Agenda Document Pack - Housing and Social Wellbeing Committee - 19/06/2024
Perth and Kinross Council · 19 June 2024
Back to Housing and Social Wellbeing Committee — 19 June 2024 and its agenda
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Securing the future… • Improving services • Enhancing quality of life • Making the best use of public resources Council Building 2 High Street Perth PH1 5PH 12/06/2024 A hybrid meeting of the Housing and Social Wellbeing Committee will be held in the Council Chamber on Wednesday, 19 June 2024 at 09:30. If you have any queries please contact Committee 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) Councillor Jack Welch (Vice-Convener) Bailie Chris Ahern Councillor Peter Barrett Councillor Bob Brawn Bailie Rhona Brock Councillor Stewart Donaldson Councillor Angus Forbes Councillor Michelle Frampton Councillor Ian James Councillor Brian Leishman Councillor Iain MacPherson Bailie Claire McLaren Councillor Frank Smith Page 1 of 204
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Housing and Social Wellbeing Committee Wednesday, 19 June 2024 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 20 MARCH 2024 FOR APPROVAL (copy herewith) 5 - 6 4 SCOTTISH FIRE AND RESCUE SERVICE 6-MONTHLY PERFORMANCE REPORT - QUARTER 3 AND 4 2023/24 Report by Local Senior Officer, SFRS (copy herewith 24/188) 7 - 24 5 PERTH AND KINROSS LOCAL POLICING AREA END OF YEAR PERFORMANCE REPORT - 1 OCTOBER 2023 - 1 MARCH 2024 Report by Chief Superintendent, Police Scotland (copy herewith 24/189) 25 - 60 6 COMMUNITY PAYBACK ORDER ANNUAL REPORT 2022/23 Report by Strategic Lead - Children, Families and Justice (copy herewith 24/190) 61 - 84 7 MISSING SHARES PILOT - FEEDBACK AND RECOMMENDATIONS Report by Strategic Lead - Housing and Communities (copy herewith 24/183) 85 - 100 8 ANNUAL UPDATE ON PERTH AND KINROSS LOCAL HOUSING STRATEGY 2022-27 Report by Strategic Lead - Housing and Communities (copy herewith 24/191) 101 - 160 9 COMMUNITY EMPOWERMENT ANNUAL REPORT 2023/24 Report by Strategic Lead - Housing and Communities (copy herewith 24/192) 161 - 172 Page 3 of 204
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10 COMMUNITY INVESTMENT AND LOCAL ACTION PARTNERSHIP FUNDS 2024/25 Report by Strategic Lead - Housing and Communities and Strategic Lead - Strategic Planning, People and Performance (copy herewith 24/193) 173 - 204 Page 4 of 204
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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 20 March 2024 at 9.30am. Present: Bailies C Ahern, R Brock and C McLaren; Councillors P Barrett, B Brawn, S Donaldson, A Forbes, M Frampton, I James, B Leishman, I MacPherson, T McEwan, F Smith and J Welch. In Attendance: A Williams, Director – Economy, Place and Learning; E Ritchie, Strategic Lead – Housing and Communities; L Haxton, D Stokoe, S Watson (all Communities), S Hendry, A Taylor, R Ramsay, and M Pasternak (all Corporate and Democratic Services). Also in Attendance: Local Senior Officer D Heaton, Group Commander S Kabamba and Station Commander J Snedden (up to and including Item 5) (all Scottish Fire and Rescue Services). Councillor T McEwan, Convener, Presiding. 1. WELCOME AND APOLOGIES Councillor T McEwan welcomed everyone to the meeting. There were no apologies. 2. DECLARATIONS OF INTEREST There were no Declarations of Interests in terms of the Councillors’ Code of Conduct 3. MINUTE OF PREVIOUS MEETING The minute of the meeting of the Housing and Communities Committee of 24 January 2024 was submitted and approved as a correct record. 4. OUTSTANDING BUSINESS STATEMENT The Outstanding Business Statement was noted, and it was agreed to remove the completed actions. 5. PRESENTATION – SCOTTISH FIRE AND RESCUE SERVICE WATER SAFETY CAPABILITIES Station Commander J Snedden provided a slide based presentation covering all aspects of the Scottish Fire and Rescue Service Water Safety Capabilities. Station Commander J Snedden and Group Commander S Kabamba answered Members’ questions thereon. 3 Page 5 of 204
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The Convener thanked Station Commander Snedden for his very informative presentation and thanked him and his colleagues for their attendance. 6. COMMUNITY INVESTMENT FUND 2023/24 – 2ND ROUND There was submitted a report by Head of Culture and Communities Services (24/92) informing of the funding commitments made for the second round of the 2023/24 Community Investment Fund (CIF) in Carse of Gowrie and Kinross-shire and seeking agreement on a future paper for a further round of CIF in 2024/25. Resolved: (i) The funding decisions taken by Ward Panels for 2023/24 CIF as detailed in Report 24/92, be noted. (ii) A further report details proposals for a future round of CIF in 2024/25 be submitted to the next meeting of this Committee on 19 June 2024. 7. GREEN LIVING FUND 2023/24 – FUNDING AWARDS There was submitted a report by Head of Culture and Communities Services (24/93) informing of the funding commitments made through Participatory Budgeting in the 2023/24 Green Living Fund across the seven Local Action Partnership (LAP) localities. Resolved: (i) The funding awarded through participatory budgeting for the 2023/24 Green Living Fund and recommendations for any future participatory budgeting exercise, be noted. (ii) The carry-forward of £7,146 to be retained for further allocation, be approved. (iii) A report on the 2024/25 funding be brought to the next meeting of this Committee on 19 June 2024. ~~~~~~~~~ Page 6 of 204
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NOT PROTECTIVELY MARKED Perth And Kinross Council Housing and Social Wellbeing Committee 19 June 2024 SCOTTISH FIRE AND RESCUE END OF YEAR PERFORMANCE REPORT 1 OCTOBER 2023 TO 31 MARCH 2024 Report by Local Senior Officer, Scottish Fire and Rescue Service (Report No. 24/188) Abstract The report contains performance information relating to the six-month period (1 October 2023 – 31 March 2024) of 2023-24 on the performance of the Scottish Fire and Rescue Service in support of Member scrutiny of local service delivery. 1. PURPOSE OF THE REPORT To provide information for the Committee regarding the performance of the Scottish Fire and Rescue Service, against the priorities, performance indicators and targets detailed within the Local Fire and Rescue Plan for Perth and Kinross 2020-23, to facilitate local scrutiny. 2 RECOMMENDATIONS It is recommended that members note and scrutinise the statistical information contained in this report in conjunction with Appendix 1. 3 FINANCIAL IMPLICATIONS None. 4 PERFORMANCE 4.1 A performance management framework has been developed to facilitate the monitoring of performance against the agreed priorities and outcomes ensuring effective targeting of resources and the principles of Best Value are met. 4 Page 7 of 204
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NOT PROTECTIVELY MARKED 4.2 The Local Fire and Rescue Plan for Perth & Kinross 2020-23 was approved by the Housing and Communities Committee on the 2nd of December 2020. 4.3 The priorities and outcomes contained within the Local Fire and Rescue Plan reflect ‘place’ and the contribution of Scottish Fire and Rescue Service to the Perth and Kinross Community Plan (LOIP) 2017-27 and Community Planning Partnership. 4.4 In summary the following local priorities and targets are detailed within the plan: Priority 1 - Improving Fire Safety in the Home Priority 2 - Improving Fire Safety and Resilience in the Business Community Priority 3 - Minimising the Impact of Unintentional Harm Priority 4 - Reducing Unwanted Fire Alarm Signals Priority 5 - Reducing Deliberate Fires Priority 6 - Effective Risk Management and Operational Preparedness 4.5 Appendix 1 attached to this report provides a detailed breakdown and analysis of all data collected during the reporting period. A performance summary and scorecard is detailed on page 5 of the report. In addition, further sections are included to provide Members with an overview of a range of notable incidents and events undertaken by the local personnel/stations in support of prevention activities and preparation for emergency response. 5 EQUALITY IMPACT ASSESSMENT 5.1 Not applicable. 6 ENVIRONMENTAL ISSUES 6.1 There are no environmental issues arising as a consequence of this report. 7 SUMMARY 7.1 The attached report updates members regarding significant community safety engagement activities and operational matters; and gives context to the performance of the Scottish Fire and Rescue Service in the Perth and Kinross area. Local Senior Officer Perth & Kinross, Angus and Dundee Fire and Rescue Headquarters Blackness Road, Dundee DD1 5PA Page 8 of 204
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October - March: 2023/24 MONITORING REPORT Covering the activities and performance in support of the Local Fire and Rescue Plan for Perth & Kinross. 4 Page 9 of 204
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2 ABOUT THE STATISTICS IN THIS REPORT The activity totals and other statistics quoted in this report are provisional in nature and subject to change as a result of ongoing quality assurance and review. Because all statistics quoted are provisional there may be differences in the period totals quoted in our reports after original publication which result from revisions or additions to the data on our systems. From 2015-16 onwards responsibility for the publication of end-year statistical data transferred from the Scottish Government to the SFRS. This change of responsibility does not affect the status of the figures quoted in this and other SFRS reports presented to the Committee. Page 10 of 204
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3 TABLE OF CONTENTS PAGE Introduction Performance Summary Performance Highlights 4 5 6 Priority 1 - Improving Fire Safety in The Home HI 1 – Accidental Dwelling Fires (ADF) HI 2 – ADF Fatal Casualties HI 3 – ADF Non-Fatal Casualties Priority 2 - Improving Fire Safety and Resilience in the Business Community HI 4 - Non-Domestic Building Fires HI 5 – Fatal Casualties in Non-Domestic Buildings HI 6 – Non-Fatal Casualties in Non-Domestic Buildings Priority 3 - Minimising the Impact of Unintentional Harm HI 7 – Road Traffic Collision (RTC) Incidents HI 8 – Fatal RTC Casualties HI 9 – Non-Fatal RTC Casualties Priority 4 - Reducing Unwanted Fire Alarm Signals HI 10 – Unwanted Fire Alarm Signals (UFAS) Priority 5 - Reducing Deliberate Fires HI 11 – Deliberate Primary Fires HI 12 – Deliberate Secondary Fires Priority 6 - Effective Risk Management and Operational Preparedness APPENDIX 1: COMMUNITY SAFETY ENGAGEMENT PROGRAMMES APPENDIX 2: NOTABLE INCIDENTS 7 8 9 10 11 12 13 14 Page 11 of 204
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4 INTRODUCTION This report covers the SFRS’s performance and activities in support of the six priorities in the Local Fire and Rescue Plan for Perth & Kinross, namely: • Priority 1 - Improving fire safety in the home • Priority 2 - Improving fire safety and resilience in the business community • Priority 3 - Minimising the impact of unintentional harm • Priority 4 - Reducing unwanted fire alarm signals • Priority 5 - Reducing deliberate fires • Priority 6 - Effective risk management and operational preparedness As well as supporting the six priorities within the Local Fire and Rescue Plan for Perth & Kinross, this monitoring report shows how SFRS activities and performance contribute to the wider priorities of the Perth & Kinross Council Community Planning Partnership (CPP), as set out in the Perth & Kinross Community Plan (LOIP). The figures in this report are provisional, to provide the Committee with the SFRS’s direction of travel within the Perth & Kinross area, in terms of performance against headline indicators and targets. Most figures will not change; however, members should note that there may be some small variations for some indicators when the final confirmed figures are published by the SFRS. The Perth & Kinross Council Housing and Social Wellbeing Committee agreed the new Local Fire and Rescue Plan for Perth & Kinross on 2 December 2020, covering a three-year period. In support of delivering the priorities in this plan, 12 headline indicators and targets have been set, and form the basis of this quarterly monitoring report. Page 12 of 204
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5 PERFORMANCE SUMMARY The table below provides a summary of year to date (YTD) performance against annual targets. It aims to provide, at a glance, our direction of travel during the current reporting year. HI 1 Accident Dwelling Fires (ADF) HI 2 ADF Fatal Casualties HI 3 ADF Non-Fatal Casualties 64 Incidents YTD – 120 Incidents Annual Target – 122 Incidents 0 Casualties YTD – 2 Annual Target – 0 8 Casualties YTD – 19 Annual Target – 20 HI 4 Non-domestic Building fires HI 5 Fatal Casualties in Non-Domestic Building Fires HI 6 Non-Fatal Casualties in Non- Domestic Building Fires 16 Incidents YTD – 31 Incidents Annual Target – 57 Incidents 0 Casualties YTD – 0 Annual Target – 0 4 Casualties YTD – 4 Annual Target – 9 HI 7 Road Traffic Collision (RTC) Incidents HI 8 Fatal RTC Casualties HI 9 Non-Fatal RTC Casualties 45 Incidents YTD – 82 Incidents Annual Target – 90 Incidents 0 Casualties YTD – 4 Annual Target – 0 18 Casualties YTD – 48 Annual Target – 67 HI 10 Unwanted Fire Alarm Signals HI 11 Deliberate Primary Fires HI 12 Deliberate Secondary Fires 102 Incidents YTD – 314 Incidents Annual Target – 615 Incidents 8 Incidents YTD – 24 Incidents Annual Target – 32 Incidents 27 Incidents YTD – 84 Incidents Annual Target – 76 Incidents Year-to-Date Legend Below headline target Less than 10% above headline target More than 10% above headline target Page 13 of 204
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6 PERFORMANCE HIGHLIGHTS During the reporting period the SFRS attended a total of 817 incidents across Perth & Kinross. Of the 12 headline indicators and targets, the following Q3-Q4 performance should be noted: HI 1 - There were 64 Accidental Dwelling Fires (ADF) reported. Fire damage at 41 incidents was reported as limited to item of ignition, 11 limited to the room of ignition and 2 whole building requiring a hosereel or main jet to extinguish. 44 properties were fitted with smoke detection all of which operated and gave early warning to the occupants. All properties were given a HFSV and where required standalone smoke detection fitted and advice given by Firefighters. The main cause was cooking and human contributing factor being distraction, 9 with drugs or alcohol being involved. HI 2 / HI 3 - There were 0 ADF Fatal Casualties and 8 ADF Non-Fatal Casualties which is a reduction on the previous reporting period. HI 4 - There were 16 Non-Domestic Building Fires which reflects an increase of one on the previous period (15). 10 incidents resulted in minor damage, 4 limited to room of origin and 2 affecting more than 2 floors. At 4 of these incidents’ firefighters extinguished the fire using a fire extinguisher or hosereel. HI 5 / HI 6 – There were 0 Non-Domestic Fatal Fire Casualties and 4 Non-Domestic Casualties recorded during this period. HI 7 - We attended 45 Road Traffic Collision’s (RTCs) to assist with scene safety or to extricate occupants trapped as a result of a collision. Of the 45 incidents attended, 11 incidents required technical extrication to release casualties. HI 8 / HI 9 - Of the 45 RTC incidents we attended, there were 0 RTC Fatalities which represents a decrease from the previous reporting period (4) and 18 Non-Fatal Casualties which represents a decrease from the previous reporting period (30). HI 10 - The SFRS mobilised to 102 Unwanted Fire Alarm Signals (UFAS) incidents from a total of 422 False Alarms during the reporting period. HI 11 / HI 12 - There were 8 Deliberate Primary Fires reported. 4 involved vehicles and 4 structures. There were 27 Deliberate Secondary Fires reported which represents a decrease of 30 on the previous reporting period (57). There were no trends identified regards locality however all involved grassland, woodland or refuse. Our firefighters continue to train in all aspects of their role to ensure they are operationally prepared, and we continue to gather information on local risks to assist us in an emergency through our Operational Intelligence visits. We continue to deliver face to face engagement in partnership within our communities to ensure we can continue to help those who are most vulnerable. Page 14 of 204
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7 Indicator Description HI 1 – Accidental Dwelling Fires The largest single type of primary fire within P&K, our aim is to reduce the rate of ADF’s in the home and their prevention is a key focus of SFRS community safety activity. HI 2 – ADF Fatal Casualties People for whom fire has been clearly identified as the cause of death, even if they die some-time after the actual fire. HI 3 – ADF Non-Fatal Casualties This counts all types of non-fatal fire injury in the home, including precautionary checks. What we aim to Achieve Priority One: Improving Fire Safety in the Home, meeting the headline targets will also support a long-term vision in the Perth & Kinross LOIP objectives: • Developing educated, responsible and informed citizens • Supporting people to lead independent, healthy and active lives • Creating a safe and sustainable place for future generations Performance Management Within Perth & Kinross we continue to work with our partners to ensure we positively contribute to reducing the risk to our communities and staff by analysis of our operational activities and targeting those most at risk and vulnerable, particularly around unintentional harm in the home. These targeted initiatives delivered in partnership will continue to develop and improve as we move forward together to ensure we provide the most appropriate support for our communities with regards to unintentional harm. 20/21 21/22 22/23 23/24 Annual Target HI1 96 100 85 120 122 20/21 21/22 22/23 23/24 Annual Target HI2 0 1 0 2 0 HI3 23 18 16 19 20 PRIORITY 1 - IMPROVING FIRE SAFETY IN THE HOME 0 5 10 15 19/20 20/21 21/22 22/23 HI 2 & HI 3 ADF Fatal Fire Casualties ADF Non-Fatal Fire Casualties 0 10 20 30 40 50 60 19/20 20/21 21/22 22/23 HI 1 Incidents Page 15 of 204
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8 Indicator Description HI 4 - Non-Domestic Building Fires Applicable to the Act Non-domestic buildings applicable to Part 3 of the Fire (Scotland) Act 2005 (‘The Act’) (e.g. care homes, hotels and hospitals etc.) HI 5 – Fatal Fire Casualties in Non-Domestic Building Fires applicable to the Act People for whom fire has been clearly identified as the cause of death, even if they die some-time after the actual fire. HI 6 – Non-fatal Fire Casualties in Non-Domestic Building Fires applicable to the Act Counts all types of non-fatal fire injury in non-domestic buildings, including precautionary checks. What we aim to Achieve Priority Two: Improving Fire Safety and Resilience in the Business Community, we also link this headline target to improving the following Perth & Kinross LOIP outcomes: • Promoting a prosperous, inclusive and sustainable economy • Supporting people to lead independent, healthy and active lives • Creating a safe and sustainable place for future generations Performance Management In-line with our Fire Safety Enforcement Plan, Fire Safety Enforcement Officers support local businesses to enable suitable and timely legislative fire safety guidance and enforcement to be undertaken. We also continue to engage and support local and national business forums to ensure the right level of consistent information is provided to the business community. 129 Audits were undertaken during the reporting period including: 34 Guest Houses; 24 Care Homes; 20 Boarding Schools; 9 Self-Catering Premises; 8 Hospitals (wards in larger hospitals); 7 Hotels; 7 HMOs; 5 Licensed Premises; 15 Others. 6 Post Fire Audits were completed following fire related incidents at relevant premises with no trends were identified. There were no enforcement/formal notices issued within any business in Perth and Kinross. 20/21 21/22 22/23 23/24 Annual Target HI5 0 0 4 0 0 HI6 0 0 6 4 9 20/21 21/22 22/23 23/24 Annual Target HI4 34 37 44 31 57 PRIORITY 2-FIRE SAFETY AND RESILIENCE IN THE BUSINESS COMMUNITY 0 5 10 15 20 25 30 19/20 20/21 21/22 22/23 HI 4 Incidents 0 1 2 3 4 5 6 7 19/20 20/21 21/22 22/23 HI 5 & HI 6 Fatal Fire Casualties Non-Fatal Fire Casualties Page 16 of 204
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9 Indicator Description HI 7 - RTC Incidents The SFRS has become increasingly involved in more non-fire related prevention work, in support of its role in promoting the wider safety and well-being of its communities, including minimising the impact of unintentional harm. HI 8 – Fatal RTC Casualties As a headline target, the aim is to reduce the risk of death from RTC’s in Perth & Kinross. HI 9 - Non-fatal RTC Casualties As a headline target, the aim is to reduce the risk of injury from RTC’s in Perth & Kinross. What we aim to Achieve As well as helping to deliver Priority three: Minimising the Impact of Unintentional Harm, we also link these headline targets to improving the following Perth & Kinross LOIP outcomes: • Developing educated, responsible and informed citizens • Supporting people to lead independent, healthy and active lives • Creating a safe and sustainable place for future generations Performance Management RTCs account for a high number of casualties every year which requires a multi-agency partnership approach to reduce these risks to those on our roads. P&K Road Safety Partnership is a multi-agency group working locally to establish reduction priorities and influence the content of the P&K Road Safety Plan. Delivered within schools and local business the Young Driver Programme utilises VR headsets to provide an immersive experience to users on Road Safety. We continue to focus on education, changing attitudes and behaviours and to date have delivered to 787 young people within the P&K area including HMP Perth and HMP Castle Huntly. The P&K Road Safety Partnership evaluation has now concluded and with the findings being extremely positive. 20/21 21/22 22/23 23/24 Annual Target HI7 59 80 93 82 90 20/21 21/22 22/23 23/24 Annual Target HI8 1 5 5 4 0 HI9 17 26 64 48 67 PRIORITY 3 – MINIMISING THE IMPACT OF UNINTENTIONAL HARM 0 10 20 30 40 50 60 19/20 20/21 21/22 22/23 HI 7 RTC 0 10 20 30 40 50 19/20 20/21 21/22 22/23 HI 8 & HI 9 Fatalities Casualties Page 17 of 204
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10 Indicator Description HI 10 – Unwanted Fire Alarm Signals (UFAS) Automatic Fire alarms (AFA’s) are fundamental to providing early warning from fire, giving people the chance to evacuate safely. However, to be effective, they must be properly installed, maintained, and supported by a robust fire safety management regime implemented by the Duty Holder. As a headline target, the aim is to improve fire safety management and awareness, by reducing the number of attendances to UFAS from automatic systems in Non-Domestic buildings. What we aim to Achieve As well as helping to deliver Priority Four: Reducing Unwanted Fire Alarm Signals, we also link this headline target to improving the following Perth & Kinross LOIP outcome: • Promoting a prosperous, inclusive and sustainable economy Performance Management UFAS from AFA’s has an impact in terms of unnecessary blue light journeys, redirecting SFRS resources away from other activities such as community safety engagement and causing considerable disruption to businesses. Operational crews continue to investigate the cause of every UFAS incident to ensure the appropriate level of engagement with the Duty Holder is undertaken when in attendance. Every UFAS incident that the SFRS attends is used as an opportunity to educate the Duty Holder on the impact UFAS has on their businesses, the community and the Fire and Rescue Service. Following the UFAS Stakeholder Consultation, from 1 July 2023 the SFRS no longer mobilise to AFA’s within Non-Sleeping risk premises unless a fire is confirmed. This has led to a significant reduction in UFAS mobilisations within P&K providing opportunities for reinvesting the released capacity into areas that would deliver greater value, such as upskilling, training and further prevention work. 20/21 21/22 22/23 23/24 Annual Target HI10 595 673 669 314 615 Property Types Residential Home 56 Hospitals 43 Hotels 32 Care Homes, Sheltered Housing 20 Primary School 12 PRIORITY 4 - REDUCING UNWANTED FIRE ALARM SIGNALS 0 100 200 300 400 19/20 20/21 21/22 22/23 HI 10 UFAS Incidents 76% 24% 2% All False Alarms (422) UFAS = 24% Equipment Faliure Good Intent Malicious Page 18 of 204
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11 Indicator Description HI 11 – Deliberate Primary Fires These indicators account for all types of fire that are believed to have been started intentionally. • Fires in the home • Fires in non-domestic buildings • Fires in motor vehicles HI 12 – Deliberate Secondary Fires These deliberate fires cover the majority of outdoor fires including grassland and refuse fires and include fires in derelict buildings, but not chimney fires. What we aim to Achieve As well as helping to deliver Priority Five: Reducing Deliberate Fires, we also link this headline target to improving the following Perth & Kinross LOIP outcomes: • Developing educated, responsible and informed citizens • Promoting a prosperous, inclusive and sustainable economy • Supporting people to lead independent, healthy and active lives • Creating a safe and sustainable place for future generations Performance Management The proactive approach adopted particularly around youth engagement endeavours to reduce the number of deliberate fires, particularly secondary fires, as part of a wider youth awareness education initiative. These include a targeted approach working with local schools along with national campaigns during the summer season to reduce this unacceptable, anti-social behaviour. This continual programme of input with regards deliberate fire raising is delivered alongside other educational safety programmes across Perth and Kinross particularly within the Perth City area. The SFRS Community Action Team continue to monitor secondary fires and liaise closely with Police, Safer Communities and partners as part of a targeted approach to reduce such events. 20/21 21/22 22/23 23/24 Annual Target HI12 64 88 87 84 76 20/21 21/22 22/23 23/24 Annual Target HI11 26 27 16 24 32 PRIORITY 5 - REDUCING DELIBERATE FIRES 0 2 4 6 8 10 12 14 19/20 20/21 21/22 22/23 HI 11 All Deliberate Primary Fires 0 10 20 30 40 19/20 20/21 21/22 22/23 HI 12 All Deliberate Secondary Fires Page 19 of 204
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12 Risk Management and Operational Preparedness is a key area of work for the SFRS. In Perth & Kinross, this means: • Knowing what the risks are in Perth & Kinross and then making plans, so we are resilient to respond to any event • Being prepared to respond to national threats or major emergencies • Developing flexibility to deploy crews, to take on a broadening role within the community • Firefighters being equipped to deal with emergencies safely and effectively and our stations being in a constant state of readiness • Safe, secure, vibrant and sustainable communities • An inclusive and sustainable economy • An enhanced, protected and enjoyed natural and built environment • Improved physical, mental and emotional health and well-being What we aim to Achieve As well as helping to deliver Priority Six: Effective Risk Management and Operational Preparedness, our activities also support improving the following Perth & Kinross LOIP objectives: • Developing educated, responsible and informed citizens • Promoting a prosperous, inclusive and sustainable economy • Supporting people to lead independent, healthy and active lives • Creating a safe and sustainable place for future generations During the reporting period we have delivered our training commitment to operational firefighters, whereby we trained and confirmed their preparedness to deal with: • Breathing Apparatus • Casualty Care • Incident Command • Road Traffic Collisions • Tactical Ventilation • Pumps and Ladders Within P&K, our On-Call Volunteer stations, Kinloch Rannoch, Kirkmichael and Glenshee have enhanced capabilities which allows them to be mobilised to RTCs ensuing resilience in our more remote communities. In addition Flood Response Stations (Kinross, Comrie, Blairgowrie and Aberfeldy,) are now fully operational and are utilised during spate weather events to support Swift Water Rescue Stations. Alyth and Pitlochry have been designated as Wildfire Response Stations and have been issued with specialist PPE and equipment with training underway. Firefighters continue to conduct Operational Intelligence visits to sites gathering information to support Water Incident Response Plans, Wildfire Plans, Domestic Site Specific Information along with Heritage and Commercial buildings within their station area. The addition of new tablets on appliances allows Firefighters to review incident risk information enroute to incidents ensuring they are familiar with the associated risks and hazards and can take effective actions in dealing with incidents on arrival. They also continue to conduct Home Safety Visits, ensuring that all high risk properties are visited, and telephone contact made with all medium and low risk properties. Our Development Firefighter yearly assessments are also continuing to ensure that they are developing their skills in line with their 3-year Modern Apprenticeship. We are also continuing our advertising campaign with a view to filling a number of vacant posts within our On-Call stations. PRIORITY 6 - RISK MANAGEMENT AND OPERATIONAL PREPAREDNESS Page 20 of 204
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13 This section provides details of Community Safety Engagement initiatives undertaken within P&K. The Safer Communities Partnership work together to provide community safety messages, education, training and support. This compliments risk reduction strategies to support our communities, particularly those most vulnerable. Working collaboratively, it also supports the priorities within the Local Fire and Rescue Plan, Perth & Kinross Local Outcomes Improvement Plan and the wider Perth & Kinross Council Community Planning Partnerships priorities. APPENDIX 1: COMMUNITY SAFETY ENGAGEMENT PROGRAMMES Page 21 of 204
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14 SFRS attended 817 incidents of which a number had a serious impact on members of our communities and their families. 180 High Street, Perth Crews were mobilised to a fire at 180 High Street, Perth. 4 Rescue Pumps, a High Reach Applaince and Breathing Apperatus Support Unit attended the incident. The fire was quickly extinguished by Firefighters wearing breathing apparatus using main jets and a systematic search of all the flats above was undertaken to confirm all persons were accounted for. Due to the building construction a significant amount of cutting away and cooling of hot spots was required, utilising thermal image cameras. SFRS were assisted throughout the incident by partners including Police Scotland, SAS SORT and PKC Emergency Response Officer. Blair Castle Exercise An exercise took place at Blair Castle with crews attending from Pitlochry, Aberfeldy, Dunkeld and Kirkmichael. This is an annual exercise undertaken with estate staff as part of their business continuity planning should there be a fire within the castle, providing opportunity to test procedures including roll call and salvage plans as well as ensuring crews are familiar with the risks within their areas. APPENDIX 2: NOTABLE INCIDENTS / EVENTS Page 22 of 204
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15 RTC, A85 near New Fowlis RTC involving a single vehicle that left the roadway colliding with a large oak tree and coming to rest on its side. With persons trapped, crews from Perth and Crieff quickly stabilised the vehicle creating a safe working platform to extricate the casualty. Assisted throughout by partners, crews utilised powered rescue equipment to cut, fold and remove the roof creating maximum space to extricate the casualty safely. Page 23 of 204
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OFFICIAL: POLICE AND PARTNERS OFFICIAL: POLICE AND PARTNERS Perth And Kinross Council Housing and Social Wellbeing Committee PERTH AND KINROSS LOCAL POLICING AREA END OF YEAR POLICE REPORT (1 October 2023 – 31 March 2024) Report by Chief Superintendent Phil Davison Police Scotland D Division (Tayside) (Report No. 24/189) 1. RECOMMENDATION 1.1 It is recommended that members note and scrutinise the statistical information contained in this report in conjunction with Appendix 1. 2. BACKGROUND Appendix 1 – End of Year Police Report (Q3 & Q4 2023/24) 2.1 The purpose of this report (Appendix 1) is to provide information to the Committee regarding the performance of Police Scotland to facilitate local scrutiny. 2.2 Appendix 1 will provide information in relation to some of the work which has taken place within Perth and Kinross Local Policing Area. 2.3 The content in this report is for information purposes to allow Members to conduct their scrutiny responsibilities. 3. PERFORMANCE 3.1 Appendix 1 will provide updates on: • Violence Disorder and Antisocial Behaviour • Acquisitive Crime • Road Safety and Road Crime • Public Protection • Counter Terrorism and Domestic Extremism • Wildlife Crime • Serious Organised Crime 5 Page 25 of 204
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OFFICIAL: POLICE AND PARTNERS OFFICIAL: POLICE AND PARTNERS 4. FINANCIAL IMPLICATIONS 4.1 There are no financial implications as a result of this report. 5. STAFFING IMPLICATIONS 5.1 There are no staffing issues as a result of this report. 6. ENVIRONMENTAL ISSUES 6.1 This report does not have any impact on the environment. 7. SUMMARY 7.1 The attached report updates members regarding significant operational matters and performance of the local policing area during quarters 3 & 4 of policing year 2023/24. 8. COMPLIANCE 7.1 Is the proposal; (a) Human Rights Act 1998 complaint? YES (b) Equality & Diversity complaint? YES Page 26 of 204
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OFFICIAL 1 | P a g e OFFICIAL Perth and Kinross Council Housing and Social Wellbeing Committee Police Scotland end of year report 5 Page 27 of 204
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OFFICIAL 2 | P a g e OFFICIAL Contents Page Introduction and Overview of Local Policing Priorities 3 Police Scotland’s strategic objectives 4 Perth and Kinross Local Policing Plan 2023-2026 5 Performance on a Page 6 • Local Priority/Activity – Address violence through preventative and enforcement measures 7 - 9 • Local Priority/Activity – Deal with disorder and antisocial behaviour 10 -11 • Local Priority/Activity – Tackle acquisitive crime and support victims 12 - 14 • Local Priority/Activity – Make our roads safer 15 • Local Priority Activity - Public Protection 16 - 20 • Local Priority/Activity – Enable and support effective engagement and communication with the public 21 - 28 National Priority – Use innovative approaches to accelerate capacity and capability for effective service deliver 29 - 31 • National Priority – Prioritise Wellbeing and keep our people safe, well equipped and protected 32 - 34 Page 28 of 204
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OFFICIAL 3 | P a g e OFFICIAL Introduction and Overview of Local Policing Priorities As from April 2013, the Police and Fire Reform (Scotland) Act 2012 has required Divisional Commanders to produce and publish a Local Policing Plan (LPP) for each local authority area. The Perth and Kinross LPP 2023-2026 clearly sets out the policing objectives for Perth and Kinross and will report to the Housing and Social Wellbeing Committee. This end of year report covers the period from 1 April 2023 to 31 March 2024. In line with the Perth and Kinross LPP, these Performance Reports provide a more holistic overview of progress across the service to meet our strategic outcomes. This approach provides a wider and more detailed picture of traditional policing performance measures, supplemented with additional insight and narrative to the many different aspects of policing and corporate support functions. The measures are longer term focussed rather than reflecting the ongoing performance of the day-to-day operational challenges we face and aim to provide evidence of the effectiveness and impact of our services as a whole. We have introduced a number of key performance measures and insights questions in support of our local police plan to focus attention on impact and outcomes. For example: • How effective are the diversionary activities provided? • How effective are the processes in place to prevent acquisitive crime? • How well are we engaging with the public? • What progress has been made in terms of collaboration and what percentage of the divisional estate is co-located with partners? To enable a more detailed examination by the Committee of specific local priorities and strategic outcomes, a ‘Spotlight’ focus will be provided on one of the priority areas on a quarterly basis. The Spotlight focus will rotate each quarter in line with the expected updates outlined in the Perth and Kinross LPP. Page 29 of 204
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OFFICIAL 4 | P a g e OFFICIAL Police Scotland’s strategic objectives Page 30 of 204
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OFFICIAL 6 | P a g e OFFICIAL Performance on a Page - 1st April 2023 to 31st March 2024 Recorded Crimes Change Detection Rate % point Change CYTD LYTD 5 Yr Av. From LYTD From 5 Yr Av. CYTD LYTD 5 Yr Av. From LYTD From 5 Yr Av. ASB and Disorder Overall group 4 792 797 873 -0.6% -9.3% 31.8% 31.4% 40.7% 0.5% -8.9% ASB Incidents 6004 6267 7578 -4.2% -20.8% - - - - - Violence Robbery 40 38 33 5.3% 22.0% 82.5% 78.9% 82.9% 3.6% -0.4% Serious Assault 107 73 76 46.6% 40.8% 85.0% 87.7% 87.1% -2.6% -2.1% Common Assault (excl EW) 1028 1122 970 -8.4% 6.0% 68.8% 70.0% 69.7% -1.2% -0.9% Public Protection Overall Group 2 320 396 368 -19.2% -13.1% 60.0% 60.1% 54.8% -0.1% 5.2% Rape 52 60 73 -13.3% -28.6% 37.5% 75.0% 58.7% -37.5% -21.2% Domestic Abuse 53 53 - 0.0% - 67.9% 56.6% - 11.3% - Road Safety Speeding offences 319 451 2081 -29.3% -84.7% 99.4% 100.4% 100.0% -1.1% 0.4% Drink / Drug Driving 173 146 188 18.5% -8.0% 103.5% 90.4% 93.7% 13.1% -3.3% Acquisitive Crime HBs 181 212 223 -14.6% -18.8% 28.7% 30.2% 29.5% -1.5% -0.8% Dwelling HBs 77 102 89 -24.5% -13.5% 27.3% 21.6% 20.7% 5.7% 6.6% Motor Vehicle Crime 210 205 230 2.4% -8.6% 42.4% 36.6% 36.2% 5.8% 6.2% Fraud 404 339 236 19.2% 71.2% 11.9% 14.7% 23.1% -2.9% -11.3% Shoplifting 787 516 556 52.5% 41.6% 53.2% 48.1% 69.1% 5.2% -15.8% Overall Group 2’ All Sexual Crimes including Rape & Attempts, Indecent & Sexual Assaults, Prostitution Offences and ‘Other’ Group 2 Crimes. Overall Group 4’ All Fireraising, Vandalism, Reckless Conduct and ‘Other’ Group 4 Crimes. Page 32 of 204
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OFFICIAL 7 | P a g e OFFICIAL Local Priority/Activity – Address violence through preventative and enforcement measures The approach to violent crime in the Perth & Kinross local authority area continues to be delivered via a blend of preventative and enforcement activity. Perth & Kinross remains a safe place to live and when violent crime does occur there is a high detection rate with offenders quickly brought to justice. The following paragraphs will review performance figures up to the end of Q4 across a range of crime types Murder/Attempted murder • 2 Murders were recorded within the 2023/24 year an increase from zero the previous year. The first murder was recorded in Q1, the accused remains on remand with trial set for later this year. • 1 Murder was recorded during this reporting period. The incident occurred on 17th February 2024 whereby a 66-year-old male from Aberfeldy was shot whilst walking near to his home address. The investigation remains ongoing and is being led by Detectives from the Major Investigation Team with support from local officers. On Monday 27th May, a 75-year-old male appeared at Perth Sheriff Court in connection with the death. He was remanded in custody and a trial date will be set soon. • 1Attempted Murder has been recorded in Q4 of 2023/24, a slight decrease on the 2 reported in the same period last year. This took place on 28th January 2024 and saw a 35-year-old male attacked with a bladed weapon. The incident took place in a main public street in Milnathort, a 34-year-old male, known to the victim, was arrested promptly following the attack. • Overall Attempted Murder occurrence rates have improved, 4 have been recorded for the 2023/24 period compared to 6 the year previous. • Of the 4 recorded, 3 occurred in Q1 and 1 in Q4. Serious assault • 28 serious assaults were committed in Q4 of 2023/24. This is a slight increase (6 crimes) compared to the same period last year. Serious assaults have posed a challenge in terms of volume during 2023/24, overall we have an increase of 46.6%. Despite this increase however, overall detection rates remain positive with only 2.6% lower than the previous year. Page 33 of 204
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OFFICIAL 8 | P a g e OFFICIAL • Analysis reveals nearly 70% of serious assaults for the year were committed near the centre of Perth, of which 34% were committed in public spaces with just over a quarter committed in either a Prison or Hospital setting. HMP Perth alone has recorded 18 serious assaults more this year than last which is significant. Robberies • 14 robberies/attempts were recorded during the period under review. February saw the second highest count of robberies for any month with a total of 7 recorded. Incidence of weapons being used in the commission of a robbery remains low and accounts for only 8% of crimes recorded. • 2023/24 concluded with a cumulative total of 2 more robberies/attempts than the previous year. Despite this slight increase, annual detection rates improved by 3.6% for 2023/24, public space remains the most common location for the crime to be committed and accounts for nearly half. • 84% of victims knew their attacker, therefore it is clear that ‘stranger’ attacks remain rare. The locality based Reactive CID model has undoubtedly assisted in the investigation and detection of the increased serious crime volume. All complex or protracted crimes not yet resolved are owned and investigated by experienced Detective Officers ensuring robust enquiry. In response to identified frequency of offending within the City Centre particularly around the nighttime economy, additional focus has been given to policing these areas. Response and Community Teams along with specialist support from within Reactive CID and Prevention, Intervention and Partnership colleagues have collectively tailored a response focussed on both prevention and detection of offending. Support from partners has afforded opportunities with Community Safety Wardens and Street Pastors continuing to provide vital input. Ongoing engagement with local businesses is now well established, in Perth City we continue to conduct joint patrols of “hot spots” and licensed premises with partners including Community Safety Wardens and Street Pastors as part of Operations STUNG and CENTRE SAFE. To coordinate this activity we hold weekly meetings with colleagues in Community Safety to review incidents and inform patrol activity and now also regularly conduct street briefings to increase visibility. Continued strong links with the Scottish Prison Service have featured with recent collaboration around Crime Scene Management and forensic awareness. This has borne benefit particularly given increased offending rates. Population and drug supply are Page 34 of 204
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OFFICIAL 9 | P a g e OFFICIAL undoubtedly two factors impacting increased violence recorded. A tailored response plan is in place to respond to Drone incidents with significant work undertaken by Architectural Liaison Officers and through support from P&K Council to target harden. A dedicated Prison Liaison Officer (PLO) continues to drive forward local enquiry on a scale that features impressively against other Prison Estates nationally. Notable detections for the period under review include: • A 19 year old male arrested following a robbery involving a weapon at retail premises in North Methven Street, Perth. • 2 males and 1 female aged 27, 26 and 39 respectively, arrested following the robbery of a 36 year old vulnerable male in Jura Street, Perth. • A 34 year old male arrested for attempted murder whilst in possession of a weapon in Milnathort. • A 28-year-old female arrested following a serious assault of 26 year old male in Letham. • 7 separate incidences of serious injury detected following prisoner on prisoner attacks within HMP Perth. • Arrest of a 36 year old male for serious assault committed near High Street, Auchterarder involving a baton style weapon. Page 35 of 204
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OFFICIAL 10 | P a g e OFFICIAL Local Priority/Activity – Deal with disorder and antisocial behaviour • Overall, incidents of Anti-Social Behaviour reduced by 4.2% year to date and are 20.8% lower than the 5 year average. • 212 crimes of vandalism were recorded during the period under review which is a significant decrease of 15.6% from the same period last year (36 less crimes). • 12 crimes of fire raising were recorded year to date, this is an increase of 7 crimes compared to the same period last year. Perth and Kinross LPA continue to work closely with partners delivering a multi-agency response alongside Housing, Community Safety and SFRS conducting reviews of all ASB calls, thereafter, sharing with the relevant partner to mitigate the risk. Weekly meetings are attended by Partnerships Interventions and Preventions (PIP) officers to discuss recurring ASB issues ensuring proportionate action is taken from a multi-agency perspective, with joint visits conducted when required to ensure a co-ordinated approach. For the period under review, Perth and Kinross has had 3 Anti-Social Behaviour Orders and 7 Anti-Social Behaviour agreements and only 1 breach of ASBO. For 2023/24, officers in Perth and Kinross have proactively shared 261 anti-social behaviour incidents and received 385 requests for information. Information is shared with the Community Safety Team as part of our joint working at St Martins House, Perth in line with the Data Protection Act. This includes information on reported disturbances, loud music, nuisance, and criminal damage all of which are reviewed and receive a collaborative approach to tackle the issue. The collaborative approach allows effective engagement with youths, installation of sound monitors, ASBOs or referrals to VSS. Partner Intelligence Portal Training has been delivered to the PKC Community Safety Team and Visitor Rangers, this is a system which enables partners to record intelligence relating to any criminality or ASB, this process has been positively welcomed and has improved the intelligence picture within Perth & Kinross. Licensing Page 36 of 204
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OFFICIAL 11 | P a g e OFFICIAL For the period under review, the Police licensing team have processed 914 applications for the Perth and Kinross area. This comprised 295 applications for occasional licenses, personal licences and variations to premise licences. 102 renewals and grants for taxi / private hire operators and driver renewals. 415 applications for the grant of a Short Term Let licence. The remaining applications include grants and renewals for public entertainment licences, second hand dealers, animal boarding, skin piercing / tattooing, late hours catering and window cleaners. 23 recorded ASB incidents were at or in the immediate vicinity of licensed premises. 151 inspections were carried out throughout Perth and Kinross area, with no premise identified as problematic during this period. The licensing team have also carried out joint operations with the local authority targeting taxi drivers through this period which resulted in the removal of 3 licenses which related to failure to adhere to the conditions of the licence. All second-hand dealer shops within Perth City centre were also subject to a full inspection with no major issues discovered. The Police Licensing Team are regularly deployed to football matches, as part of their deployment carry out licensed premises checks. This activity will continue upon the commencement of the new season. In March a joint operation involving Police, Home Office and trading standards, Operation Broom, removed illicit tobacco and vapes from shops in Perth City Centre which equated to £17355. Page 37 of 204
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OFFICIAL 12 | P a g e OFFICIAL Local Priority/Activity – Tackle acquisitive crime and support victims Levels of Acquisitive Crime continue to be impacted by the cost of living crisis, with increases in occurrence rates across a range of Acquisitive Crimes seen nationally. Our tactical approach to Acquisitive Crimes continues to be directed by the work of the Divisional Acquisitive Crime Group, which meets monthly and is chaired by the Detective Chief Inspector, Reactive CID. This groups brings together representatives from across local and national Divisions who are working within Tayside, including representatives of our Roads Policing Unit, Specialist Crime Division and Operational Support Units. The groups are supported by the inclusion of a Community Crime analyst, who brings a detailed analytical document for discussion to ensure that resources are best targeted towards repeat offenders, areas where crime levels are higher and those crime types which are causing most community concern. The Divisional Acquisitive Crime Team and wider Reactive CID continue to take responsibility for investigating crimes series in the Perth & Kinross area. This provides enhanced investigative ability and targeted resources. The Acquisitive Crime Team meet every morning with colleagues from neighbouring Divisions. This results in links to cross border crime series being identified quickly, maximising intelligence / evidential opportunities and delivering cohesive regional crime investigations. • Domestic Housebreakings are significantly reduced for 2023/24 with 25 crimes less recorded than the previous year. For the period under review, again a significant decrease with 14 crimes recorded compared to 29 for the same period last year. Detection rates are also improved with a 28% increase for 2023/24, it should also be noted that a number of ongoing investigations have positive lines of inquiry which may continue to improve the detection rate. • Non dwelling housebreakings such as garages and outbuildings are relatively low in number averaging around 3 per month, this is also an improvement from the same period last year. 75% of these crimes occur in rural town and villages as opposed central Perth. • Commercial Housebreakings are also reduced compared with the same period last year with 7 less crimes recorded for 2023/24. • Overall Housebreaking occurrence rates are -14.6% down on the previous year and remain well below 5 year average. • Theft of Motor Vehicles is a standalone category within Motor Vehicle crime, for 2023/24 we have had an increase with 22 more crimes recorded. This has been subject of ongoing analysis throughout the year, around 21% of motor vehicle thefts or attempts take place in Perth City. Blairgowrie and Alyth are the next standouts, however significantly lower volumes. Similar to non-dwelling Housebreakings, rural thefts show little by way of pattern making prevention significantly more difficult. Page 38 of 204
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OFFICIAL 13 | P a g e OFFICIAL • 118 crimes across the remaining Motor Vehicle categories for 2023/24, this is a significant reduction compared to the same period last year with 17 crimes less recorded. • Perth and Kinross continue to see disproportionate impact from non- resident offenders in relation to Acquisitive Crime. For 2023/24, Perth and Kinross LPA have detected a number of traveling criminals from Fife, Edinburgh and Dundee. • There are now well established Acquisitive Crime leads within respective Divisions of Police Scotland. These strong lines of communication are pivotal to identifying emerging crimes trends and bringing offenders to justice and have borne significant success. Locality based Reactive CID take ownership of all high value or linked series acquisitive crime. Support is also available from Divisional Acquisitive leads to ensure cross border trends and offending are quickly identified. Nationally Frameworks are in place to ensure the investigation of specific offending is joined up and opportunities maximised. This is evident with high value housebreakings where victims are targeted based on ethnicity, occupation, access to certain vehicles or a combination of all. The theft of Ford Fiesta ST vehicles is worthy of particularly mention with a small but significant number having been stolen in Perthshire. This is a trend somewhat specific to the Northeast with crime ranging from the Borders to Aberdeenshire. Tactical options are key where suspect or stolen vehicles are detected by mobile patrols. Greater collaborative working between Response, Road Policing and CID officers has facilitated crime cars specifically tasked priority matrix patrols. Shoplifting statistics whilst concerning in relation to increased volume are likely the consequence of engagement with stakeholders and increased confidence in reporting. The national picture highlights shoplifting is increasing everywhere with Perth and Kinross showing increase below the National average. Despite increased volume, detections remain very positive compared against previous years. Continued proactive focus towards high tariff offenders as a priority, increased visibility and the continuation of the business safety partnership meetings has created some respite throughout the year. Reports of Fraud continue to increase however not as steeply as previously recorded. Our increase is at the lower end of what is replicated nationally. High value frauds are either triaged by the Economic Financial Investigation Unit or a local Financial Investigator to appropriately identify lines of enquiry and immediate actions. Page 39 of 204
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OFFICIAL 14 | P a g e OFFICIAL Notable detection from Perth & Kinross for the period under review include: • A 39 year old male of no fixed abode, arrested and charged with 14 linked acquisitive offences in Perth City and Northern Perthshire • Following investigation into a Housebreaking in Perth a 19 year old male was arrested and charged with 5 linked offences. • A 26 year old male from Dundee reported for Theft by Housebreaking including theft of a vehicle from Blairgowrie • In response to a significant crimes’ series extending from Dundee through the Carse of Gowrie, into Perth and north to Pitlochry, 3 males aged 25, 21 and 18 were charged with a total of 26 linked offences. • In a crime series at the turn of the year Angus and Perth and Kinross saw commercial housebreaking committed by a 21 year old male from Edinburgh. • In January 2024, a 22 year old male from Romania was arrested in relation to 4 outstanding housebreakings in southern Perthshire. • Targeted enforcement in relation to prolific repeat shoplifters. A 31 year old male was arrested and charged with 40 outstanding offences in addition to pending cases which have been reported out with the reporting period. The male has been sentenced to 18 months in prison in relation to this. Page 40 of 204
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OFFICIAL 15 | P a g e OFFICIAL Local Priority/Activity – Make our roads safer Positively, Perth and Kinross suffered no road traffic fatalities in Q4. However sadly the total number of fatalities for Perth & Kinross for 2023/24 is 4, this is a 50% decrease in fatal collisions compared to the same period last year. There were 9 serious injury road traffic collisions during Q4, bringing the year-to-date figure to 69 which is a 23% decrease in the number of persons seriously injured within Perth & Kinross. High visibility road safety enforcement continues to be routine business for the Road Policing Unit with a continued focus on the Fatal 5, which has the greatest impact on casualty reduction and addresses community concerns. New Young Drivers Scheme continues to be delivered across Perth and Kinross targeting those aged 17-25 years of age who are statistically more likely to be involved in a collision. The aim, to raise awareness of road safety and influence road user behaviour. Notable activities during the reporting period include: • Joint presentation delivered to Housing and Wellbeing Committee by police and SFRS • National Seatbelt campaign Perth City • A90 day of action targeting fatal 5 offences • A9 day of action targeting fatal 5 offences • National mobile phone day of action Perth City • Speed checks conducted across Perth and Kinross by our local Community Policing Teams and Divisional Roads Policing Unit. • Enforcement activity at School exclusion zones in response to concerns raised by members of local communities. Page 41 of 204
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OFFICIAL 16 | P a g e OFFICIAL Local Priority Activity – Public Protection • 52 rapes were recorded during the reporting period 2023/24, this is a 13% reduction compared to the same period last year, this figure is significantly below the 5-year average which is 73. • The detection rate for Rape is down 37.5% from last year and down 21.2% on the 5year average. • Overall sexual crime has seen a reduction in reported cases from 396 last year to 320 this year. • The detection rate for overall sexual offences remains similar to the previous year at 60% compared with 60.1% the previous year. This is an increase on the 5-year average of 54.8%. Rape and Sexual Crime The crime of Rape and other serious Sexual offences can have a profound impact on victims both psychologically and physically and can affect community confidence. Police Scotland is committed to protecting people considered vulnerable and prevent all forms of abuse, neglect and exploitation including domestic abuse, child sexual abuse & exploitation, rape and sexual crime, hate crime. The focus of any Rape or Sexual crime investigation must be victim focused with the safety and wellbeing of victims being our primary concern. Rape and sexual crime inquiries can be complex and difficult to investigate, evidence and progress to prosecution. Investigations can be protracted and in some cases victims will have waited to report offences for a number of years. In a number of cases, multiple crime reports will have been raised in respect of one report from one victim, detailing multiple incidents over a period of time. In Q4 there has been a significant decrease in overall sexual crimes recorded in Perth and Kinross in comparison to 2022/2023 levels (decrease of 76 crimes), the reported crimes are also below the 5 year average. Detection rates for overall Sexual crime remain positive in comparison with last year and the 5 year average figures. The level of recorded crime for Rape is lower in comparison with last year with 8 fewer crimes recorded, this is also below the 5 year average. Detections for rape are significantly lower in comparison (50% lower) however the reported figures will include a number of investigations that remain under active investigation by specialist units including the Divisional Rape Investigation Unit and National Page 42 of 204
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OFFICIAL 17 | P a g e OFFICIAL Rape Task Force. All Rape investigations are conducted by specially trained officers and are overseen by an experienced Senior Investigating Officer (SIO) and are subject to regular review to ensure that all available lines of enquiry are identified and progressed. Risk and Concern The police Risk and Concern Hub is responsible for identifying and prioritising the response where information suggests an individual may be experiencing adversity and / or vulnerability. This is at the heart of improving the wellbeing and safety of people. Police Scotland’s interim Vulnerable Persons Database (iVPD) records information about individuals who are, or are perceived to be, experiencing some form of adversity and / or situational vulnerability which may impact on their current or future wellbeing. Adversity is often defined as a difficult or unfortunate event or circumstance. Most people face some form of adversity at one point in their life while some face adversity more than others. The database also records incidents where there has been a response required in respect of adult or child protection and domestic abuse. The Risk and Concern Hub has a primary role in identifying and sharing information about children and adults who may have protection or wellbeing needs that requires intervention or support from statutory partners. The process does not change existing child and adult protection arrangements and is, in fact, designed to complement them, particularly in relation to repeat and escalating wellbeing concerns. During the reporting period 1436 Concern Reports were generated in relation to people residing in Perth and Kinross, risk assessed and processed by police, with a substantial proportion being shared with partner agencies. Escalation The principle of escalation is to identify victims, subjects of concern and perpetrators whose behaviour or exposure to risk is increasing and to deliver appropriate measures of care, support, targeted intervention, or statutory protection measures at the earliest opportunity. Escalation is triggered on the number of Concern Reports received in relation to an individual / family in a 30 day rolling period. Page 43 of 204
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OFFICIAL 18 | P a g e OFFICIAL Each trigger point will dictate a different response that may include, but not limited to: • Consideration of a professionals’ meeting or similar; • Referred for consideration of an IRD where the review reveals issues amounting to or potentially amounting to child or adult protection; • Highlighting the concern to divisional partnership coordinators to liaise with external partners; • If this escalation relates to a Domestic Abuse victim, consider MARAC processes; • If this escalation relates to a Domestic Abuse perpetrator, consider MATAC processes; • Consider highlighting escalation to DAIU / Safeguarding Team for additional victim support / perpetrator management; • Briefing Local Area Commanders for tasking a local policing response (especially relevant where there is limited multi-agency support); • Consideration of holding an internal police meeting; • For children, assessing whether the subject requires referral to SCRA. Within the reporting period 168 escalations were completed involving people residing in Perth and Kinross LPA. Adult Support and Protection Case Conferences, IRDs and Professionals’ Meetings Adult Support and Protection Case Conferences, IRDs and Professionals’ Meetings are formal meetings to discuss and share concerns regarding harm or risk of harm to an adult. They allow professionals to share information about concern and normally involve only those who have a contribution to make to protect an adult. They can also be used to consider whether they meet the three-point test and would be opened to Adult Support and Protection proceeding. During the reporting period Risk and Concern Hub staff were involved in 87 Adult Protection multi-agency meetings involving people residing in Perth and Kinross LPA. Quality Assurance During the reporting period a multi-agency audit of Adult Support and Protection IRDs was carried out identifying good practice, with the aim of assisting continuous improvement and helping to deliver on better outcomes for those in our communities subject to Adult Support and Protection processes. Page 44 of 204
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OFFICIAL 19 | P a g e OFFICIAL Multi-Agency Tasking and Coordination (MATAC) Multi-Agency Tasking and Coordination (MATAC) meetings were introduced nationally by Police Scotland in 2013, in accordance with Priority 4 of the Scottish Government Equally Safe strategy, which seeks to ensure perpetrators ‘receive a robust and effective response’. The aim of MATAC is to effectively tackle offending by perpetrators who present the greatest risk of harm, in order to achieve positive outcomes for victims and their families through coordinated partnership work to identify and investigate domestic abuse perpetrators using relevant and legitimate police tactics. MATAC meetings take place in Tayside Division held every four weeks. During the reporting period 5 males from the Perth and Kinross Area were subject of active investigation as part of the MATAC process. County Lines County Lines refers to drug dealers from large cities who expand their operations into smaller towns. They endeavour to exploit young and vulnerable people to sell drugs, carry cash and weapons – bringing violence, coercion and abuse. They may also take over a vulnerable person’s house – known as cuckooing’. March saw the County Lines Intesification Week which included a period of enforcement and education across many groups and agencies. The Perth and Kinross Partnerships team along with the Community Safety Team carried out proactive visits to 15 individuals in Perth and Kinross, who were assessed as being at risk of cuckooing or linked offences. Partners such as NHS, third Sector, as well as local hotel premises were visited to raise awareness around County Lines. Page 45 of 204
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OFFICIAL 20 | P a g e OFFICIAL Non-Fatal Overdose Pathway (NFOD) - Officers within the Partnerships team continue to attend the Daily Multi-Agency Near-Fatal Overdose meetings sharing relevant information in relation to any person who has experienced a non-fatal overdose as a result of the consumption of suspected illicit substances. Over the period of April 1st 2023 to 31st March 2024 there were 86 discussions held at the Perth and Kinross NFOD with a multi-agency response developed to ensure a holistic approach is taken to the interventions applied, with positive engagement and harm reduction delivered for those involved. Up to and inclusive of 31st March 2024, there had been 94 incidents in Scotland where nasal Naloxone has been administered by a police officer to persons suspected to be in a state of overdose. There were no instances of Naloxone being administered by Police in Perth and Kinross during this period. Drug Related Deaths Over the previous 12 months, 15 deaths were highlighted and initially investigated as suspected drug related. Within the reporting period Perth and Kinross have 3 deaths recorded. P&K Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec YTD Total 2019 2 1 4 2 0 1 2 1 0 3 1 3 20 2020 1 3 3 2 1 7 2 1 3 4 1 5 33 2021 0 2 2 3 3 1 4 1 0 0 0 0 16 2022 1 3 1 0 1 1 1 4 0 0 2 1 15 2023 2 0 2 0 3 3 2 0 1 1 0 3 17 2024 3 0 0 3 All drugs’ deaths are shared with partners following receipt of post-mortem and toxicology confirming the cause of death to be related to illicit substance, and in accordance with the agreed national protocol for sharing. Page 46 of 204
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OFFICIAL 21 | P a g e OFFICIAL Local Priority/Activity – Enable and support effective engagement and communication with the public Asylum Seekers The Police Partnerships Interventions and Prevention team has continuous engagement with the two Perth hotels housing asylum seekers run by MEARS. The daily contact and weekly visits seek to review any community safety issues, protests, welfare issues or hate crime. Guidance is regularly issued to local policing around use of Migrant Help services and contacts for dealing with incidents to enhance service delivery and experiences of asylum seekers. Keep Safe Keep Safe is the award-winning initiative developed in partnership with Police Scotland and I Am Me Scotland. The initiative works with a network of local businesses to create 'Keep Safe' places in the community for anyone feeling lost, frightened or who has been a victim of crime. There are currently 43 Keep Safe premises across Perth and Kinross with venues recently re-visited to ensure compliance to the required standards. Due to the post covid backlog in checks, the charity Inclusive Living Perth obtained National Lottery Funding to secure a staff member to assist Police in checks and training delivery. Training is also due to be delivered to the Community Wardens from the Community Safety Team who will support awareness raising and compliance checks moving forward. Fearless Fearless is a part of the Crimestoppers charity. It is a site where young people can access non-judgemental information and advice about crime and criminality. The website provides a safe place to give information about crime through a secure online form which is 100% anonymous. Fearless is available 24 hours a day, 7 days a week - 365 days a year. Crimestoppers have been actively advertising the resource to school and partners. Page 47 of 204
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OFFICIAL 22 | P a g e OFFICIAL Schools and Young People Police Scotland understands the importance of engaging with our young people across Perth and Kinross. This community engagement with young people provides reassurance, provides a chance to engage and builds community bonds. As such we have a dedicated preventions officer in Tayside that engages with education and young people, as well as local community officers that engage regularly with schools and youth clubs. Over the final quarter of the reporting period Police carried out a number of engagement inputs as follows, Jan 2024 Online safety session for S4 at Morrisons Academy Online Safety session for P7 at Crieff Primary School Consent and sexual violence for S5 at Morrisons Academy Online safety for P6 at Crieff Primary School Feb 2024 S3 NHS drama tour across all secondary schools in Perth and Kinross – a partnership event organised by NHS Tayside but attended by all partners including the Police. This takes place over 10 weeks across the whole of Tayside covering any problems associated with S3 aged young people. Virtual Safetaysiders for P7 pupils. This is anticipated to be the last virtual session before a return to in person events. LGBTQ+ youth event at Bells Library, Perth Mar 2024 Continuation of S3 NHS drama tour Hate crime session to students and staff at Perth College School inputs at Morrisons Academy; P1/P2 – People who help us, P6/P7 – online safety, S6 – Hate crime and Misogyny During the reporting period local officers have been promoting the following through social media: • Sextortion / Blackmail for online safety. • Fraud / Scam – gift cards safety Page 48 of 204
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OFFICIAL 23 | P a g e OFFICIAL • Rural Crime and After Dark safety / advice • Milnathort – Road Safety / Speed • Road Safety / Weather warnings • Keyless Car Theft advice • Shut Out Scammers campaign • PSYV inputs – recruitment • Perth Cyclist safety information • Think Winter / Mountain Rescue advice • Wildlife Crime – Badgers • Purple Alert (Alzheimer’s Scotland) Campaign. Linked with Missing Persons • Motorcycle Safety Campaign • Hate Hurts – Hate Crime campaign Your Police is open all year and is available for anyone to complete at any time to provide feedback to their local police service. It is fully accessible on our online Engagement Hub (paper copies are available) which meets legislative standards for accessibility and is compatible with browser translation. It is available in British Sign Language and alternative languages and formats on request. We have gathered around 100,000 responses to this survey since its launch in 2019. Responses help shape policing in local areas. The User Experience Survey is sent to a sample of around 14,000 people each month who have contacted the police. An invitation to participate in the survey is sent via text message. The sample is made up of a representative number of people who have contacted the police to report crime (calls, online reporting, email, face to face) from all areas in Scotland over the previous month. Around 1,800 people respond each month to share their feedback on the quality of the service they received. This survey has been delivered in this format since 2020. To ensure our data is robust and independent, research fieldwork is delivered by our social research partner, Progressive Partnership Ltd. Anonymous data is gathered and presented in a number of Insight Dashboards available to all within Police Scotland which helps inform local service delivery. We Asked, You Said, We Did feedback is shared regularly on social media channels, nationally and locally, to ensure we communicate in a dialogue with the public about what we are doing to respond to what they told us. Our Page 49 of 204
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OFFICIAL 24 | P a g e OFFICIAL drivers of public confidence are shaped based on our rich understanding of the data. We know that service visibility and accessibility, community engagement and how our people demonstrate our values and behaviours all drive positive user interactions and maintain public confidence within the service. The statements below are presented to respondents in our Your Police survey. They are invited to rate to what extent they agree or disagree with the statement. Figures below include those who said they strongly agree and agree, excluding don’t know and not answered. Numbers in brackets indicate the sample size (total number of respondents). We do not report on less than 20 respondents to ensure robustness of data. Public Opinion Statements D Division Q1 22/23 (24) Q2 22/23 (1052) Q3 22/23 (361) Q4 22/23 (122) Q1 23/24 (16) Q2 23/24 (649) Q3 23/24 (152) Q4 23/24 (142) Change on last Quarter Feel safe in their local area 83% 88% 84% 76% 78% 82% 74% -8% Police listen to concerns of local people 50% 36% 40% 38% 28% 29% 28% -1% Local police are friendly and approachable 70% 67% 64% 61% 63% 64% 60% -4% Page 50 of 204
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OFFICIAL 25 | P a g e OFFICIAL Public Opinion Statements Perth & Kinross Q1 22/23 (9) Q2 22/23 (460) Q3 22/23 (108) Q4 22/23 (51) Q1 23/24 (3) Q2 23/24 (217) Q3 23/24 (72) Q4 23/24 (57) Change on last Quarter Feel safe in their local area 91% 83% 78% 81% 88% 74% -14% Police listen to concerns of local people 35% 30% 35% 32% 30% 27% -2% Local police are friendly and approachable 71% 61% 62% 61% 65% 61% -4% Less Safe Locations Locations people are concerned about in their community are gathered via our Your Police survey. Respondents are asked to mark areas on a map and then name locations where they feel less safe, along with comments about what makes the location feel less safe and any ideas for what would make it safer. This data can be shared to foster understanding at local and national levels about what locations in communities are causing concern and to inspire collaborative responses where necessary. The locations which respondents highlighted in respect of Perth and Kinross are South Street and High Street, Perth. Page 51 of 204
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OFFICIAL 26 | P a g e OFFICIAL User experience and public confidence We know from our own research and academic studies that levels of public confidence and experience of contacting and interacting with police are not always connected. Not everyone responding to our Your Police survey has had contact or directly engaged with the police, so their view on confidence is shaped by other factors, such as community feeling towards the police, news and media reporting or others’ experiences. This means that public confidence figures alone are not an accurate measure for the quality of service being provided in communities. However, research evidence suggests public confidence and perceptions can impact likelihood of someone contacting, approaching and cooperating with police. Overall satisfaction nationally with contacting the police was at 71% in Quarter 4, up 2 percentage points from the previous quarter. Satisfaction has remained between 66%-71% in the 2023-24 financial year. Detailed below are our User Experience results for D Division local authority areas. Overall Satisfaction D Division Perth & Kinross Dundee City Angus 68% 78% 54% 87% Areas for consideration The key concern for respondents was a lack of follow-up once their incident had been reported. 52% of respondents in D division in Q4 stating feeling adequately informed about the progress of their incident. Not being given enough information may lead to decreased feelings of safety and confidence in policing and cause further demand. Updating people once an incident has been reported or attended may increase confidence both in the police, and in their ability to report future incidents. Page 52 of 204
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OFFICIAL 27 | P a g e OFFICIAL Receiving an appropriate response was a key driver of negative experiences. Two thirds of responses (66%) reported feeling that the police provided an appropriate response. Key themes for those respondents mentioned a slow or no response for reported incidents or having to call 101/999 multiple times for the same incident. This is an area where C3 are exploring how to make improvements to the Contact Assessment Model with awareness of the increased demand on local policing. The public value officers who show understanding, compassion and listen to individuals’ needs. The values and behaviours demonstrated in these positive interactions are core drivers of public confidence alongside visibility, accessibility and presence and community engagement. Positive feedback is available in our PowerBI insight dashboards for local policing colleagues to use for reward and recognition to support a positive workplace culture with feedback at heart. Wider context – Trust in public service delivery Progressive Partnership Ltd is commissioned by Police Scotland to undertake research to increase understanding of trust in Police Scotland as an institution and the factors influencing this (e.g., media, local crime rates and engagement with officers and staff). Quarterly online quantitative survey, including open-ended questions; recruiting a broadly representative robust sample (at the national level) of 1,000 people in Scotland. The public have a negative sentiment to Police Scotland’s ability to provide effective policing services with a reduced budget. 39% (n=311) of a nationally representative sample (n=1,002) of adults in Scotland in Q4 felt this will have negative effects on public service delivery. 13% (n=104) of respondents felt services were already stretched and funding currently too low (7% n=58). Only 1% (n=10) worry about the effect of a reduced budget on estates/stations closing. Public sentiment is more concerned with having a police service that is adequately staffed (9% n=71); visible (5% n=41); responsive (3% n=20); has the right priorities (2% n=19) and is suitably well equipped (2% n=15). There is a worry that a reduced budget will see increases in crime, which will then go on to not be investigated and solved. 3% (n=21) of respondents worry this will affect their risk of harm, as they are not confident the police will be able to protect them. We know it is a challenging time for policing nationally. Hard choices are being taken to deliver effective policing within the revenue budget available to us. Our service draws together the strategic direction of policing with research, insight and engagement to enable the service to build a robust understanding of the drivers of trust and confidence, and what is needed to enable positive Page 53 of 204
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OFFICIAL 28 | P a g e OFFICIAL experiences with people who contact us for help. Understanding more about trust and confidence enables the service to respond to community needs more effectively. This service is important when considering strategic choices i.e., the future of our estates and giving a proportionate response to crime. We need to understand and be sensitive to community concerns around feelings of safety, confidence and trust and communicate how future changes in the way we do things are helping put the needs of our communities at the heart of what we do. Involving the public, communities and partners in the way we do things is vital if we are to maintain public confidence in policing. Page 54 of 204
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OFFICIAL 29 | P a g e OFFICIAL National Priority – Use innovative approaches to accelerate capacity and capability for effective service delivery Digital Evidence Sharing Capability (DESC) DESC is a programme of work to deliver operational and legislative change, supported by new technology, for the collection and sharing of digital evidence at every stage of a criminal case and prosecution across the criminal justice sector. DESC is currently being trialled in a small number of areas of the country and has now been extended to Perth and Kinross. The programme is a collaboration between criminal justice sector partners - Police Scotland, Crown Office and Procurator Fiscal Service, Scottish Courts and Tribunals Service, and the defence community supported by the Scottish Government. The programme is one of the leading collaborative technology programmes in the world. DESC stands for Digital Evidence Sharing Capability and is a significant programme designed to deliver an end to end service which will collect, manage and share digital evidence throughout the criminal justice process. DESC is funded by the Scottish Government who also provide coordination and support for the programme. DESC also supports the Scottish Government’s national strategy that describes a vision of modern, user-focused systems that use digital technology to deliver simple, fast and effective justice. The service will allow: Police to gather evidence and store it in the DESC solution (collection and ingestion) Police to digitally share evidence with COPFS (revelation) COPFS to digitally share evidence with the defence (disclosure) The prosecutor (and defence) to present evidence digitally to the court (presentation). DESC is designed to complement and integrate with COPFS case management systems SOSR and FOS. DESC helps agencies to provide a better public service and provide a platform for further modernisation. Page 55 of 204
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OFFICIAL 30 | P a g e OFFICIAL DESC is designed to complement and integrate with COPFS case management systems SOSR and FOS. DESC helps agencies to provide a better public service and provide a platform for further modernisation. DESC as a programme will allow the storage, sharing and presentation of evidence which exists in a digital format (e.g. digital CCTV, Body worn camera footage, material recorded on a DVD, digital documents, emails, or the contents of a mobile phone) as well as evidence which contains data in a non-digital format (e.g. paper records and forms, video tape, non-digital photographs). An example of the benefit that DESC will bring will be to allow CCTV footage of a crime to be quickly shared with the police, prosecutor, defence agent and court, allowing the case to be resolved quickly (for example, by a plea of guilty or by accepting that a defence is made out) at the first appearance or soon thereafter. If the case is resolved more quickly it reduces the need for members of the public to be cited and to attend court and provides a quicker outcome for the accused. It also reduces unnecessary work for the defence, Crown, Police and court staff. Digital evidence will be able to be shared between parties through DESC. This will reduce the need for such evidence to be physically transported from police to PF to defence and to court. This will allow digital evidence to be shared more quickly, efficiently and securely. SCIM – Scottish Child Interview Model The Scottish Child Interview Model is a new approach to joint investigative interviewing which is trauma informed, maintaining the focus upon the needs of the child in the interview and minimising the risk of further traumatisation, whilst seeking to achieve to best evidence through improved planning and interview techniques. SCIM was developed by a team of experienced social workers and police officers who drew upon national and international research and best practice. The National JII Project was set up in 2017 and, following this research and development stage, testing in practice began in 2019. Page 56 of 204
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OFFICIAL 31 | P a g e OFFICIAL The National JII Project forms part of the response to recommendations within the Evidence and Procedure Review (2015) which set out the aspiration to remove the need for children to give evidence in court by achieving a position in which the joint investigative interview could be led as ‘Evidence in Chief’. Bespoke interview plans are developed, informed by the needs of each individual child. Planning is focused on maximising the child’s participation. Interviewers are skilled at responding to the needs of the child. Support for the child before and after interview is considered during the planning. The key outcome is to ensure children are protected from abuse, harm and exploitation. Training has been completed during the reporting period and SCIM is to be launched across Tayside mid-May 2024. Page 57 of 204
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OFFICIAL 32 | P a g e OFFICIAL National Priority – Prioritise wellbeing and keep our people safe, well equipped and protected Wellbeing Provision During the reporting period 3 new wellbeing Champions have been identified for Perth and Kinross. These officers will provide a point of contact for anyone seeking wellbeing advice or support and can provide advice and guidance to line managers in relation to wellbeing provision. As well as the wellbeing Champions we now also have a dedicated wellbeing room within the Police Station at Barrack Street. This room is a safe place for Police officers or staff to attend if they are needing some time to themselves. The room comprises of comfortable seats, books and a wellbeing library where support and information can be found. Inclusion Calendar As part of the Policing Together framework a new Inclusion Calendar has been launched. Celebrating and understanding cultural events is key to delivering Police Scotland's commitment to becoming an inclusive and anti-discriminatory service. Our Policing Together inclusion calendar documents our celebrations of various cultural and religious events that are important to our people and the communities we serve. Marking events can help challenge unconscious bias and support continuous learning. It can also help to increase public trust and confidence in policing. Victim Support Scotland – Police Scotland remains committed to working with partners in the public, private and third sectors to ensure the approach to Public Protection is focused, meaningful and collaborative. This commitment allows the organisation to continually improve the service and support provided to victims and their families, whilst working towards protecting those at risk of harm. We are working closely with Victim Support Scotland and in collaboration with the National Team at Partnerships, Prevention and Community Wellbeing to address the needs of local communities through enhanced communication and an improved referral support service. We are partnering at local engagement events to promote the benefits of VSS, sharing social media articles and distributing literature. PPCW now have full governance of national victim support referrals and carry out a daily quality check of referral data. Page 58 of 204
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OFFICIAL 33 | P a g e OFFICIAL VSS reports a reduction in duplicate referrals from Tayside because of improved processes to IT systems which has also helped reduce their waiting times for victim/witness contact following referral. There has been an uplift in referrals both offered and accepted. Our Partnerships team were involved in promoting Victims Awareness Week in February, through face to face engagements and social media signposting. Perth had seen the use of council offices used as a temporary mosque pending the completion of a new purpose-built premises, which opened in March 2024. Partnerships and community officers have regular engagement with the Local Authority Equalities officer and Imam to engage with the congregation covering hate crime and VAW and the relevant supports and reporting mechanisms available. Third Party Reporting Third party reporting sites permit victims the opportunity to report hate crimes without direct contact with Police. There are currently 5 third party reporting sites within Perth and Kinross. Refresher training is to be implemented to the services providing the locations in due course. Distress Brief Intervention (DBI) (DBI) is an innovative way of supporting people in distress. The DBI approach emerged from the Scottish Government’s work on Suicide Prevention and Mental Health strategies. Police officers can complete referrals to the charity Penumbra (Mental Health Charity) who will provide mental health support services. Officers can refer persons presenting as being in distress. It offers another tactical option for Police and additional service options for the patient. Officers in Perth and Kinross are in the process of being trained in DBI, however there is a temporary pause due to staffing issues with the service provider Penumbra. To date Police in Perth and Kinross have submitted 4 DBI referrals. Page 59 of 204
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OFFICIAL 34 | P a g e OFFICIAL Suicide Ongoing working groups reviewing locations of concerns such as Kinnoull Hill and the Friarton Bridge to reduce the risk and safe lives. New Perth and Kinross Suicide bereavement packs have been designed to be issued to families or persons affected by suicide signposting the various services open for use. PIP have been signposting free ASIST training, an accredited two-day course covering risks around applied suicide prevention. 6 officers have signed up for the courses run in Jan and Feb 2024. There will be a further 10 courses run over the next 12 months which will help improve service access and delivery. Page 60 of 204
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Perth and Kinross Council Housing and Social Wellbeing Committee 19 June 2024 COMMUNITY PAYBACK ORDER ANNUAL REPORT 2022-23 Report by Strategic Lead – Children, Families and Justice (Report No. 24/190) 1. PURPOSE 1.1 This report provides an update for the period 2022-23 on the operation of Community Payback Orders (CPOs) in Perth and Kinross. The Orders are managed and delivered by the Justice and Community Safety Service, specifically the Community Justice Social Work team (CJSW) and the Unpaid Work team (UPW). All activity is carried out in accordance with the requirements of the Criminal Justice and Licensing (Scotland) Act 2010. 2. RECOMMENDATION 2.1 It is recommended that the Committee: • Take assurance about the work being undertaken by the CJSW and UPW teams in respect of CPOs in Perth and Kinross; and • Requests the Strategic Lead for Children, Families and Justice brings forward a report regarding the activity and performance of CPOs in 12 months’ time. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Appendices 4. BACKGROUND 4.1 The Criminal Justice and Licensing (Scotland) Act 2010 introduced CPO as a new statutory community disposal. CPOs is therefore a generic term which covers a range of disposal options which includes the following: • An offender supervision requirement. • A compensation requirement. • An unpaid work or other activity requirement. • A programme requirement. • A residence requirement. • A mental health requirement. • A drug treatment requirement. 6 Page 61 of 204
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• An alcohol treatment requirement. • A conduct requirement. 4.2 When these requirements are imposed by the Court, it is mandatory that they are overseen by a suitably qualified social worker except for low-level unpaid work or other activity. The level is determined by the number of hours imposed. 4.3 CPO Annual Report 4.3.1 The Criminal Procedure (Scotland) Act 1995 places a duty on local authorities to submit an annual report about the operation of CPOs to Scottish Ministers by the end of October each year. Following the Community Justice (Scotland) Act 2016, this responsibility was transferred to Community Justice Scotland (CJS). This placed a duty on CJS to collate all local authority reports and lay a summary report before the Scottish Parliament. Until this takes place, all local authority reports are embargoed. The power to direct local authorities on the content of the report remains with Scottish ministers. 4.3.2 In the production of the CPO Annual Report, local authorities are expected to fulfil their requirement by: • Continuing to submit statistics for each financial year to the Scottish Government on the operation of community sentences in their areas (Unit Return) and; • Providing a narrative account of the implementation and operation of the CPOs in the financial year to which the Unit Return refers. 4.3.3 Attached to this report is the CPO Annual Report for Perth and Kinross for the period 2022-23 (Appendix 1) which was submitted to CJS in October 2023 and records pertinent CPO activity. In addition, this report provides some data which gives an indication of the impact of the COVID-19 pandemic on aspects of core activity in contrast to the data from 2019-20 which was the last full reporting year. 4.3.4 Table 1 below indicates the number of new CPOs imposed and the number of individuals who received a new CPO. Both figures remain below that of 2019-20 with new CPOs 16% lower and individuals who received a new CPO being 16.7% lower. While numbers have yet to reach pre-pandemic levels, there is a notable steady increase in both areas which is anticipated to continue as the Courts manage their backlog of work. Page 62 of 204
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Table 1: Number of new CPOs and individuals for the preceding three years, and for the year ended 31 March 2019 Activity 2019-20 2020-21 2021-22 2022-23 New CPOs 353 148 215 296 Individuals with new CPOs 311 138 202 259 4.3.5 Table 2 below highlights the total number of CPOs with a supervision requirement which has seen a steady rise and almost returned to pre- pandemic levels. The average length of a supervision requirement has remained reasonably stable, the variation not exceeding 1.5 months which may be an indication of the Courts confidence in using this sentencing option. Table 2: New Supervision Requirements and average length (months) for the preceding three years, and the year ended 31 March 19 Activity 2019-20 2020-21 2021-22 2022-23 CPO with a Supervision Requirement 219 103 133 193 Average length of a Supervision Requirement (months) 14.4 17.1 15.3 15.5 4.3.6 Table 3 below indicates the total number of UPW requirements which were approximately 27.3% lower in 2022-23 compared to 2019-20. Despite this, the number of UPW requirements has been consistently increasing since 2020-21 although the volume has yet to reach pre-pandemic levels. The challenge of managing UPW activity during the COVID-19 pandemic was impacted by the reduced operational capacity of the Court and legislated percentage decrease of a portion of UPW hours. While the latter action was to mitigate the impact from intermittent COVID-19 lockdowns, it resulted in skewing the performance data and made it difficult to use this information in a meaningful way. However, it is notable that there was a 27% reduction in new UPW requirements in 2022-23 compared to 2019-20 with a reduction of 15.9 (11.2%) in the average length of hours imposed during the same period. Although definitive conclusions cannot be drawn from this, it will be monitored and inform part of our ongoing liaison and discussion with our local Sheriffs. Page 63 of 204
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Table 3: New UPW requirements and average length (hours) for the preceding three years, and for the year ended 31 March 2019 Activity 2019-20 2020-21 2021-22 2022-23 New number of UPW CPOs 271 104 145 197 Average length of UPW CPOs (hours) 142.2 142.6 131.9 126.3 4.3.7 Table 4 below highlights the percentage of CPOs which were successfully completed, and although the number of CPOs remained lower in 2022-23 than 2019-20, the percentage of Order completions remained similar. The table also notes CPOs which are breached and returned to Court. This is usually because of an individual’s non-compliance or following a review of the CPO where there is concern regarding the level of risk and potential to re- offend. The outcome of a breach often results in an individual being made subject to a new and potentially longer CPO or to a period in custody if their risk is not deemed to be manageable in the community. Table 4: Reasons for CPO terminations for the preceding years Year CPO Successfully Completed CPO Revoked (Review) CPO Revoked (Breach) Other ¹ Total 2019/20 273 (67.9%) 23 (5.7%) 80 (19.9%) 26 (6.5%) 402 2020-21 135 (73.8%) 6 (3.3%) 24 (13.1%) 18 (9.8%) 183 2021-22 112 (61.5%) 6 (3.3%) 25 (13.7%) 39 (21.4%) 182 2022-23 167 (65.7%) 12 (4.7%) 55 (21.7%) 20 (7.9%) 254 ¹ Includes Orders where the client did not (or was unable to) comply and orders which were transferred in from another local authority or a country outwith Scotland. 4.3.8 The Justice Social Work Service remains focussed on improving outcomes for individuals in the justice system, and while our performance information is pivotal to this, it has been challenging over the preceding years to utilise this information to best effect. From the data over the previous three years, it is apparent that the volume of activity is steadily increasing and returning closer to pre-pandemic levels. This is set against the continued backlog of work which the Courts are attempting to address as well as the challenges for the Scottish Prison Service and the increasing prison population. The Scottish Government have promoted mechanisms to address this, and these will be reported on in future reports. 4.3.9 Through the COVID-19 pandemic recovery process, Justice Social Work and Safer Community colleagues have looked for opportunities to improve service delivery and address some of the gaps in service provision. Page 64 of 204
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These include the expansion of Bail Supervision and Diversion from Prosecution to support and divert people from coming into the justice system. The reporting year has also seen the development of a Throughcare test of change for those leaving custody after a short sentence. This is a co- ordinated multi-agency approach to support residents of Perth and Kinross who are leaving custody and address their specific and immediate needs, eg housing, medication (including GP registration) and benefits etc. Early indications of the impact of this intervention are positive with the plan to extend this offer to those on remand. The progress and impact of this approach is being monitored and will be more fully reported on in future reporting periods. Author Name Designation Contact Details Nicola Rogerson Service Manager – Justice Social Work ECSCommittee@pkc.gov.uk 01738 475000 Approved Name Designation Date Arun Singh Strategic Lead – Children, Families and Justice 29 May 2024 Page 65 of 204
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes/None Community Plan/Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial None Workforce None Asset Management (land, property, IST) None Assessments Equality Impact Assessment None Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance None Risk None Consultation Internal None External None Communication Communications Plan None 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This section sets out how the proposals relate to the delivery of the Perth and Kinross Community Plan/Single Outcome Agreement in terms of the following priorities: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. This report relates to Objective No. (v). Corporate Plan 1.2 This section sets out how the proposals relate to the achievement of the Council’s Corporate Plan Objectives: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. Page 66 of 204
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This report relates to Objective No. (v). 1.3 The report also links to the Education & Children’s Services Vision, Values and Priorities in respect of the following key Priority area: • Safe and Protected 2. Resource Implications Financial 2.1 This report contains no proposals which would have a financial impact on the Council. Workforce 2.2 There are no workforce implications arising from this report. Asset Management (land, property, IT) 2.3 There are no asset management implications arising from this report. 3. Assessments 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. 3.1.1 The proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as not relevant for the purposes of EqIA. Strategic Environmental Assessment 3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. 3.2.1 The proposals have been considered under the Act; however, no action is required as the Act does not apply to the matters presented in this report. This is because the Committee are requested to note the contents of the report only and the Committee are not being requested to approve, adopt or agree to an action or to set the framework for future decisions. Page 67 of 204
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Sustainability 3.3 Under the provisions of the Local Government in Scotland Act 2003, the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • In the way best calculated to delivery of the Act’s emissions reduction targets. • In the way best calculated to deliver any statutory adaption programmes. • In a way that it considers most sustainable. 3.3.1 There are no issues in respect of sustainability from the proposals in this report. Legal and Governance 3.4 This report contains no proposals which would have a legal or governance impact on the Council. 3.5 Not applicable. Risk 3.6 There are no issues in respect of risk from the proposals in this report. 4. Consultation Internal 4.1 Not applicable. External 4.2 Not applicable. 5. Communication 5.1 There are no communication issues in respect of the proposals in this report. 2. BACKGROUND PAPERS 2.1 No background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (and not containing confidential or exempt information) were relied on to a material extent in preparing the above report. Page 68 of 204
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3. APPENDICES 3.1 Appendix 1 - Perth and Kinross Community Payback Order Annual Report 2022/23 Page 69 of 204
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Appendix 1 COMMUNITY PAYBACK ORDER ANNUAL REPORT FINANCIAL YEAR: 2022/23 LOCAL AUTHORITY: Perth and Kinross 6 Page 71 of 204
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2 1) In this section, please give examples of work with people subject to CPOs specifically to address offending behaviours and the risk of reoffending. (Bullet points will suffice. Max 300 words.) Intensive national groupwork programmes are available in Perth and Kinross which address the following: 1. Risk of sexual offending and harm through Moving Forward Making Changes (MFMC) 2. Risk of domestic abuse though the programme called the Caledonian System In one-to-one supervision workers utilise materials and exercises which target the following skills: • problem solving • decision-making • consequential thinking • making informed choices • resolving conflict • alternative thinking strategies • mindfulness • practising self-control • self-management techniques • managing aggressive behaviour • 5 steps of conflict – addressing triggers for offending behaviour • Fathering skills and meeting the needs of children • alcohol and other substance use issues (legal and illegal) The most common techniques involve: • motivational interviewing. • use of timelines and genograms. • use of personal analogies and abstract (theoretical) examples. • compiling letters which are not sent to either the intended recipient e.g., victims, but may allow the person to convey their general feelings. • role playing, e.g., the person adopting a role in a hypothetical scenario whereby they are asked to understand a situation from a different perspective. Evolve (male specific service) has continued to look at group interventions and has delivered modified psychologically based cognitive behavioural therapy modules with a small group of men. They have also taken part in a pilot called Connectere which is a 16- session trauma focussed programme for men, the theory of which is based in neurophysiology and neurobiology. The programme seeks to help men increase their understanding of trauma, develop a sense of self-compassion, and learn techniques to deal with anxiety and build a positive identity. The pilot has proved successful, and it is hoped that Connectere will be added to the range of groupwork interventions available to not only those men involved in Evolve but across the service. Page 72 of 204
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3 One-Stop Women’s Learning Service (OWLS) – utilises various approaches with women including: • Timeline activity • Emotion Management Worksheets • Reflection work 2) In this section, please give examples of work with people subject to CPOs specifically to address their underlying needs (e.g. mental health needs, substance use needs). (Bullet points will suffice. Max 300 words.) • A two-year Test of Change commenced in January 2023, whereby two “Specified Workers” were employed by the Criminal Justice Service (CJS). Although based in the Integrated Drug and Alcohol Recovery Team (IDART), they work closely with the team regarding people with substance use issues and specifically those with a drug and alcohol requirement as part of their CPO. Specifically, they assess a persons suitability for a drug and alcohol treatment requirement and work directly with those subject to this condition when imposed by the Court. • Current analysis suggests that initial engagement has been positive, resulting in 13 requirements being imposed under the new arrangements between January and July 2023. It is hoped the programme will not only increase the confidence for the Court in making these requirements but enable for a more appropriate and targeted treatment provision resulting in less Breach proceedings for those who fail to comply. It is believed that the new process will improve communication between CJS and the drug and alcohol service allowing for a more cohesive, clearer, and accessible treatment pathway for clients to address their substance use issues. • Grace Chocolates provided an opportunity for a woman to complete peer mentoring training which opened a gateway and opportunity for her to secure full- time paid employment. “I cannot believe the support I received during my CPO and Voluntary Supervision. I am finally in a better place, my dreams are all coming true, I completed my training, I applied for a job and guess what, I got it, thank you OWLS”. • Six women working with OWLS created a banner for the ‘Reclaim the Night’ march which is part of 16 days of Activism. They also took part in the march organised by Rape and Sexual Abuse Centre (RASAC) and the Violence Against Women Partnership (VAWP). Page 73 of 204
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4 • During 2022, OWLS began a new partnership with The Bike Station and were invited to participate in their ‘Shifting Gears’ programme. The aim was to promote cycling for both its health and environmental benefits. To date, four women have participated in the programme of which one woman progressed on to completing her bike maintenance course and thereafter gained employment in this field. “I cycle every day, my bike has gave me so much freedom, fitness and work, I could not have even dreamt about this”. 3) In this section, please give a summary of feedback, may include quotes, from people subject to CPOs about the impact on them of a Supervision Requirement. (Bullet points will suffice. Max 300 words.) Community Justice Social Work Quotes: • “Can I write to the manager to ask the worker is not allowed to leave, as they help me so much”. • “If it wasn’t for my worker, I would be dead because of my drug use”. EVOLVE Quotes: • “One of the group members commented that there was a positive vibe in the room. The men feel safe in this environment, and you can sense the change in the room”. • “The men that had themselves in the red threat system at the start of the session, commented that they felt slightly better. It is apparent that they generally feel relaxed as the session goes on and view it as a safe connection for them in their week”. • “Dad says he is proud of me for doing the group, he says he sees a difference in me and has not said he has been proud of me for well….a long time”. • “I feel like I can plan a few days ahead now and not just one day at a time”. OWLS Quotes: Page 74 of 204
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5 • Women received Reiki as a form of relaxation and so they could take time for themselves. Some women were apprehensive having never tried alternative therapies. “My mind felt calm, it was great.” • Women attended a nature trail walk to The Hermitage, this was an educational day: “Walking with my worker in such a lovely place, I felt myself talking about my trauma, it was so healthy for me to be so relaxed, my new moto is Walk & Talk”. • A social day at the OWLS Centre: “Hearing myself laugh and other’s is something I had forgotten to do”. “Making lunch for others and eating with others makes me feel part of a family”. 4) In this section, please report on the following: ▪ Types of unpaid work projects carried out ▪ Example(s) that demonstrate(s) how communities benefited from unpaid work (Bullet points will suffice. Max 300 words.) The unpaid work team continue to receive requests from communities across Perth and Kinross for support with a wide range of activities: • Garden clearances / maintenance at North Muirton, Letham, Bridgend, Craigie, Scone, Kinross, Crieff and Abernethy. • Litter picking (various areas across P&K). • Community Garden clearance at Blair Atholl. • Tidy up of Camilla Park (Bridgend). • Building of benches / picnic benches / planters to share with communities across P&K. For example, Blair Athol Primary School was a beneficiary of four picnic tables and three planters. • Graffiti removal at Blairgowrie, South Inch and Necessity Brae flyover. • Path clearance at Oakbank. • Grounds maintenance – painting railings and general tidy up the grounds of the churches at Weem and Aberfeldy. • Refurbishing work at Rattray Community Hall. Some specific examples for the projects undertaken include: • The UPW Community Payback team were asked to assist with a garden clearance as, due to health problems, the garden had become overgrown. Following a number of hours of gardening to remove overgrown bushes and weeds, the patio doors and garden were then fully accessible to the occupants. Page 75 of 204
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6 • Litter pickup Perth Cycle Path. • Bench built by the UPW Community Payback team for the public to use at the Tennis Courts behind the Tulloch Institute on Tulloch Terrace in Perth. • Graffiti Removal – a property in Blairgowrie had been covered in graffiti both in and outside the premises. The UPW Community Payback team worked together to remove the graffiti and re-decorated the walls with fresh white paint. This task helped restore the confidence of the community and maintain their sense of pride in their environment. The overgrown garden Clearing the garden so it is ready to be enjoyed again. Page 76 of 204
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7 • Path Clearance Works Oakbank – the surface of the path had become very muddy after a lot of rain which resulted in it being a hazard for public use. Consequently, a group of UPW Community Payback Team clients spent several hours scraping the surface of the path to ensure the mud was removed and that the path was again safe for pedestrians. 5) Summary of feedback, may include quotes, from people subject to CPOs about the impact on them of an Unpaid Work Requirement. (Bullet points will suffice. Max 300 words.) • Sixty-six people completed the unpaid work survey during the reporting period: • All those completing the survey confirmed the Unpaid Work requirement had been explained clearly and sufficient information was received “All requirements were explained clearly and accurately”. • All completing the survey felt their circumstances were considered “My case worker was mindful of my other work commitments”. • 97% found the work worthwhile with 83% enjoying the work. Page 77 of 204
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8 • 50% reported learning new skills, 52% made new friends, 27% learned how to work on their own, 63% learned how to work in a group, 37% learned how to use specialist material, 33% enjoyed being able to talk about the work, and 12% felt they did not learn anything. • 100% reported being treated with courtesy and respect while completing their unpaid work order. 97% felt they received good support and encouragement from their Case Manager and 98% reported the same regarding their Project Officers. • What respondents liked most about UPW: “Helping the community”, “I loved bee keeping and am looking to take it up as a hobby”, “Helping and showing others handy skills”, “Learning new skills”, “Getting a routine again”, “Enjoyed working and the company”, “I liked doing things for others”, “I like the fact there was courses to do for new job skills”, “It has given me stability”, “I was shown how to do new things without being made to feel stupid or incompetent”, “It helped with mental health”. • 92% felt that Unpaid Work had helped them to stop or reduce their offending behaviour. “Being able to speak out more and not bottle things up”, “Not drinking as much”, “A shock reminder that I could end up back in prison”, “Release of anger on logs + slabs”, “Being busy and having routine”, “More respect for people”, “Court experience and unpaid work has given me food for thought in relation to drinking – offending”, “Learning respect for myself and others”. 6) What are the main types of ‘Other Activity’ carried out as part of an Unpaid Work Requirement? You may want to comment on the impact of completing Other Activities, for individuals or for the community. (Bullet points will suffice. Max 300 words.) Types of ‘Other Activity’ carried out as part of CPO Unpaid Work requirement during the reporting period include: • Courses enhancing employability opportunities – Construction Skills Certification Scheme (CSCS) training, Forklift training, Curriculum Vitae creation etc. • Working in community gardens. • Charity / Voluntary work. • Driving training (paid for by the individual) to improve driving skills and enable the person to have their driving License returned sooner following disqualification. • Counselling / wellbeing support including trauma counselling. • Parenting / education classes. • Community Cook It Programme to help with life and practical skills. As evidenced above, a person-centred approach is taken with the arrangement of ‘Other Activities’, as part of the unpaid work requirement with consideration given to the outcomes the person is looking to achieve. Improving employability opportunities, improving access to mental health services and equipping people with new skills. The community also benefits from the activity, for example via some of the work completed during that activity, and the new skills people have gained e.g., improved road safety. 7) Summary of feedback, may include quotes, from beneficiaries about the impact of Unpaid Work on the community. (Bullet points will suffice. Max 300 words.) Page 78 of 204
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9 Some examples of the positive feedback received from communities include: • ''Just to say thank you to you both for your help and gift of the picnic bench'' (Oudenarde Community Group at Bridge of Earn). • “I am writing to commend and thank you for the fantastic work done so far by the unpaid work team for the Blair Atholl community” (Blair Atholl & Struan Initiative). • “I'm emailing on behalf of South Perth Green Spaces Group to thank your team for the excellent job painting the Craigie Community Wood railings. This work has greatly improved the look of the area as well as protecting the railings” (South Perth Greenspace Group). • “I would just like to pass on my thanks to the community assistance team that painted the allotment fence for us. The guys were great, turned up when they said they would and put in a good couple of shifts to get it completed. The guys also offered to do a tip run for us to get rid of some rubbish we had. Excellent job” (Member of the public). • “Just wanted to put on record what a great job your team are doing on the railings – what a difference already! Well done to all involved”. (Community Greenspace) • “Looks so much better what a relief and weight of my shoulders. Thankyou. The men were here this week and were so quick I was amazed how efficient they were. Very polite and keen to help and to sort things in my garden. I am so happy with this and the work they have done, also the care they took with my garden also. Thankyou you again, I am so grateful” (Member of the public). 8) What organisational challenges have there been in completing orders effectively this year, both those with Unpaid Work and those with Supervision Requirements? (Bullet points will suffice. Max 300 words.) The Unpaid Work (UPW) team returned to work quickly as COVID-19 restrictions eased. The team adapted to post lockdown mitigations effectively, staff were maintained within the service and there were no significant post COVID-19 issues for the organisation. However, there were challenges in getting clients to return to UPW with COVID-19 often cited as a reason for non-attendance. This has been addressed in the reporting year through robust follow up in failure to attend and staff persistence and attendance has since returned to pre COVID levels. Although it would seem that the Court has not returned to full capacity, CJS are now seeing a steady rise in the number of UPW Orders which is matching the increasing demand for the services of the team. This is being closely monitored and the service has the agility to respond should numbers increase beyond current capacity. Organisational challenges in relation to supervision requirements: Page 79 of 204
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10 • The need to take on extra staff to manage the challenges and increased workload post Covid. Also the lack of permanent funding for the Caledonian System which has resulted in only allowing for annual fixed term contracts for staff. Presently CJS has four social workers in this position and there is a risk that should their position remain uncertain then they decide to move on to a position where they are offered a permanent contract. • National suspension of the Level of Service Case Management Inventory (LSCMI) system which is the general offending internet based risk assessment tool for CJS and resulted in workers having to undertake the LS/CMI on each client as a paper- based exercise. Although it was hoped that this would be short-term, it was not until March 2023 that the first phase was complete and the ability to complete the initial assessment on the system was reinstated. The full reinstatement of the system is anticipated for summer 2023 although the challenge remains about updating all the backdated paper-based information which has accumulated since the system was paused. Clarity about what should be uploaded to the system and how this will be undertaken remains an outstanding matter but is subject to ongoing discussions. 9) In this section, please outline how you have worked with other statutory and non-statutory partners to deliver any of the other CPO requirements or similar (Bullet points will suffice. Max 300 words) In addition to the Specified Person Test of Change outlined under section two and the Connectere pilot outlined in section one of this report, CJSW and Tayside Council on Alcohol (TCA) have a long-standing partnership arrangement supporting the delivery of mentoring to men and women on Court Orders in relation to their use of alcohol. The mentoring interventions are delivered on a collaborative, person-centred basis which is formulated through a bespoke agreement (mentoring contract) between the Mentor, Mentee and Referrer. Mentors deliver on the following core elements: • Support to attend / participate actively in both mandatory and non-mandatory meetings. • Use of a pro-social modelling approach to actively work with people to increase their motivation; discourage pro-criminal / anti-social values and behaviour; re- enforce pro-social behaviour; support the maintenance of change and provide a positive adult role model. • Use of cognitive-behavioural approaches - making/sustaining behaviour change. • Support the mentee to establish or re-establish appropriate constructive activities. • Ongoing monitoring / assessment of mentees including their physical / mental health / well-being, risk to themselves and others as well as their re-offending. • Liaison with key agencies such as housing, benefit services, health colleagues etc. • Support to promote skills to increase employability opportunities. • Support, training and guidance with key social and independent living skills. Page 80 of 204
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11 The Public Protection Team continued to develop trauma Informed and responsive practice following the Epione training, which was open to all CJS staff, the majority of whom were trained during this reporting period. This led to staff being more aware of their interpersonal skills and the impact that the environment has on the interaction when interviewing a client. As a result, the office at St Martins was remodelled to recognise this influence and promote a more conducive and less austere space for the public to enter. 10) Outline the main barriers, if any, to accessing community support and wider services (e.g. drug and alcohol services, mental health services). How have these barriers been addressed? The main barrier is prompt access to services. In Perth and Kinross it is long waiting lists for clients to access mainly health services and in particular mental health. This results in people losing motivation, not engaging or being unable to attend when an appointment is offered due to deteriorating health. A working group was therefore identified to look at mental health pathways and how a better and more seamless service could be provided to those who are in the most chaotic and vulnerable circumstances. This work is ongoing and will be updated in the next reporting period. However, improvements have been made to accessing drug and alcohol services during this reporting period in relation to Medication Assisted Treatment (MAT) Standards. Specifically same day prescribing which became available in Perth and Kinross five days per week from June 2023. Other barriers have included General Practitioner (GP) registration and the challenges about the flow of information / communication between community based and prison- based NHS computer systems. A local GP registration working group has therefore been established to develop a pathway for Perth and Kinross residents. However, the system- based issues are a significant barrier at a national level and one that cannot be resolved on a local basis. The service landscape continues to feel cluttered where many services are offering specific support and can lead to confusion about which service may best to meet the needs of a client. Work commenced during this reporting period, led by Perth and Kinross Association of Voluntary Service (PKAVS) to undertake service mapping with a view to developing a Service Directory Application. A Co-ordinated Voluntary Throughcare Offer Test of Change also commenced at the end of March 2023 and although it is still at an early stage, it will provide useful learning in relation to improving opportunities for people to access services. 11) Is there any other relevant information you wish to highlight? For example, this may include: ▪ Areas for improvement and planned next steps ▪ New ways of working and benefits achieved from these. Remodelling of the conference room and meeting rooms at St Martin’s House to make them trauma informed. This was undertaken by the UPW team who decorated the office spaces and built furniture (minus the legs on one of the chairs! Page 81 of 204
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12 ▪ Examples of work carried out in collaboration with community justice partners and wider community partners, including the third sector, to deliver CPOs (Bullet points will suffice. Max 300 words). Work took place during this reporting period to re-establish the Third Sector Forum and a development session was held in August 2022 where attendees explored: • Current Support Delivered by Third Sector • Gaps Identified by Third Sector • What People Need from the Third Sector. The forum also decided to rename themselves as The Community Safety Third Sector Collaborative and expanded the membership to include relevant statutory services. The Collaborative, temporarily chaired by the Community Justice Co-ordinator, has routinely met ahead of the quarterly Community Justice and Safety Partnership meetings, since the development session in order any developments and updates can be incorporated into these meetings. Below is a graphic illustration of the landscape and gaps to be addressed as identified by the Perth and Kinross Third Sector Collaborative. Page 82 of 204
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13 COMPLETED BY: Nicola Rogerson DATE: 18 October 2023 CONTACT FOR QUERIES ABOUT THE REPORT Name: Nicola Rogerson E-mail: NRogerson@pkc.gov.uk Telephone: 01738 444244 Page 83 of 204
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PERTH AND KINROSS COUNCIL Finance & Resources Committee 12 June 2024 Housing & Social Wellbeing Committee 19 June 2024 MISSING SHARES PILOT – FEEDBACK AND RECOMMENDATIONS Report by Strategic Lead – Housing & Communities (Report No. 24/183) 1. PURPOSE 1.1 At the meeting of the then Housing and Communities Committee on, 31 May 2021 and the then Strategic, Policy & Resource Committee on, 2 June 2021 (Missing Shares 2021) it was agreed that a Missing Shares Service be piloted for a period of two years. 1.2 This report details the benefits identified as a result of the pilot and recommends that the Missing Shares Service be extended for a further 3 years. 2. RECOMMENDATIONS It is recommended that Finances and Resources Committee: (i) agrees the funding of any Missing Shares Service, for a further 3 years, via the second homes budget, as a recoverable income. It is recommended that Housing & Social Wellbeing Committee: (ii) notes the success of the pilot. (iii) approves the extension of the Missing Shares Service for a further 3 years on a recoverable income basis. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background/Main Issues • Section 5: Proposals • Section 6: Conclusion • Appendices 7 Page 85 of 204
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4. BACKGROUND / MAIN ISSUES 4.1 The original committee report approved on 31 May 2021 Missing Shares 2021 (Report No. 21/70 refers) sought agreement to pilot a Missing Shares Service to assist the significant number of properties across Perth & Kinross, in shared ownership, and suffering a variety of communal disrepair issues. Knowledge at that time indicated that failure to progress communal repairs by some private property owners was primarily due to an inability of all parties to pay, or due to the lack of co-operation between all responsible parties. 4.2 Extensive disrepair issues can result in structural deterioration. This can range from water penetration, wet/dry rot and crumbling stonework. This deterioration not only adversely affects the day to day lives of local homeowners and tenants but often poses a wider safety risk in terms of, for example, falling masonry, slipped slates, unsafe platforms or stairways. Extreme disrepair has even resulted in partial building collapse, evacuation and rehousing of residents and in one case recently, defaulted demolition works. 4.3 Communal disrepair problems can also create a significant adverse resource impact on a variety of Council services, including Environmental Health, Building Standards, Development Control, Housing and Economic Development. Building Standards colleagues report that 50% of the dangerous and defective building complaints relate to tenement buildings with numbers rising due to an ageing building stock. It is also considered that building deterioration is likely to accelerate due to the increase in extreme weather events. Therefore, early intervention is key to preventing buildings progressively declining, and can also minimise future costly repairs. 4.4 As enforcement action is extremely resource intensive and costly, the pilot has enabled funding for the minority of homeowners either unwilling and/or unable to progress the necessary communal repairs, with minimal impact on Council services. 4.5 The missing shares process is ultimately the responsibility of the property owners with the Missing Shares Service simply approving the process and providing an agreed minority missing share. The Housing (Scotland) Acts 2006/14 provide local authorities with the powers to pay a missing share, and to recover the costs from an owner via a repayment charge attached to the title of the property, recouped at the point of sale. However, as opposed to waiting until a property is sold, a monthly repayment plan, over a 5-year period (or shorter), can be agreed and therefore deemed a recoverable income in financial terms. The Council also applies an administration charge of 15%, which can act as a catalyst for works to be progressed without a missing share being required. Several missing shares already processed have either been recovered in full, or a payment plan set up for a period of up to five years. Page 86 of 204
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4.6 Funding for the two-year pilot was underwritten by the Affordable Housing Earmarked reserve budget and as a precaution capped at £200,000. £40,000 was also allocated to employ a Missing Shares Officer, subsequently recruited in September 2021. 4.7 Since the introduction of the pilot, the following outcomes have been achieved: • Of the 180 enquiries received regarding issues with communal repairs, 70% have been resolved, and repairs have progressed without any financial intervention from the Council. This has been achieved from the Missing Shares Officer tracing and contacting owners, assessing titles and facilitating and mediating meetings with property owners. • £800,000 worth of communal repairs have been undertaken without the need to apply the missing shares process. This significant investment in local building maintenance has only cost the salary of the Missing Shares Officer and has also reduced the need for intervention by other Council services. • Out of the above enquires, only 14 missing share applications (6 complete, 8 pending) have been required. This is primarily due to the missing share option being a last resort when all other options have been exhausted. • The 14 applications involve 125 properties (110 private homes and 15 local businesses) and the missing shares funding, provided by PKC, currently totals £144,000. However, the total value of the works achieved by private property owners as a result of this financial intervention is well over £1,070,000. • The level of communal repair improvements has come at a small Council spend of £40k for the Missing Share Officer and £144k in missing shares. However, the £144k is a recoverable income through the repayment process (standard 5 years, along with a repayment charge on the property title). • Feedback from property owners has been positive, with some being empowered to progress repair works themselves. • Several activities have been introduced to improve the awareness of building condition issues for private property owners, officers, and Elected Members. These include awareness raising via Tenement Repair Events, Missing Shares Drop-in Sessions, Missing Shares Advice Events, Under One Roof events, Building Condition Walks and Information for Landlords Event. • The creation of a Building Condition Working Group. This multi- service group discusses problematic buildings in most need of repair and seeks the best mechanisms to rectify the issues through a joined-up approach. 4.8 The ‘Summary Evaluation of the 2.5 Year Missing Shares Pilot’ in Appendix 1 provides further details on the financial spend and breakdown of completed and pending cases. Page 87 of 204
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4.9 To assess the benefits of the service, a feedback survey was distributed with excellent feedback on the Missing Share Service returned. These results are outlined in Appendix 2. 5. PROPOSALS 5.1 Based on the demand and current benefits achieved, it would be deemed premature at this stage to conclude this Service. Momentum continues to build as the Service becomes more established and there is undoubtedly a significant number of older buildings, many in Perth City centre, requiring assistance to rectify long term disrepair issues. It is therefore proposed that: • The existing pilot be extended for a further 3 years. • The Missing Shares Officer post be extended in line with the proposed pilot extension for a further 3 years. 5.2 A 5-year period (initial 2-year+ pilot plus recommended 3-year extension) would provide better data on which to base future decisions on the viability of the Service in the longer term. 5.3 Confirmation has been attained from Finance & Resources that funding from the second homes budget reserves is available to underwrite any future Missing Shares for a further 3-year period and also extend the existing Missing Shares Officer post for the same period. 6. CONCLUSION 6.1 The Missing Shares Service is an innovative way that tackles properties across Perth & Kinross, in shared ownership, that have a variety of communal disrepair issues. The Service, through its proactive and collaborative approach, reduces resource impacts on other Council services. It benefits local homeowners, and businesses, by removing the barriers to resolve disrepair issues by empowering property owners through support and advice and, as a last resort, through missing shares funding. 6.2 With a significant number of deteriorating buildings, likely to worsen with climate change impacts, officers recognise the inequalities often suffered by those living in poorer environments affecting their mental and physical wellbeing and currently compounded by the cost-of-living crisis. The Missing Shares Service seeks to improve living conditions, create safer buildings, retain investible housing stock, and provides a more attractive, sustainable place to live/work and visit. 6.3 By extending the service for another 3 years an informed review can be carried out to determine the future long-term benefits, potential financial impacts and seek a permanent funding structure going forward, including ways to make the service operate on a full cost recovery model. Page 88 of 204
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Authors Name Designation Contact Details Kirsty Steven Kayleigh Mustard Principal Officer, Environmental Health Missing Shares Officer (01738) 475000 ComCommitteereports@pkc.gov.uk Approved Name Designation Date Elaine Ritchie Strategic Lead, Housing & Communities 3 June 2024 APPENDICES Appendix 1 – Missing Share Service Pilot Summary Appendix 2 – Service & Officer Performance (Internal & External) Page 89 of 204
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial Yes Workforce Yes Asset Management (land, property, IST) No Assessments Equality Impact Assessment No Strategic Environmental Assessment No Sustainability (community, economic, environmental) No Legal and Governance Yes Risk Yes Consultation Internal Yes External Yes Communication Communications Plan Yes 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This report supports all the priorities within the Community Plan 2022-32. (i) Reducing Poverty (including child poverty, fuel poverty and food poverty) (ii) Mental and physical wellbeing (iii) Digital participation (iv) Skills, learning and development. (v) Employability Corporate Plan 1.2 This report supports the objectives within the Corporate Plan: (i) Children and young people grow up safe, respected, well-educated, and confident in their ability to realise their full potential. (ii) People and businesses are increasingly able to prosper in a local economy which support low carbon ambitions and offers opportunities for all. (iii) People can achieve their best physical and mental health and have access to quality care and support when they need it. (iv) Communities are resilient and physically, digital and socially connected. (v) Perth and Kinross is a safe and vibrant place, mitigating the impact of climate and environmental change for this and future generations. Page 90 of 204
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2. Resource Implications Financial 2.1 It was previously agreed as part of the pilot that missing shares costs from each owner would be sought through a repayment plan between 5 and 30 years, with a repayment charge applied to the title of each property to provide additional security. However, a £200k fund to under write any budget pressures was also allocated, along with £40,000 per to fund a Missing Shares Technician to implement the scheme. The Councils Affordable Housing earmarked reserve was designated for both these aspects of the pilot. An extension to the pilot will be funded by the Second Homes Revenue Budget. Workforce 2.2 There is no capacity to integrate the work associated with Missing Shares Service within existing teams therefore it is recommended that the temporary employment of the Missing Shares Officer, currently employed until September 2024, be extended to provide the missing shares service for any pilot extension. Asset Management (land, property, IT) 2.3 Not applicable 3. Assessments Equality Impact Assessment 3.1 The proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: • Assessed as not relevant for the purposes of EqIA. Strategic Environmental Assessment 3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. Sustainability 3.3 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: Page 91 of 204
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• in the way best calculated to delivery of the Act’s emissions reduction targets. • in the way best calculated to deliver any statutory adaptation programmes; and • in a way that it considers most sustainable. 3.4 No steps are required to be considered relating directly to this report. Legal and Governance 3.5 The Strategic Lead - Legal and Governance has been consulted in the preparation of this report and there are no adverse comments raised. Risk 3.6 Any risks associated will be mitigated by the monitoring and reporting procedures which are in place for the work concerned. 4. Consultation Internal 4.1 As part of the collaborative working approach with other PKC services internal feedback has been sought and very favourable responses have been received, see Appendix 2. There has also been positive feedback from several elected members who have been actively involved in the service. External 4.2 Feedback has been sought from a variety of service users who provided very complimentary comments on the successfulness of the service and the valuable support and advice provided by the Missing Shares Officer. 5. Communication 5.1 Further media promotion of the service to all stakeholders will be relaunched should the committee recommendations to extend the Missing Shares Service and Officer be agreed for a further 3 years. Key target audiences will include those private property owners with existing communal disrepair issues, owners of empty homes and registered landlords. 2. BACKGROUND PAPERS 2.1 Housing and Communities Committee, 31 May 2021 and the Strategic, Policy & Resource Committee, 2 June 2021 – Report No. 21/70 (Missing Shares 2021). Page 92 of 204
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APPENDIX 1 MISSING SHARE SERVICE PILOT- FEEDBACK Cases No. Enquiries Closed/ Resolved Ongoing Missing Share applications and amount Outcomes Value of Works facilitated. (with and without applications) 180 122 58 14 applications Total £144k. 1 No Longer Required 13 Approved £1.07m+ 7 Page 93 of 204
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Applications Completed Properties Missing Share Paid Repayment Charge Applied to Property Title Repayment Plan agreed over next 5 years. Total Value of Works Perth £4,000 Yes Pending £15,000 Crieff (2 shares) £1,000 Not required (paid) Not required (paid) £8,000 £1,000 Yes Yes Perth £8,000 Yes Pending £77,000 Muthill £6,000 Yes Yes £14,000 Perth (Paid after approval) £0 Not required Not required £6,000 Perth £14,000 Yes Pending £140,000 TOTAL £34,000 / / £260,000 Applications Pending Properties (Perth) Missing Share Amount Total Value of Works Project 1 £8,000 £50,000 Project 2 £ 10,000 £55,000 Project 3 £15,000 £145,000 Project 4 £3,000 £30,000 Project 5 £45,000 £150,000 Project 6 £10,000 £40,000 Project 7 £15,000 £305,000 Project 8 £4,000 £35,000 TOTAL £110,000 (+ £34,000 completed) £810,000 (+ £260,000 completed) Total of complete and pending applications £144,000 £1,070,000 Support and Advice Only £0 £800,000 Total Works Facilitated £1,870,000 Page 94 of 204
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Long Term Case Details – (previously no solution – now progressing/concluded) Premises First Issues Reported Communal repair (health & safety) issues Barriers overcome by Missing Shares Service (MSS) Coordination of Key Service Providers 1. Perth project (Works Completed) 20/08/2012 • Fallen and loose roof tiles, if left unattended may cause water ingress. • Render falling from chimney stack, Scottish Fire and Rescue Service were called to attend and remove loose sections at risk of falling and causing harm. • Minority owner refusing to cooperate with repair process. • Court action halted repairs. • MSS application underway to assist with financial shortfall from unwilling owner. • Contractor chosen by homeowners. Planning – Conservation, Building Standards, Environmental Health 2. Perth project (Phase 1 Works Completed) 29/09/2016 • Prominent building of local historic relevance has become an eyesore with many aspects of the disrepair posing a risk to the residents and wider public. • Water leaking from broken guttering deteriorating the fabric of the building. • Crumbling render and stonework with vegetation growing in the mortar from long term neglect. • Building Condition Survey identified over £2M of works. • Not all owners communicating. • One property repossessed through bankruptcy proceedings. • Phased repairs agreed and MSS providing organisational assistance and application process underway. • All owners contacted, all but one paid, reviewing contractors. Planning – Conservation, Vacant Properties, Perth and Kinross Heritage Trust 3. Perth Project (providing support and assistance) 01/07/2018 • Water pouring down from broken guttering, deteriorating the external fabric, and causing considerable damage to the properties within. • Broken lintel and deteriorated roof timbers causing cascades of water in poor weather and raises concerns for the stability of the building overall. • Water damage to the internal walls of the shared stairwell due to extended periods of water ingress from the roof. • One landlord owns 50% of the building, other owners are powerless to progress repairs without this landlord’s cooperation. • Negotiations with owners remain uneasy, • Dangerous Buildings Notice registered and works in default from November 2022. Building Standards, Landlord Registration, PKC Lets, Vacant Properties 4. Perth Project (works progressing) 14/05/2008 • Long term issues with vegetation due to blocked buttering, damaged drainage and sewage pipes • Owners of top floor flats have been attempting to arrange repairs for many years. Environmental Health, Vacant Properties Page 95 of 204
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• Cracking and water ingress caused by roof disrepair has rendered one property uninhabitable. • Communication with all owners never possible. MSS facilitated all owners in communication for first time ever. • Surveyor instructed. 5. Perth Project (works underway) 15/09/2021 • Storey building, chimney stack with loose falling masonry - damaged a car. • Loose masonry and chimney pots removed by Scottish Fire and Rescue Service to reduce danger of further falling debris. • Owners struggling to contact all owners. • MSS assisted and all but 1 owner communication and cooperating. • Contractor chosen and instructed. • Coordination of additional works identified with owners. Building Standards Service Development Website Activity In two years of the Shared Repairs page going live on the PKC website, it has had 2608 views by 935 unique users, most of these users have viewed the page multiple times. Shared housing repairs - Perth & Kinross Council (pkc.gov.uk) Advice Document Creation Missing Shares Service Leaflet - MS Leaflet.pdf Common Repair Assistance - Common Repairs Assistance.pdf Missing Shares application and templates - Application Docs Missing Shares Service Promotion Email Campaign Radio Campaign – 8 weeks Heartland FM Social media and Newspaper campaign Missing Shares: Funding to help Perth and Kinross residents with repairs (thecourier.co.uk) (2) Perth & Kinross Council | Facebook Building Banners displayed on scaffolding where works assisted Events • Tenement Repair and Maintenance Event April 2022 • Missing Shares event May 2023 • Training event for PKC Staff May 2023 • Public information event hosted by Under One Roof May 2023 • Information for Landlords August 2023 • Public Building Condition Walks August 2023 • Under One Roof – Owners’ Associations (open to all) October 2023 Novoville P&K release Novoville Shared Repairs is a mobile app that helps owners to organise and implement shared repairs in tenement buildings by providing a communication platform, banking function, advice, and support. Page 96 of 204
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(Virtually factoring app to assist owners with tenement repairs) Meetings with Novoville consultant to tailor the app for P&K Consultations with Edinburgh City Council Arranging Pilot Tenements Facilitating IT arrangements for Better Business Partnership and application marketing launch Annual Housing Statistics Return and Local Housing Strategy Reviewing and submitting information and contributing to consultations including requests to include a more detailed representation of the condition of privately owned buildings in Perth & Kinross to inform ongoing repair needs in this sector. Inform Policy and Procedure Informing policy and procedure for Missing Shares Service and Application process, with regular review and update to account for ongoing service user feedback. Page 97 of 204
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APPENDIX 2 SERVICE FEEDBACK External Feedback Results (Anonymised) Is there anything the service could have done to assist you or is there any further feedback you would like to provide? This service must be continued. The support was extremely valuable when I felt powerless to resolve my housing issues due to other landlords. The Officer was very professional, helpful and delt with everything we asked The officer was great. The issue lies with the Council having a minimum value on the work they are willing to look at. This means that small jobs are not getting done, these small jobs will become big jobs and so the service does nothing to help, unless you happen to be unfortunate enough to have a block where you need massive repairs already. This needs to be looked at urgently to allow this service to function properly. Good service and I hope it keep running. The people that do not make good on their liabilities to make good on property repairs cause those that are good citizens’ extra expense. It would be good to see the nuisances being held to account and made responsible for the costs that they incur. Age, state of mind and frailty should be taken into account, but not used as an excuse. Nope. Just that the Officer was fantastic. Excellent Service and support. Reassuring to know ‘Missing Shares’ is there if needed. Really helps in encouraging owners to participate in common repairs This is an excellent service provided by the council and we were very appreciative that there was information online and indeed with the officer to be able to make sure we were aware of all our options going forward. The Officer was professional, approachable and very prompt in communication. They sent all the information we required, and we feel comfortable in being able to communicate freely with them with any future queries. They are an excellent ambassador for the service. Just more resource - more people to handle calls and to chase and understand what's happening I just hope this service continues, it is the only way people like myself can get repairs done, when others involved don't want to pay and without this service people like myself would be homeless. This is a great service; their assistance was crucial in securing all the funding my block required for maintenance. No everything that could be done was done. The Officer was very helpful and informative Everything possible was done. It was really helpful for a letter to go to co-owners outlining their shared responsibilities once the title deeds had been consulted. This was the main reason we didn't need to use the Missing Shares service in the event. Satisfaction Rating - Officer 98% Satisfaction Rating – Missing Shares Service 93% 7 Page 99 of 204
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Internal Feedback Results from Other Perth & Kinross Council Services Name/Service Is there anything the service could have done to assist you or is there any further feedback you would like to provide? Environmental Health This is a valuable service for internal colleagues, providing up to date information and knowledge we can take forward in our own roles as well as being able to direct queries, that are more relevant, on to the missing shares scheme. Having a dedicated officer for this role has meant that customers get a personalised service and point of contact for what is often a stressful and anxious experience of communal repairs and housing matters that can be very dauting to approach. Having this level of service ultimately makes for an easier, manageable experience and best outcome for all. Building Standards Where Building Standards have taken enforcement action against owners, it has been a real benefit to be able to direct owners someone who can provide them with guidance on how to organise themselves, get repairs done, and access funds if required. We are now seeing repairs being completed where previously the work would have fallen to the Council as a statutory duty, and the costs having to be recovered. Perth & Kinross Heritage Trust The service is a fantastic resource to support owners who wish to repair their buildings. Additional value has been added by working cooperatively with Perth and Kinross Heritage Trust on projects where there may be grant assistance available through the Perth City Heritage Fund and, conversely, where potential grant assisted projects need Missing Shares support. Case studies can be provided if required. Vacant Properties The Missing Shares Service works in partnership with many other departments of the Council (Building Standards, Vacant Property etc), supporting owners to undertake repairs and therefore in many cases avoiding these properties becoming in a greater level of disrepair and requiring a greater level of intervention from the Council. It would be a significant loss to the service provision of PKC if the Missing Shares Service was not continued. Across the region and particularly in our city and town centres, we have a lot of aging tenemental housing stock which requires ongoing communal repairs to be organised by owners. Increasing the quality and availability of city and town centre housing is key to the future vibrancy and economic viability of our city and town centres; the Missing Shares Service plays a key role in delivering this aim Page 100 of 204
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PERTH AND KINROSS COUNCIL Housing & Social Wellbeing Committee 19 June 2024 ANNUAL UPDATE ON PERTH AND KINROSS LOCAL HOUSING STRATEGY 2022-2027 Report by Strategic Lead – Housing and Communities (Report No. 24/191) 1. PURPOSE 1.1 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 priorities for the current year. 2. RECOMMENDATIONS 2.1 It is recommended that Housing and Social Wellbeing Committee: • Notes the progress made during 2022-2023 and 2023-2024 towards achieving the outcomes set out within the LHS Action Plan (Appendix 1). • Approves the priorities for 2024-2025 set out in Section 7 below. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: Section 4 – Background Section 5 – Context Section 6 – Perth and Kinross Local Housing Strategy 2022-2027 Annual Progress Update Year 1 and Year 2 Section 7 – Implementation and Review Section 8 – Conclusion Appendix 4. BACKGROUND 4.1 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. 8 Page 101 of 204
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4.2 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. 4.3 Annual updates are to be provided 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. 4.4 The Local Housing Strategy 2022-2027 was approved at Housing and Social Wellbeing Committee on 15 March 2023 (Report No.23/82). Due to delays in approving the LHS 2022-2027 and subsequent impacts on reporting on progress, it was agreed that the first update of the LHS would be delayed until 2024 and would include an update on the first two years of the strategy. This is the first annual progress update to Housing and Social Wellbeing Committee in implementing the strategy and presents progress of the first two years covering the period 2022 to 2024. 5. CONTEXT 5.1 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. 6. PERTH AND KINROSS LOCAL HOUSING STRATEGY 2022-2027 ANNUAL PROGRESS UPDATE 2022-2024 YEAR 1 AND YEAR 2 6.1 The annual progress report for Year 1 (2022-23) and Year 2 (2023-24) is attached in Appendix 1. The Local Housing Strategy has the following four priorities for action. Key areas of progress in delivering the outcomes include the following: Priority 1: Providing more affordable homes to support liveable and sustainable communities: 6.2 Our 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. Page 102 of 204
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6.3 During 2022-23 to 2023-24, we delivered new affordable homes for social rent, low-cost home ownership, and mid-market rent across the Perth and Kinross area. We increased the Council’s own housing stock through the purchase of buybacks and bringing empty homes back into use for affordable housing. We supported a number of projects to identify the potential for more housing in rural areas through housing needs assessments, feasibility studies and establishing our first Self-Build Register. Our Sustainable Inclusive Homes Net Zero Carbon Design Guide was also published to support delivery of new build affordable homes through construction innovation and house design. We also undertook consultation for Short Term Let (STL) control areas, with research and feedback helping to shape the associated non- statutory Planning Guidance. 6.4 The impact of these activities has been to help meet housing need in the area and provide affordable housing across tenures. The additional social housing has enabled turnover within the overall stock. Additional buybacks and empty homes ensure we have more homes of the right type and size in areas people want to live in. This has reduced waiting lists and met a range of housing needs in the area including overcrowding, under occupying, alleviating homelessness, and meeting mobility needs. Priority 2: Providing a range of housing options that people can easily access, afford and keep 6.5 Our aim is to set out the role that housing can play in improving housing choice across all housing 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. 6.6 During 2022-23 to 2023-24, we increased our support to households to sustain their tenancy through our Tenancy Sustainment Fund, Financial Inclusion Project and Think Yes budget. We made it easier for people to access a range of housing options through the launch of a new self-serve online Housing Options service. We continued to support people from Ukraine to settle into accommodation and further developed our approach to Rapid Rehousing via the Home First model through minimising the number of children in temporary accommodation and increasing our spend on essential goods for moving home and assistance through our Property Ready and Prevention Funds. We commissioned an Intensive Housing Support service to provide enhanced personalised transitional housing support to homeless households with the service already at capacity. We consulted on our Common Allocations Policy which includes proposing a new downsizing policy with improved incentives to enable better targeting of properties that are under-occupied. We are also set to become a local authority member of the City of Sanctuary with a commitment to resettle 20 people per year. Page 103 of 204
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6.7 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 reduced the stigma associated with homelessness and minimised the impact and duration of households experiencing homelessness in Perth and Kinross. Priority 3: Delivering housing for people with varying needs 6.8 Our 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. 6.9 During 2022-23 to 2023-24, we supported investment in adaptations to Council and Housing Association properties and supported private tenants and homeowners through our Care and Repair Scheme. We have undertaken a review of our Occupational Therapy (OT) provision for social housing to support this delivery further. We delivered further wheelchair accessible and adapted properties through our new build programme, and supported wheelchair users to move into fully adapted housing with our Housing OT service. Through our multi-agency Independent Living Panel, we continued to match individuals with housing and support needs to supported and bespoke accommodation. We delivered a number of refurbishment and new build core and cluster projects, including for wheelchair users, with built-in technology linked to 24/7 onsite staff support. We have continued to work collaboratively to promote the benefits of technology within a housing setting and launched an online interactive smart house. We secured funding of almost £4 million to transform our Gypsy Traveller site with new energy-efficient accommodation and upgrades to create a sustainable environment for residents and support climate change ambitions. A review of our buyback policy has also been carried out to include increasing the number of buybacks the Council will aim to purchase and to consider where buybacks may be suitable to support those with adaptation needs. 6.10 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. Priority 4: Delivering quality homes with affordable warmth, zero emission and SMART technology 6.11 Our 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. Page 104 of 204
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6.12 During 2022-23 to 2023-24, we have developed and consulted on our Local Heat and Energy Efficiency Strategy (LHEES) setting out energy efficiency improvements across all tenures and established a LHEES Coordination Team. We have increased the energy efficiency advice offered to households through working with Save Cash and Reduce Fuel (SCARF) and our Home Energy Advice Team (HEAT) service, resulting in savings for residents, reductions in carbon emissions and removing some residents from fuel poverty. We have invested in existing stock and new build housing with installation of energy efficiency improvements. We have invested £150k in communal repairs for homeowners through our Missing Shares service. We have progressed pilot projects to incorporate net zero planning and retrofit opportunities and continue to address Council stock which requires additional work to meet the Scottish Housing Quality Standard (SHQS). In partnership with Registered Social Landlords, 65 new build properties have benefited from fibre installation. 6.13 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. 7. ONGOING IMPLEMENTATION AND CHALLENGES 7.1 While good progress is being made towards delivering LHS outcomes, various challenges remain. 7.2 In particular, the Scottish Government More Homes Division confirmed on 28th March 2024 that the Resource Planning Assumption (RPA) for Perth and Kinross Council for 2024-25 is £12.216m, which is a reduction of approximately £4.429m, down from £16.645m. In line with the Strategic Housing Investment Plan for 2024-25, this will be carefully coordinated throughout the year. It is currently projected that there are no projects at direct risk from the funding reduction and anticipated that the reduced RPA for 2024-25 can be managed within the SHIP where updates will be reported to the PKC Strategic Housing Board. 7.3 During 2024-25 we intend to continue to work with partners to deliver progress on LHS actions, including the following priorities: Priorities for 2024-25 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. • Increasing our buyback target to 40 for the coming year • Develop an Empty Homes Action Plan which targets investment in areas where housing pressure is evidenced. Page 105 of 204
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• Further embed our newly published Net Zero Carbon Design Guide in all new build developments to implement design and enhanced energy efficiency standards. • Continue to support delivery of local Housing Need Assessments and Community-led projects in rural areas. • Make a further report on potential for Short Term Let Control Area(s) to the relevant committee. 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. • Increase engagement with private landlords in Perth and Kinross to improve awareness of proposed Private Rented Sector reforms and investment regarding energy efficiency measures. Priority 3: • Update our Housing Contribution Statement • Progress with publication of our first Mobility Strategy • 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. • Implement any revised Scottish Government Housing for Varying Needs standards through our Design Guide once published, including a minimum of 10% of all affordable homes built to wheelchair and adaptable standards. • Further engagement with our Gypsy Traveller community through face to face satisfaction survey work. 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. • Further facilitate delivery of high-speed broadband into social housing 7.4 Committee is asked to approve these priorities identified within the LHS Action Plan 2022-2027 for the coming year 2024-2025. Page 106 of 204
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8. MONITORING AND REVIEW 8.1 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. 8.2 The LHS Communications Plan has set out how the Delivery Group are conducting regular consultation and engagement with stakeholders. It also ensures there is awareness of the key housing priorities for Perth and Kinross until 2027. 9. CONCLUSION 9.1 The report outlines the significant outcomes achieved in the first two years of delivering actions within the Local Housing Strategy 2022-2027, alongside the key priority actions for 2024-2025. Author Name Designation Contact Details Hannah Maclean Planning and Policy Officer, Planning and Housing Strategy ComCommitteeReports@pkc.gov.uk Approved Name Designation Date Elaine Ritchie Strategic Lead – Housing and Communities 12 June 2024 APPENDICES • Appendix 1 – Local Housing Strategy (LHS) 2022-2027 Annual Progress Report Page 107 of 204
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial Yes Workforce No Asset Management (land, property, IST) Yes Assessments Equality Impact Assessment No Strategic Environmental Assessment No Sustainability (community, economic, environmental) No Legal and Governance No Risk No Consultation Internal Yes External Yes Communication Communications Plan Yes 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 The proposal aims to set out how the LHS will deliver more affordable homes in sustainable places; improve housing choice and reduce inequality; support independent living; ensure homes are easy and affordable to heat; and ensure housing contributes to tackling the climate emergency and therefore directly contribute to the delivery of the Perth and Kinross Community Plan / Single Outcome Agreement in terms of: (i) Giving every child the best start in life (ii) Developing educated, responsible and informed citizens (iii) Promoting a prosperous, inclusive and sustainable economy (iv) Supporting people to lead independent, healthy and active lives (v) Creating a safe and sustainable place for future generations Corporate Plan 1.2 The LHS 2022-2027 reflects the Council’s Corporate Plan objectives listed above and therefore the proposal in this report would directly contribute to the achievement of the priorities: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; Page 108 of 204
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(iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. 2. Resource Implications Financial 2.1 Funding implications arising directly from this report emanate from the proposed local authority new build housing programme. In addition to the Scottish Government Grant, the Council Tax Second Homes Fund, and developer’s contributions for affordable housing will be used to support the delivery of the programme including prudential borrowing. Funding from RSL and Private Finance, as well as from Perth and Kinross HSCP and NHS will also apply in relation to particular priority actions. Further Resource and Funding Sources are detailed in Section 9 of the LHS 2022-2027. Workforce 2.2 There are no direct workforce implications regarding this report. Asset Management (land, property, IT) 2.3 Resource implications of this report relate to the local authority affordable housing programme and the use of land currently in Council ownership (Housing Revenue Account / General Fund). 3. Assessments All impact assessments carried out in the development of the Local Housing Strategy 2022-2027 and previously approved at Housing and Social Wellbeing Committee (Report No.23/82) cover the duration of the LHS until 2027. The Impact Assessment Toolkit (IAT) Final Report produced on completing the integrated appraisal was completed and can be viewed by clicking here. Equality Impact Assessment 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. The Equality Impact Assessment undertaken can be viewed by clicking here. The proposals were considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: Page 109 of 204
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(i) Assessed as relevant and the following positive outcomes expected through implementation: The broad ranging remit of the Local Housing Strategy and the range of actions outlined in the priorities should have a broad spectrum of positive impacts across Perth and Kinross residents. • By providing more homes in sustainable place where connectivity to jobs and local services is easy • By improving housing choice and reducing inequality • By supporting people to live independently and well at home • By ensuring everyone finds it easy and affordable to heat their home • By ensuring housing makes a strong contribution to tackling the climate emergency in Perth & Kinross. These actions will also improve the socio-economic position of residents. There are a number of Actions that are aimed at meeting the needs of people with protected characteristics, including: • Priority 3 will have positive impacts on people with disabilities • Priority 3 contains several actions that may be relevant to the needs of people aged over 65 • Action 4.3 within Priority 4 is aimed at younger people Strategic Environmental Assessment 3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. The proposals were considered under the Act and pre-screening identified that the PPS would have no or minimal environmental effects, it is therefore exempt, and the SEA Gateway was notified. The reason for concluding that the PPS will have no, or minimal environmental effects is that the LHS is a broad policy document which sits within the framework of the TAYplan SDP (2016-2036) and the Perth and Kinross Local Development Plan (2019). The SDP defines the spatial strategy while the LDP allocates specific sites to meet identified demand. Strategic Environmental Assessments have been carried out in respect of both these plans. Health Inequalities Impact Assessment A non-statutory Health Inequalities Impact Assessment pilot was also undertaken with Public Health Scotland, NHS Tayside and Dundee City Council and Angus Council in developing the new LHS. As housing is a key driver of health outcomes, this assessment was an opportunity to review the potential health impacts of the new LHS. Page 110 of 204
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It was determined that the broad ranging remit of the LHS and the range of actions outlined in the priorities should have a broad spectrum of positive impacts across Perth and Kinross residents. Recommendations made by the Health Inequalities Assessment for integration into the LHS are available to view here. Sustainability 3.3 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • in the way best calculated to delivery of the Act’s emissions reduction targets. • in the way best calculated to deliver any statutory adaptation programmes; and • in a way that it considers most sustainable. The Local Housing Strategy 2022-2027 Action Plan was considered against the 17 Sustainable Development Goals (SDGs) where the actions made a positive contribution to the measures: 1. No Poverty: 15 of the actions in the LHS plan were assessed as being positive. 3. Good Health and Wellbeing: 6 supporting actions 4. Quality Education: 1 positive action 7. Affordable and Clean Energy: 5 supporting actions 8. Decent Work and Economic Growth: 3 supporting actions 9. Industry Innovation and Infrastructure: 2 positive actions 10. Reduced Inequalities: a significant positive impact progressed by the actions in all Priority areas 1 to 4. 11. Sustainable Cities and Communities: 8 supporting actions 13. Climate Action: 4 positive actions Legal and Governance 3.4 The Strategic Lead, Legal and Governance has been consulted and there are no direct legal implications in this report. Risk 3.5 Risks associated with the delivery of LHS actions are covered within the Housing Service Risk Profile. Page 111 of 204
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4. Consultation Internal 4.1 LHS Delivery Group officers were involved in preparing this update. External 4.2 Consultation as part of LHS priority actions were carried out and included in Section 6 of the report. 4.3 The Tenant Committee Report Panel were consulted on this report. 5. Communication 5.1 An LHS 2022-2027 Communications Plan is in place. 2. BACKGROUND PAPERS 2.1 All documents that have been relied on in preparing the report are already referenced within the main body of the report in Section 4 and 5 and Appendix 1. Page 112 of 204
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Appendix 1 Perth and Kinross Local Housing Strategy 2022-2027 Annual Progress Report for 2022-23 and 2023-24 8 Page 113 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 2 Perth and Kinross Local Housing Strategy 2022-2027 Annual Progress Report for Year 1 and Year 2 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 first annual progress update to Housing and Social Wellbeing Committee in implementing the strategy and covers Year 1 (2022-23) and Year 2 (2023-24). 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 114 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 3 Achievements Priority 1: Providing more affordable homes to support liveable and sustainable communities In 2022-23: ▪ Delivered a total of 220 affordable homes including 128 for social rented housing, 25 for low-cost home ownership, and 67 for mid- market rent. ▪ Delivered 10 Council new build homes and supported the completion of 156 new build affordable homes in partnership with RSLs across 11 developments. ▪ Delivered new supply across the Perth and Kinross area, both in urban 40% and rural 60% areas, including Council homes completed in Abernethy. ▪ Purchased 36 buybacks to increase the Council’s housing stock. ▪ Brought back 18 empty homes for people in need of accommodation through the Empty Homes Initiative (EHI). ▪ Supported the completion of 5 Housing Needs Assessments in rural areas. In 2023-24: ▪ Delivered a total of 174 affordable homes including 141 for social rented housing, 33 for mid-market rent. ▪ Delivered 40 Council new build homes and supported the completion of 65 new build affordable homes in partnership with RSLs across 5 developments. ▪ Delivered new supply across the Perth and Kinross area, both in urban 36% and rural 64% areas. ▪ Purchased 48 buybacks to increase the Council’s housing stock. ▪ Brought back 20 empty homes for people in need of accommodation through the Empty Homes Initiative (EHI). ▪ Piloted the first Urban Capacity and Brownfield Study in one rural area to assess potential of land for housing. ▪ Established our first Self-Build Register with 14 self-build expressions of interested registered to date. ▪ Published our Sustainable Inclusive Homes Net Zero Carbon Design Guide which details construction innovation and house design for affordable homes. ▪ Undertook preliminary feasibility and consultation for planning policy to be developed through LDP3 for Short Term Let (STL) control areas, with research and feedback helping to shape the non-statutory Planning Guidance in place to help assess and determine planning applications for changes of use from a house or flat to a short-term let. Page 115 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 4 Achievements Priority 2: Providing a range of housing options that people can easily access, afford and keep In 2022-23: ▪ Supported 1769 households to sustain their tenancy through our Tenancy Sustainment Fund, Financial Inclusion Project and Think Yes budget. ▪ Launched a new self-serve online Housing Options service, making it easier for people to access a range of housing options. ▪ Supported 4 refugees and 450 people from Ukraine to settle into accommodation. ▪ 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. In 2023-24: ▪ Supported 2635 households to sustain their tenancy through our Tenancy Sustainment Fund, Financial Inclusion Project and Think Yes budget. ▪ Supported 29 households in the PRS to sustain their tenancies and prevent homelessness and hardship. ▪ Carried out a review and consultation of our Common Allocations Policy which includes proposing a new downsizing policy with improved incentives to enable better targeting of properties that are under-occupied and progressing key worker housing. ▪ Became a local authority member of the City of Sanctuary with a commitment to resettle 20 people per year. ▪ Commissioned an Intensive Housing Support service to provide enhanced personalised transitional housing support to homeless households with the service already at capacity. ▪ Supported 3 refugees and 123 people from Ukraine to settle into accommodation. ▪ Continue to deliver good 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. Page 116 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 5 Achievements Priority 3: Delivering housing for people with varying needs In 2022-23: ▪ Invested £823,230.00 following OT assessment in 119 major and 289 minor adaptations for local authority tenants. ▪ Supported 187 major adaptations for private tenants and homeowners through our Care and Repair Scheme. ▪ Matched 30 referrals to various supported and bespoke accommodation through our Independent Living Panel (ILP) for individuals with long-term support needs. ▪ Delivered 1 refurbishment project and 1 core and cluster supported accommodation project for individuals with a range of housing and support needs, with built-in TEC and 24/7 staff support. ▪ Secured funding of almost £4 million to transform our Gypsy Traveller site with new energy-efficient accommodation and upgrades to create a sustainable environment for residents and support climate change ambitions. In 2023-24: • Invested £724,892.40 following OT assessment in 369 minor adaptations and 108 major adaptations for local authority tenants. ▪ Supported 191 major adaptations for private tenants and homeowners through our Care and Repair Scheme. ▪ Carried out a review of our Occupational Therapy (OT) provision for Council housing to support the delivery of property adaptations. ▪ Matched 52 referrals to various supported and bespoke accommodation through our Independent Living Panel (ILP) for individuals with long-term support needs. ▪ Delivered 1 new build core and cluster project for individuals with a range of housing and support needs, comprising of flats, adapted bungalows and 24/7 staff and outreach support. ▪ Continued to work collaboratively to promote the benefits of technology within a housing setting to enable people to live comfortably and independently in their own home including through ongoing identification and installation of assistive technology, and through the launch of an online interactive smart house ▪ Delivered 3 wheelchair accessible properties and 11 adapted properties through our new build programme. ▪ Reviewed our Buyback policy to include increasing the number of buybacks the Council will aim to purchase and to consider those with additional bespoke and adapted needs. ▪ Continued to work with the Gypsy Traveller community to have a better understanding of their accommodation needs, with designs developed in partnership with residents to replace all 20 chalets on Double Dykes and wider improvements to the site. Page 117 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 6 Achievements Priority 4: Delivering quality homes with affordable warmth, zero emissions and SMART technology In 2022-23: ▪ Began work to develop a Local Heat and Energy Efficiency Strategy (LHEES) setting out energy efficiency improvements across all tenures. ▪ Increased our work with SCARF to deliver our Home Energy Advice Team (HEAT) service, providing free and impartial energy efficiency advice to [884] households which resulted in savings for residents, reductions in carbon emissions and removed some residents from fuel poverty. ▪ Improved the energy efficiency of 26 properties within our existing Council housing stock through installation of air source heat pumps and replacement of electric storage heaters with high heating retention in 3 properties. ▪ Delivered 10 new build properties which will benefit from built-in PV panels and 8 will also benefit from installation of hybrid gas/ASHP boilers. ▪ Assisted with advice and support of 80 enquiries through our Missing Shares service to support homeowners with communal repairs. In 2023-24: ▪ Undertook consultation of the first Perth and Kinross Local Heat and Energy Efficiency Strategy (LHEES) driven by Scotland’s overarching statutory targets for greenhouse gas emissions reduction and fuel poverty. ▪ Supported the implementation of LHEES including through establishing a LHEES Coordination Team and securing funding for a Strategic Heat Network Support Unit. ▪ Increased our work with SCARF to deliver our Home Energy Advice Team (HEAT) service, providing free and impartial energy efficiency advice to 2205 households which resulted in savings for residents, reductions in carbon emissions and removed some residents from fuel poverty. ▪ Improved the energy efficiency of 53 properties within our existing Council housing stock through installation of air source heat pumps and replacement of electric storage heaters with high heating retention. ▪ Delivered 40 new build properties which all will benefit from built-in PV panels and 22 will also benefit from installation of ‘A’ rated gas combi boilers. ▪ 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. ▪ £150k invested in communal repairs for homeowners through our Missing Shares service. ▪ Progressed with two pilot projects to incorporate net zero planning and retrofit opportunities. ▪ Set out plans to address local authority domestic stock where abeyances or exemptions apply to meet the Scottish Housing Quality Standard (SHQS). ▪ Delivered fibre to 65 new build properties in partnership with RSLs. Page 118 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 7 Priorities for 2024-2025 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. • Increasing our buyback target to 40 for the coming year • Develop an Empty Homes Action Plan which targets investment in areas where housing pressure is evidenced. • Further embed our newly published Net Zero Carbon Design Guide in all new build developments to implement design and enhanced energy efficiency standards. • Continue to support delivery of local Housing Need Assessments and Community-led projects in rural areas. • Make a further report on potential for Short Term Let Control Area(s) to the relevant committee. 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. • Increase engagement with private landlords in Perth and Kinross to improve awareness of proposed PRS reforms and investment regarding energy efficiency measures. Page 119 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 8 Priorities for 2024-2025 Priority 3 • Update our Housing Contribution Statement • Progress with publication of our first Mobility Strategy • 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. • Implement any revised Scottish Government Housing for Varying Needs standards through our Design Guide once published, including a minimum of 10% of all affordable homes built to wheelchair and adaptable standards. • Further engagement with our Gypsy Traveller community through face to face satisfaction survey work. 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. • Further facilitate delivery of high-speed broadband into social housing Page 120 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 9 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 2022-2024 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 (Team Leader) Registered Social Landlords (RSL) 2022-23: there were 220 affordable housing completions: New Supply 2022-23 PKC New Build 10 RSL New Build 156 Buybacks 36 Empty Homes as reported in 1.2 18 Total 220 Tenure Social Rent 128 (58%) MMR 49 (22% LHCO 25 (11%) Empty Homes for MMR 18 (9%) Total 220 Locality Split Urban 40% Rural 60% Page 121 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 10 2023-24: there were 174 affordable housing completions: New Supply 2023-24 PKC New Build 40 RSL New Build 65 Buybacks 48 Empty Homes as reported in 1.2 21 Total 174 Tenure Social Rent 141 (82%) MMR 12 (7%) Empty Homes for MMR 21 (11%) Total 174 Locality Split Urban 36% Rural 64% 1.2 Develop an Empty Homes Action Plan which targets investment in areas where housing pressure is evidenced Current Empty Homes evidence Current pressure analysis and local housing systems analysis Number of empty homes brought back into use • Develop evidence base to demonstrate areas of housing pressure • Consultation with stakeholders and partners on action plan development • Develop and implement action plan Ongoing 2024 2025 Tourism, Culture and Place Housing (Service Manager) 2022-23: • 82 properties (included in this is 18 Empty Homes) brought back into use through a variety of grants and initiatives. 2023-24: • 101 properties (included in this is 21 Empty Homes) brought back into use through a variety of grants and initiatives. Page 122 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 11 1.3 Maximise the potential to generate more homes through brownfield regeneration which encourages mixed developments and change of use for vacant properties 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 • 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 Ongoing 2027 Planning, Transport and Housing Strategy (Team Leader) Tourism, Culture and Place Housing Strategy (Team Leader) Urban Capacity and Brownfield Study underway with 1 pilot study in Dunkeld completed with wider study now progressing. 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, Ongoing Ongoing 2023 Ongoing Housing Strategy (Kevin Divin) Registered Social Landlords 2022-23: • 5 HNA’s completed across rural areas ((Mount Blair; Dunkeld & Birnam; Aberfeldy; Comrie) • 63 new builds completed in rural areas including Abernethy as a result of £1.6m investment from PKC and Scottish Government. 2023-24: • Self-Build Register published April 2023 with 14 expressions of interest registered to date. • Ongoing discussions with five landowners / estates to date to Page 123 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 12 landowners, developers, funders, and local communities • 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 Guide Standard over Ongoing Ongoing 2027 increase affordable housing in rural areas. • Further affordable housing-led regeneration feasibility planned for Perth City in 2024-25. • 6 affordable self-build plots granted planning permission in 2023 to be progressed in 2024- 25. • Development work progressing with 2 further HNA’s and 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 redevelopment released within 2-3 years. • Revised Disposal of Land and Buildings Policy to underpin corporate priorities for affordable housing. Page 124 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 13 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 Planning, Transport and Housing Strategy (Service Manager) In 2022-23: • Carried out Big Place Conversation engagement ahead of Local Development Plan 3 preparation, including raising awareness of Local Place Plans. In 2023-24: • Webpage on Local Place Plans set up and promoted, inviting enquiries from community bodies interested in creating a Local Place Plan or updating a Community Action Plan into one. • Collaboration with colleagues in Rural Perth and Kinross Community-Led Local Development team to support expressions of interest from community bodies considering preparing a Community Action Plan or Local Place Plan, sharing outputs of 2022/23’s Big Place Conversation 1.6 Embed the values of the Perth and Kinross Offer to ensure investment and commitment across Services to Existing structures and groups Demonstrate delivery of Perth and Kinross Offer • Develop and improve existing structures to pursue innovation in placemaking, master planning, construction 2023 Housing Strategy (Team Leader) Perth and Kinross Sustainable Inclusive Homes Net Zero Carbon Design Guide published in November 2023 which details construction innovation and house design for affordable homes. Page 125 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 14 develop and deliver the LHS Action Plan innovation and housing design • Develop collaborative partnerships which test innovation in housing design and modern methods of construction Ongoing 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 2023 2026 Planning, Transport and Housing Strategy (Service Manager) Preliminary feasibility study reported to committee May 2023 and agreement for initial public consultation granted and undertaken June – August 2023 with research and feedback helping to shape the non-statutory Planning Guidance approved at EIED Committee in November 2023 to support determination of applications. Public consultation briefing and further work scheduled for May 2024. 1.8 Pursue a pro- active master planning approach to assist development of planning and development frameworks and use powers where necessary to acquire land and property LDP2 and Housing Land Audit Master Plans in place • Use placemaking principles to engage urban and rural landowners, developers, and providers • Identify opportunities and adopt Master Planning approach to effective land supply where appropriate Ongoing Ongoing Planning, Transport and Housing Strategy (Service Manager) Estates A New Build Delivery Group has been formed to identify potential sites for affordable housing-led redevelopment, including use of public-sector assets, and engaging with urban and rural landowners and developers. Page 126 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 15 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 2022-2024 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 2024 Welfare Rights (Team Leader) Housing (Service Manager) 2022-23: • Tenancy Sustainment Fund provided 641 households with a financial payment toward their rent arrears balance. The total budget was £200K. • Financial Inclusion Project delivered by CAB supported a total of 1,013 tenants with a financial gain for those referred of £867,373. • Our Think Yes budget supported a total of 115 households with a spend of £29,905. 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. 2023-24: • Tenancy Sustainment Fund provided 566 households Page 127 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 16 with a financial payment toward their rent arrears balance. The total budget was £215k. • Financial Inclusion Project delivered by CAB supported a total of 1,891 tenants with a financial gain for those referred of £1,185,191. • Our Think Yes budget supported a total of 178 households. • Supported 29 households in the PRS to sustain their tenancies through the Private Sector Sustainment Fund with a spend of £84,723. 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 (Service Manager) Registered Social Landlords 2022-23: • A new self-serve online Housing Options service was launched to make it easier for people to access a range of housing options and apply for housing. 2023-24: • Began a review and consultation of our Common Allocations Policy which includes proposing a new downsizing policy with improved incentives to enable better targeting of Page 128 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 17 properties that are under- occupied. Mutual exchange will be promoted as a housing option as part of the Comm's around the revised Common Allocations Policy. • Further work will be undertaken to progress key worker housing by exploring potential projects through Rural Key Worker Funding. 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 (Team Leader) Considered a lower priority action as market rent options are evidenced in the HNDA as being less affordable to a significant number of the population. Review of evidence and potential feasibility will therefore take place later in the LHS cycle 2025-2026. 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 (Service Manager / Team Leader) 2022-23: • Supported 4 refugees and 450 people from Ukraine supported into accommodation. 2023-24: • Supported 3 refugees and a further 123 people from Ukraine into accommodation. • In March 2024, Full Council approved for Perth and Kinross to become a local authority member of the City of Sanctuary organisation Page 129 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 18 with a commitment to resettle around 20 people per year through UK Government resettlement schemes. 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 (Service Manager) HSCP Planning and Commission- ing (Team Leader) The Intensive Housing Support service was commissioned, and Turning Point Scotland won the contract. The service commenced in October 2024 and is already at capacity with 23 service-users receiving support. 2.6 Increase engagement with private landlords to improve awareness of proposed Private Rented Sector (PRS) reforms and funding options that may be available to invest in energy efficiency measures in PRS homes e.g., Home Energy 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 (License Manager) Housing (Team Leader) Landlord Accreditation Scotland (LAS) and Perth & Kinross Council have an agreement whereby LAS will deliver three core information courses for Perth & Kinross Council registered landlords per year. In addition, a monthly newsletter is to be created to keep landlords up to date with new legislation, grants available etc. Engagement and consultation exercises to be carried out to identify and explore effective ways to consult, engage and Page 130 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 19 Scotland, interest free loans seek feedback from private landlords. 2.7 Continue to improve and further develop the Council’s approach to Rapid Rehousing via the Home First model RRTP (Rapid Rehousing Transisiton Plan) 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 homelessness prevention services • Review existing advice and information On- going On- going On- going 2024 Housing (Service Manager) 2022-23: • 19% increase in all homeless presentations due to the demand associated with post-pandemic conditions, cost of living pressures and a reduction in housing supply with less new-build completions and significantly reduced turnover of existing stock. • Despite ongoing challenges: • Through Home First, we have minimised number of children living in temporary accommodation and continue to be one of the leading authorities in Scotland in this area. • We have minimised the impact of the increase in homeless presentations on the average duration of homelessness through the continued use of targeted prevention measures. • To support households to quickly move into their new homes, we increased our starter and furniture packs, spending around £50,000 of our allocation of Scottish Government Rapid Page 131 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 20 • 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 Rehousing Transition Plan (RRTP) funding to provide essential goods. • Through our ‘Property Ready’ and ‘Prevention’ Funds, we assisted around 300 people with essential goods to enable them to successfully move into their new home. • 566 applicants assessed as homeless (this follows several years of consecutive reductions in homeless presentations. The number of applicants assessed as homeless has remained stable with the increase being linked to the overall increase in presentations. • 43% of allocations to homeless households in permanent settled accommodation 2023/24 • We experienced a further 15% increase in homeless presentations in 2023/24. This increase reflects what is happening in society and the pressures on the housing system. Page 132 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 21 • Despite the increase, we maintained strong performance in terms of outcomes for people experiencing homelessness. • The average duration of homelessness was 79 days. • We had 65 households, including 9 children, in temporary accommodation on 31 March 2024. The average length of stay in temporary accommodation was 68 days. • At the end of March 2024, there were 155 live homeless cases with 122 of these waiting for an offer of secure housing. • 56% of general needs properties were allocated to homeless applicants. • The strong performance around outcomes for homeless people despite the increase in presentations is an indication that our Home First approach is working effectively. Page 133 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 22 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 2022-2024 3.1 Ensure planning policy, placemaking and housing investment programmes contribute to improved and sustainable homes, outdoor space, health, and wellbeing for all households including those with varying needs Local Development Plan Number of Care and Repair Services Adaptations SHIP completions Common Allocations Policy Delivery of SHIP including Independent Living projects Delivery Care and Repair Delivery of Adaptations Housing Options advice and assistance provided PKC New Build Design Guide • Prepare LDP3 and PKC Mobility Strategy • Encourage the pre- planning of PKC's 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 2023 2023 2024 2024 2024 Housing (Service Manager) HSCP / Independent Living Panel Planning, Transport and Housing Strategy (Service Manager) Housing Strategy (Team Leader) 2022-23: • Invested £823,230.00 in PKC Adaptations: 289 PKC Minor Adaptations and 119 PKC Major Adaptations • Completed 187 major adaptations through Care & Repair with an annual spend of £937,629.61 for grant approvals. • Carried out 2671 Housing Options advice and assistance interviews. • 1 refurbishment project lead by PKC Housing and HSCP completed for 2 people matched through the ILP as requiring transitional supported accommodation with onsite 24/7 staff and office Page 134 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 23 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 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 2025 2025 2027 2027 Registered Social Landlords base, and identified TEC installed. • 1 new build core and cluster project in partnership with RSL completed for 10 people matched through the ILP as requiring supported accommodation with onsite 24/7 staff and office base, and identified TEC installed. 2023-24: • LDP3 proceeding as scheduled. • Draft Mobility Strategy and Action Plan submitted to CC&S Committee May 2024. Public Consultation May – July 2024. Finalised Mobility Strategy to CC&S committee October 2024. • Invested £724,892.40 in PKC Adaptations: 369 PKC Minor Adaptations and 108 PKC Major Adaptations • Completed 191 major adaptations through Care & Repair with an annual spend of £704,867.08 for grant approvals. Page 135 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 24 development of flexible tenure models and developing a housing options guide for older households and those with dementia • Carried out 2460 Housing Options advice and assistance interviews. • Occupational Therapy (OT) Review of Council housing progressed, and draft policy created with consultation underway in 2024. • 1 new build core and cluster project in partnership with RSL partner Kingdom HA and HSCP completed for 6 individuals matched through the ILP as requiring 24/7 supported accommodation with TEC and bespoke adapted housing and staff base. • Progressing with completion of 1 further refurbishment project lead by PKC Housing and HSCP for 4 people matched through the ILP as requiring supported accommodation with onsite 24/7 staff and office base, and identified TEC and communal space. • Progressing 5 further projects with 2 on site and due to complete in 2025 Page 136 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 25 and 3 included in the SHIP for 2025-26. 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 Perth and Kinross Existing training and collaboration opportunities Existing knowledge exchange Register of information in relation to equalities, advice and care and support Number of ILP meetings and matches Number of joint training opportunities Information/knowledge hub sharing Number of promotional opportunities to highlight ILP and Accommodation Guide to Independent Living • 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 • 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 2024 2024 2024 2024 2024 Independent Living Panel (ILP) 2022-23: • ILP met 7 times and matched 30 referrals to various accommodation listed below. • ILP and Accommodation Guide highlighted through 2 public events. 2023-24: • ILP met 9 times and matched 52 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 • ILP and Accommodation Guide highlighted through 3 public events 3.3 Work jointly with agencies to ensure future housing Current workforce capacity Workforce capacity increased • Progress core and cluster projects through Independent Ongoing Planning, Transport and Housing Strategy 2022-23: • 1 refurbishment project lead by PKC Housing and Page 137 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 26 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 Evidence bases in relation to transport and accessibility issues in remote rural areas 5% Rural communities HSCP Workforce Plan Housing Contribution Statement (HCS) PKC New Build Design Guide 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 Implementation / Adoption of PKC New Build Design Guide Implementation of PKC Mobility Strategy 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 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 Ongoing 2024 2024-25 2027 2027 (Service Manager) Housing Strategy (Team Leader) HSCP (Service Manager) Independent Living Panel (ILP) Transportation and Development (Transport Officer) Registered Social Landlords HSCP completed for 2 tenants matched through the ILP as requiring transitional supported accommodation with onsite 24/7 staff and office base, and identified TEC installed. 2023-24: • 1 new build core and cluster project in partnership with RSL partner Kingdom HA and HSCP completed for 6 individuals matched through the ILP as requiring 24/7 supported accommodation with TEC and bespoke adapted housing and staff base. • Progressing with completion of 1 further refurbishment project lead by PKC Housing and HSCP for 4 people matched through the ILP as requiring supported accommodation with onsite 24/7 staff and office base and identified TEC and communal space. • Progressing 5 further projects with 2 on site and due to complete in 2025 Page 138 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 27 neighbourhood analysis and 3 included in the SHIP for 2025-26. 3.4 Continue to work collaboratively to promote the benefits, increase awareness and make better use of technology within a housing setting to enable people to live comfortably and independently in their own home Current assistive technology in use within housing Number of households receiving assistive technology Information/knowledge hub in relation to assistive technology Information and advice guide developed • Develop information/knowledge hub in relation to assistive technology • Consider / create development of ‘showcase’ property to demonstrate assistive technology available • Develop and promote advice and information guide Ongoing Ongoing 2024 HSCP TEC (Anthony Clark) • See update for 3.3 • Updated data on devices via TEC webpage and continue to develop interactive experience within Smart Flat. • Launch of interactive online smart house • Regular updates provided to carer forum. • Attended community and NHS events, promoting availability and uses of TEC currently available. • Discussions held on proactive approach to support residence and providers of residential and sheltered accommodation further. 3.5 All affordable homes are built to revised HfVN standard and New Build Design Guide, with a minimum 10% of all affordable homes being built to wheelchair and Revised HfVN Standards Affordable Completions Average wheelchair completions per annum Completions built to revised HfVN Standards Wheelchair Completions Research and testing complete • 10% wheelchair homes delivered • Determine future targets across all particular requirements through collaboration with key partners and service users (person centred) • Test and research flexible tenure models On- going On- going Housing (Service Manager) Housing Strategy (Team Leader) Registered Social Landlords 2022-23: • Housing OT undertaken 83 assessments for wheelchair and non- wheelchair users and 16 wheelchair users rehoused. • 3 wheelchair completions (RSL) • 6 ambulant completions (RSL) Page 139 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 28 adaptable standard Existing flexible tenure models Need and demand for 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 On- going 2025 2023-24: • 3 wheelchair completions (2 PKC & 1 RSL) • 11 ambulant completions (3 PKC & 8 RSL) • Housing OT undertaken 77 assessments for wheelchair users and 29 people have been rehoused into Council (7) and RSL (10) housing. • Ongoing forecasting exercise with Housing and HSCP to determine level of need, including targets. • PKC submitted a response to the Scottish Government Housing for Varying Needs (HfVN) Proposed Guidance Consultation (extended to Dec 2023), PKC will plan to adopt new guidance subject to further revisions and publication TBC. 3.6 Consider widening the Buyback Scheme to purchase ‘particular / adaptable homes’ for households 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 2023 2024 Housing (Service Manager) One specific property was purchased to meet the needs of an individual identified by HSCP with complex needs. However, following a change in the client’s support needs, the property was deemed unsuitable. The property has Page 140 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 29 with varying needs to ensure existing adapted properties are matched to households with specific requirements • 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 stock or by an in-situ solution 2024 2024 been let to a mainstream tenant. The buyback policy is being reviewed to provide some flexibility to purchase properties that are not ex- council to increase capacity to meet the housing needs of those with varying needs. 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) Forthcoming Gypsy Number of engagement opportunities Improved understanding of needs and preferences Workable solutions in place Update 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 2023 Ongoing Ongoing 2024 2024-27 2027 Housing (Service Manager) Environmental Health (Principal Officer) Equalities (Team Leader) 2022-23: • In January 2023, funding of almost £4 million was secured to transform a local permanent Gypsy / Traveller site near Perth, with new energy-efficient accommodation and upgrades to support climate change ambitions and create a sustainable environment for residents. Work is due to commence on site in early 2024. 2023-24: • We continued to support both Gypsy Traveller Sites at Bobbin Mill and Double Dykes. Page 141 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 30 Traveller Action Plan • Contractor appointed for the replacement of all 20 chalets on Double Dykes and wider improvements to the layout and environment within the site. Design specifications for chalets have been developed in partnership with residents. • Work is due to commence late Summer / Early Autumn 2024. • We are leading on the development of a transient site to address concerns with lack of suitable pitches. A site has been identified and work is progressing through a partnership Board to progress the development and build. • Our Lead Housing Officer for Gypsy Travellers is part of the wider Equalities Board. • Plans are in place to undertake further face to face satisfaction surveys with residents on both our sites, including the general Gypsy/Traveller community to seek Page 142 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 31 feedback on the transient site. • Staff training and awareness on the Gypsy/Traveller community provided to over 50 staff. 3.8 Continue to improve PKC's central housing database (NEC Housing) with information of all existing property adaptations and accessibility features to maximise the use of limited resources and match suitable properties to appropriate households 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 system- based intelligence about adaptations and accessibility features Ongoing 2024 Performance and Business (Team Leader) Housing (Team Leader) IT are progressing a solution to allow the information gathered by the Housing OT in relation to properties which are considered suitable (and unsuitable) for adaptation to be uploaded to NEC. The aim is that this will allow for consideration during allocation where properties are suitable for adaptation and better target properties to those applicants with particular needs. Page 143 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 32 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 2022-2024 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 PRS Properties Current funding opportunities 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 (Team Leader) • Undertook consultation of LHEES in October 2023 • LHEES Strategy and Delivery Plan approved by Climate Change and Sustainability Committee November 2023 and submitted for Scottish Government Review December 2023. • Review feedback being actioned and due for publishing May 2024. • LHEES Coordination Team established and in progress of assigning leads to Delivery Plan actions. • PKC successful in achieving fund to take various actions forward including Strategic Heat Network Support Unit Page 144 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 33 funding Perth City Wide HN and Commercial Delivery models and IUK Pathfinder funding to for Social Housing Retrofit and Rural Transport. • Local House Condition Surveys completed for Council and Private Sector. 4.2 Expand capacity of energy and fuel poverty advice services and improve availability of information on fuel poverty and energy efficiency measures available to front line staff, service providers and to households most in need Current information on support services/sign posting in relation to energy efficiency and property condition Current supports in relation to energy efficiency and property condition Number of households currently accessing information Improved information and advice Accessibility, format and channels for advice and information Number of households accessing information and advice • Target advice and support for landlords on how to access sources of funding combined with enforcement of the new standards when they come in • 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 Ongoing Ongoing Ongoing Ongoing Housing (Service Manager / Team Leader) SCARF The HEAT Project Energy Advice Network Child Poverty (Project Officer) Data Services (Team Leader) Number of P&K households provided with energy efficiency and/or low carbon heating advice (PKC funded – HEAT or SCARF) in: • 2022-23: 884 • 2023-24: 2205 This has resulted in savings for residents, reductions in carbon emissions and removed some residents from fuel poverty. Page 145 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 34 and offer appropriate support • Develop process to record number of households accessing information and advice 2024 4.3 Build an understanding of the current and future 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 To be developed To be developed • A number of studies are underway at a national and regional level to review the 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. Ongoing / 2027 Employability (Service Manager) Housing (Service Manager) Registered Social Landlords Housing Strategy (Team Leader) Climate Change and Sustainable Development (Team Leader) 2022-23: Housing (Property) Capital Projects & New Builds Team have: • installed 26 air source heat pumps within existing housing stock • 3 properties from the existing stock had old electric storage heaters replaced with high heat retention Dimplex storage heating • 10 new properties built at Sandilands Grove, Abernethy with PV panels integrated into roof and 8 of the properties had a new hybrid gas/ASHP boiler installed where the LPG element is used for the hot water heating and the ASHP is used for the space heating of the properties. 2023-24: Innovate UK Pathfinders funding secured to look at Page 146 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 35 Perth and Kinross is well placed to provide appropriate re- skilling and training opportunities. revitalising home through retrofit. Green skills across region will be mapped, gaps identified, a trusted traders network and framework established with a ready-to- invest business model created for retrofit to encourage more training/up- skilling locally in this market. Works are being undertaken in partnership with Nicki Souter Associates, HEAT Project and University of Edinburgh. The project will also look at rural transport, with the total awarded for both projects at £150k. A set of actions identified LHEES Delivery Plan - Developing green skills and the capacity of the supply chain (3.9 -3.12) cross reference with this work. Housing (Property) Capital Projects & New Builds team will be involved in providing support and assistance where possible to Climate Change team in relation to delivery of retrofit business model through contacts with contractors carrying out Page 147 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 36 similar work, through data provision and integration with other parts of the service we deliver. Housing (Property) Capital Projects & New Builds Team have: • installed 18 air source heat pumps within existing housing stock • replaced old electric storage heaters in 35 properties with high heat retention Dimplex storage heating. • had 18 flatted properties (two blocks of 9 properties) built at Fairfield, Perth with both having PV panels integrated into roof construction to assist in supporting landlord electrical supplies for communal areas. • fitted 22 new build properties constructed at Methven with 'A' rated gas combi boilers and all units have low profile roof integrated PV panels on roof of property. Page 148 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 37 RSL partners have: • built 7 properties with air source heat pumps • built 32 properties with electric storage heating • installed 114 PV panels on existing stock • replaced old electric storage heaters with high heating retention in 31 properties 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 2023 2023 2023 2023 2023 Housing (Service Manager) Climate Change and Sustainable Development (Team Leader) Policy and Strategy Review complete and to be published as part of LHEES Strategy (Spring 2024). LHEES Strategy and Delivery Plan evidence including energy efficiency and heat decarbonisation pathways (building level and zones), heat network zones and wider Local Area Energy Plan evidence (transport, energy supply and transmission, storage etc) to be migrated to the SSEN Local Energy Net Zero Accelerator (LENZA) platform for strategic net zero pathway planning, strategic investment alignment and project delivery, Data publishing plan to Corporate systems to be developed and Page 149 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 38 (including LHEES, Smart Local Energy Systems (SLES), Local Development Plan (LDP), Local Area Energy Plans (LAEP) etc • Align evidence underlying these policies to support policy integration and delivery 2023 reported on to next Data Steering Group. Ongoing engagement with ARUP as part of an extension to LHEES strategy work to review domestic and non- domestic buildings and propose pathways towards reaching net zero. Initial report anticipated July 2024. For domestic properties, there has been more detail requested to allow a scoring matrix to be developed for evaluating which properties need to be targeted and in what order. 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 2024 Housing (Service Manager) Environment al Health (Principal Officer) Missing Shares Officer 2022-23: • Missing Shares service received 80 enquiries which were supported through advice (paid for in 2023-24). 2023-24: • Missing Shares service invested £150k (approved and expected applications) in communal repairs. 4.6 Build new affordable housing to enhanced Newbuild completions (SR and Private) Newbuild completions (SR and Private) Increase in newbuild completions to Gold • Implement Design Guide to ensure all new affordable 2023/24 Housing (Service Manager) Perth and Kinross Sustainable Inclusive Homes Net Zero Carbon Design Guide published in November Page 150 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 39 energy efficiency standards and encourage private developers to do so too Newbuild completions to Gold Standard (SR and private) LDP Standard (SR and private) housing meet Gold Standard • Ensure Design Guide continues to meet SG guidance on sustainability standards and principles 2027 Housing Strategy (Team Leader) 2023 which details construction innovation and house design for affordable homes and will be utilised when engaging on new build projects with contractors going forwards. 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 Community Planning (Team Leader) Economic Development (Team Leader) Housing (Service Manager) The Council has completed the Local Full Fibre Network (LFFN) project connecting 136 of its own buildings (many in rural areas) to gigabit capable full fibre. It is also currently employing 2 Digital Engagement Officers to work across the Tay Cities area to connect mainly rural premises to full fibre using the Scottish Broadband Voucher Scheme. 4.8 Take action to ensure that housing is resilient to the possible effects of climate change and flooding and makes a positive contribution to reducing the risks and impacts of Existing flood and climate change position within PKC Risk assessment of flooding and climate change in relation to Housing complete Mitigations identified and action plan developed • Understand existing flood and climate change risks • Identify mitigations and develop and implement action plan • Ensure Design Guide continues to reflect ongoing challenges as a result of climate change Ongoing Ongoing Ongoing Structures and Flooding (Service Manager) Housing (Service Manager) Scottish Flood Forum 171 Council tenancies now have flood alerts added to the housing system with properties receiving a number of flood prevention measures including the installation of flood/air bricks and will be contacted as a priority in the event of adverse weather or a flood risk. Work continues with Scottish Flood Forum to review options and proposals for Page 151 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 40 flooding and climate change in the longer term. flood mitigation measures in two areas of Perth (Gray Street/Cavendish Avenue and Murray Crescent); PKC Structures & Flooding team addressing issues with culvert at Greenbank Crescent, Glenfarg; PKC Property team addressing issues with ongoing drainage/run off in Errol adjacent to school and social housing. 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 Housing (Service Manager) Housing Strategy (Team Leader) Pilot projects to install LIND battery system and to investigate retrofit opportunities in test blocks of properties at Glengarry Road and Colville House is ongoing. CAN DO funding bid with Scottish Enterprise was successful for first phase of work to develop opportunities at Colville House. The feasibility aspect is in development. IOT sensors are being installed as part of a pilot project using iOpt sensors in conjunction with IT. IOT sensor installation programme is being progressed with interested tenants in the multi-storey Page 152 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 41 blocks as part of the Multi- Storeys strategy work that is being undertaken. This allows the properties to have data gathered prior to retrofit work being carried out and then following the work and a comparison to be made. Data from the sensors across both schemes is being used to inform and assist with enquiries in relation to damp, mould, and condensation with existing tenants. 4.10 Set out plans to address any local authority domestic stock where abeyances (delayed works due to human or social factors) or exemptions are applied, to meet the Scottish Housing Quality Standard (SHQS) 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 or legal reasons) in Council stock Ongoing Housing (Service Manager) Registered Social Landlords SHQS abeyances and exemptions lists from our database have been extracted and broken down into areas based on elements within individual properties; work to address abeyances and exemptions will be reviewed under each element and plans put in place to implement contracts to address these. Energy Efficiency related abeyances have already been categorised and those properties in EPC Bands E & F are being targeted for measures; work is ongoing with tenants who have not Page 153 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 42 agreed to measures in the past however challenges remain. Work is underway to appoint a consultant to carry out a 20% Stock Condition Survey every year for next 5 years to inform our capital programme and move to a proactive approach to repairs and housing improvement management. 4.11 Use the learning from the existing Internet of Things (IOT) 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. Pilot learning collated Scaled-up Plan developed • Scaled-up plan approved • Scaled-up plan implemented 2024 2026 Housing (Service Manager) Tenant Liaison Officer The initial 12-month Housing IoT Project funded from HRA, and European Regional Development Funding has been completed and project extended for a further 12 months. To date a total of 144 tenancies, have iOpt environmental sensors installed measuring temperature, CO2 and humidity. This is closely monitored and is allowing us to support tenants with signposting to housing support and external agencies e.g. HEAT, SCARF. Assistance can also be provided to address fuel poverty and any repairs or upgrades to ensure air quality is maintained at optimum Page 154 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 43 levels to support the health of our properties and our tenants. Additional funding was agreed as part of the 24/25 rent setting process to purchase sensors for a further 250 tenancies - installation of these has already commenced. Positive feedback has been received for this project which links closely with our existing processes and procedures in relation to condensation, related mould growth and damp. 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 (Team Leader) Registered Social Landlords 2023-24: • 65 new build homes delivered by 2 RSL partners (Kingdom HA & Caledonia HA) have been built with fibre to the premises. • Working with Internet Service Providers (ISP) to encourage further investment in social housing using private funding and Scottish Broadband Vouchers and development of a pilot project for broadband and Internet of Things (IoT) with a local ISP. Page 155 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 44 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. CC&S Climate Change & Sustainability Committee 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. Page 156 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 45 Acronym / Word / Term Definition / Meaning COSLA Convention of Scottish Local Authorities CPP Community Planning Partnership EBI Estate-Based Initiatives E&I Environment & Infrastructure Committee 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. G/T Gypsy/Traveller 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 HNA Housing Needs Assessment HNAP Housing Needs Assessment Plan 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) HfVNs Housing for Varying Needs 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 Page 157 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 46 Acronym / Word / Term Definition / Meaning 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 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. LA Local Authority LAEP Local Area Energy Plans LAS Landlord Accreditationn Scotland LCHO Low Cost Home Ownership LDP (2 or 3) 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 LENZA Local Energy Net Zero Accelerator LFFN Local Full Fibre Network LHA Local Housing Allowance LHCS Local House Condition Survey LHEES Local Housing Energy Efficiency Scheme LHS Local Housing Strategy LPG Liquefied Petroleum Gas 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 NEC Northgate systems software – housing management system 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. Page 158 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 47 Acronym / Word / Term Definition / Meaning Owner-occupied Property which is lived in by people who have bought it rather than people who pay rent Perth UHI Perth University Highland and Islands PRS Private Rented Sector RHF Rural Housing Fund 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. 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 SLF Scottish Land Fund 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. SR Social Rent 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 Page 159 of 204
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Perth and Kinross LHS Annual Progress Report 2022-2024 June 2024 48 Acronym / Word / Term Definition / Meaning 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 160 of 204
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PERTH AND KINROSS COUNCIL Housing & Social Wellbeing Committee 19 June 2024 COMMUNITY EMPOWERMENT ANNUAL REPORT 23/24 Strategic Lead – Housing and Communities (Report No. 24/192) 1. PURPOSE 1.1 This report seeks approval on the Community Empowerment Annual Report for 2023/24. The Annual Report provides an overview of the work to promote and respond to interest in Community Asset Transfer and Participation Requests. 2. RECOMMENDATIONS 2.1 It is recommended that Council: - • Approves the Community Empowerment Annual Report 2023/24 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background/Main Issues • Section 5: Summary Of Community Asset Transfer (CAT) - Activity Over Financial Year 2023-2024 • Section 6: Related Community Empowerment Work by Other Council Services • Section 7: Participation Requests • Appendix: Full Community Empowerment Report 23/24 4. BACKGROUND / MAIN ISSUES 4.1 The Community Empowerment (Scotland) Act 2015 sets out rights for communities to have significant influence or control over decisions and services which are most important to them. These rights are summarised as follows: • Part 3 of the Community Empowerment (Scotland) Act 2015 enables communities to request to participate in processes to improve outcomes in their local community. 9 Page 161 of 204
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• Part 5 of the Community Empowerment (Scotland) Act 2015 gives community groups the right to request ownership, lease, or access assets owned by the Council and other public bodies. 4.2 The Council has a statutory duty to report on the number of both Community Asset Transfer (CAT) Requests and Participation Requests it receives every year and the Council's activity to promote these rights. 4.3 This Annual Report outlines the Community Asset Transfer Requests and Participation Requests the Council has received from 1 April 2023 to 31 March 2024. The Report sets out some of the outcomes from these requests and the work done to promote CAT and Participation Requests to communities. 5. SUMMARY OF COMMUNITY ASSET TRANSFER (CAT) ACTIVITY OVER FINANCIAL YEAR 2023-2024 5.1 Since April 2023, Perth and Kinross Council has supported thirty-one community organisations who have expressed interest in the Community Asset Transfer process in Perth and Kinross. This report summarises some of the key activities that have taken place, and how Perth and Kinross Council has supported these community organisations with their Expressions of Interest (EOI) in a Community Asset Transfer. The full report is provided as Appendix 1. 5.2 This report also includes a summary of the activities that have been undertaken in the Estates team to support community organisations who have been looking to access Council assets but have not come through the CAT process. The Community Learning and Development Team work closely with Estates to support groups to find the most appropriate route to ownership or access. Below is a summary of the activity: Former Child and Family Centre, Gowans Terrace, Perth 5.3 Centrum Edukacyine Bajka deliver a Polish afterschool and a Saturday club and work with around 250 young people from local schools over the week. They have also been involved in supporting Ukrainian refugees and are a registered polling station for local Polish people to vote in Polish elections. They have support and some funding from the Polish government. 5.4 A lease arrangement was agreed by the Council and Centrum Edukacyjne Bajka on the 8 March 2023. Included in the terms of this lease, Centrum Edukacyine Bajka agreed to undertake various improvement works including replacement of floor, heating, windows and doors, kitchen renovation, insulation, electrical works, painting and landscaping. Work has begun to compete these development works. 5.5 Centrum Edukacyine Bajka remain interested in full ownership of the centre and a proposal is expected in 24/25. Page 162 of 204
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Cloichard Depot, Pitlochry 5.6 Sprout are a Pitlochry based group looking to create an upcycling centre and climate café. They work closely with the local Men’s Shed. 5.7 Following the initial interest in Burnside Toilets, Sprout submitted an EOI in December 2023 for the Cloichard Depot. They hope to house their upcycling centre, climate café, and a workshop for the Men’s Shed. Initial feedback has been provided by the CAT team and the group will continue to be supported to submit a full CAT application. Dunning Town Hall 5.8 Dunning Town Hall Group submitted an EOI in early 2024 for management rights of Dunning Town Hall. The group have met with the CAT team and following discussions it was agreed that the group would explore the potential to take on a full repairing and insuring lease. They wish to run the hall as a community run Town Hall. They are being supported to carry out community consultation and engagement with a view to submitting a full CAT request by March 2025. North Muirton Multi Use Games Area, Bute Drive, Perth 5.9 North Muirton Community Group submitted an EOI for the North Muirton Multi Use Games Area (MUGA) in early 2024. They would like to create accessible raised beds for food growing. Feedback has been provided by the CAT Team and the group will be supported to submit a full CAT request or alternatively to discuss a lease directly with Greenspace and Estates. 5.10 Perth Youth Futsal have also been in touch with officers and submitted an EOI for this land in March 2024. They would like to build a sports centre for Futsal and Netball. Both groups have been made aware of the others interest and officers will work with the groups to find a suitable solution for both. Pitlochry Town Hall & Athol Leisure Centre, West Moulin Road, Pitlochry 5.11 Following the Pitlochry Asset Review groups within Pitlochry are interested in community ownership of the town hall and the leisure centre as there is concern that these community facilities will shut as a result of the review. The Community Learning and Development Team led a learning event with the national Community Ownership Support Service in Pitlochry to help inform community groups of their rights and options under the Community Empowerment Act (2015). 5.12 An EOI for both properties has been received and officers will meet with groups to support with next steps. There is interest in maintaining the Town Hall as a community managed Town Hall, whilst the proposal for the Athol Leisure Centre is for it to house a local museum and heritage centre. A full CAT request for the Town Hall is expected in January 2025. Page 163 of 204
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Tulloch Community Centre, Tulloch Terrace, Letham, Perth 5.13 Perth Minority Association and TullochNET have both submitted independent EOIs. Having met with both groups, officers are supporting the groups to explore partnership working with the aim of both groups being able to make use of the facility. They hope to make the centre a community café, safe space, and warm space, whilst also allowing community groups and events to book and use the facility. 6. RELATED COMMUNITY EMPOWERMENT WORK BY OTHER COUNCIL SERVICES 6.1 Community groups and organisations are often referred to PKC’s Estates Team who work with other Services to grant, leases and sale of assets. This section of the report offers a summary of some of the activity since 1 April 2023. 6.2 Estates, Property Services and Community Greenspace colleagues have made some further progress in granting a sub-lease of the Pavilion at Pitlochry Recreation Ground (which the Council leases in) to Highland Perthshire Communities Partnership (HPCP) on behalf of Pavilion User Groups (PUGS). PUGS intend to make some alterations to the Pavilion to improve the usefulness of the building to the local community. 6.3 Saints in the Community Trust continue to aspire to lease the disused Tennis Courts, King George V Playing Field, Tulloch, where they propose to create and operate an all-weather sports facility, such as at Cruyff Court. 6.4 After initial discussions with the Community Empowerment Officer, Blairgowrie & Rattray Development Trust have agreed lease heads of terms with Estates regarding the Wellmeadow Public Toilets, which were recently declared surplus. The lease will include an option for the Trust to purchase the property at a later date. The date of entry has been provisionally scheduled for June 2024, at which point the Trust will take over the operation of the toilets. 6.5 Aberfeldy Development Trust have developed a proposal to build community- owned affordable housing on the Former Slaughterhouse Site, Aberfeldy, a vacant brownfield site where the Council previously operated a depot. The Trust has progressed feasibility work and it is anticipated that this will lead to them making an offer to purchase this land from the Council. 6.6 Draft Heads of Terms for a Alyth Development Trust to create a Skate Park in Jubilee Park Alyth have been completed and submitted to Greenspace. 6.7 The Council proposes to build a replacement primary school in Braco and the proposed land acquisition for this would include Braco MUGA (Multi-Use Games Area), which was installed and is operated by Ardoch Development Trust. Page 164 of 204
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Initial discussions have been held between Estates and the Trust, and in the event that this land is acquired, it is proposed that the Council would lease or transfer the ownership of the MUGA to the Trust. 6.8 Estates, Community Greenspace & Property Services are working with Fair City Juniors Football Club on their proposal to adapt part of the South Inch Pavilion, Perth to provide changing rooms and other facilities to benefit youth football on the South Inch pitches. 7. PARTICIPATION REQUESTS 7.1 PKC have not received any Participation Requests in 2023/2024. Officers continue to be involved in the national review of Participation Requests led by the Scottish Communities Development Centre. 8. CONCLUSION 8.1 The Community Empowerment (Scotland) Act 2015 requires the Council to produce an Annual Report, setting out the work done to promote and respond to Community Asset Transfer Requests and Participation Requests. In 2023/24, 12 Expressions of Interest were received for Community Asset Transfer, and no Participation Requests were received. Author Name Designation Contact Details Sarah Kimmet Community Empowerment Officer ComCommitteeReports@pkc.gov.uk Approved Name Designation Date Elaine Ritchie Strategic Lead, Housing & Communities 17 May 2024 APPENDICES • Appendix 1 – Full Community Empowerment Annual report 23/24 Page 165 of 204
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial None Workforce None Asset Management (land, property, IST) None Assessments Equality Impact Assessment None Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance None Risk None Consultation Internal None External None Communication Communications Plan None 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This report supports all of the priorities within the Community Plan 2022-27. i. Reducing Poverty (including child poverty, fuel poverty and food poverty) ii. Mental and physical wellbeing iii. Digital participation iv. Skills, learning and development v. Employability Corporate Plan 1.2 The Community Empowerment (Scotland) Act 2015 places several additional duties on local authorities and other public agencies. Community Asset Transfer (CAT) and Participation Requests give community groups greater rights and opportunities to influence or control decisions that affect them. This report supports the objectives within the draft new Corporate Plan:- Page 166 of 204
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(ii) People and businesses are increasingly able to prosper in a local economy which support low carbon ambitions and offers opportunities for all; (iii) People can achieve their best physical and mental health and have access to quality care and support when they need it; (iv) Communities are resilient and physically, digital and socially connected; (v) Perth and Kinross is a safe and vibrant place, mitigating the impact of climate and environmental change for this and future generations. 2. Resource Implications Financial 2.1 Not Applicable. Workforce 2.2 Not Applicable. Asset Management (land, property, IT) 2.3 Not Applicable. 3. Assessments 3.1 Proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) are assessed as not relevant for EqIA. Strategic Environmental Assessment 3.2 Not Applicable. Sustainability 3.3 Not Applicable. Legal and Governance 3.4 Not Applicable. 3.5 Not Applicable. Risk 3.6 Not Applicable. Page 167 of 204
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4. Consultation Internal 4.1 Not required. External 4.2 Not required. 5. Communication 5.1 Not applicable. 2. BACKGROUND PAPERS 2.1 Not applicable. Page 168 of 204
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APPENDIX 1 COMMUNITY EMPOWERMENT ANNUAL REPORT 2023/2024 1. STRUCTURE OF REPORT 1.1 This report is structured over the following sections: Section 2: Participation Requests Section 3: Community Asset Transfer Section 4: Our Approach Section 5: Promotion Section 6: Progress Made Over 23/24 and Improvement Actions for 24/25 2. PARTICIPATION REQUESTS 2.1 In 2023/2024, PKC received no Participation requests. Following the suggested improvement action for 2023/24, the Consultation Hub has been promoted as an opportunity for community groups to become involved in shaping outcomes and services at the earliest possible stage. The Consultation Hub is an online platform where public surveys and consultations can be held to gather the views of communities. This reduces the need for community members to feel they need to submit a Participation Request by involving communities as early as possible in the decision-making process. An example of where this has been used is for the recent consultation on the future of the public toilets in Auchterarder where 579 individuals took part in an online survey. 2.2 The Scottish Communities Development Centre are conducting a national review of Participations Requests. PKC officers have had the opportunity to input to the review and will attend the final meeting which aims to formalise recommendations on the Participation Request process. These recommendations will be submitted to Scottish Government by the Scottish Communities Development Centre. 3. COMMUNITY ASSET TRANSFER 3.1 The following table gives an overview of the number of community groups who have approached PKC to enquire about the use, lease, or management of an asset. Examples of some of these groups are detailed in the covering report. 9 Page 169 of 204
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Number Groups approaching the Council about an asset 31 Groups who have withdrawn before an Expression of Interest submitted 7 Expressions of Interest received 12 Groups who have withdrawn after an Expression of Interest submitted 1 Number of live cases 21 Groups who reached an alternative outcome 2 CAT Requests received 0 CAT Requests agreed to 0 CAT Requests refused 0 CAT Requests withdrawn 0 CAT decisions appealed 0 CAT decisions appealed successfully 0 3.2 Groups who have reached an alternative outcome typically discuss options with the Community Empowerment Officer and are then introduced to our Estates team who can co-ordinate a lease or negotiated sale. Not included in these figures are groups who are referred to Estates through other Services. An overview of some of the work co-ordinated by Estates is provided in the covering report. 4. OUR APPROACH 4.1 The Council is committed to working with community organisations to explore the options open to them. Groups are encouraged and supported to have initial discussions and submit an Expression of Interest before they formally start the CAT process. This is intended to ensure groups are eligible and understand the process that would need to be followed to submit a full CAT Request. This also allows the opportunity to discuss other disposal routes which may suit the needs of the group. There are other aids and tools available to any interested group, which will help them to determine whether or not to move forward with a CAT Request. 4.2 We take a customer-centred approach to CAT Requests. Community groups are allocated a dedicated officer to act as a single point of contact and coordinate with staff across the Council to find the relevant information before feeding back. Once community groups have a clear business plan and feel confident that asset transfer is the right option, they are encouraged to start the formal CAT process. Throughout the process, representatives of the relevant Council services meet as a CAT Team to advise the group and progress their request. A full description of the approach can be found on our webpage at https://www.pkc.gov.uk/article/19819/Community-Asset- Transfer as well as in the new regular Elected Member CAT Update Briefing. Page 170 of 204
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5. PROMOTION 5.1 CAT is promoted to the public via the dedicated webpage. The webpage contains all of the information a group needs to undertake the CAT process, including: an animated video giving a hypothetical example of the CAT process; Expression of Interest Form; list of all Council owned assets; CAT Request Form and Guidance Document; a copy of the scoring matrix that the CAT Team uses to inform their recommendations for the Council committee. 6. PROGRESS MADE OVER 23/24 AND IMPROVEMENT ACTIONS FOR 24/25 CAT Marketing 6.1 Documents have been produced to better market some of the sites which may be suitable for Community Asset Transfer. These are initially for community halls across Perth and Kinross, which are currently managed by Live Active Leisure, Officers are now working to develop this information further into a package that can be advertised on the PKC CAT Webpage. 6.2 As part of the Pitlochry review the Properties team developed material which gave an overview of various assets which was shared with the community. This gave officers experience of how members of the community would engage with sites being advertised as potentially surplus. Three Expressions of Interest have followed discussion around these properties. Training and Support 6.3 In February 2024 an information session to inform communities about the Community Asset Transfer process was held in Pitlochry. Pitlochry was identified as a suitable location as a result of the local asset review. This event was organised by PKC officers, who invited a Community Ownership Support Service (COSS) advisor to present, and officers were on hand to provide local context. COSS are an independent body that can provide support and guidance to groups during the CAT process. This event can be replicated in other areas following asset reviews. 6.4 A new regular Elected Member briefing will be sent to ward councillors to help keep them informed of interest within their local area. A summary of the CAT process has been designed to be attached to this, and this document can also be made available to officers who may find it useful. Improvement Actions for 2024/25 6.5 The Council will continue to support community groups to explore opportunities in owning, leasing, or accessing Council assets. Reflecting on performance in 2023/24 and the potential to build on this in 2024/25, the following improvement actions have been identified: Page 171 of 204
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Identified Issue Action Lead Service Timescale A list of all Council assets is available online but is difficult to screen and filter Improve information provision so that those properties most suitable for CAT are easier to identify. Explore how the promotional materials designed in the last year can be best displayed. Community Learning and Development Team PKC Corporate Property Asset Management Group December 2024 Community facilities require physical improvements to make Community ownership more appealing to Communities Officers to explore options for funding and potentially organise funding information events if enough funders can be identified. Community Learning and Development Team March 2025 Communication to keep Elected Members up-to-date could be improved Regular EM Briefing to be published. Community Learning and Development Team April 2024 Provide Elected Members with a better understanding and overview of the CAT and participation request process. A workshop to be held with Elected Members Community Learning and Development Team September 2024 Community groups tend to come forward to save properties which often means there are tight timescales. Officers to explore communication for communities prior to properties being declared surplus. Community Learning and Development Team October 2024 Page 172 of 204
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PERTH AND KINROSS COUNCIL Housing and Social Wellbeing Committee Wednesday 19 June 2024 COMMUNITY INVESTMENT AND LOCAL ACTION PARTNERSHIP FUNDS 2024/25 Report by Strategic Lead – Housing and Communities & Strategic Lead – Strategic Planning, People & Performance (Report No. 24/193) 1. PURPOSE 1.1 This report sets out proposals for delivering the Community Investment Fund (CIF) and Local Action Partnership funding in 2024/25. 2. RECOMMENDATIONS 2.1 It is recommended that Committee: • Approve the proposals and funding breakdown for delivering CIF in 2024/25 • Approve the proposals and funding for a Participatory Budgeting exercise in 2024/25. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background/Main Issues • Section 5: Proposals • Section 6: Conclusion • Appendices 4. BACKGROUND 4.1 The Community Investment Fund (CIF) was established in 2018/19 with two main goals: • Involve local people and communities in decisions about how Council funding is distributed; • Support investment in projects which tackle local inequalities and improve quality of life. 10 Page 173 of 204
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4.2 In total just over £2,400,000 of Council funds have been allocated through CIF, supporting almost 500 individual applications from community groups. Examples of funded projects include community hall renovations; local youth groups; and various projects supporting those affected by the cost-of-living crisis. In 2023/24 CIF used an online portal to manage the funding process from application through to the funding awards. The portal received very positive feedback from users. 4.3 Local Action Partnerships (LAPs) have played a role in CIF Ward Panels from the outset and have also been provided with core funding to help deliver their Locality Action Plan priorities. LAPs also previously played a central role in Participatory Budgeting exercises in 2017 and 2018, and were involved in the more recent Green Living Participatory Budgeting exercise in 2023/24, Report No. 23/194 and 24/93 refers. 5. PROPOSALS 5.1 The 2024/25 revenue budget has committed a further £300,000 for CIF and a further £100,000 for LAPs. It is proposed that the funds are managed as follows: i. Community Investment Fund – Grants 5.2 It is recommended that the CIF operates in a broadly similar manner as it has to date as an online process with some minor amendments as set out below. Funding would continue to be divided and administered on a ward-by-ward basis, with a Ward Panel assessing applications and agreeing the funding to be awarded. Key amendments to rectify issues arising from the first year of using the online portal would include: a. Shifting the timing of the Fund to provide more time out of the school holiday periods, when potential applicants tend to meet less frequently. b. Providing applicants with clear guidance on saving original and amended applications on the on-line portal. c. Providing Ward Panel members with full application information, including any attached documents, allowing them to make more informed decisions. d. A box on the on-line portal to input where projects will be delivered, including a direct postcode checker, following confusion over which ward some applications should be submitted t Page 174 of 204
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ii. Community Investment Fund 2023/24 Budget 5.3 Based on previous CIF rounds, funding available in each ward would be: 5.4 Committee is asked to approve the proposed funding breakdown for CIF 2024/25 iii. Local Action Partnerships – Participatory Budgeting 5.5 Participatory Budgeting (PB) is a process through which residents of a community of place, or members of a community of interest have the opportunity to decide how public money is invested. PB has two distinct approaches: a. Community Grants PB in which a specific budget is earmarked for local decision making. b. Mainstream PB in which decisions are made by residents on budgets which are directly linked to service provision in the community. 5.6 Following two successful rounds of Small Grants PB in 2017 and 2018, Perth & Kinross Council returned to Participatory Budgeting over the last financial year. For the first time within Perth & Kinross, the process was run fully online using a platform called Consul, endorsed and provided free of charge by COSLA and used by many other local authorities across the country. 5.7 This PB exercise was called the Green Living Fund and required bidders to demonstrate how their project would help their communities to tackle cost of living and climate change issues. A new focus for funding has been identified, which will call for bids focussed on tackling poverty and the cost of living. Ward Initial Fund Population (Census 22) Per Capita Top-Up 2023/24 Underspend Total Funding 1 – Carse of Gowrie £12,500 9,916 £9,853.27 £0.00 £22,353.27 2 – Strathmore £12,500 15,458 £15,360.21 £8,109.84 £35,970.05 3 – Blairgowrie & Glens £12,500 11,248 £11,176.84 £0.00 £23,676.84 4 – Highland £12,500 8,927 £8,870.52 £0.00 £21,370.52 5 – Strathtay £12,500 12,302 £12,224.17 £0.00 £24,724.17 6 – Strathearn £12,500 10,419 £10,353.09 £4,051.11 £26,904.20 7 – Strathallan £12,500 11,727 £11,652.81 £796.06 £24,948.87 8 – Kinross-shire £12,500 14,119 £14,029.68 £0.00 £26,529.68 9 – Almond & Earn £12,500 10,162 £10,097.71 £7,542.00 £30,139.71 10 - Perth City South £12,500 16,641 £16,535.72 £28,871.41 £57,907.13 11 - Perth City North £12,500 12,379 £12,300.69 £16,357.41 £41,158.10 12 - Perth City Centre £12,500 17,657 £17,545.29 £71.41 £30,116.70 TOTALS £150,000 150,955 £150,000 £65,799.24 £365,799.24 Page 175 of 204
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This will include bids from organisations who are seeking to tackle poverty and cost of living by upskilling and resourcing volunteers to undertake this work. This allows the broadest range of community groups to bid and develop proposals based specifically on their community’s experiences of poverty and cost of living. 5.8 It is proposed that the process would run similarly to last year, with some changes following feedback from applicants and staff. i. Moving the timeline of the project forward to avoid the Festive break when groups might not be meeting or have time to complete a proposal. ii. Exploring options for a hybrid approach to maximise participation, where people are allowed to vote on-line or in person. iii. Providing guidance to bidders to provide short summaries of their project proposals for display on Consul to help the voting process. iv. Streamlining the screening of the proposals, bringing expert input from Officers and LAP members together, rather than meeting separately to screen proposals efficiently and promptly ahead of the voting stage. v. Providing increased publicity, focussing on early build-up messaging to groups and the public to encourage voting and sharing of information. iv . LAP Participatory Budgeting 2023/24 Budget 5.9 Traditionally the budget in each LAP area has been based on a split between the seven localities, combined with any remaining underspend in each of the LAPs. Given the level of funding available it is recommended that an alternative funding split is considered, with three options set out below. Option 1 – £100k funding divided based on population, with underspend from Strathtay added. Each application limited to £5,000. Local Action Partnership Population Proportion of Funding Underspend Total Funding Eastern Perthshire 36,531 £24,000 £0.00 £24,000.39 Highland 9,217 £6,055 £0.00 £6,055.45 Strathtay 12,841 £8,436 £7,146.00 £15,582.37 Strathearn & Strathallan 22,866 £15,023 £0.00 £15,022.67 Kinross-shire 14,630 £9,612 £0.00 £9,611.72 Almond & Earn 9,495 £6,238 £0.00 £6,238.09 Perth City 46,630 £30,635 £0.00 £30,635.31 TOTALS 152,210 £100,000.00 £7,146.00 £107,146.00 Page 176 of 204
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Option 2 – £100k funding distributed to localities experiencing the poorest outcomes as a result of socio-economic inequality. The localities outlined below have been identified through analysing ACORN data and the Scottish Index for Multiple Deprivation (SIMD), with funds either split (a) equally or (b) similarly to CIF, £50,000 distributed equally and £50,000 distributed proportionately based on income- deprived population ratios in those localities from SIMD data. The underspend remaining in Strathtay would be held for future distribution in the locality. It should be noted that the Old Scone, Central & North Perth locality contains the following intermediate data zones: Letham; Hillyland, Tulloch and Inveralmond; Central and South Inch; Muirton; North Muirton and Old Scone; North Inch; and Moncrieffe & Friarton. Whilst it is recognised that the North Muirton and Old Scone datazone are not a natural part of Perth City, it shares a boundary with city datazones and its residents experience comparatively elevated levels of income deprivation, so it is logical to include them on that basis. Given the specific geographic areas identified in these localities, guidance will make it clear that although the main beneficiaries of any bid should be people living in these localities, it is not necessary for every project to be physically located within the locality boundary. For example, groups situated in the wider Crieff and Perth City localities can apply if significant benefit toward the fund-specific localities can be demonstrated. a) Equal distribution Locality Proportion of Funding Old Scone, Central & North Perth £25,000 Rattray £25,000 South Crieff £25,000 Coupar Angus, Meigle & Alyth £25,000 TOTALS £100,000 b) 50% distributed equally and 50% distributed based on income- deprivation Locality Initial Fund Population Income deprivation % Population Ratio Proportion of Funding Total Funding Old Scone, Central & North Perth £12,500.00 28,362 14.87% 4217.43 £35,337.22 £47,837.22 Rattray £12,500.00 2,942 17.00% 500.14 £4,190.60 £16,690.60 South Crieff £12,500.00 4,103 12.00% 492.36 £4,125.41 £16,625.41 Coupar Angus, Meigle & Alyth £12,500.00 8,110 9.34% 757.47 £6,346.76 £18,846.76 TOTALS £50,000.00 43,517 53.21% 5967.40 £50,000.00 £100,000.00 Page 177 of 204
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5.10 It is recommended that Committee approves Option 2b) as it is evidence based, focuses the funds in the localities identified as facing the greatest inequalities and is most closely aligned to the Council’s wider priorities. It also follows the funding formula used in recent years for the Community Investment Fund. v. Timescales/Implementation 5.11 It is recommended that the CIF application process opens from w/c 22 July as the first element of these funding proposals. The Participatory Budgeting programme would open from w/c 6 January, as set out below. These are both later than last year, following feedback from staff and applicants to avoid the majority of both application windows being open during busy holiday periods. A fuller timescale is outlined in Appendix 1. Community Investment Fund • w/c Monday 22 July: CIF opens for applications. • Friday 6 September: close for applications. • w/c Monday 16 September: Ward Panels meet and decisions on funding are taken. • Wednesday 27 November: Report taken to Housing and Social Wellbeing Committee with the overall outcome of the process. Participatory Budgeting – Local Action Partnerships • w/c Monday 6 January 2025 – Council officers work with local groups to develop and submit project ideas. • w/c Monday 3 February 2025 – Final proposals submitted and screened with Officers. • w/c Monday 17 February 2025 – voting opens on the webpage. • Friday 7 March 2025 – voting closes. • w/c Monday 17 March 2025– celebration events held to announce the result on a locality or region-wide basis. • March/April 2025 – Report taken to Housing and Social Wellbeing Committee with the overall outcome of the process. 5.12 Officers have explored opportunities for joining-up funds targeted at similar criteria and localities. As a result, there may be additional funding available to add to the PB pot before the process begins in January 2025. If this proves to be the case, members will be advised of this in advance. 5.13 Committee is asked to consider and approve the timescales for Community Investment Fund and a Participatory Budgeting programme for 2024/25. 6. CONCLUSION 6.1 Community Investment Fund and Local Action Partnerships funding have supported a variety of community initiatives across Perth and Kinross. This report outlines proposals for delivering a round of CIF and a Participatory Budgeting exercise by Local Action Partnerships in 2024/25. Page 178 of 204
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Authors Name Designation Contact Details Jacob Dudgeon Lee Haxton David Stokoe Community Planning and Projects Officer Community Planning Team Leader Service Manager (Communities) ComCommitteeReports@pkc.gov.uk Approved Name Designation Date Elaine Ritchie Greg Boland Strategic Lead – Housing & Communities Strategic Lead – Strategic Planning, People & Performance 17 May 2024 17 May 2024 APPENDICES • Appendix 1 – Timescale for Delivery • Appendix 2 – LAP PB Locality Maps • Appendix 3 – Raw Data for Targeted PB Localities • Appendix 4 – CIF and PB Funding Totals by Group Page 179 of 204
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial Yes Workforce None Asset Management (land, property, IST) None Assessments Equality Impact Assessment None Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance None Risk None Consultation Internal None External None Communication Communications Plan None 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This report supports all of the priorities within the Community Plan 2022-27. (i) Reducing Poverty (including child poverty, fuel poverty and food poverty) (ii) Mental and physical wellbeing (iii) Digital participation (iv) Skills, learning and development (v) Employability Corporate Plan 1.2 This report supports the objectives within the draft new Corporate Plan: - (i) Children and young people grow up safe, respected, well-educated, and confident in their ability to realise their full potential; (ii) People and businesses are increasingly able to prosper in a local economy which support low carbon ambitions and offers opportunities for all; (iii) People can achieve their best physical and mental health and have access to quality care and support when they need it; (iv) Communities are resilient and physically, digital and socially connected; Page 180 of 204
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(v) Perth and Kinross is a safe and vibrant place, mitigating the impact of climate and environmental change for this and future generations. 2. Resource Implications Financial 2.1 This report outlines spend of £300,000 on Community Investment Fund and £100,000 through Local Action Partnerships as agreed in the 2024/25 budget settlement. Workforce N/A Asset Management (land, property, IT) N/A 3. Assessments Equality Impact Assessment 3.1 The proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as not relevant for the purposes of EqIA Strategic Environmental Assessment 3.2 The proposals have been considered under the Act and no further action is required as it does not qualify as a PPS as defined by the Act and is therefore exempt. Sustainability 3.3 N/A. Legal and Governance 3.4 N/A. 4. Consultation Internal 4.1 N/A. Page 181 of 204
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External 4.2 N/A. 5. Communication 5.1 Information on the funds, how to access them and where support will be available will be shared on the Council webpage. The Communications and Design Team will ensure that there is appropriate coverage on the website and through social media. 2. BACKGROUND PAPERS N/A. Page 182 of 204
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APPENDIX 1 Timescales for Delivery Community Investment Fund • Wednesday 19 June – Report on proposals for CIF 23/24 and LAP PB is taken to Housing and Social Wellbeing Committee • w/c Monday 22 July: CIF opens for applications, similar to that which has been used in previous rounds of CIF. Each application is checked and registered to ensure eligibility. Ward Panel meeting dates are confirmed. • Friday 6 September: close for applications. Information is filed and uploaded onto an internal database; Ward Panel membership is finalised. Link to paperwork for Ward Panels is shared. • w/c Monday 16 September: Ward Panels meet and decisions on funding are taken. Panels to complete their business by Friday 11 October, with payments made thereafter. • Wednesday 27 November: Report taken to Housing and Social Wellbeing Committee with the overall outcome of the process. Participatory Budgeting • Wednesday 19 June – Report on proposals for CIF 23/24 and LAP PB is taken to Housing and Social Wellbeing Committee • w/c Monday 6 January 2025 – Council officers work with CAPs to develop project ideas. • w/c Monday 3 February 2025 – Proposals submitted onto Consul. This is to be submitted in writing, but other media also encouraged including video, audio and photographs to bring their ideas to life. Each application is checked and screened with Officers. • w/c Monday 17 February 2025 – Voting opens. Residents vote for the projects in their ward, based on their postcode. Each voter is limited to three votes each. Council officers are asked to encourage voting when dealing with customers and some staff supplied with tablets to go to public events and spaces to encourage residents to vote if they have not done so already. • Friday 7 March 2025 – Voting closes with results checked and verified by Officers. • w/c Monday 17 March 2025 – celebration events held to announce the results and gather local groups together on a locality basis or one whole region event. • March/April 2025– Report taken to Housing and Social Wellbeing Committee with the overall outcome of the process. 10 Page 183 of 204
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APPENDIX 2 LAP PB Locality Maps Old Scone, Central & North Perth 10 Page 185 of 204
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Rattray Page 186 of 204
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South Crieff Page 187 of 204
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Coupar Angus, Meigle & Alyth Page 188 of 204
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APPENDIX 3 Raw Data for Selection of Targeted PB Localities Datazone Percentage (%) Letham 17.75 Blairgowrie East (Rattray) 17.00 Hillyland, Tulloch and Inveralmond 16.88 Central and South Inch 16.50 Muirton 15.50 North Muirton & Old Scone 14.00 North Inch 12.67 Crieff South 12.00 Moncrieffe and Friarton 10.80 Alyth 10.00 Coupar Angus & Meigle 8.67 P&K Average 8.15 Blairgowrie West 7.21 Gannochy & Walnut Grove 7.20 Luncarty & Dunkeld 6.86 0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00 16.00 18.00 20.00 Percentage of households who are income deprived in all neighbourhoods within Perth & Kinross (%) (Top 14) 10 Page 189 of 204
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Group 2018/19 2019/20 2021/22 2022/23 2023/24 CIF TOTAL 2017/18 PB 2018/19 PB 2023/24 PB PB TOTAL GRAND TOTAL Letham4All £37,890.00 £961.18 £11,362.00 £50,213.18 £6,627.00 £6,627.00 £56,840.18 St Madoes and Kinfauns Parish Church £14,081.00 £4,230.00 £12,000.00 £12,181.80 £5,700.00 £48,192.80 £1,173.00 £5,999.00 £7,172.00 £55,364.80 Letham Climate Challenge £10,000.00 £27,610.00 £7,650.00 £1,100.00 £46,360.00 £433.00 £1,600.00 £2,324.00 £4,357.00 £50,717.00 Perth Autism Support SCIO £26,236.90 £10,625.00 £4,047.00 £40,908.90 £3,000.00 £1,500.00 £4,500.00 £45,408.90 YMCA Tayside £9,785.00 £16,100.00 £6,780.00 £32,665.00 £1,430.00 £8,287.00 £9,717.00 £42,382.00 66th Perthshire (Abernethy) Scouts £8,150.00 £5,000.00 £10,119.00 £12,117.00 £1,750.00 £37,136.00 £0.00 £37,136.00 Auchterarder Community Sports and Recreation £15,000.00 £15,000.00 £6,476.90 £36,476.90 £0.00 £36,476.90 Auchterarder Community Bus Group £10,000.00 £10,000.00 £20,000.00 £10,000.00 £10,000.00 £30,000.00 Bridge of Earn Institute £14,550.00 £5,000.00 £9,762.00 £29,312.00 £0.00 £29,312.00 Broke Not Broken £3,415.00 £10,000.00 £4,800.00 £18,215.00 £2,720.00 £8,162.00 £10,882.00 £29,097.00 Giraffe Trading £8,000.00 £11,800.00 £5,000.00 £24,800.00 £3,438.00 £3,438.00 £28,238.00 Social Flock £17,205.50 £17,205.50 £10,625.00 £10,625.00 £27,830.50 Aberuthven Village Hall £5,110.00 £6,780.00 £6,330.00 £3,920.00 £2,880.00 £25,020.00 £1,500.00 £1,500.00 £26,520.00 Dunbarney & Forgandenny Parish Church £13,500.00 £13,500.00 £13,000.00 £13,000.00 £26,500.00 Tay and Earn Trust £15,800.00 £9,745.80 £25,545.80 £0.00 £25,545.80 PLUS Perth £3,890.00 £3,500.00 £4,925.50 £3,994.00 £2,146.00 £18,455.50 £2,920.00 £3,437.00 £6,357.00 £24,812.50 Perth Citizens Advice Bureau £15,545.00 £8,992.50 £24,537.50 £0.00 £24,537.50 Blairgowrie and Rattray Community Football Club £9,710.00 £5,000.00 £5,901.00 £20,611.00 £3,000.00 £3,000.00 £23,611.00 Care & Wellbeing Cooperative £4,210.00 £11,526.00 £4,614.00 £20,350.00 £1,200.00 £1,500.00 £2,700.00 £23,050.00 Strathmore Centre for Youth Development £3,000.00 £4,732.00 £4,460.00 £5,870.00 £18,062.00 £1,990.66 £2,850.00 £4,840.66 £22,902.66 Perth Six Circle £16,584.00 £5,000.00 £21,584.00 £0.00 £21,584.00 Churches Action for the Homeless £6,000.00 £6,000.00 £1,478.00 £11,744.00 £13,222.00 £19,222.00 ESOLPerth £6,250.00 £12,580.00 £18,830.00 £0.00 £18,830.00 PKAVS (Wisecraft) £2,500.00 £2,067.00 £5,000.00 £2,740.00 £12,307.00 £850.00 £5,435.00 £6,285.00 £18,592.00 Robert Douglas Memorial Institute £5,330.00 £9,940.00 £15,270.00 £3,000.00 £3,000.00 £18,270.00 Blair in Bloom £7,500.00 £10,000.00 £17,500.00 £0.00 £17,500.00 Kinross & District Men’s Shed £4,340.00 £4,632.71 £8,972.71 £1,500.00 £2,000.00 £5,000.00 £8,500.00 £17,472.71 Atholl Centre £5,000.00 £3,000.00 £6,368.00 £14,368.00 £1,500.00 £1,500.00 £3,000.00 £17,368.00 Scone Thistle Junior Football Club £10,994.85 £6,000.00 £16,994.85 £0.00 £16,994.85 SHIP £16,905.00 £16,905.00 £0.00 £16,905.00 Crieff Connexions £7,500.00 £3,365.00 £6,000.00 £16,865.00 £0.00 £16,865.00 Remake Scotland £3,780.00 £3,780.00 £1,500.00 £3,925.00 £7,606.00 £13,031.00 £16,811.00 Dunning Scouts £8,087.60 £2,130.00 £6,586.51 £16,804.11 £0.00 £16,804.11 Kinross Colts FC Juniors £5,000.00 £2,000.00 £7,000.00 £14,000.00 £2,000.00 £2,000.00 £16,000.00 Crook of Devon Village Hall £7,500.00 £6,000.00 £1,227.99 £405.60 £15,133.59 £0.00 £15,133.59 Ardoch Development Trust £15,000.00 £15,000.00 £0.00 £15,000.00 Caputh Village Hall £7,000.00 £8,000.00 £15,000.00 £0.00 £15,000.00 Kettins Parish Hall £15,000.00 £15,000.00 £0.00 £15,000.00 CIF PB 10 Page 191 of 204
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Kirkmichael Social & Recreational Hall £15,000.00 £15,000.00 £0.00 £15,000.00 Victory Park Development Group £15,000.00 £15,000.00 £0.00 £15,000.00 Homestart Perth £14,580.00 £14,580.00 £0.00 £14,580.00 Neuro Central £3,050.00 £6,000.00 £5,400.00 £14,450.00 £0.00 £14,450.00 Craigie and Moncreiffe Parish Church £5,000.00 £4,165.19 £4,000.00 £13,165.19 £879.99 £879.99 £14,045.18 Anchor House £14,000.00 £14,000.00 £0.00 £14,000.00 Scone Airport Men's Shed £9,000.00 £5,000.00 £14,000.00 £0.00 £14,000.00 AEDdonate £13,992.00 £13,992.00 £0.00 £13,992.00 Tayside Upcycling & Craft Centre CIC £3,667.50 £5,220.00 £8,887.50 £5,000.00 £5,000.00 £13,887.50 Breathe Project £3,200.00 £2,850.00 £5,000.00 £11,050.00 £1,107.00 £1,500.00 £2,607.00 £13,657.00 Luncarty Junior Football Club £6,500.00 £3,000.00 £9,500.00 £1,500.00 £2,500.00 £4,000.00 £13,500.00 54th Perthshire (Auchterarder) Scouts £13,411.00 £13,411.00 £0.00 £13,411.00 Blairadam Amenity Association £13,000.00 £13,000.00 £0.00 £13,000.00 St Madoes PS Parent Council £5,362.50 £7,555.88 £12,918.38 £0.00 £12,918.38 Mantalk £10,000.00 £2,000.00 £12,000.00 £0.00 £12,000.00 Tay Valley Timebank £3,500.00 £8,500.00 £12,000.00 £0.00 £12,000.00 Moncreiffe Parent Council £11,877.00 £11,877.00 £0.00 £11,877.00 Crieff Juniors Football Club £4,372.00 £4,755.00 £9,127.00 £2,735.00 £2,735.00 £11,862.00 Forward Coupar Angus £8,830.00 £1,657.00 £10,487.00 £1,200.00 £1,200.00 £11,687.00 Bridge of Earn Amateur Football Club £7,640.00 £4,000.00 £11,640.00 £0.00 £11,640.00 Inchture Village Hall £8,000.00 £2,200.00 £1,350.00 £11,550.00 £0.00 £11,550.00 Perth North Church £5,393.00 £6,000.00 £11,393.00 £0.00 £11,393.00 All Strong Scotland CIC £4,105.00 £6,900.00 £11,005.00 £0.00 £11,005.00 Glenfarg Community Transport Group £5,000.00 £3,000.00 £8,000.00 £3,000.00 £3,000.00 £11,000.00 Alyth in Bloom £10,994.85 £10,994.85 £0.00 £10,994.85 West Stormont Woodland Group £3,432.50 £2,500.00 £5,932.50 £4,950.00 £4,950.00 £10,882.50 Kinnoull Parish Church £10,330.00 £10,330.00 £406.00 £406.00 £10,736.00 Muthill Village Hall £6,477.40 £6,477.40 £4,197.00 £4,197.00 £10,674.40 Methven Community Centre £7,000.00 £600.00 £500.00 £2,000.00 £10,100.00 £439.16 £439.16 £10,539.16 Amulree Village Hall £10,509.00 £10,509.00 £0.00 £10,509.00 Richmond House SCIO £5,152.00 £5,298.00 £10,450.00 £0.00 £10,450.00 PKAVS (Carers Hub) £3,406.00 £6,065.00 £9,471.00 £940.00 £940.00 £10,411.00 Kids Week in Crieff £4,811.84 £4,811.84 £1,496.55 £3,996.00 £5,492.55 £10,304.39 Highland Perthshire Communities Land Trust £3,600.00 £6,684.00 £10,284.00 £0.00 £10,284.00 Bankfoot Foodshare Indoor Pantry £0.00 £10,156.00 £10,156.00 £10,156.00 Maisie Moo Magical Moments £10,000.00 £10,000.00 £0.00 £10,000.00 Rewilding Denmarkfield £0.00 £9,988.00 £9,988.00 £9,988.00 Breadalbane Men's Shed £3,977.00 £4,680.00 £1,000.00 £9,657.00 £0.00 £9,657.00 Royal School of Dunkeld Parents Partnership £8,200.00 £8,200.00 £1,407.00 £1,407.00 £9,607.00 Earn Community Council £1,000.00 £2,000.00 £3,000.00 £6,538.00 £6,538.00 £9,538.00 Page 192 of 204
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Milnathort Town Hall Committee £9,500.00 £9,500.00 £0.00 £9,500.00 Rannoch Community Trust £4,450.00 £5,000.00 £9,450.00 £0.00 £9,450.00 Rotary Club of Auchterarder & District £9,400.00 £9,400.00 £0.00 £9,400.00 Kinross-shire Partnership £3,000.00 £4,200.00 £630.00 £7,830.00 £1,500.00 £1,500.00 £9,330.00 Coupar Angus Youth Activities Group £5,226.00 £2,556.00 £7,782.00 £1,135.00 £1,135.00 £8,917.00 Mindspace £8,887.00 £8,887.00 £0.00 £8,887.00 Logos Youth Project £4,000.00 £3,300.00 £7,300.00 £1,480.00 £1,480.00 £8,780.00 Creative Pipeline £8,700.00 £8,700.00 £0.00 £8,700.00 South Perth Community Partnership £3,805.00 £4,750.00 £8,555.00 £0.00 £8,555.00 Martha's Kitchen (Riverside Church) £8,533.00 £8,533.00 £0.00 £8,533.00 Comrie & District Men’s Shed £4,731.19 £3,747.00 £8,478.19 £0.00 £8,478.19 Oudenarde Community Cabin £5,450.00 £3,000.00 £8,450.00 £0.00 £8,450.00 Community Garden Development Project £8,100.00 £8,100.00 £0.00 £8,100.00 Stanley and District Men’s Shed £6,000.00 £6,000.00 £520.00 £1,500.00 £2,020.00 £8,020.00 Strathearn Artspace £5,012.68 £2,990.00 £8,002.68 £0.00 £8,002.68 VisionPK £3,002.00 £5,000.00 £8,002.00 £0.00 £8,002.00 Blair Atholl Village Hall £5,000.00 £5,000.00 £1,500.00 £1,500.00 £3,000.00 £8,000.00 Friends of Legion Park £8,000.00 £8,000.00 £0.00 £8,000.00 Madoch Centre £0.00 £8,000.00 £8,000.00 £8,000.00 Riverside Venture Group £8,000.00 £8,000.00 £0.00 £8,000.00 Ruthven PS Parent Council £8,000.00 £8,000.00 £0.00 £8,000.00 Meigle & Ardler Community Council £7,938.60 £7,938.60 £0.00 £7,938.60 Bridgeton United Amateur Football Club £7,750.00 £7,750.00 £0.00 £7,750.00 Luncarty and Redgorton in Bloom £6,690.00 £6,690.00 £993.00 £993.00 £7,683.00 Auchterarder Bowling Club £7,669.00 £7,669.00 £0.00 £7,669.00 Recycle-to-Cycle The Bike Station £7,668.00 £7,668.00 £0.00 £7,668.00 Nest Creative Spaces CIC £4,460.00 £250.00 £2,950.00 £7,660.00 £0.00 £7,660.00 New Horizons £5,300.00 £5,300.00 £780.00 £1,500.00 £2,280.00 £7,580.00 Errol Bowling Club £7,500.00 £7,500.00 £0.00 £7,500.00 Inchture Bowling Club £4,000.00 £3,500.00 £7,500.00 £0.00 £7,500.00 Kirkmichael Community Garden £0.00 £7,500.00 £7,500.00 £7,500.00 Mangin Manashee £7,500.00 £7,500.00 £0.00 £7,500.00 People with a Mission Ministries £7,500.00 £7,500.00 £0.00 £7,500.00 PKAVS (Walled Garden) £7,500.00 £7,500.00 £0.00 £7,500.00 Alyth Development Trust £7,494.00 £7,494.00 £0.00 £7,494.00 Saints in the Community £6,044.00 £6,044.00 £1,425.00 £1,425.00 £7,469.00 Crieff Community Gardeners £6,645.00 £6,645.00 £800.00 £800.00 £7,445.00 The Revive Youth Project £5,861.00 £5,861.00 £1,400.00 £1,400.00 £7,261.00 Rattray and District BMX Club £6,000.00 £6,000.00 £1,200.00 £1,200.00 £7,200.00 Creative Crieff £7,119.00 £7,119.00 £0.00 £7,119.00 Page 193 of 204
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7th Perthshire Scouts £7,071.40 £7,071.40 £0.00 £7,071.40 Meikleour Village Hall & Institute Committee £3,590.00 £3,480.00 £7,070.00 £0.00 £7,070.00 Kinross-shire Community Sports Hub £5,000.00 £5,000.00 £2,000.00 £2,000.00 £7,000.00 Longforgan PS Parent Council £7,000.00 £7,000.00 £0.00 £7,000.00 West Carse Public Hall £3,000.00 £4,000.00 £7,000.00 £0.00 £7,000.00 Perth Minorities Association £3,500.00 £3,500.00 £3,437.00 £3,437.00 £6,937.00 Perthshire Pride £4,103.00 £1,250.00 £5,353.00 £1,500.00 £1,500.00 £6,853.00 Alyth Youth Partnership SCIO £3,730.00 £3,730.00 £3,000.00 £3,000.00 £6,730.00 The Den @ Heartland Kid’s Club £6,693.00 £6,693.00 £0.00 £6,693.00 Auchtergaven PS Parent Council £6,589.20 £6,589.20 £0.00 £6,589.20 Stanley Development Trust £6,000.00 £580.00 £6,580.00 £0.00 £6,580.00 Phoenix Youth Project £6,510.00 £6,510.00 £0.00 £6,510.00 Murthly Village Hall £3,000.00 £2,708.00 £5,708.00 £800.00 £800.00 £6,508.00 Kirkmichael CIC £6,500.00 £6,500.00 £0.00 £6,500.00 Perth Baptist Church £5,000.00 £5,000.00 £1,500.00 £1,500.00 £6,500.00 Invergowrie & Kingoodie Village Light Nights £4,000.00 £2,430.00 £6,430.00 £0.00 £6,430.00 SPARKS £3,265.00 £3,265.00 £1,300.00 £1,865.00 £3,165.00 £6,430.00 The Chapter House Museum Trust £6,300.00 £6,300.00 £0.00 £6,300.00 Draft and Flow CIC £0.00 £6,248.00 £6,248.00 £6,248.00 Muirton Community Nursery £3,205.00 £3,205.00 £1,500.00 £1,477.00 £2,977.00 £6,182.00 Blairgowrie and Strathmore Day Opportunities £0.00 £2,990.00 £3,146.00 £6,136.00 £6,136.00 Richmond Community £6,035.89 £6,035.89 £0.00 £6,035.89 Crieff at Christmas £6,000.00 £6,000.00 £0.00 £6,000.00 Dementia Friendly Aberfeldy Cooperative £6,000.00 £6,000.00 £0.00 £6,000.00 Handam £0.00 £6,000.00 £6,000.00 £6,000.00 Meigle & Ardler Community Development Trust £6,000.00 £6,000.00 £0.00 £6,000.00 Muthill Bowling Club £6,000.00 £6,000.00 £0.00 £6,000.00 Perth High School Parent Council £6,000.00 £6,000.00 £0.00 £6,000.00 Perth Ukrainian Weekend Club £6,000.00 £6,000.00 £0.00 £6,000.00 Perthshire Brass £6,000.00 £6,000.00 £0.00 £6,000.00 Trauma Healing Together £6,000.00 £6,000.00 £0.00 £6,000.00 Williamson Hall £3,000.00 £3,000.00 £6,000.00 £0.00 £6,000.00 Centrum Edukacyjne Bajka £2,905.00 £3,000.00 £5,905.00 £0.00 £5,905.00 Alyth Scout Group £5,900.00 £5,900.00 £0.00 £5,900.00 Bankfoot Scout Group £5,797.60 £5,797.60 £0.00 £5,797.60 The Lighthouse for Perth £5,720.00 £5,720.00 £0.00 £5,720.00 St Fillan’s Community Council £5,657.00 £5,657.00 £0.00 £5,657.00 Bertha Park Community Hub £5,626.00 £5,626.00 £0.00 £5,626.00 Scone & District Community Council £5,609.30 £5,609.30 £0.00 £5,609.30 Elder Voice £5,534.00 £5,534.00 £0.00 £5,534.00 Page 194 of 204
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DAB First Responders £5,532.00 £5,532.00 £0.00 £5,532.00 Blue Door Foodbank £5,500.00 £5,500.00 £0.00 £5,500.00 Strathearn Building Bridges £0.00 £1,500.00 £4,000.00 £5,500.00 £5,500.00 The Starfish Way Project £5,500.00 £5,500.00 £0.00 £5,500.00 Pitlochry Garden Share £0.00 £5,415.00 £5,415.00 £5,415.00 Perthshire Welfare Society £5,400.00 £5,400.00 £0.00 £5,400.00 Climate Cafe Hub £0.00 £5,390.00 £5,390.00 £5,390.00 Perth & Kinross Netball Network £5,390.00 £5,390.00 £0.00 £5,390.00 Friends of MacRosty Park £0.00 £1,500.00 £3,885.00 £5,385.00 £5,385.00 Blairgowrie, Rattray & District Timebank £5,380.00 £5,380.00 £0.00 £5,380.00 Green Shoots Community & Learning Centre £1,000.00 £1,000.00 £4,361.00 £4,361.00 £5,361.00 Y Centre Limited £5,264.19 £5,264.19 £0.00 £5,264.19 Findo Gask Community Association £2,900.00 £2,900.00 £2,358.80 £2,358.80 £5,258.80 Kettins Community Hub £1,850.00 £3,400.00 £5,250.00 £0.00 £5,250.00 Crieff RBLS £5,194.00 £5,194.00 £0.00 £5,194.00 Generating Opportunity CIC £5,105.00 £5,105.00 £0.00 £5,105.00 Dunning Community Council £2,600.00 £1,000.00 £3,600.00 £1,500.00 £1,500.00 £5,100.00 Active Schools - Perth & Kinross £2,688.00 £1,800.00 £4,488.00 £550.00 £550.00 £5,038.00 Strathmore Arts Festival £5,030.00 £5,030.00 £0.00 £5,030.00 Dunkeld & Birnam Community Council £5,029.71 £5,029.71 £0.00 £5,029.71 Aero Space Scientific Educational Trust £5,000.00 £5,000.00 £0.00 £5,000.00 Arngask Hall £5,000.00 £5,000.00 £0.00 £5,000.00 Blair Atholl & Struan Community Council £5,000.00 £5,000.00 £0.00 £5,000.00 Blairgowrie & District Seniors Outings £5,000.00 £5,000.00 £0.00 £5,000.00 Carse in Bloom £5,000.00 £5,000.00 £0.00 £5,000.00 Cycle Crieff CIC £0.00 £5,000.00 £5,000.00 £5,000.00 Girlguiding Blairgowrie and Rattray District £5,000.00 £5,000.00 £0.00 £5,000.00 Highland Perthshire Plus £5,000.00 £5,000.00 £0.00 £5,000.00 Kythe £5,000.00 £5,000.00 £0.00 £5,000.00 Light Up Kinross £5,000.00 £5,000.00 £0.00 £5,000.00 Oudenarde Community Group £1,500.00 £3,500.00 £5,000.00 £0.00 £5,000.00 PAMIS – Aberfeldy £5,000.00 £5,000.00 £0.00 £5,000.00 Rannoch Paths & Open Space £5,000.00 £5,000.00 £0.00 £5,000.00 TRACKS £5,000.00 £5,000.00 £0.00 £5,000.00 Traveller Community Group £5,000.00 £5,000.00 £0.00 £5,000.00 Upper Tay Anti-Poverty Support Group £5,000.00 £5,000.00 £0.00 £5,000.00 Birks Cinema £0.00 £1,500.00 £1,450.00 £2,000.00 £4,950.00 £4,950.00 Burrelton Community Café £4,938.60 £4,938.60 £0.00 £4,938.60 Kinross Volunteer Group £4,752.00 £4,752.00 £0.00 £4,752.00 Coupar Angus Illuminators £4,750.00 £4,750.00 £0.00 £4,750.00 Page 195 of 204
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Kinross Bowling Club £4,750.00 £4,750.00 £0.00 £4,750.00 Perth City Junior Netball Club £4,734.96 £4,734.96 £0.00 £4,734.96 Comrie Fortnight Association £4,724.00 £4,724.00 £0.00 £4,724.00 Milnathort Core Paths Group £2,635.00 £2,085.58 £4,720.58 £0.00 £4,720.58 Pain Association Scotland £4,700.00 £4,700.00 £0.00 £4,700.00 Friends of Wallace Park £4,694.00 £4,694.00 £0.00 £4,694.00 St Madoes Under 5s £3,185.00 £1,455.00 £4,640.00 £0.00 £4,640.00 Forgandenny Village Hall £3,619.00 £1,000.00 £4,619.00 £0.00 £4,619.00 Blackford Fiddle Group £4,605.00 £4,605.00 £0.00 £4,605.00 Highland Perthshire Crossing Borders £3,120.00 £3,120.00 £1,480.00 £1,480.00 £4,600.00 Aye Can Change CIC £4,583.00 £4,583.00 £0.00 £4,583.00 Remake Repair Cafes £4,568.00 £4,568.00 £0.00 £4,568.00 Carse of Gowrie Group £2,250.00 £1,080.00 £3,330.00 £1,200.00 £1,200.00 £4,530.00 Blairgowrie & Rattray Development Trust £4,520.00 £4,520.00 £0.00 £4,520.00 3rd Perthshire Scout Group £4,500.00 £4,500.00 £0.00 £4,500.00 Checkin Works £4,500.00 £4,500.00 £0.00 £4,500.00 Stanley Public Hall £4,500.00 £4,500.00 £0.00 £4,500.00 The Birks Cinema £1,500.00 £3,000.00 £4,500.00 £0.00 £4,500.00 Proactive Communities Blair & Rattray £4,470.00 £4,470.00 £0.00 £4,470.00 Invergowrie Bowling Club £4,430.00 £4,430.00 £0.00 £4,430.00 Aberfeldy Community Putting Green £3,000.00 £3,000.00 £1,405.00 £1,405.00 £4,405.00 Brig in Bloom £3,094.00 £3,094.00 £1,278.00 £1,278.00 £4,372.00 Inchture Baby & Toddler Group £0.00 £1,200.00 £3,100.00 £4,300.00 £4,300.00 Discretionary Funding Support for Families & Carers (Outreach) £4,250.00 £4,250.00 £0.00 £4,250.00 Fowlis Wester Village Hall £4,250.00 £4,250.00 £0.00 £4,250.00 Loch Tayside CIC £3,000.00 £1,250.00 £4,250.00 £0.00 £4,250.00 Perthshire Organic Gardeners £750.00 £750.00 £3,482.00 £3,482.00 £4,232.00 DAB Hands Men's Shed £4,222.00 £4,222.00 £0.00 £4,222.00 Blairgowrie & Rattray Arts for Wellbeing £4,200.00 £4,200.00 £0.00 £4,200.00 Perth & Kinross Gymnastics Development Group £4,143.50 £4,143.50 £0.00 £4,143.50 Coupar Angus & Bendochy Community Council £4,131.70 £4,131.70 £0.00 £4,131.70 Fossoway & District Community Council £4,030.50 £4,030.50 £0.00 £4,030.50 Buttons and Bows £4,000.00 £4,000.00 £0.00 £4,000.00 Fossoway Tennis Club £4,000.00 £4,000.00 £0.00 £4,000.00 Glencarse Bowling Club £4,000.00 £4,000.00 £0.00 £4,000.00 Taybank Growers £4,000.00 £4,000.00 £0.00 £4,000.00 Horsecross Arts £3,980.00 £3,980.00 £0.00 £3,980.00 Coupar Angus Parent Council £3,940.00 £3,940.00 £0.00 £3,940.00 Kinross Centre £2,130.00 £2,130.00 £1,790.00 £1,790.00 £3,920.00 Blairgowrie & Rattray Access Network £915.00 £915.00 £3,000.00 £3,000.00 £3,915.00 Page 196 of 204
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Royal Voluntary Service £3,800.00 £3,800.00 £0.00 £3,800.00 Spittalfield & District Community Sports Hub £3,720.00 £3,720.00 £0.00 £3,720.00 North Muirton Community Council £2,585.00 £2,585.00 £1,123.00 £1,123.00 £3,708.00 Birnam Book Festival £2,300.00 £2,300.00 £1,400.00 £1,400.00 £3,700.00 Kinross-shire Climate Café £2,200.00 £2,200.00 £1,495.00 £1,495.00 £3,695.00 Bertha Park Residents £3,670.62 £3,670.62 £0.00 £3,670.62 Forgandenny Boules Court £3,649.00 £3,649.00 £0.00 £3,649.00 Kinross-shire Local Events Organisation (KLEO) £3,097.99 £3,097.99 £543.00 £543.00 £3,640.99 Dunkeld, Birnam & District Community Development Trust £3,640.00 £3,640.00 £0.00 £3,640.00 BookMark – Blairgowrie, Rattray and The Glens Book Festival £0.00 £1,150.00 £2,460.00 £3,610.00 £3,610.00 Rural Perthshire Disability Sport Project - Strathearn £3,571.00 £3,571.00 £0.00 £3,571.00 Methven and District Community Council £2,349.60 £2,349.60 £1,200.00 £1,200.00 £3,549.60 Aberfeldy Small Business Association £3,500.00 £3,500.00 £0.00 £3,500.00 Coupar Angus Cycling Hub £0.00 £1,200.00 £2,299.00 £3,499.00 £3,499.00 A9 Community Group £3,444.00 £3,444.00 £0.00 £3,444.00 Strathmore Community Hub £3,440.00 £3,440.00 £0.00 £3,440.00 Blairgowrie & Rattray Development Trust £0.00 £3,433.00 £3,433.00 £3,433.00 Rowan Alba Ltd. £3,412.00 £3,412.00 £0.00 £3,412.00 Inchture and Kinnaird Parish Church £3,356.00 £3,356.00 £0.00 £3,356.00 Hamish Matters £3,350.00 £3,350.00 £0.00 £3,350.00 One Voice Volunteer Group Association £0.00 £1,200.00 £2,122.00 £3,322.00 £3,322.00 Georgetown Hall £3,307.00 £3,307.00 £0.00 £3,307.00 Bridge of Earn Nursery £0.00 £1,430.54 £1,869.00 £3,299.54 £3,299.54 South Perth Community Garden £2,789.11 £2,789.11 £500.00 £500.00 £3,289.11 Errol Community Council £770.00 £2,511.91 £3,281.91 £0.00 £3,281.91 Abernethy PS Parent Council £3,256.00 £3,256.00 £0.00 £3,256.00 Men and Children Matter £1,720.00 £1,720.00 £1,485.00 £1,485.00 £3,205.00 Loch of Clunie Preservation Group £3,200.00 £3,200.00 £0.00 £3,200.00 The Nature Wellbeing Project £3,180.00 £3,180.00 £0.00 £3,180.00 Perth Parrots Floorball Club £2,079.82 £1,084.00 £3,163.82 £0.00 £3,163.82 Methven Family Club £3,140.00 £3,140.00 £0.00 £3,140.00 Muthill Baby & Toddler Group £3,135.00 £3,135.00 £0.00 £3,135.00 Crieff in Leaf £0.00 £3,110.00 £3,110.00 £3,110.00 Braidhaugh Pavilion Trust £3,100.00 £3,100.00 £0.00 £3,100.00 Perth Community Farm` £3,088.00 £3,088.00 £0.00 £3,088.00 St Madoes Snack Group £3,070.00 £3,070.00 £0.00 £3,070.00 Pitlochry and Moulin Men's Shed £2,000.00 £1,039.00 £3,039.00 £0.00 £3,039.00 Pitfour Football Club £3,037.00 £3,037.00 £0.00 £3,037.00 Aberfeldy Christmas Market £3,000.00 £3,000.00 £0.00 £3,000.00 Blackford Highland Games £3,000.00 £3,000.00 £0.00 £3,000.00 Page 197 of 204
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Blair Atholl & Struan Initiative £3,000.00 £3,000.00 £0.00 £3,000.00 Braco PS Parent Council £3,000.00 £3,000.00 £0.00 £3,000.00 Burrelton and Woodside Hall £0.00 £3,000.00 £3,000.00 £3,000.00 Feis Thatha £3,000.00 £3,000.00 £0.00 £3,000.00 Full Tilt Parents Group £3,000.00 £3,000.00 £0.00 £3,000.00 Highland Perthshire Sports Ambassadors £3,000.00 £3,000.00 £0.00 £3,000.00 Horizon Lunch Club £3,000.00 £3,000.00 £0.00 £3,000.00 Longforgan Community Council £0.00 £3,000.00 £3,000.00 £3,000.00 Mid Atholl Hall Committee £3,000.00 £3,000.00 £0.00 £3,000.00 Perth Sea Cadets £3,000.00 £3,000.00 £0.00 £3,000.00 Scone Village Association £3,000.00 £3,000.00 £0.00 £3,000.00 Strathearn Arts £3,000.00 £3,000.00 £0.00 £3,000.00 The Pitlochry Garden Share £3,000.00 £3,000.00 £0.00 £3,000.00 The Scottish Crannog Centre £3,000.00 £3,000.00 £0.00 £3,000.00 The Workshop (Aberfeldy) £3,000.00 £3,000.00 £0.00 £3,000.00 Wellmeadow Amateur Boxing Club £0.00 £3,000.00 £3,000.00 £3,000.00 St Columba's Episcopal Church, Stanley £2,988.86 £2,988.86 £0.00 £2,988.86 Blairgowrie and Rattray Community Council £0.00 £2,930.00 £2,930.00 £2,930.00 Glenfarg Community Centre £0.00 £2,930.00 £2,930.00 £2,930.00 Cleish Village Hall £2,860.00 £2,860.00 £0.00 £2,860.00 Methven Community Council £2,800.00 £2,800.00 £0.00 £2,800.00 Luncarty Alive £0.00 £1,500.00 £1,250.00 £2,750.00 £2,750.00 Killiecrankie, Fincastle & Tummel Community Council £2,732.00 £2,732.00 £0.00 £2,732.00 Guildtown Hall and Playing Fields Association £2,723.40 £2,723.40 £0.00 £2,723.40 Letham Community Hub £0.00 £250.00 £2,470.00 £2,720.00 £2,720.00 Soup-a Saturdays £2,705.00 £2,705.00 £0.00 £2,705.00 Aberfeldy Development Trust £2,704.00 £2,704.00 £0.00 £2,704.00 The Mindful Partnership £2,700.00 £2,700.00 £0.00 £2,700.00 Rattray Community Garden £0.00 £2,576.00 £2,576.00 £2,576.00 Perth Creative Community Collaborative £0.00 £1,750.00 £800.00 £2,550.00 £2,550.00 Killiecrankie Memorial Hall Trust £2,530.00 £2,530.00 £0.00 £2,530.00 Friends of Old St Michael's Church Hall £2,500.00 £2,500.00 £0.00 £2,500.00 Kinross-shire Volunteer Group and Rural Outreach Scheme £1,000.00 £1,000.00 £1,500.00 £1,500.00 £2,500.00 The Pebble Patch £2,500.00 £2,500.00 £0.00 £2,500.00 Gilmerton Defib – Hazel Brown & Janice Wilson £0.00 £2,475.00 £2,475.00 £2,475.00 Ballintuim Village Hall £2,449.99 £2,449.99 £0.00 £2,449.99 Stingrays Swimming Club £2,438.53 £2,438.53 £0.00 £2,438.53 Auchterarder & District Men’s Shed £1,200.00 £1,200.00 £1,220.00 £1,220.00 £2,420.00 Strathmore Screens £2,350.00 £2,350.00 £0.00 £2,350.00 Adventure Circus £0.00 £825.00 £1,500.00 £2,325.00 £2,325.00 Page 198 of 204
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Blairgowrie and Rattray Development Trust £2,317.00 £2,317.00 £0.00 £2,317.00 Perthshire Seed Library £2,250.00 £2,250.00 £0.00 £2,250.00 Pitlochry Pavilion User Groups (PUGs) £0.00 £1,000.00 £1,250.00 £2,250.00 £2,250.00 PKAVS Mental Health and Wellbeing Hub £0.00 £2,250.00 £2,250.00 £2,250.00 Gardening for Gilmerton £0.00 £2,050.00 £2,050.00 £2,050.00 Perth Men’s Shed £0.00 £500.00 £1,550.00 £2,050.00 £2,050.00 Dunning Tennis Club £290.00 £290.00 £1,750.00 £1,750.00 £2,040.00 Pitcairngreen Village Hall £2,010.00 £2,010.00 £0.00 £2,010.00 14th Perthshire Scout Group £0.00 £2,000.00 £2,000.00 £2,000.00 Abernethy Pavilion £0.00 £2,000.00 £2,000.00 £2,000.00 BADSO £2,000.00 £2,000.00 £0.00 £2,000.00 Carnbo and District Community Hall £2,000.00 £2,000.00 £0.00 £2,000.00 Friends of Portmoak School Parent Council £2,000.00 £2,000.00 £0.00 £2,000.00 Highland Perthshire Yoga and Wellbeing £2,000.00 £2,000.00 £0.00 £2,000.00 Holiday @ Home project £2,000.00 £2,000.00 £0.00 £2,000.00 Kinross Curling Trust £0.00 £2,000.00 £2,000.00 £2,000.00 Kinross Primary Parent Council £2,000.00 £2,000.00 £0.00 £2,000.00 Letham PS Parent Council £2,000.00 £2,000.00 £0.00 £2,000.00 Nature Connects Perthshire CIC £2,000.00 £2,000.00 £0.00 £2,000.00 Pitlochry & Blair Atholl Pipe Band £2,000.00 £2,000.00 £0.00 £2,000.00 Abernethy Baby & Toddler Group £0.00 £864.00 £1,126.90 £1,990.90 £1,990.90 Café Connect @ the Madoch Centre £0.00 £1,968.00 £1,968.00 £1,968.00 Chapelhill Hall £1,956.00 £1,956.00 £0.00 £1,956.00 Pitlochry Repair Café £1,955.00 £1,955.00 £0.00 £1,955.00 NHS Healthy Communities £0.00 £1,952.00 £1,952.00 £1,952.00 Milnathort & Art Recovery £0.00 £1,940.00 £1,940.00 £1,940.00 Blairgowrie Open Group Duke of Edinburgh’s Award £0.00 £1,928.00 £1,928.00 £1,928.00 The Carse of Gowrie Sustainability Group £0.00 £1,927.00 £1,927.00 £1,927.00 CrieffAED £1,920.00 £1,920.00 £0.00 £1,920.00 Blairgowrie Riding for the Disabled £1,900.00 £1,900.00 £0.00 £1,900.00 Intergenerational Play £0.00 £1,883.00 £1,883.00 £1,883.00 Comrie Cinema and Events Club £1,880.00 £1,880.00 £0.00 £1,880.00 St Martins Public Hall £1,800.00 £1,800.00 £0.00 £1,800.00 Girlguiding, Nethybrig District (Covers Bridge of Earn and Abernethy) £0.00 £1,797.00 £1,797.00 £1,797.00 The Huddle £0.00 £1,790.00 £1,790.00 £1,790.00 Girlguiding – Crieff & Comrie District £1,750.00 £1,750.00 £0.00 £1,750.00 Abernethy Tennis Club £0.00 £1,748.00 £1,748.00 £1,748.00 Action on Hearing Loss £0.00 £764.09 £980.75 £1,744.84 £1,744.84 KGV Playing Field Management Committee £1,743.82 £1,743.82 £0.00 £1,743.82 Tulloch NET £0.00 £1,500.00 £234.00 £1,734.00 £1,734.00 Page 199 of 204
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Blairgowrie Players £1,730.00 £1,730.00 £0.00 £1,730.00 Lifeplus £1,730.00 £1,730.00 £0.00 £1,730.00 Perth Gymnastics Club £1,694.81 £1,694.81 £0.00 £1,694.81 Crieff Stroke Support Group £0.00 £641.00 £1,045.00 £1,686.00 £1,686.00 Auchterarder Curling Club £1,600.00 £1,600.00 £0.00 £1,600.00 Comrie Primary School £1,600.00 £1,600.00 £0.00 £1,600.00 Scone Carpet Bowling Club £0.00 £1,600.00 £1,600.00 £1,600.00 Thera-Pony CIC £1,600.00 £1,600.00 £0.00 £1,600.00 Cargill & Burrelton Community Hub £1,591.46 £1,591.46 £0.00 £1,591.46 Freewheelers Glenfarg £0.00 £1,570.00 £1,570.00 £1,570.00 Pitlochry & Moulin Community Support Group £1,560.00 £1,560.00 £0.00 £1,560.00 Dunkeld and Birnam Sports and Leisure Hub £1,550.00 £1,550.00 £0.00 £1,550.00 The Friends of Cistern Green (Community Wildlife Garden and Orchard, Errol) £0.00 £1,550.00 £1,550.00 £1,550.00 Abernethy and District Community Council £0.00 £1,500.00 £1,500.00 £1,500.00 Auchtergaven Old Church Restoration Community Group £0.00 £1,500.00 £1,500.00 £1,500.00 Bankfoot Belles £1,500.00 £1,500.00 £0.00 £1,500.00 Bankfoot Youth Group £0.00 £1,500.00 £1,500.00 £1,500.00 Brass Central £0.00 £1,500.00 £1,500.00 £1,500.00 Bridges Group £0.00 £1,500.00 £1,500.00 £1,500.00 CAP Highland Perthshire £0.00 £1,500.00 £1,500.00 £1,500.00 Chatterbooks £0.00 £1,500.00 £1,500.00 £1,500.00 Craigie Tots Stay and Play £0.00 £1,500.00 £1,500.00 £1,500.00 Glen Lyon and Loch Tay Community Council £0.00 £1,500.00 £1,500.00 £1,500.00 Happy Highlanders £0.00 £1,500.00 £1,500.00 £1,500.00 Harbour Counselling Service Ltd £0.00 £1,500.00 £1,500.00 £1,500.00 Improvement of Play Opportunities £0.00 £1,500.00 £1,500.00 £1,500.00 Kinrossie Public Hall £1,500.00 £1,500.00 £0.00 £1,500.00 Kinross-shire Day Centre £0.00 £1,500.00 £1,500.00 £1,500.00 Live Active Leisure £0.00 £1,500.00 £1,500.00 £1,500.00 Mount Blair Community Development Trust £1,500.00 £1,500.00 £0.00 £1,500.00 Perth College UHI – Sport and Fitness Ambassadors £0.00 £1,500.00 £1,500.00 £1,500.00 Perth Grammar Parent Council £0.00 £1,500.00 £1,500.00 £1,500.00 Perth Syrian Refugee Support Group £0.00 £1,500.00 £1,500.00 £1,500.00 Perthshire Woodcrafters £1,500.00 £1,500.00 £0.00 £1,500.00 The Royal School of Dunkeld £0.00 £1,500.00 £1,500.00 £1,500.00 Climate Youth Group £0.00 £1,490.00 £1,490.00 £1,490.00 DATA Project (Dis-advantage to Advantage) £0.00 £1,490.00 £1,490.00 £1,490.00 Abernethy and District Senior Citizens Trust £0.00 £1,488.00 £1,488.00 £1,488.00 Bankfoot Community Gala £0.00 £1,482.00 £1,482.00 £1,482.00 Stress Free Future £0.00 £1,474.00 £1,474.00 £1,474.00 Page 200 of 204
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Milnathort and Orwell Community Council £0.00 £1,456.00 £1,456.00 £1,456.00 Aberfeldy Community Council £0.00 £1,450.00 £1,450.00 £1,450.00 Aberfeldy Parish Church £1,450.00 £1,450.00 £0.00 £1,450.00 Abernethy Keep Active Club £0.00 £1,420.00 £1,420.00 £1,420.00 Highland Climate Café £0.00 £1,404.00 £1,404.00 £1,404.00 Bullionfield Recreation Club £1,377.99 £1,377.99 £0.00 £1,377.99 Inspire Youth Project £0.00 £1,325.00 £1,325.00 £1,325.00 Humpty Dumpty Community Nursery £0.00 £1,280.00 £1,280.00 £1,280.00 Friends of Breadalbane Academy £0.00 £1,275.00 £1,275.00 £1,275.00 Kids of Letham Association (KOLA) £0.00 £1,250.00 £1,250.00 £1,250.00 Teen Drop-in £0.00 £1,250.00 £1,250.00 £1,250.00 International Cafe £1,219.00 £1,219.00 £0.00 £1,219.00 Friends of Cleish School £1,201.00 £1,201.00 £0.00 £1,201.00 Carers Voice £0.00 £1,200.00 £1,200.00 £1,200.00 Perth First Responders £0.00 £1,200.00 £1,200.00 £1,200.00 Perth Phoenix Allstars Cheerleading and Fitness £0.00 £1,200.00 £1,200.00 £1,200.00 The Struan Trust £0.00 £1,200.00 £1,200.00 £1,200.00 Blairgowrie Lipreading £0.00 £1,195.00 £1,195.00 £1,195.00 Showcase the Street £0.00 £1,195.00 £1,195.00 £1,195.00 Tulloch Community Group £0.00 £135.00 £1,050.00 £1,185.00 £1,185.00 Menopause Café £0.00 £1,162.00 £1,162.00 £1,162.00 Powmill Bloom Group £1,158.30 £1,158.30 £0.00 £1,158.30 Stanley Gentle Exercise Group £0.00 £1,150.00 £1,150.00 £1,150.00 Eastern Perthshire Sports Hub £0.00 £1,120.00 £1,120.00 £1,120.00 Tulloch Primary School Pupil Council £0.00 £1,120.00 £1,120.00 £1,120.00 Friends of Cistern Green £0.00 £1,105.00 £1,105.00 £1,105.00 Auchterarder Community Bus Group £1,097.00 £1,097.00 £1,097.00 Coupar Angus Food Focus £0.00 £1,092.00 £1,092.00 £1,092.00 PKAVS £0.00 £1,075.00 £1,075.00 £1,075.00 Carse of Gowrie District Men’s Shed £0.00 £1,058.00 £1,058.00 £1,058.00 Strathearn Welcome £1,040.00 £1,040.00 £0.00 £1,040.00 Comrie + Dundurn Parish Church £0.00 £1,020.00 £1,020.00 £1,020.00 74th Perthshire Scouts £0.00 £1,000.00 £1,000.00 £1,000.00 Abernethy in Bloom £1,000.00 £1,000.00 £0.00 £1,000.00 All Ability Cycling £0.00 £1,000.00 £1,000.00 £1,000.00 Blairgowrie Runners £1,000.00 £1,000.00 £0.00 £1,000.00 Fairview Parent Council £1,000.00 £1,000.00 £0.00 £1,000.00 Fidget Blanket Project £0.00 £1,000.00 £1,000.00 £1,000.00 Muthill in Bloom £1,000.00 £1,000.00 £0.00 £1,000.00 Opportunities for Strathallan Carers £1,000.00 £1,000.00 £0.00 £1,000.00 Page 201 of 204
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Perth & Kinross Scottish Women’s Institute £0.00 £1,000.00 £1,000.00 £1,000.00 Pitlochry and Moulin Community Council £0.00 £1,000.00 £1,000.00 £1,000.00 Portmoak Babies & Toddlers £1,000.00 £1,000.00 £0.00 £1,000.00 Pride in Glenlomond Community Group £1,000.00 £1,000.00 £0.00 £1,000.00 The Fidget Blanket Project £0.00 £1,000.00 £1,000.00 £1,000.00 South Perth Green Spaces £0.00 £969.18 £969.18 £969.18 Peer Support Group for Modern Technology £0.00 £949.00 £949.00 £949.00 Volunteer Rewards £0.00 £925.00 £925.00 £925.00 Errol Parish Church £0.00 £915.00 £915.00 £915.00 Tulloch Toddler Group £0.00 £378.00 £536.00 £914.00 £914.00 Fairfield Lunch Club £0.00 £900.00 £900.00 £900.00 The Happy Highlanders – Mental Health Team Pitlochry £0.00 £900.00 £900.00 £900.00 Messy Church £0.00 £880.00 £880.00 £880.00 Dunbarney Primary School £0.00 £861.14 £861.14 £861.14 Craigie Tweenies Toddler and Baby Group £0.00 £845.83 £845.83 £845.83 Cargill & Burrelton Church £0.00 £842.53 £842.53 £842.53 Kinnesswood in Bloom £769.00 £769.00 £0.00 £769.00 Logiealmond & Glenalmond Community £765.33 £765.33 £0.00 £765.33 Alyth Family Learning Group £0.00 £750.00 £750.00 £750.00 Luncarty in Bloom £750.00 £750.00 £0.00 £750.00 My Connect Plus £0.00 £750.00 £750.00 £750.00 Bridge of Earn Gala Day £700.00 £700.00 £0.00 £700.00 Portmoak Village Hall £700.00 £700.00 £0.00 £700.00 Carse Voices £647.00 £647.00 £0.00 £647.00 Fountain Refurbishment £637.00 £637.00 £0.00 £637.00 Invergowrie’s Older People’s Group £0.00 £630.00 £630.00 £630.00 Young Carers Consultation Event - Part of the Carers Awareness Week £0.00 £625.00 £625.00 £625.00 Community Care Group £0.00 £600.00 £600.00 £600.00 Letham Friendship Network £0.00 £600.00 £600.00 £600.00 Oakbank Playgroup £0.00 £596.00 £596.00 £596.00 Birnam Arts £0.00 £506.00 £506.00 £506.00 Almondbank Church Youth Group £500.00 £500.00 £0.00 £500.00 Community Café £0.00 £500.00 £500.00 £500.00 Friends of Abernethy Kirkyard £500.00 £500.00 £0.00 £500.00 Inchture Parent Council £500.00 £500.00 £0.00 £500.00 Errol Village Hall £0.00 £495.00 £495.00 £495.00 Craigie Playgroup £0.00 £450.00 £450.00 £450.00 North Muirton Stars £0.00 £450.00 £450.00 £450.00 Perth Grammar School Paddleboarding Group £450.00 £450.00 £0.00 £450.00 42nd Perth & Kinross (Muthill) Scout Group £0.00 £437.20 £437.20 £437.20 Page 202 of 204
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Bake to Escape £0.00 £410.00 £410.00 £410.00 Biodiversity Blair £0.00 £340.00 £340.00 £340.00 Breadlabane & District Riding for the Disabled Association £0.00 £325.00 £325.00 £325.00 Small Wonders £0.00 £300.00 £300.00 £300.00 The Carse Community Café £0.00 £300.00 £300.00 £300.00 Greener Glenfarg £0.00 £250.00 £250.00 £250.00 North Perth Allotment Association £0.00 £250.00 £250.00 £250.00 Tea @ Two £0.00 £200.00 £200.00 £200.00 Aberfeldy Tennis Club £170.00 £170.00 £0.00 £170.00 Blethers in Ballinluig £0.00 £50.00 £50.00 £50.00 TOTAL £579,311.61 £608,539.39 £395,906.21 £345,329.54 £402,878.39 ########### £103,415.98 £218,506.34 £215,386.00 £537,308.32 £2,869,273.46 Page 203 of 204
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