 new build homes delivered by 2 RSL partners (Kingdom HA & Caledonia HA) have been built with fibre to the premises. Page 66 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 47 PKC - GENERAL Glossary Acronym / Word / Term Definition / Meaning Accessible home Home with additional, non-standard features that meets the needs of the occupier. Affordable home / Affordable housing Scotland’s fourth National Planning Framework defines this as “Good quality homes that are affordable to people on low incomes. This can include social rented, mid-market rented, shared-ownership, shared equity, housing sold at discount (including plots for self-build), self-build plots and low-cost housing without subsidy.” Affordability Rents are considered to be affordable if a household pays no more than 25%-35% of their income on housing costs AHP Affordable Housing Programme AHSP Affordable Housing Supply Programme Ambulant Non-wheelchair adapted housing for people with disabilities ARC Annual Return on the Charter ASB Anti-Social Behaviour ASHP Air Source Heat Pump Below Market Housing Property where the market rent is below the average market rent for the size and location Brownfield Defined by the Environmental Protection Agency as “a property, the expansion, redevelopment, or reuse of which may be complicated by the presence or potential presence of a hazardous substance, pollutant, or contaminant.” The term typically describes areas of land that were once used for commercial or industrial purposes such as factories and warehouses. CAB Citizens Advice Bureau CAP Common Allocations Policy CHR Common Housing Register CLH Community Led Housing Projects are where the following three characteristics are in place: 1) Open, meaningful, community participation and consent takes place throughout the process 2. The community groups owns, manages, or stewards the homes in whichever way they decide 3) The housing development is of true benefit either for the local community, a specific group of people (an intentional community), or both. These benefits should be legally protected in perpetuity. Complex Needs As defined by the Scottish Government ‘Coming Home’ Report 2018, this is used to refer to people with learning disabilities who also have one or more of the following: • Severe challenging behaviour (it is noted that this may include behaviour, which is not severe in itself, but becomes severe due to its high frequency) • Forensic support needs • Mental health needs • Autism • Profound and multiple disabilities Core and Cluster Typically, a cluster of 6 to 8 homes for people with independent living needs with a core staff based providing 24/7 shared support. COSLA Convention of Scottish Local Authorities Page 67 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 48 PKC - GENERAL Acronym / Word / Term Definition / Meaning CPP Community Planning Partnership EBI Estate-Based Initiatives EESSH Energy Efficiency Standard for Social Housing EHI Empty Homes Initiative EPC Energy Performance Certificate EqIA Equalities Impact Assessment EST Energy Savings Trust FIT Feed In Tariff Floating Housing Support services A short-term, flexible, responsive service aimed at enabling vulnerable individuals who are at potential risk of losing their tenancy to live independently or to maximise their independence. GIRFEC Getting it Right for Every Child Greenfield A greenfield site is an undeveloped land that can be used for commercial or residential development. HAG Housing Association Grant HCS Housing Contribution Statement HEAT Home Energy Advice Team commissioned by PKC and provided by SCARF HEEPS-ABS Home Energy Efficiency Programmes Scotland - Area-Based Scheme HES Home Energy Scotland HfVN Housing for Varying Need HHCRO Home Heating Cost Reduction Obligation HIBS Heat in Buildings Strategy HLR Housing Land Requirement HMA Housing Market Area HMO House in Multiple Occupation HNDA Housing Need and Demand Assessment Home First model In Perth and Kinross, Home First provides a settled home as a first response when homelessness occurs with the aim of minimising the impact of homelessness for individuals and families, avoiding the stigma, cost, and uncertainty of temporary accommodation where possible. See Advice for people who are or become homeless - Perth and Kinross Council (pkc.gov.uk) HOSA Housing Options Self-Assessment Tool Housing Stock The total number of houses and flats in an area. HRA Housing Revenue Account HSCP Health and Social Care Partnership HST The Housing Supply Target is a policy view of the number of homes PKC has agreed will be delivered in each housing market area over the periods of the Local Development Plan and the Local Housing Strategy. It considers wider economic, social, and environmental factors, issues of capacity, resources, and deliverability. ILP Perth and Kinross Independent Living Panel IOT Internet of Things Page 68 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 49 PKC - GENERAL Acronym / Word / Term Definition / Meaning Intermediate Housing Refers to privately rented housing that is below the cost of market rented housing but above the cost of housing for social rent. Sometimes called mid-market rent or below market rent. LAEP Local Area Energy Plans LCHO Low Cost Home Ownership LDP Local Development Plan Learning Disability The keys to life explains this is a significant lifelong condition which is present prior to the age of 18 and which has a significant effect on a person’s development. People with a learning disability will need more support than their peers to: • Understand information • Learning skills and • Lead independent lives LHA Local Housing Allowance LHCS Local House Condition Survey LHEES Local Housing Energy Efficiency Scheme LHS Local Housing Strategy Mainstream Housing General needs housing is housing with no adaptations or particular features and can be of various sizes and types. MAPPA Multi-Agency Public Protection Arrangements Market Housing Housing in a community which has rent or payment at a rate at or near Average Market Rent Missing Share Local authorities have the power to pay 'missing shares' when 1) one or more owners are unwilling or unable to pay 2) the owner cannot be found after reasonable enquiries 3) it is unreasonable to ask an owner to pay where a minority of owners do not pay their share of common repairs MMR Mid-Market Rent OT Occupational Therapy Out of Area This is when a person with support needs is living within a placement that is not within their own funding authority and could include living in either an NHS or private hospital. Owner-occupied Property which is lived in by people who have bought it rather than people who pay rent PRS Private Rented Sector RHI Renewable Heat Incentive RRTP Rapid Rehousing Transition Plan RSL Registered Social Landlord (Housing Association) RTO Registered Tenant Organisation SCARF Save Cash and Reduce Fuel SDP Strategic Development Plan SDS Self-Directed Support Self-Build Homes built or commissioned by individuals or groups of individuals for their own use. Homes built this way, offer a unique alternative to standard market housing, and offer the opportunity to create innovative, greener, and more affordable homes than currently offered through standard housing options. Page 69 of 140
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Perth and Kinross LHS Annual Progress Report 2025-2026 September 2026 50 PKC - GENERAL Acronym / Word / Term Definition / Meaning SG Scottish Government SGN Scottish Gas Networks SHCS Scottish House Condition Survey SHIP Strategic Housing Investment Plan SHQS Scottish Housing Quality Standard. The SHQS was introduced in 2004 and is the main way to measure housing quality in the social rented sector. It is the minimum standard which all social rented properties must meet SHR Scottish Housing Regulator Shared Equity A type of housing tenure where ownership is shared between the occupier and a third party, usually a council or Scottish Government SLES Smart Local Energy Systems SMART technology Self-Monitoring, Analysis, and Reporting Technology include sensors and devices, systems and applications that use WiFi and technology to help support with a range of housing related services which can range from everyday practical tasks, independent living, and ensuring the home environment is energy efficient. Social Housing Properties provided by local authorities or Housing Associations which are more affordable than housing on the open market. STLs Short Term Lets Supported Housing This is an umbrella term used to describe a wide range of housing- based options for people with support needs. See Accommodation Guide to Independent Living for more info. TEC Technology Enabled Care Tenure Refers to legal method of housing ownership and occupation, for example, owner occupied, private rented, below market rent, shared equity, social rent, shared ownership. ‘All tenure’ refers to all housing assets across the tenure categories listed above VAWP Perth and Kinross Violence Against Women Partnership Page 70 of 140
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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: Strategic Housing Investment Plan 2026/27 – 2030/31 Report Number: 26/264 Report Author: James Ross, Affordable Housing Enabler, housingstrategy@pkc.gov.uk Organisational Lead: Serge Merone, Strategic Lead, Economy, Development & Planning and Elaine Ritchie, Strategic Lead, Housing & Communities ___________________________________________________________________ 1. Purpose 1.1 The purpose of this report is to seek approval of the Strategic Housing Investment Plan 2027/28 – 2031/32, which is set out in appendix 1. The plan sets out the investment priorities for affordable housing over a 5-year period from 2027/28. 1.2 Sections The report is structured over the following sections: 1. Purpose 2. Recommendations 3. Background/Context 4. Proposals 5. Conclusion 6. Impact Value Assessment 7. Appendices 2. Recommendations It is recommended that the Committee: 2.1 Approve the content of the Strategic Housing Investment Plan 2027/28 – 2031/32 (Appendix 1) and its submission to the Scottish Government. 7 Page 71 of 140
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2.2 Give delegated authority to the Strategic Lead for Housing and Communities and the Strategic Lead for Economic, Development and Planning in close liaison with the Strategic Affordable Housing Board to continue ongoing development of the SHIP 3. Background/Context 3.1 The context for the Strategic Housing Investment Plan (SHIP) is set within the national context of Housing to 2040 which is the Scottish Government’s long- term vision and strategy for housing, which seeks to ensure that everyone has access to a safe, energy efficient home that is affordable and meets their needs in the place they want to be. 3.2 In the local context, the Local Outcomes Improvement Plan and Corporate Plan, which set priorities for the Council and its partners, identifies the importance of delivering new affordable homes to meet those priorities. The Council’s Local Housing Strategy (LHS), which was approved at the Housing & Social Wellbeing Committee on 15th March 2023, sets out the vision and priorities for housing in Perth and Kinross, some of which, the SHIP seeks to deliver on. 3.3 The SHIP sets out the investment priorities for affordable housing over a 5- year period and how the strategic vision set out within the Local Housing Strategy (LHS) that ‘everyone in Perth and Kinross has access to the right home, in the right place, at the right cost’ will be achieved. The LHS sets out an annual target of 210 new affordable homes to be delivered in Perth and Kinross. 3.4 In the first four years of the LHS, 220 affordable homes were delivered in 2022/23, 173 in 2023/24, 264 in 2024/25, and 239 in 2025/26. The projection for 2026/27 is 252 affordable homes will be delivered, which will mean an average yearly delivery of 230 during the lifetime of the LHS, against a target of 210. 3.5 The SHIP sits alongside the LHS as one of its core delivery mechanisms. It has been developed through engagement with tenants and community members, relevant Council Services, the Health and Social Care Partnership, developers and the following Registered Social Landlords (RSLs): • Hillcrest Housing Association • Kingdom Housing Association • Caledonia Housing Association • Ark Housing Association Page 72 of 140
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3.6 Perth and Kinross tenants had an opportunity to review this report, via the Tenants Committee Report Panel, which met on 17 September 2026. They say: “The Tenant Committee Report Panel has considered the Strategic Housing Investment Plan report and find it to be up to the usual high standard we expect” 3.7 The Council prepares the SHIP annually in its role as Strategic Housing Authority. It ensures that the Council, and its partners, deliver housing that meets the needs of the community, reflecting and aligning with outcomes and housing policies, as set out in our LHS. 3.8 Affordable housing within the SHIP includes new build projects, remodelling, and conversion projects, off the shelf acquisitions and buybacks which are delivered in following tenure types to meet local needs: • Social Rent • Mid-Market Rent • Shared Equity 3.9 The Scottish Government will use this information to draft a Strategic Local Programme (SLP) Agreement which, once agreed, will form the basis of the Council and our Partner Programme Agreements. 3.10 Each year the Scottish Government provide a Resource Planning Assumption (RPA), which is the funding allocated to help deliver affordable housing in each council area. The funding for Perth and Kinross for 2026/27 is £16,998,000. The Scottish Government have changed from giving one year funding allocations to multi-year RPAs. This is a positive step and provides much greater certainty to manage the programme. The RPA for each of the years within this SHIP, are as follows: Financial Year RPA 2027/28 £17,508,000 2028/29 £18,033,000 2029/30 £18,574,000 2030/31 Not announced yet 2031/32 Not announced yet 3.11 All projects identified as priorities for funding over the 5-year period are identified within Appendix 2 of the ‘Strategic Housing Investment Plan 2027/28 - 2031/32’ report. These projects have been recorded on the Scottish Government’s Housing and Regeneration Programme (HARP) system. Page 73 of 140
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4. Proposals 4.1 The SHIP 2027/28 – 2031/32 is set out in Appendix 1, with the selected projects contained in Appendix 2 of that report and a notional grant allocation listed against each project to demonstrate the funding required. The grant allocations are based on estimates using benchmark figures. The table in appendix 2 off the ‘Strategic Housing Investment Plan 2027/28 - 2031/32’ report does not include any sites that have no funding during the SHIP years and so projects currently onsite, or due to go onsite this year with no grant funding allocated in 2027/28 or beyond, are not included in that table. 4.2 The construction sector can be challenging and often sites do not start when it is hoped or anticipated that they will. This places at risk our ability to spend the grant that the Scottish Government offer through the RPA and if we do not spend our full allocation within the financial year, we cannot carry this onto next year, and this would be re-allocated elsewhere. To ensure that we spend the full grant monies available, the SHIP 2027/28 – 2031/32 has been over- programmed by 30% to allow for any slippage. Scottish Government guidance indicates that plans should be over provisioned by a minimum 25%. 4.3 Appendix 1 in the ‘Strategic Housing Investment Plan 2027/28 – 2031/32’ sets out in detail the anticipated starts and completions over the 5-year period. The headline outputs are listed in the table below. Financial Year Starts (including buybacks) Completions (including buybacks) 26/27 276 223 SHIP Period 27/28 – 31/32 27/28 441 252 28/29 350 412 29/30 198 301 30/31 208 319 31/32 169 156 Total 1366 1440 Yearly Average 273 288 4.4 Projecting yearly outputs can be challenging and subject to change, however based on current projections the LHS target of delivering 210 new affordable homes can be delivered through the SHIP period. However, it relies on PKC ensuring that the full RPA is drawn down each financial year and continues to support the community led housing projects that are set out in the ‘Strategic Housing Investment Plan 2027/28 - 2031/32’. Page 74 of 140
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4.5 Once approved, the SHIP will be submitted to the Scottish Government through the HARP system before the required date of 31st October 2026. 4.6 The ‘Strategic Housing Investment Plan 2027/28 - 2031/32’ will be published on the Perth and Kinross Council website so that the public can easily find it. 5. Conclusion/Rationale for Recommendations made in Section 2 5.1 The multi-year funding offer from the Scottish Government, which covers year 1-3 of this programme, now gives greater certainty, which will enable PKC to coordinate the delivery of affordable housing more effectively. 5.2 The ‘Strategic Housing Investment Plan 2027/28 - 2031/32’ outlines the investment plan for affordable housing in Perth and Kinross for 2027/28 – 2031/32. 5.3 As outlined in recommendation 2, it’s important that delegated powers are approved to allow for changes in the housing market and sites not developing as expected. 6. Impact and Value Assessment 6.1 Link to IVA 7. Appendices 7.1 Appendix 1 – Strategic Housing Investment Plan 2027/28 – 2031/32, including • SHIP Delivery Tables, • SHIP Grant Funding Tables, • Empty Homes Returns, • Prioritisation Framework Page 75 of 140
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Appendix 1 Perth and Kinross Council Strategic Housing Investment Plan 2027/28 – 2031/32 “Everyone in Perth and Kinross has access to the right home, in the right place and at the right cost” 7 Page 77 of 140
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Contents 1. Introduction 2. Strategic Context 3. Housing Need and Demand 4. Available Resources 4.1 Affordable Housing Supply Programme 4.2 Housing Revenue Account (HRA) 4.3 Developer Contributions 4.4 Council Tax Reserve Income from the Reduction of Discount for Empty and Second Homes 4.5 Housing Infrastructure Fund (HIF) 4.6 Vacant and Derelict Land Investment Programme (VDLIP) 4.7 Rural Housing Fund 4.8 Affordable Rural Homes for Key Workers Fund 5. Affordable Housing Delivery 6. Connection with other LHS priorities 6.1 Empty Homes 6.2 Gypsy Travellers 6.3 Child Poverty 6.4 Rapid Rehousing Transition Plan (RRTP) 6.5 Accessible Homes / Supported Housing 6.6 Rural / Community Led Housing 6.7 City / Town Centre Living 6.8 Energy Efficiency 6.9 Mid-Market Rent / Low-Cost Home Ownership 7. Partnership Working, Consultation and Monitoring 8. Affordable Housing Policy 9. Prioritisation Framework 10. Development Constraints 11. Procurement Approaches 12. Equalities 13. Strategic Environment Assessment Appendix 1 – SHIP Delivery Tables Appendix 2 – SHIP Grant Tables Appendix 3 – Empty Homes Returns Appendix 4 – Prioritisation Framework Page 78 of 140
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1. Introduction The Strategic Housing Investment Plan (SHIP) 2027/28 -2031/32 outlines investment priorities for new supply affordable housing over five years, aligning with the outcomes set out in the Local Housing Strategy (LHS) 2022-2027. The SHIP is designed to be a working tool which: • Improves long-term strategic planning. • Details how investment in affordable housing will be directed. • Sets out key investment priorities for affordable housing and demonstrate how these will be delivered and then resourced. • Forms the basis for detailed programme planning. • Focuses on partnership working. • Informs Registered Social Landlord (RSL) development funding plans. • Allocates resources from a national to a local authority level. • Reinforces the local authority’s role as the strategic housing authority. The Council and its partners are committed to overseeing a programme of new affordable housing that will contribute to the Scottish Government’s Housing to 2040 ambitions for new affordable homes. To support this, the Scottish Government have confirmed the Resource Planning Assumption (RPA) for Perth and Kinross: Year Resource Planning Assumption 2026/27 £16,998,000 2027/28 £17,508,000 2028/29 £18,033,000 2029/30 £18,574,000 2030/31 Not announced yet 2031/32 Not announced yet All projects identified as a priority for funding over this 5-year period are set out in appendix 3 and are recorded in the Scottish Government’s Housing and Regeneration Programme (HARP) system. Whilst these projects are included within the SHIP as a priority, this does not guarantee their delivery as each site will be subject to planning and have to satisfy the requirements of a planning application and viability tests. Projects included within the SHIP will be delivered through new build, buybacks, conversions, and remodelling. The Scottish Government will use this information to draft a Strategic Local Programme Agreement (SLPA). 2. Strategic Context Housing to 2040 sets out the Scottish Government’s vision that everyone in Scotland should have access to a warm, safe, affordable and energy efficient home that meets their needs in a community they feel part of and proud of. The strategy is based on the principles of social Page 79 of 140
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justice, equality and human rights and includes a target to deliver 110,000 affordable homes in the 10 years up to 2031/32, with 70% of these for social rent. The Perth and Kinross Local Housing Strategy (LHS) 2022-27 has been informed by the themes and aims set out in Housing to 2040 and aims to deliver on the vision that “Everyone in Perth and Kinross has access to the right home, in the right place, and at the right cost”. The four main priorities set out in the Perth and Kinross LHS 2022-27 that this plan helps to support are: • LHS Priority 1: Providing more affordable homes to support liveable and sustainable communities. • LHS Priority 2: Providing a range of housing options that people can easily access, afford, and keep. • LHS Priority 3: Delivering housing for people with varying needs. • LHS Priority 4: Delivering quality homes with affordable warmth, zero emissions, and SMART technology. In addition to ‘Housing to 2040’ vision, the SHIP considers the Scottish Government’s Housing and Planning Delivery Framework (HPDF). This framework promotes better collaboration between Housing and Planning Services, focusing on the Local Housing Strategy, Housing Need and Demand Assessment and Scottish Planning Policy. The National Planning Framework 4 (NPF4) sets national planning policies and a development plan for Scotland. Along with other key local documents like the Local Development Plan (LDP) and the Housing Land Audit (HLA), NPF4 has guided the investment decisions in the SHIP and ensures a steady supply of future projects. The SHIP also aligns with the aims of the Perth and Kinross Integration Joint Board Strategic Plan 2024-2027. The Housing Contribution Statement, which acts as the bridge between the LHS and the Strategic Plan, reflects how housing contributes to the Strategic Plan priorities, emphasising the importance of providing suitable housing and support to help people live independently. This includes: • Working with housing developers to build sustainable housing which can be easily adapted to meet changing household needs. • Continuing to work in partnership with a range of services to meet the housing requirements of people with particular needs. • Providing a range of housing options for older people, including sheltered housing with on-site housing support. • Intervening early to prevent and respond to homelessness effectively. • Ensuring suitable housing and housing support is available to prevent admissions and prolonged stays in hospital and engage early with partners to deliver a seamless service for people discharged from hospital. Page 80 of 140
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• Ensuring residents and tenants have access to services which allow their current home to be adapted to meet their medical and support needs. • Supporting residents to live in warm, dry, energy efficient and low carbon homes which they can afford to heat. 3. Housing Need and Demand The Perth and Kinross Housing Need and Demand Assessment (HNDA) was conducted in 2021 across Tayside, including Angus, Dundee, Perth and Kinross and Northern Fife. A report based on the HNDA was presented to the ‘Housing and Social Wellbeing Committee’ in March 2023, outlining the Housing Supply Targets. The Housing Supply Target is incorporated into the LHS as an annual target over five years. This determines the scale and type of affordable housing required to meet housing need and demand throughout the LHS period. The LHS has set a target of 210 new supply affordable homes per year. This is across a range of delivery types including new build, buybacks, conversions, remodelling and empty homes, by both council and RSL partners with a mix of social rent and other tenure, e.g. shared equity, mid-market rent (MMR). For development planning purposes, the Perth and Kinross housing market is divided into five Housing Market Areas (HMAs). These are: • Greater Perth • Highland • Kinross • Strathearn • Strathmore & The Glens There are no specific housing supply targets for these HMAs. Work has commenced on a refreshed HNDA to inform the next LDP and LHS, and although it is too early to convey outputs within this SHIP, the following actions have been completed so far • Established a Housing Market Partnership (HMP) to provide the necessary stakeholder engagement forum. • An external company, Arneill Johnson, has been procured to confirm, via market research, that the existing Housing Market Areas (HMA’s) are satisfactory and do not need to change. This has been approved by the HMP • A survey has been conducted to identify the necessary data to consider the need and demand of the community, and local business. • Housing Market Drivers that inform the HNDA calculation have been identified 4. Available Resources 4.1 Affordable Housing Supply Programme (AHSP) Page 81 of 140
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The Affordable Housing Supply Programme is part of the Scottish Government’s More Homes Scotland approach. It aims to increase affordable homes across all tenures and meet the objectives set out in ‘Housing to 2040’. This Programme supports the Council in delivering its affordable housing priorities. The SHIP priorities inform the Strategic Local Programme Agreements (SLPA’s). The SLPA is a 3-year programme, containing SHIP projects, with year one being the finalised list of projects with approval to make applications for funding from the Scottish Government. There are published grant benchmark rates for these applications with figures varying depending on location, tenure, applicant, and provision of additional quality standards. To support the delivery of affordable homes, local authorities are provided with Resource Planning Assumptions (RPAs) by the Scottish Government. RPAs are the yearly grant allocation that helps finalise the programme and act as a guide for planning over the 5-year period of the SHIP. The funding allocation for Perth and Kinross is noted in Section 1 above. The multiyear funding announcement is welcome, as this provides more certainty, than was the case previously when only one year RPA’s were made available. The Scottish Government guidance is that minimum 25% over provision should be built into the programme. This SHIP has been over provisioned by 30% to ensure our full grant allocation is met and account for any slippage that is, naturally, likely to occur. The level of over provision has been deemed appropriate, based on recent delivery outputs, and the level of slippage seen previously. The SHIP has been front loaded with space in later years should projects slip and a notional grant allocation has been attributed to each project at benchmark levels to demonstrate that the programme is planned effectively. Running parallel to the SHIP is a programme of ‘pipeline’ projects, this both ensures a good supply of projects to come into future SHIP’s as well as reflecting a focus on projects that are deliverable. Whilst this SHIP contains predominantly new build projects, the Council has increased its target to deliver buybacks from 40 to 50 per year and encourages partner RSLs to identify opportunities to do this also, where it meets their strategic needs. Buybacks not only increase the supply of good quality affordable housing in areas of need but can also reduce maintenance costs by targeting those properties that bring majority or full ownership of a block back. These properties are typically 1, 2, or 3 bed properties and can meet the housing needs of a variety of households, including those with a medical need. Whilst the target had been set at 40 per year, purchases in years 24/25 and 25/26 have been over and above this number. So, whilst the target has been increased to 50 per year in this SHIP, consideration will be given as to whether a larger number can be purchased per year, should finances allow. However, buybacks are dependent on what becomes available, which is out of the control of the Council as it is an individual’s decision whether to sell or not. The Council, in consultation with the Scottish Government, will continue to manage the AHSP in conjunction with its Housing Capital Plan, Housing Revenue Account investment, Council Tax 2nd Homes Funds, and Commuted Sums to maximise the delivery of affordable housing in priority areas during the SHIP period. Page 82 of 140
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4.2 Housing Revenue Account (HRA) Prudential borrowing via the HRA is a key funding component used in addition to Scottish Government housing subsidy to support the delivery of Council affordable homes. The financial viability of all potential Council projects is assessed in terms of the Housing Revenue Account 30-year business plan. This ensures that the capital costs generate a reasonable return on investment over the long term. The new build programme is monitored as part of the HRA capital monitoring process between Finance, Housing, and Property. The Council has a new build programme target of 80 new build affordable homes per annum during the 5-year period of this SHIP. 4.3 Developer Contributions There are a range of different types of developer contributions on new housing sites however the criteria for Affordable Housing obligations, including commuted sum payments, are set out in PKCs Developer Contribution and Affordable Housing Supplementary Guidance. There is currently around £1million available from Developer Contributions to support the delivery of affordable housing initiatives throughout Perth and Kinross. These funds can be used to augment grant funded projects to become viable and, where appropriate, can be considered as a complement to Scottish Government housing subsidy. The developer contributions need to be spent within that housing market area in which they were raised. Applications for Developer Contributions can be made to PKC Housing Strategy to support the delivery of affordable homes. However, PKC take a sequential approach to the implementation of the affordable housing contributions with onsite provision being preferred, and so the expectation is that commuted sum income will reduce. In the financial year 2025/26, PKC Housing Services drew down £320,000 as a contribution to redevelopment of the former Beechgrove Care Home site and contributed £60,000 towards PKCs Buyback initiative. In addition, some smaller awards were made towards feasibility studies and rural housing initiatives. 4.4 Council Tax Reserve Income from the Reduction of Discount for Empty and Second Homes The Council has funding available through income raised each financial year from Council Tax (Empty Homes and 2nd Homes). This funding assists in supporting the provision of all affordable homes delivered by the Council (new build and Empty Homes) and new builds for RSLs. As of 1 April 2026, the balance of funds remaining from Council Tax for the delivery of affordable housing was £6.2m. Since 2015/16 through the delivery of new build affordable housing and Empty Homes, the Council has used funding of over £12m from the Council Tax to assist with the delivery of affordable homes. For new supply affordable homes, these funds, as well as developer contributions, are used on a case-by-case basis depending on the nature and funding position of the project. Page 83 of 140
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These funds have supported a number of affordable housing projects and a commitment has been made to continue to support delivery of affordable housing through this SHIP. The table below lists the projects that have been, or will be, supported with a financial contribution via this fund. Previous Delivery Site Total New Homes Organisation Year Lynedoch Road, Methven 17 PKC 24/25 Kinross Off the Shelf 6 PKC 24/25 Dunkeld NTS 20 PKC 24/25 Glenalmond Road, Rattray 18 PKC 25/26 Broich Road, Crieff Off the Shelf 12 PKC 25/26 Westpark, Blairgowrie Off the Shelf 4 PKC 25/26 Westpark OTS 3 PKC 26/27 Future Delivery Fishers Way, Aberfeldy 3 Aberfeldy Development Trust 26/27 East of St Cedds Road, Ballinluig 35 PKC 27/28 Castlemains, Auchterarder 12 PKC 27/28 Westfields, Rattray 54 PKC 27/28 Balhousie Perth 47 PKC 27/28 Beechgrove, Perth 33 PKC 28/29 Moncreiffe Care Home, Bridge of Earn 42 PKC 28/29 Borlich, Aberfeldy 35 PKC 29/30 Scone North 37 PKC 29/30 Duntaylor Avenue, Aberfeldy 52 PKC 29/30 Beyond supporting specific affordable housing projects, and the operation of PKC’s Empty Homes service, the funds also cover some staffing costs within Housing Strategy, as well as contributions to Council Tax and Missing Shares posts. 4.5 Housing Infrastructure Fund (HIF) The HIF funds stalled housing developments due to the excessive cost or nature of the infrastructure works required. PKC considers suitable sites on an ongoing basis and has had some dialogue with the Scottish Government over a potential application, however it’s not clear currently whether any sites within the SHIP meets the criteria that the Scottish Government set out. Nevertheless, PKC will continue dialogue with the Scottish Government and should a suitable site be identified, ensure that an application to HIF is submitted. The HIF, and the other funds noted below, sit separate from the main programme and are not taken from the RPA, and so are additional funds available to help the programme. 4.6 Vacant and Derelict Land Investment Programme (VDLIP) Page 84 of 140
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The Vacant and Derelict Land Investment Programme (VDLIP) offers funding to transform long-term vacant and derelict sites. There are no projects in this SHIP being funded by VDLIP, largely due to the lack of sites that fall into this category within Perth and Kinross. However regeneration is a key component of this SHIP and aligns with Housing to 2040’s ‘brownfield first’ approach. Over the course of this SHIP, we project that 457 new affordable homes can be delivered on brownfield sites, which is 35% of new build delivery over this 5-year plan. There will be 72 new affordable homes delivered on sites that are on the Vacant and Derelict Land Register. PKC have adopted a policy whereby priority is given to affordable housing as an end use, when disposing of its surplus land or buildings. This reflects the ambition to enhance the provision of affordable housing on brownfield sites and move towards achieving the LHS ambition to deliver 50% of affordable homes on brownfield sites. There are no housing sites with VDLIP funding attached to them. 4.7 Rural & Islands Housing Fund (RIHF) PKCs Housing Strategy Team, alongside rural specialists Communities Housing Trust, is actively working with seven Community Development Trusts to support Community-Led affordable housing and deliver new affordable homes in rural Perth & Kinross. Since 2022, PKC has undertaken a Housing Needs Assessment Programme (HNAP), delivered by CHT. To date, Housing Needs Assessments have been carried out in seven settlements across Perth & Kinross, these are: • Dunkeld and Birnam • Pitlochry • Mount Blair • Aberfeldy • Comrie • Kinloch Rannoch • Blair Atholl Current live projects supported by RIHF include: • 2 refurbished flats at Aberfeldy Town Hall, due to complete September 2026 • 3 newbuild flats to be purchased ‘off-the-shelf' in Aberfeldy, due to settle in September 2026 • 8 new affordable homes in Aberfeldy, application for planning permission was lodged May 2026 • 12 new affordable homes in Kinloch Rannoch, application for detailed planning permission was lodged July 2026 • Pre-application lodged April 2026 by Comrie Development Trust for 4 new affordable homes • 10-15 new Community-Led affordable homes in Aberfeldy to be delivered as part of a larger PKC-led project Page 85 of 140
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• Dunkeld & Birnam Community Development Trust undertaking feasibility for up to 12 new affordable homes in Birnam In addition, PKC’s Housing Strategy and Communities Housing Trust are exploring candidate sites with Pitlochry Community Action Trust, and are also supporting Blair Atholl & Struan Community Council to establish a Community Development Trust or Scottish Charitable Incorporated Organisation (SCIO) to deliver new affordable homes Typically, RIHF funds are secured alongside other funding such as Scottish Land Fund, charitable trusts and Housing Subsidy. Community-Led housing helps address a lack of affordable homes in rural areas and aligns with the Scottish Government’s Rural & Islands Action Plan (2023). Typically, there are fewer housing sites brought forward in these locations, and small rural communities can have varying types of housing need that is often better addressed by enabling those that live and work in these communities, to deliver new, affordable homes. 4.8 Affordable Rural Homes for Key Workers Fund Up to £25 million across Scotland is being made available from the Affordable Housing Supply Programme budget over 2023 to 2028 for the Rural Key Workers Housing Fund. The funding enables local authorities and RSLs to purchase existing suitable properties in rural areas which can be rented directly or leased to employers to provide affordable homes for key workers. Opportunities to utilise this fund on bulk purchases are being explored to ensure that key workers can be housed in the areas of identified need. The updated common allocations policy in Perth and Kinross includes ‘people unable to take up a key worker job offer due to affordable housing not being available’, as a strategic need category, that provides the applicant with a high priority for re-housing. This enables access to social rented sector for key workers requiring affordable housing, where this is deemed necessary. A survey was undertaken via Health and Social Care Partnership to identify areas of key worker need within the care sector and enhance the evidence base that has been accrued via the Housing Needs Assessments done in some of our rural locations. More recently, work has begun on a refreshed Housing Need and Demand Assessment (HNDA) which will be able to highlight need for Mid-Market Rent housing that could be targeted at key workers. An extensive survey was carried out as part of this work. Consideration will also be given to Local Lettings Initiatives in locations where new supported housing developments are being built to ensure suitable staff resource. PKC will work with partners delivering Mid-Market Rent also to ensure that new supply can be targeted towards key workers in areas of identified need. This will be done by coordinating both with the Council’s Housing Options Service and the Health and Social Care Partnership. 5. Affordable Housing Delivery The programme, outlined in appendix 3, is based on operating at 130% of the current RPA. This approach is taken to effectively manage slippage and the outputs listed in the table below should be considered on that basis. Page 86 of 140
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The table in appendix 2 contains expected delivery data for the 5-year period, and below is the headline data from that table. Financial Year Starts (including buybacks) Completions (including buybacks) 26/27 276 223 SHIP Period 27/28 – 31/32 27/28 441 252 28/29 350 412 29/30 198 301 30/31 208 319 31/32 169 156 Total 1366 1440 Yearly Average 273 288 Projecting yearly outputs can be challenging and will be subject to change, however based on current projections the LHS target of delivering 210 new affordable homes can be delivered through this SHIP period if the funding levels remain as projected. However, it relies on PKC ensuring that the full RPA is drawn down each financial year and continues to support the community led housing projects that are set out below. The programme is designed so that should monies become available over and above our RPA, then we are able to claim that and bolster our outputs. 6. Connection with other LHS priorities 6.1 Empty Homes Having empty homes as an integral part of affordable housing provision ensures a coordinated approach within Perth and Kinross. The Council’s aim is to bring 135 privately owned empty properties back into use each year. The Vacant Property Team and the Private Sector Housing Team work collaboratively to deliver an Empty Homes Service that provides advice and assistance to owners of long-term empty properties and work towards set targets. The Empty Homes Service covers both residential and non-residential properties to provide a holistic approach to solving the problems caused by empty buildings. The Private Sector Housing Team works in tandem with the Housing Options Team to ensure empty homes are targeted in appropriate areas and to those in housing need. Our Empty Homes Initiative grants, administered by our Private Sector Housing Team, enable owners to upgrade or repair their properties in return for the properties being let out at Local Housing Allowance rates for a 5-year period, which both returns an empty property to use and increases the supply of affordable housing. These properties are let through the Rent Bond Guarantee Scheme which aims to help people access housing opportunities in the private rented sector. In 2025/26, 11 Empty Homes Initiative grants were issued to owners to repair or renovate their properties with a view to them being let out at Local Housing Allowance levels. Furthermore, through Vacant Page 87 of 140
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Property Feasibility Grants, funding of professional fees for owners allows them to undertake feasibility studies to enable repairing or re-purposing of their empty properties. The Scottish Government guidance on the SHIP content, specifies that we should set out an overview of the numbers of empty homes brought back into use, with the assistance of the Council, over the last three financial years. However, this is already reported yearly to Empty Homes Partnership, operated by Shelter Scotland on behalf of the Scottish Government. Though to adhere to the Scottish Government Guidance, this information is listed in appendix 4. Whilst these figures reflect the recorded empty homes being returned with assistance by PKC, they do not show the long-term trends in empty homes. In 2014 the percentage of dwellings in Perth and Kinross that were long term empty homes was 2.3%, compared to a national figure of 1.3%, whereas by 2024 this was 2% in Perth and Kinross, and 1.6% nationally. There will naturally be year on year fluctuation, however the general trend of long-term empty homes shows a declining percentage of dwellings in Perth and Kinross being long term empty dwellings compared to an increase nationally, and this is resulting in greater alignment between Perth and Kinross and Scotland. 6.2 Gypsy Travellers Gypsy Travellers have travelled through Perth and Kinross for centuries and many have in more recent times settled within the community as residents. Perth and Kinross Council have a ‘Perth and Kinross Gypsy/Traveller Action Plan – 2023-27’, that establishes a range of outcomes it hopes to achieve, to enable the community to flourish. There are two permanent sites operated by PKC, Double Dykes and Bobbin Mill, providing 26 units of chalet-style accommodation. The two PKC sites were transferred into the HRA in 2022, which will enable planned maintenance and Capital improvements programmes to ensure Scottish Housing Regulator standards are maintained. There are no temporary or short stay pitches on these sites and occupancy levels at these sites are typically 100%. There are also 24 pitches across 3 private sites. A major capital project at the Double Dykes site to replace the 20 chalets with high-quality, energy efficient accommodation has been completed. This transformative project has not only upgraded the accommodation itself but also the services, boundaries, pathways, drainage and amenity space. PKC secured nearly £4m in funding from Scottish Government’s Gypsy/Traveller Accommodation Fund, with the remaining cost being covered by the Housing Revenue Account (HRA). The development was done in 3 phases to minimise disruption to residents. A feasibility study has also commenced to look at options for improving Gypsy Traveller provision at Bobbin Mill. This is at the early stages, with two engagement sessions held with the community from Bobbin Mill. The feedback from the second engagement session has been reviewed, and further individual meetings have commenced with residents to discuss their feedback and ensure their requirements have been clearly outlined. Based on discussions from the second engagement session, residents were also provided with the opportunity to visit a chalet that has been installed on a site in Fife. Page 88 of 140
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The Local Housing Strategy 2022-2027 established a need to ‘Work with Gypsy/Traveller community members to have a better understanding of their accommodation needs and preferences and explore and develop workable solutions’. This work will continue as part of the emerging Local Development Plan (LDP3) and will involve representatives from Planning and Housing establishing need to ensure that the supply of suitable sites is identified. A specific piece of work to identify housing need and demand of the gypsy traveller community to inform the next LDP and LHS is underway, sitting alongside the new Housing Need and Demand Assessment (HNDA). It was however already established that a site was required for transient travellers, and so PKC undertook a site assessment appraisal via the Urban Capacity and Brownfield study, to consider the available options. Plans were then developed for the preferred site in consultation with the gypsy traveller community, and a planning application was recently submitted, and approved at committee. 6.3 Child Poverty The Council’s Child Poverty Action Report prioritises new affordable housing in areas with high child poverty. This helps those in need access quality homes and improves life chances. In 2025/26 there were 8 new build properties delivered in the Scottish Index of Multiple Deprivation (SIMD) lowest quintile (lowest 20%), reflecting 7% of new build delivery. Over this 5-year SHIP, there is projected to be 32 new build properties funded in SIMD lowest quintile (lowest 20%), which equates to 2% of new builds being given grant assistance. However, Perth and Kinross Council have a Child Poverty Working Group that seeks to ensure that there is a collaborative approach to reducing child poverty within our communities. Part of this approach is identifying key areas of need within Perth and Kinross, and a recent report, using a variety of local data sources, highlighted, by school catchment, those areas most in need, or at risk of child poverty. During the lifetime of this SHIP, there is projected to be 232 new build homes delivered in the top 5 school catchment areas that are most at risk of facing child poverty. As the Child Poverty Action Plan 2023/24 highlights, the SIMD identifies deprived areas, not people, and this can be problematic for Perth and Kinross due to having substantial rural areas where poverty is dispersed. A focus on rural areas where housing costs are high is also important to alleviate pockets of child poverty, as well as those within the six recognised priority groups at greatest risk of poverty. These are, minority ethnic families, lone parent families, families with a disabled person, families with three or more children, families with children under 1, and families with mothers aged 25 or under. The delivery of adapted housing is set out below, though in 2025/26, 42 of the new build properties were delivered with 3+ bedrooms, making them suitable for larger families, this equated to 38% of new build delivery. Projections for this SHIP are that 337 new build properties will be delivered suitable for larger families, which is 38% of this plan. It should be noted, that as this is a 5- year plan, so some projects are further progressed than others and some do not have a finalised design. This means that the figures used are based on current plans / estimates and subject to change. Page 89 of 140
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Using Common Housing Register waiting list information can be difficult to address need as applicants choose several areas for rehousing, however this data can help negotiate the housing mix for new sites to ensure larger family homes are provided where needed. Achieving a reduction in child poverty is a clear aim of the Local Housing Strategy, and Strategic Housing Investment Plan. Affordable housing enables more households to have the opportunity to reduce their housing costs and free up more of their income on other essentials for their children. Beyond the provision of new supply affordable housing contained in this SHIP, there has been a variety of measures, supported by PKC, to alleviate child poverty, these include: • The Tenancy Sustainment Fund providing 591 households with a financial payment toward their rent arrears balance, from a total budget of £220K. • The Financial Inclusion Project, delivered via CAB, supporting a total of 547 families with a financial gain of £672,778k for those referred. • Our Think Yes budget supporting a total of 181 households, with a spend of £28,175. This £30k fund is used by Locality Housing Teams to help meet the costs of moving into a new home. The fund in 2026-2027 has been increased to £60K, due to the ongoing need for assistance. • Supporting 62 households in the Private Rented Sector to sustain their tenancies through the Private Sector Sustainment Fund with a spend of £68,286K. • The Scarf energy advice service was focused on low EPC rated homes and facilitated applications to the ECO4 scheme. A total of 1,331 residents were engaged through letters, calls, and community events with the total financial cost of the installed measures estimated to be around £1,256,376. • The SCARF Home Energy Advice Team project, funded by Housing & Communities, providing energy advice services to a total of 519 households through Home Visits and remote Home Visits. The advice resulted in £168.00 of energy debt being written off and £47,277 of Fuel Bill discounts being received from the Energy Redress Fund. 6.4 Rapid Rehousing Transition Plan (RRTP) Adopted in April 2019, the PKC’s Rapid Rehousing Transition Plan (RRTP) aimed to prevent homelessness and minimise its impact. It supported the Local Housing Strategy, was an integral part of the Strategic Housing Investment Plan (SHIP) and influenced the delivery of the Health and Social Care Partnership’s Strategic Plan. The main objectives within the RRTP were to deliver a service which is focussed on preventing homelessness and minimising the impact of homelessness where it cannot be avoided. This was to be achieved by continuing to: • intervene early and prevent homelessness through enhanced advice, assistance and support. Page 90 of 140
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• offer and provide a route for homeless people to move directly to settled accommodation. • reduce the need for temporary accommodation and minimise the length of time people spend in temporary accommodation where it cannot be avoided. Throughout the period of the RRTP Perth & Kinross has achieved many of the rapid rehousing objectives, significantly reducing the number of households in temporary accommodation, the length of wait to be offered settled accommodation, and reducing the use of unsuitable accommodation to stays of no more than 6 nights, where it is unavoidable. Perth & Kinross continues to be sector leading in the majority of homeless indicators. However, 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’. The Scottish Government confirmed that they will no longer require Local Authorities to update and submit revised RRTP’s. It is anticipated that the Scottish Government 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. PKC has committed to developing a Homelessness Strategy or Statement as an appendix to the next LHS which is due to be published in May 2028. Increasing the supply of suitable affordable housing will assist in meeting the strategic aims of prevention of homelessness. It will also support the commitment to ensuring that those in housing need find the fastest route to safe and secure accommodation and help them resettle in their new homes quickly and successfully with support. Strong partnership working with Housing will ensure that new housing through the SHIP reflects the required needs of people facing homelessness. 6.5 Accessible Homes / Supported Housing A Review of Housing for Older People began in November to plan for the housing and support needs of the ageing population. As part of this, a multiagency working group was formed which includes key PKC, Health and Social Care Partnerships (HSCP) and NHS leads. The Review will consider and be informed by: • Current and future demand needs analysis (Waiting Lists and Housing Need and Demand Assessment). • Current access into provision and opportunities for redevelopment • Provision of support and technology. • Communication & engagement with current tenants and wider population. Page 91 of 140
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In 2019 the Scottish Government published ‘Guidance for setting of Local Housing Strategy (LHS) targets to support the delivery of more Wheelchair Accessible housing’. Following on from this, the PKC LHS 22-27 set out a target that 10% of new build affordable homes to be wheelchair accessible or adaptable standard. In 2025/26, 9 fully wheelchair adapted properties were delivered via the SHIP with 10 adapted properties suitable for older / ambulant disabled households, which was 22% of new build delivery for the year. PKC will continue to work with developers and partner RSLs at an early stage in developments to achieve this target and enhance the provision of adapted properties in the locations that they are most needed. Over the course of the 5-year SHIP, 139 wheelchair adapted properties will be funded, which equates to 11% of new build delivery. Achieving a target such as this can be challenging as many developments not achieving the 10% will already be in the SHIP at a progressed stage. Where this is the case, and where appropriate, an amendment to planning, or new application will be made to ensure this target is met. Off the shelf opportunities often do not come with the required contribution and so consideration needs to be given to, where possible, enhancing provision of those sites with early involvement. The current LHS 2022-27 plays a significant role in improving public health in Perth and Kinross by setting the framework for delivering accessible homes, wheelchair homes and particular models of provision such as supported accommodation for key groups. The LHS also sets the framework for enabling people to live independently and well for as long as possible through investment in property adaptations, technology, care, and support services. The Council are also open to opportunities to invest in homes that are more attractive to elderly across tenures. There continues to be a need to develop projects which have adaptable features, community spaces and flexible support services, filling the gap between mainstream homes and homes for varying need. This will be particularly important in meeting the emerging needs of those in rural areas. The Council submitted a response to the Scottish Government Housing for Varying Needs (HfVN) Proposed Guidance Consultation (extended to Dec 2023), and plan to adopt new guidance subject to further revisions and publication in order to continue to meet the needs of these groups. Perth and Kinross Council have recently established a Complex Housing Solutions Panel, which is an interdepartmental body that comes together to review the households needing some form of adapted housing with the aim of identifying a housing solution for each. The solutions can include in situ solutions such as adaptation, conversion etc or new housing solutions such as existing stock allocations, or new supply. The panel is made up of officers that oversee Housing Options, OT, Housing Strategy, Housing Technical and Capital Projects, and seeks to provide a proactive, and coordinated, response to those with complex needs. Page 92 of 140
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For those who have been assessed as having care and support needs to live independently in the community, a home in the right place can be crucial. PKC’s Housing Strategy Team works closely with the Independent Living Panel (ILP), which provides an integrated approach to meeting housing, health and social care needs for those people who have been assessed as requiring support to enable them to live in the community. To ensure that appropriate accommodation can be planned for, referrals made to the ILP inform the programme of new build provision for this group including identifying suitable locations and primarily through consideration of the ‘core and cluster’ model of supported accommodation where a Support Provider is based in a property and provides 24/7 shared support to several individuals clustered around this. In 2023/24 a supported housing project, part funded via the SHIP, was delivered at Bertha Park, Perth by Kingdom Housing Association to meet independent living needs. Another SHIP project in Crieff, built by Hillcrest Housing Association, completed in 25/26. This will provide a further eight properties for individuals with support needs as well as 24/7 staff base. There are sites in the SHIP where supported housing opportunities are being explored in collaboration with the OT and the respective developer, such as Duntaylor Avenue, Aberfeldy. Furthermore, there is ongoing dialogue with the Independent Living Panel about need and demand in areas where new build sites are planned, so that a steady supply of new independent living resources can be delivered in suitable locations. 6.6 Rural and Community Led Housing PKC faces unique demographic challenges due to having a large rural population and a city within its boundary. The LHS 22-27 sets out the aim that the Urban / Rural population split (53%/47%) should be reflected in new affordable housing delivery. In 2025/26, 62% of new affordable housing delivered through the SHIP was in urban areas, whereas 38% was in rural locations, which is a slight variation from the previous year where the split matched exactly the 53/47 split. This SHIP will fund 618 new affordable homes in urban areas with 676 in rural locations, which equates to a 47% / 53%. Whilst these projections do not include buybacks or new delivery supported via the Rural Housing Fund, the current projections are that the SHIP will largely reflect the urban rural split set out in the LHS 22-27. The SHIP is only one funding mechanism that can aid delivery of affordable housing. PKC’s Housing Strategy Team works closely with communities to enable Community Led Housing to be delivered through funding streams such as the ‘Rural and Islands Housing Fund (RIHF)’ and the ‘Scottish Land Fund’. These approaches not only allow greater community input into the provision of affordable homes but also reduces reliance on the main programme grant. We have supported the completion of seven Housing Needs Assessments in rural areas to identify the specific needs of these communities. We are currently enabling seven local communities to deliver community led housing. Project Partner Planning Status RIHF Status Capacity Proposed Site Start Tenure Page 93 of 140
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Aberfeldy Town Hall Locus Breadalbane Trust Fully Consented Feasibility & Capital Approved 2 July 25 SR Fishers Way, Aberfeldy Aberfeldy Development Trust Fully Consented Funding in place 3 OTS Purchase July 2026 MMR Kinloch Rannoch Rannoch Development Trust 24/00308/IPL approved Application for detailed Planning Consent lodged July 2026 Feasibility Costs Approved 12 Spring 2027 Mixed Corran Reil site Aberfeldy Development Trust Planning Application lodged April 2026 Feasibility Costs Approved 8 Spring 2027 Mixed Ancaster Road, Comrie Comrie Development Trust Pre- application lodged April 2026 TBD 4 Summer 2027 SR Duntaylor Ave, Aberfeldy Aberfeldy Development Trust Developer-led, PKC is lead client - 10-15 Sep-27 Mixed Adjacent to Torlee Road, Dunkeld Dunkeld & Birnam Development Trust - Feasibility Costs Approved 10-12 TBC TBC Blair Atholl Railway Station Blair Atholl & Struan CC - Feasibility fully funded by Scotrail & RHT 3 TBC TBC Killiecrankie Rail Yards Pitlochry Community Action Trust - - 10 TBC Mixed The delivery of these projects though relies on the continued support of the Scottish Government through the Rural and Islands Housing Fund. There have been some recent applications made for feasibility works that have not been approved, which is constraining the ability of local communities to move projects forward. 6.7 City / Town Centre Living The LHS 22-27 identifies a target to deliver 53% new supply affordable housing in urban areas and 47% in rural areas, as this reflects the population split of our communities. So, whilst it is acknowledged that there is a substantial rural population, there is also a sizeable urban population with a city and a number of large towns within our boundary. Many wish Page 94 of 140
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to reside in town and city centre locations due to work opportunities, leisure activities, access to services etc and so a focus on town centre living can boost the local economy and community vibrancy. In this SHIP, we are projecting that 127 new affordable homes will be funded that are situated in or very near city and town centre boundaries of the Perth and Kinross, as defined in the Local Development Plan. 6.8 Energy Efficiency The Council seeks to maximise energy efficiency and reduce fuel poverty by meeting the ‘Greener’ energy efficiency standard in new builds, where practical. To meet this standard, homes must meet Section 7 Silver Standard Aspect 1 & 2 of the 2011 Building Regulations in relation to Carbon Dioxide emissions and energy for space heating, as a minimum. The standard may not be achievable in all projects, particularly where an existing building is to be redeveloped or where homes form part of a larger development for market provision or through the PKC Buyback scheme. The Council supports RSL partners to develop to ‘greener standard’ as a minimum and, where possible, to provide enhanced levels as set out within the Scottish Government’s Housing to 2040 vision. The Council has published a new Design Guide for Sustainable, Inclusive Homes – a Net Zero Approach, which aims to achieve, where possible, gold standard in energy efficiency. It must be acknowledged however that costs can be a barrier to this, and a balance between high energy standards and ensuring a robust programme of new affordable homes is maintained. 6.9 Mid-Market Rent / Low-Cost Home Ownership The Local Housing Strategy sets out a target that 30% of affordable housing delivery should be either MMR or Low-Cost Home Ownership. The proposed SHIP anticipates that over the 5-year period around 14% of the new build supply will be either Mid-Market Rent or Low- Cost Home Ownership, however efforts will be made to maximise this. To aid the delivery of Mid-Market Rent, approval to establish a Limited Liability Partnership (LLP) was given at Full Council, with the supplementary funding for the first tranche of 13 properties at Westfields, Rattray, which is now onsite. PKC will continue to pursue opportunities to enhance the stock of this LLP and deliver Mid-Market Rent in areas of need. These properties will be managed by council staff via PKC Lets, an experienced tenancy and property management service that operates from PKC and already provides this service to a number of private landlords within the local authority area. 7. Partnership Working, Consultation and Monitoring This SHIP has been developed through collaboration with the Scottish Government, RSLs, and other stakeholders such as Health and Social Care Partnership and tenants’ groups. Housing and Planning are also key partners for the development and ongoing delivery of the SHIP. Page 95 of 140
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PKC continues to have 6 weekly updates with the RSL partners to discuss affordable projects both current and future opportunities. These meetings bring an opportunity for partners to discuss the wider programme and strategic issues including updates from the Scottish Government, Scottish Water, the SHIP, and site prioritisation. Every 6 weeks, updates are provided to the Scottish Government on areas relating to planning, public utilities and slippage impacting current/future year funding. PKC also host an Affordable Housing Supply Programme Stakeholder meeting, which consists of Housing Strategy, Planning, RSL partners, and the Scottish Government. This involves the group discussing the current year programme alongside a range of other topics affecting the delivery of affordable housing in Perth and Kinross. This is scheduled three times throughout the year at key points. Regular contact is maintained outwith these set meetings to ensure a well-functioning programme is maintained. PKC has established an LHS Delivery Group to ensure delivery of outcomes set in the LHS. This group feeds into the Strategic Affordable Housing Board, which provides oversight on the delivery of Perth & Kinross’s Affordable Housing Supply Programme and ensures implementation of new affordable housing objectives contained in LHS and wider national strategies. The Board comprises senior managers and officers from Housing, Planning, Property, and Finance alongside an RSL representative. In developing the SHIP 2027/28 – 2031/32, all RSLs were asked to submit project proposals for any new sites. All proposals were assessed alongside Council projects using the SHIP prioritisation Framework (see Appendix 4) and the programme was then approved by the Strategic Affordable Housing Board. As outlined above, the Perth and Kinross multi-agency Independent Living Panel (ILP) provides key information to the SHIP to enable the provision of supported housing in the most appropriate locations and in the correct form. The ILP meets monthly and is made up of over 20 members working across Housing, Health and Social Care Partnership teams. The Panel provides an integrated approach to meeting housing, health and social care needs of people who have been assessed as requiring support to enable them to live as independently as possible in their own home or within a specialist provision. The recently established Complex Housing Solutions Panel will also directly feed into the delivery of the affordable housing supply programme by providing an evidence base in which to enable negotiations on individual sites to ensure a suitable supply of adapted housing. The Council has frequent meetings with developers to discuss development sites and how their developments can contribute to LHS priorities through inclusion in the SHIP. PKC’s planning department also host a Housebuilders Forum to offer developers a space to discuss issues ongoing within the sector. PKC’s Housing Strategy Team meet once a month with planning colleagues to review and discuss any issues related to the affordable housing supply programme. The private sector plays a very important role in supporting the delivery of affordable homes through affordable housing contributions on sites as well as the sale of ‘off the shelf’ properties. Page 96 of 140
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8. Affordable Housing Policy The ‘Developer Contributions and Affordable Housing Supplementary Guidance’ (2023) is linked to Policy 20 in the Perth and Kinross Local Development Plan 2 (2019). It outlines the contribution developers must make towards affordable housing to enable planning applications for new residential developments to be supported. This guidance was updated in 2023 and requires new housing developments to provide a 25% affordable housing contribution on applicable sites. Applicable sites being residential developments, including conversions, consisting of 5 or more units except where the LDP varies this quota on an individual site basis, or sites of 20 units or less in the City Centre Zone The guidance outlines PKC’s sequential approach for affordable housing contribution where onsite provision is preferred, followed by offsite provision, and then a commuted sum if the first two are not possible. Housing Strategy works with developers and RSLs early on to ensure the affordable housing component meets the local housing need. 9. Prioritisation Framework All new affordable housing proposals for the SHIP are prioritised using the SHIP Prioritisation Framework (see appendix 4). This framework assesses proposals based on the Council’s strategic aims, priorities, and project deliverability. The Council balances investment decisions through a mix of Council, RSL and developer delivery, considering various affordable housing tenures to meet housing need across all the HMAs. 10. Development Constraints The SHIP has built in an overprovision of 30% to account for slippage. This ensures that if developments are delayed, there are ample sites available to spend the grant monies that are made available via the Scottish Government. As noted previously, the RPA for each financial year needs to be spent within that year and so grant unspent does not roll over to next year but remains with the Scottish Government, and so development constraints can have serious effect on the programme. The construction sector has faced many challenges in recent years, including the pandemic, excessive inflation and because of the difficult economic times, there has been a number of construction companies that have gone into liquidation and so those operating currently need to mitigate risk and this can mean that development progress can be slow. The private sector companies that remain continue to face many obstacles that can affect development, including: • market volatility in the construction sector, impacting on private sector delivery timescales. • increased energy prices. • high material prices and shortages. • shortages of labour • economic uncertainty • lending challenges Page 97 of 140
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• additional costs associated with developing in rural areas. These issues need careful management, however, they also present opportunities for affordable housing providers. Off-the-shelf opportunities with private developers have been used to increase affordable housing supply, as have 100% affordable developments. However, as the PKC new build programme ramps up with a substantial number of starts projected for 26/27, off the shelf purchases are likely to be less utilised. Similarly, whilst 100% affordable housing developments will increase delivery of affordable housing, the system more broadly benefits from a mix of private and affordable housing delivery, which is something Housing Strategy will endeavour to promote. 11. Procurement Approaches PKC encourages collaborative procurement to deliver programmes effectively. The Council is part of the Scotland Excel framework and will also use the HUB framework for procuring services, where appropriate. They will also explore offsite and modern construction methods for new projects to ensure quality and speed. 12. Equalities PKC’s Impact and Value Assessment (IVA) process screens and monitors every Council proposal against statutory and non-statutory environmental, social and economic criteria. It covers a range of assessment areas including: Strategic and Resource implications, and impact assessment for Climate Change, Equality & Fairness, Child Rights & Wellbeing, Sustainable Procurement & Supply, and Strategic Environmental Assessment. This screening showed that an Equality & Fairness Impact Assessment was required as there was likely to be some positive impacts on some protected characteristic groups. A full assessment was done during the LHS process, which informs the SHIP outcomes, and so this has been referenced throughout the one done for this SHIP. 13. Strategic Environment Assessment The Strategic Environmental Assessment (Scotland) Act 2005 requires plans, programmes, and strategies to be screened for environmental impact. The SHIP, as part of the LHS, was pre-screened and found to have no or minimal environmental effects, making it exempt. The SEA Gateway has been notified. Page 98 of 140
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Appendix 1 Delivery Tables Table 1. SHIP Period Starts / Approvals Project Name HMA RSL General Needs Specialist / Supported W/Chair Total Affordable Homes Tenure Pre-Ship Starts / Approvals 26/27 SHIP Period Starts / Approvals 27/28 28/29 29/30 30/31 31/32 Pre- SHIP 26-27 Buybacks NA PKC 50 0 0 50 SR 50 Westfields, Rattray S&G PKC / HHA 87 0 16 103 SR / MMR 54 49 Castlemains, Auchterarder Strathearn PKC 10 0 2 12 SR 12 Moncrieffe Care Homes, Bridge of Earn Greater Perth PKC 38 0 4 42 SR 42 Almond Valley, Perth Ph1 Greater Perth KHA 28 0 0 28 SR / MMR 28 Colville House, Crieff Strathearn PKC 8 0 0 8 SR 8 Former Balhousie School, Perth Greater Perth PKC 42 0 5 47 SR 47 East of St Cedd's Road, Ballinluig Highland PKC 32 0 3 35 SR 35 27/28 Buybacks NA PKC 50 0 0 50 SR 50 Stanley H30 (ph1) Greater Perth KHA 14 0 2 16 SR 16 Almond Valley, Perth ph2 Greater Perth KHA 36 0 6 42 SR / MMR 42 Hawarden Terrace, Perth Greater Perth Ark 0 12 2 12 SR 12 Westpark Phase 1, Blairgowrie S&G KHA 66 0 7 73 SR/ MMR 73 Beechgrove, Perth Greater Perth PKC 26 0 7 33 SR 33 Oudenarde Site Greater Perth HHA 37 0 4 41 SR 41 Meadows Bridge of Earn Greater Perth KHA 24 0 3 27 SR 27 Powmill Kinross- shire KHA 7 0 0 7 MMR 7 Page 100 of 140
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Project Name HMA RSL General Needs Specialist / Supported W/Chair Total Affordable Homes Tenure Pre-Ship Starts / Approvals 26/27 SHIP Period Starts / Approvals 27/28 28/29 29/30 30/31 31/32 Duntaylor Avenue, Aberfeldy Highland PKC 39 8 5 52 Mix 52 Scone North S&G PKC 33 0 4 37 SR/ MMR 37 Former Hillside Hospital, Perth Greater Perth HHA 65 0 7 72 SR / MMR 30 42 Kirkmichael S&G CHA 7 0 1 8 SR 8 Milnab Street, Crieff Strathearn HHA 3 0 2 5 SR 5 Colonsay Resource Centre, Perth Greater Perth PKC 7 0 1 8 SR 8 28/29 Buybacks NA PKC 50 0 0 50 SR 50 Borlick Phase 1, Aberfeldy Highland PKC 23 8 4 35 SR 35 St Catherines Sq, Perth Greater Perth PKC 31 0 1 32 SR 32 Former Crieff Primary, Crieff Strathearn PKC 27 0 3 30 SR 30 Balbeggie H13 Greater Perth CHA 27 0 3 30 SR/SE 30 Townhead Road, Auchterarder, H342 Strathearn CHA 36 0 4 40 SR/SE 40 Westpark Phase 2B S&G Ark 0 42 6 42 SR 42 29/30 Buybacks NA PKC 50 0 0 50 SR 50 Pleasance Road, Coupar Angus S&G HHA 17 0 2 19 SR 19 Leisure Centre, Pitlochry Highland PKC 9 0 1 10 SR 10 Rossie Place Ph 1, Auchterarder Strathearn PKC 31 0 4 35 SR 35 Stanley H30 (ph2) Greater Perth PKC 28 0 3 31 SR 31 Dunning H20 Greater Perth CHA 18 0 2 20 SR/SE 20 Murray Royal, Perth MU336 Greater Perth KHA 16 0 2 18 MMR 18 Almond Valley Phase 3, Perth Greater Perth KHA 15 0 0 15 SR 15 Page 101 of 140
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Project Name HMA RSL General Needs Specialist / Supported W/Chair Total Affordable Homes Tenure Pre-Ship Starts / Approvals 26/27 SHIP Period Starts / Approvals 27/28 28/29 29/30 30/31 31/32 30/31 Buybacks 50 0 0 50 SR 50 Visit Scotland Office, Pitlochry Highland PKC 2 0 0 2 SR 2 Atholl Road/Elm Court, Pitlochry Highland PKC 16 0 2 18 SR 18 Abernethy Greater Perth PKC 31 0 4 35 SR 35 Blackford Strathearn HHA 64 0 7 71 SR / MMR 71 Moncur Road, Inchture Greater Perth HHA 10 0 2 12 MMR 12 Pitrocknie Village, Alyth S & G PKC 18 0 2 20 SR 20 31/32 Buybacks NA PKC 50 0 0 50 SR 50 Captains Glen, Bridge of Earn Greater Perth PKC 81 0 8 89 SR 89 Glover Street, Perth ph1 Greater Perth PKC 27 0 3 30 SR 30 1436 70 144 1642 Pre-SHIP SHIP Period 276 441 350 198 208 169 SHIP Period Starts / Approvals – 273 per year Table 2. SHIP Period Completions Project Name HMA Area RSL General Needs Specialist / Supported W/chair Total Affordable Homes Tenure Pre SHIP SHIP Period Completions 26/27 27/28 28/29 29/30 30/31 31/32 Buybacks NA PKC 50 0 0 50 SR 50 Stanley H31 Greater Perth CHA 11 0 0 11 SR 11 Page 102 of 140
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Project Name HMA Area RSL General Needs Specialist / Supported W/chair Total Affordable Homes Tenure Pre SHIP SHIP Period Completions 26/27 27/28 28/29 29/30 30/31 31/32 Pre- SHIP 26/27 Westpark, Blairgowrie OTS S & G PKC 3 0 0 3 SR 3 Broich Road, Crieff Strathearn KHA 47 0 5 52 SR 52 Broich Road, Phase 3 Strathearn KHA 25 0 0 25 MMR 25 Wester Tomaknock, Crieff Strathearn KHA 3 0 0 3 SR 3 Old Causeway, Kinross Kinross HHA 8 0 0 8 SR 8 Leslie Court (Conversion) Greater Perth KHA 8 0 0 8 SR 8 Forfar Road, Meigle Strathmore KHA 23 0 2 25 SR 25 St Andrews Street, Perth Greater Perth HHA 36 0 2 38 SR / MMR 38 27/28 Buybacks NA PKC 50 0 0 50 SR 50 Hatton Road, Rattray S&G HHA 33 0 5 38 Mix 38 Westfields, Rattray S&G PKC/ HHA 87 0 16 103 SR / MMR 54 49 Hawarden Terrace, Perth Greater Perth Ark 0 12 2 12 SR 12 Colville House, Crieff Strathearn PKC 8 0 0 8 SR 8 Powmill Kinross KHA 7 0 0 7 MMR 7 Castlemains, Auchterarder Strathearn PKC 10 0 2 12 SR 12 East of St Cedd's Road, Ballinluig Highland CHA 32 0 3 35 SR 35 Almond Valley, Perth Ph1 Greater Perth KHA 28 0 0 28 SR / MMR 28 Colonsay Resource Centre, Perth Greater Perth PKC 7 0 1 8 SR 8 Buybacks NA PKC 50 0 0 50 SR 50 Page 103 of 140
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Project Name HMA Area RSL General Needs Specialist / Supported W/chair Total Affordable Homes Tenure Pre SHIP SHIP Period Completions 26/27 27/28 28/29 29/30 30/31 31/32 28/29 Oudenarde Site Greater Perth HHA 37 0 4 41 Mix 41 Beechgrove, Perth Greater Perth PKC 26 0 7 33 SR 33 Duntaylor Avenue, Aberfeldy Highland HH 39 8 5 52 Mix 52 Former Balhousie School, Perth Greater Perth PKC 42 0 5 47 SR 47 Moncrieffe Care Homes, Bridge of Earn Greater Perth PKC 38 0 4 42 SR 42 Almond Valley Phase 2, Perth Greater Perth KHA 36 0 6 42 SR 42 Meadows Bridge of Earn Greater Perth KHA 24 0 3 27 SR 27 Milnab Street, Crieff Strathearn HHA 3 0 2 5 SR 5 Stanley H30 (ph1) Greater Perth KHA 14 0 2 16 SR 16 Kirkmichael S&G CHA 7 0 1 8 SR 8 29/30 Buybacks NA PKC 50 0 0 50 SR 50 Scone North S&G PKC 33 0 4 37 SR/ MMR 37 Borlick Phase 1, Aberfeldy Highland PKC 23 8 4 35 SR 35 Former Crieff Primary, Crieff Strathearn PKC 27 0 3 30 SR 30 Former Hillside Hospital, Perth Greater Perth HHA 65 0 7 72 SR / MMR 32 40 Almond Valley Phase 3, Perth Greater Perth KHA 15 0 0 15 SR 15 Balbeggie H13 Greater Perth CHA 27 0 3 30 SR/SE 30 St Catherines Sq, Perth Greater Perth PKC 31 0 1 32 SR 32 Page 104 of 140
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Project Name HMA Area RSL General Needs Specialist / Supported W/chair Total Affordable Homes Tenure Pre SHIP SHIP Period Completions 26/27 27/28 28/29 29/30 30/31 31/32 Westpark Phase 1, Blairgowrie S&G KHA 66 0 7 73 SR / MMR 40 33 30/31 Buybacks NA 50 0 0 50 SR 50 Rossie Place Ph 1, Auchterarder Strathearn PKC 31 0 4 35 SR 35 Westpark Phase 2B S&G Ark 0 42 6 42 SR 42 Stanley H30 (ph2) Greater Perth PKC 28 0 3 31 SR 31 Dunning H20 Greater Perth CHA 18 0 2 20 SR/SE 20 Murray Royal, Perth MU336 Greater Perth KHA 16 0 2 18 MMR 18 Townhead Road, Auchterarder, H342 Strathearn CHA 36 0 4 40 SR/SE 40 Leisure Centre, Pitlochry Highland PKC 9 0 1 10 SR 10 31/32 Buybacks NA PKC 50 0 0 50 SR 50 Moncur Road, Inchture Greater Perth HHA 10 0 2 12 MMR 12 Pleasance Road, Coupar Angus S&G HHA 17 0 2 19 SR 19 Abernethy Greater Perth PKC 31 0 4 35 SR 35 Visit Scotland Office, Pitlochry Highland PKC 2 0 0 2 SR 2 Atholl Road/Elm Court, Pitlochry Highland PKC 16 0 2 18 SR 18 Pitrocknie Village, Alyth S & G PKC 18 0 2 20 SR 20 1397 70 140 1663 Pre-SHIP SHIP Period Completions 223 252 412 301 319 156 SHIP Period Completions – 288 per year Page 105 of 140
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Appendix 2 SHIP Grant Funding Tables Table 1. SHIP Projects Grant Funding Key: Registered Social Landlord (RSL), Kingdom Housing Association (KHA), Ark Housing Association (ARK), Places for People (PfP), Hillcrest Housing Association (HHA), Perth and Kinross Council (PKC), Caledonia Housing Association (CHA). Social Rent (SR), Shared Equity (SE), Mid-Market Rent (MMR), Wheelchair adapted (WC) Site RSL Total SR SE MMR WC HMA Current SHIP New SHIP Period Total 26/27 27/28 28/29 29/30 30/31 31/32 PKC Buybacks PKC 200 200 0 0 0 Various £1,750,000 £1,750,000 £1,750,000 £1,750,000 £1,750,000 £8,750,000 Stanley H30 KHA 16 16 0 0 2 Greater Perth £1,978,000 £1,978,000 Meadows Bridge of Earn KHA 27 27 0 0 3 Greater Perth £2,700,000 £2,700,000 Scone North PKC 37 29 0 8 4 Greater Perth £2,500,000 £1,500,000 £4,000,000 Almond Valley, Perth Ph2 KHA 42 20 0 22 6 Greater Perth £3,340,000 £786,000 £4,126,000 Almond Valley, Perth, ph3 KHA 15 15 0 0 0 Greater Perth £1,400,000 £1,400,000 Hawarden Terrace, Perth Ark 12 12 0 0 2 Greater Perth £1,192,380 £1,192,380 Oudenarde, Bridge of Earn HHA 41 41 0 0 4 Greater Perth £2,000,000 £1,073,965 £3,073,965 Moncur Road, Inchture HHA 12 0 0 12 2 Greater Perth £750,000 £750,000 Former Hillside Hospital, Perth HHA 72 57 0 15 7 Greater Perth £3,000,000 £2,000,000 £2,000,000 £7,000,000 Moncreiffe Care Home, Bridge of Earn PKC 42 34 0 8 4 Greater Perth £1,000,000 £3,000,000 £3,000,000 Captains Glen, Bridge of Earn PKC 89 89 0 0 8 Greater Perth £3,300,000 £3,300,000 Former Balhousie School, Perth PKC 47 47 0 0 5 Greater Perth £2,000,000 £2,418,000 £2,418,000 Beechgrove, Perth PKC 33 33 0 0 7 Greater Perth £500,000 £3,200,000 £3,200,000 Page 106 of 140
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Site RSL Total SR SE MMR WC HMA Current SHIP New SHIP Period Total 26/27 27/28 28/29 29/30 30/31 31/32 Colonsay resource Centre PKC 8 8 0 0 1 Greater Perth £868,384 £868,384 Stanley H30 (ph2) PKC 31 31 0 0 3 Greater Perth £2,800,000 £2,800,000 St Catherines Sq, Perth PKC 32 32 0 0 1 Greater Perth £3,500,000 £3,500,000 Balbeggie H13 CHA 30 24 6 0 3 Greater Perth £2,700,000 £2,700,000 Dunning H20 CHA 20 16 4 0 2 Greater Perth £1,820,000 £1,820,000 Murray Royal, Perth MU336 KHA 18 0 0 18 2 Greater Perth £1,600,000 £1,600,000 Glover Street, Perth, Ph1 PKC 30 30 0 0 3 Greater Perth £3,000,000 £3,000,000 Abernethy PKC 35 35 0 0 4 Greater Perth £3,500,000 £3,500,000 Duntaylor Avenue, Aberfeldy PKC 52 39 0 8 5 Highland £2,343,000 £4,000,000 £6,343,000 Leisure Centre, Pitlochry PKC 10 10 0 0 1 Highland £1,000,000 £1,000,000 Visit Scotland Office, Pitlochry PKC 2 2 0 0 0 Highland £200,000 £200,000 Atholl Road /Elm Court, Pitlochry PKC 18 18 0 0 2 Highland £1,800,000 £1,800,000 Borlick Phase 1, Aberfeldy PKC 35 35 0 0 4 Highland £3,500,000 £3,500,000 East of St Cedd's Road, Ballinluig PKC 35 35 0 0 3 Highland £2,550,000 £750,000 £750,000 Powmill KHA 7 0 0 7 0 Kinross- shire £570,000 £570,000 Townhead Road, CHA 40 34 6 0 4 Strathearn £2,000,000 £1,700,000 £3,700,000 Page 107 of 140
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Site RSL Total SR SE MMR WC HMA Current SHIP New SHIP Period Total 26/27 27/28 28/29 29/30 30/31 31/32 Auchterarder, H342 Rossie Place (Ph 1), Auchterarder PKC 35 35 0 0 4 Strathearn £3,350,000 £3,350,000 Milnab Street, Crieff HHA 5 5 0 0 2 Strathearn £648,463 £648,463 Blackford HHA 71 51 0 20 Strathearn £2,500,000 £4,000,000 £6,500,000 Former Crieff Primary School, Crieff PKC 30 30 0 0 3 Strathearn £3,000,000 £3,000,000 Westpark Phase 1, Blairgowrie KHA 73 34 0 39 4 Strathmore £1,000,000 £3,000,000 £3,000,000 £6,000,000 Westpark Phase 2B, Blairgowrie Ark 42 42 0 0 6 Strathmore £2,000,000 £2,200,000 £4,200,000 Pitrocknie Village, Glenisla PKC 20 20 0 0 2 Strathmore £2,000,000 £2,000,000 Pleasance Road, Coupar Angus HHA 19 19 0 0 2 Strathmore £2,300,000 £2,300,000 Westfields, Rattray HHA / PKC 103 78 0 25 16 Strathmore £4,000,000 £5,500,000 £5,500,000 Kirkmichael CHA 8 8 0 0 0 Strathmore £850,000 £850,000 Total 1494 1291 16 162 151 £41,608,227 £28,809,965 £21,720,000 £14,700,000 £12,050,000 £118,888,192 RPA £17,508,000 £18,033,000 £18,574,000 £18,574,000 £18,574,000 £91,263,000 RPA plus slippage (30%) £22,760,400 £23,442,900 £24,146,200 £24,146,200 £24,146,200 £118,641,900 Table 2. SHIP Projects being grant funded by HMA (does not include buybacks) Page 108 of 140
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Greater Perth Highland Kinross Strathearn Strathmore 689 152 7 181 265 Table 3. SHIP Projects being funded by RSL (does not include buybacks) Perth and Kinross Council Kingdom Housing Association Hillcrest Housing Association Ark Housing Association Caledonia Housing Association 675 198 269 54 98 Page 109 of 140
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Appendix 3 Empty Homes Returns Private Sector Empty Homes Returns The tables below relate to private properties brought back into use with help from PKC Empty Homes Service. These have been taken directly from the yearly returns local authorities need to submit to the Empty Homes Partnership, which is operated by Shelter Scotland on behalf of the Scottish Government. Scottish Government guidance on drafting the SHIP requires us to provide this information within the SHIP. 2025/26 Empty Homes Returns Length of time empty No. of properties Less than a year 12 1-2 years 16 2-5 years 23 5-10 years 7 10+ years 5 Unknown 26 Total 89 2024/25 Empty Homes Returns Length of time empty No. of properties Less than a year 4 1-2 years 15 2-5 years 28 5-10 years 11 10+ years 7 Unknown 28 Total 93 2023/24 Empty Homes Returns Length of time empty No. of properties Less than a year 3 1-2 years 11 2-5 years 21 5-10 years 3 10+ years 14 Unknown 28 Total 80 Page 110 of 140
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Appendix 4 Prioritisation Framework Prioritisation Framework Introduction Our Prioritisation Framework provides a tool to prioritise investment, it balances the Scottish Government’s ambitions contained in Housing to 2040, and Perth and Kinross Council’s Local Housing Strategy (LHS) outcomes. Partner Housing Associations that operate in the area have been asked to submit proposals, in an agreed format, for any sites that are not currently in the SHIP that they wish to be considered for funding. The framework does not provide the only assessment of priority, and the Council will continue to balance its investment decisions to ensure housing need across the Housing Market Areas is met, and that there is an appropriate split between rural/urban and greenfield/brownfield delivery, as per LHS outcomes. As achieving strategic objectives is crucial, it is essential that we ensure only those projects that can be delivered are included. For this reason, the framework operates a 2-step process, whereby a pre- screening exercise is undertaken initially, before proposals are then scored against our matrix. Pre-Screening Any sites proposed that are outwith development boundaries, as per LDP, will automatically be screened out unless they have planning consent, either outline, or detailed, or can be justified through NPF4. All other sites will be considered as part of the pre-screening process, whereby a review of the site will be considered by Perth and Kinross Council’s Housing Strategy Team. This review will include a check on the sites planning history, potential site constraints, and may include discussions with Planning about the proposal. These sites will then be reviewed against the detail and scale of the project. There are 3 potential outcomes of pre-screening: 1 Progress to site scoring. 2 Refusal to score until planning consent given. 3 Agree to score though only on a reduced number of units. Agreement to proceed to site scoring is not an assurance that the site will ultimately be delivered as per the proposal, only that initial checks have been carried out to ensure that the Council have satisfied itself, based on current knowledge that there are no obvious impediments to its delivery. Proposals that do not provide a contribution to the LHS target to deliver 10% of new supply affordable housing that is wheelchair or adaptable standard, will be screened out, unless there are exceptional circumstances related to the site that make this prohibitive, and/or through agreement with Housing Strategy. This standard includes both Wheelchair User and Older / Ambulant Disabled User standard contained in Housing for Varying Needs document. Site Scoring Page 111 of 140
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To ensure fairness and transparency, each proposal, unless screened out, will be scored against set criteria listed below. As noted above, whilst this is the basis for investment decisions, it cannot be the only tool that is used, as the sites selected for inclusion need to assist in achieving the LHS outcomes, and so this needs to be considered alongside site scoring. Priority 1 considers whether the proposal meets housing need. This will be assessed using different data sets, including applicant waiting lists, scale of existing stock and current turnover, Housing Need and Demand Assessment (HNDA), and future supply. Priority 2 considers whether the proposal reflects a ‘brownfield first’ approach and helps bring back into use sites that would benefit the community. Priority 3 considers where the sites are on their development journey, prioritising those that are more progressed. Priority 4 considers whether the proposal will provide fully wheelchair adapted properties. Priority 5 considers whether project can be cross funded and bring in alternative funding streams. Priority 6 considers how deliverable the proposals are. This is to ensure that priority is not given to sites that are unlikely to be brought forward. Priority 7 considers whether the proposal meets wider strategic priorities. Examples include provision of supported housing, regeneration projects, substantial over provision of wheelchair or adapted housing, achieving other LHS outcomes. Some elements of the scoring will be based on objective factual information, while others will rely on professional judgement. Scoring Criteria 1. Meets Housing Need • High (3) • Medium (2) • Low (1) 2. Site attributes • Listed Building (1) • Vacant and Derelict Land Register (1) • Long term empty building (1) • Brownfield (1) • Buildings at Risk (1) 3. Development status • Detailed planning consent (2) • Planning in principle (1) • Land acquired (1) • Allocated LDP housing site (1) 4. Includes fully wheelchair adapted housing • 10% delivery (3) • 5% delivery (2) Page 112 of 140
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• Less than 5% (1) 5. Can harness other funding streams e.g Rural Housing Fund (2) 6. Deliverability • High (3) • Medium (2) • Low (1) 7. Meets Wider Strategic Priorities (3) Overall scoring An overall score will be assigned to each site and used to inform its prioritisation as low, medium or high priority, as set out below. Low (1-4) Medium (5-9) High (10+) Page 113 of 140
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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 Assurance Statement 2025/2026 – Scottish Housing Regulator Report Number: 26/265 Report Author: Elaine Ritchie – Strategic Lead – Housing & Communities Organisational Lead: Strategic Lead – Housing & Communities ___________________________________________________________________ 1. Purpose 1.1 The purpose of this report is to comply with the Scottish Housing Regulator’s Regulatory Framework. The Council is required to approve and submit an Annual Assurance Statement, giving assurance that it is meeting the legislative and regulatory standards for social housing in Scotland. This report provides an overview of the assurance process and presents the Annual Assurance Statement 2025/26 for approval by Committee. 1.2 Sections 1. Purpose 2. Recommendation(S) 3. Background 4. Annual Assurance Statement Overview 5. Improvement Actions 6. Evidence To Support Assurance 2025/26 7. Tenant And Service Users’ Assurance 8. Self-Assessment 9. Conclusion 10. Impact Value Assessment 11. Background Papers 12. Appendices 8 Page 115 of 140
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2. Recommendation(s) It is recommended that the Committee: 2.1 Notes the outcome of the Council’s Housing Service’s 2025/26 self- assessment against the Scottish Housing Regulator's Regulatory Framework and the evidence supporting compliance with relevant statutory and regulatory requirements. 2.2 Approves the Annual Assurance Statement, as detailed in Appendix 3, for submission to the Scottish Housing Regulator. 3. Background/Main Issues 3.1 Context 3.1.1 All social housing landlords are required to publish an Annual Assurance Statement in line with guidance within the Scottish Housing Regulator’s (SHR) published Regulatory Framework. The Framework details the SHR’s statement on performance of functions, and sets out how they regulate Registered Social Landlords, as well as housing and homelessness services delivered by Local Authorities. 3.1.2 Within the Framework, the SHR carry out their work in the following broad ways: • Gathering and publishing data in ways that tenants and other stakeholders can use • Seeking assurance from landlords and acting where they need to • Undertaking thematic activity and scrutiny on specific areas of work and performance 3.1.3 Central to their approach is landlords assuring themselves, their tenants and the SHR through landlord self-assurance. 3.1.4 Every Registered Social Landlord and Local Authority is responsible for delivering good outcomes and services for their tenants and service users. The SHR is clear that landlords must be self-aware, analytical, open, and honest about their performance and identify and drive improvement activities. 3.1.5 When considering whether to engage with landlords, the SHR will initially consider what they have done to assure themselves that they are meeting regulatory requirements. In line with this requirement, all landlords must prepare an Annual Assurance Statement to confirm to their tenants and the SHR that they are meeting regulatory requirements. 4. Annual Assurance Statement Overview 4.1 Since April 2019, there has been a requirement for all Local Authorities and Registered Social Landlords to submit an Annual Assurance Statement which Page 116 of 140
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must be agreed by the relevant Local Authority Committee. Statements should confirm the landlord’s level of compliance with the requirements detailed within the Framework, including: • All relevant standards and outcomes in the Scottish Social Housing Charter • All relevant legislative duties • Details of any areas of material non-compliance, briefly describing plans and a timeframe to improve • Confirmation that the relevant Local Authority Committee have seen and considered appropriate evidence to support the level of assurance 4.2 A signed and unsigned copy of the Annual Assurance Statement must then be provided to the SHR, who will then make the unsigned version publicly available. There is also a requirement for landlords to ensure the Statement is easily and readily available for tenants. 4.3 The Service has assessed its compliance against the requirements of Chapter 3 of the Scottish Housing Regulator's Regulatory Framework and is satisfied that it has substantially complied with all relevant requirements. This confirms that the Service: • Delivered against the relevant standards and outcomes of the Scottish Social Housing Charter for tenants, people experiencing homelessness and other service users. • Met its statutory obligations relating to housing and homelessness services, equality duties and human rights responsibilities. • Achieved a high level of compliance with tenant and resident safety requirements. A very small number of properties remained outstanding for electrical safety inspections (4 properties) and fire detection equipment installations (36 properties) at year end. These cases were primarily linked to properties undergoing refurbishment works and ongoing challenges in securing access to some homes. Robust actions were in place to address the outstanding cases, with further progress made during 2026/27. 4.4 The Service also made substantial progress in delivering the improvement actions set out within the SHR's Engagement Plan for the Double Dykes and Bobbin Mill Gypsy/Traveller sites. This reflects the Service's commitment to strengthening accommodation standards, enhancing communication and engagement, and ensuring services are delivered in a fair, respectful and culturally sensitive manner. 4.5 Significant progress continued during 2025/26 on the major redevelopment of the Double Dykes Gypsy/Traveller site. Despite the complexity of the project and a range of delivery challenges, the programme is now nearing completion, with only final external improvement works remaining. The project has transformed the site through the delivery of 20 new energy-efficient chalets, alongside extensive infrastructure, drainage and environmental improvements. Page 117 of 140
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The investment represents a significant step forward in improving living conditions, energy efficiency and the overall quality of accommodation available to residents. 4.6 At Bobbin Mill, a detailed feasibility study has been completed to support the replacement of the existing six chalets. Ongoing engagement and consultation with residents is helping to shape the design and specification of the new accommodation, ensuring future investment reflects the needs and preferences of the community. 4.7 To support sustained improvement and strengthen relationships with residents, additional resources have been invested in Gypsy/Traveller services, including the establishment of a dedicated Gypsy/Traveller Liaison Officer post. This role has enhanced day-to-day communication, resident engagement and support, helping to build trust, improve service responsiveness and ensure residents' views continue to influence service development. Whilst significant progress has been made, the Service recognises that further work remains to strengthen outcomes, resident confidence and long-term site sustainability. 5. Improvement Actions 5.1 The Service remains committed to a culture of continuous improvement and maintains a comprehensive improvement plan that is informed by performance reporting, tenant feedback, complaints learning, benchmarking information and Annual Return on the Charter outcomes. This approach enables the Service to identify emerging risks, monitor progress effectively and deliver targeted improvements that enhance outcomes for tenants, residents and service users. 5.2 During 2025/26, improvement activity focused on areas that have the greatest impact on customer experience and service performance, refer to Appendix 2 for further details. Key areas of work included strengthening communication around repairs, enhancing damp and mould prevention and case management, reducing void turnaround times, improving the monitoring and resolution of anti-social behaviour cases, supporting tenancy sustainment, preventing rent arrears and expanding tenant engagement opportunities. 5.3 Maintaining the safety of tenants and residents remains a core priority. Targeted improvement actions have been implemented to address the small number of outstanding electrical safety inspections and fire detection equipment installations, supported by robust contractor management arrangements and regular performance monitoring. These actions are underpinned by strengthened governance arrangements, enhanced management oversight and clear improvement plans, helping to ensure continued compliance and assurance in this critical area of service delivery. Page 118 of 140
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6. Evidence to Support Assurance 2025/26 6.1 Alongside the Housing Service Improvement Action Plan, robust management, governance and democratic accountability arrangements are in place to support effective decision-making, provide constructive challenge, and ensure clear oversight of service performance, outcomes and impact for tenants, residents and communities. 6.2 These arrangements are supported by a comprehensive framework of strategic and operational planning processes that ensure services remain responsive to the needs of tenants and service users, while driving continuous improvement. Business Management and Improvement Plans set out clear priorities, actions, performance measures and expected outcomes for each service area, providing a structured approach to monitoring delivery and assessing impact. This framework is further strengthened by the Council's statutory Local Housing Strategy, which establishes the long-term vision, priorities and investment plans for housing across Perth and Kinross and supports the achievement of the Scottish Social Housing Charter outcomes. 6.3 Performance and improvement activity are subject to regular monitoring and scrutiny through the Housing Management Team and Executive Leadership Team, ensuring that progress, risks and areas for improvement are routinely reviewed and addressed. Public accountability is provided through reporting to the Council's thematic committees and Scrutiny Committee, with financial performance and value-for-money considerations reported through the Finance and Resources Committee. The Council's Internal Audit, Risk Management and Corporate Governance arrangements also contribute to the overall assurance framework. 6.4 The evidence and assurance framework required by the SHR forms an integral part of the Council's wider self-assessment and governance arrangements. This evidence supports the Annual Assurance Statement and contributes to the Council's Annual Governance Statement, providing assurance that effective controls, governance arrangements and performance management processes are in place. Appendix 1 provides an overview of the key sources of evidence that underpin the Annual Assurance Statement. 7. Tenant and Service Users Assurance 7.1 Listening to tenants and service users remains central to how the Housing Service plans, delivers and improves services. Throughout 2025/26, a wide range of engagement activities were undertaken to ensure tenant views informed service delivery, performance assessment and future priorities. This included tenant satisfaction surveys, tenant conferences, rent consultation, ePanel feedback, focus groups, the Housing Revenue Account (HRA) Monitoring Group, Estate Based Initiatives and targeted engagement with specific tenant groups. Collectively, these approaches have strengthened our understanding of tenant priorities and provided valuable insight to shape service improvement. Page 119 of 140
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7.2 In June 2025, the Housing Management Team and Tenant & Resident Engagement Team hosted an interactive hybrid engagement session with tenants and service users to review the Housing Service's performance during 2024/25. The session provided an opportunity for participants to scrutinise performance information, discuss service priorities and identify opportunities for improvement. Feedback received has informed both the Annual Landlord Performance Report and the Annual Assurance Statement, demonstrating the important role tenants play in the Service’s performance and assurance framework. 7.3 To further strengthen our understanding of tenant experience, the Service commissioned independent market research specialists, Knowledge Partnership, to undertake a comprehensive tenant satisfaction survey. Using a combination of face-to-face and telephone interviews, the survey secured feedback from a representative sample of tenants, providing robust and independent assurance on service performance. 7.4 The 2025/26 survey engaged over 1,200 tenants and demonstrated strong performance across the key indicators set by the SHR. Overall tenant satisfaction increased to 80.0%, reflecting continued improvements in service delivery and customer experience. Satisfaction with communication reached 80.42%, satisfaction with opportunities to participate in decision-making was 75.50%, and satisfaction with the Service's contribution to neighbourhood management was 75.67%. Satisfaction with the repairs service remained exceptionally high at 97.71%, highlighting the continued effectiveness of this core frontline service. 7.5 Tenant participation in the annual rent-setting process continued to demonstrate strong levels of engagement and influence. A total of 2,782 tenants took part in the consultation, with 72.3% supporting the proposed 6.5% rent increase option. Benchmarking undertaken through Scotland's Housing Network identified Perth and Kinross Council as one of the strongest- performing landlords in Scotland for tenant engagement in rent-setting, providing confidence that tenants are meaningfully involved in important decisions affecting housing services and investment priorities. 7.6 Tenant participation and engagement opportunities have continued to expand and evolve. During 2025/26, the revised Tenant Participation Strategy was implemented, supported by dedicated Tenant Participation Workers focusing on Gypsy/Traveller communities, homelessness services and older persons' housing. In addition, plans are being progressed to establish locality-based tenant forums and a Youth Engagement Forum, ensuring a broader range of voices are heard and reflected in service design and delivery. These developments provide strong assurance that tenant feedback is not only being sought but is actively influencing decision-making, service improvement and future investment priorities across the Service. Page 120 of 140
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8. Self-Assessment 8.1 The Service maintains a robust and ongoing approach to self-assessment to provide assurance on performance, compliance and service quality. Throughout 2025/26, performance was systematically reviewed using a wide range of evidence, including performance and benchmarking data, management oversight, tenant feedback, complaints learning, audit findings and the Annual Return on the Charter. This comprehensive approach has enabled the Service to identify strengths, monitor emerging risks and target improvement activity where it will have the greatest impact on outcomes for tenants. 8.2 Self-assessment considered performance across all key areas of service delivery, including repairs, complaints handling, anti-social behaviour, tenancy sustainment, void management, adaptations, rent arrears, the Scottish Housing Quality Standard (SHQS), tenant and resident safety, and damp and mould prevention and management. This has provided a strong evidence base for the Annual Assurance Statement and supports the Service's commitment to continuous improvement and achieving better outcomes for customers. 9. Conclusion 9.1 The Housing Service continued to deliver strong performance and positive outcomes for tenants, residents and communities throughout 2025/26, while maintaining compliance with the Scottish Housing Regulator's requirements and driving forward a significant programme of service improvement. Performance remained strong across a number of key indicators, with overall tenant satisfaction increasing to 80.0%, repairs satisfaction remaining exceptionally high at 97.71%, emergency repairs completed within an average of 3.53 hours, and 100% compliance achieved for annual gas safety servicing. These results demonstrate the Service's continued focus on delivering high- quality, customer-focused services. 9.2 Alongside maintaining strong day-to-day performance, the Service has taken proactive action to address areas of challenge and emerging risk. Significant progress has also been made in improving Gypsy/Traveller accommodation and engagement, strengthening tenant participation, and ensuring tenant feedback directly informs service planning and improvement. 9.3 Taken as a whole, the evidence presented through performance monitoring, self-assessment, tenant engagement, audit activity and governance arrangements provides a strong level of assurance that the Housing Service is meeting its statutory and regulatory obligations, delivering positive outcomes for tenants and service users, and maintaining a clear focus on continuous improvement. Page 121 of 140
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9.4 This assurance process supports the Council's wider commitment to ensuring that people can live well, free from poverty and inequality, by maintaining safe, high-quality homes and responsive housing services that meet the needs of tenants, residents and communities. 9.5 The Committee is therefore asked to approve the Annual Assurance Statement, confirming its satisfaction that appropriate evidence has been considered, that the requirements of the SHR have been met, and that effective arrangements are in place to sustain compliance, manage risk and deliver ongoing service improvement. 10. Impact and Value Assessment 10.1 An Impact and Value Assessment is not required for this report as it has been classified as an operational report with no new or additional strategic or resource implications. 11. Background Papers No background papers were relied upon during the preparation of this report. 12. Appendices Appendix 1 – An overview of information to support the Annual Assurance Appendix 2 – Performance Overview Briefing Appendix 3 – Annual Assurance Statement Page 122 of 140
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Appendix 1 Detailed below is an overview of information to support the Annual Assurance Statement for 2025/26. • Local Housing Strategy 2022-2027 - the Perth and Kinross Local Housing Strategy was approved by Committee on 15 March 2023 (Report 23/82 refers) Local Housing Strategy - Perth & Kinross Council (pkc.gov.uk) • Local Housing Strategy Update and Progress Report - Local Housing Strategy - Perth & Kinross Council (pkc.gov.uk) • Strategic Housing Investment Plan 2025/26–2029/30 approved by Housing & Social Wellbeing Committee on 29 October 2025 (Report 204/25 refers) – SHIP 2025/26–2029/30 - SHIP 25-26 - 2029/30 • Perth and Kinross Council Annual Performance Report 2024/25 was approved by Committee on 29 October 2025 (Report 204/25) – Annual Performance Report for 2024/25 • Housing Revenue Account (HRA) Strategic Financial Plan Incorporating the 5-Year Capital Investment Programme, Rent Strategy, Reserves Strategy and Other Housing Charges for 2026/27 was approved by Housing & Social Wellbeing Committee on 22 January 2026 (Report 25/9 refers) – HRA Strategic Financial Plan 2026/2027 • Annual Performance Report for tenants – the Council is required to publicise to tenants, its performance against the 16 national Scottish Social Housing Charter outcomes. The overall outcome of this is included within the Annual Performance Report. Housing Service performance - Perth & Kinross Council (pkc.gov.uk) • The Corporate Plan 2022/2023-2027/2028 conveys the Council's vision for Perth and Kinross. Importantly it provides strategic direction for the organisation, informs decision making and facilitates prioritisation of activity and resources. Corporate Plan Introduction - Perth & Kinross Council (pkc.gov.uk) • The Community Plan/Local Outcomes Improvement Plan 2022/32 identifies the high-level strategic objectives the Council is working towards to meet local needs. Community planning - Perth & Kinross Council (pkc.gov.uk) 8 Page 123 of 140
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• The Council reports on performance against indicators in the Local Government Benchmarking Framework. This data can be found on the My Local Council portal which shows how Councils are performing across a range of council services with comparisons to other Local Authorities and the national average. • We periodically publish our performance online as well as in our report. We are committed to analysing our performance as a Housing Service and reporting the results to our tenants. Our aim is to continually improve the services we provide to local people. Housing Service performance - Perth & Kinross Council (pkc.gov.uk) Page 124 of 140
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Appendix 2 Performance Overview Briefing Purpose This briefing provides an overview of Perth and Kinross Council Housing Services’ 2025/26 Annual Return on the Charter (ARC) submission to the Scottish Housing Regulator. It summarises the key areas of performance, provides context around the main results, and outlines improvement activity planned or already underway. Background The Annual Return on the Charter is submitted each year to the Scottish Housing Regulator and sets out how social landlords are performing against the outcomes and standards in the Scottish Social Housing Charter. The return covers a wide range of Housing Service activity, including tenant satisfaction, communication, repairs, complaints, tenancy sustainment, rent collection, voids, adaptations, homelessness-related lets, and housing quality. The 2025/26 return shows that Housing Services continues to deliver strong performance across several key areas, while also recognising the pressures affecting the wider housing sector, including increased demand, rising costs, access issues, complex tenancy needs, homelessness pressures, and the impact of the cost of living on tenants. Key Strengths Repairs and Compliance • Emergency repairs completed in an average of 3.53 hours, based on over 7000 emergency repair work orders, well within the 4-hour target. This ensured that homes remained safe, secure and habitable while minimising disruption for tenants. • Repairs satisfaction remained exceptionally high at 97.71%, demonstrating strong tenant confidence in the repairs service and the quality of work delivered. • 100% gas servicing compliance achieved across the housing stock, providing assurance that all tenants are living in homes that meet essential gas safety requirements. • 99.95% EICR compliance and 99.57% fire safety compliance achieved – full compliance not achieved due to properties being upgraded and tenant access issues. However, high levels of compliance ensured homes remained safe, reducing risk to tenants and supporting ongoing statutory compliance across the housing stock. 8 Page 125 of 140
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Tenant Engagement and Participation • Overall tenant satisfaction and the number of tenants satisfied with opportunities given to participate in decision making increased to over 80% - representing a 2.70% increase. This demonstrates that tenants feel more informed, listened to and able to influence decisions that affect their homes and communities. • Owner satisfaction with the Factoring Service continued to improve, reaching 91.67% - representing a 26% increase. This reflects greater confidence in the quality, responsiveness and value of service delivered to owners. • 2,782 tenants took part in the annual rent consultation. High levels of participation ensured rent-setting decisions were informed by tenant views, helping to strengthen transparency, accountability and trust. • Perth and Kinross Council was recognised through SHN benchmarking as having one of the strongest levels of tenant engagement in the rent setting process. Adaptations and Tenancy Sustainment • 434 home adaptations completed, an increase of 30 adaptations from the previous year. This meant more residents were able to live independently and safely in their own homes, improving wellbeing and supporting longer-term independence. • Average adaptations completion time reduced from 33.5 days to 19.9 days. Faster delivery of adaptations enabled tenants to access essential support sooner, reducing delays and helping them remain safe and settled at home. • Tenancy sustainment improved to 91.58%, an increase of 0.36% from the previous year. This resulted in more households successfully maintained their tenancies, increasing housing stability and reducing the risk of homelessness and repeat housing need. • 115 properties were purchased through the buyback scheme, significantly exceeding the target of 40. The expansion of the buyback programme substantially increased the supply of affordable housing, helping more households access a permanent home and reducing pressure on temporary accommodation and housing waiting lists. Neighbourhood Management and Anti-Social Behaviour • Satisfaction with neighbourhood management increased from 73.3% to 75.7%. Improved satisfaction indicates that some tenants feel their neighbourhoods are cleaner, safer and better managed, contributing to stronger and more sustainable communities. • ASB case resolution performance improved from 79.60% to 83.21%. More effective resolution of anti-social behaviour helped improve community safety, Page 126 of 140
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reduce the impact of incidents on residents, and increase confidence in the Council's ability to respond to local concerns. Key Challenges While overall performance remains positive, several areas continue to experience pressure: • Void re-let times increased to 31.31 days, compared with 24.87 days in 2024/25. This was due to changes in the indicator technical guidance. Without the guidance changes, performance would have been broadly comparable with the previous year. Benchmarking data indicates we are among the highest-performing authorities nationally, placing the Service within the top quartile for void turnaround times. • Rent collection reduced to 98.58% from 100.17% in 2023/24, reflecting wider economic pressures on tenants although performance remains strong relative to national benchmarks. The previous year’s performance was also affected by the 53-week accounting year, a factor reflected across all local authorities in Scotland. • Gross rent arrears remained broadly stable at 8.84%, a 0.01% increase from 2023/24. However, more tenants are now in arrears, partly due to the migration from legacy benefits to Universal Credit. • Scottish Housing Quality Standard (SHQS) compliance remained broadly stable at 79.73%. However, stock growth through the Buy Back programme, alongside an increase in properties exempt or in abeyance, meant a 100% target is not achievable. • Gypsy/Traveller resident satisfaction reduced from 72.22% to 66.67% during a period of significant investment and improvement across site accommodation. The slight decrease reflects temporary disruption from the live refurbishment programme, while the investment in improved living conditions is expected to deliver lasting benefits. Improvement Priorities for 2026/27 Housing Services has already commenced a range of improvements, including: • The implementation of a new Term Maintenance Framework in July 2026 which will strengthen our ability to respond to tenant needs by increasing contractor capacity, improving service resilience and supporting the continued delivery of high-quality maintenance services. • Enhanced void management arrangements, including daily planning meetings and improved performance reporting, to strengthen the Service's ability to maximise housing stock, bringing homes back into use more quickly and Page 127 of 140
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helping more households access secure accommodation at the earliest opportunity. • Continued investment in environmental sensors and enhanced damp and mould case management to strengthen prevention and early intervention, improving the quality of homes and supporting better health outcomes for tenants. • Continued investment in the Financial Inclusion Project, Tenancy Sustainment Fund and Welfare Rights services to provide targeted support to tenants facing financial difficulties, helping to maximise household income, sustain tenancies and improve wellbeing outcomes for individuals and families. • Continued investment in kitchens, bathrooms, heating systems and energy efficiency improvements to enhance the quality and energy performance of homes, helping to create warmer, healthier and more affordable homes for tenants while supporting the Council’s net zero ambitions • Expansion of tenant engagement opportunities through locality forums and targeted outreach to underrepresented groups to create more inclusive opportunities for participation, ensuring a broader range of tenant perspectives help shape services, improve outcomes and strengthen communities. • Improved resident satisfaction through meaningful engagement with Gypsy/Traveller residents will ensure their views directly inform service improvements and investment priorities, strengthen relationships, and increase confidence in the services provided. Conclusion The 2025/26 ARC return demonstrates that the Housing Service continues to deliver positive outcomes for tenants and communities across Perth and Kinross. Strong performance across key service areas has helped to ensure tenants live in safe, well-maintained homes, have opportunities to influence decisions, sustain their tenancies, and access the support they need to live independently. The improvement activity identified reflects a continued commitment to putting tenants at the centre of service delivery through investment in homes and communities, strengthened compliance arrangements, improved communication and engagement, and a preventative, person-centred approach that supports better outcomes, increased satisfaction and stronger, more resilient communities. Page 128 of 140
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Appendix 3 Our Annual Assurance Statement We can advise that during 2025/26 Perth and Kinross Council Housing Service complied with the regulatory requirements as set out in Chapter 3 of the Scottish Housing Regulator's Framework. This confirms that we: • Delivered against the relevant standards and outcomes of the Scottish Social Housing Charter for tenants, people experiencing homelessness and other service users. • Met our statutory obligations relating to housing and homelessness services, equality duties and human rights responsibilities. • Achieved a high level of compliance with tenant and resident safety requirements. A very small number of properties remained outstanding for electrical safety inspections (4 properties) and fire detection equipment installations (36 properties) at year end. These cases were primarily linked to properties undergoing refurbishment works and ongoing challenges in securing access to some homes. Robust actions were in place to address the outstanding cases, with further progress made during 2026/27. We recognise the small number of properties that remain outstanding for electrical 8 Page 129 of 140
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safety inspections and fire detection equipment upgrades and take assurance from the robust actions in place to address these. We also acknowledge the significant progress achieved through ongoing engagement with residents at the Double Dykes and Bobbin Mill Gypsy/Traveller sites. From the various service performance reports, combined with the management and democratic scrutiny structures, which are all designed to provide the proper scrutiny of performance and the achievement of outcomes, along with the Service’s Improvement Action Plan, we confirm that we have seen and considered sufficient evidence to give us assurance that the Housing Service is meeting the SHR regulatory requirements. To meet our level of assurance we considered appropriate evidence against each of the requirements as set out by the Scottish Housing Regulator, and we will continue to review assurance throughout the course of the year. The Annual Assurance Statement for 2025/2026 was presented at the meeting of our Housing & Social Wellbeing Committee on 30 September 2026. I sign this statement on behalf of the Housing & Social Wellbeing Committee: Housing Convener’s Signature: Date: Page 130 of 140
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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 and Social Wellbeing Committee Date of Meeting: 30 September 2026 Report Title: Investing in Communities Fund Report Number: 26/266 Report Author: David Stokoe, Service Manager, Community Learning and Development Organisational Lead: Elaine Ritchie, Strategic Lead, Housing and Communities. ___________________________________________________________________ 1. Purpose 1.1 The purpose of this report is to seek approval on delivery of the Investing in Communities Fund (ICF) for 2026/27 and 27/28. 1.2 Sections 1. Purpose 2. Recommendation(S) 3. Background/Main Issues 4. Impact Value Assessment 5. Appendices 2. Recommendation(s) It is recommended that the Housing and Social Wellbeing Committee: 2.1 Approves the blended participatory budgeting decision-making process for the Investing in Communities Fund, combining a facilitated community assessment with a public preference vote, as set out in section 3.2.12 of the report; 2.2 Approves the proposal for the geographical funding allocation based on identified needs (option 2), as set out in section 3.3.2 of the report; 2.3 Approves the proposal for Perth City Wards to be treated as one area, as set out in section 3.3.4 of the report; 9 Page 131 of 140
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2.4 Approves the reallocation of any underspend in the funding as set out in section 3.3.5 of the report. 3. Background/Main Issues 3.1 Historic Information/Context 3.1.1 As part of the Council budget setting process for 2026/27 and 2027/28, £350K was allocated each year to improve quality of life by reducing the impacts of poverty and the cost of living through addressing issues that matter locally. 3.1.2 This supports delivery of the PKC Strategic Objectives of Tackling Poverty and Working in Partnership with Communities 3.1.3 In 2025/26 Community Investment Fund (CIF) and Participatory Budgeting (PB) were delivered via a single process of community engagement to identify issues, workshops to develop project proposals and a single application and voting process, using PB. 3.1.4 PB is a process through which community members directly influence how public money is spent. PKC has previously used a public voting model in which residents vote on eligible projects following a screening process. Evaluation of the 2025/26 process also identified the value of facilitated ward- level collaboration and concerns that a vote alone can favour organisations with greater campaigning reach. The proposed model therefore retains a direct public voice while strengthening needs-led discussion and assessment. 3.1.5 The table below summarises the evaluations of the 2025/26 process: Positives Negatives Weighting of the funding towards areas of highest socio-economic need. Engagement levels were lower than anticipated in some areas, indicating a need for different outreach methods. Introducing engagement within the process provided meaningful opportunities for residents to identify and influence priorities within their local areas. Using a multiple-choice list within the survey may have inadvertently limited respondents ability to express wider views or innovative ideas. Collaboration workshops with community groups enabled partnership working and reduced duplication of effort. Community groups reported that the timing of the decision on Warm Welcome funding limited their ability to plan and implement activity as effectively. Community groups welcomed the simplified application process. Concerns that funding outcomes could reflect the ability to campaign for votes, rather than evidenced community need or shared, collaboratively agreed priorities Page 132 of 140
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Transitioning the voting platform to Microsoft Forms successfully removed previous technical barriers and improved overall accessibility. 3.2 Options Available to Elected Members/Board Members 3.2.1 Proposal for Investing in Communities 2026/27 and 2027/28. 3.2.2 The Investing in Communities Fund is underpinned by a PB approach, placing communities at the centre of decision-making. It aims to empower local people to identify priorities, shape solutions and influence how public resources are allocated to improve quality of life and mitigate the impacts of poverty and the cost of living. The process is designed to be supportive, transparent and inclusive, ensuring meaningful participation and shared ownership of local outcomes. 3.2.3 It is proposed that the project runs from October to February as set out below. 3.2.4 Stage 1. Discovery Phase During the Discovery Phase, existing locality data will be reviewed alongside targeted engagement with community groups, families, children and young people, residents, elected members and stakeholders. Purpose: • To build a shared understanding of local priorities. • To identify the types of projects that communities feel would best address the aims of the fund. 3.2.5 Particular focus will be placed on engaging individuals and communities who are traditionally less likely to participate, including those experiencing poverty, rural isolation or other barriers to engagement, ensuring their voices shape early priorities. This stage focuses on listening, gathering insights and ensuring communities influence the direction of investment from the outset. Early engagement strengthens PB by ensuring that decisions are grounded in lived experience and community-defined need rather than predetermined priorities. 3.2.6 Families, children and young people impacted by cost-of-living and inequality issues will be actively engaged through the Fairer Futures Project. This will help develop understanding of the challenges they face within their communities and potential solutions. Fairer Futures is a Scottish Government- funded programme aimed at reducing child poverty and is currently being delivered in Perth and Kinross using a place-based approach in Letham, Perth City (Muirton and North Muirton), South Crieff, Coupar Angus, Aberfeldy and Rattray. Existing engagement in these communities will help capture the views of people who may not traditionally engage in a PB process or other local decision-making forums. Page 133 of 140
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Workshops will be accessible and supportive, enabling participation from a wide range of community representatives, including smaller groups and those with limited capacity. A range of engagement methods will be used as set out in Appendix A. 3.2.7 Stage 2. Application Phase Groups will be invited to submit project proposals based on the priorities identified during the Discovery Phase. Purpose: • To provide a simple, accessible and fair application process. • To ensure all submissions reflect the priorities identified in Phase 1. 3.2.8 Stage 3. Screening Phase All applications will undergo an assessment by officers and elected members to ensure they meet the fund’s core criteria and clearly respond to the priorities identified by the community. Purpose: • To confirm eligibility, ensure alignment with the fund’s aims and establish that proposals are sufficiently developed to progress community decision- making. 3.2.9 This stage provides a robust quality assurance process, ensuring that only appropriate and deliverable proposals that meet the criteria proceed. It supports transparency, consistency and confidence for applicants, participating communities and decision-makers. 3.2.10 Stage 4. Community Assessment Phase Applications that pass the screening phase will be considered through facilitated community assessment sessions in each funding area. Participants will include community groups, residents, young people and relevant local partners. Eligible projects will be presented and discussed openly, with participants considering the extent to which each proposal responds to locally identified priorities, addresses poverty and inequality, is deliverable and will benefit local residents. 3.2.11 Following discussion, participants will score each eligible proposal against the published criteria. The community assessment score will account for 60% of the final project score. Facilitation and consistent scoring guidance will support fairness, constructive dialogue and transparent decision-making. Participants will be required to declare any interest in an application and will not score proposals where a conflict of interest applies. Page 134 of 140
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Purpose: • To strengthen needs-led and collaborative decision-making at a local level. • To ensure smaller, newer and less well-connected groups can participate on an equitable basis. • To assess proposals consistently against community priorities, need, impact and deliverability. • To encourage shared understanding, partnership working and avoidance of duplication. 3.2.12 Stage 5. Public Preference Voting Phase All applications considered through the Community Assessment Phase will also be presented to residents through a public preference vote. In-person voting will be supported through a series of PB roadshows in communities where applications have been received, including smaller rural communities adjoining larger towns. Schools, campuses, community centres and village halls may be used as accessible voting locations. Participants will receive a short summary of each project and the funding requested and will be asked to identify their preferred projects. 3.2.13 Officers will explore options for online voting to enable participation by those unable to vote in person due to mobility issues, caring responsibilities or other barriers. Appropriate controls will be applied to protect the integrity of the vote including collection of postcodes. The public preference vote will account for 40% of the final project score. Purpose: • To retain a clear and direct role for residents in final funding decisions. • To make the process visible, accessible and open to the wider community. • To balance broad public preference with structured consideration of need, impact and deliverability. • To reduce the risk of public voting alone determining outcomes on the basis of campaigning reach or organisational size. 3.2.14 Stage 6. Results and Payment Phase The community assessment score and public preference vote will be combined to produce a final weighted score for each project: 60% community assessment and 40% public preference. Projects must achieve the minimum standards established through screening and community assessment to be eligible for funding. Funding will then be offered in ranking order within the available allocation for each area, subject to final due diligence and the provisions for the central reserve and underspend set out in sections 3.3.2 and 3.3.5. Page 135 of 140
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3.2.15 All applicants will be notified of the outcome. Successful applicants will receive their funding allocation and elected members will be updated on outcomes. Unsuccessful projects will be offered feedback and support to explore collaboration, refinement or alternative funding where appropriate. Purpose: • To ensure the final decision reflects both informed community deliberation and wider resident preference. • To ensure projects can begin promptly and deliver benefits to communities without delay. • To provide a clear, auditable and transparent route from assessment and voting to award. • To make elected members aware of projects funded within their ward areas. 3.2.16 The overall process will enable: • Greater and more inclusive engagement with residents and organisations, particularly those experiencing poverty or disadvantage, ensuring their voices influence priorities and decisions. • Communities to influence allocation through both facilitated local assessment and a direct public preference vote. • A transparent PB approach that is community-led, evidence-based and targeted where it can achieve greatest local impact. • Elected members and council officers to screen eligibility and feasibility, cross-reference existing community and public service provision, avoid duplication and identify opportunities for external funding. • Community assessment participants to consider local need, impact and deliverability before the wider public preference is applied. • Unsuccessful projects to receive feedback and support to explore alternative funding or partnership opportunities. • Projects to start quickly and deliver timely benefits for communities. 3.2.17 The blended model strengthens the Council’s approach to PB by embedding participation at every stage, from identifying priorities through to final decision- making. It retains the visibility and accessibility of public voting while responding to evaluation findings that a vote alone may favour larger or better-connected organisations. The structured, phased approach supports meaningful participation by individuals and communities who are often least likely to engage and gives greater weight to locally evidenced need, impact and deliverability. 3.3. Proposals for Funding allocation 3.3.1 Option 1 Each area is given an equal share of 50% of the overall funding allocation with the remaining 50% being split evenly between the areas of highest inequalities in line with our Fairer Futures Partnerships. Page 136 of 140
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Ward Area 50% Equal Share 50% Top up Totals Carse of Gowrie £14,583.33 £0 £14,583.33 Strathmore £14,583.33 £29,166.7 £43,749.99 Blairgowrie & Glens £14,583.33 £29,166.67 £43,749.99 Highland £14,583.33 £29,166.67 £43,749.99 Strathtay £14,583.33 £0 £14,583.33 Strathearn £14,583.33 £29,166.67 £43,749.99 Strathallan £14,583.33 £0 £14,583.33 Kinross-shire £14,583.33 £0 £14,583.33 Almond & Earn £14,583.33 £0 £14,583.33 Perth City South £14,583.33 £0 £14,583.33 Perth City North £14,583.33 £29,166.67 £43,749.99 Perth City Centre £14,583.33 £29,166.67 £43,749.99 TOTALS £174,999.96 £175,000.02 £ 349,999.98 3.3.2 Option 2 Each area is given an equal share of 50% of the overall funding allocation. Areas with higher inequalities are given an uplift of £20,000. £55,000 will be retained in a central reserve to support resident participation in the process and remove barriers and to support eligible projects that meet the funding criteria and score highly but cannot be fully supported within their ward’s remaining allocation following the voting process. Officers will make recommendations to ward members on options for funding projects in oversubscribed areas. Ward Area 50% Equal Share Inequalities Top Up Totals Carse of Gowrie £14,583.33 £0 £14,583.33 Strathmore £14,583.33 £20,000 £34,583.33 Blairgowrie & Glens £14,583.33 £20,000 £34,583.33 Highland £14,583.33 £20,000 £34,583.33 Strathtay £14,583.33 £0 £14,583.33 Strathearn £14,583.33 £20,000 £34,583.33 Strathallan £14,583.33 £0 £14,583.33 Kinross-shire £14,583.33 £0 £14,583.33 Almond & Earn £14,583.33 £0 £14,583.33 Perth City South £14,583.33 £0 £14,583.33 Perth City North £14,583.33 £20,000 £34,583.33 Perth City Centre £14,583.33 £20,000 £34,583.33 TOTALS £174,999.96 £120,000 £294,999.96 3.3.3 It is recommended that Option 2 be adopted for this year’s ICF to allow for flexibility in meeting need in ward areas oversubscribed with successful projects. Page 137 of 140
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3.3.4 In addition it is proposed that the 3 Wards comprising of Perth City South, North and Central are combined and treated as one single area as residents routinely access services across ward boundaries and many organisations deliver city-wide rather than ward-specific services. 3.3.5 Any unspent funds will be reallocated to projects that met the assessment criteria and achieved a sufficient scoring level but could not be funded due to a lack of available resources. The use of unspent funds will be overseen through Stage 5, as outlined in section 3.2.12. 3.3.6 Rationale for Recommendations made in Section 2 • Residents access services across the city area regardless of Ward areas. • Community groups may be based in one Ward but deliver services across all ward areas. • Treating Perth City as one combined area will allow the participatory decision-making workshops to ensure there is a fair spread of funding across all 3 Ward areas. • The proposal for delivery of the ICF in 2026/27 and 2027/28 takes account of key learning, evaluations and feedback from communities, elected members and council officers on the previous year’s Fairer Communities for All funding programme, CIF, PB and Warm Spaces/Warm Welcome. The blended approach retains public participation while strengthening collaborative, needs-led assessment and reducing reliance on campaigning reach alone. • Learning and evaluation from the 2026/27 ICF programme, including participation levels, equality of access, stakeholder 4. Impact Value Assessment This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment. 5. Appendices Appendix 1 – Engagement Methods Page 138 of 140
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Appendix 1 Engagement Methods The section below sets out some of the engagement methods which will be utilised during the lifespan of the project to ensure barriers to participation are removed and the voices of a wide range of residents help shape the priorities and decide on the allocation of funding. • The Discovery Phase will use facilitated small-group discussions to make it easier for the following people/groups to contribute meaningfully: o younger participants o underrepresented residents o first-time applicants o marginalised groups • During the Collaboration and Application Phase support will be offered to develop ideas and applications. Support will be offered to ensure an equitable process between grassroots groups and well-established organisations with the following help and assistance: o collaborative workshops o proposal-writing workshops o template applications • The Screening Phase will include elected members not just council officers to increase legitimacy. • A mixed screening panel to include: o technical staff o Elected members o Community council reps where available • Participatory Decision-Making Phase to promote equitable and meaningful involvement from groups who are often underrepresented in civic engagement. Examples include: o young people o disabled residents o carers o migrants o shift workers o lower-income residents Participation in this phase will be structured to ensure that individuals involved in decision-making are broadly representative of the communities within each ward from which applications have been received, supporting fairness, diversity of perspective, and local accountability. • Discovery, Collaboration and Decision-Making Phases will incorporate a range of flexible and accessible participation methods to support broad engagement, including: o online input o weekend sessions o pop-up engagement in community spaces 9 Page 139 of 140
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o leaflet distribution o posters on noticeboards o Input from PKAVS TSI and Local Anchor Organisations o key locality partners – Schools, Youth work Partnership etc. o provision of translated materials • Practical barriers which inhibit participation will be addressed, wherever possible, through the provision of: o transport o accessible venues o ESOL and literacy support o digital access Page 140 of 140