Agenda Document Pack - Housing and Social Wellbeing Committee - 02/10/2024
Perth and Kinross Council · 2 October 2024
Back to Housing and Social Wellbeing Committee — 2 October 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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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 25/09/2024 A hybrid meeting of the Housing and Social Wellbeing Committee will be held in the Council Chamber on Wednesday, 02 October 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) Bailie Chris Ahern Councillor Peter Barrett Councillor Bob Brawn Bailie Rhona Brock Councillor Angus Forbes Councillor Michelle Frampton Councillor Ian James Councillor Iain MacPherson Bailie Claire McLaren Councillor Frank Smith Councillor Jack Welch Bailie Mike Williamson Page 1 of 96
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Housing and Social Wellbeing Committee Wednesday, 02 October 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 19 JUNE 2024 FOR APPROVAL (copy herewith) 5 - 8 4 OUTSTANDING BUSINESS STATEMENT (OBS) (copy herewith 24/274) 9 - 12 5 POLICE SCOTLAND PRESENTATION ON PREVENTIONS, INTERVENTIONS AND PARTNERSHIPS 6 SCOTTISH FIRE AND RESCUE SERVICE PRESENTATION BY COMMUNITY ACTION TEAM 7 PERTH AND KINROSS TENANT PARTICIPATION STRATEGY 2024-27 Report by Strategic Lead - Housing and Communities (copy herewith 24/277) 13 - 44 8 ANNUAL ASSURANCE STATEMENT 2023-24 - SCOTTISH HOUSING REGULATOR Report by Strategic Lead - Housing and Communities (copy herewith 24/275) 45 - 58 9 STRATEGIC HOUSING INVESTMENT PLAN 2025/26 - 2029/30 Report by Strategic Lead - Housing and Communities and Strategic Lead - Economy, Development and Planning (copy herewith 24/276) 59 - 96 Page 3 of 96
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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 19 June 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, S McCole, I MacPherson, T McEwan, F Smith and J Welch. In Attendance: E Ritchie, Strategic Lead – Housing and Communities; A Singh, Strategic Lead - Children, Families and Justice; K Divin, J Dudgeon, K Evans, L Haxton, D Mortimer, K Mustard, R Ross, K Stevens and B Wilson (all Economy, Place and Learning) A Brown, J Guild, S Hendry and M Pasternak (all Strategy, People and Resources). Also in Attendance: Group Commander S Kabamba (Scottish Fire and Rescue Service) (up to Item 5); Area Commander G Burns and Chief Superintendent N Russell (both Police Scotland) (up to Item 6). 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 20 March 2024 was submitted and approved as a correct record. 4. SCOTTISH FIRE AND RESCUE END OF YEAR PERFORMANCE REPORT 1 OCTOBER 2023 TO 31 MARCH 2024 There was submitted a report by Local Senior Officer, Scottish Fire and Rescue Service (24/188) providing 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. Group Commander S Kabamba provided a brief introduction to SFRS report and answered Members’ questions thereon. Resolved: The content of report 24/188, be noted. 3 Page 5 of 96
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5. PERTH AND KINROSS LOCAL POLICING AREA END OF YEAR POLICE REPORT (1 October 2023 – 31 March 2024) There was submitted a report by Chief Superintendent, Police Scotland, D Division (Tayside) (24/189) providing information to the Committee regarding the performance of Police Scotland to facilitate local scrutiny. Chief Superintendent N Russell and Area Commander G Burns provided a brief introduction to the report and answered Members’ questions thereon. Resolved: The content of report 24/198, be noted. THERE FOLLOWED A SHORT RECESS AND THE MEETING RECONVENED AT 11.28AM. VICE CONVENER COUNCILLOR S MCCOLE LED THE DISCUSSION FOR THE FOLLOWING ITEMS OF BUSINESS. 6. COMMUNITY PAYBACK ORDER ANNUAL REPORT 2022-23 There was submitted a report by Strategic Lead – Children, Families and Justice (24/190) providing 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. Resolved: (i) The assurance be taken about the work being undertaken by the CJSW and UPW teams in respect of CPOs in Perth and Kinross; and (ii) It be requested the Strategic Lead for Children, Families and Justice brings forward a report regarding the activity and performance of CPOs in 12 months’ time 7. MISSING SHARES PILOT – FEEDBACK AND RECOMMENDATIONS There was submitted a report by Strategic Lead – Housing and Communities (24/183) (1) detailing the benefits identified as a result of the Missing Shares pilot (agreed for period of 2 years during Housing and Communities Committee on 31 May 2021 and Strategic Policy and Resources Committee on 2 June 2021) and (2) recommending that the Missing Shares Service be extended for a further 3 years. Resolved: (i) The success of the pilot, be noted. (ii) The extension of the Missing Shares Service for a further 3 years on a recoverable income basis, be approved. Page 6 of 96
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COUNCILLOR T MCEWAN LED THE DISCUSSION FOR THE REMAINING ITEMS OF BUSINESS. 8. ANNUAL UPDATE ON PERTH AND KINROSS LOCAL HOUSING STRATEGY 2022-2027 There was submitted a report by Strategic Lead – Housing and Communities (24/191) noting 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. Resolved: (i) The progress made during 2022-2023 and 2023-2024 towards achieving the outcomes set out within the LHS Action Plan (Appendix 1), be noted. (ii) The priorities for 2024-2025 set out in Section 7 below, be approved. 9. COMMUNITY EMPOWERMENT ANNUAL REPORT 23/24 There was submitted a report by Strategic Lead – Housing and Communities (24/192) (1) seeking approval on the Community Empowerment Annual Report for 2023/24 and (2) providing an overview of the work to promote and respond to interest in Community Asset Transfer and Participation Requests. Resolved: The Community Empowerment Annual Report 2023/24, be approved. 10. COMMUNITY INVESTMENT AND LOCAL ACTION PARTNERSHIP FUNDS 2024/25 There was submitted a report by Strategic Lead – Housing and Communities and Strategic Lead – Strategic Planning, People and Performance (24/193) setting out proposals for delivering the Community Investment Fund (CIF) and Local Action Partnership funding in 2024/25. Resolved: (i) The proposals and funding breakdown for delivering CIF in 2024/25, be approved. (ii) The proposals and funding for a Participatory Budgeting exercise in 2024/25, be approved. ~~~~~~~~~ Page 7 of 96
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HOUSING AND SOCIAL WELLBEING OUTSTANDING BUSINESS STATEMENT (OBS) (Report No. 24/274) Please note that this statement sets out outstanding decisions of Council / this committee / sub-committee along with an update and estimated completion date. Actions which are overdue are shaded for ease of reference. Where an update reflects that an action is complete then agreement will be sought to its removal from the OBS. No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/completed Action Expected 16. 19 June 2024 Item 5. Report 24/189 Perth and Kinross Local Policing End of Year Performance Report 1 October 2023 – 1March 2024 Provide a percentage breakdown of serious assaults in relation to Perth Prison only N Russell/G Burns, Police Scotland DUE 2 October 2024 17. 19 June 2024 Item 5. Report 24/189 Perth and Kinross Local Policing End of Year Performance Report 1 October 2023 – 31 March 2024 Provide further information on age demographic of individuals reporting sexual assaults or rape offences N Russell/G Burns, Police Scotland DUE 2 October 2024 18. 19 June 2024 Item 5. Report 24/189 Perth and Kinross Local Policing End of Year Performance Report 1 October 2023 – 31 March 2024 In relation to satisfaction of individuals contacting police, provide examples of shared learning from the Chief Inspector Forum and subsequent implementation N Russell/G Burns, Police Scotland DUE 2 October 2024 4 Page 9 of 96
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No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/completed Action Expected of good practice within Perth and Kinross 19. 19 June 2024 Item 5. Report 24/189 Perth and Kinross Local Policing End of Year Performance Report 1 October 2023 – 31 March 2024 Provide statistics regarding assaults on Police Officers N Russell/G Burns, Police Scotland DUE 2 October 2024 20. 19 June 2024 Item 5. Report 24/189 Perth and Kinross Local Policing End of Year Performance Report 1 October 2023 – 31 March 2024 Provide breakdown of Road Traffic Collisions in relation to the A9 only N Russell/G Burns, Police Scotland DUE 2 October 2024 21. 19 June 2024 Item 5. Report 24/189 Perth and Kinross Local Policing End of Year Performance Report 1 October 2023 – 31 March 2024 Include information/statis tics on Human Trafficking and Modern Slavery within next report to Committee N Russell/G Burns, Police Scotland DUE 2 October 2024 22. 19 June 2024 Item 8. Report 24/191 Annual Update on Perth and Kinross Local Housing Strategy Provide visual mapping of all affordable housing within Perth and Kinross E Ritchie / B Wilson DUE 2 October 2024 23. 19 June 2024 Item 10. Report 24/193 Community Investment and Local Action Provide breakdown of Community Information provided by L Haxton and circulated to L Haxton / J Dudgeon COMPLETE 2 October 2024 Page 10 of 96
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No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/completed Action Expected Partnership Funds 2024/25 Investment Fund and Participatory Budgeting spend by ward, each year since 2016/17. Members via email 26 June 2024 Page 11 of 96
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PERTH AND KINROSS COUNCIL Housing and Social Wellbeing Committee 2 October 2024. PERTH AND KINROSS TENANT PARTICIPATION STRATEGY 2024-27 Report by Strategic Lead – Housing and Communities (Report No. 24/277) 1. PURPOSE 1.1 The purpose of this report is to seek approval for the newly revised Perth and Kinross Tenant Participation Strategy for 2024-27 and its implementation. 2. RECOMMENDATIONS 2.1 The Committee is recommended to: (i) Note the approach and development of the Perth and Kinross Tenant Participation Strategy 2024-27. (ii) Approve the Strategy and its implementation as outlined in the Action Plan (Appendix 1). 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Section 5: Development of the Strategy • Section 6: The Strategy • Section 7: Implementation • Section 8: Conclusion • Appendices 4. BACKGROUND 4.1 Section 53 (1) of the Housing (Scotland) Act, 2001 places a duty on Local Authorities and Registered Social Landlords (RSLs) to prepare a tenant participation strategy which includes an assessment of resources required and a statement of the resources to be made available. The Strategy must demonstrate how, as a landlord, how the Council intends to communicate with, and listen to tenants. 4.2 The introduction of the Scottish Social Housing Charter through the Housing (Scotland) Act 2010 requires Perth and Kinross Council to report annually to the Scottish Housing Regulator annually on the Charter Outcomes. 7 Page 13 of 96
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4.3 Whilst the involvement of tenants and other customers is central to achieving all of the Scottish Social Housing Outcomes, the Tenant Participation Strategy (the Strategy) focuses on Charter Outcome 3: Participation – Social landlords manage their businesses so that tenants other customers find it easy to participate in and influence their landlord’s decisions at a level they feel comfortable with. The outcome describes what landlords should achieve by meeting their statutory duties in relation to tenant participation, the ways in which social landlords gather and consider the views and priorities of their tenants; how they shape their services to reflect these views; and how they help tenants and other customers to become more involved. 4.4 The existing Strategy 2018-21 was approved by Housing and Communities Committee on 24 January 2018 (Report 18/18). This was the first time that Perth and Kinross Council had asked a tenant led group to scrutinise tenant participation activities and to support the development of the Strategy. The Tenant Participation Strategy Monitoring and Implementation Group monitors the implementation of the strategy action plan and the achievement of its aims and strategic outcomes. A summary of achievements can be found within Appendix 2. 4.5 As a result of the COVID-19 pandemic and the inability for Perth and Kinross Council to meaningfully consult and engage with tenants in the development of the new Strategy, the current Strategy was not reviewed until March 2023. 5. DEVELOPMENT OF THE NEW STRATEGY 5.1 A tenant consultation and engagement programme was implemented to seek tenants’ views and use their feedback to inform the Strategy development. This ensured that the Strategy was genuinely co-produced by tenants. 5.2 An early engagement survey was developed to ensure tenants across Perth & Kinross could express their views on the: • extent to which tenants currently get involved in TP. • barriers to getting involved. • main issues tenants want to get involved with. • ways in which tenants want to get involved. 5.3 A Tenant Participation Steering (TPS) Group was also set up. This Group consisted of over ten tenants, tenant participation staff and housing service leaders. 5.4 The Group held two half day TP Strategy development meetings along with a Group workshop. The purpose of these sessions was to identify and agree the main issues, the key priorities, the outcomes to be achieved through the revised Strategy and to finalise a new menu of opportunities for tenant involvement. Page 14 of 96
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5.5 A TP Strategy conference was also held to encourage wider tenant involvement and to ensure the delivery of a genuinely co-produced strategy. The purpose of the event was to sign off the Strategy vision, key priorities, and action points that would inform the Strategy programme over the next three years. 6. THE TP STRATEGY 2024-27 6.1 The agreed vision for the new strategy is that “Tenant Participation in Perth & Kinross offers everyone an opportunity to work together, be listened to, influence decisions on the issues which matter most to them and improve housing outcomes.” 6.2 The Strategy includes four key priorities as agreed with tenants: Priority 1: Creating a culture of tenant participation across staff and tenants. Priority 2: Improving communication and keeping tenants informed of the decisions which affect them. Priority 3: Ensuring everyone has a say in the housing decisions that matter to them. Priority 4: Ensuring tenants and communities lead the way in improving neighbourhoods and places. 6.3 The strategy includes 11 sections each of which provide additional information on, for example: • the vision and purpose of the Strategy • the development of the Strategy including consultation and engagement • our current approach • the Strategy priorities • our menu of opportunities • delivering the priorities and outcomes 7. IMPLEMENTATION 7.1 The Strategy will build on previous achievements in tenant-led scrutiny and strategic involvement. From creating a culture of tenant participation, through greater involvement of all housing staff, this will encourage and promote more tenant engagement at a local level. 7.2 A communication plan will be developed to promote the Strategy to all tenants, staff and key stakeholders. This will include the publication of an easy-read summary and a menu of opportunities for tenant involvement – ensuring all tenants’ voices are heard. Page 15 of 96
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8. CONCLUSION 8.1 This report presents a new Perth and Kinross Tenant Participation Strategy for 2024-27 and ensures that tenants remain at the heart of influencing decisions on housing related services. 8.2 The Scottish Social Housing Charter clearly defines the importance of tenant consultation, engagement and participation across the housing service function. This new Strategy outlines how meaningful tenant engagement and involvement can result in better service experiences, improved outcomes and how this will be achieved for all Council housing tenants in Perth and Kinross. Author Name Designation Contact Details Michelle Dow Service Manager (Housing and Communities) EPLCommitteeReports@pkc.gov.uk (01738) 475000 Approved Name Designation Date Elaine Ritchie Strategic Lead – Housing and Communities 11 September 2024 APPENDICES • Appendix 1 – Perth and Kinross Council Tenant Participation Strategy 2024- 2027 Page 16 of 96
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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 Yes Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance Yes Risk None Consultation Internal Yes External Yes 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 17 of 96
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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 n/a. Workforce 2.2 n/a. Asset Management (land, property, IT) 2.3 n/a. 3. Assessments 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 in relation to this report can be viewed clicking here. This section should reflect that the proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as relevant and the following positive outcomes expected following implementation: ▪ Services that are the focus of this report provide positive outcomes for tenants. ▪ Services are designed in partnership with those who benefit directly from them. 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. This section should reflect that 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. Page 18 of 96
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Sustainability 3.3 n/a. Legal and Governance 3.4 The Strategic Lead for Legal and Governance has been consulted on this report. 4. Consultation Internal 4.1 Strategic Leads and senior managers have been consulted on the content of this report. External 4.2 The Tenant Committee Report Panel was consulted about this report and a hybrid meeting was held to allow tenants to question Lead Officers. The Panel that this was an excellent report and outlined well the future for Tenant Participation in Perth and Kinross. The Panel further acknowledged that this was more than a two-way process between tenants and housing staff. References throughout the report to initiating a “change of culture” at all levels of the Council were commended. 5. Communication 5.1 n/a. 2. BACKGROUND PAPERS 2.1 None. Page 19 of 96
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Appendix 1 Perth and Kinross Council Tenant Participation Strategy 2024-27 Table of contents 1. Welcome…………………………………………………………… Page 2 2. Introduction.………………………………………………………… Page 3 3. Tenant participation strategy, vision and purpose…………… Page 3 4. Current approach in Perth & Kinross…………………………… Page 3 5. The Strategy – consultation and engagement………………… Page 4 6. Links to wider corporate and housing strategies…………… Page 4 7. TP in Perth and Kinross – what’s our starting point?............ Page 4 8. TP Strategy priorities………………………………………………. Page 6 9. Our New Approach to Tenant Involvement in Perth & KinrossPage 8 10. Our Menu of Opportunities……………………………………… Page 10 11. Delivering the Strategy’s priorities and outcomes……… Page 10 Appendices: Appendix 1 - Tenant Participation Action Plan 2024 / 2027…………………………………… Page 13 Appendix 2 - Scottish Housing Charter Communications and Participation Standards………Page 17 Appendix 3 - The Strategic Context………………………………………………………………. .Page 19 Appendix 4 - What we know about our tenants…………………………………………………...Page 22 Appendix 5 - New Strategy, our approach to consultation and engagement…………………. Page 23 7 Page 21 of 96
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1. Welcome Welcome to Perth and Kinross Council’s Tenant Participation Strategy, which sets out how we plan to involve our tenants and make sure that they can influence and scrutinise the housing services we deliver. The Strategy sets out our commitment to involving tenants when we are developing and reviewing our housing policies and services. The Housing Management Team and I want to continue to build on our achievements over the last few years, supporting tenants and working in close partnership with them. We will remove any barriers so that tenant participation is accessible to all. We want to develop new ways of interacting and participating with our tenants, with a shift to online communication wherever possible, whilst maximising tenant involvement. We will continue to make sure tenants are at the heart of everything we do, giving them a menu of options to choose from so that they can get involved in a way that suits them. We value our tenant volunteers and all the work that they do with us every day. This Strategy reflects how much more we want to achieve and explains the steps we will be taking to involve as many tenants as possible in the coming years. Elaine Ritchie, Strategic Lead, Housing and Communities Page 22 of 96
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2. Introduction Perth & Kinross Council is pleased to present the new Tenant Participation Strategy, covering the period 2024-2027. The Tenant Participation Strategy (referred to as the Strategy) sets out Perth & Kinross Council’s vision and priorities for tenant participation (TP) and involvement. It has been co-produced in partnership with tenants, written for tenants and has been aligned with national tenant participation standards. 3. Tenant participation strategy, vision and purpose The Strategy sets out how tenants will be empowered and enabled to be involved in decision making about their homes, housing services, neighbourhoods and communities. The Strategy sets out how we will work to build positive relationships between staff, tenants, tenant representatives and other local stakeholders to ensure that all tenants find it easy to get involved at the level that is right for them. The Strategy’s vision sets out how the housing service will work to achieve effective TP. It has been developed locally but reflects national best practice and guidance from across Scotland. The main purpose of the Strategy is to: • Set out how we will communicate effectively so that tenants can engage with us. • Explain how we will work in partnership with tenants, work with tenants to develop a range of options to get them involved in the decisions we make on their homes, communities and within the housing service. • Develop a shared understanding of the main issues and the actions that tenant participation should focus on. • Create a clear direction for tenant participation, with tenant-led priorities and actions. • Focus on the outcomes required to achieve the tenant participation vision. 4. Tenant Participation - Current approach in Perth & Kinross The Strategy builds on the vision of the previous strategy which aimed to use a locality- based approach to enable tenant involvement by: Supporting people to get involved in matters that are important to them and their neighbourhoods, building relationships with staff, and building bridges in communities. The objectives of the 2018-2021 Strategy were to provide all tenants the opportunity to have their say in local housing service improvements through a range of participation opportunities. Page 23 of 96
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Over the last five years of the previous Strategy has achieved the following outcomes: Increased TP activity across the four Housing Locality Areas delivered through the provision of a dedicated TP Worker working within all locality housing teams on an annual programme of local activities including locality forum meetings, roadshows, Estate Based Initiatives and local tenant events. Implementation of a menu approach to getting involved, which offered tenants a wider range of participation opportunities to choose from. Wider use of online and digital channels for tenants to talk and give feedback to the housing service. Over 1,750 tenants engaging via e-mail, tenant e-panels and online voting systems. Support for tenants to engage with participation opportunities through formal and informal training including the Residents’ Academy Training Programme. The Digital Inclusion Project has supported tenants to actively engage with the many online opportunities to participate. Proactive monitoring of tenant participation engagement and satisfaction levels through quarterly pulse surveys and annual updates on performance. A key success of the previous Strategy was the significant shift to digital communication, engagement, and involvement. Since the pandemic, tenants are choosing to continue to use digital platforms to get involved. The Housing Service also provides more opportunities for local participation through the network of Locality Housing Teams. The new Strategy provides an opportunity to further shift the focus of TP to achieve a greater locality-based approach and to develop and embed a genuine culture of TP across all housing staff and tenants. 5. The Strategy – consultation and engagement Building on the previous success, a range of consultation opportunities were provided through the course of developing the Strategy. This included opportunities for early engagement to ensure that tenants could shape the Strategy priorities and share their views on how and what they wish to participate in. A tenant consultation and engagement programme was delivered to seek tenant views and use feedback to inform the Strategy development. This ensured that the Strategy was genuinely co-produced by tenants. 6. Links to wider corporate and housing strategies In developing the Strategy, tenants agreed that the vision and priorities of the Strategy should link to and reflect the wider community and housing strategies in Perth & Kinross. It was agreed that this approach would ensure the Strategy could build on opportunities for community and resident involvement and place tenants at the heart of activity to improve homes, neighbourhoods and places. The Perth and Kinross Corporate plan 2022-2027 sets out the strategic vision for Perth & Kinross where everyone can live life well, free from poverty and inequality. Page 24 of 96
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The Perth & Kinross Local Housing Strategy (LHS) vision also places housing at the centre of these major ambitions for the Perth & Kinross area, building on the theme of resident and community empowerment. The link to the LHS can be found at Local Housing Strategy (LHS) 2022-2027. 7. TP in Perth and Kinross – what’s our starting point? The Housing Service is committed to providing tenants with a range of opportunities to get involved, according to tenant preferences and interests. Different levels of involvement have been developed to encourage tenants to get involved at the level which suits them. These include: • Low level involvement by completing consultation or satisfaction surveys, signing up to the ‘Interested Tenant’ list, attending a conference or following TP pages on social media. • Medium involvement by taking part in Estates Based Initiatives (EBI) to deliver improvements within local neighbourhoods, attending local events or a tenant forum, attending Registered Tenants Organisation meetings. • High level involvement by influencing decisions through joining a Registered Tenants Organisation, taking part in a working group, or getting involved in a Tell Us What You Think activity which scrutinises areas of housing services to drive improvements or sign up to participate digitally. Registered Tenant Organisations (RTO) Registered Tenant Organisations (RTOs) have a statutory right to be consulted on significant housing issues. RTOs have an important role in tenant participation and are informed of any proposals for their area and the likely impact. The Housing Service is keen to encourage and support tenant organisations to apply to the Housing Service to become an RTO and get involved with consultation on housing and local issues, but also setting their own agenda on the items they wish to progress. Perth and Kinross Tenants & Residents Federation (Perth & Kinross TRF) Perth and Kinross TRF have been in operation since the mid-1990s and provides the space for all social housing tenants across Perth and Kinross to come together to discuss housing related matters that are important in communities. The role of the Federation is to support tenant and resident groups to take part in discussions about their neighbourhood and housing, this will happen by: • Upholding equal opportunities as part of working together for all members of the group which is free from discrimination - every member offers a valuable contribution through lived experience. • Promoting the rights of tenants in relation to their housing condition, environment and access to services. Page 25 of 96
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The Perth and Kinross TRF supports tenants to meet with housing staff to ask the important questions at the heart of housing. This can be in person, online or through hybrid events. By encouraging tenant participation and community spirit, Perth & Kinross TRF aims to grow its membership to build a thriving tenant community, working together with other organisations and services to meet objectives and share our outcomes and information with others to contribute to sector learning and development. Communication Channels During the delivery of the last Strategy, the Housing Service increased the number of communication channels with the introduction of more digital methods, whilst still retaining some more traditional methods such as paper and face to face. The Housing Service maintains a tenants register of interested parties and their preferred method of communication and aims to target consultation with tenants via their preferred channel, which includes: • Voting consultations e.g. rent consultation process • Email and text messages • E-panel (a consultation tool for tenants who cannot or do not want to attend events face to face) • Facebook, X (formerly Twitter), a dedicated YouTube channel and Instagram channel • Newsletters • Webpages • Online and paper surveys/consultations. Analysis of communication responses between 2021/22 and 2022/23 shows the highest increase in communication has been in the use of the text messaging service (60%), followed by engagement in voting consultations (51%). The use of e-mail has increased by 49%, with the housing service now holding the e-mail address of approximately 21.5% of the tenant population. Support to Tenants The Housing Service is also committed to supporting tenants to get involved and offers a range of supports including: • Assistance with using a phone, computer or tablet through the Digital Inclusion Project. The project offers free 1-2-1 or group training sessions, guided by what tenants want to learn and can be undertaken at home or a public venue. • Training and development through Residents’ Academy training sessions to support tenants to become more informed about the service’s responsibilities as a landlord and to increase confidence in offering feedback and scrutiny. • Assistance with travel and childcare expenses is offered to all tenants who attend TP activities where we have asked tenants to travel or who would not be able to attend due to lack of childcare. The housing service holds regular local tenant events to inform tenants of housing issues. Page 26 of 96
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Tenant engagement levels/interest • The percentage of tenants satisfied with the opportunity to participate and influence decision making processes has decreased slightly from 76% in 2021/22 to 72% in 2022/23. • Similar to other social landlords, there has been a decrease in the number of our tenants engaging through more traditional routes such as formal groups, RTO or scrutiny panels with increased take-up in digital opportunities to get involved. • Recent pulse survey results provided insight into how tenants wanted to participate in engagement meetings and events. The majority of tenants (37%) preferred to meet in person compared to 36% who did not want to attend more formal meetings, while 11% preferred online and 28% a combination of the two. • When tenants were asked if they are more likely to attend meetings and events if they were held closer to their homes, 52% of tenants said that it would make no difference, while 43% said it would. 8. TP Strategy priorities Based on the above and from the engagement and consultation events with tenants, the TP Strategy vision for 2024 – 2027 is that: “Tenant participation in Perth and Kinross offers everyone an opportunity to work together, be listened to and influence decisions on issues which matter most to them and improve housing outcomes” Along with the vision, four key priorities for the Strategy were also co-produced with tenants. These four priorities focus on: • Priority 1: Create a culture of tenant participation across staff and tenants. • Priority 2: Improve communication and keep tenants informed of the decisions which affect them. • Priority 3: Enable everyone to have a say in the housing decisions that matter to them. • Priority 4: Ensure tenants and communities lead the way in improving neighbourhoods and place. Actions for Priority 1: Create a culture of tenant participation across staff and tenants. The following priority actions have been identified to enable the Housing Service and tenants to deliver the following Strategy Priority 1 outcomes: • Design a set of shared values which set out the mindset and behaviours needed to drive a new tenant participation culture and launch this widely across our staff, tenants and elected members. • Involve frontline managers, senior staff and elected members in promoting and supporting tenant participation. • Establish a tenant participation framework setting out the tenant participation role of all staff across Housing Services in delivering the Tenant Participation Strategy. • Develop a communications strategy for tenants highlighting that ‘everyone has something to offer’ to be delivered by frontline staff in Locality Teams. Page 27 of 96
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• Deliver a joint training programme on the values of Perth and Kinross tenant participation for staff, tenants and elected members. Actions for Priority 2: Improve communication and keep tenants informed of the decisions which affect them. The Housing Service is committed to working in partnership with tenants to make the changes needed to improve the approach to tenant communication. Tenants have expressed a need to have a more person-centred approach, based on a better understanding of how individual tenants would like to be kept informed. Alongside this, the Council wants to extend and promote a wide range of methods of communication, exploring and piloting new methods in partnership with tenants. • Pilot a six-month TP communication plan setting out planned communication and engagement activity across the year. • Relaunch and update the Tenant Register to generate new tenant interest. • Ensure all tenants receive feedback after TP activities, using the “You Said/We Did” format. • Promote the menu of TP opportunities widely across Perth and Kinross. • Launch pulse surveys to gauge tenant awareness of key decision-making opportunities. • Identify individual tenant communication preferences using the menu of opportunities. • Further develop the digital strategy to support digital inclusion for tenants. Actions for Priority 3: Enable everyone to have a say in the housing decisions that matter to them. The following priority actions have been identified to enable the Housing Service and tenants to deliver on the following Strategy Priority 3 Outcomes: • Identify groups of tenants who are least likely to get involved and target engagement at a locality level in a way that suits them. • Expand links with agencies who work with hard-to-reach groups such as young people and identify ways to improve involvement in TP. • To ensure tenants are fully supported, review and implement recommendations in relation to grant assistance/tenant participation budge to support people. • Establish locality-based working groups that meet both service needs and tenants’ interests. • Develop a framework to record and monitor how the views and experiences of tenants have been used to inform service delivery. • Co-produce with tenants a range of incentives and support to increase TP. • Launch a recruitment programme to increase the number of tenants involved in TP by promoting the menu of opportunities. Page 28 of 96
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Actions for Priority 4: Ensure tenants and communities lead the way in improving neighbourhoods and place Tenants, as an important part of local communities, are best placed to identify local needs and solutions. Better outcomes will be delivered by ensuring that tenants are placed at the heart of influencing community-based decisions on neighbourhoods and placemaking. This means that tenants themselves can make the connections between improving homes (through the Housing Service investment programme) and improving places through neighbourhood improvement and investment. The following priority actions have been identified to enable the Housing Service and tenants to deliver the following Strategy Priority 4 Outcomes: • Align the Local Action Partnership Plans with TP priorities to maximise the opportunity for tenants to get involved and influence decisions made in their community or by the Housing Service. • Launch the new TP Strategy across Local Action Partnerships to ensure they are a key driver for TP and engagement. • Upskill frontline staff to provide appropriate support and assistance for tenants to ensure they can be fully involved in their Local Action Partnerships and other engagement activities. • Establish links between TP budget and community participatory budget events. • Devolve budget to support TP events and activities at a locality level. • Expand links with local community agencies to support delivery of locality TP priorities. • Develop locality opportunities for social activities that will encourage TP and build capacity in communities. 9. Our New Approach to Tenant Involvement in Perth & Kinross The new Strategy provides an opportunity to shift the TP framework in Perth & Kinross away from specialist or planned activity alone, to simple day to day activity. Driving a strong culture of tenant participation across housing staff and tenants should enable tenant involvement to become a ‘business as usual activity’ with staff routinely engaging with tenants and communities to identify and deliver service improvements. This will represent a major shift in the delivery of TP opportunities at a locality and community level by frontline staff who are the most heavily engaged with those communities. Building this culture should succeed in further developing TP so that strong commitments can be forged between tenants and housing staff to work together to deliver the Strategy and improve the delivery of housing services. Building on local and community knowledge will be key to this approach, as will be building up insight of our tenants and their participation preferences. Page 29 of 96
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Our Framework for Involvement TP is about enabling tenants and service users to get involved in the decision-making processes of the housing service. Delivered well, tenant participation gives tenants and service users the opportunity to influence decisions and also helps the housing service to deliver better services which focus on the priorities which matter most tenants. The Housing Service’s framework for involvement sets out the approach to TP. It offers different levels of involvement to enable effective communication, consultation and engagement. By offering this approach, it is hoped that tenants have freedom to decide how and when to get involved in a way that works best for them. Communication is about the range of methods the housing service will use to keep tenants informed and the exchange of information between them. There are a variety of methods which the housing service discussed and agreed with tenants as part of developing the Strategy. It is recognised that tenant preferences, circumstances and priorities may change over time and the type of communication methods may differ depending on the particular housing issue. Taking this into account, the housing service’s approach to communication will be based on: • Offering a mix of methods based on tenant preferences. • The particular housing issue involved. • Regular review of how tenants want to be kept informed. Consultation should focus TP activity on the housing issues tenants most want to be involved with and influence over, including our annual rent consultation. Through engagement with tenants during the development of the Strategy the housing service has identified that the main issues which matter most to tenants are local neighbourhood issues, repairs, anti-social behaviour, new council homes and improvements to existing homes. Effective consultation should use a wide range of methods tailored to each housing issue. The housing service’s approach to consultation will be based on: • The main housing issues which matter most to tenants. • A wide range of methods to enable tenants to get fully involved if and when they choose to. • Regular reviews of consultation methods to make sure they are working. Engagement refers to the activities and opportunities the housing service will offer for tenants to influence housing policy, service design and decision-making processes. This includes the development of plans and strategies, scrutiny of housing services, service improvement work and the design of new services. The housing service has engaged with tenants to agree preferred engagement opportunities and activities. Our approach to engagement will be based on: - • Being clear about the purpose of the engagement activity. • Identifying who needs and wants to be to be involved in engagement activity. • Designing the most suitable method of engagement to maximise tenant involvement. Page 30 of 96
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10. Our Menu of Opportunities A menu of opportunities has been designed by tenants and aligned into the categories of the housing service’s framework for involvement, communication, consultation and engagement. To provide individual choice and flexibility in what, and how, tenants can access participation opportunities, the menu has also been divided into involvement levels, with communication forming lower-level involvement, consultation forming medium level involvement and engagement forming higher level involvement. Communication: • Registering their preferred communication methods by emailing or calling us. • Completing satisfaction surveys on housing services – online or paper. • Attending a Tenant Conference event about Housing Services. • Reading the quarterly magazine On The House – online or paper copy. Consultation: • Completing consultation questionnaire to influence decision-making. • Attending local tenants’ events to discuss issues which matter to them. • Getting involved in neighbourhood walkabouts to identify Estate Based Initiative improvement projects. • Attending online or face-to-face gatherings such as coffee mornings. Engagement • Attending a pop-up session including themed events to influence decisions. • Using a community app to get involved in discussions. • Attending a smaller focus group to influence decisions. • Becoming an E-Panel member. • Joining a group which meets to scrutinise Housing Services. 11. Delivering the Strategy’s priorities and outcomes The actions set under each Strategy Priority have been developed into a detailed Action Plan which sets out specific actions, timescales, and responsibilities to guide implementation and delivery, providing a strong basis for monitoring progress. The Action Plan will be reviewed on an annual basis through a tenant-led panel to ensure that the priority actions are being implemented in TP activities throughout the year. The review will measure the impact of the actions, outcomes and identify any areas for improvement. The panel will be open to all tenants, staff, and elected members. Any changes made as part of the review will be shared with tenants, staff, and elected members. The Housing Service has always worked with tenants to monitor and evaluate participation activities. In the next three years we will work to further develop how TP activities are delivered in line with Outcome 3 (Participation) of the Scottish Social Housing Charter. The Strategy will be reviewed annually through a tenant-led review panel to provide feedback on different measures including: • Measuring overall performance against the Strategy action plan to ensure that outcomes are delivered through a range of TP opportunities at all levels. • Reviewing the tenant and staff training program to ensure that the Strategy priorities and actions are being effectively delivered. Page 31 of 96
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• Reviewing the minutes of tenant meetings to confirm that all actions have been followed up by the relevant team or service to promote a culture of working together. • Reviewing the number of tenants engaging in all TP activities to identify preferred methods of participation and identify changes to inform how TP is delivered. • Reviewing how information is being communicated to tenants in line with communication preferences to maximise engagement in a range of TP opportunities. • Evaluating all scrutiny feedback and action plans to ensure that opportunities for service improvement have been considered and implemented where possible. • Monitoring locality-based tenant participation activity against the Local Action Partnership Plans to ensure that TP is being delivered in partnership with Council services to meet different locality priorities. Tenant Participation Resources TP is the responsibility of the housing service with the current approach based on a traditional model of delivering tenant support through a specialist TP Team. Currently, the team are responsible for the planning and delivery of the majority of TP activity across the four Locality Teams. The previous Strategy is aligned with the structure of the housing service locality model, with TP activity delivered in Perth City, Letham and Hillyland, North Perthshire and South Perthshire. The TP Team consists of four employees with a TP Worker assigned to each locality promoting TP and tackling any local issues around TP. Each TP Worker has an individual specialism including Digital Inclusion, Older Persons Housing, Homelessness and there is a dedicated TP Worker for each Gypsy/Traveller site. The TP Team has specific responsibility to provide support to new and existing groups, provide support to locality housing teams, senior managers and elected members, co-ordinate TP training, promote TP at a strategic level and consult with the wider community. A key priority within the new Strategy is to change the TP culture across Perth & Kinross Council to TP as a ‘business as usual activity’ across all housing staff. Frontline staff, management and senior management will all be involved in TP, including its promotion, and the delivery of the priorities within the Action Plan. There is an Estate Based Initiative budget of £200,000 per annum split across the four locality teams. To empower tenants and communities, funding is available through a ‘Think Yes’ budget which will be developed as one of the TP strategy actions to support community improvements out with the scope of EBIs. Funding is also available through Community Funding such as Participatory Budgets as well as other grants, the TP team can support tenants and tenant lead groups to identify eligible funding opportunities. Page 32 of 96
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Tenant Participation Action Plan 2024 / 2027 Appendix 1 Tenant Participation (TP) Strategy Priority 1: Creating a culture of tenant participation across all staff and tenants. Action Point Timescale Responsibility 1.1 Design a set of shared values which set out the mindset and behaviours needed to drive a new TP culture and launch widely across staff, tenants and elected members. Dec 2024 Senior Tenant Participation Officer 1.2 Involve front line staff, managers, senior staff and elected members in promoting and supporting TP through staff Locality Action Plans, including training and consultation materials. 2024 / 2027 Team Leader 1.3 Establish a tenant participation framework setting out the tenant participation role of all staff across housing services in delivering the Strategy. March 2025 Senior Tenant Participation Officer 1.4 Develop a communication strategy for tenants that 'everyone has something to offer' to be delivered by frontline staff in locality teams. Dec 2024 Communication Officer 1.5 Deliver a joint training programme on the values of Perth & Kinross Council tenant participation across staff, tenants and elected members. 202/27 Senior Tenant Participation Officer / Team Leader Tenant Participation Strategy (TP) Priority 2: Improving communication to keep tenants informed of the decisions which affect them. Action Point Timescale Responsibility 2.1 Pilot a 6-month tenant participation communication plan setting out planned communication, consultation and engagement activity across the year. April 2025 Senior Tenant Participation Officer / Communication Officer 2.2 Relaunch and update the Tenants Register to generate new tenant interest. Dec 2024 Senior Tenant Participation Officer 2.3 Ensure all tenants receive feedback after tenant participation activities using a range of opportunities. 2024/2027 Senior Tenant Participation Officer 2.4 Promote the menu of TP opportunities widely across Perth & Kinross 2024/2027 Senior Tenant Participation Officer 2.5 Continue to gauge tenant awareness of key decision-making opportunities through pulse surveys (approximate 100 per month). 2024/2027 Senior Tenant Participation Officer Page 33 of 96
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2.6 Identify individual tenants’ communication preferences through all staff interaction with tenants. 2024/2027 Senior Tenant Participation Officer 2.7 Further develop the digital strategy to support digital inclusion for tenants. 2024/2027 Senior Tenant Participation Officer Tenant Participation Strategy (TP) Priority 3: Ensuring everyone has a say in the housing decisions that matter to them. Action Point Timescale Responsibility 3.1 Identify groups of tenants who are least likely to get involved and target engagement at a locality level. 2024/2027 Senior Tenant Participation Officer 3.2 Expand links with agencies who work with groups such as young people and hard to reach to identify ways to improve involvement in TP. 2024/2027 Senior Tenant Participation Officer 3.3 To ensure tenants are fully supported, review and implement recommendations for grant assistance and TP participatory budgets. June 2025 Senior Tenant Participation Officer / Team Leader 3.4 Establish locality working groups in each locality that meets both service needs and tenants’ interests. July 2025 Senior Tenant Participation Officer 3.5 Develop a framework to record and monitor how the views and experiences of tenants have been used to inform service delivery. Dec 2025 Senior Tenant Participation Officer 3.6 Co-produce with tenants a range of incentives and support to increase tenant participation. 2024/2027 Senior Tenant Participation Officer 3.7 Launch a recruitment programme to increase the number of tenants involved in TP by promoting the menu of opportunities. March 2025 Senior Tenant Participation Officer Page 34 of 96
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Tenant Participation (TP) Strategy Priority 4: Ensuring tenants and communities lead the way in improving neighbourhoods and place. Action Point Timescale Responsibility 4.1 Align the Local Action Partnership Plans with tenant participation priorities to maximise the opportunity for tenants to get involved and influence decisions made in their community or within the housing service. 2024/2027 Team Leader 4.2 Launch the TP Strategy across the Local Action Partnerships to ensure they are a key driver for tenant participation and engagement. Dec 2024 Senior Tenant Participation Officer / Team Leader 4.3 Upskill frontline staff to provide appropriate support and assistance to tenants to ensure they can be fully involved in their Local Action Partnership and other engage activities. 2024/2027 Senior Tenant Participation Officer / Team Leader 4.4 Establish links between TP budget and community participatory budget events. 2024/2027 Senior Tenant Participation Officer 4.5 Devolve budgets to support TP events and activities at a locality level. 2024/2027 Senior Tenant Participation Officer 4.6 Expand links with local community agencies to support delivery of locality TP priorities. 2024/2027 Senior Tenant Participation Officer 4.7 Develop locality opportunities for social activities that will encourage TP and build capacity within communities. 2024/2027 Senior Tenant Participation Officer Page 35 of 96
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Appendix 2: Social Housing Charter – Communication and Participation Standards The Housing (Scotland) Act 2010 introduced the Scottish Social Housing Charter (The Charter). This sets out the standards and outcomes which landlords should be delivering to all social housing tenants, wherever they live. The Charter came into effect in 2012 and was reviewed in 2016 with a revised Charter in place from April 2017. It focuses landlord activity on services that are important to tenants and other customers and encourages a culture of involving service users in the design, delivery and performance of services. To ensure this succeeds, tenants are empowered to work in partnership with their landlords to monitor and challenge decisions and performance. The independent Scottish Housing Regulator (SHR) is responsible for monitoring, assessing and reporting on how well social landlords, achieve the Charter’s outcomes. The Charter sets out the following specific outcomes and standards for Communication and Participation: Communication Social landlords manage their businesses so that: • Tenants and other customers find it easy to communicate with their landlord and get the information they need about their landlord, how and why it makes decisions and the services it provides. Participation Social landlords manage their businesses so that: • Tenants and other customers find it easy to participate in and influence their landlord’s decisions at a level they feel comfortable with. The Charter makes it clear that the outcomes on communication and participation should be reflected across the whole of a landlord’s activities. Where these outcomes are being achieved a landlord’s overall performance is better. The Housing Service provides annual performance information to the Scottish Housing Regulator including feedback from tenants on satisfaction with service delivery and communication. The extent to which tenants feel informed and involved in decision making is also measured. The Charter also includes an outcome on equalities for social landlords in Scotland aimed at ensuring equality of opportunity and access. The outcome states that: “Every tenant and other customer has their individual needs recognised, is treated fairly and with respect, and received fair access to housing and housing services”. The housing service has a dedicated Equality and Fairness Impact Assessment (EFIA), which sets out a detailed list of actions for each of the equality strands. The Strategy will be assessed against this framework. Page 36 of 96
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We will continue to monitor and report on the equalities impact of the Strategy over the next three years, with a focus on the nine protected characteristics of the Equality Act. If any there is any negative impact on a particular section of the tenant population is identified, appropriate action will be implemented to redress the situation with the Strategy Action Plan. Page 37 of 96
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Appendix 3 – The Strategic Context Building on the priorities set out in the Local Housing Strategy (LHS), the Strategy details how effective tenant involvement will result in better service experiences, housing outcomes and value for money. The Strategy aims to build positive relationships between staff, tenants, tenant representatives and other local stakeholders to ensure that all tenants find it easy to get involved at the level that is right for them. The Housing Service is committed to ensuring that the Strategy is set within the wider Community Planning and LHS delivery processes, ensuring that tenants are prioritised as stakeholders in community empowerment opportunities. The national and local strategic framework that will support and enable delivery is set out in more detail below. The Strategic Context for TP in Perth and Kinross: Housing to 2040: Housing to 2040 is Scotland’s first ever long-term national housing strategy providing a vision for what housing should look like and how it will be provided to the people of Scotland, no matter where they live and what point in their life they are. The Strategy is developed around four key themes: There are actions and supporting policies set out within Housing to 2040 which are relevant to the principles of the Strategy, including: Personalisation Enabling everyone to live independently in their own home where they chose to live by • Developing more person-centred approaches and integrated working across public services. • Reviewing the Housing for Varying Needs standards and introducing a Scottish Accessible Homes standard. Communities Creating quality places for people to live as a core ambition for housing. This ambition applies to all communities in Scotland and recognises that housing is more than just a home with importance given to factors such as a garden, community safety, the availability and suitability of green space and vibrant town centres. Community empowerment and involvement in place-making should be delivered through: • Supporting more community-led housing. • Embedding community wealth building in the approach and practice of social housing providers. • Establishing a Knowledge Exchange network to support more people to get involved in the planning and design of housing. • Enabling the introduction of local place plans for communities to express their aspirations for the future of their neighbourhood. Page 38 of 96
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Housing Outcomes Improving accessibility, affordability, and standards across both the social and private rented sectors by: • Placing TP at the heart of developing a national network of social rented tenants. This network should represent the diversity of social rented tenants by including people with protected characteristics as well families and children, young people, and people with a wide range of backgrounds. Digital Bringing digital connectivity to all homes to tackle digital exclusion. Perth and Kinross Corporate Plan It is important that the new Strategy aligns with the principles of the Perth & Kinross Corporate Plan to achieve the Council’s aim of “working in partnership with communities”. The principles of the Corporate Plan are: • A bold vision: Designed with people, communities and partners to create a sense of purpose and a shared direction of travel. • Enabling/thinking yes: Together we will foster a culture of trust where communities influence change and flourish to achieve their full potential. • Kindness: Together we will treat everyone fairly with kindness, compassion, respect and dignity. Our new ways of thinking and doing will include everyone. • Partnership/Collaboration: Together we will work with all of our partners to shape services around people and communities. The development of the new Strategy provides the opportunity to align tenant participation priorities with the offer made to improve the lives of everyone living in Perth and Kinross. Resident involvement A priority of the Strategy is to get everyone involved in matters that are important to them. The new Strategy recognises that all tenants have something to offer and puts tenants in control of choosing their level of involvement. The Strategy will support active participation through a greater understanding of tenant involvement preferences so that opportunities can be targeted and tailored to maximise engagement. Culture The Strategy is firmly focused on creating a culture of TP across the Housing Service to empower tenants to influence decision making and to feel listened to. The Strategy will therefore focus activity on empowering staff to enable and support TP as a business-as- usual activity, with all staff developing a “how can we” approach to engaging and involving tenants in decision making. Page 39 of 96
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Community Empowerment The Strategy acknowledges that the communities that tenants live in, have many strengths and assets, and are good at identifying their needs and designing solutions. The Strategy sets out the Housing Service’s commitment to align TP activity with community activity so that tenants can lead the way in improving place and neighbourhoods. This involves finding opportunities to align community and tenant budgets to maximise positive impact on homes and neighbourhoods. Better outcomes will be delivered through improving communication and placing tenants at the heart of influencing decisions on homes and housing related services. The Strategy aims to give more choice to tenants by better understanding the service development and improvement issues that should be prioritised in TP participation activity. This will focus the service development agenda of Housing and Community Services and enable delivery of better tenant outcomes. Local Housing Strategy (LHS) The vision for housing in Scotland places housing firmly at the centre of other national objectives including tackling fuel poverty and inequality, creating and supporting jobs, meeting energy efficiency and fuel poverty targets, tackling the climate emergency and creating connected, successful communities. The LHS vision also places housing at the centre of major ambitions for Perth & Kinross including: The delivery of the Strategy will identify opportunities for tenant involvement in the implementation of LHS actions including: • Consulting on the design of a wider range of affordable housing options across Perth & Kinross • Ensuring that the locality approach to place making places tenants at the heart of processes to improve neighbourhoods and create sustainable communities • Continuing to develop partnership working to support tenants to get involved in community budgeting and neighbourhood investment processes. Page 40 of 96
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Appendix 4: What we know about our tenants Our tenant profile is diverse, with a wide range of needs, preferences, lifestyles and opinions evident across the population. The housing service is committed to encouraging as many tenants as possible to get involved to ensure that tenants influence reflects the rich diversity of the population in terms of service improvement and design. This approach will also enable the TP programme to be targeted to the types of activities that tenants are most keen to get involved in. The housing service has just over 8,000 tenancies with a total household population of just over 15,000 living across Perth & Kinross. 72% of tenants are of working age (16 - 64 years), with 28% over the age of 65 years. Only a very small proportion (5%) are under 25 years of age, with the largest proportion of tenants (19%) aged between 55 and 64 years. This suggests that the tenant population will age over the next 10 years. Almost 50% of tenants live in flats and in terms of property size almost 50% of tenants in flats live in two-bedroom accommodation. The profile of tenants is similar when considered at a locality level, with the exceptions as follows: • Letham where there is a higher proportion of tenants aged between 35-44 years. • North and South Perthshire where there is a higher proportion of houses than flats. Recent tenant pulse survey provides the housing service with information on how tenants want to take part in engagement meetings and events. The results were as follows: • 37% would prefer in person meetings. • 36% did not want to attend formal meetings. • 11% would attend online meetings, • 28% would prefer a combination of in person and online. The main reasons for not attending meetings or events were work, health reasons, caring responsibilities and not enough time. Some tenants did not want to get involved as they had no issues with housing service delivery. When asked if they were more likely to attend meetings and events if they were held closer to home, 52% of tenants said that would make no difference, whilst 43% were more likely to attend. Tenants preferred methods of engagement were meetings, closely followed by e-mail, surveys, social media and texts. Tenants were less keen to participate in more formal engagement opportunities such as forums, conference, events/workshops, drop-ins and focus groups. These are all important factors to consider when delivering TP activities as they should be delivered to meet the needs and preferences of our tenants. Page 41 of 96
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Appendix 5: New Strategy – Our Approach to Tenant Consultation and Engagement A tenant consultation and engagement programme was delivered to seek tenant views and use feedback to inform the Strategy development. This ensured that the Strategy was genuinely co-produced by tenants. The Strategy early engagement survey ensured tenants across Perth & Kinross could express their views on: • The extent to which tenants currently get involved in TP. • The barriers to getting involved. • The main issues tenants want to get involved with. • The ways in which tenants want to get involved. The survey was promoted on social media and made widely available through Locality Housing Teams. The survey was open for three weeks and was made available in a range of formats including online and paper formats to encourage as many tenants as possible to take part. A total of 75 tenants took part in the early engagement survey. The results are similar to the recent pulse surveys outlined above but ‘other reasons’ for not getting involved include events not being held in a convenient place, insufficient online events and events being held during working hours. Survey feedback revealed the top five activities tenants that want to get involved in are: 1. Local neighbourhood 2. Repairs 3. Anti-social behaviour 4. New Council homes 5. Improvement to homes A Tenant Participation Steering (TPS) Group also ensured the delivery of a genuinely co- produced strategy. The Group consisting of tenants, tenant participation staff and housing service leaders was established. Eight tenants were recruited via the Survey and a recruitment drive promoted across localities. Two half day Tenant Participation Strategy development meetings were held with the TPS Group. The purpose of the sessions was to identify and agree the main issues that should form the priorities of the new Strategy, informed by the outcomes of the survey and tenant feedback. Draft Strategy priorities were then considered by a wider group of tenants at the Strategy Tenant Conference. Appendix 2 details what tenants’ comments are for each of the priorities. A final TPS Group workshop was held to agree the final the Strategy vision, the range of actions for delivery under each priority, and to finalise a new menu of opportunities for tenant involvement. Page 42 of 96
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A TPS conference was held to encourage wider tenant involvement and to ensure the delivery of a genuinely co-produced strategy. The purpose of the event was to produce a draft vision, priorities, and action points that should form the Strategy programme over the next three years. The conference was held using a hybrid format. In total,15 tenants attended, with the event successful in co-producing: • Three draft vision statements as prototypes to agree the final Strategy vision. • Agreement on the four priorities that should drive TP activity. • Draft action points to deliver each Strategy priority. As part of developing the new Strategy with tenants, the Early Engagement survey asked tenants: • How they would like to engage? • What were the current barriers to engagement? • What are the housing issues that mattered most to them? Feedback from wider TP strategy activity, including Steering Group feedback and the Strategy conference reflected closely the outcomes of the Early Engagement survey. This feedback was used to define the following recommendations for improving the approach to tenant participation and involvement: Improve the range of activities - Tenants would like to be offered a better mix of activities with more involvement enabled by local housing offices, e.g. locality involvement through thematic roadshows. Tenants highlighted that Perth & Kinross is a vast area with some feedback suggesting there is too much TP activity in Perth City Centre which is not accessible to tenants in rural areas. Improve TP Culture - Tenants would like to build better relationships with housing staff to improve trust. Tenants feel that there is a disconnect between what happens at TP meetings and how this translates in relation to their experience. Tenants would like more transparency on the decisions being made by the housing service. Fewer events - Tenants suggested that more informal opportunities to come together to discuss experiences would be beneficial as involvement in more formal events such as RTO meetings, scrutiny panels etc are challenging for tenants in work. A more person-centred approach - Tenants would like to see a more tailored approach to communication and help for people to get involved in the issues they care most about. Equalities - Tenants want to see more effort being made to capture the opinions of hard-to- reach groups such as young people and those with a disability. Ongoing commitment to TP Support - Tenants acknowledged the need for learning and development opportunities to support them to engage with confidence. Based on the outcomes of the Early Engagement Survey analysis, meetings were held with the TPS Group to discuss, identify and agree the main issues and emerging themes that should be addressed by the new Strategy. A tenant conference was held to further define and agree the Strategy priorities and the action needed to achieve positive outcomes. The Strategy priorities and actions identified were co-produced by tenants, informed by an evidence based on local and national good practice and working with tenants to identify what the main participation issues are. Four Strategy priorities were agreed with tenants focusing on a culture of TP, communication, having a say in what is important to tenants and working with communities. Page 43 of 96
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PERTH AND KINROSS COUNCIL Housing & Social Wellbeing Committee 2 October 2024 ANNUAL ASSURANCE STATEMENT 2023/2024 – SCOTTISH HOUSING REGULATOR Report by Strategic Lead – Housing & Communities (Report No. 24/275) 1. PURPOSE 1.1 To comply with the Scottish Housing Regulator's Regulatory Framework, the Council must approve and submit an Annual Assurance Statement, giving assurance that it is meeting legislative and regulatory standards for social housing in Scotland. This report provides a brief overview of the Framework and appends the Annual Assurance Statement 2023/24 for approval by Committee. 2. RECOMMENDATIONS 2.1 It is recommended that Committee: (i) notes the requirement to submit an Annual Assurance Statement (ii) approves the Annual Assurance Statement as detailed in Appendix 2 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Section 5: Annual Assurance Statement Overview • Section 6: Improvement Actions • Section 7: Evidence to Support the Annual Assurance Statement • Section 8: Tenant Assurance • Section 9: Self- Assessment • Section 10: Conclusion • Appendices 4. BACKGROUND 4.1 All social housing landlords are required to publish an Annual Assurance Statement in line with guidance within the Scottish Housing Regulator’s (SHR) published Regulatory Framework. The Framework details the SHR’s statement on performance of functions and sets out how they regulate Registered Social Landlords, as well as housing and homelessness services delivered by Local Authorities. 8 Page 45 of 96
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4.2 Within the Framework, the SHR carry out their work in the following broad ways: • gathering and publishing data in ways that tenants and other stakeholders can use • seeking assurance from landlords and acting where they need to • undertaking thematic activity and scrutiny on specific areas of work and performance 4.3 Central to their approach is landlords assuring themselves, their tenants and the SHR through landlord self-assurance. 4.4 Every Registered Social Landlord and Local Authority is responsible for delivering good outcomes and services for their tenants and service users. The SHR is clear that landlords must be self-aware, analytical, open and honest about their performance and identify and drive improvement activities. 4.5 When considering whether to engage with landlords, the SHR will initially consider what they have done to assure themselves that they are meeting regulatory requirements. In line with this requirement, all landlords must prepare an Annual Assurance Statement to confirm to their tenants and the SHR that they are meeting regulatory requirements. 5. ANNUAL ASSURANCE STATEMENT OVERVIEW 5.1 Since April 2019, there has been a requirement for all Local Authorities and Registered Social Landlords to submit an Annual Assurance Statement which must be agreed by the relevant Local Authority Committee. Statements should confirm the landlord’s level of compliance with the requirements detailed within the Framework, including: • all relevant standards and outcomes in the Scottish Social Housing Charter • all relevant legislative duties • details of any areas of material non-compliance, briefly describing plans and a timeframe to improve • confirmation that the relevant Local Authority Committee have seen and considered appropriate evidence to support the level of assurance 5.2 A signed and unsigned copy of the Annual Assurance Statement must then be provided to the SHR, who will then make the unsigned version publicly available. There is also a requirement for landlords to ensure the Statement is easily and readily available for tenants. Page 46 of 96
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5.3 During 2023/24, Perth and Kinross Housing Service complied with all, but one regulatory requirement as set out in Chapter 3 of the Scottish Housing Regulator's Framework. This confirms that we: • achieved all the standards and outcomes in the Scottish Social Housing Charter for tenants, people who are homeless and others who use our services. • complied with our legal obligations relating to housing and homelessness, equality and human rights, and tenant and resident safety. 5.4 However, we did not meet all our legal obligations around tenant and resident safety. We did not fully comply with Electrical Inspection Certificate Report (EICR) for 28 properties during 2023/24. These failures represent 0.35% of properties without a valid EICR out of a total property portfolio of 8,053 properties. 5.5 The non-compliance mentioned above is primarily due to some tenants’ reluctance to grant access for testing and the complex support needs of a small percentage of tenants (0.17%). Each of these tenants have an individual plan to ensure they receive the necessary support and assistance to enable these checks to be conducted. The remaining 14 properties are awaiting an EICR check as part of the void process. 5.6 However, to help minimise failures and provide reassurance to our tenants, we issued communications encouraging tenants to allow engineers access. 5.7 In line with Health and Safety Executive guidance, the repair and electrical history of these properties were analysed to ensure there was no immediate danger to tenants. 6. IMPROVEMENT ACTIONS 6.1 To ensure continuous improvement, the Service has an Action Plan in place to build on progress, implement improvement actions and ensure ongoing compliance with the Regulatory Framework. As a clear sign of our commitment to ensuring that tenant and resident safety remains a key priority for the Service, we have a dedicated Housing Compliance Team to ensure key areas such as gas, electrical, water, fire and asbestos safety are closely monitored, and that appropriate checks and governance arrangements are in place to provide the reassurance that we are meeting our legal obligations. 6.2 During 2023/24, we invested further in the Internet of Things (IoT) project to allow us to monitor more properties where tenants had reported issues with condensation or mould growth to find a resolution the first time around. We currently have 211 properties fitted with sensors and are aiming to include this technology in as many properties as possible. Page 47 of 96
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6.3 Through the collection of equalities information, we have reviewed our tenants’ handbook to ensure the information is accessible to all, delivered various staff training sessions on equality themes and implemented measures to ensure a human rights approach is adopted and enshrined in the services we provide to tenants and service users. This includes enhancing our engagement methods to empower all tenants to get involved in the decision- making processes of the housing service and updating our aids and adaptation policy. 7. EVIDENCE TO SUPPORT ASSURANCE 2023/24 7.1 Alongside our Improvement Action Plan, our management and democratic structures, are all designed to facilitate effective decision making, and the proper scrutiny of decisions and their impact, in terms of performance and the achievement of outcomes. 7.2 This is supported by a range of planning processes, ensuring we meet the needs of tenants and service users, and that targets for quality improvements are set and monitored. Individual Team & Improvement Plans set out detailed actions and outcomes for each Service and include performance indicators. This is underpinned by the statutory requirement on local authorities to produce a Local Housing Strategy and provide regular progress updates. This sets out our priorities and plans for the delivery of Scottish Housing Regulator Outcomes. Individual Team & Improvement Plans are also linked to the Corporate Plan and reported annually through the Council’s Annual Performance Report. 7.3 Service performance is also reported regularly to the Housing Management Team, Executive Lead Team and publicly through the Council’s themed Committees and the Scrutiny Committee. Financial performance is publicly reported through the Finances and Resources Committee. 7.4 The evidence required by the SHR forms part of the self-assessment process, which informs in part, the Council’s Annual Governance Statement. Appendix 1 details an overview of information that supports the Annual Assurance Statement. 7.5 On 1 April 2024, the SHR published its plans for engagement with all social landlords based on 2022/23 performance, including all 32 Local Authorities across Scotland. In response to challenges faced by homelessness services across Scotland and the ongoing demand for social housing, including the national declaration of a housing emergency, the SHR are again engaging with all Local Authorities this year to seek reassurance on their delivery of services for people facing homelessness. 7.6 However, the SHR has said it requires no further engagement on any other aspects of the Housing Services for Perth and Kinross Council over the next year. This means that Perth and Kinross Council are one of only two Scottish local authorities that require no other engagement from the Regulator. Page 48 of 96
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This level of engagement by the SHR demonstrates our ongoing commitment to delivering high quality services and good outcomes for our tenants and people in housing need. 8. TENANT AND SERVICE USERS ASSURANCE 8.1 The SHR has indicated that it is the responsibility of Committee to consider and approve the Annual Assurance Statement. There is no requirement for this to be approved by tenants or service users. 8.2 However, we held an interactive hybrid session with the tenants and service users during in June 24, where the Housing Management and the Tenant & Resident Engagement Team presented an overview of the Service’s performance for 2023/24 to enable tenants to assess the Service’s performance and provide feedback on potential areas for improvement. This feedback will be used to support our Annual Landlord Performance Report and the Annual Assurance Statement. 8.3 We also commissioned an independent market research company, Knowledge Partnership, to complete a tenant satisfaction survey on our behalf. The Knowledge Partnership carried out a mixture of face-to-face and telephone interviews with a selected sample of tenants. 8.4 The survey was carried out between June 2023 and March 2024 and 1,207 tenants were interviewed. Tenants were asked how satisfied they were with housing services against several national key indicators set by the Scottish Housing Regulator. 8.5 The survey results were largely positive, with 78.71% of tenants (950 individuals) expressing satisfaction with the overall service provided by Perth & Kinross Council as their landlord. This satisfaction rate aligns with the latest Scottish Council average. 8.6 This, together with our external scrutiny by tenants, provides the required level of assurance from the tenants and service users who receive and experience the services we deliver. 9. SELF-ASSESSMENT 9.1 During 2024, the Service carried out a self-assessment, using the framework “How Good is our Service” to assess service delivery against the outcomes of the Scottish Social Housing Charter. This assessment forms the basis of the Annual Assurance Statement, which is attached as Appendix 2. 9.2 The Scottish Housing Network also carried out a desktop review of our Annual Return Charter (ARC) performance prior to submission to the SHR. The feedback received was very positive. The findings of both assessments have been included within the overall Action Plan for the Service. Page 49 of 96
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10. CONCLUSION 10.1 The Council’s Housing Service continues to deliver high levels of service, with strong performance across all areas and ongoing high levels of tenant satisfaction despite the ongoing impact and challenges faced by the cost-of- living pressures and the increasing demand for affordable housing. This has also been achieved in the context of maintaining our rents at affordable levels by having the fourth lowest local authority rents in Scotland, demonstrating our commitment to delivering a value for money service for our tenants. Throughout the year, Committee has received several key reports providing assurance that we are delivering and exceeding the standards required by the SHR (Appendix 1). Author Name Designation Contact Details Elaine Ritchie Strategic Lead – Housing & Communities EPLCommitteeReports@pkc.gov.uk Approved Name Designation Date Clare Mailer Depute Chief Executive 11 September 2024 APPENDICES • Appendix 1 – Overview of information that supports the Annual Assurance Statement. • Appendix 2 - Annual Assurance Statement. Page 50 of 96
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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 Yes Risk None Consultation Internal Yes External Yes Communication Communications Plan Yes 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 51 of 96
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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 There are no financial implications arising from this report. 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 Equality Impact Assessment 3.1 This report has 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. 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 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. 3.4 The information contained within this report has been considered under the Act. However, no action is required as the Act does not apply to the matters presented in this report. Page 52 of 96
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Legal and Governance 3.5 Not applicable. Risk 3.6 Not applicable. 4. Consultation Internal 4.1 Strategic Leads and senior managers have been consulted on the content of this report. External 4.2 The Tenant Committee Report Panel was consulted in relation to this report and a hybrid meeting was held to allow tenants to question Lead Officers about the report. The Panel felt that the report was concise and compact and reflected the high level of service delivery from the Council as their landlord. The area highlighted within the report in terms of failure to comply in relation to EICR is out-with the Council’s control and the Panel accepted the Council’s assurance that a range of supportive measures are being taken to minimise non-compliance. 5. Communication 5.1 The Annual Assurance Statement will be made publicly available. 2. BACKGROUND PAPERS No background papers were relied upon during the preparation of this report. Page 53 of 96
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Appendix 1 Detailed below is an overview of information to support the Annual Assurance Statement for 2023/24. • Local Housing Strategy 2022-2027 - the Perth and Kinross Local Housing Strategy was approved by Committee on 15 March 2023 (Report 23/82 refers) Local Housing Strategy - Perth & Kinross Council (pkc.gov.uk) • Local Housing Strategy Update • The Strategic Housing Investment Plan was approved by Committee on 29 November 202 (Report – 23/336 refers) SHIP 24.25 • Affordable Housing Member/Officer Working Group – Outcome Report (Report No 23/341) - MOWG Report • Perth and Kinross Council Annual Performance Report 2022/23 was approved by Committee on 13 September 2023 (Report -23/234 refers) - PKC Annual Performance Report • Housing Revenue Account (HRA) Strategic Financial Plan Incorporating the 5-year Capital Investment Programme and Rent Strategy to 2028/29, Reserves Strategy and other Housing Charges 2024/25 was approved by Committee 24 January 2024 (Report – 24/24 refers) - HRA Strategic Financial Plan 28.29 • Annual Performance Report for tenants – the Council is required to publicise to tenants, its performance against the 16 national Scottish Social Housing Charter outcomes. The overall outcome of this is included within the Annual Performance Report. Housing Service performance - Perth & Kinross Council (pkc.gov.uk) • The Councils Annual Performance Report 2020/21 outlines the work undertaken across all Council services in 2020/21, as well as the Health and Social Care Partnership, to deliver the best services possible and better outcomes for our residents. Performance and benchmarking - Perth & Kinross Council (pkc.gov.uk) • The Corporate Plan 2022/2023-2027/2028 conveys the Council's vision for Perth and Kinross. Importantly it provides strategic direction for the organisation, informs decision making and facilitates prioritisation of activity and resources. Corporate Plan Introduction - Perth & Kinross Council (pkc.gov.uk) • The Community Plan/Local Outcomes Improvement Plan 2022/32 identifies the high-level strategic objectives the Council is working towards to meet local needs. 8 Page 55 of 96
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Community planning - Perth & Kinross Council (pkc.gov.uk) • The Council reports on performance against indicators in the Local Government Benchmarking Framework, this data can be found on the My Local Council portal which shows how Councils are performing across a range of council services with comparisons to other Local Authorities and the national average. • We periodically publish our performance online as well as in our report. We are committed to analysing our performance as a Housing Service and reporting the results to our tenants. Our aim is to continually improve the services we provide to local people. Housing Service performance - Perth & Kinross Council (pkc.gov.uk) Page 56 of 96
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Appendix 2 Our Annual Assurance Statement We can advise that during 2023/24 Perth and Kinross Housing Service complied with all except one regulatory requirement as set out in Chapter 3 of the Scottish Housing Regulator's Framework. This confirms that we: • achieved all the standards and outcomes in the Scottish Social Housing Charter for tenants, people who are homeless and others who use our services. • complied with our legal obligations relating to housing and homelessness, equality and human rights, and tenant and resident safety. The Council did not achieve 100% compliance with Electrical Inspection Certificate Reports (EICR). 28 properties did not have an EICR. The lack of compliance is largely due to the reluctance by some tenants to grant access to their property to allow testing to be completed, the complex support needs of some tenants and over 14 properties awaiting to have an EICR check completed as part of the void process. From the various Service performance reports, combined with the management and democratic structures, which are all designed to provide the proper scrutiny of performance and the achievement of outcomes, along with the Service’s Improvement Action Plan, we confirm that we have seen and considered sufficient evidence to give us the assurance that the Housing Service are meeting the SHR regulatory requirements. 8 Page 57 of 96
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We approved our Annual Assurance Statement at the meeting of our Housing & Social Wellbeing Committee on 2 October 2024. I sign this statement on behalf of the Housing & Social Wellbeing Committee: Housing Convener’s Signature: Date: Page 58 of 96
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PERTH AND KINROSS COUNCIL Housing & Social Wellbeing Committee 2 October 2024 STRATEGIC HOUSING INVESTMENT PLAN 2025/26 – 2029/30 . Report by Strategic Lead - Housing and Communities and Strategic Lead - Economy, Development & Planning (Report No. 24/276) 1. PURPOSE 1.1 To seek approval of the Strategic Housing Investment Plan (SHIP) 2025/26 – 2029/30. (Appendix 1) 2. RECOMMENDATIONS 2.1 Committee is recommended to approve the: • Content of the Strategic Housing Investment Plan 2025/26 – 2029/30. • Ongoing development of the SHIP and give delegated authority to the Strategic Affordable Housing Board to ensure that where projects fall out of the plan, alternative projects are prioritised. • SHIP, contained in the appendices, being submitted to the Scottish Government. 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 / MAIN ISSUES 4.1 The context for the SHIP is set within a: • National o Housing to 2040 which sets out the Scottish Government’s vision and strategy for housing. 9 Page 59 of 96
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• Local o The Local Outcomes Improvement Plan and Corporate Plan, which set priorities for the Council and its partners and identify the importance of delivering new affordable homes to meeting those priorities. o The Council’s Local Housing Strategy (LHS), which was approved at the Housing & Social Wellbeing Committee on 15th March 2023, sets out the vision and priorities for housing in Perth and Kinross. 4.2 The SHIP sets out the investment priorities for affordable housing over a 5- year period and how the strategic vision set out within the Local Housing Strategy (LHS) to ‘provide more homes at the heart of great places’ will be achieved. The LHS sets out an annual target of 210 new affordable homes to be delivered in Perth and Kinross. 4.3 In the first two years of the LHS, 220 affordable homes were delivered in 2022/23 and 173 in 2023/24. The projection for 2024/25 is 223 affordable homes. 4.4 The SHIP sits alongside the LHS as one of its core delivery mechanisms. It has been developed through engagement with tenants and community members, relevant Council Services, the Health and Social Care Partnership, developers and the following Registered Social Landlords (RSLs): • Hillcrest Housing Association • Kingdom Housing Association • Places for People • Caledonia Housing Association • Ark Housing Association 4.5 The Council prepares the SHIP annually in its role as Strategic Housing Authority. It ensures that the Council, and its partners, deliver housing that meets the needs of the community, reflecting and aligning with outcomes and housing policies as set out in our LHS. 4.6 Affordable housing within the SHIP includes new build projects, refurbishment and renovation projects, off the shelf acquisitions and buybacks which are delivered in following tenure types to meet local needs: • Social Rent • Mid-Market Rent • Shared Equity The Scottish Government will use this information to draft a Strategic Local Programme (SLP) Agreement which, once agreed, will form the basis of the Council and our Partner Programme Agreements. 4.7 Each year the Scottish Government provide a Resource Planning Assumption (RPA), which is the funding allocated to help deliver affordable housing in each council area. Page 60 of 96
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The funding for Perth and Kinross for 2024/25 was £12,594,000. This was a reduction from the previously published figure of £16,645,000 and was the result of the cut to the housing budget. Currently, there is no confirmed RPA for 25/26 and beyond. Scottish Government guidance on forming this SHIP requires us to use the post housing budget cut figure as a guide with carry forward restrictions. The SHIP has been formed on that basis. 4.8 All projects identified as priorities for funding over the 5-year period are identified within Appendix 3. These projects have been recorded on the Scottish Government’s Housing and Regeneration Programme (HARP) system. 5. PROPOSALS 5.1 The SHIP 2025/26 – 2029/30 is set out in the appendices, with the selected projects contained in appendix 3 with a notional grant allocation listed to demonstrate the funding required. The grant allocations are based on estimates using benchmark figures. The table in appendix 3 does not include any sites that have no funding during the SHIP years and so projects currently onsite, or due to go onsite this year with no grant funding allocated in 2025/26 or beyond, are not included in that table. 5.2 The SHIP 2025/26 – 2029/30 has been over-programmed by 39% to allow for slippage as well as enabling a quick response should funding be returned to pre-cut levels. Scottish Government guidance indicates that plans should be over provisioned by a minimum 25%. 5.3 Appendix 2 sets out in detail the anticipated starts and completions over the 5-year period; however, the headline outputs are listed below. Financial Year Starts (including buybacks) Completions (including buybacks) 24/25 177 223 SHIP Period 25/26 – 29/30 25/26 341 159 26/27 224 265 27/28 212 259 28/29 174 269 29/20 209 200 Total 1160 1152 Yearly Average 232 230 5.4 Projecting yearly outputs can be challenging and subject to change, however based on current projections the LHS target of delivering 210 new affordable homes can be delivered through this SHIP period by operating at 39% over existing RPA levels. This means that should our RPA not be returned to pre- cut levels; these targets will not be achieved. Page 61 of 96
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5.5 Once approved, the SHIP will be submitted to the Scottish Government through the HARP system before 25th October 2024, which is the required date. 5.6 The appendices will be published on the Perth and Kinross Council website so that the public can easily find the approved Strategic Housing Investment Plan 2025/25-2029/30. 6. CONCLUSION 6.1 The SHIP, as per the appendices, outlines the investment plan for affordable housing in Perth and Kinross for 2025/26 – 2029/30. Author Name Designation Contact Details Kevin Divin Housing Strategy (01738) 475000 EPLCommitteeReports@pkc.gov.uk Approved Name Designation Date Elaine Ritchie Strategic Lead, Housing and Communities 11 September 2024 APPENDICES • Appendix 1 – Strategic Housing Investment Plan 2025/26 – 2029/30 • Appendix 2 – SHIP Delivery Tables • Appendix 3 – SHIP Funding Tables • Appendix 4 – Empty Homes Returns • Appendix 5 – Prioritisation Framework Page 62 of 96
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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 None Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance None Risk None Consultation Internal Yes External Yes Communication Communications Plan None The Impact & Value Assessment (IVA) has been designed to screen every Council project, strategy or proposal against statutory and non-statutory environmental, social and economic requirements. It has replaced the previous existing Integrated Appraisal Toolkit (IAT). It covers a range of assessment areas including: Strategic and Resource implications, and impact assessment for Climate Change, Equality & Fairness, Child Rights & Wellbeing, Sustainable Procurement & Supply, and Strategic Environmental Assessment. SHIP Impact and Valuation Report 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This report supports the following priorities within the Perth and Kinross Community Plan 2022-27: 1. Reducing Poverty 2. Physical and Mental Wellbeing Page 63 of 96
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Corporate Plan 1.2 This report supports the objectives of the Corporate Plan 2022/23 to 2027/28: (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, digitally 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 Resource implications arising directly from this report come from the proposed local authority new build housing programme (as detailed in the SHIP appended). In addition to the Scottish Government Grant, the second home Council Tax fund and developer’s contributions for affordable housing will be used to support the delivery of the programme including prudential borrowing. Detailed resource assumptions on the use of these funds will be reported to the respective Council Committees when final details are known. 2.2 The Team Leader, Finance and Governance was consulted on these proposals as part of the Capital Budget and HRA Capital Plan budget setting process. Workforce a. There are no direct workforce implications regarding this report. Asset Management (land, property, IT) b. Some of the sites identified in the SHIP 2025/26 – 2029/30 are in ownership of the Housing Revenue Account and the General Fund. Discussions are ongoing with various departments regarding potential valuations, transfers to the Housing Revenue Account for the delivery of affordable housing. Perth and Kinross Committee (Report 24/150) approved that first consideration will be given to affordable housing for any assets being disposed by PKC. Page 64 of 96
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3. Assessments 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 allow the Council to demonstrate that it is meeting these duties. 3.2 This report has been considered under the Corporate Equalities and Fairness Impact Assessment process with the following outcome: (i) Assessed as not relevant for the purposes of EqIA. Strategic Environmental Assessment 3.3 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. An Impact and Value Assessment (IVA) has been carried out and having considered the criteria set out in the Act, the Council considers that the Strategic Housing Investment Plan 2025/26 – 2029/30 is unlikely to have significant environmental effects. The relevant policy has been subject to assessment through the SEA of the Local Development Plan 2 (2019) so significant environmental effects as a result of the guidance that have not already been assessed elsewhere are unlikely. The Council has therefore determined that SEA is not required. Sustainability 3.4 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. 3.5 The information contained within this report has been considered under the Act. However, no action is required as the act does not apply to the matters presented in this report. Legal and Governance 3.6 Not applicable. Page 65 of 96
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Risk 3.7 Not applicable. 4. Consultation Internal 4.1 Strategic Leads and senior managers from Housing, and Planning have been consulted on the content of this report. Colleagues from the following services are regularly engaged with throughout SHIP process: • Planning • Health and Social Care Partnership • Housing • Estates • Finance • Asset Management External 4.2 Consultation through various organisations progressed through external meetings with the following: - • Scottish Government • Housing Developers • Registered Social Landlord Partners 4.3 The Tenant Committee Report Panel was consulted on this report and a hybrid meeting was held to allow tenants to question Lead Officers. Overall, the Panel felt that this was an excellent piece of work. The SHIP demonstrated how the Council was delivering more and more by adopting a proactive approach in spite of budget reductions. The Panel supported the prioritisation framework and the links with wider outcomes that the SHIP delivers in relation to the other Local Housing Strategy priorities. 2. BACKGROUND PAPERS 2.1 The following background papers were used to inform this report: • Scottish Government – Guidance on preparing Strategic Housing Investment Plans: Guidance Note MHDGN 2024/01 • Scottish Government - Affordable Housing Supply Programme: Process and Procedures MHDGN 2023/01 Page 66 of 96
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Appendix 1 Perth and Kinross Council Strategic Housing Investment Plan 2025/26 – 2029/30 “Everyone in Perth and Kinross has access to the right home, in the right place and at the right cost” 9 Page 67 of 96
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Contents 1. Introduction 2. Strategic Context 3. Housing Need and Demand 4. Available Resources 4.1 Affordable Housing Supply Programme 4.2 Housing Revenue Account (HRA) 4.3 Developer Contributions 4.4 Council Tax Reserve Income from the Reduction of Discount for Empty and Second Homes 4.5 Housing Infrastructure Fund (HIF) 4.6 Vacant and Derelict Land Investment Programme (VDLIP) 4.7 Rural Housing Fund 4.8 Affordable Rural Homes for Key Workers Fund 5. Affordable Housing Delivery 6. Connection with other LHS priorities 6.1 Empty Homes 6.2 Gypsy Travellers 6.3 Child Poverty 6.4 Rapid Rehousing Transition Plan (RRTP) 6.5 Accessible Homes / Supported Housing 6.6 Rural / Community Led Housing 6.7 City / Town Centre Living 6.8 Energy Efficiency 7. Partnership Working, Consultation and Monitoring 8. Affordable Housing Policy 9. Prioritisation Framework 10. Development Constraints 11. Procurement Approaches 12. Equalities 13. Strategic Environment Assessment Page 68 of 96
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1. Introduction The Strategic Housing Investment Plan (SHIP) 2025/26-2029/30 outlines investment priorities for affordable housing over five years, aligning with the outcomes set out in the Local Housing Strategy (LHS) 2022-2027. The SHIP is designed to be a working tool which: • Improves long-term strategic planning. • Details how investment in affordable housing will be directed. • Sets out key investment priorities for affordable housing and demonstrate how these will be delivered and the resourced. • Forms the basis for detailed programme planning. • Focused on partnership working. • Informs Registered Social Landlord (RSL) development funding plans. • Allocates resources from a national to a local authority level. • Reinforces the local authority’s role as the strategic housing authority. The Council and its partners are committed to overseeing a programme of new affordable housing that will contribute to the Scottish Government’s Housing to 2040 ambitions for new affordable homes. To support this, the Scottish Government have confirmed a Resource Planning Assumption (RPA) for Perth and Kinross for 2024/25 of £12,594,000, which was a reduction on the previously published figure of £16,645,000. However, this SHIP period covers 2025/26–2029/30, where no funding has yet been announced. All projects identified as a priority for funding over this 5-year period are set out in appendix 3 and are recorded in the Scottish Government’s Housing and Regeneration Programme (HARP) system. Projects included within the SHIP will be delivered through new build, buybacks, regeneration, renovation, and remodelling. The Scottish Government will use this information to draft a Strategic Local Programme Agreement (SLPA). 2. Strategic Context Housing to 2040 sets out the Scottish Government’s vision that everyone in Scotland should have access to a warm, safe, affordable and energy efficient home that meets their needs in a community they feel part of and proud of. The strategy is based on the principles of social justice, equality and human rights and includes a target to deliver 110,000 affordable homes in the 10 years up to 2031/32, with 70% of these for social rent. The Perth and Kinross Local Housing Strategy (LHS) 2022-27 has been informed by the themes and aims set out in Housing to 2040 and aims to deliver on the vision that “Everyone in Perth and Kinross has access to the right home, in the right place, and at the right cost”. The four main priorities set out in the Perth and Kinross LHS 2022-27 that this plan helps to support are: Page 69 of 96
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• LHS Priority 1: Providing more affordable homes to support liveable and sustainable communities. • LHS Priority 2: Providing a range of housing options that people can easily access, afford, and keep. • LHS Priority 3: Delivering housing for people with varying needs. • LHS Priority 4: Delivering quality homes with affordable warmth, zero emissions, and SMART technology. In addition to ‘Housing to 2040’ vision, the SHIP considers the Scottish Government’s Housing and Planning Delivery Framework (HPDF). This framework promotes better collaboration between Housing and Planning Services, focusing on the Local Housing Strategy, Housing Need and Demand Assessment and Scottish Planning Policy The National Planning Framework 4 (NPF4) has been adopted, setting national planning policies and a development plan for Scotland. Along with other key documents like the Local Development Plan (LDP) and the Housing Land Audit (HLA), NPF4 has guided the investment decisions in the SHIP and ensures a steady supply of future projects. The SHIP also aligns with the aims of the Perth and Kinross Integration Joint Board Strategic Commissioning Plan 2020-2025. The Housing Contribution Statement, which acts as the bridge between the LHS and the Strategic Plan, reflects how housing contributes to the Strategic Plan priorities, emphasising the importance of providing suitable housing and support to help people live independently. This includes: • Working with housing developers to build adaptable, sustainable housing for changing household needs. • Ensuring residents and tenants can adapt their homes to meet their medical needs. • Providing sheltered housing accommodation and support. • Ensuring suitable housing and housing support is available to prevent admissions and prolonged stays in hospital and engage early with partners to deliver a seamless service for people discharged from hospital. • Supporting residents to live in warm, dry, energy-efficient and low-carbon homes that are affordable to heat. • Working in partnership with a range of services such as Adult Support and Protection, Mental Health, Drug and Alcohol Teams to prevent and address homelessness. 3. Housing Need and Demand The Perth and Kinross Housing Need and Demand Assessment (HNDA) was conducted in 2021 across Tayside, including Angus, Dundee, Perth and Kinross and Northern Fife. A report based on the HNDA was presented to the ‘Housing and Social Wellbeing Committee’ in March 2023, outlining the Housing Supply Targets. Page 70 of 96
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The Housing Supply Target is incorporated into the LHS as an annual target over five years. This determines the scale and type of affordable housing required to meet housing need and demand throughout the LHS period. The LHS has set a target of 210 new supply affordable homes per year. This is across a range of delivery types including new build, buybacks, conversions, and empty homes, by both council and RSL partners with a mix of social rent and other tenure, e.g. shared equity, mid- market rent (MMR). For development planning purposes, the Perth and Kinross housing market is divided into five Housing Market Areas (HMAs). These are: • Greater Perth • Highland • Kinross • Strathearn • Strathmore & The Glens Currently there are no specific housing supply targets for these HMAs. 4. Available Resources 4.1 Affordable Housing Supply Programme (AHSP) The Affordable Housing Supply Programme is part of the Scottish Government’s More Homes Scotland approach. It aims to increase affordable homes across all tenures and meet the objectives set out in ‘Housing to 2024’. This Programme supports the Council in delivering its affordable housing priorities. The SHIP sets out investment priorities over a 5- year period, and these priorities then inform the Strategic Local Programme Agreements (SLPA’s). The SLPA is a 3-year programme, containing SHIP projects, with year one being the finalised list of projects with approval to make applications for funding from the Scottish Government. There are published grant benchmark rates for these applications with figures varying depending on location, tenure, applicant, and provision of additional quality standards. To support the delivery of affordable homes, local authorities are provided with Resource Planning Assumptions (RPAs) by the Scottish Government. RPAs are the yearly grant allocation that helps finalise the programme and act as a guide for planning over the 5-year period of the SHIP. The Scottish Government had previously provided RPAs up to and including 2025/26, however the recent cut to the housing budget has meant that the figures provided are no longer valid and a one-year RPA was provided for 2024/25 at a reduced rate, with no funding certainty beyond that. The RPA for 2024/25 reduced from £16.645m to £12.594m and Scottish Government guidance on forming this SHIP requires us to use the reduced figure with future carry forward restrictions, rather than the pre-cut figure, with a minimum 25% over provision to cater for any slippage. However, as noted, currently there is no RPA for years 2025/26 and beyond. Page 71 of 96
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The reduction of funding and future funding certainty is one challenge that needs to be managed carefully as this has the potential to slow down the pace of developments as both PKC and partner RSLs do not have the certainty of future funding allocations and carry forward restrictions mean that a more cautious approach is required for some projects. PKC are managing this by exploring alternative funding sources, where possible, to reduce the reliance on the grant available and to provide assurance until funding is announced as well as front funding projects to enable sites to progress. Regular discussions with the Scottish Government, partner RSLs and developers are being had to methodically work through options to ensure sustained delivery in difficult financial circumstances. This SHIP has been over provisioned by 39% to ensure our full grant allocation is met, but also enable us to react quickly should there be a change in circumstances and additional funding being available. If there is a further reduction in the RPA, the plan will contract, and outputs will naturally reduce. The SHIP has been front loaded to manage slippage with space in later years should projects slip and a notional grant allocation has been attributed to each project at benchmark levels to demonstrate that we are effectively planning the programme. Partners are aware of the challenging situation, however all projects have been retained in the SHIP that can reasonably be expected to be delivered in the 5-year period. Running parallel to the SHIP is a programme of ‘pipeline’ projects, this both ensures a good supply of projects to come into future SHIP’s as well as reflecting a renewed focus on projects that are deliverable. Whilst this SHIP is predominantly new build, PKC has a target to deliver 40 buybacks per year and encourages partner RSLs to identify opportunities to do this also, where it meets their strategic needs. Buybacks not only increase the supply of good quality affordable housing in areas of need but can also reduce maintenance costs by targeting those properties that bring majority or full ownership of a block back. These properties are typically 1, 2, or 3 bed properties and can meet the housing needs of a variety of households, including those with a medical need. The Council, in consultation with the Scottish Government, will continue to manage the AHSP in conjunction with its Housing Capital Plan, Housing Revenue Account investment, Council Tax 2nd Homes Funds, and Commuted Sums to maximise the delivery of affordable housing in priority areas during the SHIP period. 4.2 Housing Revenue Account (HRA) Prudential borrowing via the HRA is a key funding component used in addition to Scottish Government housing subsidy to support the delivery of Council affordable homes. The financial viability of all potential Council projects is assessed in terms of the Housing Revenue Account 30-year business plan. This ensures that the capital costs generate a reasonable return on investment over the long term. The new build programme is monitored as part of the HRA capital monitoring process between Finance, Housing, and Property. The Council has a new build programme target of 80 new build affordable homes per annum during the 5-year period of this SHIP. Page 72 of 96
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4.3 Developer Contributions Applications for Developer Contribution can be made to PKC to support the delivery of affordable homes. Despite numerous discussions on prospective use of these funds, as of 30th August 2024, there have been no applications made by partner RSL’s for these monies since publication of the last SHIP. The lack of applications is often due to the policy requiring funds to be invested in the same HMA where they were collected. Currently, there is £1.5million available within Developer Contributions to assist in delivering affordable housing initiatives throughout Perth and Kinross. These funds can be used to support grant funded projects to become viable and, where appropriate, can be considered as a complement to Scottish Government grant funding. 4.4 Council Tax Reserve Income from the Reduction of Discount for Empty and Second Homes The Council has funding available through income raised each financial year from Council Tax (Empty Homes and 2nd Homes). This funding assists in supporting the provision of all affordable homes delivered by the Council (new build and Empty Homes) and new builds for RSLs. PKC have, from 1st April 2024, implemented a 100% council tax surcharge on second homes, with the aim being to re-invest this money to improve housing opportunities. As of 1 April 2024, the balance of funds from Council Tax for the delivery of affordable housing was £5,609,000. Since 2015/16 through the delivery of new build affordable housing and Empty Homes, the Council has used funding of over £11m from the Council Tax to assist with the delivery of affordable homes. For new supply affordable homes, these funds, as well as developer contributions, are used on a case-by-case basis depending on the nature and funding position of the project. In 2021/22 these funds supported one PKC project to deliver 10 affordable homes. In 2022/23, there were 3 projects supported, PKC and partner RSL, delivering 50 new affordable homes. For 2024/25, there is a commitment to support 5 projects which will support the delivery of 55 new affordable homes. These funds have been earmarked to also support future projects – resulting in the delivery of up to 272 new supply affordable homes over the 5-year period of the SHIP. Beyond supporting specific affordable housing projects, and the operation of PKC’s Empty Homes service, the funds are also cover some staffing costs within Housing Strategy, as well as contributions to Council Tax and Missing Shares posts. 4.5 Housing Infrastructure Fund (HIF) The HIF funds stalled housing developments due to the excessive cost or nature of the infrastructure works required. Whilst PKC has considered use of this fund to enable progress of some sites, none has been deemed suitable by the Scottish Government to progress and no suitable sites have been identified for HIF funding in this SHIP. However, consideration will be given as and when potential sites become known or available. Page 73 of 96
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4.6 Vacant and Derelict Land Investment Programme (VDLIP) The VDLIP transforms long-term vacant and derelict sites. There are no projects in this SHIP being funded by VDLIP, however regeneration is a key component of this SHIP and aligns with Housing to 2040’s ‘brownfield first’ approach. In 2023/24, 26 new affordable homes were built on brownfield sites. Over the course of this SHIP, we project that 324 new affordable homes can be delivered on brownfield sites, which is 32% of new build delivery over this 5-year plan. 72 new affordable homes will be delivered on sites that are on the Vacant and Derelict Land Register. PKC recently adopted a new policy, agreed at committee, that priority for affordable housing would be given when disposing of surplus land or buildings. This reflects the ambition to enhance the provision of affordable housing on brownfield sites and move towards achieving the LHS ambition to deliver 50% of affordable homes on brownfield sites. Whilst there are no housing sites with VDLIP funding attached to them, support was provided to a local development trust in Alyth to assist in the award of VDLIP funding for the ‘Millhaugh Phase 1’ project, which will see the redevelopment of an unused sawmill into a community space. 4.7 Rural Housing Fund The Rural & Islands Housing Fund (RIHF) support affordable housing in rural areas and is open to: • Community organisations • Development trusts • Private landowners • Private developers • Registered Social Landlords (RSLs) PKC is exploring sites and partnerships to use RIHF funds alongside other housing funds. This community-lead approach helps address the lack of affordable homes in rural areas, aligning with the Scottish Government’s Rural & Islands Action Plan (2023). 4.8 Affordable Rural Homes for Key Workers Fund Up to £25 million is being made available from the Affordable Housing Supply Programme budget over 2023 to 2028 for the Rural Key Workers Housing Fund. The funding enables local authorities and RSLs to purchase existing suitable properties in rural areas which can be rented directly or leased to employers to provide affordable homes for key workers. Opportunities to utilise this fund on bulk purchases are being explored to ensure that key workers can be housed in the areas of identified need. Page 74 of 96
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5. Affordable Housing Delivery The programme, outlined in appendix 3, is based on operating at 139% of the current RPA. This is done to effectively manage slippage and respond to funding increases, and the outputs listed in the table below should be considered on that basis. The table below excludes sites with no funding during the SHIP years. Projects without grant funding for 20225/26 or beyond are not included. The table in appendix 2 contains actual delivery data for the 5-year period, and below is the headline data from that table. Financial Year Starts (including buybacks) Completions (including buybacks) 24/25 177 223 SHIP Period 25/26 – 29/30 25/26 341 159 26/27 224 265 27/28 212 259 28/29 174 269 29/20 209 200 Total 1160 1152 Yearly Average 232 230 Projecting yearly outputs can be challenging and subject to change, however based on current projections the LHS target of delivering 210 new affordable homes can be delivered through this SHIP period by operating at 39% over current RPA level. This means that if RPA is not restored to pre-cut levels, targets will not be met. 6. Connection with other LHS priorities 6.1 Empty Homes The Council’s aim is to bring 135 privately owned empty properties back into use each year. The Empty Homes Service and the Private Sector Housing Team work collaboratively to provide advice and assistance to owners of long-term empty properties and work towards set targets. The Empty Homes Service covers both residential and non-residential properties to provide a holistic approach to solving the problems caused by empty buildings. The Private Sector Housing Team works in tandem with the Housing Options Team to ensure empty homes are targeted in appropriate areas and to those in housing need. Having empty homes as an integral part of affordable housing provision ensures a coordinated approach within Perth and Kinross. Our Empty Homes Initiative grants, administered by our Private Sector Housing Team, enable owners to upgrade or repair their properties in return for the properties being let out at Mid-Market Rent levels for a 5-year period, which both returns an empty property to use and increases the supply of affordable housing. Page 75 of 96
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These properties are let through the Rent Bond Guarantee Scheme which aims to help people access housing opportunities in the private rented sector. In 2023/24, 20 Empty Homes Initiative grants were issued to owners to repair or renovate their properties with a view to them being let out at Mid-Market Rent levels. Furthermore, through Vacant Property Feasibility Grants, funding of professional fees for owners allows them to undertake feasibility studies to enable repairing or re-purposing of their empty properties. The Scottish Government guidance on the SHIP content, specifies that we should set out an overview of the numbers of empty homes brought back into use over the last three financial years. This information is contained in appendix 4. 6.2 Gypsy Travellers There are two permanent sites operated by PKC, Double Dykes and Bobbin Mill, providing 26 units of chalet-style accommodation. There are no temporary or short stay pitches on these sites and occupancy levels at these sites are typically 100%. There are also 24 pitches across 3 private sites. The two PKC sites have been transferred over to the HRA, which will enable planned maintenance programmes to ensure Scottish Housing Regulator standards are maintained. The HNDA identifies the need for more permanent Gypsy Traveller sites and the LHS sets out an objective to work with the Gypsy Traveller community to better understand their accommodation needs and preferences, and to develop workable solutions. A major capital project at the Double Dykes site is underway to replace the 20 chalets with high-quality, energy efficient accommodation. This transformative project will not only upgrade the accommodation itself but also the services, boundaries, pathways, drainage and amenity space. PKC have secured nearly £4m in funding from Scottish Government’s Gypsy/Traveller Accommodation Fund, with the remaining cost being covered by the Housing Revenue Account (HRA). Feasibility studies are planned for the other site at Bobbin Mill to establish what improvements can be made and significant progress is being made to develop a transient site in Perth City. 6.3 Child Poverty The Council’s Child Poverty Action Report prioritises new affordable housing in areas with high child poverty. This helps those in need access quality homes, improving life chances. In 2023/24 there were 18 new properties delivered in the Scottish Index of Multiple Deprivation (SIMD) lowest quintile (lowest 20%), reflecting 17% of new build delivery. Over this 5-year SHIP, there is projected to be 116 new supply properties funded in SIMD lowest quintile (lowest 20%), which equates to 11% of new builds being given grant assistance. Page 76 of 96
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However, as the Child Poverty Action Plan 2023/24 highlights, the SIMD identifies deprived areas, not people, and this can be problematic for Perth and Kinross due to having substantial rural areas where poverty is dispersed. A focus on rural areas where housing costs are high is also important to alleviate pockets of child poverty, particularly those within the six recognised priority groups at greatest risk of poverty. These are, minority ethnic families, lone parent families, families with a disabled person, families with three or more children, families with children under 1, families with mothers aged 25 or under. The delivery of adapted housing is set out below, though in 2023/24, 37 of the new build properties were delivered with 3+ bedrooms, making them suitable for larger families, this equated to 37% of new build delivery. Projections for this SHIP are that 250 new properties will be delivered suitable for larger families, which is 24% of this plan. It should be noted, that as this is a 5-year plan, some projects are further progressed than others and some do not have a finalised design. This means that the figures used are based on current plans / estimates and subject to change. Using Common Housing Register waiting list information can be difficult as applicants choose several areas for rehousing. This data helps negotiate the housing mix for new sites to ensure larger family homes are provided where needed. 6.4 Rapid Rehousing Transition Plan (RRTP) Adopted in April 2019, the PKC’s Rapid Rehousing Transition Plan (RRTP) aims to prevent homelessness and minimise its impact. It supports the Local Housing Strategy, is an integral part of the Strategic Housing Investment Plan (SHIP) and influences the delivery of the Health and Social Care Partnership’s Strategic Plan. The main objective within the RRTP is: To deliver a service which is focussed on preventing homelessness and minimising the impact of homelessness where it cannot be avoided. This is achieved by continuing to: • intervene early and prevent homelessness through enhanced advice, assistance and support. • offer and provide a route for homeless people to move directly to settled accommodation. • reduce the need for temporary accommodation and minimise the length of time people spend in temporary accommodation where it cannot be avoided. Increasing the supply of suitable affordable housing will assist in meeting the RRTP strategic aims of prevention of homelessness. It will also support the commitment to ensuring that those in housing need find the fastest route to safe and secure accommodation and help them resettle in their new homes quickly and successfully with support. Strong partnership working with Housing will ensure that new housing through the SHIP reflects the required needs of people facing homelessness. Page 77 of 96
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6.5 Accessible Homes / Supported Housing In 2019 the Scottish Government published ‘Guidance for setting of Local Housing Strategy (LHS) targets to support the delivery of more Wheelchair Accessible housing’. Following on from this, the PKC LHS 22-27 set out a target that 10% of new build affordable homes to be wheelchair accessible or and adaptable. Whilst we encourage and support developers to provide wheelchair adapted homes in areas of need, there is no target in place for wheelchair standard housing in the private sector as there is no mechanism to enforce this. In 2023/24, 3 fully wheelchair adapted properties were delivered via the SHIP with 8 adapted properties suitable for older / ambulant disabled households, which was 10% of new build delivery for the year. PKC will continue to work with developers and partner RSLs at an early stage in developments to achieve this target and enhance the provision of adapted properties in the locations that they are most needed. Over the course of the 5-year SHIP, 104 fully wheelchair adapted properties will be funded, which equates to 10% of new build delivery. Achieving a target such as this can be challenging as many developments not achieving the 10% will already be in the SHIP at a progressed stage. Where this is the case, and where appropriate, and an amendment to planning, or new application will be made to ensure this target is met. Off the shelf opportunities often do not come with the required contribution and so consideration needs to be given to, where possible, enhancing provision of those sites with early involvement. The Council submitted a response to the Scottish Government Housing for Varying Needs (HfVN) Proposed Guidance Consultation (extended to Dec 2023), and plan to adopt new guidance subject to further revisions and publication. For those who have been assessed as having care and support needs to live independently in the community, a home in the right place can be crucial. PKC’s Housing Strategy Team works closely with the Independent Living Panel (ILP), which provides an integrated approach to meeting housing, health and social care needs for those people who have been assessed as requiring support to enable them to live in the community. To ensure that appropriate accommodation can be planned for, referrals made to the ILP inform the programme of new build provision for this group including identifying suitable locations and primarily through consideration of the ‘core and cluster’ model of supported accommodation where a Support Provider is based in a property and provides 24/7 shared support to several individuals clustered around this. In 2023/24 a supported housing project, part funded via the SHIP, was delivered at Bertha Park, Perth by Kingdom Housing Association to meet independent living needs. Five properties were delivered as part of a core and cluster supported accommodation model in partnership with Perth and Kinross Health and Social Care Partnership (HSCP). A further property was provided as a 24/7 staff base which will support five individuals with varying levels of care need, with Technology Enabled Care set up to assist them to live as independently as possible. Page 78 of 96
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There is currently a project onsite in the SHIP at Ryan Place in Crieff being built by Hillcrest Housing Association which will provide a further eight properties for individuals with support needs as well as 24/7 staff base. There are several sites in the SHIP where supported housing opportunities are being explored in collaboration with the Independent Living Panel. 6.6 Rural and Community Led Housing PKC faces unique demographic challenges due to having a large rural population and a city within its boundary. The LHS 22-27 sets out the aim that the Urban / Rural population split (53%/47%) should be reflected in new affordable housing delivery. In 2023/24, 36% of new affordable housing delivered through the SHIP was in urban areas, whereas 64% was in rural locations. This SHIP will fund 398 new affordable homes in rural areas with 625 in urban locations, which equates to a 61% / 39%. However, these projections do not include buybacks or new delivery supported via the Rural Housing Fund. The SHIP is only one funding mechanism that can aid delivery of affordable housing. PKC’s Housing Strategy Team works closely with communities to enable Community Led Housing to be delivered through funding streams such as the ‘Rural Housing Fund’ and the ‘Scottish Land Fund’. These approaches not only allow greater community input into the provision of affordable homes but also reduces reliance on the main programme grant. We have supported the completion of five Housing Needs Assessments in rural areas and have a further three planned for 2024-25. We are currently enabling four communities in rural areas to deliver affordable homes through working with Communities Housing Trust to support four projects. One is currently at tender stage, one is awaiting a planning decision, and two are expected to have planning applications lodged in 2024-25. These projects will deliver 36 new affordable homes. Following on from the rural Housing Needs Assessments, PKC are working to deliver a ‘Key Worker Policy’ which will include an updated definition of key worker priority groups as part of ongoing work to seek to address the shortfall of suitable housing in some rural areas for key workers. This work has allowed PKC to pursue projects that could make applications to the ‘Affordable Rural Homes for Key Workers Fund’ and will in future offer clear guidance to RSL partners should they be keen to explore this avenue also. This is a fund for local authorities and RSLs to acquire existing permanent affordable homes for key workers where there is identified need. Any opportunities in the areas where we have identified need will be explored for the period in which this fund remains open. 6.7 City / Town Centre Living Perth and Kinross has a substantial urban population with a city and a number of large towns. Many wish to reside in town and city centre locations and a focus on town centre living can boost the local economy and community vibrancy. In this SHIP, we are projecting that 104 new affordable homes will be funded that are situated in or very near city and town centre boundaries of the Perth and Kinross, as defined in the Local Development Plan. Page 79 of 96
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6.8 Energy Efficiency The Council seeks to maximise energy efficiency and reduce fuel poverty by meeting the ‘Greener’ energy efficiency standard in new builds, where practical. To meet this standard, homes must meet Section 7 (Aspect 1 & 2) of the 2011 Building Regulations in relation to Carbon Dioxide emissions and energy for space heating. The standard may not be achievable in all projects, particularly where an existing building is to be redeveloped or where homes form part of a larger development for market provision or through the PKC Buyback scheme. The Council supports RSL partners to develop to Silver Standards as a minimum and to provide enhanced levels as set out within the Scottish Government’s Housing to 2040 vision. The Council has published a new Design Guide for Sustainable, Inclusive Homes – a Net Zero Approach. It is anticipated by 2023/24 that all PKC new build affordable homes will meet the ‘Gold Standard’ as a minimum and meet some of the key objectives within the Council’s Climate Change Strategy and Action Plan (November 2019). 7. Partnership Working, Consultation and Monitoring This SHIP has been developed through collaboration with the Scottish Government, RSLs, and other stakeholders such as Health and Social Care Partnership and tenants’ groups. Housing and Planning are also key partners for the development and ongoing delivery of the SHIP. PKC continues to have 6 weekly updates with the RSL partners to discuss affordable projects both current and future opportunities. These meetings bring an opportunity for partners to discuss the wider programme and strategic issues including updates from the Scottish Government, Scottish Water, the SHIP, and site prioritisation. Every 6 weeks, updates are provided to the Scottish Government on areas relating to planning, public utilities and slippage impacting current/future year funding. Regular contact is maintained outwith these set meetings to ensure a well-functioning programme is maintained. PKC has now established an LHS Delivery Group to ensure delivery of outcomes set in the LHS. This Group feeds into the Strategic Affordable Housing Board, which provides oversight on the delivery of Perth & Kinross’s Affordable Housing Supply Programme and ensures implementation of new affordable housing objectives contained in LHS and wider national strategies. The Board comprises senior managers and officers from Housing, Planning, Property, and Finance alongside an RSL representative. In developing the SHIP 2025/26 – 2029/30, all RSLs were asked to submit project proposals for any new sites. All proposals were assessed alongside Council projects using the SHIP prioritisation Framework (see Appendix 5) and the programme was then approved by the Strategic Affordable Housing Board. Page 80 of 96
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As outlined above, the Perth and Kinross multi-agency Independent Living Panel (ILP) provides key information to the SHIP to enable the provision of supported housing in the most appropriate locations and in the correct form. The ILP meets monthly and is made up of over 20 members working across Housing, Health and Social Care Partnership teams. The Panel provides an integrated approach to meeting housing, health and social care needs of people who have been assessed as requiring support to enable them to live as independently as possible in their own home or within a specialist provision. The Council also has frequent meetings with developers to discuss development sites and how their developments can contribute to LHS priorities through inclusion in the SHIP. The private sector play an important role in supporting the delivery of affordable homes through affordable housing contributions on sites as well as the sale of ‘off the shelf’ properties. 8. Affordable Housing Policy The ‘Developer Contributions and Affordable Housing Supplementary Guidance’ (2023) is linked to Policy 20 in the Perth and Kinross Local Development Plan 2 (2019). It outlines the contribution developers must make towards affordable housing to enable planning applications for new residential developments to be supported. This guidance was updated in 2023 and requires new housing developments to provide a 25% affordable housing contribution on applicable sites. The guidance outlines PKC’s policy for affordable housing contribution where onsite provision is preferred, followed by offsite provision, and then a commuted sum if the first two are not possible. Housing Strategy works with developers and RSLs early on to ensure the affordable housing component meets the local housing need. 9. Prioritisation Framework All new affordable housing proposals for the SHIP are prioritised using the SHIP Prioritisation Framework (see appendix 5). This framework assesses proposals based on the Council’s strategic aims, priorities, and project deliverability. The Council balances investment decisions through a mix of Council, RSL and developer delivery, considering various affordable housing tenures to meet housing need across all the HMAs. A renewed focus on deliverability has resulted in some less deliverable sites in the previous SHIP moved to the ‘pipeline’ list, with more deliverable projects introduced. 10. Development Constraints There are several challenges that can affect development, including: • market volatility in the construction sector, impacting on private sector delivery timescales. • increased energy prices. • high material prices and shortages. • shortages of labour • economic uncertainty • inflation Page 81 of 96
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These issues need careful management, especially with reduced grant allocation. However, they also present opportunities for affordable housing providers. Off-the-shelf opportunities with private developers are explored to increase affordable housing supply. 11. Procurement Approaches PKC encourages collaborative procurement to deliver programmes effectively. The Council is part of the Scotland Excel framework and will also use the HUB framework for procuring services, where appropriate. They will also explore offsite and modern construction methods for new projects to ensure quality and speed. 12. Equalities PKC’s Impact and Value Assessment (IVA) process screens and monitors every Council proposal against statutory and non-statutory environmental, social and economic criteria. It covers a range of assessment areas including: Strategic and Resource implications, and impact assessment for Climate Change, Equality & Fairness, Child Rights & Wellbeing, Sustainable Procurement & Supply, and Strategic Environmental Assessment. This screening showed that an Equality & Fairness Impact Assessment was not required for the SHIP. A full assessment was done during the LHS process, which informs the SHIP outcomes. 13. Strategic Environment Assessment The Strategic Environmental Assessment (Scotland) Act 2005 requires plans, programmes, and strategies to be screened for environmental impact. The SHIP, as part of the LHS, was pre-screened and found to have no or minimal environmental effects, making it exempt. The SEA Gateway has been notified. Page 82 of 96
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Appendix 2 Table 1. SHIP Period Starts / Approvals Project Name HMA RSL General Needs Specialist / Supported W/Chair Total Affordable Homes Tenure Pre-Ship Starts / Approvals 24/25 SHIP Period Starts / Approvals 25/26 26/27 27/28 28/29 29/30 Pre- SHIP Buybacks NA PKC 40 0 0 40 SR 40 Lathro Farm, Kinross Kinross KHA 35 0 0 35 SR Broich Road Phase 4, Crieff Strathearn KHA 11 0 1 12 SR Moyness (Hazelwood), Blairgowrie Strathmore KHA 7 0 0 7 MMR Bertha Park Phase 3, Perth Greater Perth KHA 36 0 5 41 SR Hayfield Brae, Lynedoch Road, Methven Greater Perth PKC 12 0 0 12 SR Curlers Crescent, Milnathort Kinross KHA 16 0 0 16 SR Abbeyfield, Crieff Strathearn HHA 1 8 0 9 SR Wester Tomaknock, Crieff Strathearn HHA 23 0 2 25 SR Old Causeway, Kinross Kinross HHA 8 0 0 8 SR Hayfield Brae, Lynedoch Road, Methven Greater Perth PKC 5 0 0 5 SR 5 Rattray Strathmore PKC 18 0 0 18 SR 18 Dunkeld (off the shelf) Highland PKC 20 0 0 20 SR 20 Stanley H31 Greater Perth CHA 20 0 2 22 SR 22 Forfar Road, Miegle Strathmore KHA 23 0 2 25 SR 25 Leslie Court (Conversion) Greater Perth KHA 8 0 0 8 SR 8 St Andrews Street, Perth Greater Perth HHA 37 0 2 39 SR / MMR 39 Buybacks NA PKC 40 0 0 40 SR 40 Broich Road, Crieff Strathearn KHA 47 0 5 52 SR 52 Almond Valley Phase 1, Perth Greater Perth PfP 79 0 6 85 SR / MMR 85 Hawarden Terrace, Perth Greater Perth Ark 0 12 2 12 SR 12 9 Page 83 of 96
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25/26 Former Hillside Hospital, Perth Greater Perth PKC/ HH 65 0 7 72 SR / MMR 72 Former Balhousie School, Perth Greater Perth PKC 36 0 4 40 SR/MM R 40 Beechgrove, Perth Greater Perth PKC 36 0 4 40 SR 40 26/27 Buybacks NA PKC 40 0 0 40 SR 40 Stanley H30 (ph1) Greater Perth KHA 14 0 2 16 SR 16 Hatton Road, Rattray S&G HHA 37 0 5 42 Mix 42 Oudenarde Site Greater Perth HHA 37 0 4 41 Mix 41 Colonsay Resource Centre, Perth Greater Perth PKC 7 0 1 8 SR 8 St Catherines Square, Perth Greater Perth PKC 31 0 4 35 SR 35 Grewar Farm, Coupar Angus S&G PKC 38 0 4 42 SR 42 27/28 Buybacks NA PKC 40 0 0 40 SR 40 Scone North S&G PfP 38 0 4 42 Mix 42 Westpark Phase 2B S&G Ark 0 42 6 42 SR 42 Duntaylor Avenue, Aberfeldy Highland HH 28 8 4 40 Mix 40 Moncrieffe Care Home, Bridge of Earn Greater Perth PKC 43 0 5 48 SR 48 28/29 Buybacks 40 0 0 40 SR 40 Broich Road, Phase 3 Strathearn KHA 16 0 2 18 Mix 18 Meadows Bridge of Earn Greater Perth KHA 24 0 3 27 SR 27 Westpark Phase 1, Blairgowrie S&G PfP 66 0 7 73 Mix 73 East of St Cedd's Road, Ballinluig Highland CHA 14 0 2 16 SR 16 Buybacks NA PKC 40 0 0 40 SR 40 Moncur Road, Inchture Greater Perth HHA 10 0 2 12 MMR 12 Leisure Centre, Pitlochry Highland PKC 9 0 1 10 SR 10 Visit Scotland Office, Pitlochry Highland PKC 2 0 0 2 SR 2 Page 84 of 96
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29/30 Atholl Road/Elm Court, Pitlochry Highland PKC 16 0 2 18 SR 18 Borlick Phase 1, Aberfeldy Highland PKC 31 0 4 35 Mix 35 Rossie Place Ph 1, Auchterarder Strathearn PKC 31 0 4 35 SR 35 Stanley H30 (ph2) Greater Perth PKC 20 0 2 22 SR 22 Abernethy Greater Perth PKC 31 0 4 35 SR 35 Pre-SHIP SHIP Period 1326 70 114 1502 177 341 224 212 174 209 SHIP Period Starts / Approvals – 232 per year Table 2. SHIP Period Completions Project Name HMA Area RSL General Needs Specialist / Supported W/chair Total Affordable Homes Tenure Pre SHIP SHIP Period Completions 24/25 25/26 26/27 27/28 28/29 29/30 Pre- SHIP Buybacks NA PKC 40 0 0 40 SR 40 Lathro Farm, Kinross Kinross KHA 35 0 0 35 SR 35 Broich Road Phase 4, Crieff Strathearn KHA 11 0 1 12 SR 12 Moyness (Hazelwood), Blairgowrie Strathmore KHA 7 0 0 7 MMR 7 Bertha Park Phase 3, Perth Greater Perth KHA 36 0 5 41 SR 41 Hayfield Brae, Lynedoch Road, Methven Greater Perth PKC 12 0 0 12 SR 12 Curlers Crescent, Milnathort Kinross KHA 16 0 0 16 SR 16 Abbeyfield, Crieff Strathearn HHA 1 8 0 9 SR 9 Wester Tomaknock, Crieff Strathearn HHA 23 0 2 25 SR 25 Page 85 of 96
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Old Causeway, Kinross Kinross HHA 8 0 0 8 SR 8 Hayfield Brae, Lynedoch Road, Methven Greater Perth PKC 5 0 0 5 SR 5 Rattray Strathmore PKC 18 0 0 18 SR 18 Dunkeld (off the shelf) Highland PKC 20 0 0 20 SR 20 Stanley H31 Greater Perth CHA 20 0 2 22 SR 22 Forfar Road, Miegle Strathmore KHA 23 0 2 25 SR 25 Leslie Court (Conversion) Greater Perth KHA 8 0 0 8 SR 8 St Andrews Street, Perth Greater Perth HHA 37 0 2 39 SR / MMR 39 25/26 Buybacks NA PKC 40 0 0 40 SR 40 Broich Road, Crieff Strathearn KHA 47 0 5 52 SR 52 Almond Valley Phase 1, Perth Greater Perth PfP 79 0 6 85 SR / MMR 42 43 Hawarden Terrace, Perth Greater Perth Ark 0 12 2 12 SR 12 Former Hillside Hospital, Perth Greater Perth PKC/HHA 65 0 7 72 SR / MMR 32 40 Former Balhousie School, Perth Greater Perth PKC 36 0 4 40 SR/MMR 40 Beechgrove, Perth Greater Perth PKC 36 0 4 40 SR 40 26/27 Buybacks NA PKC 40 0 0 40 SR 40 Stanley H30 (ph1) Greater Perth KHA 14 0 2 16 SR 16 Hatton Road, Rattray S&G HHA 37 0 5 42 Mix 42 Oudenarde Site Greater Perth HHA 37 0 4 41 Mix 41 Colonsay Resource Centre, Perth Greater Perth PKC 7 0 1 8 SR 8 St Catherines Square, Perth Greater Perth PKC 31 0 4 35 SR 35 Page 86 of 96
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Grewar Farm, Coupar Angus S&G PKC 38 0 4 42 SR 42 27/28 Buybacks NA PKC 40 0 0 40 SR 40 Scone North S&G PfP 38 0 4 42 Mix 42 Westpark Phase 2B S&G Ark 0 42 6 42 SR 42 Duntaylor Avenue, Aberfeldy Highland HH 28 8 4 40 Mix 40 Moncrieffe Care Home, Bridge of Earn Greater Perth PKC 43 0 5 48 SR 48 28/29 Buybacks 40 0 0 40 SR 40 Broich Road, Phase 3 Strathearn KHA 16 0 2 18 Mix 18 Meadows Bridge of Earn Greater Perth KHA 24 0 3 27 SR 27 Westpark Phase 1, Blairgowrie S&G PfP 66 0 7 73 Mix 73 East of St Cedd's Road, Ballinluig Highland CHA 14 0 2 16 SR 16 29/30 Buybacks NA PKC 40 0 0 40 SR 40 Moncur Road, Inchture Greater Perth HHA 10 0 2 12 MMR 12 Leisure Centre, Pitlochry Highland PKC 9 0 1 10 SR 10 Visit Scotland Office, Pitlochry Highland PKC 2 0 0 2 SR 2 Atholl Road/Elm Court, Pitlochry Highland PKC 16 0 2 18 SR 18 Pre- SHIP SHIP Period Completions 1213 70 100 1375 223 159 265 259 269 200 SHIP Period Completions – 230 per year Page 87 of 96
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Appendix 3 Table 1. SHIP Projects Grant Funding Key: Registered Social Landlord (RSL), Kingdom Housing Association (KHA), Ark Housing Association (ARK), Places for People (PfP), Hillcrest Housing Association (HHA), Perth and Kinross Council (PKC), Caledonia Housing Association (CHA). Social Rent (SR), Shared Equity (SE), Mid-Market Rent (MMR), Wheelchair adapted (WC) Site RSL Total SR SE MMR WC HMA Pre-SHIP SHIP Period Total 24/25 25/26 26/27 27/28 28/29 29/30 PKC Buybacks PKC 200 200 0 0 Various £1,400,000 £1,400,000 £1,400,000 £1,400,000 £1,400,000 £7,000,000 Broich Road Ph3, Crieff KHA 18 0 0 18 2 Strathearn £1,125,000 £1,125,000 Broich Road, Crieff KHA 52 52 0 0 5 Strathearn £3,000,000 £3,000,000 £6,000,000 Stanley H30 KHA 16 16 0 0 2 Greater Perth £1,300,000 £1,300,000 Meadows Bridge of Earn KHA 27 27 0 0 3 Greater Perth £2,500,000 £2,500,000 Westpark Phase 1, Blairgowrie PfP 73 73 0 0 7 Strathmore £4,000,000 £2,400,000 £6,400,000 Scone North PfP 42 29 0 13 4 Greater Perth £2,000,000 £1,457,324 £3,457,324 Almond Valley, Perth PfP 85 58 0 27 6 Greater Perth £3,000,000 £3,900,000 £1,000,000 £7,900,000 Hawarden Terrace, Perth Ark 12 12 0 0 2 Greater Perth £1,192,380 £1,192,380 Westpark Phase 2B, Blairgowrie Ark 42 42 0 0 6 Strathmore £2,000,000 £1,800,000 £3,800,000 Hatton Road, Rattray HHA 42 42 0 0 5 Strathmore £400,000 £2,600,000 £1,173,330 £3,773,330 Oudenarde, Bridge of Earn HHA 41 41 0 0 4 Greater Perth £1,073,965 £2,000,000 £3,073,965 Duntaylor Avenue, Aberfeldy HHA 40 40 0 0 4 Highland £2,343,000 £1,000,000 £3,343,000 Moncur Road, Inchture HHA 12 0 0 12 2 Greater Perth £750,000 £750,000 Former Hillside Hospital, Perth HHA / PKC 72 57 0 15 7 Greater Perth £2,000,000 £2,500,000 £1,407,564 £5,907,564 St Andrew Street, Perth HHA 39 15 0 24 2 Greater Perth £1,000,000 £2,000,000 £2,000,000 Former Balhousie School, Perth PKC 40 40 0 0 4 Greater Perth £3,000,000 £3,000,000 9 Page 89 of 96
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Beechgrove, Perth PKC 40 40 0 0 4 Greater Perth £2,920,000 £2,920,000 Leisure Centre, Pitlochry PKC 10 10 0 0 1 Highland £835,480 £835,480 Colonsay resource Centre PKC 8 8 0 0 1 Greater Perth £668,384 £668,384 Visit Scotland Office, Pitlochry PKC 2 2 0 0 0 Highland £167,096 £167,096 Moncrieffe Care Home, Bridge of Earn PKC 48 48 0 0 5 Greater Perth £2,000,000 £2,012,032 £4,012,032 Atholl Road /Elm Court, Pitlochry PKC 18 18 0 0 2 Highland £1,500,000 £1,500,000 Borlick Phase 1, Aberfeldy PKC 35 35 0 0 4 Highland £1,000,000 £1,000,000 St Catherines Square, Perth (conversion) PKC 35 35 0 0 4 Greater Perth £1,500,000 £1,500,000 Rossie Place (Ph 1), Auchterarder PKC 35 35 0 0 4 Strathearn £3,350,000 £3,350,000 Stanley H30 (ph2) PKC 22 22 0 0 2 Greater Perth £1,800,000 £1,800,000 Grewars Farm, Coupar Angus PKC 42 42 0 0 4 Strathmore £1,510,528 £2,000,000 £3,510,528 Abernethy PKC 35 35 0 0 4 Greater Perth £1,000,000 £1,000,000 East of St Cedd's Road, Ballinluig CHA 16 16 0 0 2 Highland £450,000 £1,000,000 £1,450,000 Stanley H31 CHA 22 16 6 0 2 Greater Perth £450,000 £1,200,000 £1,200,000 Total 1221 1106 6 109 104 £19,712,380 £19,452,877 £17,323,894 £15,744,356 £15,202,576 £87,436,083 RPA £12,594,000 £12,594,000 £12,594,000 £12,594,000 £12,594,000 £62,970,000 RPA plus slippage (39%) £17,505,660 £17,505,660 £17,505,660 £17,505,660 £17,505,660 £87,528,300 Table 2. SHIP Projects being grant funded by HMA (does not include buybacks) Page 90 of 96
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Greater Perth Highland Kinross Strathearn Strathmore 596 121 0 105 199 Table 3. SHIP Projects being funded by RSL (does not include buybacks) Perth and Kinross Council Kingdom Housing Association Places for People Hillcrest Housing Association Ark Housing Association Caledonia Housing Association 400 113 200 216 54 38 Page 91 of 96
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Appendix 4 Private Sector Empty Homes Returns The tables below relate to private properties brought back into use with help from PKC Empty Homes Service. These have been taken directly from the yearly returns local authorities need to submit to the Empty Homes Partnership, which is operated by Shelter Scotland on behalf of the Scottish Government. The varying format they are presented in is due to the manner in which the information has been supplied in the respective years. Scottish Government guidance on drafting the SHIP requires us to provide this information. 2023/24 Empty Homes Returns No. of properties Length of time empty 3 Less than a year 11 1-2 years 21 2-5 years 3 5-10 years 14 10+ years 28 Unknown No. of properties Route back into use 10 Let through private sector leasing scheme 10 Let at an affordable rent 25 Owner occupier 30 Let privately 5 Sold through estate agent 2022/23 Empty Homes Returns No. of properties Length of time empty 8 Less than a year 26 1-2 years 8 2-5 years 10 5-10 years 4 10+ years 8 Unknown 2021/22 Empty Homes Returns No of properties Route back into use 1 Sold at auction 21 Let privately 8 Rent deposit guarantee scheme 19 Owner occupation 17 Holiday home 27 Unknown 9 Page 93 of 96
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Appendix 5 Prioritisation Framework Introduction Our Prioritisation Framework provides a tool to prioritise investment. It balances the Scottish Government’s ambitions contained in Housing to 2040, and Perth and Kinross Council’s Local Housing Strategy (LHS) outcomes. Partner Housing Associations that operate in the area have been asked to submit proposals, in an agreed format, for any sites that are not currently in the SHIP that they wish to be considered for funding. The framework does not provide the only assessment of priority and the Council will continue to balance its investment decisions to ensure housing need across the Housing Market Areas is met, and that there is an appropriate split between rural/urban and greenfield/brownfield delivery, as per LHS outcomes. As achieving strategic objectives is crucial, it is essential that we ensure only those projects that can be delivered are included. For this reason, the framework operates a 2-step process, whereby a pre- screening exercise is undertaken initially, before proposals are then scored against our matrix. Pre-Screening Any sites proposed that are outwith development boundaries, as per LDP, will automatically be screened out unless they have planning permission, either in principle or detailed, or can be justified through NPF4. Any allocated housing sites in LDP will automatically be progressed to site scoring. All other sites will be considered as part of the pre-screening process, whereby a review of the site will be considered by Perth and Kinross Council’s Housing Strategy Team. This review will include a check on the site’s planning history, potential site constraints, and may include discussions with Planning about the proposal. These sites will then be reviewed against the detail and scale of the project. There are 3 potential outcomes of pre-screening: 1 Progress to site scoring. 2 Refusal to score until planning permission is obtained. 3 Agree to score though only on a reduced number of units. Agreement to proceed to site scoring is not an assurance that the site will ultimately be delivered as per the proposal, only that initial checks have been carried out to ensure that the Council have satisfied itself, based on current knowledge that there are no obvious impediments to its delivery. Site Scoring To ensure fairness and transparency, each proposal, unless screened out, will be scored against set criteria listed below. As noted above, whilst this is the basis for investment decisions, it cannot be the only tool that is used, as the sites selected for inclusion need to assist in achieving the LHS outcomes, and so this needs to be considered alongside site scoring. Priority 1 considers whether the proposal meets housing need. This will be assessed using different data sets, including applicant wating lists, scale of existing stock and current turnover, Housing Need and Demand Assessment (HNDA), and future supply. 9 Page 95 of 96
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Priority 2 considers whether the proposal reflects a ‘brownfield first’ approach and helps bring back into use sites that would benefit the community. Priority 3 considers whether the proposal reflects the LHS target to deliver more wheelchair adapted homes. Priority 4 considers whether the project can be cross funded and bring in alternative funding streams. Priority 5 considers where the sites are on their development journey, prioritising those that are more progressed. Priority 6 considers how deliverable the proposals are. This is to ensure that priority is not given to sites that are unlikely to be brought forward. Priority 7 considers whether the proposal meets wider strategic priorities. Examples include re-use of surplus PKC assets, provision of supported housing, regeneration projects, achieving other LHS outcomes. Some elements of scoring will be a matter of fact, some will be down to professional judgment. Scoring Criteria 1. Meets Local Housing Need • High (3) • Medium (2) • Low (1) 2. Site attributes • Listed Building (1) • Vacant and Derelict Land Register (1) • Long term empty building (1) • Brownfield (1) 3. Includes minimum 10% wheelchair delivery (2) 4. Can harness other funding streams e.g Rural Housing Fund (2) 5. Development status • Detailed planning permission (2) • Planning in principle (1) • Land acquired (1) • Allocated LDP housing site (1) 6. Deliverability • High (3) • Medium (2) • Low (1) 7. Meets Wider Strategic Priorities (3) Low (1-4) Medium (5-9) High (10+) Page 96 of 96