Agenda Document Pack - Housing and Social Wellbeing Committee - 22/01/2025
Perth and Kinross Council · 22 January 2025
Back to Housing and Social Wellbeing Committee — 22 January 2025 and its agenda
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Ambition | Compassion | Integrity Our vision is for a Perth and Kinross where everyone can live life well, free from poverty and inequalities Council Building 2 High Street Perth PH1 5PH 15/01/2025 A hybrid meeting of the Housing and Social Wellbeing Committee will be held in the Council Chamber on Wednesday, 22 January 2025 at 09:30. If you have any queries please contact Democratic Services on (01738) 475000 or email Committee@pkc.gov.uk. THOMAS GLEN Chief Executive Those attending the meeting are requested to ensure that all notifications are silent on their device and other devices are in silent mode. Please note that the meeting will be broadcast online and recorded. The recording will be publicly available on the Council’s website following the meeting. Members: Councillor Tom McEwan (Convener) Councillor Sheila McCole (Vice-Convener) Bailie Chris Ahern Councillor Peter Barrett Councillor Bob Brawn Bailie Rhona Brock Councillor Angus Forbes Councillor Ian James Councillor Iain MacPherson Councillor Carol Mair Bailie Claire McLaren Councillor Frank Smith Councillor Colin Stewart Councillor Jack Welch Bailie Mike Williamson Page 1 of 166
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Housing and Social Wellbeing Committee Wednesday, 22 January 2025 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 27 NOVEMBER 2024 FOR APPROVAL (copy herewith) 5 - 8 4 OUTSTANDING BUSINESS STATEMENT (copy herewith 25/6) 9 - 10 5 COMMUNITY JUSTICE PROGRESS REPORT 2023-24 Report by Strategic Lead - Children, Families and Justice (copy herewith 25/7) 11 - 68 6 TAYSIDE MAPPA ANNUAL REPORT 2023-24 Report by Strategic Lead - Children, Families and Justice (copy herewith 25/8) 69 - 90 7 HOUSING REVENUE ACCOUNT (HRA) STRATEGIC FINANCIAL PLAN INCORPORATING THE 5 YEAR CAPITAL INVESTMENT PROGRAMME AND RENT STRATEGY TO 2029/30, RESERVES STRATEGY AND OTHER HOUSING CHARGES FOR 2025/26 Joint Report by Strategic Lead - Housing and Communities and Strategic Lead - Finance and Business Support (copy herewith 25/9) 91 - 134 8 REVIEW OF THE COMMON ALLOCATIONS POLICY Report by Strategic Lead - Housing and Communities (copy herewith 25/10) 135 - 166 Page 3 of 166
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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 27 November 2024 at 9.30am. Present: Bailies C Ahern, C McLaren and M Williamson; Councillors P Barrett, B Brawn, A Chan (substituting for Councillor A Forbes), D Cuthbert (substituting for Bailie R Brock), D Illingworth (substituting for Councillor I James), I Macpherson, C Mair, T McEwan and C Stewart. In Attendance: C Mailer, Depute Chief Executive; E Ritchie, Strategic Lead – Housing and Communities, A Singh – Strategic Lead – Children, Families and Justice, D Stokoe (Housing and Communities), L Haxton (Strategic Planning, People and Performance), N Rogerson (from Item 7), J Middlemiss (both Children, Families and Justice), S Hendry, J Guild, A Brown and M Pasternak (all Legal and Governance). Also in Attendance: Group Commander C Wallace and Area Commander B Todd (both Scottish Fire and Rescue Service), Chief Superintendent N Russell, Area Commander G Burns and Inspector S Gray (all Police Scotland) (all up to Item 7). Apologies: Bailie R Brock, Councillors A Forbes, I James and J Welch. Councillor T McEwan, Convener, Presiding. 1. WELCOME AND APOLOGIES Councillor T McEwan welcomed everyone to the meeting. Apologies were noted as above. 2. DECLARATIONS OF INTEREST There were no 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 Social Wellbeing Committee of 2 October 2024 was submitted and approved as a correct record. 4. OUTSTANDING BUSINESS STATEMENT Resolved: The Outstanding Business Statement was noted, and it was agreed to remove the completed actions. 3 Page 5 of 166
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5. SCOTTISH FIRE AND RESCUE SERVICE MID-YEAR PERFORMANCE REPORT 1 APRIL 2024 TO 30 SEPTEMBER 2024 There was submitted a report by Local Senior Officer, SFRS (24/336) 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. Resolved: The statistical information contained in this report in conjunction with Appendix 1, be noted following scrutiny. 6. PERTH AND KINROSS LOCAL POLICING AREA MID-YEAR PERFORMANCE REPORT -1ST APRIL 2024 – 30TH SEPTEMBER 2024 There was submitted a report by Chief Superintendent, Police Scotland (24/337) providing information in relation to some of the work which has taken place within Perth and Kinross Local Policing Area to allow Members to conduct their scrutiny responsibilities. Resolved: The statistical information contained in this report in conjunction with Appendix 1, be noted following scrutiny. THERE FOLLOWED A SHORT RECESS AND THE MEETING RECONVENED AT 11:10AM. 7. COMMUNITY PAYBACK ORDER ANNUAL RETURN 2023-24 There was submitted a report by Strategic Lead – Children, Families and Justice (24/338) introducing the Perth and Kinross CPO Annual Return for 2023-24 in compliance with the requirement from the Criminal Procedure (Scotland) Act 1995 about duty on local authorities to submit an annual return about the operation of Community Payback Orders (CPOs) to Community Justice Scotland (CJS). Resolved: (i) The Committee takes assurance about the work being undertaken by the Community Justice Social Work (CJSW) team and the Unpaid Work (UPW) teams in respect of CPOs in Perth and Kinross; (ii) The contents of the report be endorsed. (iii) It be requested the Strategic Lead for Children, Families and Justice brings forward an annual report regarding the activity and performance of CPOs. 8. PRESENTATION ON 16 DAYS OF ACTIVISM AGAINST GENDER BASED VIOLENCE There was a slide-based presentation by J Middlemiss on the 16 days of activism against gender-based violence. Page 6 of 166
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Resolved: The contents of the presentation, be noted. 9. COMMUNITY INVESTMENT FUND 2024/25 Three was submitted a report by Strategic Lead – Housing and Communities (24/339) (1) informing Committee of the funding commitments made for the 2024/25 Community Investment Fund (CIF) across the 12 Council wards, and (2) providing an update on progress with the Locality Participatory Budget Fund for 2024/25. Resolved: (i) The funding decisions taken by Ward Panels for 2024/25 CIF, be noted. (ii) The carry forward of £47,520.20 for disbursal to community grassroots projects in 2024/25 and 2025/26, for use in the wards where the underspends have arisen, be approved. (iii) The progress made with the Locality PB Fund, be noted. ~~~~~~~~~ Page 7 of 166
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HOUSING AND SOCIAL WELLBEING OUTSTANDING BUSINESS STATEMENT (OBS) (Report No. 25/6) 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 26. 27 November 2024 Item 5 – Scottish Fire and Rescue Service – Mid- Year Performance Report Breakdown of information regarding Indicator 8 – Fatal RTCs into individual instances and locations to be provided. Circulated to all Committee Members 19/12/2024. C Wallace, Scottish Fire and Rescue Service COMPLETE 26 March 2025 27. 27 November 2024 Item 5 – Scottish Fire and Rescue Service – Mid- Year Performance Report & Item 6 – Police Scotland Mid-Year Performance Report Summary of RTC locations and areas for improvement to be shared in conjunction with Road Safety Partnership. Scottish Fire and Rescue Service / Police Scotland / Road Safety Partnership DUE 26 March 2025 28. 27 November 2024 Item 6 – Police Scotland Mid-Year Performance Report & Item 8 – 16 Days of Activism Breakdown of incidents of domestic violence to be broken down into P&K residents and N Russell/G Burns/S Gray, Police Scotland & J Middlemiss, Safer DUE 26 March 2025 4 Page 9 of 166
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No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/completed Action Expected visitors to the area. Communities Officer 29. 27 November 2024 Item 6 – Police Scotland Mid-Year Performance Report Mountain Rescue Team winter preparedness communication information to be shared. N Russell/G Burns/S Gray, Police Scotland DUE Prior to end 2024 30. 27 November 2024 Item 6 – Police Scotland Mid-Year Performance Report Breakdown of individual/instituti onal fraud instances to be provided to both H&SW Committee and Adult Protection Committee. N Russell/G Burns/S Gray, Police Scotland DUE 26 March 2025 Page 10 of 166
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Perth and Kinross Council Housing and Social Wellbeing Committee 22 January 2025 COMMUNITY JUSTICE PROGRESS REPORT 2023-24 Report by Strategic Lead – Children, Families and Justice (Report No. 25/7) 1. PURPOSE 1.1 This report provides an update on the work of council services and partners to meet local and national outcomes for Community Justice for the period 1 April 2023 to 31 March 2024. It provides an update on the effectiveness of the arrangements for the supervision of serious offenders and the approaches being used to help people make positive changes in their lives and tackling the underlying causes. 2. RECOMMENDATIONS 2.1 It is recommended that the Committee: • Notes the approach being undertaken by Perth and Kinross Council (PKC) teams in respect of the Perth and Kinross Community Justice and Safety Partnership (the Partnership), and the content of the Community Justice Progress Report 2023-24 (Appendix 1); • Endorses the contents of this report; and • Requests the Strategic Lead for Children, Families and Justice brings forward an annual report regarding the activity and performance. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Section 5: Conclusion • Appendices 5 Page 11 of 166
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4. BACKGROUND The Perth and Kinross Community Justice and Safety Partnership 4.1 The Community Justice (Scotland) Act 2016 (the Act) was passed by the Scottish Parliament in 2017 and established Community Justice Partnerships in each local authority area comprising of statutory partners - Police Scotland; Scottish Prison Service (SPS); Scottish Fire and Rescue Service (SFRS); Skills Development Scotland (SDS); NHS Scotland; Health and Social Care Integration Joint Board; Scottish Courts and Tribunals Service, the local authority; and representation from the third sector. 4.2 Alongside the Act, a National Strategy for Community Justice (2016) and a Community Justice Outcomes, Performance and Improvement Framework was launched. The Act requires statutory partners to work together to deliver a Community Justice Outcomes Improvement Plan (CJOIP), delivering on the National Strategy and framework for their area, and report on progress to Community Justice Scotland (CJS) via an Annual Outcome Activity Return. The Partnership launched its first CJOIP, a three-year plan on 1 April 2017 (the plan was extended for a further 2 years due to COVID-19) and submitted Outcome Activity Returns to Community Justice Scotland annually since 2018, highlighting local progress against the CJOIP. These reports are available on the Community Justice and Community Safety Partnership webpage on the Perth and Kinross Council’s website. 4.3 A new National Strategy for Community Justice was launched in June 2022, and a new Performance Framework in March 2023. The Partnership launched a new Perth and Kinross CJOIP 2023 - 2028 in June 2023. 4.4 The 2023-24 Annual Outcome Activity Return submitted to CJS in September 2024 was the Partnership’s first annual submission, reporting against outcomes/progress under the new National Strategy for Community Justice and Performance Framework, and the new CJOIP. Unlike previous years, a public facing annual report (Community Justice Progress Report) has been prepared in addition to the Annual Outcome Activity Return, meeting the section 23 requirement of the CJS Act. This public facing report was approved by the Partnership on 6 December 2024 (Appendix 1) and went live on the Community Justice and Community Safety Partnership webpage on 10 December 2024. The report contains contributions from statutory and third sector organisations. Appendix 2 provides a glossary of terms within the report. 4.5 From a PKC perspective, the Community Justice Progress Report 2023-24 highlights examples of positive work being carried out by a range of PKC teams, often in partnership with other stakeholders and includes the following: • Complex Needs Co-ordinator role commenced in September 2022 (a two-year test of change), jointly funded by Community Justice Social Work (CJSW) and Alcohol and Drug Partnership (ADP). The role initially focussed on screening referrals received from the Positive Steps Custody Arrest Referral Service, but over time, the Page 12 of 166
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referral routes to the Complex Needs Co-ordinator broadened to include direct referrals from Police Scotland (following the Positive Steps Custody Arrest Referral Service ceasing), referrals from Bail Supervision Officers (for those assessed as suitable for Bail Supervision but not given Bail Supervision by the court), support to residents held on remand (following amendment to SPS Information Sharing Agreement), support for people released from a short term sentence following the establishment of the Voluntary Throughcare Co-ordination meeting and support to those triaged via the daily Non-Fatal Overdose meeting. The role, to date, has worked to create a ‘no wrong door’ offer of support to people by providing assertive outreach to people with multiple and complex needs (who have difficulty engaging with mainstream services) and referring those with less complex needs into the right support service (assisting with navigation through the cluttered landscape). The Complex Needs Co-ordinator role relies heavily on both Floating & Intensive Housing Support Services. These services are commissioned and funded by PKC and delivered by Turning Point, Simon Communities, and Churches Action for the Homeless. These services are available to residents throughout the Perth and Kinross area alongside other third sector services such as Tayside Council on Alcohol. Learning from this test of change has highlighted that the support needs of those following arrest, released from remand and released from a sentence, are similar, with the most common requests for support being: • Housing • Mental health • Substance use • Benefits This test of change has been extended for a further year and expanded to include a Complex Needs Project Lead in August 2024. • Bail Supervision focusses on reducing re-offending and affording the person the opportunity to change their behaviour and address unmet need. The Bail Supervision within Perth and Kinross extended the eligible age criteria in January 2022, from being available to 16 to 26- year-olds, to anyone aged 16 and over. Additional staff were recruited to accommodate this change. Community Justice Assistants (CJAs) support the Service, in addition to the dedicated support from the Young People’s Service. Extending the eligible age range provides wider service access and provides the Court with an alternative to remand across the age range, where possible, minimising the negative impact for families, children, and the individual, as it provides the opportunity for family, social and economic relationships to continue in line with The Promise. Page 13 of 166
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• Electronic Monitoring: Community management options were strengthened by increasing the use of electronic monitoring technologies. Multi agency training sessions improved understanding and confidence in electronic monitoring. • Diversion from Prosecution (DfP) Scheme, CJSW continued to offer DfP training, delivered on a one-to-one basis by a CJA. The training explores behaviour which may put the person at risk of committing further offences and offers practical support and advice. The DfP Scheme offers swift intervention, which can interrupt a cycle of offending and/or prevent further offending. The person does not receive a conviction for the alleged offence, which can impact on longer-term employment opportunities. • Right Track (Structured Deferred Sentence), run by CJSW, works with young people aged 16 to 26 and gives them the opportunity to engage in intensive support provided by a Right Track Officer, prior to attending court for final sentencing. The scheme helps ensure that custody is only used where necessary. The services enable the young person to work on their chaotic lifestyle and develop a more structured way of life prior to sentencing. • One-Stop Women’s Learning Service (OWLS), in collaboration with other services, offers women a safe space where they can access crucial services, improve their mental health and wellbeing, as well as address the reasons for their offending behaviour. This wraparound service builds the self-confidence and self-esteem of women enabling them to become more involved in their community. The co-production and joint delivery of services improves access opportunities to services for women. The whole system approach enables needs to be met at a the time when the person can accept the support. • EVOLVE, a project targeted at men given a supervision requirement, continued during the reporting period. Like OWLS, the project is gender specific. The project works with men in a trauma informed manner, using a combination of intensive one to one work, and a focussed programme of group work which include activities designed to increase positive life chances and pro-social decision making for males who offend. It helps them find purpose, improve their wellbeing, and rebuild relationships within their communities and families. • Connecture (a trauma groupwork intervention which was initially trialled within Evolve) was introduced to the wider team following an independent evaluation of the programme by Research Author Dr Briege Nugent Brown and received positive feedback from both participants and staff. • Caledonian System is an integrated approach to addressing domestic abuse perpetrated by adult male offenders and improving the lives of women and children. Page 14 of 166
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It combines a court-ordered programme for men, aimed at changing their behaviour, with support services for women and children. Work was undertaken during the reporting period to improve resilience within the PKC Community Justice team. • Unpaid Work team continued to use the Westbank Hub as a base, providing opportunities to link people in with employability opportunities available on site ie, Forklift and Telehandler training. During the reporting period, a partnership arrangement was formed to help clear fly- tipping in Perth and Kinross which was popular with the public and the partners. A partnership was also established with PKC Housing to restore gardens of vulnerable tenants before they join the PKC Garden Maintenance Scheme. • Prisoner Release work had commenced pre COVID-19 to improve co- ordination of prisoner release (to seek better links between prison and housing, eg, information sharing three months prior to release to help manage housing needs) and the COVID-19 early prisoner release programme. Fortnightly multi-agency meetings commenced in August 2021 and continue to run fortnightly. These meetings are attended by CJSW, Safer Communities Team (SCT), PKC Housing Team and the Integrated – Drug Alcohol and Recovery Team (IDART), all working together to manage risks, provide support and to address unmet need. The meeting frequency was set to allow agencies time to react to anyone who received short sentences or was being released early. During the reporting period, this proactive release planning was built on further with the launch of a Co-ordinated Voluntary Throughcare test of change in March 2023 providing an opt out model to improve uptake of support for release. The test sites during the reporting period were HMP Perth and HMP Glenochil. In addition to seeking to ensure a proactive voluntary throughcare offer for people released from a short-term sentence, work also took place to develop mechanisms to establish General Practitioners (GPs) registration processes to ensure core basic medical needs were met prior to and/or on the day of prisoner release. • Child Impact Assessment Project is aimed at children and young people with someone close to them on the justice journey who often report to being Not Seen, and Not Heard, despite not being Guilty. PKC were successful in a funding application to the Scottish Government’s United Nations Convention on Rights of a Child (UNCRC) Innovation Fund (administered by the CORRA Foundation) with a view to changing that narrative. The application was made in conjunction with Families Outside. The project was funded from 9 October 2023 to 6 December 2024 and sought to change the narrative to Seen, Heard and Supported via multi agency awareness raising and incorporating the Child Impact Assessment toolkit into key processes. The Perth and Kinross pilot is currently the largest Child Impact Assessment pilot in progress in Scotland. The Child Impact Assessment Project supports PKC’s commitment to delivering on The Promise and the UNCRC. Page 15 of 166
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Although funding for the project has ended, the project Steering Group will continue in 2025 to continue efforts in changing the narrative for our young people locally. 6. CONCLUSION 6.1 The Community Justice Progress Report 2023-24, illustrates the positive work being undertaken by both statutory partners and third sector organisations. 6.2 Efforts have been made, and are ongoing, with partners and third sector organisations, as echoed in our CJOIP, to work in partnership towards achieving the shared aim of reducing re-offending by supporting those who have committed offences, and to also support those impacted by crime – families and victims/survivors. It is the intention of the Partnership to build on this progress, thereby ensuring the communities in Perth and Kinross remain a safe place to live. Authors Name Designation Contact Details Eleanor Lindsay Nicola Rogerson Community Justice Quality Improvement Team Leader Service Manager, Justice and Community Safety Services FBSCommittee@pkc.gov.uk 01738 475000 Approved Name Designation Date Arun Singh Strategic Lead – Children, Families and Justice 10 January 2025 Page 16 of 166
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes/None Community Plan/Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial None Workforce None Asset Management (land, property, IST) None Assessments Equality Impact Assessment None Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance None Risk None Consultation Internal None External None Communication Communications Plan None 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This section sets out how the proposals relate to the delivery of the Perth and Kinross Community Plan/Single Outcome Agreement in terms of the following priorities: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. This report relates to Objective No. (v). Corporate Plan 1.2 This section sets out how the proposals relate to the achievement of the Council’s Corporate Plan Objectives: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and Page 17 of 166
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(v) Creating a safe and sustainable place for future generations. This report relates to Objective No. (v). 1.3 The report also links to the Education and Learning; and the Children, Families and Justice Services Vision, Values and Priorities in respect of the following key Priority area: • Safe and Protected 2. Resource Implications Financial 2.1 This report contains no proposals which would have a financial impact on the Council. Workforce 2.2 There are no workforce implications arising from this report. Asset Management (land, property, IT) 2.3 There are no asset management implications arising from this report. 3. Assessments 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. 3.1.1 The proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as not relevant for the purposes of EqIA. Strategic Environmental Assessment 3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. 3.2.1 The proposals have been considered under the Act; however, no action is required as the Act does not apply to the matters presented in this report. This is because the Committee are requested to note the contents of the report only and the Committee are not being requested to approve, adopt or agree to an action or to set the framework for future decisions. Page 18 of 166
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Sustainability 3.3 Under the provisions of the Local Government in Scotland Act 2003, the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • In the way best calculated to delivery of the Act’s emissions reduction targets. • In the way best calculated to deliver any statutory adaption programmes. • In a way that it considers most sustainable. 3.3.1 There are no issues in respect of sustainability from the proposals in this report. Legal and Governance 3.4 This report contains no proposals which would have a legal or governance impact on the Council. 3.5 Not applicable. Risk 3.6 There are no issues in respect of risk from the proposals in this report. 4. Consultation Internal 4.1 Not applicable. External 4.2 Not applicable. 5. Communication 5.1 There are no communication issues in respect of the proposals in this report. 2. BACKGROUND PAPERS 2.1 No background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (and not containing confidential or exempt information) were relied on to a material extent in preparing the above report. Page 19 of 166
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3. APPENDICES 3.1 Appendix 1 – Community Justice Progress Report 2023-24 Appendix 2 – Glossary of Terms Page 20 of 166
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1 Perth and Kinross Community Justice and Safety Partnership Appendix 1 Community Justice Progress Report 2023-24 Perth and Kinross Community Justice and Safety Partnership 5 Page 21 of 166
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2 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL FOREWORD As Chair of the Community Justice and Safety Partnership, it is my pleasure to share our first official public facing annual report outlining the Partnership’s progress against the National Strategy for Community Justice (launched June 2022) and our local Community Justice Outcome Improvement Plan (launched June 2023). A significant amount of work has taken place to ensure our local activity is aligned with the national direction of travel. We have worked hard to ensure robust community-based options are available in an effort to shift the balance of care between custodial and community disposals. Bailie Chris Ahern, Chair of the Community Justice and Safety Partnership Page 22 of 166
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3 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Table of Contents Contents Executive Summary…………………………………………………………………………………………4 1. Community Justice Partnership Governance Arrangements ................................ 6 2. The year overall ........................................................................................................ 6 3. Priority Action One - Diversion from Prosecution .................................................... 8 4. Priority Action Two – Support following Arrest ...................................................... 10 5. Priority Action Three – Bail Supervision ................................................................. 15 6. Priority Action Four – Electronic Monitoring ........................................................... 17 7.Priority Action Five – Community Sentences ........................................................... 19 8. Priority Action Six – Restorative Justice ................................................................. 24 9. Priority Action Seven – Access to Health and Social Care .................................... 25 10.Priority Action Eight - Sustainable Housing on Release for Everyone ................. 27 11. Priority Action Nine - Employability Support ........................................................ 30 12. Priority Action Ten – Community Integration and Support .................................. 34 13. Priority Action Eleven – Improved Outcomes ....................................................... 38 14. Priority Action Twelve – Incorporating the voices of lived experience .............. 41 15. Priority Action Thirteen –Supporting integration and reducing stigma .............. 42 16. Next steps for the Partnership ................................................................................ 44 Page 23 of 166
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4 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Executive Summary The Community Justice Progress Report outlines the significant activities, challenges, and achievements during 2023-24 within Perth and Kinross. The report is structured around priority actions within the National Strategy for Community Justice aimed at enhancing community justice outcomes. Key Achievements and Opportunities • Community Justice Outcome Improvement Plan (CJOIP): Launched in June 2023, aligning local activities with National Strategy for Community Justice. • Engagement with Local Judiciary: Increased engagement with local Sheriffs through lunchtime sessions to share information about existing support services. Priority Actions 1. Diversion from Prosecution: Opportunities were enhanced for early intervention via multi-agency training improving understanding of diversion. 2. Support Following Arrest: Improved identification of needs and support delivery in police custody. Learning from a test of change led to the development of a direct referral mechanisms from Police Scotland to our local Complex Needs Co-ordinator. 3. Bail Supervision: Supported the use of alternatives to remand through high- quality bail services. The completion of a focussed Bail Supervision Strategic Needs and Strengths Assessment identified areas for development, including improving the breach process and providing additional key information. 4. Electronic Monitoring: Community management options were strengthened by increasing the use of electronic monitoring technologies. Training sessions improved multi-agency understanding and confidence in electronic monitoring. 5. Community Sentences: Supported desistance from offending through trauma-informed services and programmes like the Right Track service, One- stop Women’s Learning Service (OWLS), and the EVOLVE project. The Caledonian Programme continued to address domestic abuse. 6. Restorative Justice: The Partnership opted not to prioritize restorative justice locally due to concerns about its application in sexual/domestic offences and pending the outcome of test of change in other areas. 7. Access to Health and Social Care Following Prison Release: Enhanced access to health and social care through initiatives like the GP registration test of change and the remand drop-in test of change. 8. Sustainable Housing on Release for Everyone: Addressing housing needs through the Sustainable Tenancy test of change and the introduction of a Preventions post to support tenancy sustainment. Page 24 of 166
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5 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL 9. Employability Support: Enhanced employability opportunities through projects like the Westbank Project and the HMP Perth Employability Academy model. 10. Community Integration and Support: Increased access to voluntary throughcare through a co-ordinated voluntary throughcare test of change and improved support planning for release from prison. 11. Leadership and Governance: Adopted a collaborative approach to strategic planning, aligning activities with national outcomes and improving partnership working. 12. Incorporating Voices of Victims and Survivors: Established a quarterly victim/survivor meeting and securing funding for the Child Impact Assessment project. 13. Supporting Integration and Reducing Stigma: Improved understanding and confidence in community justice through multi-agency training, engagement sessions, and positive public messaging. Next Steps The Partnership aims to further develop collaborative working, enhance employability support, and improve strategic planning. Challenges include ongoing funding issues (short term nature of funding), staff turnover, and access to mental health services. Page 25 of 166
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6 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL 1. Community Justice Partnership Governance Arrangements Figure 1: Community Planning Partnership (CPP) Structure 2. The year overall Challenges / Negatives The Perth and Kinross (P&K) Community Justice and Safety Partnership (the Partnership) experienced a high turnover of key staff during the reporting period due to staff promotion and realignment within HMP Perth, Police Scotland, Housing and Perth Sheriff Court. Much of the positive progress made within the Partnership in recent years had been as a result of positive multi-agency relationships and therefore considerable effort was made to establish working relationships with the new officers coming into post. The short-term nature of Scottish Government Funding continues to be an ongoing issue for medium to long term planning within Community Justice. Siloed/ring fenced funding can result in multiple similar services, with varying access criteria, all competing with each other, which is counterproductive to the “No Wrong Door” approach the Partnership is working towards. CPP Board CPP Executive Officer Group Local Action Partnerships (LAPs) • Coupar Angus Locality Working Group • Crieff South Locality Working Group • Highland LAP • Strathtay LAP • Eastern Perthshire LAP • Perth City LAP • Strathearn & Strathallan LAP • Kinross-shire LAP • Almond & Earn LAP Key Strategic Groups Statutory Partnerships • Children, Young People and Families Partnership • Community Justice & Safety Partnership • Child Poverty Action Group • Health & Social Care Partnership Non-Statutory Partnerships • Local Employability Partnership • Digital Participation Working Group • Climate Change Working Group • Fuel Poverty Steering Group Page 26 of 166
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7 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Positives / Opportunities The Partnership launched a new Community Justice Outcome Improvement Plan (CJOIP) in June 2023 following expiry of the previous plan during COVID-19. A significant amount of work took place in the previous reporting period to align our local activity with The Vision for Justice 2022 and National Strategy for Community Justice. Multi agency partners supported this activity by coming together for a series of focussed Strategic Needs and Strength Assessment (SNSA) discussions linked to the Priority Actions, supporting the development of a shared understanding of the direction of travel. An opportunity arose during the reporting period for increased engagement with our local Sheriffs. Five lunch time sessions were delivered between January and March 2024 (with more sessions scheduled throughout 2024). This provided a new and excellent opportunity to share information with our local judiciary regarding existing services available within P&K. Figure 1 provides a visual of the community/custody split for Perth and Kinross. The percentage of disposals which are custodial shows an emerging pattern of decrease in line with the desired direction of travel. Source: https://scotland.shinyapps.io/sg-criminal-disposals-dashboard/ Page 27 of 166
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8 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL 3. Priority Action One - Diversion from Prosecution Enhance intervention at the earliest opportunity by ensuring greater consistency, confidence in and awareness of services which support the use of direct measures and diversion from prosecution. Nationally determined outcome: More people successfully complete diversion from prosecution1 Local Evidence • Mechanisms are in place to understand the views of people undertaking diversion from prosecution and are used to support improvement. • Mechanisms are in place to understand the views of people supporting the delivery of diversion from prosecution and are used to support improvement. What activity has taken place to increase successful completion of diversion? What impact has there been as a result? The Partnership undertook a Diversion from Prosecution specific SNSA in April 2022 and as a result the following actions were identified which were incorporated into our CJOIP under this priority action: Priority Action One – CJOIP Priorities 1. Establish rolling programme of multi-agency Diversion training. The purpose of this training was to improve understanding of the Diversion journey including: • Interconnections between partners and how they can maximise Diversion opportunities. • Understanding of roles and responsibilities - and the relevance of recording wider family context. • Improved recording of antecedent information. This training was established and delivered to Police and Community Justice Social Work (CJSW) staff following completion of the SNSA. A two-hour training session was delivered during January 2023, hour one – Diversion focused (session delivered by Community Justice Scotland and Strathclyde University) hour two – focussed on the impact of the Justice Journey on families (sessions delivered by Families Outside). The training was attended by 16 staff and was well received from all who attended, it was agreed that it would be offered to staff on an annual basis. 1 National Indicator: Number of diversion from prosecution: • assessments undertaken • cases commenced • cases successfully completed Page 28 of 166
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9 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL The same session was offered again (in person, multi-agency) during November 2023. Twenty-nine staff attended this session and again the feedback was positive. 93% of respondents either agreed or strongly agreed that they had a better knowledge or understanding following the training. 56% of respondents said they would do something differently following attending the training. 2. Utilise the dialogue opportunity (Crown Office Procurator Fiscal Service (COPFS) and CJSW) agreed during Diversion SNSA regarding sexual and domestic offences, prior to the formal referral for Diversion being issued. There was not a need to utilise this opportunity during 2023-24 following the Lord Advocate review. 3. Develop a Diversion Agreement to ensure people progressing with Diversion have a clear understanding of the process they are entering. Monitor the efficacy of completing agreement Diversion at the outset of the process. An agreement was created, however due to the significant turnover of staff delivering Diversion during the reporting period it was not consistently used. Consistent use of the agreement will be progressed during 2024-25. 4. Establish/Utilise data collection mechanism to support future Diversion planning including collection of outcome data (outcome wheel). This was delayed due to other priorities. An outcome wheel pilot is due to commence August 2024 which will include Diversion. It is anticipated that the development of a tool embedded into key assessment processes will result in better consistency of use/completion resulting in better data quality going forward. 5. Consider recommendations from the joint review of Diversion and consider amendments/additions to the local Diversion Action Delivery Plan. Several of the recommendations were included in our local plan and formed our local priorities for 2023-24. The remaining recommendations will be considered during 2024-25 and incorporated into local planning. As outlined in figure 2, an increase in Diversion referrals was noted during the 2023- 24 reporting period compared to the previous one, with a corresponding increase in numbers of assessments undertaken and assessments progressing to cases commenced. Although the number of completions shows no emerging pattern, the number of cases successfully complete during the reporting period was slightly lower than the previous year. This decline may be linked to the staff turnover during the reporting period. Page 29 of 166
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10 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Figure 2: Diversion from Prosecution trends Source: Justice social work statistics - gov.scot (www.gov.scot) 4. Priority Action Two – Support following Arrest Improve the identification of underlying needs and the delivery of support following arrest by ensuring the provision of person-centred care within police custody and building upon referral opportunities to services including substance use and mental health services. Nationally determined outcome: More people in police custody receive support to address their needs2 Local Evidence: • There is an effective relationship between community justice partners, Alcohol and Drug Partnerships (ADPs) and police custody centres for the local population. • Referral pathways and support are in place from police custody centres for the local population 2 National Indicator: • Number of referrals from custody centres Page 30 of 166
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11 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL What activity has taken place to support people in police custody to access support? What impact has there been as a result? An Arrest Referral test of change, delivered by Positive Steps, commenced in July 2022, jointly funded by the Partnership and ADP. P&K joined the established Dundee Custody Arrest Referral service operating from Dundee (where P&K arrests were routinely processed) along with Angus. This project sought to offer person centred support, address unmet need and reduce reoffending. The key driver for joining the test of change was to maximise engagement opportunities with P&K residents following arrest. The referrals from Positive Steps were shared with our Complex Needs Co-ordinator (also a test of change, jointly funded by the Partnership and ADP) for screening/local follow up on release. The Complex Needs Co-ordinator offers support to people with complex needs following arrest, on remand and prison sentence. This post provides assertive outreach in order to link the person into relevant community supports. More detail regarding the community supports available can be found here. An SNSA was completed in April 2023. Learning from the test of change highlighted the logistical issues associated with processing arrests out with the P&K area. People due to appear in Perth Sheriff Court were often leaving Dundee custody suite prior to the arrest referral worker starting at 7am (early collection times by GEOAmey) which restricted the worker’s ability to offer support. In addition, engagement with people was via the hatch of the cell door, this is neither an effective way to engage nor trauma informed. Arrest Referral supports to P&K residents were only available to P&K residents processed in Dundee. The service was not available 24 hours a day (arrest referral workers were only present, on a daily basis, in the morning). Between 1 July 2022 and 31 March 2023, referrals were received from Positive Steps Custody Arrest Referral Workers. The majority of the referrals received were for those held for court (and also eligible for a Bail Supervision assessment), with very few received for those released on an undertaking to appear or released without charge. Over half of the referrals received had a key worker in place and did not require a further layer of support. All referrals received during this period were received from Dundee Police Station. In addition to the SNSA findings, a decision was made by Police Scotland to reopen Perth Police station for arrests (enabling people to be processed and released without being held in custody). The decision was made to cease the Arrest Referral test of change with Positive Steps on 30 June 2023 and a direct referral mechanism was established – Police Scotland (any location) to P&K Complex Needs Co- ordinator. Other referral opportunities were explored with GEOAmey within Perth Sheriff Court; and Police Healthcare in Dundee but further referral routes were not established during the 2023-24 reporting period. This will be explored further during 2024-25. During 2023-24, the number of referrals received for those released on an undertaking or without charge increased following the direct referral route being established with Police Scotland and referrals were received from police at both Dundee and Perth. The referrals were progressed locally by the Complex Needs Page 31 of 166
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12 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Co-ordinator for local follow up on release. Arrest Referral data has not been provided in this report as it has been restricted from publication by Scottish Government. Case study example: Stuart (not his real name) was referred to the Complex Needs Co-ordinator by Positive Steps following arrest. Stuart was released on bail following court and was supported by the Complex Needs Co-ordinator to access homeless accommodation (Stuart had no fixed abode at point of arrest); Stuart was later supported to secure a tenancy; access benefits; attend and engage with court. The intensity of support Stuart required decreased over time, but Stuart continues to contact the Complex Needs Co-ordinator when he encounters difficulties that he does not know how to resolve. In addition to developing a direct referral pathway with Police Centres, a decision was made to commence a remand drop-in test of change within HMP Perth. This was viewed as an extension of arrest referral with support being offered to people who went onto be remanded following arrest. This test of change commenced in March 2023 (following completion of a remand focussed SNSA, January 2023), and was led by the Complex Needs Co-ordinator. The purpose of the remand test of change was to engage with the untried population, share information regarding supports available and link P&K residents in with appropriate supports ahead of release. Twenty-nine people engaged with the Complex Needs Co-ordinator and support was provided to all, at varying intensity. Out of the 29 people who attended, 10 attended on several occasions. Nine of the 10 regular attenders have since requested support / been supported on release. Work will continue in 2024-25 to further develop the Remand offer within HMP Perth. Case study example: Paul (not his real name), in his 30’s, was on remand in HMP Perth for a period of 6 to 12 months. Paul had been supported by the Complex Needs Co-ordinator prior to the period of remand and had a history of drug addiction and health issues. Work had commenced prior to Paul’s remand to identify suitable supports for him however, support was not available at the level of intensity that he required. During Paul’s period of remand, a new intensive support service became available within P&K. The Complex Needs Co-ordinator subsequently met with Paul to discuss the service, and he consented to a referral. The referral was accepted, and engagement commenced with Paul during his period on remand (weekly visits), supported by the Complex Needs Co-ordinator. Paul was released following a virtual court appearance. The support service was aware that Paul was attending court and maintained contact with HMP Perth regarding the court outcome. As soon as the court outcome was known the support service arranged temporary accommodation, accessed a starter pack (consisting of a toaster, microwave, kettle, pots, plates, cutlery, towels, curtains, and bedding), a food parcel and appropriate clothing for him on release. Paul’s support worker was able to meet him at the gate, despite the release time being Page 32 of 166
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13 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL 7pm, and accompanied Paul to the property. Paul spent a short period of time in temporary accommodation (4 weeks) before he moved to a sustainable tenancy. A lack of access to prescribed medications, other than opiate replacement medications was identified. Enquires were made with Healthcare and Pharmacy who confirmed this is nationally recognised issue requiring attention at a national level. During 2023-24, the Complex Needs Co-ordinator also screened/ dealt with a further 41 referrals received from a variety of other sources. Figure 2 provides a visual breakdown of Complex Needs Co-ordinator referral sources. Figure 2: Complex Need Co-ordinator Referral Sources Source: Local Performance Dashboard The key learning in relation to Priority Action Two during the 2023-24 reporting period: • Centering the support provision around the Complex Needs Co-ordination role provided a straightforward referral pathway allowing multiple routes in, offering a “No Wrong Door” approach. The Arrest Referral focussed working group meetings will change to “Complex Need Co-ordination meeting” with Arrest Referral, Remand and Voluntary Throughcare Co-ordination being the referral routes into support during 2024-25. Page 33 of 166
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14 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL • Establishing a direct referral pathway with Police Scotland led to an increase in referral numbers for those released on an undertaking to appear or released without charge and provided opportunity for referrals to be made from different custody centres within Scotland. • Given the identified limitations of a commissioned onsite service located in a specific custody centre, the Partnership and ADP are not commissioning further bespoke services for Police Custody Centres. The Partnership will explore further referral pathway options locally with GEOAmey and Custody Healthcare. • The co-ordination and oversight of existing support, and referral mechanisms, is identified as a critical gap and not one that the commissioning of another support delivery service can plug. Within P&K we intend to bolster our Complex Need Co-ordination test of change in 2024-25 to include an additional role of Complex Need Project Lead, to improve the co-ordination of support at an operational and strategic level. Priority Action Two – CJOIP Specific Priorities 1. Review delivery model of arrest referral. Explore if the arrest referral service would be better delivered locally by the Complex Needs Co-ordinator (July 2023) - Complete, as outlined above. 2. Promote Complex Needs Co-ordinator support (July 2023) – Complete, work took place to promote the Complex Needs Co-ordination: promotion of the service at Partnership meetings; distribution of posters advertising the service - Perth City and rural areas; information session with local sheriffs (February 2024). 3. Develop a mental health referral pathway for P&K residents (March 2024) – Carry forward action 2024-25. 4. Establish engagement opportunities with people requiring translation support (December 2023) – Carry forward action 2024-25. 5. Review Complex Needs Co-ordinator service. (August 2024) - Complete as outlined above. A Situation, Background, Assessment, Recommendation (SBAR) was completed for this role following confirmation of additional “increasing capacity funding” for the 2024-25 reporting period. 6. Explore ways of connecting families with support following arrest – information about Families Outside (March 2024) – Carry forward action 2024-25 and linked with another project (Child Impact Assessments). 6. Monitor developments within Police Scotland custody generally and with specific reference to Arrest Referral and Healthcare in custody. (Dec 2024) – Ongoing. 7. Establish/Utilise data collection mechanism to support future Complex Needs planning including collection of outcome data (outcome wheel). (March 2024) – delayed pending progression of the test of change within CJSW. Page 34 of 166
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15 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Support the use of robust alternatives to remand by ensuring high quality bail services are consistently available and delivered effectively. Nationally determined outcome: More people are assessed for and successfully complete bail supervision3 Local Evidence • Mechanisms are in place to support a high-quality bail assessment. • Referral pathways are in place that support identified needs of people on bail supervision. What activity has taken place to increase the use of bail, and support people to access services to address needs while on bail? What impact has there been as a result? The completion of a focussed Bail Supervision SNSA (December 2023) was identified as a priority action for the Partnership during year one improvement activity within the CJOIP, alongside exploring mechanisms to improve collaborative working between Arrest Referral and Bail Supervision (December 2023). The SNSA was completed over two meetings in May and June 2023 and was attended by Police Scotland, CJSW, COPFS, a defence agent and Scottish Court and Tribunal Service. The SNSA identified that Bail Supervision is well established within P&K, available to people aged 16 upwards and supports the national direction of travel in offering a person-centred alternative to remand. Bail Officers support those they are working with to address unmet need and refer onto other services for specific supports. Bail Supervision assessments consider the local community via collaborative working with Police Scotland and the Safer Communities Team. Good partnership working was noted (Bail Officers, COPFS, Police Scotland and local Defence Agents). It was recognised that Bail Officers benefit from their co-location with Police Scotland and the Safer Communities Team at St Martin’s House. They work creatively to enhance engagement opportunities, including offering gender specific and age-related services, to enhance the supports available. Some flexibility is afforded to take account of individual’s needs, but if engagement does not improve to the required standard, warnings are issued prior to the breach process being initiated. Work was undertaken to improve/streamline the breach process, closing the gap between police being contacted; taking a statement; the breach report being submitted; and the person being arrested. A monthly meeting takes place for Bail 3 National Indicator: Number of: • assessment reports for bail suitability • bail supervision cases commenced • bail supervision cases completed 5. Priority Action Three – Bail Supervision Page 35 of 166
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16 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Officers to discuss bail supervision as a team. This is a reflective opportunity to consider what is working well and areas for development. It enables workers across two services to share good practice, keep up to date with specific legislation and changes locally and nationally. At the time of the SNSA discussion Bail Supervision numbers had seen a sharp rise. The SNSA discussion identified the following development areas: • Provision of additional key information from COPFS to Bail Officers at an earlier opportunity, to enable a full assessment - Bail Officers met following the SNSA to compile a list of key information. • Explore with housing service opportunities to provide temporary accommodation to people with no fixed abode - Discussions commenced in November 2023 and will continue into 2024-25. • Explore options to provide a room within the Sheriff Court for Bail Officers (making social work more accessible to all) - Office space was not available during the reporting period but remains under consideration by Scottish Court Tribunal Service within Perth Sheriff Court. • Late arrivals to court make completion of bail supervision assessment difficult, resulting in the assessment being completed without meeting with the person - This issue remained problematic throughout the reporting period and continued at the time of writing. It was not possible to establish meaningful contact with GEOAmey. • Timeous sharing of court outcome with CJSW. • Explore the expansion of access to mobile phones for young people to improve engagement opportunities - The system in place for CJSW was extended to Services for Young People following completion of the SNSA. • Improve antecedent information recorded in Standard Prosecution Report - Work continued during the reporting period to support this improvement – the ongoing rolling program of Diversion training, the establishment of a program of electronic monitoring training, and Child Impact Assessment training. • Develop written information to provide to service users when bail supervision received – where/when to attend, and mechanism for information to be handed over in court. - Bail Officers developed this information following the SNSA. • Update required to the existing local bail supervision flowchart - The flowchart was updated during the reporting period and work commenced to tie the bail supervision flowchart in with the arrest referral flowchart. • Develop a bail supervision performance dashboard utilising the performance information collected by bail supervision service - This is part of a wider programme of work that will be completed during 2024/25 reporting period. As highlighted in figure 3 below, the number of Bail Supervision commencements show an emerging pattern of increase in line with the desired direction of travel. The collation of cases complete trend data is an area of development both locally and nationally. Page 36 of 166
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17 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Figure 3: Bail Supervision Trends Source: Local Performance Dashboard 6. Priority Action Four – Electronic Monitoring Strengthen options for safe and supported management in the community by increasing and widening the use of electronic monitoring technologies. No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. What activity has taken place in your area to increase the use electronic monitoring technologies? What impact has there been as a result? The completion of an Electronic Monitoring with Bail Supervision focussed SNSA was identified as a priority action for the Partnership during year one improvement activity within the CJOIP. This was undertaken during November and December 2023 and was attended by Police Scotland, Justice Social Work, COPFS, Scottish Court Tribunal Service, a defence agent and G4S. The SNSA noted that Electronic Monitoring with Bail Supervision had been available within P&K since May 2022: available to people aged 16 upwards, supporting the national direction of travel and providing alternatives to remand. Assessments were described as person centred, taking into consideration the local community via collaborative working with Police Scotland and the Safer Communities Team. A proactive approach was described with Bail Officers utilising the custody list to identify people for assessment ahead of receiving bail opposed notifications. Positive Page 37 of 166
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18 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL working relationships with partner organisations locally was recognised as a key strength, supported by the co-location of Police, CJSW and Safer Communities. The SNSA discussion also identified development areas including: • Improve multi-agency understanding of Electronic Monitoring - requirement for muti agency and single agency awareness raising sessions. • Improve pace of access to individuals for assessment. This relates to the timing of custody arrivals at Perth Sheriff Court with custodies arriving late via GEOAmey transport. Although attempts were made to address the issue with GEOAmey, meaningful/consistent engagement was problematic. • Improving access to / timeous consent from victims – relating to gathering consent from victims to install “Restriction Away From” devices. Police Scotland are exploring opportunities to gain victim consent at the point of arrest/following arrest and including details in the Standard Prosecution Report. • Improving the flow of information from arrest to Electronic Monitoring with Bail Supervision being imposed (Police to COPFS to Bail Officers). • Update Electronic Monitoring with Bail Supervision process map to aid multi agency understanding. • Establish robust process for ensuring those with an identified unmet need, who do not receive Bail Supervision, are referred to Complex Needs Co-ordinator. This process map will be finalised in the 2024/25 reporting period. • Establish mechanism for sharing risk information with G4S (risk to Field Officers). Risks to field officers was escalated to Scottish Government via Community Justice Scotland following the SNSA and it was confirmed Scottish Government are in direct communication with G4S re: the issue. • Development of an Electronic Monitoring with Bail Supervision performance dashboard utilising the performance information already routinely collected by CJSW. This is part of a wider programme of work that will be completed during 2024/25 reporting period. The focus of activity following completion of the SNSA was the development of a programme of Electronic Monitoring training for staff (multi-agency) delivered by G4S. Training commenced in March 2024 (in person multi-agency training attended by Police Scotland, CJSW, Scottish Prison Service, P&K Council Housing Team, Women’s Aid). Training has continued into the new financial year. All staff (32) who responded to the evaluation survey reported to having a better knowledge and understanding of Electronic Monitoring, and their role. Attendees felt confident in applying the knowledge they gained during the training. 81% (26) participants advised that they “may or would” do something different as a result of attending the training. “I will be able to advise victims and partner agencies about electronic monitoring”. “My knowledge of the way that electronic monitoring works will allow me to better inform the clients I work with about the need to comply with the instructions given (stick to times; ask for variation)”. Page 38 of 166
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19 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL “I will encourage officers during report to crown to request electronic monitoring”. Attendees were asked to rate their level of confidence in Electronic Monitoring pre and post training. The average rating increased from 5 to 9. 7.Priority Action Five – Community Sentences Ensure that those given community sentences are supervised and supported appropriately to protect the public, promote desistance from offending and enable rehabilitation by delivering high quality, consistently available, trauma-informed services and programmes Nationally determined outcome: More people access services to support desistance and successfully complete community sentences4 Local Evidence • Availability of local programmes to support desistance from domestic abuse and sexual offending. • Availability of referral pathways to support the needs of local population on community disposals. • Mechanisms are in place to understand the views of people with experience of community disposals to support improvement. • Mechanisms are in place to understand the views of the community justice workforce with regard to supporting the needs of people subject to community disposals to support improvement. What activity has taken place that will support people serving sentences in the community to desist from offending, address their needs, and help them successfully complete their sentence? What impact has there been as a result? The Right Track service (Structured Deferred Sentence) continues to use a trauma informed approach designed to stabilise the chaotic lives of the young people using it. The service supports an average of 25 to 27 young people at any given time. The service, delivered at the Westbank Hub is coordinated by a justice social work assistant and is supported 2.5 days per week by two social workers. It brings relevant services to the Westbank site i.e. Drug and Alcohol workers and employability agencies. Young people continue to be supported in areas identified by them using the Right Track Life Wheel and Personal Development plan. Examples of court outcomes during the reporting period include a further period on Right Track, admonished, Community Payback Order (CPO) supervision, custodial sentence, monetary penalty. 4 National Indicator: Percentage of: • community payback orders successfully completed • drug treatment and testing orders successfully completed Page 39 of 166
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20 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL The Right Track Service was discussed during a session with our local Sheriffs in January 2024. The sheriffs reflected on the informative visit they had to the service March 2023. The enthusiasm of the Right Track co-ordinator was acknowledged and commended. One-Stop Women’s Learning Service (OWLS) – CJSW continue to work in collaboration with other services to offer women a safe space where they can access services, improve their mental health and address offending behaviour. This takes place in a trauma informed environment to help empower women in their life choices. Although OWLS was initially established to work with women on CPOs, it expanded over time to include those on a Throughcare Licence; Supervised Release Order; Bail Supervision; Diversion; Voluntary Throughcare and women who occasionally need support after completing their statutory order. OWLS supported 82 women during the reporting period. The EVOLVE project, a project targeted at men given a supervision requirement, continued during the reporting period. Like OWLS, the project is gender specific and aimed at the needs of male offenders. The project works with men in a trauma informed manner, using a combination of intensive one to one work, and a focussed programme of group work which include activities designed to increase positive life chances and pro-social decision making for males who offend. It helps them find purpose, improve their wellbeing, and rebuild relationships within their communities and families. The project incorporates the latest theory and research into desistance and the impact of trauma. The project is used to develop interventions and assessments which will then be considered for use across the whole of community justice, rather than just remaining within the smaller working group. During this reporting period the focus was on considering how this would be achieved, looking at widening the use of the assessment processes and interventions informally within the team, before rolling them out as standard processes. Unfortunately, due to staffing issues the full roll out was delayed, however the project continued to use and refine new trauma informed assessments. Connecture (a trauma groupwork intervention which was initially trialled within Evolve) is now used in the wider team following an independent evaluation of the programme by Research Author: Dr Briege Nugent Brown. Feedback was positive from both participants and staff. The Caledonian Programme continues to be available in P&K to address domestic abuse. Court Reports for offences that required an assessment of suitability for the Caledonian Programme has reduced slightly over the past year, with a total of 96 being completed. This compared to previous year totals of 52 in 2020-21; 85 in 2021-22; 103 in 2022-23. As in the previous year, more staff members have been trained in use of the Spousal Assault Risk Assessment-Version 3 (SARA-v3) so now all Social Workers can complete Court Reports for domestic offences. Fifteen social workers/senior practitioners have completed the Caledonian Case Manager training, which allows them to supervise clients subject to a two-year Caledonian Programme Requirement. Currently the Caledonian Women’s Worker and Children’s Worker roles are carried out by staff working with Action for Children. However, those roles are expected to be brought in-house to Perth CJSW at some point in 2024. This will have several benefits, Page 40 of 166
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21 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL most notably closer working relationships with all workers, and improved access to information relating to Caledonian Programme work (e.g. Woman and Children's case records). Specified Person Test of Change - A two-year test of change commenced in January 2023, whereby two “Specified Workers” were employed by the CJSW and based within Integrated Drug and Alcohol Recovery Team (IDART). The workers assess a persons’ suitability for a Drug and Alcohol Treatment Requirement and work directly with those who are subject to such a requirement when it is imposed. Despite some temporary staffing issues, the project appears to function well, with increased communication between services and a smoother running of CPOs. An evaluation is planned towards the end of 2024. Access to Alcohol Services - CJSW and Tayside Council on Alcohol (TCA) have a long-standing partnership arrangement supporting the delivery of mentoring supports to men and women on Court Orders within P&K in relation to alcohol. The Partnership delivers a mentoring approach to women within the OWLS Service and to males via the Perth Mentoring for Men Service. Both mentoring services have one referral route, CJSW. The Mentoring interventions are delivered on a collaborative, person-centred basis which is formulated in a bespoke agreement/contract between the Mentor, Mentee and the Referrer. A person-centred programme is developed and evolves with the person over time. Mentoring can support engagement/ compliance with mandatory requirements and intervention. This will include both practical assistance and motivational support to enable the client to comply. As the relationship builds between the mentee and mentor the client will be supported to begin to identify personal goals. Those accessing the service reported having a mentor has helped them - increasing their motivation / compliance; reducing alcohol consumption; reducing illicit drug use; maintaining progress (linked to the two points above); supporting them to sustain their accommodation; enabling them to engage in education, training; improvement in financial position. TCA also reported a range of positive outcomes for women offenders, persistent male offenders and young people, including engagement with substance use treatment services; engagement with training/ education programmes; moving into employment; improved social skills; engagement with positive leisure activities; increased confidence and self-esteem. The Unpaid Work Team continued to explore opportunities to develop partnerships to promote outcomes. In the reporting period, from the base at Westbank House the team: relaunched accredited training in Forklift and Telehandler; joined a partnership arrangement to help clear fly-tipping in P&K which has proved popular with the public and the partners; conducted a public consultation on Unpaid Work; invested in an elevated platform to enhance the training offer; established a partnership with housing to restore gardens of vulnerable tenants before they join the Garden Maintenance Scheme. Figure 4 provides a visual of the percentage of CPOs successfully completed overall. The trend data shows no emerging pattern where the desired direction is to increase. Note: the indicator data for 2023-24 has not yet been published. Page 41 of 166
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22 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Figure 4: Percentage of CPO completions Source: Justice social work statistics - gov.scot (www.gov.scot) During the reporting period, Drug Treatment and Testing Orders (DTTOs) continued to be limited to five within P&K at any one time. CJSW continued to be concerned that the limited capacity of five Orders could potentially negatively impact on DTTO recommendations being made to the Court (recommendations based on known capacity as opposed to identified need). Anecdotally, the limited capacity of DTTO’s results in people who would be suitable for DTTO receiving CPO drug treatment requirement, supervision, or prison-based sentence in place of the DTTO. With approval from National Health Service (NHS), plans are now underway to extend the capacity of DTTO’s supervised by P&K from five to ten. It is anticipated that this will increase suitability of disposal recommendation/allocation. The expansion of DTTO will be taken forward on a trial basis, during 2024-25. It should be noted that individual suitability and local use of DTTO is nuanced and complex. The prevalence of DTTO can be displaced by the use of Structured Deferred Sentence (Right Track) and CPOs with Drug Treatment Requirements or Supervision Requirements. Figure 5 provides a visual of DTTOs successfully completed, however, the small number of DTTOs means that the percentage of completions is not statistically valid. Note: the indicator data for 2023-24 has not yet been published. Page 42 of 166
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23 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Figure 5: DTTO Successfully Completed Source: Justice social work statistics - gov.scot (www.gov.scot) A new national report format called Throughcare Assessment on Release on Licence (TARL) was introduced in November 2022. It is a co-produced throughcare report between community and Prison Based Social Work (PBSW) for people being considered for release by the Parole Board. In March 2024 a joint audit of TARL reports was undertaken by community and PBSW teams within Perth and Kinross. The findings were shared across teams and highlighted positive feedback for the majority of reports and areas of learning. PBSW at Castle Huntly continued to develop areas of practice to be more trauma informed. The PBSW drop in has continued to evolve and is now well established and offers an opportunity to build meaningful relationships with individual team members and the team as a whole. In the last year a PBSW Meditation Group has also been created, providing individuals an opportunity to take part in guided meditation sessions and more importantly, learn effective self-regulation skills which can be applied in custody or the community. Justice and Community Safety Services continue to develop Trauma Informed / Responsive Practice following the Epione Training staff received previously. The service continues to put the learning gained through training into practice, with positive feedback from staff about increased engagement and confidence. The Justice and Community Safety Service worked closely with the P&K Trauma Approach Co-ordinator prior to the post becoming vacant in January 2024 and the Partnership promoted the launch of a locally developed Trauma eLearning modules The trauma Informed rooms at St Martin’s House continue to be regularly utilised, alongside the trauma informed space at OWLS. Work commenced during the reporting period to create a Trauma Informed space at Westbank House which will be offered to vulnerable witnesses once complete. The decorative work was undertaken by the unpaid work team (decorating the space and building furniture). Page 43 of 166
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24 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL (which incorporate the NHS Education for Scotland (NES) training) with Community Justice and Safety Partners and the Community Safety Third Sector Collaborative. An action achieved during the reporting period was the incorporation of a commitment to Trauma Training for all new relevant contracts. Work is underway to understand people’s experiences of community disposals via wellbeing wheels. The wheel was initially tested within the Evolve project and this testing has been extended to CJSW (this is a priority action CJSW during 2024-25). In the meantime, people’s views are routinely sought in review paperwork. CJSW hold monthly team meetings where the agenda follows a set list of topics including feedback from Senior Practitioners and workers about specific areas of practice. This provides an opportunity to discuss improvement ideas and identify where a short life working group may be required. In addition to the overarching team meeting, regular practitioner meetings are held to discuss areas of practice e.g. Caledonian meetings, OWLS meetings or Men’s Group Meetings and workers also have an opportunity in supervision to feedback their views on improving the service. CJSW also hold annual team building days. Priority Action Five – CJOIP Priorities 1. Review Specified Person test of change – Improved assessment capability and support to where Drug and Alcohol Treatment Requirement is imposed. (January 2025) 2. Review evaluation feedback from Conneture group work programme. Consider purchase of licence to deliver rolling programme with CJSW clients (March 2024) – Complete, as outlined above. 3. Work with Trauma Approach Champion to incorporate the CJSW trauma approach knowledge/learning to support roll out of a tiered trauma informed/responsive learning programme to the Community Justice and Safety Workforce. (March 2025) – Complete, as outlined above. 8. Priority Action Six – Restorative Justice Ensure restorative justice is available across Scotland to all those who wish to access it by promoting and supporting the appropriate and safe provision of available services No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. What activity has taken place to make restorative justice available to people and support them to access it, and what impact has there been as a result? The Partnership opted not to prioritise Restorative Justice locally as local statutory, and third sector organisations had significant concerns about offering restorative justice in sexual/domestic offences and on the basis that pilots were underway in other areas. The Partnership committed to monitor progress nationally with a view to Page 44 of 166
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25 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL initiating local discussions when the outcome of the national pilots became available. The Community Justice Co-ordinator attended events including a Thriving Survivors event (November 2023) to keep up to date with developments. Learning was shared with CJSW and Victim/survivor organisations locally. 9. Priority Action Seven – Access to Health and Social Care following Release from Prison Enhance individuals' access to health and social care and continuity of care following release from prison by improving the sharing of information and partnership-working between relevant partners Nationally determined outcome: More people have access to, and continuity of, health and social care following release from a prison sentence5 Local Evidence • Health and social care circumstances/care plans are reflected in collaborative plans for release. • Referral pathways and information sharing arrangements are in place to support timely access to health and social care supports upon release. What activity has taken place to support people to access health and social care support after release from prison, and what impact had there been as a result? Priority Action Seven – CJOIP Priorities 1. Extend the Complex Needs test of change –Trial of a complex needs supervisor role to bring together the co-ordination of arrest, remand, voluntary throughcare, housing support and non-fatal overdose supports - The extension of this test of change did not commence during the reporting period. Funding was identified to progress the test of change during 2024-25 utilising some of the additional “creating capacity” funding allocated to CJSW. 2. Test of Change - GP registration in advance of release – P&K residents leaving HMP Perth - A local pre-release GP registration process map was created during the reporting period. Further testing / monitoring will take place during 2024-25. 3. Develop Prison to Rehab Pathway and establish mechanisms to monitor efficacy - Carry forward action. 4. Seamless access to substance services - opportunities for person-centred treatment and support available on release (inc. harm reduction) and if returning to prison - Carry forward action. 5. Improve access to support to remand population – establish HMP Perth – Remand Drop-In Session. Understand need, provide information about community supports - Engagement commenced with the remand population 5 National Indicator: Number of transfers in drug/alcohol treatments from: • custody to community Page 45 of 166
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26 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL during the reporting period via the Complex Needs Co-ordinator. This will continue in 2024-25 to develop a consistent offer to P&K residents on remand. GP Registration A GP registration test of change was launched 1 April 2023 alongside a voluntary throughcare co-ordination test of change. The test of change focussed on short term sentence releases from HMP Perth, and later included HMP Glenochil. Options were initially explored for the GP registration test of change to be led by Scottish Prison Service Staff or Prison Healthcare staff, however neither had capacity, the test of change therefore commenced with the support of voluntary throughcare staff. The test of change sought to ensure registration papers were completed for P&K residents leaving the above-mentioned establishments ahead of release, with the completion of the registration taking place on the day of release via the GP practice requesting the Vision Summary. This process was established following agreement from P&K GP practices to accept papers prerelease. It was identified during the reporting period that some voluntary throughcare staff were relying on resident feedback in respect of their GP status and checks were not being routinely made with the practice. This was identified in December 2023 following difficulty in accessing a GP for a male released from prison who was in crisis. Registration checks had not been made with the practice and when attempts were made to make an appointment, it was identified the man was not registered. Updated guidance was reshared with frontline staff and further checking mechanisms were put in place to ensure GP details were checked (GP status routinely checked via weekly voluntary throughcare co-ordination meeting & via the fortnightly prison release meeting). From December onward everyone released from HMP Perth and HMP Glenochil and who signed up for voluntary throughcare, were supported to complete and submit registration papers ahead of release. Between January and March 2024 three people were released from the test sites who signed up for voluntary throughcare. All three were supported to register with a GP. A further three people were released from the test sites during the same period (eligible for voluntary throughcare) but did not sign up for voluntary throughcare. Those people were not offered support registering with a GP via this process as it relied on the voluntary throughcare worker as opposed to prison healthcare or Scottish Prison Service who are routinely engaging with people during their sentence. Number of transfers in drug/alcohol treatments from custody to community Figure 6 provide a visual of the number of transfers in drug/alcohol treatments from custody to community. There is currently no emerging pattern due to insufficient data, however, a notable increase is noted in the final reporting year which may be linked to the recruitment of a Prison/Hospital liaison nurse employed by IDART. Page 46 of 166
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27 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Figure 6: Number of transfers - drug/alcohol treatments custody to community Source: National drug and alcohol treatment waiting times - 1 April 2024 to 30 June 2024 - National drug and alcohol treatment waiting times - Publications - Public Health Scotland 10.Priority Action Eight - Sustainable Housing on Release for Everyone Ensure that the housing needs of individuals in prison are addressed consistently and at an early stage by fully implementing and embedding the Sustainable Housing on Release for Everyone (SHORE) standards across all local authority areas. Nationally determined outcome: More people have access to suitable accommodation following release from a prison sentence6 Local Evidence • Scottish Prison Service (SPS) admissions and liberations information is shared with relevant partners to support suitable accommodation planning. 6 National Indicator: Number of: [6] National Indicator: [6] National Indicator: Number of: • homelessness applications where prison was the property the main applicant became homeless from Page 47 of 166
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28 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL • Proportion of admissions where housing advice was provided. • Percentage of people leaving prison who have been housed by the local authority and have maintained tenancy for more than 1 year What activity has taken place to support people to access suitable accommodation following release from prison, and what impact had there been as a result? Sustainable Tenancy During 2023-24 the Partnership, embarked on a Sustainable Tenancy test of change led by the Housing Options Team. Over this period six people moved directly from prison to a furnished, social housing tenancy. The purpose of the test of change was to explore possibilities for people, with no fixed abode, to be released direct to a sustainable tenancy and to identify solutions for any barriers identified. Work will take place during 2024-25 to scale up the sustainable tenancy offer for those leaving prison with no fixed abode. Case study example: Andrew (not his real name), in his 60’s, was serving a short-term sentence in HMP Perth. Andrew had a history of offending and had been in and out of prison throughout his life (generally short-term sentences). Andrew agreed to the offer of voluntary throughcare from a Justice Social Work Assistant (support was offered by Justice Social work as Andrew was well known to the service). It was identified that Andew would be homeless on release, and he was referred to the Sustainable Tenancy test of change as part of the pre-release planning activity. A property was identified for Andrew, and he subsequently accepted the offer. In addition to arranging the tenancy, the Housing Team also worked behind the scenes to source furnishings for the property so that it was ready to move into prior to release. Andrew had fond childhood memories of the area where the property was offered and was pleased to be moving to a street where he felt he had a connection. Andrew’s worker engaged with him prior to release and spent the entire day with him on the day of his release. Andrew was supported with a range of tasks including setting up a bank account, registering with a GP practice close to his new address, accessing a Welfare Rights benefits check and applying for eligible benefits etc. In addition to the ongoing Sustainable Tenancy test of change, Housing also introduced a Preventions post to support the sustainment of a tenancy when an individual goes to prison. This Preventions post went live July 2024 and will be reported on in 2024-25. Figure 7 provides a visual of homelessness applications where prison was the property the main applicant became homeless from. The number of homeless applications where prison was the property the main applicant became homeless from shows an emerging pattern of decrease in line with the desired direction of travel. Page 48 of 166
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29 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Figure 7: Homeless Applications Source: Homelessness in Scotland: prison homelessness - gov.scot (www.gov.scot) Priority Action Eight – CJOIP Priorities 1. Voluntary Throughcare Test of change HMP Perth – “opt out” model. Completion of housing application, where applicable, as part of throughcare offer. Complete - This test of change was established during the reporting period, where the person has no fixed abode the voluntary throughcare worker requests Perth and Kinross Council’s (PKC’s) housing team to complete a homeless application. 2. Develop mechanisms to support those who “opt out” of voluntary throughcare, to make a housing application, with property allocation prior to release. Complete - A process was established to screen everyone of No Fixed Abode, achieved via sharing the SPS prerelease spreadsheet with housing, enabling housing and Prison establishments to arrange completion of homeless papers. 3. Develop a Partnership understanding of the support available to access housing pre-release for those released from a long-term prison sentence. The sustainable tenancy test of change covered both long and short-term residents during the reporting period and will be scaled up during 2024-25. Work required to develop a process map. 7. Establish mechanism to ensure Floating Housing Support is offered to everyone eligible on release from prison (releases from short and long-term prison sentence). Some progress was made in this area during the reporting period but will remain an action during 2024-25. 8. Establish ‘Housing First’ test of change (providing enhanced housing support offer to those with highly complex needs) – Complete - Intensive Housing Support (also known as Housing First) test of change launched October 2023 offering enhanced support to people with multiple and complex needs. The Page 49 of 166
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30 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL service quickly reached capacity with demand outstripping supply. Opportunities to increase capacity will be explored during 2024-25. 9. Remand population Test of Change – explore opportunities to improve support planning. Engagement commenced with the remand population during the reporting period via the Complex Needs Co-ordinator. Work will continue during 2024-25 to develop a consistent support offer to everyone on remand which will include support to retain a tenancy, complete a homeless application, register with a GP etc. 11. Priority Action Nine - Employability Support Enhance individual's life skills and readiness for employment by ensuring increased access to employability support through effective education, learning, training, career services and relevant benefit services Nationally determined outcome: More people with convictions access support to enhance their readiness for employment7 Local Evidence • Effective links between the Local Employability Partnership (LEP) and Community Justice Partnership supports: i. local employment, education and training providers to respond to the needs of those with convictions ii. local employment, education and training providers are confident and competent in providing effective conviction disclosure support iii. local employers to develop more inclusive recruitment processes and employ people with convictions. • Referral pathways are in place to connect people to appropriate services and support: i. at commencement of, during and at the end of a CPO ii. following release from custody. What activity has taken place to support people to access employability support, and what impact had there been as a result? In developing your answer to this question, you should engage with the relevant local partners involved in the planning, development, delivery and 7 National Indicator: Percentage of: • those in employability services with convictions Page 50 of 166
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31 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL monitoring of activity. We would encourage you to reflect on engagement and collaborative activity rather than solely single service delivery. For this Priority Action, you may wish to consider involvement from the following partners and stakeholders: • Local Authority employability services • Skills Development Scotland • Third Sector • Scottish Prison Service • Scottish Courts and Tribunals Services • Any other partners as relevant The Partnership recognises the vital role employment has in improving self-esteem, maintaining relationships, encouraging resilience and reducing re-offending. Westbank Project The Westbank Project is an employability project established in 2018. It is co-located with the P&K Unpaid Work Team which is part of the Justice and Community Safety Service. The Westbank Project is based on a foundation of investment in Unpaid Work and the site at Westbank House. The project is funded to provide a service to its core client base, but in addition careful consideration has been given, to ensure further contributions to communities and to extend the concept of ‘Payback’. The project was developed to provide services to a mixed client base, people who are disadvantaged in the widest sense and from ‘cradle to grave’. The Westbank hub hosts: The Community Farm, Early Years Nursery, Activities for Adults with Learning Difficulties, Programmes for Young People who have disengaged from school, Unpaid Work, Structured Deferred Sentence also known locally as Right Track, projects with prisons, employability support for people experiencing long term unemployment etc. The development of projects for any client group will be considered, large or small, providing it can be delivered safely. Lack of funds will never be a barrier to participation and learning. Some people/groups pay for the services which helps to fund those who are not funded and cannot afford to pay. Some Young People who have disengaged with school and are invited to Westbank to experience work and different trades for the first time many of whom have no previous work experience. Those young people often require a long-term approach designed to change their mindset. The placement provides opportunity to ready those young people to take part in the vocational skills training available to adults on site supporting employment opportunities in the future. The Westbank Project is a RTITB accredited training centre funded through European Social Fund, delivering training in Forklift, Telehandler and Elevated Platform. The funding ceased in 2022, but the team continued to provide training at a reduced level and have successfully applied for new funding through the Local Employability Partnership (LEP) which will see it continue. Skills Training is also Page 51 of 166
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32 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL available in: Mowing and Strimming, Basic Woodwork, Basic Building, Basic Mechanics, Horticulture and Garden Projects, Painting and Decorating. The Safer Communities Team applied to the Local Employability Partnership (LEP) for levelling up funding which included plans to embed an employability officer from Skills Development Scotland on site. This role did not progress during the reporting period due to a delay in funding approval, and once approved, Skills Development Scotland were not able to free up a member of staff to commit to the Westbank Hub full time. In the interim Skills Development Scotland have provided a staff member, one day per month, to offer employability support (commencing April 2024). Further consideration will be given to the delivery of dedicated employability support during 2024-25. Westbank and HMP Perth In addition to the above, the Westbank Project explored opportunities to work together with HMP Perth during the reporting period. An agreement was reached whereby the project delivered timber to HMP Perth (purchased using funds raised from other ‘enterprises’ at Westbank such as sales of honey and firewood) this is then cut, shaped and packed by the HMP Perth Men’s Shed into kits for benches, planters and bird tables. The prepared kits are then collected by the Westbank Project, assembled painted and sold to generate funds to buy more timber. HMP Perth Work took place during the reporting period to make better connections with the LEP for the Partnership. This led to the Head of Offender Outcomes, HMP Perth joining the LEP (May 2024) providing a voice to people on the justice journey, many of whom are furthest from the jobs market. The Partnership continued to work closely with HMP Perth to support the Employability Academy model within the establishment which commenced with the launch of a Construction Academy (Robertson Construction in conjunction with Fife College) in May 2023, whereby participants build and deconstruct a building during the programme. The Partnership also supported HMP Perth to continue the Academy model with CJSW funding the purchase of a Greene King kitchen during 2023-24 for the launch of a Catering Academy during 2024-25. The Catering Academy will allow participants to learn the Greene King menu, providing opportunities for employment on release. Employers play an important part in giving people a second chance by offering job opportunities, which reduces reoffending rates and keeps communities safe. The key aim of Skills Development Scotland intervention within the prison is to provide residents who engage with the service, the skills and confidence to get a job The academy model was also supported by Skills Development Scotland During the reporting period, a Careers Advisor was onsite one day per month. The Careers Advisor supported people to apply for the Construction Academy alongside providing employability advice to people preparing for release. Page 52 of 166
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33 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL and progress into employment on liberation. Some people are not ready for employment due to long periods of incarceration. In such instances, training opportunities (college) or volunteering is discussed as an option to build confidence and self-esteem. Case Study Peter (not his real name) accessed training within HMP Perth via Robertson Construction, Construction Academy, as he already had some previous experience of construction working on a building site. Peter was able to learn new skills via the construction academy and help others attending the academy to develop skills linked to his previous work experience. Peter had several interviews with Skills Development Scotland to help him to prepare for employment on liberation. Peter was supported to prepare for the job interview process and learn how he could handle questions around disclosure, which was something he had voiced concern about. Peter was successful in securing employment in the construction industry upon his on release. The journey to finding employment and skills training after serving time in prison is challenging, but opportunities are available when services work together. Disclosure Training A disclosure session was delivered to Community Justice staff (Justice Social Work, Skills Development Scotland and Advocacy) during November 2023 by Disclosure Scotland and Access to Industry. The session was attended by 12 members of staff. • I work for Skill Development Scotland. My Role is to help prepare residents for liberation. During 1:1's, disclosure comes up a lot, so this training will enable me to offer some help and guidance. • I can better advise clients on what or what not to disclose. • I feel reasonably confident that I will be able to apply the knowledge gained from this training. For any queries that I cannot answer, it is good to have a main point of contact in Disclosure Scotland. It was initially intended that further Disclosure sessions would be arranged for frontline staff and local employers, but this was put on hold pending further exploration of dedicated employability support within the Westbank Project. This will be explored further during 2024-25. Figure 8 provides a visual of the percentage of those referred to No One Left Behind (NOLB) employability services with convictions. The percentage of people referred to NOLB employability programme with a criminal record shows no emerging pattern due to insufficient data. The desired direction is to increase. Page 53 of 166
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34 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Figure 8: Employability Data Source: Scotland's Devolved Employment Services: Statistical Summary July 2024 - gov.scot (www.gov.scot) Priority Action Nine – CJOIP Priorities 1. Advance connections between HMP Perth Employability/Positive Destination Pipeline and Community Employability Pipeline. (Sept 2023) - ongoing. 2. Establish a partnership project at Westbank to embed a careers advisor as part of the Unpaid Work Team. (March 2024). Carry forward action to 2024-25. 3. Promote the needs of people within the Justice Journey at the P&K Employability Network – improving understanding, reducing stigma and identifying appropriate employment opportunities. (March 2024) – ongoing. Enhance community integration and support by increasing and promoting greater use of voluntary throughcare and third sector services Nationally determined outcome: More people access voluntary throughcare following a short-term prison sentence8 Local Evidence • Mechanisms are in place for partners to support people serving short term sentences. • Proportion of people liberated from short term custody: i. made aware of support ii. accepting support offer iii. with a co-ordinated pre-release plan in place. 8 National Indicator: Number of: • voluntary throughcare cases commenced 12. Priority Action Ten – Community Integration and Support Page 54 of 166
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35 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL • Mechanisms are in place to understand the views of people accessing voluntary throughcare to support improvement. • Mechanisms are in place to understand the views of community justice partners in delivering voluntary throughcare to support the needs of people leaving short term custody. What activity has taken place to support people to access voluntary throughcare? What impact had there been as a result? Voluntary Throughcare Co-ordination During 2023-24 the Partnership initiated a Voluntary Throughcare Co-ordination meeting as part of a Voluntary Throughcare (“opt out”) test of change. A weekly meeting was established attended by the Community Justice Co-ordinator, Complex Needs Co-ordinator, CJSW, Apex (New Routes) and Churches Action for the Homeless (April to September 2023) and more recently IDART’s Prison/Hospital liaison nurse (December 2023). The test of change activity concentrated on releases from HMP Perth and HMP Glenochil. The Voluntary Throughcare Co-ordination meeting considered the support needs of males serving a short-term prison sentence (sentence of under 4 years / not subject to statutory supervision) due for release within the following 3 months. The meeting sought to ensure that support was offered to the person by the organisation best placed to support. The meeting also considered the person’s accommodation needs and GP registration. During the reporting period, most releases were supported by Apex (New Routes), who employ four workers covering releases to Tayside, or Churches Action for the Homeless (for the period they were providing voluntary throughcare) who employed one worker dedicated to supporting people returning to P&K. Where appropriate, the voluntary throughcare offer was provided by CJSW (i.e. where a difficult to engage person already had a relationship with a worker) or Intensive Housing Support when the service was launched in October 2023 (where a person was known to have more complex needs requiring a higher level and intensity of support). Between 1 April 2023 and 31 March 2024 29 people (from HMP Perth and Glenochil) were discussed via the Voluntary Throughcare Co-ordination meeting. Twenty-four (83%) signed up for a voluntary throughcare offer. The majority of those who signed up for voluntary throughcare signed up with one of the third sector providers which may explain the reductions in voluntary throughcare sign ups via CJSW in figure 9. Page 55 of 166
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36 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Figure 9: Voluntary Throughcare Cases Commenced Source: Justice social work statistics - gov.scot (www.gov.scot) A “Looking Back” Meeting was held in January 2023 and reviewed the 23 people who had been considered by the Voluntary Throughcare Co-ordination Group at that stage. The following strengths were identified - relationship established between the involved services/organisation providing opportunity to discuss any issues and work in collaboration; enhanced/co-ordinated offer of support; enhanced oversight/ improved communication; enhanced learning opportunities re: what works and does not work; a willingness from the participants to share ideas to improve the offer. In relation to identified areas for development - although the number of people signing up to voluntary throughcare prerelease was high, engagement post release particularly 24 hours post release was significantly lower. • Of the 23 people discussed at the Looking Back Meeting, • Six engaged with support on release to the community, • Seven disengaged immediately on release, • Six level of engagement unknown (details not available from those who attended the meeting), • Four were remanded at end of sentence. Throughcare workers highlighted that COVID-19 disrupted the voluntary throughcare offer, with residents getting into the way of making their own arrangements for release. Identified Actions • Create a checklist of core arrangements that must be made ahead of release/on release including – Benefits, GP Registration, Housing, Drug & Alcohol Support, CJSW appointments • Ask those signing up to voluntary throughcare to commit to engaging with the worker on the day of release to deal with the essentials (signing a contract). • Develop of a pre-release plan outlining short- and medium-term goals. • Explore opportunities to make people aware of the New Routes offer at the induction stage. Page 56 of 166
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37 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL • Work required to determine the lead worker when multiple workers involved i.e. Voluntary Throughcare, Bail Supervision, Drug and Alcohol Supports etc. • Discussion re: determining the lead worker when a person is in supported accommodation (i.e. Skinnergate, Greyfriars, Tayview, Anchor House etc). Clarification required re: the lead worker is in those situations. • CJSW to follow up with people who have not signed up for support during prison sentence to offer support on a voluntary basis. • New Routes Service to clarify re: if offer covers HMP Castle Huntly. The intention had been to extend the offer Voluntary Throughcare Co-ordination offer to all Scottish prisons; however, it was agreed local test sites would remain the focus, improving engagement on release. The offer was, however, extended to Perth and Kinross residents released from Castle Huntly was commenced following Apex seeking clarity from Wise Group that short term residents within Castle Huntly are eligible for voluntary throughcare. In addition to the above Voluntary Throughcare specific learning, the test of change also provided useful learning in relation to release from prison more generally - criteria specific support offers, and ring-fencing of the support creates additional layers of complexity to an already complex process. Work took place (and is still ongoing) to improve understanding of the various types of release from prison and the support available/required. The support needs of those released from prison (regardless of sentence type) do not differ greatly from that required at the point of arrest or receiving bail supervision as an alternative to remand, however the ring-fenced funding arrangements result in the support offer being carved up into distinct service offers. Some examples of national and local ring-fenced funding include: • National New Routes & Shine – Service available to people being released from a short-term sentence (four years or less) – released without restrictions i.e. supervised released order or registered sex offender. • Local Floating Housing Support Service – available to P&K residents with a tenancy or the offer of a tenancy – available to all release types. • Local Intensive Housing Support Service – available to P&K residents with multiple and complex needs, requiring a higher level of support – homeless or at risk of losing their tenancy - available to all release types. • Bail supervision – community disposal, alternative to remand – determined by the court. • As mentioned within Priority Action Two, P&K were previously part of an Arrest Referral test of change operating within Dundee Bell Street Police Station but following the identification that most referrals received were for those held for court, also assessed by Bail Officers, P&K withdrew from the test of change. During the reporting period the Partnership within P&K worked hard to develop a collaborative working approach to mitigate against the structural / policy approach of ringfencing, in an effort to prevent people from slipping through the net. As referenced in other sections of the report, this work has progressed via the work of Page 57 of 166
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38 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL the Complex Needs Co-ordinator. This approach locally will continue (dependant on funding) and will be developed until such a time that a whole system approach (Arrest, Remand, Throughcare) is taken at a national and local level. Priority Action Ten – CJOIP Priorities 1. Establishment of Co-ordinated Voluntary Throughcare test of change (HMP Perth) – Voluntary Throughcare (opt out approach). Complete as above. 2. Explore how the learning from the above test of change can be used to better support P&K residents being released from a prison establishment out with P&K. Carry forward action 2024-25. 3. Establish mechanisms to connect people to Floating Housing Support to ensure Voluntary Throughcare providers have sufficient capacity to engage/support people prior to release, immediately on release, and during handover period. Some progress was made in this area during the reporting period but will remain an action during 2024-25. 4. Promote uptake of Families Outside throughout the Justice Journey. Share information regarding the service with both prison residents & families. Complete – service was promoted during reporting period resulting in increased referrals. 5. Establish mechanisms to identify people approaching release who may benefit from preparatory support - reality of returning home. This action will be undertaken as part of the Child Impact Assessment project work – 2024-25. 6. Development of a mental health referral pathway for P&K residents (2.3) – Carry forward action – 2024-25. 7. Creation of Directory of Service – containing essential information – part of release pack. Complete - support services (pkc.gov.uk) – this pack was completed (May 2023) and shared with SPS to provide to P&K residents are part of their pre-release pack. 8. Establish/Utilise data collection mechanism to support future Prisoner Release planning including collection of outcome data (outcome wheel). This work was delayed due to other priorities and will be carried forward into 2024-25. 13. Priority Action Eleven – Improved Outcomes Deliver improved community justice outcomes by ensuring that effective leadership and governance arrangements are in place and working well, collaborating with partners and planning strategically No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. Local evidence: • Mechanisms are in place to support engagement in each local authority, specifically: o a community justice outcomes improvement plan (CJOIP) o a participation statement o an annual report on progress towards nationally and locally determined outcomes. Page 58 of 166
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39 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL • Mechanisms are in place to support an effective interface between national partner organisations and their local representatives within Community Justice Partnerships. • Evidence of mechanisms to engage non-statutory partners in strategic planning • Use of the Care Inspectorate 'self-evaluation guide to support quality improvement for community justice in Scotland', with focus on Leadership and Direction How has your partnership worked to develop local leadership and enhance strategic planning and collaboration? What impact had there been as a result? Over the past two years the Partnership has adopted a collaborative approach to strategic planning. The approach taken resembles the Human Learning System approach which embraces the complex reality of the 21st century. According to Human Learning Systems • “Thinking in systems - understanding things as connected and interdependent - leads to better outcomes for all. • Focusing on the relationships between people creates better ways of working and better places to work. • Prioritising learning together over deliverology creates the safe space for innovation and lasting improvement”. The partners within P&K recognise the complex landscape and the interdependencies within which they work. The Partnership utilised the various consultation events for the National Strategy for Community Justice, and the associated Performance Framework, to align activity with the national outcomes in preparation for the launch of our CJOIP (launched June 2023). Examples of the work undertaken on a partnership basis include the completion of focussed SNSAs: Diversion from Prosecution (April 2022), Arrest Referral (April 2023), Prison Release: Services Available (January 2023), Remand (January 2023), Bail Supervision (June 2023), and Bail Supervision with Electronic Monitoring (December 2023). In addition to the SNSA activity, the following are some examples of meeting/groups that have supported the Partnership during the reporting period: • Community Safety Third Sector Collaborative – attendance extended to include third sector and key statutory services • Prison Release: Services Available Steering Group • Voluntary Throughcare Co-ordination meeting • GP Registration Working Group • Suicide Prevention Working Group • Arrest Referral Working Group. Regular sessions were established with our local Sheriffs. Topics discussed: One- stop Women’s Learning Service, Right Track, CPO (Unpaid Work & Supervision), Bail Supervision, Electronic Monitoring with Bail Supervision, Caledonian, Child Page 59 of 166
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40 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Impact Assessments, Complex Needs Co-ordination (Arrest Referral & Remand), Community Support Services Tool (collated for Community Justice Scotland), Electronic Monitoring training offer and the role of PBSW (open & closed estate). Multi-agency training has been arranged which has not only supported progress towards some of the Priority Actions such as Diversion from Prosecution and Electronic Monitoring but has also supported partnership working at an operational level through hearing from other professionals the barriers each profession/organisation encounter. The aim of the above-mentioned activity was to improve learning and understanding on a multi-agency basis, identify shared Partnership goals and gain an understanding regarding how partners could support each other in achieving organisational, partnership and national objectives. The Community Justice and Safety Partnership infographic shared in previous annual reports is now dated and ready for a refresh, the Approach Infographic created continues to have relevance. In addition to utilising the learning from all the above for local benefit through operational and strategic planning, the learning was also regularly shared with Community Justice Scotland via the regular 1:1’s (Community Justice Scotland Improvement Link and the Community Justice Co-ordinator). In addition, a session was held with wider Community Justice Scotland Improvement Team during November 2023. It was attended by the Partnership Chair and Co-ordinator to share learning regarding what has worked well within P&K. In terms of impact at a local level, the above relational (or Human Learning System approach) to strategic planning has resulted in Partners being highly responsive to each other’s organisational needs resulting in a preparedness of partners to work together in an open and transparent way. Priority Action Eleven – CJOIP Priorities Page 60 of 166
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41 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL 1. Develop Memorandum of Understanding (MOU) to support / encourage partnership working - strategic & operational level. The development of the MOU was put on hold due to other priorities linked to the successful CORRA Funding application – Child Impact Assessment project. A MOU will be developed during the 2024-25 reporting period. 2. Engage with National Community Justice Agenda. Share information with partners to inform strategy and operational planning. Complete -This engagement routinely took place during the reporting period with members of the Partnership attending national events (including Community Justice Scotland events, COSLA, Social Work Scotland etc) and members providing updates to the Partnership. This action will remain live for the lifetime of the CJOIP. 3. Utilise the quarterly meetings to provide progress updates against the CJOIP to inform decision making - Partnership and Community Safety Third Sector Collaborative. Complete - The Partnership Chair and Co-ordinators provide both written and verbal updates at each Partnership meeting. The written update from the Community Justice co-ordinators provides details of progress against the CJOIP. 4. Ensure Partnership members are engaged with the Partnership, find meetings purposeful and relevant, and provide sufficient strategic oversight for improving community justice outcomes. An annual survey will take place in July/August commencing 2024-25 to gather feedback from partners regarding what is working well and to identify areas for improvement. 5. Promote regular attendance at quarterly Partnership and Community Safety Third Sector Collaborative meetings by monitoring attendance. This will be taken forward during 2024-25. 14. Priority Action Twelve – Incorporating the voices of victims of crime, survivors, those with lived experience and their families Enhance partnership planning and implementation by ensuring the voices of victims of crime, survivors, those with lived experience and their families are effectively incorporated and embedded No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. How has your partnership worked to understand and incorporate the voices of victims of crime, survivors, those with lived experience and their families into partnership planning and implementation? What impact has there been as a result? During the reporting period, the first of what will be a rolling (quarterly victim/survivor) meeting was established. The meeting was attended by Safer Community Teams, Third Sector Interface, Women’s Aid, Rape and Sexual Abuse Centre (RASAC), Victim Support, Families Outside, Police Scotland, Community Justice Co-ordinator. Learning from the Thriving Survivor conference was shared with attendees at this initial meeting and an initial discussion regarding the supports available to victims/survivors locally. Page 61 of 166
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42 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL A successful application was made to the Scottish Government’s United Nations Convention on Rights of a Child (UNCRC) Innovation Fund (administered by CORRA foundation) during the reporting period for funding to embed Child Impact Assessments within P&K. Children with a parent in the justice system often report being not seen and not heard, despite being not guilty. Work commenced during October 2023 for the remainder of the reporting period to establish the project. During the reporting period this centred around raising awareness of the toolkit via multi agency training. The receipt of this funding and the development of the projects took priority over the Actions outlined within the CJOIP under Priority Action Twelve. Those priorities will be reviewed during 2024-25. Priority Action Twelve – CJOIP Priorities 1. Map out the lived experience within P&K (Sept 2024) 2. Explore opportunities to create a Lived Experience infographic and opportunities to set up a Lived Experience (December 2024) 3. Bring leads from lived experience groups together to explore how to collate the lived experience voice to drive future improvement activity. Explore establishing quarterly Lived Experience meeting. (March 2024) 15. Priority Action Thirteen –Supporting integration and reducing stigma through improved understanding and confidence in Community Justice Support integration and reduce stigma by ensuring the community and workforce have an improved understanding of and confidence in community justice Nationally determined outcome: More people across the workforce and in the community understand, and have confidence in, community justice9 Local Evidence • Community justice partner contribution to joint activity across policy areas to tackle stigma. What partnership-driven activity has taken place to improve understanding of and confidence in community justice across the workforce and local community? Quarterly Community Safety Third Sector Collaborative meetings have been utilised to routinely share information with third sector and statutory services regarding the positive working taking place within Community Justice and Safety within P&K. This collaborative approach undoubtedly assisted the Partnership in responding to the Community Justice Scotland request for information for the updating of the 9 National Indicator: Percentage of people who agree that: • people should help their community as part of a community sentence rather than spend a few months in prison for a minor offence Page 62 of 166
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43 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Community Support Services Tool. The collection of this information from all our members was a good check-in regarding engagement levels, with our member organisations proactively providing the required text. In addition to providing the information to Community Justice Scotland we also utilised the information collated to create a one page Justice and Community Safety Support Services visual which we displayed at the RecoverMay event. The Partnership also embraced opportunities as they arose to improve understanding of and confidence in community justice across the workforce – examples of which are provided throughout this entire report. To name a few: • SNSA activity • Engagement sessions with local Sheriffs • Arrangement of multi-agency training events • Establishment of the Victim/Survivor Organisation working group • Suicide Prevention meeting – Justice and Alcohol and Drugs lens In relation to positive public messaging, good news stories are regularly shared via The Westbank Project Facebook Page in relation to unpaid work. Community Payback work commenced within HMP Perth during the reporting period and a programme developed which includes building benches for public spaces and play equipment for P&K schools and nurseries. The first of the school equipment initiatives was completed June 2024 and will feature in next year’s annual report. Other work commenced during the reporting period that is anticipated to reduce stigma and support integration in future years and we will report more fully on these projects in future annual reports: • The purchase of a Greene King Kitchen for HMP Perth. The kitchen was purchased by Justice Social Work during the reporting period to support the launch of a catering academy within HMP Perth during 2024-25. • Child Impact Assessment project – planning took place during the reporting period to educate the local workforce on the impact of the justice systems on families and to raise awareness of the availability of the Child Impact Assessment toolkit. The project was made possible by Scottish Government funding (administered by CORRA Foundation). The Partnership utilised the funding to purchase the specialist knowledge of Families Outside to support the development of the project and the delivery of training. A Multi Agency Steering Group was established, a Child Impact Assessment Webpage created (within the P&K Council website) and multi-agency training sessions launched in May 2024 (continuing to November 2024). The sessions give professionals the opportunity to think about the impact the justice system has on families, who often report to feeling “Not Seen and Not Heard (despite) Not Being Guilty”. Page 63 of 166
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44 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL Priority Action Thirteen – CJOIP Priorities 1. The development of a Community Justice and Safety communication plan to support integration and reduce stigma by ensuring the community and workforce have an improved understanding of and confidence in community justice. The development of this plan was put on hold due to other priorities. A communication plan will be developed during the 2024-25 reporting period. 2. Participate in the Recover May Conference – share learning from Voluntary Throughcare Working Group to promote confidence in Voluntary Throughcare. Complete - The Partnership hosted a stall at the RecoverMay launch on 2 May. We used the opportunity to share a range of information with attendees regarding the supports available to people on the Justice Journey (from arrest through to release from prison) and share information with attendees regarding Child Impact Assessments. Colleagues from a variety of organisations staffed the stall including PKC, Families Outside and Turning Point. Event attendees were enticed over to our stall with, RecoverMay themed, chocolate lollypops made by Grace Chocolates (chocolates made by women on the justice journey). The event provided an opportunity to share information with professionals about the range of supports available, along with excellent networking opportunities. The Partnership will seek to support RecoverMay events in future years. 3. Review the Partnership webpages hosted by PKC. Complete - Work took place during the reporting period to review our Community Justice Webpage and we took the opportunity to add links to Community Justice Scotland’s Second Chances Campaign, which our OWLS service had participated. In addition, our new CJOIP was added to the web page following its launch in June 2023. Annual reports submitted to Community Justice Scotland are hosted on this page too. 16. 16. Next steps for the Partnership • Review/update the Partnership Infographic followed by the Community Safety Third Sector Collaborative Infographic. • Begin utilising the Care Inspectorate 'self-evaluation guide to support quality improvement for community justice in Scotland', with focus on Leadership and Direction as a starting point. • Establish a Complex Needs Co-ordination Project Lead. Page 64 of 166
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45 Perth and Kinross Community Justice and Safety Partnership PKC - GENERAL • Further develop the employability offer within P&K to people who have been in contact with Justice. • Create opportunities to work more closely with Justice Healthcare and GEOAMEY. Opportunities • Opportunity to further improve collaborative working and strategic planning by working more collaboratively with local funders within P&K i.e. Gannochy Trust. • MAT Standards work in justice settings will provide opportunities for greater collaborative working between healthcare and community justice. Barriers and/or risks • Ongoing short-term nature of Justice Social Work funding. • Reduction in Local Authority budgets post COVID-19. Risk that additional “creating capacity” monies received are not realised due to local budget savings. • Timeous access to mental health services. • National commissioning of services (i.e. national voluntary throughcare recommissioning) may not meet local need in a capacity building way. • Ongoing prison population issues continue to result in residents not being accommodated in their local prison therefore adding additional barriers to establishing a relationship pre-release. • Staff turnover – career progression or otherwise risks the established strong partnership working relationships. Page 65 of 166
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Appendix 2 Glossary of Terms ADP Alcohol & Drug Partnership CJOIP Community Justice Outcomes Improvement Plan CJSW Community Justice Social Work COPFS Crown Office and Procurator Fiscal Service CPO Community Payback Order CPP Community Planning Partnership DTTO Drug Treatment and Testing Order GP General Practitioner HMP Her Majesty’s Prison IDART Integrated Drug Alcohol and Recovery Team LAP Local Action Partnership LEP Local Employability Partnership MOU Memorandum of Understanding NES NHS Education for Scotland NHS National Health Service NOLB No One Left Behind OWLS One-stop Women's Learning Service PBSW Prison Based Social Work P&K Perth and Kinross PKC Perth and Kinross Council RASAC Rape and Sexual Abuse Centre SARA-v3 Spousal Assault Risk Assessment-Version 3 SHORE Sustainable Housing on Release for Everyone SNSA Strategic Needs and Strengths Assessment SPS Scottish Prison Service TARL Throughcare Assessment on Release on Licence TCA Tayside Council on Alcohol UNCRC United Nations Convention on Rights of a Child 5 Page 67 of 166
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Perth and Kinross Council Housing and Social Wellbeing Committee 22 January 2025 TAYSIDE MAPPA ANNUAL REPORT 2023-24 Report by Strategic Lead – Children, Families and Justice (Report No. 25/8) 1. PURPOSE 1.1 This report introduces the Tayside Multi-Agency Public Protection Arrangements (MAPPA) Annual Report for 2023-24. 2. RECOMMENDATIONS 2.1 It is recommended that the Committee: • Takes assurance about the work being undertaken in respect of the MAPPA in Tayside, and specifically, Perth and Kinross; • Endorses the contents of this report; and • Requests that the Strategic Lead for Children, Families and Justice brings forward future Annual Reports to this committee. 3. STRUCTURE 3.1 This report is structured over the following sections: • Section 4: Background • Section 5: MAPPA Annual Report 2023-24 • Section 6: Conclusion • Appendices 4. BACKGROUND 4.1 The Management of Offenders etc. (Scotland) Act 2005 introduced a statutory duty on Responsible Authorities, ie local authorities, Scottish Prison Service (SPS), Police Scotland and Health Boards, to establish joint arrangements for the assessment and management of certain offenders who constitute a risk of harm to the public. The Responsible Authorities are required to keep these arrangements under review and publish an annual report. 6 Page 69 of 166
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4.2 The development of MAPPA in 2007 introduced a consistent approach to the management of certain high-risk offenders, which includes Registered Sex Offenders (RSO); Restricted Patients (RPs) since 2008 and Category 3 offenders (violent) since 2016. The purpose of MAPPA is to ensure public safety by managing serious offenders and reduce, where possible, significant risk and potential harm to the public. 4.3 MAPPA is supported by the Violent and Sex Offender Register (ViSOR) which is a national IT system. The main function is to facilitate inter-agency communication and ensure that the Responsible Authorities contribute, share and store critical information for the management of MAPPA offenders. This system is due to be replaced in 2027 by the Multi Agency Public Protection System (MAPPS) which is a Home Office endorsed product that is intended to provide greater flexibility for information sharing and recording. 4.4 Local MAPPA activity is overseen by the Tayside Strategic Oversight Group (SOG). The SOG not only provides oversight, but leadership in respect of policy and procedure, thereby ensuring robust governance, performance monitoring and quality assurance. The Tayside SOG meets quarterly and has a timetabled programme of activity to ensure there is appropriate scrutiny of inter-agency practice and take forward any learning both on a local basis and from national developments, eg Serious Case Reviews (SCRs) and legislative changes pertinent to MAPPA. 4.5 The Tayside MAPPA SOG members are also represented on their respective local public protection groups. In Perth and Kinross, this includes the Protecting People Co-ordinating Group (PPCG) and Chief Officers Group (COG). This ensures that there is a clear strategic link to both the MAPPA Co-ordinator and the Independent Chair of the SOG. 5. MAPPA ANNUAL REPORT 2023-24 5.1 The MAPPA Annual Report 2023-24 covers the period from 1 April 2023 to 31 March 2024 (Appendix 1). There have been a few changes to the presentation of the report this year. This is to illustrate the complexity of the MAPPA process from referral to the point where the offender is either subject to a Community Payback Order or released from custody on a Throughcare Licence. In addition, the report defines, based on a nationally accredited and validated risk assessment process, the level by which offenders are managed in the community. 5.2 The Annual Report also highlights case study examples of how Responsible Authorities have collaborated and worked in partnership and beyond the boundaries of their local jurisdictions. These are challenging scenarios dependant on good communication, intelligence and management functions which require the support of a national system like ViSOR. As noted, MAPPS, which is currently operational in England, will replace ViSOR in 2027. Page 70 of 166
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As there are differences as to how the application may be used across local authorities in Scotland, MAPPS is currently subject to testing in four areas. This will allow valuable learning to be gleaned about implementation and planning for this new system. 5.3 In this reporting period, 126 offenders in Perth and Kinross were subject to MAPPA compared to 127 in the preceding year, and both cohorts were successfully managed in the community. Although there are slight variances in the numbers this year with counterpart areas in Tayside, this is minimal and is not statistically significant or out of line with previous years. Reoffending across Tayside was noted as 3%, however, following review by Police colleagues to determine if any case required to be escalated to an Initial Notification Review (INR), no cases in this reporting period met that criterion. 5.4 The Annual Report also highlights some key changes in respect of the responsibilities and reconfiguration of some subgroup remits. This has not impacted on the delivery of the subgroups but recognised the streamlining and efficiency for reporting to the SOG. An example of this is the MAPPA Oversight Group (MOG) who will now take on responsibility for audits and oversight of self-evaluation work. In addition, the MAPPA Co-ordinator is carrying out routine audits six times per year on the quality of MAPPA pre- read material and minutes to ensure consistency across the three areas in Tayside. 5.5 Given the stated plans for 2023-24, the MAPPA partners, through direction from the SOG, have, in the main, achieved what was set out including audit scrutiny and upskilling via development and delivery of guidance and training to staff. In addition, there has been a strengthening of connection with Child and Adult Protection Committees and Violence Against Women and Girls Partnerships as there are cross cutting themes of public protection which can be captured through a thematic approach. 6. CONCLUSION 6.1 The management of risk in the MAPPA process presents many challenges and requires the collaboration and co-operation of agencies across professional organisational boundaries. While it is not possible to eliminate risk, the agencies within Tayside have continued to work collaboratively and sought to scrutinise and strengthen practice in this reporting year through the work of the subgroups and the oversight and leadership from the SOG. 6.2 This reporting year has seen a return to closer delivery of a pre Covid pandemic service while also retaining the operational changes that were necessary during more restrictive times of the pandemic. This has brought about a cost-effective approach through the use of technology, allowing for a degree of flexibility, while still ensuring relevant partners contribute to the case management, monitoring and planning for those subject to MAPPA. Page 71 of 166
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Author Name Designation Contact Details Nicola Rogerson Service Manager, Justice Social Work FBSCommittee@pkc.gov.uk 01738 475000 Approved Name Designation Date Arun Singh Strategic Lead – Children, Families and Justice 10 January 2025 Page 72 of 166
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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 N/A Workforce N/A Asset Management (land, property, IST) N/A Assessments Equality Impact Assessment N/A Strategic Environmental Assessment N/A Sustainability (community, economic, environmental) N/A Legal and Governance N/A Risk N/A Consultation Internal N/A External Yes Communication Communications Plan N/A 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This section sets out how the proposals relate to the delivery of the Perth and Kinross Community Plan/Single Outcome Agreement in terms of the following priorities: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. This report relates to Objective No. (v). Corporate Plan 1.2 This section sets out how the proposals relate to the achievement of the Council’s Corporate Plan Objectives: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; Page 73 of 166
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(iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. This report relates to Objective No. (v). 1.3 The report also links to the Education & Children’s Services Vision, Values and Priorities in respect of the following key Priority area: • Safe and Protected 2. Resource Implications Financial 2.1 There are no financial implications arising from this report. Workforce 2.2 There are no workforce issues arising from this report. Asset Management (land, property, IT) 2.3 There are no asset management issues arising from this report. 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. 3.1.1 The proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as not relevant for the purposes of EqIA. Strategic Environmental Assessment 3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. 3.2.1 The proposals have been considered under the Act; however, no action is required as the Act does not apply to the matters presented in this report. Page 74 of 166
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This is because the Committee are requested to note the contents of the report only and the Committee are not being requested to approve, adopt or agree to an action or to set the framework for future decisions. adopt or agree to an action or to set the framework for future decisions. Sustainability 3.3 Under the provisions of the Local Government in Scotland Act 2003, the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • In the way best calculated to delivery of the Act’s emissions reduction targets. • In the way best calculated to deliver any statutory adaption programmes. • In a way that it considers most sustainable. 3.3.1 There are no sustainability issues in respect of this report. Legal and Governance 3.4 This report contains no issues which would have a legal or governance impact on the Council. 3.5 There are no implications for the Council’s Scheme of Administration in this report. Risk 3.6 There are no issues of risk arising from the proposals in this report. 4. Consultation Internal 4.1 The Senior Management Team in Children, Families and Justice Services have approved this report. External 4.2 The Tayside MAPPA SOG have approved this report. 5. Communication 5.1 Not relevant to this report. Page 75 of 166
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2. BACKGROUND PAPERS 2.1 No background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (and not containing confidential or exempt information) were relied on to a material extent in preparing this report. 3. APPENDICES 3.1 Appendix 1 – Tayside MAPPA Annual Report 2023-24 Page 76 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 1 Annual Report 2023-2024 6 Page 77 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 2 INTRODUCTION I am pleased to introduce the Tayside Multi Agency Public Protection Arrangements (MAPPA) annual report covering the year from 1 April 2023 to 31 March 2024. MAPPA is a system that helps agencies like the police, prisons, local councils, and health services (known as Responsible Authorities) work together in partnership to manage sexual and violent offenders. Its goal is to reduce the risk of re-offending and keep communities safe. This partnership has become stronger over time across the Tayside area. The Key Aspects of MAPPA are: 1. Managing Offenders in the Community: When a registered sex offender or a high-risk offender is released from prison or is supervised in the community, they are usually housed in their home Council area however recent changes to housing regulations now mean that such persons can ask for housing to be provided in another area, without having any local connection. Stable and appropriate housing, support systems, and monitoring are vital to help offenders reintegrate into society and reduce the risk of them re-offending. 2. Public Concerns: It is understandable that the public may feel uneasy about offenders living in their community. However, the focus is always on public safety, with strict measures in place to minimise risk. Research shows that providing stability to offenders reduces the chance of re-offending. 3. Partnership and Oversight: MAPPA within the Tayside Strategic Oversight Group (SOG) area operates under strong partnerships between agencies. The introduction of an Independent Chair in 2019 has allowed these agencies to focus on their core tasks, with the Chair providing an independent perspective and scrutiny helping to ensure the system works effectively and safely. 4. Challenges and Achievements: The past year has seen a return to business as usual with services moving on from restrictions due to the COVID-19 pandemic and recovery. We are starting to see courts operate as before and as a result a steady rate of offenders entering the system which, although not evident from the statistics outlined in this reporting year, has now started to show an increase in numbers of registered sex offenders across Tayside. Whilst we have reverted to post pandemic business models in respect of the operational management of offenders ‘new’ practice elements are now used to assist strategic elements of MAPPA with virtual meetings being used to minimise travel and increase efficiency. Re-offending rates among those managed by MAPPA remain low, showing the success of the coordinated approach. Page 78 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 1 5. Training and Continuous Improvement: Regular training for staff and constant review of processes ensure that MAPPA partners can adapt to new challenges. These efforts improve how offenders are managed and contribute to making communities safer. Our MAPPA Coordinator continues to assist with practitioner training and ensuring those who chair MAPPA meetings benefit from refresher training. In 2023 we launched our Strategic plan 2023 to 2026 which sets out our ambitions for continuous improvement and allows the SOG to monitor progress. Looking Forward: The commitment of all MAPPA partners to work together remains strong. As challenges continue to evolve, this partnership will keep developing plans to manage offenders and protect the public. The support and dedication of the MAPPA Coordinator and Business Support Team and other agencies are critical to this success. Conclusion: I believe that this report provides evidence that MAPPA is a vital system for ensuring public safety by effectively managing high-risk offenders. While challenges persist, the ongoing collaboration between agencies, strong oversight, and commitment to continuous improvement help keep communities safe. I am sure you will find the contents of the report both informative and reassuring. Alan Small Independent Chair of Tayside MAPPA Strategic Oversight Group Page 79 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 2 MULTI AGENCY PUBLIC PROTECTION ARRANGEMENTS (MAPPA) Managing potentially dangerous people in our community can be difficult and challenging, every effort must be made to ensure that this is done as effectively as possible, because mistakes may have serious consequences. The management of high-risk offenders can only be successful if partner agencies work together and actively share information. MAPPA provides the framework for the assessment and management of risk with partner agencies working together to protect the public from these offenders. The principles that govern MAPPA are simple: • Identify those who may pose a risk of harm • Share relevant information about them • Assess the nature and extent of that risk • Find ways to defensibly manage the risk effectively, using available resources most efficiently, to protect victims and reduce further harm It is recognised that the public are concerned about the risks that offenders present and although high risk offenders live in every community, the number of those who pose a risk of serious harm to others is thankfully low. All agencies in Tayside involved in the management of MAPPA offenders play a very important role and the effectiveness of the arrangements rely on close working relationships. We hope that this report will help you understand that managing offenders and developing strong links ensures that we provide the best possible protection to our community. CO-ORDINATING MAPPA There are five key stages to the MAPPA process Stage 1: Identification of the offender When an offender is convicted and falls within one of the MAPPA categories a notification form is sent to the MAPPA Coordinator who is the single point of contact (SPOC) for all MAPPA matters. Stage 2: MAPPA referral Referrals for Registered Sex Offenders (RSO) are made to the MAPPA Coordinator by the Scottish Prison Service (SPS), The Social Work supervising officer or Police Scotland Sex Offender Policing Unit (SOPU). For Category 3 offenders, any Responsible Authority or Duty to Co-operate agency can make a referral, although contact should be made with the offenders Social Work Supervising officer in the first instance. Page 80 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 3 The referral is submitted to the MAPPA Coordinator following sentence. It is important that the referral form is fully completed and must be informed by the current risk assessment and the proposed risk management plan. If the offender is in custody the SPS must send the MAPPA Coordinator a referral as soon as possible and not less than twelve weeks before release, unless there are extenuating circumstances, following the pre-release Integrated Case Management (ICM) case conference. Following sentence or release from prison, an initial MAPPA meeting will be held allowing all agencies involved in the management of the individual to be sighted on all information known and held on them. Thereafter the MAPPA management level will be agreed. • Level 1 : Routine Risk Management • Level 2 : Multi-Agency Risk Management • Level 3 : Multi Agency Public Protection Panels Stage 3: Pre-meeting information sharing Before any MAPPA meeting, the agencies will submit information held by them about the offender and complete the risk assessment and risk management planning documents. The pre-read document will be then shared with those that have been invited to attend the MAPPA meeting. Stage 4: MAPPA meetings For those offenders in the community, an initial meeting must be held within 20 working days of receipt of referral by the MAPPA Coordinator. If there is a requirement to hold a Level 3 meeting this must be held within five working days of receipt of the referral. For offenders within custody or Restricted Patients in hospital, being managed within the Care Programme Approach (CPA) the initial meeting must take place prior to their release/discharge into the community. The risk management plan will be agreed by the meeting, this will include who is responsible for undertaking each specific action including the timeframe in which it is expected the action will be completed. The purpose of the meeting is to: • bring additional information or assist agencies to assess the relevance of existing information • review and establish agreement regarding the development and implementation of a risk management plan (RMP) • consider whether the MAPPA level should increase or decrease • set a formal review date for the risk management plan Page 81 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 4 All MAPPA meetings will be attended by the social work supervising officer and police lead investigator who are responsible for managing the offender in the community along with the housing liaison officer, the NHS liaison officer, Social Work Child protection representative and MAPPA Coordinator. MAPPA meetings in Tayside are now held in Perth & Kinross and Angus via MS Teams and by a hybrid mix (in person and MS Teams) in Dundee. The chair of the meeting will ensure that the meeting is focused and should summarise the risk factors and provide direction on the actions and resources required to appropriately manage the case. A review meeting should be scheduled to assess the progress of the risk management plan. The timing of this review will reflect the individual circumstances of the risk management plan and should be agreed at the initial meeting. • Level 1 cases will be reviewed at 6 months for those identified as medium risk and 12 months if identified as low risk • Level 2 cases will be reviewed no less than once every 12 weeks • Level 3 cases will be reviewed no less than once every 6 weeks Review meetings are held to ascertain if the risk management plan is still appropriate. The level of management may be changed based on information shared at the review meetings. All agencies have a responsibility to report any changes in risk at whatever stage to the MAPPA Coordinator. In these circumstances, an extra review meeting may be called, or the offender may be escalated to a higher level of MAPPA management. Stage 5: MAPPA meetings We know that the notification period has no bearing on the risk presented and the need to manage it but the exit of an offender from MAPPA is determined by the length of the Sex Offender Notification Requirements (SONR). Registered Sex Offenders are subject to Notification requirements (SONR) contained within the Sexual Offences Act 2003. These legal requirements state that the offender must register their name, address, National Insurance number, Passport details and details of all bank and credit card accounts held by them at a prescribed Police Station. The length of time (notification period) an offender must comply with the requirements is determined by the sentence they receive. Failure to comply with these requirements can lead to arrest and may result in a fine or imprisonment. The lead agency must notify the MAPPA Coordinator when an offender is nearing the end of their SONR and about to exit the arrangements. This notice should be provided with enough time to review the circumstances and consider whether there are criminal or ongoing concerns which evidence that further law enforcement is necessary. In a small number of cases, the offender may be assessed as still posing a significant risk of serious harm at the point where they would normally exit the MAPPA process. However, if Police Scotland consider these individuals to be Page 82 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 5 classed as Potentially Dangerous Persons, then they will continue to manage them going forward. Case studies The following case studies give an insight to the joint working that occurs within Tayside and with all agencies involved in MAPPA: Sex Offender Policing Unit (SOPU) and Community Justice Social Work (CJSW) were closely working together to manage a RSO who had recently been released from prison and returned to reside with his wife. Through information provided by the Police, it was noted that this RSO was travelling to another divisional area and was in contact with another RSO. Enquiries with the SOPU in the area quickly established that both RSO were in breach of their Licence conditions. As a result, CJSW in each area submitted breach reports, and both RSOs were recalled to prison. This case shows the close working of the two SOPU units and the quick response of the breach report resulting in the recall to custody of a high risk RSO. Dundee SOPU, CJSW, MAPPA Coordinator and NHS MAPPA Liaison officer are co- located, and this allows for real time sharing of information and the close working and managing of RSOs. A recent example of close working was when an RSO failed to attend his weekly CJS appointment and was not answering his mobile telephone. Concerns were raised as this individual had been voicing suicidal ideation. His Supervising officer raised the concern and with his Lead investigator SOPU a visit was immediately carried out and the RSO traced and found to be safe and well. Managing sex offenders in the community is a difficult task and when preparing for them returning to the community from a prison sentence requires the co-operation of several agencies. In 2023 a very high-risk individual was released from custody after serving the custodial part of his sentence and returned to his hometown. He presented as homeless on release and through involvement with the Housing Sex offender Liaison Officer (SOLO) accommodation was found in a city centre homeless unit provided by the third sector. This individual had been previously managed and was known to be non- engaging and non-compliant, the concern being that he would return to drug misuse. However, both CJSW and SOPU worked closely together carrying out joint unannounced home visits and office appointments. Support was given to the RSO, and he quickly moved into a support flat within the homeless unit. To date he is engaging and accepting of the support, seeking out help when needed and actively avoiding negative peers. As a result he is now managed as a medium risk Level 1 RSO. Page 83 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 6 In the summer of 2023, Police Scotland received contact from an English Police force regarding a complaint that a Tayside managed RSO was contacting young teenage females in their force area via Snapchat. A home visit to the RSO was carried out and it was established that he had purchased a Samsung smart phone but had later sold it to Cash Converters. Officers attended at Cash Converters and seized the mobile phone. Over the winter of 2023 Police Scotland received further contact from 6 English Police forces all with similar complaints that the RSO had contacted young teenage females via Snapchat. Enquiries were made, and it was established that the RSO had purchased another mobile phone and his username and address were identified in each case. Screenshots were provided by each force and the RSO was identified in one image. He was arrested, cautioned and charged with sexual offences of contacting and communicating indecently with the children and was released on an undertaking to appear at Court. Following his caution and charge, Police Scotland received a further complaint from another English police force again contact with a 13-year-old female in their area by the same RSO. As a result, the Procurator Fiscal (PF) was contacted for the case to be added to the crime file. The RSO subsequently failed to attend court and was later arrested abroad before being returned to Scotland where he is now in custody. This case study gives an insight into the investigation of a cybercrime and highlights the links to the English forces. This enquiry also demonstrated a clear indication of persistence after punishment by the individual. STARTEGIC OVERSIGHT GROUP (SOG) To oversee and ensure that the agencies involved in MAPPA are carrying out their statutory duties the Tayside SOG meets regularly and monitors and reviews how the above Public Protection Arrangements are working in this area. Members include senior representatives of Angus, Dundee City and Perth & Kinross Councils, Police Scotland, NHS Tayside, and the Scottish Prison Service. (closed and open estate). The SOG is chaired by an independent chair and the MAPPA Coordinator also attends each meeting. The group meets quarterly, and provides local oversight in relation to: • Business Planning, management, • Publication of an annual report • Raise public awareness of the management of individuals subject to MAPPA processes • Significant Case Reviews (both local and national) • Training • Liaison and communication, both within MAPPA and with other local multi- agency structures designed to protect the public • Ensure adherence to the MAPPA guidance and other relevant National Protocols and standards Page 84 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 7 • Identify, implement, and share effective practice; • Liaise with the Scottish Government Public Protection Unit. (SGPPU) The Tayside SOG is supported by the MAPPA Operational Group (MOG) which ensures that the strategy set by the SOG is applied to operations. The MOG also takes responsibility for training to be delivered to staff when required and carries out self-evaluation activities including audits, reporting the findings to the SOG. It is recognised that, on occasion, individuals managed under MAPPA may cause or be subject to serious harm. When either of these occur the MAPPA policies and processes are examined. The Significant Case Review (SCR) process provides a consistent framework to enable the MAPPA SOG to scrutinise the quality of practice and adherence to legislation and guidance. The initial stage of this process is the submission of an Initial Notification Report (INR) to the SOG Chair. The INR will include a clear description of the circumstances, an outline of the agencies involved, details of any other on-going formal proceedings, details of risk assessment, the latest MAPPA minutes and areas of good practice and recommendations. More information on the SCR process can be found in Chapter 20 of the National MAPPA guidance. Within this year’s reporting the MAPPA Coordinator carried out an audit of the INR submitted between 2019 and 2023 to the SOG Chair. Of this cohort, 48 reports were examined with only 2 progressing to the SOG SCR subgroup and none requiring progressing to a SCR. The findings from the audit were that of all the cases examined only one was managed at Level 2, and 47 being managed at Level 1. 18 of the cases were under statutory supervision from Community Justice Social Work and 9 were found by proactive policing and related to the possession of indecent images of children. Learning from the audit concluded that good information sharing was evident with key staff. The functionality and potential use of a data clearing application (App) found on the mobile telephone of one offender was shared with all frontline staff for awareness. Record keeping was highlighted as an area for improvement as in some cases the Court decision was not evident in the offender’s records. Despite this learning point it was it was however ascertained that none of the offences could have been prevented. Fortunately reoffending by high-risk sex offenders is relatively low and the publications of SCRs is a rare occurrence. When an SCR is published, the Tayside SOG examines the report and compares the Tayside position against any recommendations and learning points to identify areas of learning and improvement for future policy and practice. Recently, the SOG examined the published Person H SCR from Glasgow which highlighted recommendations for NHS. From this, the SOG were content that in Tayside there has been an NHS MAPPA liaison officer in post for 12 years which has ensured health representation at all levels of MAPPA meetings. The NHS liaison officer prepares pre-read information for every meeting and each MAPPA client has an alert placed on the NHS systems. In relation to the recommendation for the use of the ViSOR database, the SOG were reassured that in Tayside that there is good use of the database by all three local authorities who have access to and regularly update the ViSOR records. Page 85 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 8 STATISTICAL INFORMATION As of 31 March, 2023, there were 399 Registered Sex Offenders managed in the community in Tayside, and is a decrease of 2 on the previous year. Of the 399 there were 137 (34%) on statutory supervision managed by Community Justice Social Work The number managed as of 31 March 2024, in each local authority area are: ANGUS 108 (a decrease of 4 from the previous year) DUNDEE 165 (an increase of 3 from the previous year) PERTH & KINROSS 126 (a decrease of 1 from the previous year) Category 3 offenders continue to be managed under MAPPA and in this reporting period there have been 3 individuals considered and managed by the Responsible Authorities. Of this group 1 was subject to recall to custody for failing to adhere to his Llcence conditions. As stated in the body of this report, the reoffending rate is low and in this reporting year 18 (3%) registered sex offenders were convicted of a further sexual offence. Following a report of reoffending Police Scotland will always carry out a review of the case and should the offence meet the criteria for an Initial notification report the SOG chair will have oversight as described earlier in this report. Of the 18 reoffending cases none required an initial notification report. Also 34 (6%) individuals were given warnings by Community Justice Services for not adhering to their Licence or Community Payback Order conditions with 9 (2%) being recalled to custody. Failing to comply with the sex offender notification requirements (SONR) is deemed a reportable offence and within this year 17 (3%) offenders were deemed as failing to comply. WHAT WE SAID WE WOULD DO IN 2023/2024 In our previous annual report, the Tayside MAPPA SOG stated they would prioritise the following points: • The Tayside MAPPA SOG will deliver a new Strategic Plan for the years 2023 -2026. Objectives - In this reporting year the SOG have developed a new 2023 - 26 Business plan, and its objectives will be monitored throughout the coming years. Page 86 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 9 • Establish a robust training programme for staff involved in MAPPA by ensuring that MAPPA is better understood by our wider workforce and our communities -Training is a priority that is overseen by the MOG and during the reporting year was delivered to front line staff across all 3 local authorities. This ensures that staff who are at the fore front of practice have an up to date understanding of the MAPPA process and their roles and responsibilities • Working with the Responsible Authorities to agree guidance and training in respect of the interface between the Child Protection Care and Risk Management Process (CARM) and MAPPA – this is ongoing and will be carried forward into the objectives for 2024-2025 • Carry out audit and self-evaluation work which will further enhance the considerable progress we have achieved in capturing our core data set for MAPPA which has enhanced our routine reporting and analysis - The MAPPA MOG are now responsible for carrying out audits and overseeing the self- evaluation work. The MAPPA Coordinator also now carries out 6 audits per month to examine the content of the MAPPA meetings and minutes provided. The group has also compiled a self-evaluation calendar which now reports into the SOG. • Further strengthening the links with Child and Adult Protection Committees including Violence against Woman and Girls Partnerships to promote a whole systems approach to protecting people. - this is ongoing and will be carried forward into the objectives for 2024-2025 In addition we will continue to; • Proactively respond to any national learning from published SCRs • Monitor the progression of the new Home Office management database Multi Agency Public Protection System (MAPPs) which will replace ViSOR in 2025. • Both the MAPPA Coordinator and the SOG chair sit on National Groups and ensure any updates are communicated and progressed in Tayside. Both also are closely monitoring the progression of the new MAPPs database system. • MAPPS (Multi-agency Public Protection System), is the new Home Office led programme which will allow for all multi-agency users to collaborate securely, efficiently and effectively to better protect the public from people who pose the highest risk. It is to be implemented in 2025-2026 and will replace all current ViSOR functionality and will have automated interfaces to Ministry of Justice, Police, Home Officer and Border force systems. Page 87 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 10 WHAT WE WILL DO IN 2024-2025 • Develop a Tayside MAPPA Training Calendar around identified topics of concern or interest which have been raised nationally or locally. • Work with the Child Protection Committees in Dundee City, Angus and Perth & Kinross to agree guidance for staff which clearly defines how CARM interfaces with MAPPA • Carry out a planned series of ‘deep dive’ audits subject to agreed priorities • The Tayside MAPPA SOG will strengthen engagement with the Protecting People workstreams across Tayside ensuring MAPPA is seen as having an integral role in protecting children and adults at risk of harm. We will also continue to; • Monitor the progression of the new Home Office management database MAPPS • Proactively respond to any national learning from published Significant Case Reviews Page 88 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 11 Page 89 of 166
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Multi Agency Public Protection Arrangements Annual Report 2023-2024 12 Designed by Communications, Dundee City Council SM/10/24 MAPPA Co-ordinator Friarfield House Barrack Street Dundee, DD1 1PQ Tel: 01382 435518 Fax: 01382 435080 Page 90 of 166
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PERTH AND KINROSS COUNCIL Housing and Social Wellbeing Committee 22 January 2025 HOUSING REVENUE ACCOUNT (HRA) STRATEGIC FINANCIAL PLAN INCORPORATING THE 5 YEAR CAPITAL INVESTMENT PROGRAMME AND RENT STRATEGY TO 2029/30, RESERVES STRATEGY AND OTHER HOUSING CHARGES FOR 2025/26 Joint Report by Strategic Lead - Housing and Communities and Strategic Lead – Finance and Business Support (Report No. 25/9) 1. PURPOSE 1.1 The report seeks approval of the proposed Housing Revenue Account (HRA) budget for five years from 2025/26 to 2029/30. It outlines recommended increases to rents for houses and other HRA property service charges, and an appropriate level of reserves. It also seeks approval of the proposed budget for the next five years of the Capital Investment Programme, totalling £90.6 million from 2025/26 to 2029/30. 2. RECOMMENDATIONS 2.1 It is recommended that the Housing & Social Wellbeing Committee: (i) notes that the HRA 30-year Business Plan has been updated to reflect and confirm the affordability of the proposals. (ii) approves the Housing Revenue Account Budget for 2025/26 and provisional budgets for financial years 2026/27 to 2029/30 as set out in Appendix 1. (ii) approves the proposed Housing Revenue Account Capital Investment Programme for 2025/26 to 2029/30 as set out in Appendix 3. (iii) approves the Rent Strategy for 2025/26 and a provisional Rent Strategy for the following 4 years to 2029/30 as stated in Section 9. (iv) approves the rent increase of 6.0% in line with option 1, for the year commencing 7 April 2025 for all Council houses. This would mean an average weekly rent increase of £4.78 per week, giving an average weekly rent of £84.52 per week based on 52 weeks. (v) approves the rent increase of 6.0% for the year commencing 7 April 2025 for: • all lock-ups • all garage sites 7 Page 91 of 166
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• dispersed tenancies owned by the HRA • Greyfriars Hostel. (vi) approves the Housing Revenue Account Reserves Strategy proposed in Section 10. (vii) approves that the final movement in the Housing Revenue Account in 2024/25 is transferred to an earmarked Reserve (HRA) as proposed in Section 10.10. (viii) approves the proposal to set Housing service charges from 7 April 2025 as stated in Section 13. (ix) endorses and approves, where necessary, the revised level of all housing related charges as detailed in Appendix 5. (x) endorses the progress made to date in delivering and maintaining the Scottish Housing Quality Standard (SHQS) for improving and managing the housing stock as set out in Section 7 and the related Business Cases. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background/Main Issues • Section 5: Tenant Engagement • Section 6: Housing Revenue Account • Section 7: Capital Investment Programme • Section 8: Increasing Council House Stock • Section 9: Rent Strategy • Section 10: Use of Balances/Reserve Strategy • Section 11: Comparison with other Local Authorities and Registered Social Landlords • Section 12: Proposed Rents for other Services • Section 13: Proposed Housing Services Charges • Section 14: Conclusion • Appendices 4. BACKGROUND/MAIN ISSUES 4.1 The Council owns and manages 8,167 properties. The Housing Revenue Account (HRA) covers all operational expense related to supporting tenancies, building maintenance and capital financing for investment in both existing and new social rented housing. It also helps fund major upgrades and improvements through revenue contributions to capital projects. 4.2 The HRA receives income from rents (houses, garages, and other properties) and interest on balances, which funds all relevant HRA expenditure. Page 92 of 166
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4.3 The HRA Business Plan and Capital Investment Programme ensure that the Council’s housing stock continues to comply with the Scottish Housing Quality Standard (SHQS). 4.4 The HRA Business Plan is updated annually to reflect the available budget, tenants’ priorities, rent strategies and economic conditions, ensuring it remains affordable and sustainable. The Plan has been updated to reflect the proposals within this report. The HRA budget for 2025/26 (Appendix 1) has been prepared in accordance with Housing Acts, Scottish Government directives, and regulatory requirements. 4.5 Our most recent stock condition survey informed the Local Housing Strategy, approved by the Housing and Social Wellbeing Committee on 15 March 2023 (Report No. 23/82 refers). Further work with ARUP is ongoing to investigate eight of our property archetypes and consider measures to decarbonise these house types. We aim to use this information alongside data from the stock condition survey to inform our retrofit programme and revise our rent setting strategy. 4.6 Other factors influencing the Capital Programme and rent setting proposals include tenants’ incomes and rent affordability, increasing costs of materials and services, the climate change agenda and Housing to 2040. The impact of cost-of-living pressures on our tenants and the HRA has influenced the rent setting proposals. 4.7 Members of the Affordable Housing Working Group received an overview of the HRA rent setting process and potential rent options for 2025/26 on 30 September 2024 and were asked to provide feedback. On 30 October 2024, all elected members were given information on the rent options proposals and plans for tenant engagement, including an opportunity to provide feedback. 5. TENANT ENGAGEMENT Approach 5.1 The Scottish Social Housing Charter sets the standards and outcomes that all social landlords should aim to achieve in their housing activities. Outcomes 14 and 15 are specifically linked to the rent setting process and the financial management of the HRA. These outcomes require social landlords to set rents and service charges in consultation with their tenants and other customers to ensure: • A balance between the level of services provided, the cost of these services, and the affordability for current and prospective tenants and other customers. • Tenants receive clear information on how rent and other money is spent, including details of individual expenditure above thresholds. Page 93 of 166
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5.2 These outcomes reflect local authorities’ legal duties, under section 25(4) of the Housing (Scotland) Act 2001, to consult tenants affected by the proposed increases and consider their views on affordability and spending decisions. Landlords must also decide whether to publish expenditure information and determine the format and level of detail to include. 5.3 Perth and Kinross Council must engage with tenants about rents, ensuring that decisions on rent levels reflect tenants’ views. The proposals in this report incorporate tenants’ feedback. Committee members must demonstrate that they have fully considered these views when approving the report. 5.4 Our approach to involving tenants in the rent setting process was developed by the Strategic Tenant Engagement in the Annual Rent Setting (STEARS) tenant working group. This approach is regularly reviewed with tenants and follows the recommendations from the Scottish Housing Regulator which include: • Providing tenants with three rent increase options. • Demonstrating affordability levels. • Consulting with current and prospective tenants. Rent Affordability Model 5.5 Our affordability model, developed with staff and tenants, is updated annually to assess the affordability of our rent setting proposals. 5.6 This year’s affordability assessment showed that Perth and Kinross Council’s rents are, on average, 8% (£7 per week) lower than neighbouring local authorities and 23% (£24 per week) lower than local Housing Associations. These figures are based on our proposed rent levels for 2025/26, compared to an assumed average national increase of 2.5% for other local authorities and Housing Associations. 5.7 The affordability model indicated that 87% of our residents could afford our proposed rents based on their income alone, without considering any housing benefit they receive. To support those tenants who are struggling financially or have difficulty meeting their rental obligations, we offer a range of support measures including: • Financial assistance through the Tenancy Sustainment Fund. • Financial support through locality team Think Yes budgets. • A team of Support Officers providing tailored advice and support. • Assistance with accessing devices, data and getting online through our Digital Inclusion Project. • Dedicated Welfare Rights support offering specialist advice and assistance. • Specialist money and debt advice service through Citizens Advice Bureau. Page 94 of 166
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• Advice and support through our Service Level Agreement with SCARF which provides free and impartial energy efficiency advice to Council tenants. 5.8 We also recognise the significant challenges faced by all services and communities in tackling and mitigating the impact of child poverty. The rent affordability model is also used to inform work within the Child Poverty Action Plan, playing a key role in mitigating and addressing child poverty in the area. Tenant Engagement 5.9 In April 2024, all Council tenants received an initial questionnaire asking for their views and priorities regarding rent setting and how additional rent money should be spent. This survey was also shared with our third sector partners who support or work with our tenants. 5.10 A remarkable 1,281 tenants (16%) responded, marking an impressive increase of 812 responses from last year. This outstanding response rate and the valuable insights provided by our tenants are pivotal in shaping our service delivery, driven by the priorities they have identified, as detailed below:" Priority High Medium Low No response Improving our response to repairs in your home 64% 27% 6% 3% Improving the Quality of your Home 61% 29% 6% 4% Improving your neighbourhood and the place where you live 49% 36% 12% 3% Improving the support, we provide to help in your home, and also to keep your home 45% 36% 14% 15% Improving the options to get you more involved in the decisions we make about the Housing Service 30% 45% 19% 16% 5.11 At the summer conference, tenants were asked additional questions to gain more detailed information on their priorities. 5.12 Our autumn conference was held in-person and online on 23 October 2024, providing tenants with another opportunity to discuss this year’s approach and proposals. A question-and-answer session allowed tenants to ask questions about the proposals. Targeted efforts were also made to engage underrepresented groups, including hosting drop-in sessions at local community groups, attending community events, and collaborating with other services to ensure their active participation. 5.13 An information pack was then sent to all tenants, detailing the three proposed rent increase options and the impact and affordability of each. Page 95 of 166
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5.14 The options were: • 6.0% rent increase • 6.5% rent increase • 7.5% rent increase 5.15 Tenants received information explaining each option, the services and capital improvements that could be delivered, and the potential impacts on service delivery (both positive and negative). Budget Pressures 5.16 The pandemic and cost-of-living pressures has had, and will continue to have, a profound and wide-reaching impact throughout Scotland. Touching all aspects of society, economy, educational outcomes, and our personal lives. The social housing sector is no exception. 5.17 Nationally, the housing sector has been crucial in supporting vulnerable households, maintaining homeless and sheltered housing services, conducting welfare checks, and performing gas and electrical safety checks as well as emergency repairs. However, the sector faces ongoing issues and risks, including increased demand for social housing, rising levels of homelessness, financial hardship among tenants, rent arrears, and challenges in delivering capital and new build projects. 5.18 Regardless of additional pressures or financial impacts, the HRA still faces cost pressures as a result of fixed costs, such as: • Staff costs – pay increases, including increased National Insurance contributions. • Adjustment to Bad & Doubtful debt provision. • Loan charges - rising interest rates are having a major impact on current and future costs equating to a pressure of £500,000 per year for five years. 5.19 These fixed costs are routinely reviewed as part of the budget setting process and our annual review of the 30-year business plan. Use of Reserves 5.20 We are fully aware of the current financial issues our tenants face due to the significant rise in the cost of living, driven by inflation and high energy costs. Therefore, we have looked at ways to reduce further financial pressure on our tenants. 5.21 On 10 March 2021, Council approved that the final movement on the Housing Revenue Account be transferred to an earmarked Reserve (HRA) (Report No. 21/33 refers). This reserve has enabled the HRA to use non-recurring monies for in-year pressures or to defer recurring pressures without impacting on tenant's rents. Page 96 of 166
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5.22 Our proposals are to utilise some of the Reserves to defer a number of pressures until 2026/27. This will reduce the amount of funding required from a rent increase, thereby reducing the impact on our tenants. We propose to defer pressures amounting to £155,000. 5.23 However, even with this deferral, due to significant cost pressures faced by the HRA, any proposed rent increase is going to be higher than in previous years. The deferred pressures will then form part of the following year’s budget setting process. 5.24 All options presented to tenants are affordable and do not change our current assumptions within the HRA Business Plan, including any future investment. 5.25 This will enable the Council to continue meeting our obligations to our tenants as a landlord and maintain our high levels of performance as a Housing Service, while ensuring our Service remains sustainable and affordable. Rent Options 5.26 Tenants were asked to consider the following options: Under all three options, tenants will see new and increased investment in: • Increased staffing to meet the requirements of compliance and service & maintenance - £187,000. • Planned Maintenance - £181,000. • increased costs of buying stock for repairs and improvements - £175,000 (due to increased costs and supply shortages for building materials). • Contract price increases - £153,000. • Electrical Inspection Condition Reports (EICR) - £135,000. • Garden Maintenance Contract - £115,000. • Property Condition Resource (to prevent damp, mould and condensation) - £105,000 • A new Gypsy Traveller Project Officer - £62,000. • A new Housing Enabler - £60,000. • Increased utility costs - £50,000. • Internet of Things household Wi-Fi sensors project - £17,000. • HRA Roads & Footpaths - £15,000. • Housing Repairs Out of Hours Service - £5,000. • Continued funding for Digital, Financial & Social Inclusion - £150,000. 5.27 Some pressures within the proposals relate to Scottish Government priorities such as: • Electrical Inspection Condition Reports for each property - £135,000 As a landlord, we are legally required to ensure all tenants’ homes have an Electrical Inspection Condition Report (EICR), confirming they meet required electrical standards. We must test all our 8,111 properties every five years, incurring additional costs to the HRA. Page 97 of 166
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Option 1 - rent increase of 6.0% • Fixed cost increases as detailed in section 5.18 - £1,280,000. • Increased staffing requirements to meet the requirements of compliance and service & maintenance - £187,000. • Planned Maintenance - £181,000. • Increased cost of materials - £175,000. • Contract price increases - £153,000. • Electrical Inspection Condition Reports (EICR) - £135,000. • Garden Maintenance Contract - £115,000. • Property Condition Resource (to prevent damp, mould and condensation) - £105,000. • Gypsy Traveller Project Officer - £62,000. • Housing Enabler - £60,000. • Increased utility costs - £50,000. • Internet of Things household Wi-Fi sensors project - £17,000. • HRA Roads & Footpaths - £15,000. • Housing Repairs Out of Hours Service - £5,000. • Continued funding for Digital, Financial & Social Inclusion - £150,000. • Buy Back Funding over five years (approximately 40 properties per year) - £20million. Option 2 - rent increase of 6.5% • Fixed cost increases. • Pressures as per Option 1. • Buy back funding over five years (approximately 45 properties per year) - £22.5million. • Increased funding for building new houses over five years (approximately 75 properties) - £15million. Option 3 - rent increase of 7.5% • Fixed cost increases. • Pressures as per option 1. • Buy back funding over five years (approximately 55 properties per year) - £27.5million. • Increased funding for building new houses over five years (approximately 225 properties) - £45million. 5.28 In November 2024, all 8,167 tenants received a survey providing rent setting information and were asked to indicate their preferred option. This survey was also promoted through the tenants’ On the House magazine, online Consultation hub, Twitter, Facebook, and text messages. To increase responses, staff conducted phone surveys and carried out drop-in-sessions at local community venues. 5.29 To further increase reach, we commissioned the Knowledge Partnership hub to contact 1,500 tenants directly over the telephone to complete the survey. Page 98 of 166
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5.30 Our consultation process ensured genuine opportunities for all tenants to receive detailed information on each option, service delivery and to express their preferred level of rent increase for the forthcoming year. 5.31 A total of 3,055 tenants (37.7%) responded with the outcome as follows: • Option 1 – 64% • Option 2 – 25% • Option 3 – 11% 5.32 Due to our proactive approach and genuine focus on tenant engagement, we received an impressive 3,055 responses this year (37.7%), compared to 2,944 responses (36.7%) last year, marking a notable 4% increase. Recommended Option 5.33 Based on the feedback received from tenants and their clear preference, this report recommends that the committee approves Option 1, which proposes a 6.0% rent increase. The details in the following sections of this report pertain to Option 1, as outlined in section 5.27." 6. HOUSING REVENUE ACCOUNT 6.1 The HRA budget (as shown in Appendix 1) is balanced each financial year to ensure the operating costs are met from the yearly rental income. The budget includes an amount for Prudential Borrowing to cover the revenue cost of the capital investment programme. Since the Standard Delivery Plan (SDP) commenced in 2004, £176 million has been borrowed. This included the first major works necessary to meet the Scottish Housing Quality Standard (SHQS), namely, the installation of new kitchens and bathrooms. 6.2 The additional cost pressures (as shown in Appendix 2) that the HRA must manage over the next five financial years include: • A 3% pay increase for Single Status and Trades staff for 2025/26, based on the assumptions contained in the Medium-Term Financial Plan approved by Council on 4 December 2024 (Report No. 24/350 refers), plus the cost of incremental progression. • Increased costs relating to the agreed 2024/25 pay award. • Changes to employer’s national insurance rates for 2025/26 onwards must be fully funded by the HRA, as no additional funding will be provided by the Scottish Government • An adjustment to the bad and doubtful debt provision to take account of the potential increased risk to the Council from increased rent arrears. • Ensuring we can meet our climate change targets by reducing the carbon footprint of our homes while keeping them affordable to heat. • Our legal requirement to ensure all tenants’ homes have an Electrical Inspection Condition report (EICR). • Increased costs and supply shortages for building materials, which we anticipate into next year. Page 99 of 166
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6.3 To minimise the impact on future rents and borrowing requirements, a range of efficiency savings will be implemented, including: • Increasing staff slippage to 5% to match general fund - £72,000. • Reducing the bad debt provision to 4% of income due to reduction in rent arrears and high rates of tenancy sustainment - £210,000. • Increasing the garden maintenance charge to recover the full costs of the new contract, raising the annual charge from £124 to £454 - £115,000. • Reducing staff travel budgets - £25,000. 6.4 The full detail of the pressures and savings are detailed in Appendix 2. 7. CAPITAL INVESTMENT PROGRAMME 7.1 Significant progress has been made with the capital improvements programme during 2024/2025. Upgrades and improvements include: • 140 properties received window/external door replacements. • 69 properties had a kitchen replacement. • 114 properties had a bathroom replacement. • 108 properties had their heating system replaced. 7.2 The current Energy Efficiency Standard for Social Housing 2 (EESSH2) is in abeyance, and a new standard, known as the Social Housing Net Zero Standard in Scotland, is being proposed by the Scottish Government. The consultation on this closed in March 2024, and we are awaiting further information. The Scottish Housing Regulator (SHR) may ask us to monitor this in 2025/26, but this is yet to be confirmed. 7.3 Our SHQS pass rate increased significantly from 69.03% in 2022/23 to 76.32% in 2023/24, equating to 6,146 properties meeting the SHQS. This improvement is due to better performance in completing EICR’s and smoke detector installations, along with updated lifecycles for elements such as bathroom disrepairs, rainwater goods disrepairs and flashing disrepairs. 7.4 Significant progress has been made this year in implementing new standards, including the installation of interlinked smoke detector systems and EICRs. For 2023/24, 99.65% of our housing stock has a current EICR, with eleven properties (or 0.12% of the housing stock) not having one. Currently, the service is 100% compliant with EICRs. We continue to take a cross- service approach to provide appropriate support to tenants to ensure access to properties, as this remains the main reason for non-compliance. 7.5 For 2023/24, 99.95% of our housing stock had a compliant smoke detector installation. Currently, only four properties are without a compliant smoke detector installation due to undergoing significant improvement works. The smoke detectors will be installed as part of the work before the properties being relet. Page 100 of 166
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7.6 Non-compliance is due to some areas reaching the final year of a 5-year cycle and issues with resources, capacity and competing priorities. Improvement measures have been put in place to minimise failures within a cycle period. Any remaining failures will be addressed through planned improvement programmes. 7.7 The planned investment programme of £90.6 million for the 5-year period from April 2025 to March 2030 is summarised in Appendix 3. This investment will bring several community benefits and improvements to our Council stock. The proposed Capital Investment Programme must comply with SHQS over the next 5 years and amounts to £35.3 million, as summarised below: • SHQS future developments - £27.5 million. • Central heating & rewiring - £2.1 million. • Kitchens and bathrooms - £2.0 million. • Multi-storey flats* - £1.8 million. • Rewiring/infrastructure/property refurbishment - £0.8 million. • Structural works - £1.0 million. • Sound insulation - £0.1 million. *Work on the 6 multi storey blocks includes all the types of improvement work listed in 7.6 7.8 A review of the capital programme will be informed by the stock condition survey and our proposals to decarbonise the housing stock. In collaboration with ARUP, a dashboard has been developed to review key elements of the property archetypes modelled by ARUP. This dashboard allows us to review factors such as fuel poverty, areas of deprivation alongside a list of measures and potential costs. The dashboard is in the final stages of review and adjustment. It is hoped that further interrogation will assist in outlining of a retrofit programme for the full housing stock, identifying future investment requirements to meet quality and climate change standards, as well as the current and future needs of our tenants. The review of the capital programme, along with our rent strategy, will be concluded once the retrofit programme is understood. The SHQS future developments budget of £27.5 million will be allocated appropriately. 7.9 Relevant business cases have been produced for the capital programmes, where appropriate. These will be made available online on the Councillors’ CHIP EDMS site. 7.10 The capital programme in Appendix 3 details the proposals for the following non- SHQS elements: • Council house new build programme. • Purchasing houses through the open market – buyback programme. • Major adaptations to properties for people with particular support requirements. • Redevelopment and regeneration of St Catherine’s Square. • Investment in Sheltered Housing complexes. • Adaptations to shops & offices. Page 101 of 166
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• Mortgage to rent – under certain circumstances, where owner/occupiers have difficulty meeting mortgage payments, the Government can arrange for the Council to buy the property and rent it back to the same individual as a tenant to avoid homelessness. • Replacement of lifts to ensure fire safety regulations in multi-storey accommodation is met. • Information and systems technology to support new ways of working (e.g., PCs, mobile technology, servers etc.). 8. INCREASING COUNCIL HOUSE STOCK 8.1 The Council has been increasing its housing stock in three key ways: • New build programme. • Buyback programme. • Conversion of existing HRA commercial properties. 8.2 By the end of March 2025, it is estimated that 582 Council houses will have been built since 2011, 433 former council houses purchased, and 12 properties converted into flats for social rent. Below is an update on each: Building new houses for social rent 8.3 Between 2011 and 2025, the Council will have built 582 new homes. The ongoing aim of the Council’s new build housing programme is to provide high- quality affordable housing to meet local needs, using grant funding from the Scottish Government. 8.4 The size, type, location, and funding of the new build programme is determined through the Strategic Housing Investment Plan, approved by the Housing and Social Wellbeing Committee on 2 October 2024 (Report No. 24/276 refers). 8.5 The Scottish Government reduced the 2024/25 Resource Planning Assumption (RPA) by £4 million. However, confirmation has been received that funding will be increased back to the previous levels for 2025/26. The Capital Investment Programme assumes the Council house building programme will continue to receive the same level of financial support from the Scottish Government and the Council’s Earmarked Reserve for Affordable Housing. 8.6 The Capital Investment Programme, detailed in Appendix 3, includes the existing and an indicative future new build programme, with the funding assumptions as presented in section 8.5. Work is currently underway to identify future sites for new builds, which will be reported to Committee once confirmed as viable projects. Page 102 of 166
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Increasing housing stock (buybacks and other opportunities) 8.7 Since 2012, we have successfully supported 753 households in finding more suitable accommodation by expanding our stock through buybacks and other opportunities. By 31 March 2025, we will have purchased 433 houses at an approximate cost of £53 million, including upgrades to SHQS. This initiative has enabled an additional 320 moves through vacancy chains. This year, we have surpassed our initial target of 40 properties, purchasing over 100 properties. We remain flexible in our approach to increasing our stock, especially during times of high demand and limited supply." 8.8 The capital investment programme has £20 million of funding allocated for buybacks over the next five years, with the potential to allocate additional funds from the overall budget for increasing Council stock. This funding will be accelerated as properties become available for purchase. 8.9 The Council has obtained additional funding of £12.4 million from the Scottish Government’s Housing Allocation Grant for the period 2013/14 to 2024/25. This has allowed the purchase of approximately 100 properties beyond the existing budget within the Capital Investment Programme. 9. RENT STRATEGY 9.1 When setting the 2024/25 budget, the Housing and Social Wellbeing Committee approved a 6% rent increase for 2024/25 and an indicative rate of 4.5% for 2025/26, with an anticipated minimum of 2.2% for the following 3 years (Report No. 24/24 refers). 9.2 This provided a baseline level for tenants and highlighted the potential future rent increases required to deliver the capital investment programme and running costs of the HRA. 9.3 To meet tenant’s priorities gathered through the extensive consultation, Scottish Government requirements, climate change legislation, EICRs, and fixed HRA costs, a 6.0% rent increase (option 1) will be required for 2025/26. This proposed increase reflects tenant views (section 5.30) while maintaining the financial health of the HRA Business Plan. 9.4 The proposed rent strategy for 2026/27 to 2029/30 will be set at an indicative rate of 3.5% for 2026/27, then an anticipated minimum of 2.2% for the following three years. The actual level will depend on tenant feedback and the wider HRA rent setting process. 9.5 This strategy, agreed with tenants, aims to provide a guide on potential future rental increases. However, the actual increase will be based on future pressures and tenant consultation on spending priorities, which change annually. The rent strategy will be reviewed in consultation with tenants based on retrofit assessment findings, which will inform the level of capital investment required to meet future energy efficiency standards. Page 103 of 166
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9.6 The current rent strategy allows the HRA to: • Set rents at reasonable levels, maintaining Perth and Kinross Council rents lower than the Scottish average. • Demonstrate affordable rents for our tenants. • Finance future investment programmes to improve housing stock. • Provide headroom for a commitment of 80 new houses each year. • Increase Council house stock by purchasing houses through the open market. • Finance the revenue borrowing cost of previous capital programme investment to meet the SHQS and provide a new build programme (582 houses to date). • Continue to resource Locality Teams in managing tenancies, foster tenant participation, and working with community partners to create safe and vibrant neighbourhoods. • Enable a Reserves Strategy to provide uncommitted reserves of £1million. 10. USE OF BALANCES/RESERVES STRATEGY 10.1 When reviewing their medium-term financial plans and preparing annual budgets, local authorities should consider establishing and maintaining reserves for three main purposes: • Provide working balances to cushion the impact of uneven cash flows and avoid unnecessary borrowing. • Cushion the impact of unexpected events or emergencies. • Build up funds, often referred to as earmarked reserves, to meet known or predicted requirements. 10.2 Money held in the general reserve is not directly used to deliver the Housing Business Plan but is set aside for the purposes outlined in section 10.1. 10.3 The financial risks to which the HRA could potentially be exposed include: • Additional repairs due to severe weather events and other emergencies, such as a significant fire or flooding. • The current economic climate. • Increasing rent arrears. • New legislation such as climate change and other statutory guidance. • Economic conditions that could impact commercial lets, resulting in lower rent levels or properties remaining void for longer periods. 10.4 In view of the potential risks and in accordance with guidance from the CIPFA Local Authority Advisory Panel Bulletin (LAAP) 99 (published in July 2014), the Chief Financial Officer recommends retaining an uncommitted reserve on the Housing Revenue Account of between 2% and 4% of gross expenditure, approximately £766,000 to £1,532,000. This will be reviewed in future years and amended as required. Page 104 of 166
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10.5 At the Housing and Social Wellbeing Committee of 24 January 2024, members agreed that the HRA should maintain an uncommitted general reserve balance of £1,000,000 (Report No. 24/24 refers). After reviewing the 30-year business plan, it is considered prudent to maintain this balance for the next five years. 10.6 It is not anticipated that there will be any requirement to utilise the reserve in 2024/25, so the balance will remain at £1,000,000. 10.7 At the same meeting, members agreed that the final movement on the Housing Revenue Account be transferred into the ear-marked Reserves (HRA) (Report No. 24/24 refers). 10.8 On 20 November 2024, the Council was advised of a projected underspend of £119,000 on the Housing Revenue Account which would see an increase in the contribution to Capital from Current Revenue (CFCR) budget with a corresponding reduction in borrowing (Report No. 24/318 refers). 10.9 The latest monitoring position, to be presented to Council in February will show a positive movement of approximately £23,000. 10.10 Committee is asked to approve that the final movement on the Housing Revenue Account between the position reported to Finance and Resources Committee on 5 February 2025 and the final position is transferred to the earmarked Reserve (HRA). 11. COMPARISON WITH OTHER LOCAL AUTHORITIES AND REGISTERED SOCIAL LANDLORDS 11.1 Appendix 4 shows the Council house rents in Perth and Kinross compared to other councils in Scotland. Perth and Kinross Council currently has the 4th lowest rent in Scotland, at £7.63 below the Scottish average. 11.2 This year, the comparison has been based on all other local authorities increasing their rents by the same percentage as they did last year. 11.3 Using these assumptions, Perth and Kinross would have an average rent of £84.52 compared to the projected Scottish average of £92.39 for 2025/26. This would mean Perth and Kinross Council would have the 4th lowest rent in Scotland, £7.87 lower than the projected Scottish average. 11.4 The level of rent increases for 2024/25 across local authorities in Scotland ranged from 3.5% to 7.95%, with the Scottish average being 5.75%. 11.5 Table 1 below details 2023/24 average rent levels for the main Registered Social Landlords (RSLs) within Perth and Kinross. Page 105 of 166
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Registered Social Landlord 2023/24 Bedroom Size/Weekly Rent (£) Bedsit 1 2 3 4+ PKC 53.28 74.15 80.34 88.91 96.85 Caledonia 123.28 106.90 94.63 101.61 111.75 Hillcrest HA 61.35 84.96 99.42 111.01 112.80 Kingdom HA 71.88 84.11 93.33 104.28 110.11 Table 1: Average Rents 2023/24 (based on 52 weeks) Source: Scottish Housing Regulator 2023/24 Landlord Reports 11.6 Last year, we participated in a benchmarking exercise to compare the financial health of HRA Business Plans across local authorities in Scotland. This exercise showed that our business plan is well managed and in a good position to meet current and future demands and service requirements. 12. PROPOSED RENTS FOR OTHER SERVICES 12.1 It is recommended that a range of non-commercial rents, excluding the HRA rents for housing stock (detailed in section 9), be amended as detailed below from 7 April 2025. These proposals ensure the Council continues to set rents that reflect the characteristics of individual dwellings and services provided. The different types of properties are detailed separately below: Rental charges for Greyfriars House 12.2 A 6.0% rent increase for Greyfriars House to reflect the same rental strategy for mainstream rents. Rental charges for dispersed temporary accommodation 12.3 A 6.0% increase on rental charges for properties owned by the HRA but allocated as temporary accommodation for homeless people, reflecting the rental strategy for mainstream rents. Lock-ups 12.4 A 6.0% rent increase for lock-ups to reflect the rental strategy for house rents and continued investment in repairs and maintenance. Garage Sites 12.5 A 6.0% rent increase for garage sites to reflect the rental strategy for house rents and continued investment in repairs and maintenance. Commercial rents 12.6 Rents from commercial properties are negotiated by Estates colleagues on a property-by-property basis. These contracts include agreed levels of fees and are not within the scope of this report. Page 106 of 166
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13. PROPOSED HOUSING SERVICE CHARGES 13.1 Local Authority Housing Services separate service charges from housing rents, to ensure that charges for services, such as caretaking, are fair and transparent. Service charges usually reflect additional services that may not be provided to every tenant, or which may relate to communal facilities rather than directly to the occupation of a dwelling. Additionally, the HRA charges owners for services provided as determined by title deeds, the Tenement Management Scheme, and the Property Factors Agreement. 13.2 The range of service charges currently levied by the HRA to tenants and owner occupiers are shown in tables 2 and 3 below. All services, apart from the garden maintenance scheme and communal heating at particular locations, are included in tenants’ rents. Owner occupiers in mixed tenure locations have additional charges as they have to meet some costs for the services they receive as determined by their title deeds. 13.3 At the Housing and Health Committee of 27 January 2016, members agreed that the charge to Council tenants and private owners at Market, Milne and Lickley Court for communal energy costs will be adjusted each year to reflect the previous year’s energy costs (Report No. 16/28 refers). 13.4 The communal energy costs at Sheltered Housing Complexes are also reviewed in line with the current agreement for Market, Milne & Lickley. 13.5 This year has seen a decrease in all the properties compared to the previous year. 13.6 Our costs of running the Garden Maintenance Scheme have increased significantly. As this service is not part of the landlord function, the costs of this service require to be borne by the tenants using the service and not the wider tenants of the HRA. All current tenants receiving this service have been advised of the proposed increase in charges, along with information on the support available to them. Page 107 of 166
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13.7 The revised service charges to tenants for garden maintenance and communal energy costs are outlined below: Service Charges to Tenants 2024/25 Current Annual Charge 2025/26 Proposed Annual Charge 2025/26 Proposed Increases/ (Reductions) Garden Maintenance Scheme £123.76 £453.96 £330.20 Garden Maintenance – Hedge Cutting £0 £46.80 £46.80 Retirement Complexes £253.24 £261.04 £7.80 Communal Energy Costs – (Market, Milne and Lickley) £791.44 £632.84 (£158.60) Heating and Lighting at Sheltered Housing complexes £791.96 - £1,334.84 £633.88 - £1,117.48 (£75.40) – (£217.35) Table 2: Service Charges to Tenants 13.8 Since the Property Factors Agreement was implemented on 1 April 2014, Housing & Health Committee approved a range of charges for owner occupiers of multi-tenure blocks (Report No. 14/114 refers). These charges are reviewed annually to reflect the actual cost of the service provided. The proposed charges for 2025/26 are detailed in Table 3 below: Service Charges to Owner Occupiers 2024/25 Current Annual Charge 2025/26 Proposed Annual Charge 2025/26 Proposed Increases/ (Decreases) Stair Lighting £29.12 £52.35 £23.23 Market Court £1,339.07 £1,302.95 (£36.12) Milne Court £1,339.15 £1,302.95 (£36.20) Lickley Court £1,339.27 £1,303.08 (£36.19) Potterhill £444.77 £526.63 £81.86 Pomarium (Nos 7-51) £491.47 £650.04 £158.57 Pomarium (Nos 52-95) £492.07 £650.57 £158.50 Table 3: Service Charges to Owner Occupiers Page 108 of 166
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Rechargeable Repairs 13.9 The HRA has a policy to recover the costs of repairs, clearance, and related works from current or former tenants and owners/residents. Accounts are raised for a number of reasons, including to: • Recovering the cost of work arising from tenant misuse. • Consistently enforcing the conditions of the Scottish Secure Tenancy. • Deterring misuse and negligence of Council property. 13.10 A summary of all housing charges for 2025/26 is detailed at Appendix 5. 14. CONCLUSION 14.1 This report details the proposed HRA budget for the 5-year period from 2025/26 - 2029/30 and recommends rent increases for houses and other HRA properties. 14.2 The recommended 6.0% increase, detailed in option 1, reflects the views of our tenants. This will ensure that our rent levels remain affordable and are projected to be 4th lowest in Scotland, continuing to compare favourably at a national level. 14.3 The measures outlined will support continued and sustained improvements in the delivery of housing services. Specifically, they will: • Provide investment in our repairs and maintenance budgets to meet current demand and ensure performance standards are met. • Ensure our properties have an up-to-date Electrical Inspection Condition Reports (EICRs) to meet legal obligations. • Enable us to work towards our climate change targets by reducing the carbon footprint of our homes while keeping them affordable to heat. • Increase our housing stock and support the delivery of our new build commitments to meet housing need in the area. • Continue to invest in homes through the capital investment programme, ensuring ongoing compliance with the SHQS. 14.4 The cumulative effect of these measures will support the delivery of the Charter outcomes to meet housing needs in the area, provide safe and secure housing, and support sustainable tenancies and communities throughout the area. Page 109 of 166
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Author Name Designation Contact Details Steven Coyle Finance & Governance Team Leader EPLCommitteereports@pkc.gov.uk 01738 475000 Approved Name Designation Date Elaine Ritchie Strategic Lead Housing and Communities 8 January 2025 Scott Walker Strategic Lead – Finance and Business Support 20 December 2024 APPENDICES • Appendix 1 – HRA Provisional Revenue Budget 2025-2030 • Appendix 2 – HRA Executive Summaries 2025-2030 • Appendix 3 – HRA Capital Investment Programme 2025-2030 • Appendix 4 – Estimated Projected Average Rents • Appendix 5 – Housing Related Charges 2025-26 Page 110 of 166
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement None Corporate Plan Yes Resource Implications Financial Yes Workforce None Asset Management (land, property, IST) None Assessments Equality Impact Assessment Yes Strategic Environmental Assessment Yes Sustainability (community, economic, environmental) Yes Legal and Governance None Risk None Consultation Internal Yes External Yes Communication Communications Plan None 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: (i) Reducing Poverty (ii) Physical and mental wellbeing (iii) Digital participation (iv) Learning and development (v) Employability Corporate Plan 1.2 The activities detailed in the report supports the achievement of the Council’s Corporate Plan Priorities: (i) Tackling poverty (ii) Tackling climate change and supporting sustainable places (iii) Developing a resilient, stronger and greener local economy (iv) Enabling our children and young people to achieve their full potential (v) Protecting and caring for our most vulnerable people (vi) Supporting and promoting physical and mental wellbeing (vii) Working in partnership with communities Page 111 of 166
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2. Resource Implications Financial 2.1 There are no direct financial implications arising from this report other than those reported within the body of the main report. 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. 3.2 The information contained within this report has been considered under the Corporate Equalities Impact Assessment process (EqIA) and no major change required, the Budget Option is robust and can continue without amendment. 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. 3.4 However, no action is required as the Act does not apply to the matters presented in this report. This is because the Committee are requested to note the contents of the report only and the Committee are not being requested to approve, adopt, or agree to an action or to set the framework for future decisions. Sustainability 3.5 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 • in a way that it considers most sustainable. 3.6 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 112 of 166
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Legal and Governance 3.7 The Strategic Lead, Legal and Governance was consulted on this report. Risk 3.8 None arising from this report. 4. Consultation Internal 4.1 The Strategic Leadership Team have been consulted in the preparation of this report. External 4.2 All tenants received communication on the proposals via “On the House” magazine, Twitter, Facebook, and text messages. Staff across the service also undertook phone surveys and face to face visits. 4.3 The Tenant Committee Report Panel was consulted on this report. They commented that “The Tenant Committee Report Panel was consulted on this report and a meeting was held to allow tenants to question Lead Officers. Overall, the Panel felt that this was a good report detailing potential financial impacts on tenants.” 5. Communication 5.1 None. 2. BACKGROUND PAPERS 2.1 None. Page 113 of 166
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Appendix 1 HOUSING REVENUE ACCOUNT 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Approved Proposed Provisional Provisional Provisional Provisional Budget Budget Budget Budget Budget Budget £'000 £'000 £'000 £'000 £'000 £'000 STAFF COSTS Single Status - Gross Pay 6,930 7,546 7,838 8,084 8,340 8,605 Supn 1,093 1,185 1,229 1,266 1,304 1,344 NI 702 1.005 1,034 1,059 1,085 1,111 Craft Workers - Gross Pay 2,038 2,137 2,208 2,282 2,358 2,437 Supn 321 336 347 358 369 381 NI 197 207 214 221 229 237 Pensions 110 110 110 110 110 110 Overtime 67 67 67 67 67 67 Slippage (377) (449) (449) (449) (449) (449) Other Staff Costs 238 298 298 298 298 298 TOTAL STAFF COSTS 11,319 12,442 12,896 13,296 13,711 14,141 PROPERTY COSTS Non Domestic Rates 98 98 98 98 98 98 Rents 35 35 35 35 35 35 Water & Sewage 4 4 4 4 4 4 Energy Costs 536 586 616 636 636 636 Property Insurance 457 457 457 457 457 457 Cleaning 69 69 69 69 69 69 Property Maintenance 4,820 5,425 5,734 5,853 5,897 5,903 Void Rent Loss 477 657 657 657 657 657 Bad Debt Provision 1,204 994 1,062 1,117 1,174 1,229 Other Property Costs 10 10 10 10 10 10 TOTAL PROPERTY COSTS 7,710 8,335 8,742 8,936 9,037 9,098 TOTAL SUPPLIES & SERVICES 2,638 2,830 3,032 3,253 3,262 3,271 TRANSPORT COSTS Travel & Subsistence 69 44 44 44 44 44 Car Allowances 0 0 0 0 0 0 Other Transport Costs 526 526 526 526 526 526 TOTAL TRANSPORT COSTS 595 570 570 570 570 570 TRANSFER PAYMENTS 344 344 344 344 344 344 THIRD PARTY PAYMENTS 132 137 140 140 140 140 SUPPORT SERVICES 3,525 3,610 3,690 3,690 3,690 3,690 FINANCING/CAPITAL CHARGES 8,042 8,542 9,042 9,542 10,042 10,542 CFCR 1,681 1,482 1,546 1,613 2,013 2,385 GROSS EXPENDITURE 35,986 38,293 40,002 41,384 42,809 44,181 INCOME Internal Recharges 1,095 1,095 1,095 1,095 1,095 1,095 Council House Rents 34,111 36,303 38,007 39,389 40,814 42,186 Other Rental Income 766 881 886 886 886 886 IORB 14 14 14 14 14 14 TOTAL INCOME 35,986 38,293 40,002 41,384 42,809 44,181 NET EXPENDITURE 0 0 0 0 0 0 7 Page 115 of 166
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Appendix 2 Date: 11 December 2024 REVENUE BUDGET 2025/30 SERVICE – HOUSING REVENUE ACCOUNT EXECUTIVE SUMMARY Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 1 Increase in Staff Costs The increase in staff costs allows for a pay increase of 3% for Single Status and Trades staff for 2025/26 onwards plus the cost of incremental progression. The costs for 2025/26 also includes the cost of the increased level of pay award in 2024/25 and the increase in Employer’s National Insurance rates from 2025/26. Strategic Objective Impacted: Organised to Deliver 780 385 400 415 430 2 Adjustment to Bad & Doubtful Debt Provision The increases relate to annual uplifts required in line with the anticipated increased income levels each year to maintain the provision at 4%. Strategic Objective Impacted: Organised to Deliver 0 68 55 57 55 3 Movement in Loan Charges The capital investment programme has been revised to ensure we continue to meet the SHQS obligations arising from the Stock Condition Survey, any future new Scottish Housing Quality Standard and our tenant’s priorities. These commitments alongside an increase in the Council House Stock programme will result in revisions to the profile of Loan Charges arising from the revised prudential borrowing assumptions to fund these works. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 500 500 500 500 500 4 Void Rent Loss Increase in the void rent loss budget as a result of an increase in the number of voids and an increase in rent levels. Strategic Objective Impacted: Organised to Deliver 180 0 0 0 0 7 Page 117 of 166
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Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 5 Increased cost of Materials We continue to face difficulties in accessing some construction industry supplies and materials. The supply of more commonly used materials is proving problematic for suppliers. It is anticipated that current supply shortages will continue through to next year. The Housing Repairs Service procures materials and supplies via Scotland Excel. Scotland Excel have advised that there is a risk of shortages in commonly used materials but also significant price increases. It is estimated that prices will continue to rise between 10% and 20% over the next 3 years. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 175 193 212 0 0 6 Electrical Inspection Condition Reports (EICR) As a landlord Perth & Kinross Council (PKC) are legally obligated to ensure all its domestic properties, including common areas of sheltered housing, have a current Electrical Inspection Condition Report (EICR). Properties are required to be tested every 5 years and when there is a change of tenant i.e., void properties. A rolling program of EICR’s will be undertaken to ensure all properties always remain compliant. The contract to commence this process was procured in 2021. The key driver for this project is for PKC to meet its legal obligations as a landlord by having a current EICR for all its properties within the Council’s Housing stock. This pressure ensures we have the appropriate budget to carry out the work over the 5-year period and an ongoing basis thereafter. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 135 100 0 0 0 Page 118 of 166
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Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 7 Garden Maintenance Contract Increased cost of Garden Maintenance contract following the procurement of a new contract. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 115 5 0 0 0 8 Service & Maintenance Costs As a landlord Perth & Kinross Council (PKC) are legally obligated to ensure that servicing and maintenance is carried out to all emergency lighting within the communal areas of the Council’s housing stock and the maintenance of mains fed sprinklers installed our new build housing. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 6 6 6 6 6 9 Schedule of Rates Uplifts Contract price increases for Term Maintenance Contracts and Domestic Gas Contracts. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 153 0 0 0 0 10 Increased Energy Costs Increased energy costs as a result of increasing Gas and Electricity prices. Strategic Objective Impacted: Organised to Deliver 50 30 20 0 0 11 Corporate Recharges Increased recharges in relation to corporate services such as Finance, HR, Legal. Strategic Objective Impacted: Organised to Deliver 85 80 0 0 0 12 Increased Staffing Requirements As a landlord we are responsible for the cyclical servicing and maintenance of many systems and items of equipment in domestic dwellings, multi-storey flats, and our sheltered housing complexes. Our current staffing resource is insufficient to ensure that we are meeting all the requirements and obligations of these servicing and maintenance aspects. 187 69 0 0 0 Page 119 of 166
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Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 In addition to servicing and maintenance staff, we also require additional staff to deal with the EICR contract, planned maintenance, multi-storey strategy and scheduling of repairs. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 13 Planned Maintenance An increase in the planned maintenance budget to undertake an additional 225 properties per year which enables us to meet the 8-year cycle. In addition to the increase in properties, additional budget is required for increases in rhone maintenance from an 8-year to a 4-year cycle. The benefits of this approach are: • Protecting the fabric of the building and preventing resulting damp and condensation issues. • Reduction in the need for responsive repairs to leaking gutters and associated timber and masonry work. • As a landlord it would enhance our reputation with our tenants and provide reassurance that their homes are being maintained regularly. Strategic Objective Impacted: Supporting People to Live Independent, Healthy and Active Lives 181 37 38 38 0 14 Internet of Things Project Over the last 18 months, the service has been undertaking a pilot project using sensors to monitor property condition against set parameters and real-time alerts. Data is captured and reported, providing insights into property health, that enables better allocate of resources to support tenants and avoid costly repairs. To date there are 211 properties which have these sensors. This pressure will provide funding for the ongoing costs for monitoring the output of the data. Strategic Objective Impacted: Supporting People to Live Independent, Healthy and Active Lives 17 9 9 9 9 15 Property Condition Staff Resource The Scottish Housing Regulator places a critical importance on tenant and resident safety as part of the work of social landlords. It is therefore important that as a landlord PKC have a good level of assurance about how we are managing and responding to damp and mould issues. 105 0 0 0 0 Page 120 of 166
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Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 Our aim as a landlord is to prevent problems with damp and mould developing and potentially harming tenants’ wellbeing by taking a proactive approach to identifying any issues across our stock. The creation of a dedicated team to draw insight from as many sources as possible to identify instances of damp and mould and their causes. This will involve using more than stock condition surveys as a sole mechanism for identifying issues not reported by tenants. For example, as part of an annual home visit programme, we could check for damp and mould in all rooms and use this as an opportunity to talk to tenants and ask about any specific concerns they may have. Strategic Objective Impacted: Supporting People to Live Independent, Healthy and Active Lives 16 Fire Risk Assessments Remedial Work As a landlord Perth & Kinross Council (PKC) are legally obligated to ensure all its domestic multi storey properties, including common areas of sheltered housing and Greyfriars House, have a valid fire risk assessment. Properties are required to be assessed or assessments reviewed regularly and when there is a change. Best practice is to review or renew fire risk assessments every 5 years. This pressure creates a budget for any remedial requirements be carried out following the fire risk assessment. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 0 86 0 0 0 17 Energy Performance Certificates As a landlord Perth & Kinross Council (PKC) are legally obligated to ensure all its domestic properties, have a current Energy Performance Certificate (EPC). The EPC is valid for 10 years but require to be updated as and when any works are carried out in the home. The EPC will inform the works required to ensure that they meet the Scottish Government requirements in relation to Energy Efficiency Standards. Strategic Objective Impacted: Organised to Deliver 0 75 75 0 0 18 Housing Enabler The Corporate Plan 2022 – 2027 identifies the provision of new social housing units as a key indicator in meeting its tackling poverty priority. The Local Housing Strategy (March 2023) sets a target of affordable housing delivery of 210 average per year over 2022- 2027. 60 0 0 0 0 Page 121 of 166
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Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 To ensure the target of 80 units per for new build for PKC housing is achieved, a dedicated, HRA, Housing Enabler is required. The post holder would solely progress the Council’s social rented new build programme - with support from the wider Housing Strategy Team and clear direction from the New Build / Capital Improvement Team. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 19 Gypsy Traveller Project Officer A permanent Gypsy Traveller Project Officer to take forward the improvements within our Gypsy Traveller sites. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 62 0 0 0 0 20 HRA Roads & Footpaths The maintenance of the HRA owned roads and footpaths within our housing estates are a key part of Housing Service delivery and tie in with Housing’s key strategic priorities. It is proposed that a small annual budget is allocated to allow repairs to roads and footpaths within our estates that are owned by the HRA. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 15 0 0 0 0 21 Housing Repairs Out of Hours Service Increased inflationary costs for the repairs out of hours service. Strategic Objective Impacted: Organised to Deliver 5 3 0 0 0 22 Movement in relation to Contribution to Capital Projects (CFCR) As a result of the net movement between pressures and income/savings options this is the projected movement in CFCR. It is recommended that any surplus (CFCR) is used to fund capital spending, thus reducing the borrowing requirement in the Housing Investment Programme and reduce Capital Financing Costs in future years. The level of CFCR available each year will be as follows: (197) 63 67 400 372 Page 122 of 166
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Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2024/25 - £1,680,437 2025/26 - £1,483,437 2026/27 - £1,546,437 2027/28 - £1,613,437 2028/29 - £2,013,437 2029/30 - £2,385,437 Strategic Objective Impacted: Organised to Deliver TOTAL 2614 1709 1382 1425 1372 Page 123 of 166
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Compensating Saving / Budget Flexibility & Impact Analysis Net Saving Staffing Implications 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2025/26 2026/27 2027/28 2028/29 2029/30 1 Increase in Council House Rents To deliver on tenant’s priorities, meet the fixed costs borne by the HRA, and any efficiency savings, a 6% rent increase will be required for 2025/26. The proposed rent strategy for the next four years will be set at an indicative rate of 3.5% for 2026/27 and then 2.2% for the following three years. This provides a baseline level to highlight the indicative rent increase required to deliver the future capital investment programme and running costs of the HRA. The indicative rate for future years may vary reflecting future priorities identified by tenants. 2025/26 – 6.0% 2026/27 – 3.5% (Anticipated minimum increase) 2027/28 – 2.2% (Anticipated minimum increase) 2028/29 – 2.2% (Anticipated minimum increase) 2029/30 – 2.2% (Anticipated minimum increase) Future provisional rents will be adjusted each year to reflect anticipated levels required to meet the needs of the HRA Business Plan. These updated income figures reflect revised assumptions regarding increases in housing stock, based on the planned progress in delivering the new build and new supply programmes. There are no increases attributed to Shops & Offices. 2192 1704 1382 1425 1372 0.0 0.0 0.0 0.0 0.0 Page 124 of 166
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Compensating Saving / Budget Flexibility & Impact Analysis Net Saving Staffing Implications 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2025/26 2026/27 2027/28 2028/29 2029/30 Impact Analysis and Risk Assessment Promote Fairness/Reduce Inequality/Address Socio Economic Disadvantage: An affordability assessment has been undertaken and evidenced that our rents are affordable to 87% of the population (without housing costs being taken into account). They remain the most affordable social rent in the area and are the 4th lowest local authority rent nationally. Increases will affect all tenants Workforce: None Customer: Tenants will be consulted on the Standard Delivery Plan and proposed levels of rent increase. Equalities / Diversity: No identified equality/diversity issues Outcome and Performance: This will allow Perth & Kinross Council to continue to meet the requirements of the Scottish Quality Housing Standard. Climate Change: No significant impact identified. Strategic Objective Impacted: Supporting People to Live Independent, Healthy and Active Lives Page 125 of 166
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2 Increase in Staff Slippage Target Increase in the staff slippage target to 5% to match the general fund slippage target. Impact Analysis and Risk Assessment Promote Fairness/Reduce Inequality/Address Socio Economic Disadvantage: The efficiencies identified allow us to maintain rents at an affordable level. Workforce: Delay in filling posts. Customer: None Equalities / Diversity: No identified equality/diversity issues Outcome and Performance: None Climate Change: No significant impact identified. Strategic Objective Impacted: Organised to Deliver 72 0 0 0 0 0.0 0.0 0.0 0.0 0.0 3 Reduction in Bad Debt Provision Due to improved arrears performance, from the creation of a centralised Arrears Team, the current level of bad debt provision can be reduced. The saving sees a reduction in bad debt provision from 5% of income to 4%. Impact Analysis and Risk Assessment Promote Fairness/Reduce Inequality/Address Socio Economic Disadvantage: The efficiencies identified allow us to maintain rents at an affordable level. Workforce: None Customer: None Equalities / Diversity: No identified equality/diversity issues Outcome and Performance: None Climate Change: No significant impact identified. Strategic Objective Impacted: Organised to Deliver 210 0 0 0 0 0.0 0.0 0.0 0.0 0.0 Page 126 of 166
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4 Review of Garden Maintenance Scheme Increase in charges for the Garden Maintenance Scheme to allow for full cost recovery of the service to Council tenants who choose to opt into the service. Impact Analysis and Risk Assessment Promote Fairness/Reduce Inequality/Address Socio Economic Disadvantage: The efficiencies identified allow us to maintain rents at an affordable level and Council tenants are not subsidising the cost to tenants who opt into the service. Workforce: None Customer: Increased charges to tenants who choose to opt into the service Equalities / Diversity: No identified equality/diversity issues Outcome and Performance: None Climate Change: No significant impact identified. Strategic Objective Impacted: Organised to Deliver 115 5 0 0 0 0.0 0.0 0.0 0.0 0.0 5 Reduction in Staff Travel Budgets A reduction in staff travel budgets due to increased usage of pool cars. Impact Analysis and Risk Assessment Promote Fairness/Reduce Inequality/Address Socio Economic Disadvantage: The efficiencies identified allow us to maintain rents at an affordable level. Workforce: None Customer: None Equalities / Diversity: No identified equality/diversity issues Outcome and Performance: None Climate Change: No significant impact identified. Strategic Objective Impacted: Organised to Deliver 25 0 0 0 0 0.0 0.0 0.0 0.0 0.0 TOTAL 2614 1709 1382 1425 1372 0.0 0.0 0.0 0.0 0.0 Page 127 of 166
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Appendix 3 HRA CAPITAL INVESTMENT PROGRAMME 2024-30 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 SERVICE £'000 £'000 £'000 £'000 £'000 £'000 Central Heating & Rewiring 1,335 1,320 811 0 0 0 Rewiring/Infrastructure/Property Refurbishment 1,628 850 0 0 0 0 Triple Glazing 1,116 0 0 0 0 0 Controlled Door Entry 29 0 0 0 0 0 Kitchen Programme 1,352 2,025 0 0 0 0 Bathroom Programme 998 0 0 0 0 0 External Fabric Repairs 1,607 0 0 0 0 0 Energy Efficiency 472 0 0 0 0 0 Multi-Storey Flats 0 1,835 0 0 0 0 Environmental Improvements 391 0 0 0 0 0 Fire Precaution Measures 63 0 0 0 0 0 Sound Insulation 389 42 0 0 0 0 Structural 256 985 0 0 0 0 SHQS Future Development 0 4,066 4,808 5,210 3,351 10,030 9,636 11,123 5,619 5,210 3,351 10,030 Fairfield, Perth 4 0 0 0 0 0 Lynedoch Road, Methven Phase 2 935 0 0 0 0 0 Lynedoch Road, Methven Phase 3 441 0 0 0 0 0 Council House New Build - Future Programme 3,314 6,014 6,014 10,292 6,014 6,014 Increase in Council House Stock 5,140 4,000 4,000 4,000 4,000 4,000 Lock-ups & Garage Sites 50 0 0 0 0 0 Major Adaptations to Council House Stock 10 0 0 0 0 0 Rannoch Road Conversion, Perth (5 units) 205 0 0 0 0 0 149-151 Dunkeld Road, Perth 20 0 0 0 0 0 St Catherine's Square Redevelopment 3,393 0 0 0 0 0 Shops & Offices 50 239 0 0 0 0 Greyfriars 50 32 0 0 0 0 Double Dykes Chalet Replacement 2,523 573 0 0 0 0 General Capital Works 147 0 0 0 0 0 Replacement Lifts 121 0 0 0 0 0 ICT 62 110 0 0 0 0 Mortgage to Rent 225 0 0 0 0 0 26,326 22,091 15,633 19,502 13,365 20,044 (1,833) (1,483) (1,546) (1,613) (2,013) (2,385) 0 0 0 0 0 0 Less: Other Income (84) 0 0 0 0 0 24,409 20,608 14,087 17,889 11,352 17,659 PRUDENTIAL BORROWING REQUIREMENT STANDARD DELIVERY PLAN SUBTOTAL: SUBTOTAL = TOTAL GROSS EXPENDITURE Less: Amount to be funded from Current Revenue (C.F.C.R.) Less: Amount to be funded from Capital Receipts 7 Page 129 of 166
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Appendix 4 Scottish Average Rents Per Dwelling (£ per house per week) Actual 2024-25 Estimated 2025-26 Estimated % Increase rank 2024-25 Estimated rank 2025-26 Movement City of Edinburgh 112.41 120.28 7.00% 1 1 → Renfrewshire 96.27 102.05 6.00% 2 2 → West Dunbartonshire 94.40 100.72 6.70% 3 3 → Orkney Islands 93.96 100.26 6.70% 4 4 → Midlothian 93.39 97.87 4.80% 5 5 → Aberdeenshire 92.46 97.08 5.00% 7 6 ↑1 East Renfrewshire 93.35 96.62 3.50% 6 7 ↓1 Shetland Islands 89.97 94.47 5.00% 9 8 ↑1 East Dunbartonshire 90.07 94.39 4.80% 8 9 ↓1 Fife 89.29 93.75 5.00% 10 10 → North Ayrshire 86.45 92.50 7.00% 11 11 → North Lanarkshire 86.45 92.50 7.00% 12 12 → Scotland 87.37 92.39 5.75% Clackmannanshire 85.62 91.36 6.70% 16 13 ↑3 Aberdeen City 86.39 90.45 4.70% 13 14 ↓1 East Ayrshire 84.83 90.34 6.50% 17 15 ↑2 South Lanarkshire 84.29 89.77 6.50% 18 16 ↑2 Highland 82.93 89.52 7.95% 20 17 ↑3 West Lothian 86.13 89.14 3.50% 14 18 ↓4 Dundee City 85.81 88.81 3.50% 15 19 ↓4 South Ayrshire 84.12 87.91 4.50% 19 20 ↓1 East Lothian 80.53 86.17 7.00% 22 21 ↑1 Angus 80.75 86.08 6.60% 21 22 ↓1 Perth & Kinross 79.74 84.52 6.00% 23 23 → Stirling 78.43 83.14 6.00% 25 24 ↑1 Falkirk 78.67 82.60 5.00% 24 25 ↓1 Moray 72.70 78.30 7.70% 26 26 → Please note that rank 1 is the highest rent in Scotland and an upward movement means that the Council has become more expensive. The above table predicts the position of Perth & Kinross based on a rent increase of 6.0% and the assumption that every other Council will increase their rents by the same as last year. 7 Page 131 of 166
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Appendix 5 Housing Related Charges Mainstream Accommodation Mainstream Rent Rent ranges from £50.01 - £120.55 per week Temporary Homeless Accommodation Bed and Breakfast Charge depends on establishment rate and family / room size Dispersed Tenancies Rent ranges from £50.01 - £120.55 per week Greyfriars Hostel Rent - £72.41 per week Heat & Light - £11.90 per week St Catherine’s Square Rent ranges from £56.41 - £75.66 per week Sheltered Housing Sheltered Housing (PKC) Rent ranges from £56.41 - £94.91 per week Retirement Complexes £261.04 per year Other Accommodation Services Rechargeable repairs Cost varies depending on the extent of the works Inappropriate emergencies £40 per call out Planned maintenance Cost varies depending on the extent of the works Stair lighting £52.35 per year Lock-up rent £10.84 per week (Council Tenants) £13.01 per week (Non-Council Tenants) Garage Site £2.60 per week Heat and lighting (Council Tenants) Sheltered Housing - £633.88 - £1,117.48 per year Market, Milne and Lickley Court - £632.84 per year Multi-Tenure Blocks (Owner Occupiers) Market, Milne and Lickley Court - £1,302.95 - £1,303.08 per year Potterhill & Pomarium - £526.63 - £650.57 per year Legal expenses Single Tenant - £300 - £400 Joint Tenant - £300 - £400 Eviction fees/costs - £200 - £300 Garden Maintenance £453.96 per year Garden Maintenance – Hedge Cutting £46.80 per year 7 Page 133 of 166
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Housing And Social Wellbeing Committee 22 January 2025 REVIEW OF THE COMMON ALLOCATIONS POLICY Report by the Strategic Lead - Housing and Communities (Report No. 25/10) 1. PURPOSE 1.1 The purpose of this report is to provide members with an overview of the recent review of the Common Allocations Policy and a summary of the proposed changes and their impact. 2. RECOMMENDATIONS 2.1 It is recommended that Committee: (i) Notes the content of this report, the rationale for the review, the methodology used and the stakeholders who have been involved. (ii) Approves the proposed changes to the Common Allocations Policy, including the enhanced ‘downsizing’ offer, and the implementation of the revised Policy from April 2025. (iii) Notes that three Housing Associations are partners in the design and delivery of the Policy and that they will follow their own, internal approval processes prior to implementation of the Policy in April 2025 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 existing Common Allocations Policy (CAP) was approved by the Housing and Communities Committee on 20 March 2019 (Report No. 19/79 refers). This report detailed the outcome of a ‘light touch’ review of the Policy following a more significant redesign in 2016 (Report No. 16/27 refers). 4.2 The Common Allocations Policy has been developed by four partner landlords: Perth & Kinross Council, Caledonia Housing Association, Hillcrest Homes and Kingdom Housing Association. 8 Page 135 of 166
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Collectively, these landlords operate a Common Housing Register (CHR) providing access to around 11,000 affordable homes in Perth and Kinross. 4.3 The Common Allocation Policy underpins the CHR and ensures that partners meet all legal and regulatory requirements for housing allocation. The policy ensures fair and equitable access to housing opportunities based on housing need. As such, the policy must: • Comply with relevant legislation and statutory guidance. • Ensure open and fair access to housing. • Assign priorities and give ‘reasonable preference’ to certain groups, considering legislation and the local context. • Deliver effective and sustainable outcomes for applicants. • Make the best use of the partners’ housing stock. 4.4 Since the significant redesign in 2016, with minor amendments in 2019, the policy has effectively facilitated access to housing for applicants with urgent or acute housing needs. Despite an overall shortage of affordable housing relative to demand, the policy has ensured fair and efficient access to those in greatest need and has made optimal use of available housing. 4.5 A comprehensive evaluation of the current policy has found that it is fully meeting its aims and objectives. The success of the policy is demonstrated through the following key indicators: • Responding quickly to people in housing need Area 2021/22 2022/23 2023/24 Number of applicants on the Common Housing Register 3,327 3,471 3,306 Number of homeless people waiting for permanent housing 115 196 196 Average homelessness case duration 64 days 78 days 88 days • Total number of permanent tenancies created (lets) across the Common Housing Register partnership; Area 2021/22 2022/23 2023/24 Total number of lets 1,373 996 1,104 Note – the number of lets in 2021/22 was unusually high due to a significant number of new-build properties completing. The number of lets shown for 2023/24 is more representative of what we’d expect on an annual basis. Page 136 of 166
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• Prioritising applicants in the most housing need; Area 2021/22 2022/23 2023/24 Number and percentage of lets to homeless people 447 (33%) 426 (43%) 568 (51%) Number of lets to people with a medical need 286 103 134 Number of lets to people with Strategic Need priority 236 173 140 4.6 Several changes in the housing landscape, both locally and nationally, have occurred since the last review of the Common Allocation Policy. These include: • Implementation and ongoing review of Rapid Rehousing Transition Plans (RRTP) from April 2019. • Significant national increases in homelessness and the number of households in temporary accommodation during the RRTP period (2019 – 2024). • Changes to homelessness legislation/guidance around ‘intentionality’ and ‘local connection’. • Significant increase in people arriving in Perth and Kinross through humanitarian protection schemes, particularly Ukrainian Displaced People. • Increase in people seeking asylum and an associated change to the UK Governments dispersal policy, resulting in the commissioning of two hotels in Perth by the Home Office to accommodate asylum seekers. • Declaration of a ‘Housing Emergency’ by the Scottish Government in May 2024 with 12 individual local authorities also declaring a ‘Housing Emergency’. 4.7 Whilst Perth & Kinross Council has not declared a ‘housing emergency’, the supply and demand pressures are being felt locally. These pressures mean that more people are experiencing homelessness, the proportion of people whose only realistic option is social housing has increased, and less of our existing tenants are moving to alternative properties or tenures. The national housing emergency declaration is effectively a recognition that the gap between supply and demand is growing. 5. PROPOSALS 5.1 A full and comprehensive review of the Common Allocations Policy has been undertaken in conjunction with partner landlords and other key stakeholders. Applicants and tenants have been consulted on the effectiveness of the current policy and the proposed changes. A review of the ‘Access to Housing’ Equalities Impact Assessment’ (EQIA) has been completed and approved by the Corporate Equalities Group. Page 137 of 166
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Further information is enclosed in the Appendices to this report: Appendix 1 – Summary of proposed changes to the CAP. Appendix 2 – Revised Equalities Impact Assessment. Appendix 3 – Summary of applicant/tenant feedback. 5.2 The primary driver for the review of the Common Allocations Policy is the recommendation in the ‘Social Housing Allocations in Scotland’ Practice Guide to review allocations policies every 3 to 5 years. 5.3 The position of the Common Housing Register partners ahead of the review was that the Policy was compliant with legislation and statutory guidance and was delivering on its stated objectives. The review process confirmed this, and the Common Allocations Policy is considered to fully meet the requirements outlined in section 4.3. It is important to note that while the review has been comprehensive, the proposed changes to the policy, detailed in Appendix 1, are relatively minor. Tenant Downsizing Scheme 5.4 Currently, around 120 Perth & Kinross Council tenants have an active application for rehousing due to overcrowding. A similar number of tenants have an application for rehousing because they live in properties larger than they need. 5.5 A broader analysis of our tenant/property profile suggests that around 2,000 of our tenants live in larger properties than necessary based on their household size, including over 200 tenants who have 2 or more bedrooms than they need. These tenants are considered to be ‘under-occupying’ their homes. 5.6 A common theme from the tenant and applicant feedback, outlined in Appendix 3, was that the Council should ‘force’ tenants who are under- occupying their homes to move to a smaller property. However, this practice is expressly forbidden in legislation. Therefore, so any intervention to free-up larger properties must be based on providing encouragement and incentives to downsize. 5.7 There is already a ‘Tenant Incentive Scheme’ in place, but its criteria and conditions exclude many applicants, making it rarely used. The current scheme is also limited to tenants who apply for rehousing and is not actively promoted to encourage other tenants to downsize. Page 138 of 166
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5.8 It is proposed that a revised ‘Tenant Downsizing Scheme’ be offered as a ‘test of change’ project during 2025/26 to free up larger housing stock for overcrowded applicants. This aligns with ‘making best use of housing stock’ point at section 4.3. The revised scheme will: • Be initially limited to Perth & Kinross Council tenants (for funding reasons). • Offer cash and/or non-cash incentives up to the value of £2,000 (providing floor coverings in the new property, arranging removals etc.). • Provide tenants with more choice in terms of the type and size of property they can move to. • Be actively promoted to significantly under-occupied tenants who have not applied for alternative housing. 6. CONCLUSION 6.1 The Common Allocations Policy is already compliant with relevant legislation and is delivering on its stated objective. The revisions to the policy, while relatively minor, will clarify areas regularly raised by applicants and strengthen our ability to prevent homelessness for people living in unsustainable and insecure accommodation, reliant on the goodwill of a friend or relative. The review of the Policy, last updated in 2019, also ensures that the review frequency is in line with guidance. 6.2 The enhanced ‘Downsizing Scheme’ will provide opportunities to meet the housing needs and aspirations of multiple households by incentivising tenants to move to smaller properties. If successful, this will reduce the number of families experiencing overcrowding, resulting in a more efficient and effective use of existing housing stock. Page 139 of 166
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Author Name Designation Contact Details Martin Smith Service Manager 01738 475000 EPLCommitteeReports@pkc.gov.uk Approved Name Designation Date Elaine Ritchie Strategic Lead – Housing and Communities 8 January 2025 APPENDICES - Appendix 1 Summary of Proposed Changes to the Common Allocations Policy - Appendix 2 Revised Equalities Impact Assessment (EQIA) - Appendix 3 Summary of feedback from Tenant/Applicant Consultation Page 140 of 166
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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 (HRA) Workforce None Asset Management (land, property, IST) Yes Assessments Equality Impact Assessment Yes Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance Yes Risk Yes Consultation Internal Yes External Yes Communication Communications Plan Yes 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This report supports the following priorities within the Perth and Kinross Community Plan 2022-27: 1. Reducing Poverty 2. Physical and Mental Wellbeing Corporate Plan 1.2 This report supports the objectives of the Corporate Plan 2022/23 to 2027/28: i. Tackling climate change and supporting sustainable places ii. Developing a resilient, stronger and greener local economy iii. Enabling our children and young people to achieve their full potential iv Supporting and promoting physical and mental wellbeing Page 141 of 166
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2. Resource Implications Financial 2.1 There are additional financial implications associated with the revised Tenant Downsizing Scheme. As a ‘test of change’, this will be funded from Housing Revenue Account (HRA) reserves initially and then included in the rent-setting options for 2026/27. Workforce 2.2 There are no additional workforce implications arising directly as a result of this report at this time. Ongoing work is managed within existing resources. Asset Management (land, property, IT) 2.3 There are no additional Asset Management implications arising as a result of this report at this time. Any new proposed developments which arise in the future will be subject to the relevant approval process at the time. 3. Assessments 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties: (i) Assessed as relevant for the purposes of EqIA (ii) An Equalities Impact Assessment is included as Appendix 2 Strategic Environmental Assessment 3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. Sustainability 3.3 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • 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. Page 142 of 166
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3.4 No steps are required to be considered relating directly to this report. Legal and Governance 3.5 The Strategic Lead - Legal and Governance has been consulted during the development of this report. Risk 3.6 Any risks associated will be mitigated by the monitoring and reporting procedures which are in place for the work concerned. 4. Consultation Internal 4.1 This report has been developed through work across all services within the Council. External 4.2 The work reported here contains reference to the partnership work which goes on with strategic partners in all sectors to ensure appropriate access to housing. 4.3 The Tenant Committee Report Panel was consulted on this report and a meeting was held to allow tenants to question Lead Officers. Overall, the Panel felt that this was a good and informative piece of work. Tenants were especially pleased to see the Summary of Consultation Responses which highlights tenant participation in action. 5. Communication 5.1 The report will be made available internally and externally when approved. 2. BACKGROUND PAPERS 2.1 No other background papers were referred to in the preparation of this report. Page 143 of 166
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Appendix 1 Overview of Proposed Changes to the Common Allocations Policy Proposed change Purpose of change Impact of change 1. Implement more robust guidance and auditing processes to create more consistent practice around the allocation of an additional bedroom To make best use of available vacancies whilst retaining flexibility around allocations. Staff involved in allocating vacancies will be clearer about when to allocate a two-bedroom property to a single person or couple without children. This will result in a more consistent approach and will provide greater clarity for applicants. 2. Increase points for applicants who have been asked to leave tied accommodation To create equity between applicants in similar circumstances. Applicants who have been given notice to leave tied accommodation will get the same points as those with Notice to Leave private rented accommodation. We only receive a small number of applications from people leaving tied accommodation, but this change will improve their chance of being allocated housing and avoiding the need for a homelessness application. 3. Clarify the circumstances when a care experienced young people and / or household with kinship care responsibilities would be given priority under Strategic Need To clarify in the Policy when people in these circumstances will be awarded Strategic Need priority. Specifically, there needs to be a possibility of a care-experienced young person becoming homeless or a need for a different property to enable someone to fulfil their kinship care responsibilities. This will provide greater clarity for applicants and the professionals supporting them. 8 Page 145 of 166
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4. Increase points for people who are living ‘care-of’ with no bedroom available This change acknowledges the difference between an applicant who is living in a stable ‘care-of’ situation with their own bedroom and someone who is ‘sofa-surfing’ at one or more addresses. Applicants who are sofa-surfing may choose not to make a homelessness application to retain more choice about the type and location of property they are offered. This change will increase the likelihood of them being offered accommodation quickly to prevent them becoming homeless. 5. Clarify the level of priority for Key Workers To clarify in the Policy when people in these circumstances will be awarded Strategic Need priority. Specifically, this will introduce a definition for ‘key workers’ and will clarify that priority will only be awarded when the lack of availability of affordable housing prevents someone from taking up or continuing a key worker role. The definition is intended to allow flexibility and the decision on whether to award Strategic Need priority is made by a multi-agency, cross-service Panel rather than an individual Officer. The proposed definition of key worker is ‘a worker who fills a role regarded as vital for the community, especially in the health, education, security and infrastructure sectors’. The proposed change will provide greater clarity for all parties with an interest in key worker accommodation. 6. Greater monitoring on applications with 3 or more unrelated people on one application Additional monitoring will be introduced to flag this type of application. There is nothing in legislation to prohibit this type of application, but any property offered would need to be licensed ‘house in multiple occupation’ (HMO) and none of the CHR providers offer this type of accommodation. There will be very limited impact as we rarely receive this type of application. Where an application like this is received, the applicants will be provided with housing options advice and assistance and will have the opportunity to reconfigure the application. Page 146 of 166
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7. Clarify policy on Shared Custody Arrangements We currently ask for a ‘Joint Minute of Agreement’ (JMA) which evidences 50% residential access to a child as evidence to award an additional bedroom. Most applicants have less formal custody arrangements that work well and insisting on a JMA pushes them to incur the cost of a solicitor. The proposal is to retain the 50% residential access requirement but seek confirmation of this in writing from both parents rather than asking for a JMA. This will make it simpler for applicants to evidence their need for an additional bedroom for a child who is not a permanent member of their household. This will avoid asking applicants to incur costs to evidence the requirement and associated complaints. 8. Address the double award of points for the same issue The proposed change will address an anomaly related to a specific set of circumstances. In a small number of cases, applicants can be awarded overcrowding points and medical points where the medical recommendation is simply for a person in the household to have their own bedroom. In this situation, two sets of points are awarded in recognition of the same issue, giving applicants an unfair advantage in terms of their position on the waiting list. This issue arises infrequently but the proposed change will provide greater equity for applicants in similar circumstances. Page 147 of 166
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In many cases, it is appropriate for an applicant to have both overcrowding and medical points but where the resolution to the medical issue is simply for a person to have their own bedroom, this results in a double award. Page 148 of 166
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1 Appendix 2 Equalities Impact Assessment Perth and Kinross Council – Access to Housing (Via Common Housing Register or Homelessness Application) Equalities Impact Assessment Updated – April 2024 Title of policy Access to Housing (Via Common Housing Register or Homelessness Application) Date of initial screening Date of Review 16 October 2018 18 April 2024 Organisation wide/service specific Service specific New/existing policy Development of existing policy Lead officer Service Manager Housing Name of officer (s) involved in review Service Manager Housing Team Leader Access Housing Options Co-ordinator Equalities Team Leader Who will be involved in delivering the policy? Housing Options Officers Support Officers Private Sector Officers Housing Officers Partner agencies – Caledonia Housing Association, Hillcrest Housing Association, Fairfield Housing Association and Kingdom Housing Association How they have been involved in EQIA? Team meetings Delayed Office Opening Sessions Equality and Diversity Training Common Allocations Policy Review Group 8 Page 149 of 166
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2 Appendix 2 Equalities Impact Assessment EQIA – Access to Housing (Via Common Housing Register or Homelessness Application) Definitions Common Housing Register – this is a single point of access, application pathway to social-rented housing provided by Perth and Kinross Council, Caledonia Housing Association, Hillcrest Housing Association and Kingdom Housing Association. Common Allocations Policy – this is a common, shared policy which underpins the Common Housing Register and is fully adopted by all member landlords. Homelessness Application – as a local authority, Perth and Kinross Council has a statutory duty to investigate if it suspects someone may be homeless. The process involves a homelessness presentation and an assessment of the circumstances to establish if someone is homeless. Perth and Kinross Council’s response to homelessness is called ‘Home First’ and is outlined in our Rapid Rehousing Transition Plan. Aims and Objectives The aim of the Common Allocations Policy (CAP) is to meet housing need fairly and help secure accommodation for households in the greatest housing need. For people who are homeless or threatened with homelessness, Home First aims to prevent homelessness occurring and to ensure that where homelessness cannot be prevented, homeless households move directly into settled accommodation, avoiding the stigma, cost and uncertainty of temporary accommodation and homelessness. The CAP and Home First response to homelessness operate in tandem and share a number of key principles and objectives. The development and delivery of these Access to Housing Pathways is consistent with the Human Rights PANEL principles; • Participation – these polices have been developed in partnership and service-users and other stakeholder have been consulted and involved in policy development and review. Service-users have ongoing opportunities to provide feedback on the services they receive and we use this information to continuously improve. • Accountability – we are accountable for the decisions we make and have a range of measures in place to ensure accuracy, fairness and consistency in our approach. • Non-discrimination and Equality – we have adopted a key principle of respecting diversity and promoting equality in everything we do. • Empowerment – people using our Access to Housing Pathways are given housing options advice and assistance and are empowered to make informed decisions. • Legality – we are committed to operating in line with legislation and statutory guidance that is relevant to the Access to Housing pathways. Page 150 of 166
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3 Appendix 2 Equalities Impact Assessment The Common Allocations Policy is based on 6 key principles – we will; 1. Apply our policy consistently: this means that we apply our policy to every applicant and property we allocate, wherever that property is, whoever the applicant is, and whoever allocates it or processes the application. 2. Be clear about what we do and when we will do things. We will be clear about how we do things and explain why we do things wherever we can. 3. Be open and honest with you and talk clearly and directly about your housing options. We will be clear about what we can and cannot do to help you. 4. Follow what the law and guidance says we must do and what the law allows us to do. Wherever we can, we will follow what guidance recommends we should do. 5. Respect diversity and promoting equality in everything we do. No one will be treated unfairly because of race, colour, ethnic or national origin, language, religion, belief, age, gender, sexual orientation, marital status, family circumstances, employment status, physical ability, mental health or neurodiversity. 6. Use all the information we receive about you and everyone you apply with in line with the law and hold that information securely Common Allocations Policy Objectives 1. Responding quickly to people in acute and urgent housing need and giving the right priority to people who are in most need of housing. This includes specific groups identified in legislation to which we must give reasonable preference. These groups are; • People who are homeless or threatened with homelessness (including those at risk of harassment or abuse) • People who are living in unsatisfactory housing conditions with unmet housing needs • Social housing tenants who are under-occupying their homes Practice elements: We provide advice, assistance and support based on our service standards and in line with legislation. Equality aspects: We provide the service in various locations with an emergency response available 24 hours a day and 365 days of the year. We use language line, provide translated documents, offer same sex officers, disability friendly services and we learn and improve from complaints and appeals. Our staff are well trained and we have a range of monitoring and quality assurance processes in place. Equality aspects: No immediate impact Page 151 of 166
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4 Appendix 2 Equalities Impact Assessment 2. Providing suitable (affordable and sustainable) housing solutions to households with an assessed housing need Practice elements: We ensure appropriate offers of housing are made taking account of needs/preferences (ground floor, house type, and location) – in line with information from lead services and agencies. Our Housing Occupational Therapist provides advice on property suitability for people with physical disabilities and where adaptations are required. When needed, we provide housing support to help people sustain their tenancies and where appropriate, this includes referrals to ensure tenant’s income is maximized. To ensure we make the best possible allocation, we may seek advice and assistance from partner agencies including Social Work, Police Scotland, Health services including the Medical Advisory Service. Equality aspects: No immediate impact 3. Delivering services that meet legal and statutory responsibilities and corporate outcomes of Best Value Practice elements: Policies and procedures Staff training – supervision, DOO sessions Equalities Operational Group Keeping up to date with legislation and new guidance Monitoring and quality assurance (customer feedback, complaints and appeals) Performance Framework and monitoring Scottish Housing Regulator (SHR) – Charter Return Statistical Returns to the Scottish Government Tenant scrutiny feedback and inspections Case Law Equality aspects: No immediate impact 4. Creating a service culture which upholds the rights of applicants to the Common Housing Register in meeting their needs Practice elements: As above and consult/engage with homeless people (Homeless Voice) Customer and Stakeholder Surveys Peer Audits – Tayside, Fife & Central Housing Options Hub Equality aspects: No immediate impact Home First Objectives 5. Resolving homelessness more quickly and/or preventing homelessness from occurring Practice elements: We make advice, assistance and support available in a range of accessible formats in the places where people need to access them. We deliver services in line with our service standard and in line with legislation. Page 152 of 166
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5 Appendix 2 Equalities Impact Assessment Equality aspects: We provide the above in various locations on a 24/7 basis, we use language line or other interpretations services, provide translated documents, same sex officers, disability friendly services, learning from complaints and appeals. Our staff are well trained, and our managers undertake monitoring and quality assurance of the services we provide. 6. Reducing the time that homeless households spend in TA Practice elements: At the point this EQIA was reviewed, the average length of stay in temporary accommodation was around 68 days. This is closely linked with the average overall duration of homelessness which was around 80 days at the point of review. Every case is monitored and reviewed on an individual basis. Equality aspects: Individual needs would be met (or assessed on a case by case basis) for those with protected characteristics No immediate impact – variances in length of stay would be caused by households’ needs rather than on equality grounds eg. A household that requires a large property or an area with limited turnover. 7. a) Achieving greater parity between mainstream and TA costs for households Practice elements: The rent charges for temporary accommodation is the same as the rent charged for mainstream accommodation. There are no service charges for temporary accommodation other than for utility costs such as heating and lighting. Equality aspects: No immediate impact as Temporary Accommodation rent is the same as for mainstream properties. All accommodation meets our ‘lettable standard’ and there are higher standards in place for temporary accommodation. b) Identifying ways to reduce rehousing costs for homeless households Practice elements: Providing advice, assistance, and support – financial assessment and budget planning Provision of furniture packs, budgeting, signposting to relevant projects and initiatives (Re-use schemes, Community Care Grants etc) Support plan/liaise with landlord Equality aspects: No immediate impact 8. Providing suitable (affordable and sustainable) housing solutions to homeless households and those facing homelessness Practice elements: Ensure appropriate offers are made taking account of needs/preferences (ground floor, house type and location) – in line with Code of Guidance and homeless legislation Provision of Housing Support if required. Seek advice and assistance from relevant partner agencies such as; Social Work, Police Scotland, Heath Services, Scottish Welfare Fund Page 153 of 166
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6 Appendix 2 Equalities Impact Assessment Equality aspects: No immediate impact 9. Delivering services that meet legal and statutory responsibilities and corporate outcomes of Best Value Practice elements: Policy and procedures Staff training – supervision, DOO sessions Equalities operation group Keeping up to date with legislation and new guidance Monitoring and quality assurance (customer feedback, complaints, and appeals) Performance Framework and monitoring Equality aspects: No immediate impact 10. Creating a service culture which upholds the rights of homeless people in meeting their needs Practice elements: As above and consult/engage with homeless people (Homeless Voice) Surveys Peer Audits Equality aspects: No immediate impact Page 154 of 166
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7 Appendix 2 Equalities Impact Assessment EQIA – understanding protected characteristics and the impacts of the Common Allocations Policy What characteristics do households have that will use the Access to Housing pathways? How is this evidenced? Are there any ways in which the Access to Housing Pathways will specifically support households with these characteristics? Age (young or old) • Performance Management Framework • Quality Assurance audits • Training Plans • Returns to Scottish Government and SHR • Support Plans Younger people – greater focus on transitional support and tenancy skills to enhance tenancy sustainment Older people – prioritisation of hospital delayed discharge cases. Provision of aids & adaptations where required. Disability As above Assessment, medical support needs, links to OT/aids and adaptations/extensions. Independent Living Pathway and specialist Panel have been established. This is a partnership with key services and agencies – Housing, Social Work, Health, Commissioning etc. Independent Living Panel creates understanding of current and future demand and informs the new build programme (wet rooms, barrier free) and use of assistive technology Gender reassignment As above Quick move to permanent accommodation may be beneficial, avoiding the need to spend time in temporary accommodation and hostel accommodation. Any placement or offer of housing would be on a person-centred approach that fully considers the needs and wants of the individual Pregnancy and maternity As above Offer accommodation before baby born, also offer 2 bed to single and couple to support future circumstances. Close partnership working with Family Nurse Partnership and Health & Social Care. Page 155 of 166
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8 Appendix 2 Equalities Impact Assessment Race As above Any placement or offer of housing would be on a person centred approach that fully considers the needs and wants of the individual. Would also seek support and assistance from Safer Communities Team. We will carry out Environmental Risk Assessments where appropriate to minimise the risk of racially motivated crimes. We recognise that significant events such as the Coronavirus pandemic and Brexit may have a disproportionate impact on non-UK citizens, and we have worked in partnership with partners and 3rd sector organisations to minimise the impact where possible. Perth & Kinross Council has made a commitment to support people seeking sanctuary. This includes people who are supported by formal Resettlement Schemes and those seeking asylum and receiving a positive decision on their claim. We work in partnership with a broad range of partners to ensure that people seeking sanctuary have access to sustainable accommodation and community integration support. Religion or belief As above Would consider location of place of worship and any link in with Safer Communities Team in terms of neighbourhood issues re crimes and issues – Environmental Risk Assessment. Sex As above Closure of commissioned 3rd sector provision which catered for male/female and had some shared rooms. Service standards, same sex officers Sexual orientation As above Staff training/awareness, participation in equalities operational group Support assessments Page 156 of 166
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9 Appendix 2 Equalities Impact Assessment What impacts might the Access to Housing Pathways have on advancing equality of opportunity? Positive impact Negative impact No impact Age (young or old) Young – Support Plans, Housing education programme, Youth Boost and Future Builders programmes commissioned from and/or delivered in partnership with The Rock Trust Old – delayed discharge, assessment processes Disability Accessible properties or those with pre-existing adaptations targeted to applicants with disabilities. Independent Living Pathway provides access to mainstream and supported accommodation for people with physical and learning disabilities. Gender reassignment Quick move to permanent accommodation may be beneficial, avoiding the need to spend time in temporary accommodation. Pregnancy and maternity Offer accommodation before baby born, also offer 2 bed to single and couple to support future circumstances Race Our Common Allocations Policy has been developed in line with Equalities legislation and is designed to be non- discriminatory. Religion or belief No impact identified Sex No impact identified Sexual orientation No impact identified Page 157 of 166
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10 Appendix 2 Equalities Impact Assessment What impacts might the Access to Housing Pathways have on eliminating unlawful discrimination? Positive impact Negative impact No impact Age (young or old) Our Common Allocations Policy has been developed in line with Equalities legislation and is designed to be non- discriminatory. Home First consistently applies these principles. Disability As above Gender reassignment As above Pregnancy and maternity As above Race As above Religion or belief As above Sex As above Sexual orientation As above Page 158 of 166
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11 Appendix 2 Equalities Impact Assessment What impacts might the Access to Housing Pathways have in fostering good relations between people who share a protected characteristic and those who do not? Positive impact Negative impact No impact Age (young or old) Social media Homeless Voice Twitter/Facebook Older persons’ forum Disability Newsletter Office layout Staff training Gender reassignment Staff training Pregnancy and maternity No impact identified Race Translation and interpretation services Religion or belief No impact identified Sex Same sex officer Service standards Sexual orientation Equalities group Page 159 of 166
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12 Appendix 2 Equalities Impact Assessment EQIA – monitoring Methods for monitoring policy Performance Management Framework, Business Management Implementation Plan, National Statistical Data ARC return & returns to Scottish Government Feedback from stakeholders, customers and applicants Complaints and appeals Forums and feedback/surveys and questionnaires Who will be involved in monitoring the policy? Housing Options and Support Team including Senior Officer, Co-ordinator and Team Leader The Scottish Government The Scottish Housing Regulator Housing Management Team Customers and stakeholders Partner Organisations Ways in which data will be used to develop the policy. Data will be used to inform staff training and further policy development. When will policy be reviewed? Every 3 years Or sooner if there are significant policy or legislative changes Page 160 of 166
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13 Appendix 2 Equalities Impact Assessment EQIA – embedding EO action matrix Common Allocations Policy and associated activities. Method of analysis Lead officer Timescale Measure of success Common Allocation Policy • Performance management • Quality assurance audits • Feedback from partners and stakeholders • Customer feedback including complaints • SHR return Martin Smith Monthly - ongoing People in housing need are provided with appropriate and sustainable housing solutions and individual needs are considered. Housing is allocated in a fair and consistent way and in line with the Common Allocation Policy Homelessness Procedures • As above • SHR return • SG statistical return • Hub benchmarking Martin Smith Monthly - ongoing There is a sustained decrease in the levels of homelessness and the duration of homelessness Housing Options Procedures • As above • SHR return • SG statistical return • Hub benchmarking Martin Smith Monthly - ongoing There is an increase of people with housing needs being provided with appropriate and sustainable solutions which prevents their homelessness System processes • Performance management • Quality assurance audits • Feedback from partners and stakeholders • Customer feedback including complaints Martin Smith Monthly - ongoing Service standards • Performance management • Quality assurance audits • Feedback from partners and stakeholders • Customer feedback including complaints Martin Smith Monthly - ongoing Document/information materials that clearly indicate to people how to access the service, who it supports and what it provides. How particular vulnerabilities are safeguarded Page 161 of 166
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Appendix 3 Summary of Consultation Responses – 17 May 2024 The consultation was live on the PKC website for 3 weeks to 17 May 2024. A link to the consultation was sent directly to applicants on the Common Housing Register (CHR) including transfer applicants who are also tenants of one of the CHR providers. Some of the questions asked for narrative responses if the respondent answered the question in a particular way. The undernoted is a summary of the themes that were raised by multiple respondents. There were 148 responses to the survey as below; 71 responses from tenants of Perth & Kinross Council or another CHR provider 44 responses from current CHR applicants 33 responses from people who selected the ‘other’ option Question: Do you think that the Common Allocations Policy is fair in terms of the types of applicants who get the highest priority? 41 respondents said Yes and 107 (72%) said No. For those who said No, there was an option to say why they answered the question in this way. They key themes from the No responses are below. • Foreign people or people from outwith P&K get priority over local people • A perception that most allocations go to people with addiction issues • A perception that you need to be on benefits to get a property • Council tenants who live in flats should get priority to move to a house • A belief that some applicants are untruthful in their applications to improve their chance of getting an offer of housing • In rural areas, local people should get priority over ‘outsiders’ • Applicants who are overcrowded should get more priority – currently have to wait too long • People living in the private-rented sector and paying high rents won’t get a social housing offer – considered to be adequately housed but often have property condition issues and unaffordable rents • More priority should be given to applicants with disabilities or mental health issues • People who are under-occupying should be ‘forced’ to move to a smaller property 8 Page 163 of 166
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Question: What incentives do you think we should we offer to encourage tenants who are in this position to move to a smaller property? 121 people responded to this question and the key themes were; • Cash incentives • Help with removal costs and other costs such as mail redirection • Help with the cost of decorating and floor coverings • Stop allocating 2 bedroom properties to single people • Offer a ‘nice’ property or a new-build • We shouldn’t be offering incentives, we should ‘force’ people to move to a smaller property Question: We currently allow single people or couples without children to be allocated a one or two bedroom property. Do you agree with this? 146 people responded to this question with 53% saying that they didn’t agree with this part of the policy. The key themes from those who said they didn’t agree were; • It’s not effective use of stock and 2-bedroom properties should be given to young families (most of the respondents said this or something along these lines) • Not fair because families with same sex children are not allowed an extra bedroom • Extra bedroom is ok if the person has medical issues, needs a carer or has disabilities Question: Are there any other categories of applicant that you think we should be prioritising for housing? 127 people responded to this question but some of the responses were more about who we shouldn’t be housing rather than categories of applicant that should get greater priority. The key themes from the responses were; • More priority for transfer applicants, especially those with medical needs • Veterans and care leavers • People experiencing domestic abuse, harassment or issues with neighbours • More priority for families that are overcrowded • People in the private rented sector with unaffordable rents • Local people should get priority over ‘outsiders’ Page 164 of 166
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Question: Do you think the current provision of housing for older people is adequate? 145 people answered this question with 61% answering Yes, they do think the current provision is adequate. Of those who answered No, the key themes were; • Need more amenity and sheltered housing and more options in rural areas • Create communities for older people so they don’t have to put up with issues such as noise from other tenants • Older people should be prioritised as they’ve paid taxes and should get a nice home in a nice area • Need more pensioner bungalows/cottages rather than flats – most of the bungalows were sold under Right to Buy Question: Do you have any other suggestions on how we can improve the Common Allocations Policy? 95 people responded to this question and the key themes were; • Better communication with applicants – keeping them up to date • More flexibility on property size for people who have access to children • Reintroduce waiting time points • Policy needs to be changed to support people with mental health issues or neurodiverse conditions • Provide more support to help people carry out mutual exchanges including an official platform for people to advertise and seek someone to exchange with • Build more properties and make sure they are the type/size/location for the people in most need • Stop telling people they are ‘adequately housed’ – they wouldn’t have applied if they felt that way • Provide mid-market rent housing for those at the bottom of the waiting list • Prioritise local people Page 165 of 166
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