Agenda Document Pack - Housing and Social Wellbeing Committee - 01/10/2025
Perth and Kinross Council · 1 October 2025
Back to Housing and Social Wellbeing Committee — 1 October 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 inequality Council Building 2 High Street Perth PH1 5PH 24/09/2025 A hybrid meeting of the Housing and Social Wellbeing Committee will be held in the Council Chamber on Wednesday, 01 October 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 144
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Housing and Social Wellbeing Committee Wednesday, 01 October 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 11 JUNE 2025 FOR APPROVAL (copy herewith) 5 - 8 4 OUTSTANDING BUSINESS STATEMENT (copy herewith 25/243) 9 - 12 5 POLICE SCOTLAND THEMATIC UPDATE - PUBLIC PROTECTION UNIT Verbal Presentation by DCI Graeme Templar 6 SCOTTISH FIRE AND RESCUE SERVICE THEMATIC UPDATE - WILDFIRE STRATEGY UPDATE Presentation by Station Commander Joe Fitzpatrick 7 STRATEGIC HOUSING INVESTMENT PLAN 2026/27 - 2030/31 Report by Strategic Lead - Economy, Development and Planning and Strategic Lead - Housing and Communities (copy herewith 25/244) 13 - 54 8 CULTURE STRATEGY 2023-2028 MID-TERM REVIEW Report by Strategic Lead - Economy, Development and Planning (copy herewith 25/245) 55 - 134 9 ANNUAL ASSURANCE STATEMENT 2024/25 - SCOTTISH HOUSING REGULATOR Report by Strategic Lead - Housing and Communities (copy herewith 25/246) 135 - 144 Page 3 of 144
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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 11 June 2025 at 1.30pm. Present: Bailies C McLaren and M Williamson, Councillors K Allan (substituting for Councillor I James) (up to Item 7) , P Barrett, B Brawn, J Duff (substituting for Bailie C Ahern), D Cuthbert (substituting for Ballie R Brock), A Forbes, I James (Item 10 only), I MacPherson, C Mair, S McCole, T McEwan, F Smith, C Stewart and J Welch. In Attendance: C Mailer, Depute Chief Executive, E Ritchie, Strategic Lead – Housing and Communities; S Merone, Strategic Lead – Economy, Development and Planning; N Sworowski, H Maclean (both Economy, Development and Planning), K Steven, D Stokoe, K Evans, C Gordon and S Kimmet (all Housing and Communities) S Hendry, J Guild, S Dockerill and M Pasternak (all Legal and Governance). Also in Attendance: Chief Superintendent N Russell, Local Area Commander G Burns and Operations Superintendent A Smith (all Police Scotland) (all up to Item 5) Area Commander B Todd and Group Commander C Wallace (both Scottish Fire and Rescue Service) (both up to Item 6), L Palmer and R Hammond-Baker (both Tenant’s Committee Report Panel) Apologies: Bailies C Ahern and R Brock. Councillor T McEwan, Convener, Presiding. Councillor McEwan led on Items 1-6 and 9-10 with Councillor McCole leading on Items 7-8. 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 26 March 2025 was submitted and approved as a correct record. 4. Perth and Kinross Local Policing Area End of Year Police Report – 1 April 2024 to 31 March 2025 There was submitted a report by Chief Superintendent, Police Scotland, D Division (Tayside) (25/154) providing information to the Committee regarding the performance of Police Scotland to facilitate local scrutiny. 3 Page 5 of 144
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Chief Superintendent N Russell and Local Area Commander G Burns provided a brief introduction to the report and answered Members’ questions thereon. Resolved: The content of report 25/154, be noted. 5. Scottish Fire and Rescue Service End of Year Performance Report – 1 April 2024 to 31 March 2025 There was submitted a report by Local Senior Officer, Scottish Fire and Rescue Service (25/155) providing information to 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. Area Commander, B Todd, provided a brief strategic update regarding the Service Delivery Review Programme which aims to ensure operational resources are matched to risk and demand across Scotland. B Todd advised the next stage of the process is to open a formal public consultation in the coming months and part of this consultation will be a proposal to replace the third appliance at Perth Fire Station (a Combined Ariel Rescue Pump) which was temporarily withdrawn in September 2023. B Todd confirmed more information is available on the SFRS website and a full written briefing would be provided in due course. Resolved: The content of report 25/155, be noted. There followed a short recess, and the Committee reconvened at 15:10. 6. Annual Update on Perth and Kinross Local Housing Strategy 2022-27 There was submitted a report by Strategic Lead – Housing and Communities and Strategic Lead – Economy, Development and Planning (25/156) noting progress in implementing the Local Housing Strategy for Perth and Kinross previously approved at Housing and Social Wellbeing Committee on 15 March 2023 and seeking approval of the priorities for the current year. L Palmer of the Tenant’s Committee Report Panel advised she was happy with the progress, especially in relation to downsizing and keyworker issues. Going forward, increased tenant participation in relation to land identification for affordable housing, would be welcomed. Resolved: (i) The progress made during 2024-2025 towards achieving the outcomes set out within the LHS Action Plan (Appendix 1), be noted. (ii) The priorities for 2025-2026 set out in Section 6 below, be approved. Page 6 of 144
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7. Tayside Joint Health Protection Plan 2025-2027 There was submitted a report by Strategic Lead – Housing and Communities (25/157) (1) seeking agreement on the adoption and implementation of Tayside’s Joint Health Protection Plan 2025-2027 (TJHPP) as set out in Appendix 1 (2) providing an overview of the public protection measures across NHS Tayside and the partner Local Authorities for the period of the plan, in relation to, health protection priorities, provision, and preparedness; the joint working arrangements in place for the protection of public health across Tayside; ongoing mechanisms to improve the level of “preparedness” in relation to responding effectively to health protection incidents and emergencies; developing learning across the agencies; ensuring methods for reviewing and recording outcomes and achievements and (3) containing an action plan as set out in Appendix 2 highlighting PKC’s core activities, including programmed actions and predicted reactive response mechanisms to ensure the outcomes of the plan are met. The plan also highlights emerging issues requiring ongoing consideration in terms of future preparedness. Resolved: (i) The adoption and implementation of the TJHPP 2025-27, be approved. (ii) The Convener be authorised to sign the approved plan for PKC. (iii) The attached action plan objectives be supported to ensure the outcomes of the plan can be met by PKC. (iv) The ongoing requirements to ensure preparedness in terms of emerging issues, be acknowledged. 8. Community Empowerment Annual Report There was submitted a report by Strategic Lead – Housing and Communities (25/158) seeking approval of the Community Empowerment Annual Report for 2024/25. The Annual Report provides an overview of the work done to promote and respond to interest in Community Asset Transfer and Participation Requests. Resolved: The Community Empowerment Report 2024/25, be approved. 9. Locality PB Fund 2024/25 – Funding Awards There was submitted a report by Strategic Lead – Housing and Communities and Strategic Lead – Strategic Planning, people and Performance (25/159) informs Committee of the funding commitments made through Participatory Budgeting in the 2024/25 Locality PB Fund across four targeted localities based on deprivation data. £101,008 was awarded to 28 projects which will help tackle poverty and alleviate the cost of living. Resolved: Page 7 of 144
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(i) The funding awarded through participatory budgeting in the Locality PB Fund for 2024/25 and recommendations for future community grant processes, be noted. (ii) It be noted that this report would compliment the report Fairer Communities for All (25/160) detailing future community grant programmes for 2025/26. Councillor I James joined the meeting at this point. 10. Fairer Communities for All There was submitted a report by Strategic Lead – Housing and Communities (25/160) seeking approval on proposed changes to the delivery of the Community Investment Fund (CIF) and Participatory Budgeting (PB) funding 2025/26. Motion by Councillors T McEwan and S McCole To accept the recommendations as set out in the report, with clarity to be provided around the figures in Section 5.2. Amendment by Councillors J Duff and B Brawn Reject the recommendations and continue with the current, separate processes for applications. In addition, any CIF underspends should be retained within the relevant wards and carried forward to the 2025/26 CIF fund. In terms of Standing Order 21, a roll call vote was taken: 8 Members voted for the Motion as follows: Councillors P Barrett, I MacPherson, C Mair, S McCole, T McEwan, Bailie C McLaren, Councillor J Welch and Bailie M Williamson. 7 Members voted for the Amendment as follows: Councillors B Brawn, D Cuthbert, J Duff, A Forbes, I James, F Smith and C Stewart. Resolved: In accordance with the Motion. ~~~~~~~~~ Page 8 of 144
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HOUSING AND SOCIAL WELLBEING OUTSTANDING BUSINESS STATEMENT (OBS) (Report No.25/243) 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 39. 11 June 2025 Item 4 – Police Scotland End of Year Performance Report – April 2024-March 2025 Feedback to be provided as available in relation to trial of community speed watch cameras in Fife. Circulated to Members via email 10/09/2025. Police Scotland COMPLETE 1 October 2025 40. 11 June 2025 Item 4 – Police Scotland End of Year Performance Report – April 2024-March 2025 Further information to be provided regarding availability of national courses re wildlife crime awareness. Circulated to Members via email 10/09/2025. Police Scotland COMPLETE 1 October 2025 41. 11 June 2025 Item 4 – Police Scotland End of Year Performance Report – April 2024-March 2025 Further data to be provided in relation to body- worn video, when available, in connection to levels of service worker assaults. Circulated to Members via email 10/09/2025. Police Scotland COMPLETE 1 October 2015 42. 11 June 2025 Item 4 – Police Scotland End of Year Performance Further information to be provided in Circulated to Members via email 10/09/2025. Police Scotland COMPLETE 1 October 2025 4 Page 9 of 144
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No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/completed Action Expected Report – April 2024-March 2025 relation to applications to join Police Scotland in comparison to previous years and family/generation al connections, if available. 43. 11 June 2025 Item 5 – Scottish Fire and Rescue Service – End of Year Performance Report – April 2024-March 2025 Statistics re Home Fire Safety Visits to be provided. Circulated to Members via email 24/09/2025. Scottish Fire and Rescue Service COMPLETE 1 October 2025 44. 11 June 2025 Item 5 – Scottish Fire and Rescue Service – End of Year Performance Report – April 2024-March 2025 Further information to be provided in relation to work with partner agencies and input from NHS Tayside Board in relation to healthy eating messaging. Circulated to Members via email 24/09/2025. Scottish Fire and Rescue Service COMPLETE 1 October 2025 45. 11 June 2025 Item 9 – Locality PB Funding – 2024/25 Breakdown of online/in person voting to be provided in relation to 5.1 Circulated to Members via email 02/07/2025. David Stokoe / Housing and Communities COMPLETE 1 October 2025 Page 10 of 144
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No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/completed Action Expected Central and North Perth. 46. 11 June 2025 Item 10 – Fairer Communities For All Further information to be provided on how new funding process impacts Government 1% Participatory Budgeting targets. Circulated to Members via email 10/09/2025. David Stokoe / Housing and Communities COMPLETE 1 October 2025 47. 11 June 2025 Item 10 – Fairer Communities For All Clarity to be given regarding Section 5.2 split by ward / per capita / deprivation allocation. EM Briefing Note issued 17/06 to H&SW Committee Members. David Stokoe / Housing and Communities COMPLETE 1 October 2025 Page 11 of 144
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PERTH AND KINROSS COUNCIL Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Housing & Social Wellbeing Committee Date of Meeting: 1 October 2025 Report Title: Strategic Housing Investment Plan 2026/27 – 2030/31 Report Number: 25/244 Report Author: James Ross, Interim Team Leader Housing Strategy, housingstrategy@pkc.gov.uk Organisational Lead: Serge Merone, Strategic Lead, Economy, Development & Planning and Elaine Ritchie, Strategic Lead, Housing & Communities ___________________________________________________________________ 1. Purpose 1.1 The purpose of this report is to seek approval of the Strategic Housing Investment Plan 2026/27 – 2030/31 set out in Appendix 1. The plan sets out the investment priorities for affordable housing over a 5-year period from 2026/27. 1.2 Sections The report is structured over the following sections: 1. Purpose 2. Recommendations 3. Background/Context 4. Proposals 5. Conclusion 6. Impact Value Assessment 7. Appendices 2. Recommendations It is recommended that the Committee: 2.1 Approve the content of the Strategic Housing Investment Plan 2026/27 – 2030/31 (Appendix 1) and its submission to the Scottish Government. 7 Page 13 of 144
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2.2 Approve ongoing development of the Strategic Housing Investment Plan and give delegated authority to the Strategic Affordable Housing Board to ensure that where projects fall out of the plan, alternative projects are prioritised. 3. Background/Context 3.1 The context for the Strategic Housing Investment Plan (SHIP) is set within the national context of Housing to 2040 which is the Scottish Government’s long- term vision and strategy for housing, which seeks to ensure that everyone has access to a safe, efficient home that is affordable and meets their needs in the place they want to be. 3.2 In the local context, the Local Outcomes Improvement Plan and Corporate Plan, which set priorities for the Council and its partners and identify the importance of delivering new affordable homes to meeting those priorities. The Council’s Local Housing Strategy (LHS), which was approved at the Housing & Social Wellbeing Committee on 15th March 2023, sets out the vision and priorities for housing in Perth and Kinross, some of which, the SHIP seeks to deliver on. 3.3 The SHIP sets out the investment priorities for affordable housing over a 5- year period and how the strategic vision set out within the Local Housing Strategy (LHS) to ‘provide more homes at the heart of great places’ will be achieved. The LHS sets out an annual target of 210 new affordable homes to be delivered in Perth and Kinross. 3.4 In the first three years of the LHS, 220 affordable homes were delivered in 2022/23, 173 in 2023/24, and 264 in 2024/25. The projection for 2025/26 is 182 affordable homes will be delivered. 3.5 The SHIP sits alongside the LHS as one of its core delivery mechanisms. It has been developed through engagement with tenants and community members, relevant Council Services, the Health and Social Care Partnership, developers and the following Registered Social Landlords (RSLs): · Hillcrest Housing Association · Kingdom Housing Association · Places for People · Caledonia Housing Association · Ark Housing Association Perth and Kinross tenants say ‘This is a very detailed report with lots of complexities and considerations. It is a comprehensive review and with very helpful future projections’ 3.6 The Council prepares the SHIP annually in its role as Strategic Housing Authority. It ensures that the Council, and its partners, deliver housing that meets the needs of the community, reflecting and aligning with outcomes and housing policies as set out in our LHS. Page 14 of 144
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3.7 Affordable housing within the SHIP includes new build projects, refurbishment and renovation projects, off the shelf acquisitions and buybacks which are delivered in following tenure types to meet local needs: · Social Rent · Mid-Market Rent · Shared Equity 3.8 The Scottish Government will use this information to draft a Strategic Local Programme (SLP) Agreement which, once agreed, will form the basis of the Council and our Partner Programme Agreements. 3.9 Each year the Scottish Government provide a Resource Planning Assumption (RPA), which is the funding allocated to help deliver affordable housing in each council area. The funding for Perth and Kinross for 2025/26 was £16,634,000. Currently, there is no confirmed RPA for 26/27 and beyond and so the RPA for 25/26 has been used as the assumed grant allocation across the 5 years of the SHIP. 3.10 All projects identified as priorities for funding over the 5-year period are identified within Appendix 3. These projects have been recorded on the Scottish Government’s Housing and Regeneration Programme (HARP) system. 4. Proposals 4.1 The SHIP 2026/27 – 2030/31 is set out in the appendices, with the selected projects contained in appendix 3 with a notional grant allocation listed to demonstrate the funding required. The grant allocations are based on estimates using benchmark figures. The table in appendix 3 does not include any sites that have no funding during the SHIP years and so projects currently onsite, or due to go onsite this year with no grant funding allocated in 2026/27 or beyond, are not included in that table. 4.2 The SHIP 2026/27 – 2030/31 has been over-programmed by 39% to allow for slippage. Scottish Government guidance indicates that plans should be over provisioned by a minimum 25%. Page 15 of 144
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4.3 Appendix 2 sets out in detail the anticipated starts and completions over the 5-year period; however, the headline outputs are listed in the table below. Financial Year Starts (including buybacks) Completions (including buybacks) 25/26 323 182 SHIP Period 26/27 – 30/31 26/27 283 270 27/28 374 333 28/29 231 302 29/30 135 329 30/31 137 186 Total 1160 1420 Yearly Average 231 284 4.4 Projecting yearly outputs can be challenging and subject to change, however based on current projections the LHS target of delivering 210 new affordable homes can be delivered through this SHIP. However, it relies on PKC ensuring that the full RPA is drawn down each financial year and continues to support the community led housing projects that are set out in the appendices. The Programme is operating in a difficult environment, with stretched finances across the board and one year funding settlements from the Scottish Government restricting long term planning. Alongside this, difficulties faced in the private sector, and land supply constraints all contributing to a challenging environment. 4.5 Once approved, the SHIP will be submitted to the Scottish Government through the HARP system before the required date of 31st October 2025. 4.6 The appendices will be published on the Perth and Kinross Council website so that the public can easily find the approved Strategic Housing Investment Plan 2026/27-2030/31. 5. Conclusion/Rationale for Recommendations made in Section 2 5.1 The SHIP, as per the appendices, outlines the investment plan for affordable housing in Perth and Kinross for 2026/27 – 2030/31. As outlined in recommendation 2, it is important that delegated powers are sought to allow for changes in the housing market and sites not developing as expected. Page 16 of 144
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6. Impact Value Assessment Strategic_Housing_Investment_Plan_SHIP_2026_27.pdf 7. Appendices 7.1 Appendix 1 – Strategic Housing Investment Plan 2026/27 – 2030/31 7.2 Appendix 2 – SHIP Delivery Tables 7.3 Appendix 3 – SHIP Funding Tables 7.4 Appendix 4 – Empty Homes Returns 7.5 Appendix 5 – Prioritisation Framework Page 17 of 144
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Appendix 1 Perth and Kinross Council Strategic Housing Investment Plan 2026/27 – 2030/31 “Everyone in Perth and Kinross has access to the right home, in the right place and at the right cost” 7 Page 19 of 144
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Contents 1. Introduction 2. Strategic Context 3. Housing Need and Demand 4. Available Resources 4.1 Affordable Housing Supply Programme 4.2 Housing Revenue Account (HRA) 4.3 Developer Contributions 4.4 Council Tax Reserve Income from the Reduction of Discount for Empty and Second Homes 4.5 Housing Infrastructure Fund (HIF) 4.6 Vacant and Derelict Land Investment Programme (VDLIP) 4.7 Rural Housing Fund 4.8 Affordable Rural Homes for Key Workers Fund 5. Affordable Housing Delivery 6. Connection with other LHS priorities 6.1 Empty Homes 6.2 Gypsy Travellers 6.3 Child Poverty 6.4 Rapid Rehousing Transition Plan (RRTP) 6.5 Accessible Homes / Supported Housing 6.6 Rural / Community Led Housing 6.7 City / Town Centre Living 6.8 Energy Efficiency 7. Partnership Working, Consultation and Monitoring 8. Affordable Housing Policy 9. Prioritisation Framework 10. Development Constraints 11. Procurement Approaches 12. Equalities 13. Strategic Environment Assessment Page 20 of 144
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1. Introduction The Strategic Housing Investment Plan (SHIP) 2026/27-2030/31 outlines investment priorities for new supply affordable housing over five years, aligning with the outcomes set out in the Local Housing Strategy (LHS) 2022-2027. The SHIP is designed to be a working tool which: • Improves long-term strategic planning. • Details how investment in affordable housing will be directed. • Sets out key investment priorities for affordable housing and demonstrate how these will be delivered and then resourced. • Forms the basis for detailed programme planning. • Focuses on partnership working. • Informs Registered Social Landlord (RSL) development funding plans. • Allocates resources from a national to a local authority level. • Reinforces the local authority’s role as the strategic housing authority. The Council and its partners are committed to overseeing a programme of new affordable housing that will contribute to the Scottish Government’s Housing to 2040 ambitions for new affordable homes. To support this, the Scottish Government have confirmed a Resource Planning Assumption (RPA) for Perth and Kinross for 2025/26 of £16,634,000, however, this SHIP period covers 2026/27–2030/31, where no funding has yet been announced. All projects identified as a priority for funding over this 5-year period are set out in appendix 3 and are recorded in the Scottish Government’s Housing and Regeneration Programme (HARP) system. Projects included within the SHIP will be delivered through new build, buybacks, regeneration, renovation, and remodelling. The Scottish Government will use this information to draft a Strategic Local Programme Agreement (SLPA). 2. Strategic Context Housing to 2040 sets out the Scottish Government’s vision that everyone in Scotland should have access to a warm, safe, affordable and energy efficient home that meets their needs in a community they feel part of and proud of. The strategy is based on the principles of social justice, equality and human rights and includes a target to deliver 110,000 affordable homes in the 10 years up to 2031/32, with 70% of these for social rent. The Perth and Kinross Local Housing Strategy (LHS) 2022-27 has been informed by the themes and aims set out in Housing to 2040 and aims to deliver on the vision that “Everyone in Perth and Kinross has access to the right home, in the right place, and at the right cost”. Page 21 of 144
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The four main priorities set out in the Perth and Kinross LHS 2022-27 that this plan helps to support are: • LHS Priority 1: Providing more affordable homes to support liveable and sustainable communities. • LHS Priority 2: Providing a range of housing options that people can easily access, afford, and keep. • LHS Priority 3: Delivering housing for people with varying needs. • LHS Priority 4: Delivering quality homes with affordable warmth, zero emissions, and SMART technology. In addition to ‘Housing to 2040’ vision, the SHIP considers the Scottish Government’s Housing and Planning Delivery Framework (HPDF). This framework promotes better collaboration between Housing and Planning Services, focusing on the Local Housing Strategy, Housing Need and Demand Assessment and Scottish Planning Policy The National Planning Framework 4 (NPF4) has been adopted, setting national planning policies and a development plan for Scotland. Along with other key documents like the Local Development Plan (LDP) and the Housing Land Audit (HLA), NPF4 has guided the investment decisions in the SHIP and ensures a steady supply of future projects. The SHIP also aligns with the aims of the Perth and Kinross Integration Joint Board Strategic Commissioning Plan 2020-2025. The Housing Contribution Statement, which acts as the bridge between the LHS and the Strategic Plan, reflects how housing contributes to the Strategic Plan priorities, emphasising the importance of providing suitable housing and support to help people live independently. This includes: • Working with housing developers to build adaptable, sustainable housing for changing household needs. • Ensuring residents and tenants can adapt their homes to meet their medical needs. • Providing sheltered housing accommodation and support. • Ensuring suitable housing and housing support is available to prevent admissions and prolonged stays in hospital and engage early with partners to deliver a seamless service for people discharged from hospital. • Supporting residents to live in warm, dry, energy-efficient and low-carbon homes that are affordable to heat. • Working in partnership with a range of services such as Adult Support and Protection, Mental Health, Drug and Alcohol Teams to prevent and address homelessness. Page 22 of 144
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3. Housing Need and Demand The Perth and Kinross Housing Need and Demand Assessment (HNDA) was conducted in 2021 across Tayside, including Angus, Dundee, Perth and Kinross and Northern Fife. A report based on the HNDA was presented to the ‘Housing and Social Wellbeing Committee’ in March 2023, outlining the Housing Supply Targets. The Housing Supply Target is incorporated into the LHS as an annual target over five years. This determines the scale and type of affordable housing required to meet housing need and demand throughout the LHS period. The LHS has set a target of 210 new supply affordable homes per year. This is across a range of delivery types including new build, buybacks, conversions, remodelling and empty homes, by both council and RSL partners with a mix of social rent and other tenure, e.g. shared equity, mid-market rent (MMR). For development planning purposes, the Perth and Kinross housing market is divided into five Housing Market Areas (HMAs). These are: • Greater Perth • Highland • Kinross • Strathearn • Strathmore & The Glens Currently there are no specific housing supply targets for these HMAs. 4. Available Resources 4.1 Affordable Housing Supply Programme (AHSP) The Affordable Housing Supply Programme is part of the Scottish Government’s More Homes Scotland approach. It aims to increase affordable homes across all tenures and meet the objectives set out in ‘Housing to 2040’. This Programme supports the Council in delivering its affordable housing priorities. The SHIP sets out investment priorities over a 5- year period, and these priorities then inform the Strategic Local Programme Agreements (SLPA’s). The SLPA is a 3-year programme, containing SHIP projects, with year one being the finalised list of projects with approval to make applications for funding from the Scottish Government. There are published grant benchmark rates for these applications with figures varying depending on location, tenure, applicant, and provision of additional quality standards. To support the delivery of affordable homes, local authorities are provided with Resource Planning Assumptions (RPAs) by the Scottish Government. RPAs are the yearly grant allocation that helps finalise the programme and act as a guide for planning over the 5-year period of the SHIP. The RPA for 2025/26 is £16,634,000, however there has been no funding announcement for any year beyond that. Page 23 of 144
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The £16,634,000 is made up of the £16,587,000 from core RPA funding and the remaining £47,000 from the additional £40,000,000 that was made available for acquisitions. Whilst the core RPA funding was split across the local authorities in the same manner as previous funding allocations, the additional £40,000,000 was split across the local authorities differently which left PKC with only a nominal amount. Rather than using the previous model ,which considered four indicators; affordability, deprivation, rurality and homelessness, the new model only considered homelessness. This means that 80% of the monies available were given to the 5 local authorities that had the ‘highest current and sustained temporary accommodation pressures for the last three years (Edinburgh, Fife, Glasgow, South Lanarkshire, and West Lothian).’ With the remaining 20% being split amongst the remaining local authorities. The methodology used to identify the specific split between the local authorities again was not the previous model but one that considered the scale of the temporary accommodation crisis in each authority. Whilst it is disappointing that PKC received less funds than most other local authorities, it highlights the good work done by the Housing Service, under enormous pressure, to respond to homelessness faced by people within our communities. A lack of future funding certainty is one challenge that needs to be managed carefully as this has the potential to slow down the pace of developments and necessitates the adoption of carry forward restrictions, as there is no certainty about how much grant will be made available next year. However, the recent announcement by the Cabinet Secretary for Housing and the Minister for Public Finance committed to providing multiyear funding allocations and so the expectation is that this will be addressed. Regular discussions with the Scottish Government, partner RSLs and developers are being had to methodically work through options to ensure sustained delivery in difficult financial circumstances. The Scottish Government guidance is that minimum 25% over provision should be built into the programme. This SHIP has been over provisioned by 39% to ensure our full grant allocation is met and account for any slippage that is, naturally, likely to occur. The level of over provision has been deemed appropriate, based on recent delivery outputs, and the level of slippage seen previously. The SHIP has been front loaded with space in later years should projects slip and a notional grant allocation has been attributed to each project at benchmark levels to demonstrate that we are effectively planning the programme. Running parallel to the SHIP is a programme of ‘pipeline’ projects, this both ensures a good supply of projects to come into future SHIP’s as well as reflecting a focus on projects that are deliverable. Whilst this SHIP is predominantly new build, PKC has a target to deliver 40 buybacks per year and encourages partner RSLs to identify opportunities to do this also, where it meets their strategic needs. Buybacks not only increase the supply of good quality affordable housing in areas of need but can also reduce maintenance costs by targeting those properties that bring majority or full ownership of a block back. These properties are typically 1, 2, or 3 bed properties and can meet the housing needs of a variety of households, including those with a medical need. Page 24 of 144
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Whilst the target is typically 40 per year, it has in years 24/25 and current year (25/26) been purchasing over and above this number to maintain a healthy supply of new affordable housing. So, whilst the target of 40 per year is listed in this SHIP, there will continue to be a larger number purchased per year if required. The Council, in consultation with the Scottish Government, will continue to manage the AHSP in conjunction with its Housing Capital Plan, Housing Revenue Account investment, Council Tax 2nd Homes Funds, and Commuted Sums to maximise the delivery of affordable housing in priority areas during the SHIP period. 4.2 Housing Revenue Account (HRA) Prudential borrowing via the HRA is a key funding component used in addition to Scottish Government housing subsidy to support the delivery of Council affordable homes. The financial viability of all potential Council projects is assessed in terms of the Housing Revenue Account 30-year business plan. This ensures that the capital costs generate a reasonable return on investment over the long term. The new build programme is monitored as part of the HRA capital monitoring process between Finance, Housing, and Property. The Council has a new build programme target of 80 new build affordable homes per annum during the 5-year period of this SHIP. 4.3 Developer Contributions Criteria for Affordable Housing obligations, including commuted sums, are set out in PKCs Developer Contribution and Affordable Housing Supplementary Guidance. There is currently around £1million available from Developer Contributions to support delivering affordable housing initiatives throughout Perth and Kinross. These funds can be used to augment grant funded projects to become viable and, where appropriate, can be considered as a complement to Scottish Government More Homes housing subsidy. The developer contributions need to be spent within that housing market area in which they were raised. Applications for Developer Contributions can be made to PKC Housing Strategy to support the delivery of affordable homes. In 2024/25, PKC Housing Services utilised £550K to purchase 4 new affordable homes off- the-shelf in Kinross HMA and £60K towards PKCs Buyback initiative. In addition, some smaller awards were made towards feasibility studies and rural housing initiatives. 4.4 Council Tax Reserve Income from the Reduction of Discount for Empty and Second Homes The Council has funding available through income raised each financial year from Council Tax (Empty Homes and 2nd Homes). This funding assists in supporting the provision of all affordable homes delivered by the Council (new build and Empty Homes) and new builds for RSLs. PKC have, from 1st April 2024, implemented a 100% council tax surcharge on second homes, with the aim being to re-invest this money to improve housing opportunities. Page 25 of 144
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As of 1 April 2025, the balance of funds from Council Tax for the delivery of affordable housing was £4,800,000. Since 2015/16 through the delivery of new build affordable housing and Empty Homes, the Council has used funding of over £12m from the Council Tax to assist with the delivery of affordable homes. For new supply affordable homes, these funds, as well as developer contributions, are used on a case-by-case basis depending on the nature and funding position of the project. These funds have supported a number of affordable housing projects and a commitment has been made to continue to support delivery of affordable housing through this SHIP. The table below lists the projects that have been, or will be, supported with a financial contribution via this fund. Previous Delivery Site Total New Homes Organisation Year Fairfield, Perth 18 PKC / KHA 22/23 Lynedoch Road, Methven 24 PKC 22/23 Hazelwood, Blairgowrie 22/23 Lynedoch Road, Methven 17 PKC 24/25 Kinross Off the Shelf 6 PKC 24/25 Dunkeld NTS 20 PKC 24/25 Glenalmond Road, Rattray 18 PKC 25/26 Future Delivery Broich Road, Crieff Off the Shelf 12 PKC 25/26 Westpark, Blairgowrie Off the Shelf 4 PKC 25/26 East of St Cedds Road, Ballinluig 25 PKC 26/27 Captains Glen, Bridge of Earn 29 PKC 26/27 Colonsay Resource Centre, Perth 12 PKC 26/27 Balhousie Perth 46 PKC 26/27 Beechgrove, Perth 41 PKC 26/27 Captains Glen, Bridge of Earn 30 PKC 26/27 Borlich, Aberfeldy 33 PKC 27/28 Captains Glen, Bridge of Earn 30 PKC 27/28 Beyond supporting specific affordable housing projects, and the operation of PKC’s Empty Homes service, the funds are also cover some staffing costs within Housing Strategy, as well as contributions to Council Tax and Missing Shares posts. Page 26 of 144
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4.5 Housing Infrastructure Fund (HIF) The HIF funds stalled housing developments due to the excessive cost or nature of the infrastructure works required. Whilst PKC has considered use of this fund to enable some sites, none have been deemed suitable by the Scottish Government to progress. No suitable sites have been identified for HIF funding in this SHIP, however, consideration will be given as and when potential sites become known or available. 4.6 Vacant and Derelict Land Investment Programme (VDLIP) The Low Carbon Vacant and Derelict Land Investment Programme (VDLIP) offers funding to transform long-term vacant and derelict sites. However, due to the current unprecedented pressure on capital investment budgets across the public sector this fund is currently paused. There are no projects in this SHIP being funded by VDLIP, largely due to the lack of sites that fall into this category within Perth and Kinross, however regeneration is a key component of this SHIP and aligns with Housing to 2040’s ‘brownfield first’ approach. Over the course of this SHIP, we project that 334 new affordable homes can be delivered on brownfield sites, which is 27% of new build delivery over this 5-year plan. There will be 72 new affordable homes delivered on sites that are on the Vacant and Derelict Land Register. PKC have adopted a policy whereby priority is given to affordable housing as an end use, when disposing of its surplus land or buildings. This reflects the ambition to enhance the provision of affordable housing on brownfield sites and move towards achieving the LHS ambition to deliver 50% of affordable homes on brownfield sites. Whilst there are no housing sites with VDLIP funding attached to them, support was provided to a local development trust in Alyth to assist in the award of VDLIP funding for the ‘Millhaugh Phase 1’ project, which will see the redevelopment of an unused sawmill into a community space. 4.7 Rural & Islands Housing Fund (RIHF) PKCs Housing Strategy Team, alongside rural specialists Communities Housing Trust, is actively working with six Community Development Trusts to support Community-Led affordable housing and deliver new affordable homes in rural Perth & Kinross. Since 2022, PKC has undertaken a Housing Needs Assessment Programme (HNAP), delivered by CHT. To date, Housing Needs Assessments have been carried out in seven settlements across Perth & Kinross, these are: • Dunkeld and Birnam • Pitlochry • Mount Blair • Aberfeldy • Comrie • Kinloch Rannoch • Blair Atholl Page 27 of 144
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Current live projects supported by RIHF include: • 12 new affordable homes in Kinloch Rannoch, where In Principle Planning has been secured and full planning permission will be sought in October 2025 • 10 new affordable homes in Aberfeldy, where Planning Consent will be sought for in October 2025 In addition, PKC’s Housing Strategy and Communities Housing Trust are exploring several candidate sites with Pitlochry Community Action Trust, Dunkeld and Birnam Community Development Trusts and are also supporting Blair Atholl & Struan Community Council to establish a Community Development Trust or Scottish Charitable Incorporated Organisation to deliver new affordable homes Typically, RIHF funds are secured alongside other funding such as Scottish Land Fund, charitable trusts and Housing Subsidy. Community-Led housing helps address a lack of affordable homes in rural areas and aligns with the Scottish Government’s Rural & Islands Action Plan (2023). Typically, there is fewer housing sites brought forward in these locations, and small rural communities can have varying types of housing need that is often better addressed by enabling those that live and work in these communities, to deliver new, affordable homes. 4.8 Affordable Rural Homes for Key Workers Fund Up to £25 million across Scotland is being made available from the Affordable Housing Supply Programme budget over 2023 to 2028 for the Rural Key Workers Housing Fund. The funding enables local authorities and RSLs to purchase existing suitable properties in rural areas which can be rented directly or leased to employers to provide affordable homes for key workers. Opportunities to utilise this fund on bulk purchases are being explored to ensure that key workers can be housed in the areas of identified need. The updated common allocations policy in Perth and Kinross includes ‘people unable to take up a key worker job offer due to affordable housing not being available’, as a strategic need category, that provides the applicant with a high priority for re-housing. This enables access to social rented sector for key workers requiring affordable housing, where this is deemed necessary. A survey is now underway via Health and Social Care Partnership to identify areas of key worker need within the care sector and enhance the evidence base that has been accrued via the Housing Needs Assessments done in some of our rural locations. Consideration will also be given to Local Lettings Initiatives in locations where new supported housing developments are being built to ensure suitable staff resource. PKC will work with partners delivering Mid-Market Rent also to ensure that new supply can be targeted towards key workers in areas of identified need. This will be done by coordinating both with the Council’s Housing Options Service and the Health and Social Care Partnership. Page 28 of 144
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5. Affordable Housing Delivery The programme, outlined in appendix 3, is based on operating at 139% of the current RPA. This approach is taken to effectively manage slippage and the outputs listed in the table below should be considered on that basis. The table in appendix 2 contains expected delivery data for the 5-year period, and below is the headline data from that table. Financial Year Starts (including buybacks) Completions (including buybacks) 25/26 323 182 SHIP Period 26/27 – 30/31 26/27 283 270 27/28 374 333 28/29 231 302 29/30 135 329 30/31 137 186 Total 1160 1420 Yearly Average 231 284 Projecting yearly outputs can be challenging and will be subject to change, however based on current projections the LHS target of delivering 210 new affordable homes can be delivered through this SHIP period if the funding levels remain at 25/26 levels throughout the lifetime of the SHIP. However, it relies on PKC ensuring that the full RPA is drawn down each financial year and continues to support the community led housing projects that are set out below. The programme is designed so that should monies become available over and above our RPA, then we are able to claim that and bolster our outputs. 6. Connection with other LHS priorities 6.1 Empty Homes Having empty homes as an integral part of affordable housing provision ensures a coordinated approach within Perth and Kinross. The Council’s aim is to bring 135 privately owned empty properties back into use each year. The Vacant Property Team and the Private Sector Housing Team work collaboratively to deliver an Empty Homes Service that provides advice and assistance to owners of long-term empty properties and work towards set targets. The Empty Homes Service covers both residential and non-residential properties to provide a holistic approach to solving the problems caused by empty buildings. The Private Sector Housing Team works in tandem with the Housing Options Team to ensure empty homes are targeted in appropriate areas and to those in housing need. Our Empty Homes Initiative grants, administered by our Private Sector Housing Team, enable owners to upgrade or repair their properties in return for the properties being let out at Mid-Market Rent levels (below LHA rates) for a 5-year period, which both returns an empty property to use and increases the supply of affordable housing. Page 29 of 144
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These properties are let through the Rent Bond Guarantee Scheme which aims to help people access housing opportunities in the private rented sector. In 2024/25, 23 Empty Homes Initiative grants were issued to owners to repair or renovate their properties with a view to them being let out at Mid-Market Rent levels. Furthermore, through Vacant Property Feasibility Grants, funding of professional fees for owners allows them to undertake feasibility studies to enable repairing or re-purposing of their empty properties. The Scottish Government guidance on the SHIP content, specifies that we should set out an overview of the numbers of empty homes brought back into use, with the assistance of the Council, over the last three financial years. However, this is already reported yearly to Empty Homes Partnership, operated by Shelter Scotland on behalf of the Scottish Government. Though to adhere to the Scottish Government Guidance, this information is listed in appendix 4. Whilst these figures reflect the recorded empty homes being returned with assistance by PKC, they do not show the actual reduction in empty homes that has taken place over recent years. Between 2021 and 2025, there was a reduction in long term empty homes of 358. Whilst it should be noted that this number will fluctuate slightly depending on the dates in which the data is extracted, the broad trend has saw a reduction. 6.2 Gypsy Travellers Gypsy Travellers have travelled through Perth and Kinross for centuries and many have in more recent times settled within the community as residents. Perth and Kinross Council have a ‘Perth and Kinross Gypsy/Traveller Action Plan – 2023-27’, that establishes a range of outcomes it hopes to achieve, to enable the community to flourish. There are two permanent sites operated by PKC, Double Dykes and Bobbin Mill, providing 26 units of chalet-style accommodation. The two PKC sites were transferred into the HRA in 2022, which will enable planned maintenance programmes to ensure Scottish Housing Regulator standards are maintained. There are no temporary or short stay pitches on these sites and occupancy levels at these sites are typically 100%. There are also 24 pitches across 3 private sites. A major capital project at the Double Dykes site is underway to replace the 20 chalets with high-quality, energy efficient accommodation. This transformative project will not only upgrade the accommodation itself but also the services, boundaries, pathways, drainage and amenity space. PKC secured nearly £4m in funding from Scottish Government’s Gypsy/Traveller Accommodation Fund, with the remaining cost being covered by the Housing Revenue Account (HRA). The development is being done in 3 phases to minimise disruption to residents and is progressing well with a completion due this calendar year. Feasibility studies have been undertaken at Bobbin Mill to establish what improvements can be made and engagement with residents has already commenced to review these proposals and establish next steps. Page 30 of 144
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The Local Housing Strategy 2022-2027 established a need to ‘Work with Gypsy/Traveller community members to have a better understanding of their accommodation needs and preferences and explore and develop workable solutions’. This work will continue as part of the emerging Local Development Plan (LDP3) and will involve representatives from Planning and Housing establishing need to ensure that the supply of suitable sites is identified. It was however already established that a transient site was required, and so PKC undertook a site assessment appraisal via the Urban Capacity and Brownfield study, to consider the available options. Plans were then developed for the preferred site in consultation with the gypsy traveller community, and a planning application is due to be submitted soon. 6.3 Child Poverty The Council’s Child Poverty Action Report prioritises new affordable housing in areas with high child poverty. This helps those in need access quality homes, improving life chances. In 2024/25 there were 12 new properties delivered in the Scottish Index of Multiple Deprivation (SIMD) lowest quintile (lowest 20%), reflecting 11% of new build delivery. Over this 5-year SHIP, there is projected to be 160 new supply properties funded in SIMD lowest quintile (lowest 20%), which equates to 13% of new builds being given grant assistance. However, as the Child Poverty Action Plan 2023/24 highlights, the SIMD identifies deprived areas, not people, and this can be problematic for Perth and Kinross due to having substantial rural areas where poverty is dispersed. A focus on rural areas where housing costs are high is also important to alleviate pockets of child poverty, particularly those within the six recognised priority groups at greatest risk of poverty. These are, minority ethnic families, lone parent families, families with a disabled person, families with three or more children, families with children under 1, families with mothers aged 25 or under. The delivery of adapted housing is set out below, though in 2024/25, 41 of the new build properties were delivered with 3+ bedrooms, making them suitable for larger families, this equated to 38% of new build delivery. Projections for this SHIP are that 334 new build properties will be delivered suitable for larger families, which is 27% of this plan. It should be noted, that as this is a 5-year plan, some projects are further progressed than others and some do not have a finalised design. This means that the figures used are based on current plans / estimates and subject to change. Using Common Housing Register waiting list information can be difficult as applicants choose several areas for rehousing, however this data can help negotiate the housing mix for new sites to ensure larger family homes are provided where needed. Perth and Kinross Council have a Child Poverty Working Group that seeks to ensure that there is a collaborative approach to reducing child poverty within our communities. Part of this approach is identifying key areas of need, and a recent report, using a variety of data, highlighted, by school catchment, those areas most in need, or at risk of child poverty. During the lifetime of this SHIP, there is projected to be 160 new build homes delivered in the top 5 school catchment areas that are most at risk of facing child poverty. Page 31 of 144
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Achieving a reduction in child poverty is a clear aim of the Local Housing Strategy, and Strategic Housing Investment Plan. Affordable housing enables more households to have the opportunity to reduce their housing costs and free up more of their income on other essentials for their children. Beyond the provision of new supply affordable housing contained in this SHIP, PKC has • Provided 564 households with a financial payment toward their rent arrears balance, via its Tenancy Sustainment Fund • Via Citizens Advice Bureau, supported a total of 677 tenants with a financial gain of £784,052, through its Financial Inclusion Project. • Supported a total of 172 households with a spend of £29,950, via the ‘Think Yes’ budget. This fund is used by Locality Housing Teams to help meet the costs of moving into a new home. • Supported 35 households in the PRS to sustain their tenancies through the Private Sector Sustainment Fund with a spend of £37,521.24. • Provided 880 P&K households with energy efficiency and/or low carbon heating advice, via SCARF. 317 of these households were in fuel poverty, and the resulted savings, removed 9.1% of these households from fuel poverty. 6.4 Rapid Rehousing Transition Plan (RRTP) Adopted in April 2019, the PKC’s Rapid Rehousing Transition Plan (RRTP) aims to prevent homelessness and minimise its impact. It supports the Local Housing Strategy, is an integral part of the Strategic Housing Investment Plan (SHIP) and influences the delivery of the Health and Social Care Partnership’s Strategic Plan. The main objective within the RRTP is: To deliver a service which is focussed on preventing homelessness and minimising the impact of homelessness where it cannot be avoided. This is achieved by continuing to: • intervene early and prevent homelessness through enhanced advice, assistance and support. • offer and provide a route for homeless people to move directly to settled accommodation. • reduce the need for temporary accommodation and minimise the length of time people spend in temporary accommodation where it cannot be avoided. Increasing the supply of suitable affordable housing will assist in meeting the RRTP strategic aims of prevention of homelessness. It will also support the commitment to ensuring that those in housing need find the fastest route to safe and secure accommodation and help them resettle in their new homes quickly and successfully with support. Strong partnership working with Housing will ensure that new housing through the SHIP reflects the required needs of people facing homelessness. 6.5 Accessible Homes / Supported Housing Page 32 of 144
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In 2019 the Scottish Government published ‘Guidance for setting of Local Housing Strategy (LHS) targets to support the delivery of more Wheelchair Accessible housing’. Following on from this, the PKC LHS 22-27 set out a target that 10% of new build affordable homes to be wheelchair accessible or adaptable standard. In 2024/25, 1 fully wheelchair adapted property was delivered via the SHIP with 12 adapted properties suitable for older / ambulant disabled households, which was 10% of new build delivery for the year. PKC will continue to work with developers and partner RSLs at an early stage in developments to achieve this target and enhance the provision of adapted properties in the locations that they are most needed. Over the course of the 5-year SHIP, 128 fully wheelchair adapted properties will be funded, which equates to 10% of new build delivery. Achieving a target such as this can be challenging as many developments not achieving the 10% will already be in the SHIP at a progressed stage. Where this is the case, and where appropriate, an amendment to planning, or new application will be made to ensure this target is met. Off the shelf opportunities often do not come with the required contribution and so consideration needs to be given to, where possible, enhancing provision of those sites with early involvement. The current LHS 2022-27 plays a significant role in improving public health in Perth and Kinross by setting the framework for delivering accessible homes, wheelchair homes and particular models of provision such as supported accommodation for key groups. The LHS also sets the framework for enabling people to live independently and well for as long as possible through investment in property adaptations, technology, care, and support services. The Council are also open to opportunities to invest in homes that are more attractive to age in across tenures. There continues to be a need to develop projects which have adaptable features, community spaces and flexible support services, filling the gap between mainstream homes and homes for varying need. This will be particularly important in meeting the emerging needs of those in rural areas. The Council submitted a response to the Scottish Government Housing for Varying Needs (HfVN) Proposed Guidance Consultation (extended to Dec 2023), and plan to adopt new guidance subject to further revisions and publication in order to continue to meet the needs of these groups. For those who have been assessed as having care and support needs to live independently in the community, a home in the right place can be crucial. PKC’s Housing Strategy Team works closely with the Independent Living Panel (ILP), which provides an integrated approach to meeting housing, health and social care needs for those people who have been assessed as requiring support to enable them to live in the community. To ensure that appropriate accommodation can be planned for, referrals made to the ILP inform the programme of new build provision for this group including identifying suitable locations and primarily through consideration of the ‘core and cluster’ model of supported Page 33 of 144
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accommodation where a Support Provider is based in a property and provides 24/7 shared support to several individuals clustered around this. In 2023/24 a supported housing project, part funded via the SHIP, was delivered at Bertha Park, Perth by Kingdom Housing Association to meet independent living needs. Another SHIP project in Crieff, built by Hillcrest Housing Association, has just completed in 25/26. This will provide a further eight properties for individuals with support needs as well as 24/7 staff base. There are several sites in the SHIP where supported housing opportunities are being explored in collaboration with the Independent Living Panel and Housing Association partners. 6.6 Rural and Community Led Housing PKC faces unique demographic challenges due to having a large rural population and a city within its boundary. The LHS 22-27 sets out the aim that the Urban / Rural population split (53%/47%) should be reflected in new affordable housing delivery. In 2024/25, 53% of new affordable housing delivered through the SHIP was in urban areas, whereas 47% was in rural locations, and so the split directly matched the target in the LHS. This SHIP will fund 610 new affordable homes in rural areas with 646 in urban locations, which equates to a 51% / 49%. Whilst these projections do not include buybacks or new delivery supported via the Rural Housing Fund, the current projections are that the SHIP will largely reflect the urban rural split set out in the LHS 22-27. The SHIP is only one funding mechanism that can aid delivery of affordable housing. PKC’s Housing Strategy Team works closely with communities to enable Community Led Housing to be delivered through funding streams such as the ‘Rural and Islands Housing Fund (RIHF)’ and the ‘Scottish Land Fund’. These approaches not only allow greater community input into the provision of affordable homes but also reduces reliance on the main programme grant. We have supported the completion of seven Housing Needs Assessments in rural areas to identify the specific needs of these communities. We are currently enabling a number of local communities to deliver community led housing. Project Partner Planning Status RIHF Status Capacity Proposed Site Start Tenure Aberfeldy Town Hall Locus Breadalbane Trust Fully Consented Feasibility & Capital Approved 2 July 25 SR Kinloch Rannoch Rannoch Development Trust 24/00308/IPL Feasibility Costs Approved 12 Oct 25 Mixed Former Slaughterhou se Site Aberfeldy Development Trust App to be lodged Oct 25 Feasibility Costs Approved 10 Oct-25 Mixed Fishers Way, Aberfeldy Aberfeldy Development Trust Fully Consented - 3 OTS Purchase MMR Page 34 of 144
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Blair Atholl Railway Station Blar Atholl & Strauan CC - - 3 TBC TBC St Cedd's Rd, Ballinluig Communities Housing Trust App to be lodged Oct 25 - 10 Feb-26 LCHO Duntaylor Ave, Aberfeldy Aberfeldy Development Trust - - 10 Sep-27 Mixed Cuil Forestry, Aberfeldy Aberfeldy Development Trust - - 5 TBC Croft UCBS0128 & 0132, Pitlochry Pitlochry Community Action Trust - - 18 TBC Mixed UCBS0119/1 24115234, Dunkeld Dunkeld & Birnam Development Trust - - 16 TBC Mixed 6.7 City / Town Centre Living The LHS 22-27 identifies a target to deliver 53% new supply affordable housing in urban areas and 47% in rural areas, as this reflects the population split of our communities. So, whilst it is acknowledged that there is a substantial rural population, there is also a sizeable urban population with a city and a number of large towns within our boundary. Many wish to reside in town and city centre locations due to work opportunities, leisure activities, access to services etc and so a focus on town centre living can boost the local economy and community vibrancy. In this SHIP, we are projecting that 129 new affordable homes will be funded that are situated in or very near city and town centre boundaries of the Perth and Kinross, as defined in the Local Development Plan. 6.8 Energy Efficiency The Council seeks to maximise energy efficiency and reduce fuel poverty by meeting the ‘Greener’ energy efficiency standard in new builds, where practical. To meet this standard, homes must meet Section 7 Silver Standard Aspect 1 & 2 of the 2011 Building Regulations in relation to Carbon Dioxide emissions and energy for space heating, as a minimum. The standard may not be achievable in all projects, particularly where an existing building is to be redeveloped or where homes form part of a larger development for market provision or through the PKC Buyback scheme. The Council supports RSL partners to develop to ‘greener standard’ as a minimum and, where possible, to provide enhanced levels as set out within the Scottish Government’s Housing to 2040 vision. The Council has published a new Design Guide for Sustainable, Inclusive Homes – a Net Zero Approach, which aims to achieve, where possible, gold standard in energy efficiency. It must Page 35 of 144
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be acknowledged however that costs can be barrier to this, and a balance between high energy standards and ensuring a robust programme of new affordable homes is maintained. 7. Partnership Working, Consultation and Monitoring This SHIP has been developed through collaboration with the Scottish Government, RSLs, and other stakeholders such as Health and Social Care Partnership and tenants’ groups. Housing and Planning are also key partners for the development and ongoing delivery of the SHIP. PKC continues to have 6 weekly updates with the RSL partners to discuss affordable projects both current and future opportunities. These meetings bring an opportunity for partners to discuss the wider programme and strategic issues including updates from the Scottish Government, Scottish Water, the SHIP, and site prioritisation. Every 6 weeks, updates are provided to the Scottish Government on areas relating to planning, public utilities and slippage impacting current/future year funding. PKC also host an Affordable Housing Supply Programme Stakeholder meeting, which consists of Housing Strategy, Planning, RSL partners, and the Scottish Government. This involves the group discussing the current year programme alongside a range of other topics affecting the delivery of affordable housing in Perth and Kinross. This is scheduled three times throughout the year at key points. Regular contact is maintained outwith these set meetings to ensure a well-functioning programme is maintained. PKC has established an LHS Delivery Group to ensure delivery of outcomes set in the LHS. This Group feeds into the Strategic Affordable Housing Board, which provides oversight on the delivery of Perth & Kinross’s Affordable Housing Supply Programme and ensures implementation of new affordable housing objectives contained in LHS and wider national strategies. The Board comprises senior managers and officers from Housing, Planning, Property, and Finance alongside an RSL representative. In developing the SHIP 2026/27 – 2030/31, all RSLs were asked to submit project proposals for any new sites. All proposals were assessed alongside Council projects using the SHIP prioritisation Framework (see Appendix 5) and the programme was then approved by the Strategic Affordable Housing Board. As outlined above, the Perth and Kinross multi-agency Independent Living Panel (ILP) provides key information to the SHIP to enable the provision of supported housing in the most appropriate locations and in the correct form. The ILP meets monthly and is made up of over 20 members working across Housing, Health and Social Care Partnership teams. The Panel provides an integrated approach to meeting housing, health and social care needs of people who have been assessed as requiring support to enable them to live as independently as possible in their own home or within a specialist provision. The Council has frequent meetings with developers to discuss development sites and how their developments can contribute to LHS priorities through inclusion in the SHIP. PKC’s planning department also host a Housebuilders Forum to offer developers a space to discuss Page 36 of 144
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issues ongoing within the sector. PKC’s Housing Strategy Team meet once a month with planning colleagues to review and discus any issues related to the affordable housing supply programme. The private sector plays a very important role in supporting the delivery of affordable homes through affordable housing contributions on sites as well as the sale of ‘off the shelf’ properties. 8. Affordable Housing Policy The ‘Developer Contributions and Affordable Housing Supplementary Guidance’ (2023) is linked to Policy 20 in the Perth and Kinross Local Development Plan 2 (2019). It outlines the contribution developers must make towards affordable housing to enable planning applications for new residential developments to be supported. This guidance was updated in 2023 and requires new housing developments to provide a 25% affordable housing contribution on applicable sites. Applicable sites being residential developments, including conversions, consisting of 5 or more units except where the LDP varies this quota on an individual site basis, or sites of 20 units or less in the City Centre Zone The guidance outlines PKC’s sequential approach for affordable housing contribution where onsite provision is preferred, followed by offsite provision, and then a commuted sum if the first two are not possible. Housing Strategy works with developers and RSLs early on to ensure the affordable housing component meets the local housing need. 9. Prioritisation Framework All new affordable housing proposals for the SHIP are prioritised using the SHIP Prioritisation Framework (see appendix 5). This framework assesses proposals based on the Council’s strategic aims, priorities, and project deliverability. The Council balances investment decisions through a mix of Council, RSL and developer delivery, considering various affordable housing tenures to meet housing need across all the HMAs. 10. Development Constraints The SHIP has built in an overprovision of 39% to account for slippage. This ensures that if developments are delayed, there are ample sites available to spend the grant monies that are made available via Scottish Government. As noted previously, the RPA for each financial year needs to be spent within that year and so grant unspent does not roll over to next year but remains with the Scottish Government, and so development constraints can have serious effect on the programme. The construction sector has faced many challenges in recent years, including the pandemic, excessive inflation and because of the difficult economic times, there has been a number of construction companies that have went into liquidation and so those operating currently need to mitigate risk and this can mean that development progress can be slow. The private sector companies that remain continue to face many obstacles that can affect development, including: Page 37 of 144
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• market volatility in the construction sector, impacting on private sector delivery timescales. • increased energy prices. • high material prices and shortages. • shortages of labour • economic uncertainty • additional costs associated with developing in rural areas. These issues need careful management, however, they also present opportunities for affordable housing providers. Off-the-shelf opportunities with private developers are explored to increase affordable housing supply, as are 100% affordable developments. 11. Procurement Approaches PKC encourages collaborative procurement to deliver programmes effectively. The Council is part of the Scotland Excel framework and will also use the HUB framework for procuring services, where appropriate. They will also explore offsite and modern construction methods for new projects to ensure quality and speed. 12. Equalities PKC’s Impact and Value Assessment (IVA) process screens and monitors every Council proposal against statutory and non-statutory environmental, social and economic criteria. It covers a range of assessment areas including: Strategic and Resource implications, and impact assessment for Climate Change, Equality & Fairness, Child Rights & Wellbeing, Sustainable Procurement & Supply, and Strategic Environmental Assessment. This screening showed that an Equality & Fairness Impact Assessment was required as there was likely to be some positive impacts on some protected characteristic groups. A full assessment was done during the LHS process, which informs the SHIP outcomes, and so this has been referenced throughout the one done for this SHIP. 13. Strategic Environment Assessment The Strategic Environmental Assessment (Scotland) Act 2005 requires plans, programmes, and strategies to be screened for environmental impact. The SHIP, as part of the LHS, was pre-screened and found to have no or minimal environmental effects, making it exempt. The SEA Gateway has been notified. Page 38 of 144
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Appendix 2 Table 1. SHIP Period Starts / Approvals Project Name HMA RSL General Needs Specialist / Supported W/Chair Total Affordable Homes Tenure Pre-Ship Starts / Approvals 25/26 SHIP Period Starts / Approvals 26/27 27/28 28/29 29/30 30/31 Pre- SHIP 25-26 Buybacks NA PKC 40 0 0 40 SR 40 Broich Road, Crieff Strathearn KHA 47 0 5 52 SR 52 Almond Valley Phase 1, Perth Greater Perth PfP 64 0 6 70 SR / MMR 70 Broich Road, Phase 3 Strathearn KHA 25 0 0 25 MMR 25 Hatton Road, Rattray S&G HHA 33 0 5 38 Mix 38 Grewar Farm, Coupar Angus S&G PKC 44 0 5 49 SR 49 Broich Road, Crieff OTS Strathearn PKC 12 0 0 12 SR 12 Westpark, Blairgowrie OTS S&G PKC 4 0 0 4 SR 4 East of St Cedd's Road, Ballinluig Highland PKC 22 0 3 25 SR 25 Leslie Court (Conversion) Greater Perth KHA 8 0 0 8 SR 8 26/27 Buybacks NA PKC 40 0 0 40 SR 40 Stanley H30 (ph1) Greater Perth KHA 14 0 2 16 SR 16 Hawarden Terrace, Perth Greater Perth Ark 0 12 2 12 SR 12 Former Balhousie School, Perth Greater Perth PKC 41 0 4 45 SR 45 Beechgrove, Perth Greater Perth PKC 37 0 4 41 SR 41 Oudenarde Site Greater Perth HHA 37 0 4 41 SR 41 Meadows Bridge of Earn Greater Perth KHA 24 0 3 27 SR 27 Powmill Kinross- shire KHA 7 0 0 7 MMR 7 Westfields, Rattray S&G PKC/ HHA 93 0 10 103 Mix 46 57 Colonsay Resource Centre, Perth Greater Perth PKC 7 0 1 8 SR 8 7 Page 39 of 144
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Project Name HMA RSL General Needs Specialist / Supported W/Chair Total Affordable Homes Tenure Pre-Ship Starts / Approvals 25/26 SHIP Period Starts / Approvals 26/27 27/28 28/29 29/30 30/31 27/28 Buybacks NA PKC 40 0 0 40 SR 40 Scone North S&G PfP 33 0 4 37 SR/ MMR 37 Westpark Phase 1, Blairgowrie S&G KHA 66 0 7 73 SR/ MMR 73 Former Hillside Hospital, Perth Greater Perth PKC/ HHA 65 0 7 72 SR / MMR 30 42 Westpark Phase 2B S&G Ark 0 42 6 42 SR 42 Duntaylor Avenue, Aberfeldy Highland PKC 50 0 5 55 Mix 55 Captains Glen, Bridge of Earn Greater Perth PKC 81 0 8 89 SR 89 Kirkmichael S&G CHA 7 0 1 8 SR 8 28/29 Buybacks NA PKC 40 0 0 40 SR 40 Borlick Phase 1, Aberfeldy Highland PKC 23 8 4 35 SR 35 Castlemains, Auchterarder Strathearn PKC 10 0 2 12 SR 12 Drummond Arms, Crieff Strathearn PKC 27 0 3 30 SR 30 Almond Valley Phase 2, Perth Greater Perth PfP 15 0 0 15 SR 15 29/30 Buybacks 40 0 0 40 SR 40 Leisure Centre, Pitlochry Highland PKC 9 0 1 10 SR 10 Rossie Place Ph 1, Auchterarder Strathearn PKC 31 0 4 35 SR 35 Stanley H30 (ph2) Greater Perth PKC 28 0 3 31 SR 31 Pleasance Road, Coupar Angus S&G HHA 17 0 2 19 SR 19 30/31 Buybacks NA PKC 40 0 0 40 SR 40 Moncur Road, Inchture Greater Perth HHA 10 0 2 12 MMR 12 Atholl Road/Elm Court, Pitlochry Highland PKC 16 0 2 18 SR 18 Visit Scotland Office, Pitlochry Highland PKC 2 0 0 2 SR 2 Page 40 of 144
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Project Name HMA RSL General Needs Specialist / Supported W/Chair Total Affordable Homes Tenure Pre-Ship Starts / Approvals 25/26 SHIP Period Starts / Approvals 26/27 27/28 28/29 29/30 30/31 Former Crieff Primary, Crieff Strathearn PKC 27 0 0 30 SR 30 Abernethy Greater Perth PKC 35 0 4 35 SR 35 Pre-SHIP SHIP Period 1311 62 119 1483 323 283 374 231 135 137 SHIP Period Starts / Approvals – 231 Table 2. SHIP Period Completions Project Name HMA Area RSL General Needs Specialist / Supported W/chair Total Affordable Homes Tenure Pre SHIP SHIP Period Completions 25/26 26/27 27/28 28/29 29/30 30/31 Pre- SHIP 25/26 Buybacks NA PKC 40 0 0 40 SR 40 Rattray Strathmore PKC 8 0 0 8 SR 8 Bertha Park Phase 3, Perth Greater Perth KHA 36 0 5 41 SR 41 Abbeyfield, Crieff Strathearn HHA 1 8 0 9 SR 9 Wester Tomaknock, Crieff Strathearn HHA 23 0 2 25 SR 25 Dunkeld (off the shelf) Highland PKC 2 0 0 2 SR 2 Old Causeway, Kinross Kinross HHA 8 0 0 8 SR 8 Leslie Court (Conversion) Greater Perth KHA 8 0 0 8 SR 8 Forfar Road, Miegle Strathmore KHA 23 0 2 25 SR 25 Broich Road, Crieff OTS Strathearn PKC 12 0 0 12 SR 12 Page 41 of 144
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Project Name HMA Area RSL General Needs Specialist / Supported W/chair Total Affordable Homes Tenure Pre SHIP SHIP Period Completions 25/26 26/27 27/28 28/29 29/30 30/31 Westpark, Blairgowrie OTS S&G PKC 4 0 0 4 SR 4 26/27 Buybacks NA PKC 40 0 0 40 SR 40 St Andrews Street, Perth Greater Perth HHA 37 0 2 39 SR / MMR 39 Stanley H31 Greater Perth CHA 20 0 2 22 SR 22 Stanley H30 (ph1) Greater Perth KHA 14 0 2 16 SR 16 Hawarden Terrace, Perth Greater Perth Ark 0 12 2 12 SR 12 Grewar Farm, Coupar Angus S&G PKC 44 0 5 49 SR 49 Powmill Kinross KHA 7 0 0 7 MMR 7 Broich Road, Crieff Strathearn KHA 47 0 5 52 SR 52 Broich Road, Phase 3 Strathearn KHA 25 0 0 25 MMR 25 Colonsay Resource Centre, Perth Greater Perth PKC 7 0 1 8 SR 8 27/28 Buybacks NA PKC 40 0 0 40 SR 40 Oudenarde Site Greater Perth HHA 37 0 4 41 Mix 41 Hatton Road, Rattray S&G HHA 33 0 5 38 Mix 38 Almond Valley Phase 1, Perth Greater Perth PfP 64 0 6 70 SR / MMR 35 35 Former Balhousie School, Perth Greater Perth PKC 41 0 4 45 SR 45 Beechgrove, Perth Greater Perth PKC 37 0 4 41 SR 41 Westfields, Rattray S&G PKC/ HHA 93 0 10 103 Mix 33 35 35 Meadows Bridge of Earn Greater Perth KHA 24 0 3 27 SR 27 East of St Cedd's Road, Ballinluig Highland CHA 22 0 3 25 SR 25 Page 42 of 144
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Project Name HMA Area RSL General Needs Specialist / Supported W/chair Total Affordable Homes Tenure Pre SHIP SHIP Period Completions 25/26 26/27 27/28 28/29 29/30 30/31 Kirkmichael S&G CHA 7 0 1 8 SR 8 28/29 Buybacks NA PKC 40 0 0 40 SR 40 Scone North S&G PfP 38 0 4 42 Mix 42 Almond Valley Phase 2, Perth Greater Perth PfP 15 0 0 15 SR 15 Captains Glen, Bridge of Earn Greater Perth PKC 81 0 8 89 SR 30 30 29 Former Hillside Hospital, Perth Greater Perth PKC/HHA 65 0 7 72 SR / MMR 32 40 Westpark Phase 1, Blairgowrie S&G PfP 66 0 7 73 Mix 73 29/30 Buybacks NA 40 0 0 40 SR 40 Duntaylor Avenue, Aberfeldy Highland HH 50 0 5 55 Mix 55 Westpark Phase 2B S&G Ark 0 42 6 42 SR 42 Castlemains, Auchterarder Strathearn PKC 10 0 2 12 SR 12 Drummond Arms, Crieff Strathearn PKC 27 0 3 30 SR 30 Borlick Phase 1, Aberfeldy Highland PKC 23 8 4 35 SR 35 Leisure Centre, Pitlochry Highland PKC 9 0 1 10 SR 10 30/31 Buybacks NA PKC 40 0 0 40 SR 40 Moncur Road, Inchture Greater Perth HHA 10 0 2 12 MMR 12 Pleasance Road, Coupar Angus S&G HHA 17 0 2 19 SR 19 Rossie Place Ph 1, Auchterarder Strathearn PKC 31 0 4 35 SR 35 Visit Scotland Office, Pitlochry Highland PKC 2 0 0 2 SR 2 Atholl Road/Elm Court, Pitlochry Highland PKC 16 0 2 18 SR 18 Page 43 of 144
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Project Name HMA Area RSL General Needs Specialist / Supported W/chair Total Affordable Homes Tenure Pre SHIP SHIP Period Completions 25/26 26/27 27/28 28/29 29/30 30/31 Stanley H30 (ph2) Greater Perth PKC 28 0 3 31 SR 31 Pre-SHIP SHIP Period Completions 1412 70 128 1602 182 270 333 302 329 186 SHIP Period Completions – 284 per year Page 44 of 144
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Appendix 3 Table 1. SHIP Projects Grant Funding Key: Registered Social Landlord (RSL), Kingdom Housing Association (KHA), Ark Housing Association (ARK), Places for People (PfP), Hillcrest Housing Association (HHA), Perth and Kinross Council (PKC), Caledonia Housing Association (CHA). Social Rent (SR), Shared Equity (SE), Mid- Market Rent (MMR), Wheelchair adapted (WC) Site RSL Total SR SE MMR WC HMA Current SHIP New SHIP Period Total 25/26 26/27 27/28 28/29 29/30 30/31 PKC Buybacks PKC 200 200 0 0 0 Various £1,400,000 £1,400,000 £1,400,000 £1,400,000 £1,400,000 £7,000,000 Stanley H30 KHA 16 16 0 0 2 Greater Perth £1,978,000 £1,978,000 Meadows Bridge of Earn KHA 27 27 0 0 3 Greater Perth £2,500,000 £2,500,000 Scone North PfP 37 29 0 8 4 Greater Perth £2,500,000 £1,500,000 £4,000,000 Almond Valley, Perth Ph1 / Ph2 PfP 85 60 0 25 6 Greater Perth £1,700,000 £4,440,000 £786,000 £1,400,000 £6,626,000 Hawarden Terrace, Perth Ark 12 12 0 0 2 Greater Perth £1,192,380 £1,192,380 Oudenarde, Bridge of Earn HHA 41 41 0 0 4 Greater Perth £1,073,965 £2,000,000 £3,073,965 Moncur Road, Inchture HHA 12 0 0 12 2 Greater Perth £750,000 £750,000 Former Hillside Hospital, Perth HHA / PKC 72 57 0 15 7 Greater Perth £3,000,000 £2,000,000 £2,000,000 £7,000,000 St Andrew Street, Perth HHA 39 39 0 0 2 Greater Perth £2,000,000 £995,000 £995,000 Captains Glen, Bridge of Earn PKC 89 89 0 0 8 Greater Perth £3,890,000 £3,300,000 £3,366,554 £10,556,554 Former Balhousie School, Perth PKC 45 45 0 0 0 Greater Perth £2,000,000 £2,418,000 £4,418,000 Beechgrove, Perth PKC 41 41 0 0 5 Greater Perth £3,700,000 £3,700,000 Colonsay resource Centre PKC 8 8 0 0 1 Greater Perth £668,384 £668,384 Stanley H30 (ph2) PKC 31 31 0 0 3 Greater Perth £2,800,000 £2,800,000 7 Page 45 of 144
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Site RSL Total SR SE MMR WC HMA Current SHIP New SHIP Period Total 25/26 26/27 27/28 28/29 29/30 30/31 Abernethy PKC 35 35 0 0 4 Greater Perth £1,000,000 £1,000,000 Duntaylor Avenue, Aberfeldy PKC 55 55 0 0 6 Highland £2,343,000 £4,000,000 £6,343,000 Leisure Centre, Pitlochry PKC 10 10 0 0 1 Highland £835,480 £835,480 Visit Scotland Office, Pitlochry PKC 2 2 0 0 0 Highland £167,096 £167,096 Atholl Road /Elm Court, Pitlochry PKC 18 18 0 0 2 Highland £1,500,000 £1,500,000 Borlick Phase 1, Aberfeldy PKC 35 35 0 0 4 Highland £3,500,000 £3,500,000 East of St Cedd's Road, Ballinluig PKC 25 25 0 0 3 Highland £1,000,000 £2,300,000 £2,300,000 Powmill KHA 7 7 0 0 0 Kinross- shire £570,000 £570,000 Broich Road, Crieff KHA 52 52 0 0 5 Strathearn £,4,500,000 £1,700,000 £1,700,000 Rossie Place (Ph 1), Auchterarder PKC 35 35 0 0 4 Strathearn £3,350,000 £3,350,000 Castelmains, Auchterarder PKC 12 12 0 0 2 Strathearn £1,110,000 £1,110,000 Drummond Arms, Crieff PKC 30 30 0 0 0 Strathearn £2,700,000 £2,700,000 Former Crieff Primary School, Crieff PKC 30 30 0 0 3 Strathearn £2,700,000 £2,700,000 Westpark Phase 1, Blairgowrie KHA 73 34 0 39 4 Strathmore £3,000,000 £3,000,000 £2,205,214 £8,205,214 Westpark Phase 2B, Blairgowrie Ark 42 42 0 0 6 Strathmore £2,000,000 £1,800,000 £3,800,000 Page 46 of 144
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Site RSL Total SR SE MMR WC HMA Current SHIP New SHIP Period Total 25/26 26/27 27/28 28/29 29/30 30/31 Hatton Road, Rattray HHA 38 38 0 0 3 Strathmore £1,073,000 £1,800,000 £1,673,000 £3,473,000 Pleasance Road, Coupar Angus HHA 19 19 0 0 2 Strathmore £2,300,000 £2,300,000 Westfields, Rattray HHA / PKC 103 62 16 25 10 Strathmore £2,000,000 £2,200,000 £1,500,000 £3,000,000 £8,700,000 Grewars Farm, Coupar Angus PKC 42 42 0 0 4 Strathmore £1,000,000 £2,000,000 £1,500,000 £3,500,000 Kirkmichael CHA 8 8 0 0 0 Strathmore £850,000 £850,000 Total 1426 1286 16 124 112 £30,317,729 £27,560,000 £27,410,000 £23,057,248 £7,517,096 £115,862,073 RPA £16,634,000 £16,634,000 £16,634,000 £16,634,000 £16,634,000 £83,170,000 RPA plus slippage (39%) £23,121,260 £23,121,260 £23,121,260 £23,121,260 £23,121,260 £115,606,300 Table 2. SHIP Projects being grant funded by HMA (does not include buybacks) Greater Perth Highland Kinross Strathearn Strathmore 590 145 7 159 325 Table 3. SHIP Projects being funded by RSL (does not include buybacks) Perth and Kinross Council Kingdom Housing Association Places for People Hillcrest Housing Association Ark Housing Association Caledonia Housing Association 619 175 122 248 54 8 Page 47 of 144
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Appendix 4 Private Sector Empty Homes Returns The tables below relate to private properties brought back into use with help from PKC Empty Homes Service. These have been taken directly from the yearly returns local authorities need to submit to the Empty Homes Partnership, which is operated by Shelter Scotland on behalf of the Scottish Government. The varying format they are presented in is due to the manner in which the information has been supplied in the respective years. Scottish Government guidance on drafting the SHIP requires us to provide this information within the SHIP. 2024/25 Empty Homes Returns No. of properties Length of time empty 4 Less than a year 15 1-2 years 28 2-5 years 11 5-10 years 7 10+ years 28 Unknown No. of properties Route back into use 13 Let at an affordable rent 40 Owner occupier 30 Let privately 10 Unknown 2023/24 Empty Homes Returns No. of properties Length of time empty 3 Less than a year 11 1-2 years 21 2-5 years 3 5-10 years 14 10+ years 28 Unknown No. of properties Route back into use 10 Let through private sector leasing scheme 10 Let at an affordable rent 25 Owner occupier 30 Let privately 5 Sold through estate agent 2022/23 Empty Homes Returns No. of properties Length of time empty 8 Less than a year 26 1-2 years 7 Page 49 of 144
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8 2-5 years 10 5-10 years 4 10+ years 8 Unknown Page 50 of 144
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Appendix 5 Prioritisation Framework Introduction Our Prioritisation Framework provides a tool to prioritise investment, it balances the Scottish Government’s ambitions contained in Housing to 2040, and Perth and Kinross Council’s Local Housing Strategy (LHS) outcomes. Partner Housing Associations that operate in the area have been asked to submit proposals, in an agreed format, for any sites that are not currently in the SHIP that they wish to be considered for funding. The framework does not provide the only assessment of priority and the Council will continue to balance its investment decisions to ensure housing need across the Housing Market Areas is met, and that there is an appropriate split between rural/urban and greenfield/brownfield delivery, as per LHS outcomes. As achieving strategic objectives is crucial, it is essential that we ensure only those projects that can be delivered are included. For this reason, the framework operates a 2-step process, whereby a pre-screening exercise is undertaken initially, before proposals are then scored against our matrix. Pre-Screening Any sites proposed that are outwith development boundaries, as per LDP, will automatically be screened out unless they have planning consent, either outline, or detailed, or can be justified through NPF4. Any allocated housing sites in LDP will automatically be progressed to site scoring. All other sites will be considered as part of the pre-screening process, whereby a review of the site will be considered by Perth and Kinross Council’s Housing Strategy Team. This review will include a check on the sites planning history, potential site constraints, and may include discussions with Planning about the proposal. These sites will then be reviewed against the detail and scale of the project. There are 3 potential outcomes of pre-screening: 1 Progress to site scoring. 2 Refusal to score until planning consent given. 3 Agree to score though only on a reduced number of units. Agreement to proceed to site scoring is not an assurance that the site will ultimately be delivered as per the proposal, only that initial checks have been carried out to ensure that the Council have satisfied itself, based on current knowledge that there are no obvious impediments to its delivery. Proposals that do not provide a contribution to the LHS target to deliver 10% of new supply affordable housing that is wheelchair or adaptable standard, will be screened out, unless there are exceptional circumstances related to the site that make this prohibitive, and/or through agreement with Housing Strategy. This standard includes 7 Page 51 of 144
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both Wheelchair User and Older / Ambulant Disabled User standard contained in Housing for Varying Needs document. Site Scoring To ensure fairness and transparency, each proposal, unless screened out, will be scored against set criteria listed below. As noted above, whilst this is the basis for investment decisions, it cannot be the only tool that is used, as the sites selected for inclusion need to assist in achieving the LHS outcomes, and so this needs to be considered alongside site scoring. Priority 1 considers whether the proposal meets housing need. This will be assessed using different data sets, including applicant wating lists, scale of existing stock and current turnover, Housing Need and Demand Assessment (HNDA), and future supply. Priority 2 considers whether the proposal reflects a ‘brownfield first’ approach and helps bring back into use sites that would benefit the community. Priority 3 considers where the sites are on their development journey, prioritising those that are more progressed. Priority 4 considers whether the proposal will provide fully wheelchair adapted properties Priority 5 considers whether project can be cross funded and bring in alternative funding streams. Priority 6 considers how deliverable the proposals are. This is to ensure that priority is not given to sites that are unlikely to be brought forward. Priority 7 considers whether the proposal meets wider strategic priorities. Examples include provision of supported housing, regeneration projects, substantial over provision of wheelchair or adapted housing, achieving other LHS outcomes. Some elements of scoring will be a matter of fact, some will be down to professional judgment. Scoring Criteria 1. Meets Housing Need • High (3) • Medium (2) • Low (1) 2. Site attributes • Listed Building (1) • Vacant and Derelict Land Register (1) • Long term empty building (1) • Brownfield (1) • Buildings at Risk (1) Page 52 of 144
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3. Development status • Detailed planning consent (2) • Planning in principle (1) • Land acquired (1) • Allocated LDP housing site (1) 4. Includes fully wheelchair adapted housing • 10% delivery (3) • 5% delivery (2) • Less than 5% (1) 5. Can harness other funding streams e.g Rural Housing Fund (2) 6. Deliverability • High (3) • Medium (2) • Low (1) 7. Meets Wider Strategic Priorities (3) Low (1-4) Medium (5-9) High (10+) Page 53 of 144
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Housing and Social Wellbeing Committee Date of Meeting: 1 October 2025 Report Title: Culture Strategy 2023-2028 Mid-Term Review Report Number: 25/245 Report Authors: Julie Barnsley, Economic Development Officer Kirsty Easton, Team Leader Business, Place & Investment Organisational Lead: Serge Merone, Strategic Lead - Economy, Development & Planning __________________________________________________________________ 1. Purpose 1.1 The purpose of this Report is to provide an update on progress made to date on the delivery of the actions contained within the Culture Strategy 2023-2028 (Appendix 1); and to seek Committee approval for the progression of the Strategy and actions for the next 3 years. 1.2 Sections 1. Purpose 2. Recommendation(s) 3. Background and Context 4. Proposals 5. Conclusion 6. Impact Value Assessment 7. Appendices 2. Recommendations 2.1 It is recommended that the Committee notes the progress of the actions to date. 2.2 It is recommended that Committee approves the revised action plan detailed in Appendix 2 including the 3 new actions driven by Perth’s designation as a UNESCO City of Craft and Folk Art. 2.3 It is recommended that Committee approves the revised reporting structure. 8 Page 55 of 144
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2.4 It is recommended that Strategic Lead (Economy, Development and Planning) brings back annual progress reports to this Committee. 3. Background and Context 3.1 The Culture Strategy 2023-2028 aligns with Perth and Kinross Council’s Corporate Plan vision for a Perth and Kinross where everyone can live life well, free from poverty and inequality. 3.2 The creation of the Culture Strategy was led by Cultural and Community Services and was informed by the findings of the Cultural Task Force – a partnership convened by the Council in late 2020 / early 2021 in response to the Covid pandemic. The following consultations informed the content of the Culture Strategy: (i) Stakeholder and public consultations (August to October 2022). (ii) Elected members (through the Leaders’ discussions) (November 2022). (iii) Engagement with Creative Scotland and Museums Galleries Scotland (October 2022). 3.3 The Culture Strategy was submitted to Full Council by the Head of Cultural and Community Services in May 2023 when it was approved. It comprises 9 pledges, each with its own set of actions (Appendix 1). 3.4 Since the approval, progress has continued despite the significant capacity required for the delivery of Perth Museum and the need to accommodate some structural changes. Culture is now situated within Economy, Development and Planning, providing a stronger platform for both the Culture workstream and the Culture Strategy. This alignment enhances opportunities to connect cultural initiatives with the economic potential of the creative industries. 3.5 Perth and Kinross’s cultural profile and reputation are growing. This has been supported by the Council’s significant investment in cultural capital projects, including Perth Creative Exchange, Perth Museum, Perth Theatre, St Paul’s Church, and the City Centre Lighting Strategy. 3.6 Perth and Kinross’s cultural profile is strengthened by its designation in 2021 as the UK’s first and only UNESCO City of Craft and Folk Art. This prestigious recognition presents a unique opportunity to further enhance the area's reputation as a cultural destination and a hub for makers, creatives, and visitors. To capitalise on this, a dedicated UNESCO Programme Officer post has been established to lead the development and delivery of a high-impact programme of activities, ensuring the full potential of the designation is realised across Perth and Kinross. Page 56 of 144
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3.7 A Cultural Forum was established in 2022 to lead the development of the pledges which form the Culture Strategy. It is open to culture and heritage organisations, chaired by the Chief Executive of Culture Perth and Kinross and is supported by PKC Officers. Members of the Forum lead on many of the actions contained in the action plan. The Cultural Forum continues to provide opportunities for information sharing and programming discussion, and to support the delivery of the Culture Strategy. 4. Proposals 4.1 The Culture Strategy consists of 9 cultural pledges with a combined total of 56 actions. Progress to date can be found in Appendix 2. 4.2 Officers will continue to engage with the lead partner for each action to monitor progress and agree next steps and the action plan will be updated accordingly. 4.3 It is proposed that 3 new actions, which focus on Perth’s designation as a UNESCO City of Craft and Folk Art, are added into the Culture Strategy action plan and delivered over the remaining term of the Strategy: Pledge 2 We will ensure culture and heritage are integral to Placemaking decisions Proposed new action (2.4) Utilising our unique UNESCO City of Craft and Folk Art Designation as a driver to share culture and celebrate creativity within our public realm and underutilised spaces (including vacant shop units and city signage) Lead Perth UNESCO City of Craft and Folk Art, CPK, PKC Resources Existing staff resource and external funding where available Success measures • Number of public realm interventions and development of a creative pilot project situated in a vacant shop unit. • Raising awareness of our UNESCO city of Craft and Folk Art designation through city centre signage Deadline March 2028 Pledge 6 We pledge to use data and evidence collaboratively to shape programmes which are well tailored to audiences and increase participation by growing new audiences. Proposed new action (6.5) Be actively engaged in UNESCO's MONDIACULT activity to share data, cultural policy, and climate change mitigation within our cultural sector Lead Perth UNESCO City of Craft and Folk Art, CPK, PKC Resources Existing staff resource and external funding where available Success measures Perth is able to benefit from the participatory process of collecting global cultural policies and sustainable Page 57 of 144
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development, and take learnings from international examples and proven successful models Deadline March 2028 with the view of looking forward for the redevelopment of the UN Sustainable Development Goals for 2030 and the objective of the integration of culture as a stand-alone goal in the post-2030 development agenda (aligning with the Braga Manifesto) Pledge 9 We pledge to support and develop our small creative and craft businesses Proposed new action (9.7) Focus the programming of the UNESCO City of Craft and Folk Art designation on raising the profile, creating opportunities, and building relationships with local creative and craft businesses. Lead Perth UNESCO City of Craft and Folk Art, CPK, PKC Resources Existing staff resource and external funding where available Success measures Number of small creative and craft businesses engaged in new projects Deadline March 2028 4.4 The governance and reporting structure was agreed as part of the Strategy in May 2023 as follows: 1 Annual reports though the Council’s Annual Performance Report and Communities Directorate Business Management and Improvement Plan. 2 An annual update to the Community Planning Partnership and Joint Board for Health and Social Care on contribution to the 2022-2023 Local Outcomes Improvement Plan. 3 An annual Thematic Review by the Council’s Scrutiny and Performance Committee. 4.5 To align with the Council’s current committees and their respective responsibilities, it is proposed that the reporting structure be amended to the following: 1 Annual reports though the Council’s Annual Performance Report 2 Annual reports to the Housing and Social Wellbeing Committee 4.6 The Cultural Forum provides an additional channel though which the Strategy can be monitored and supported. Page 58 of 144
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5. Conclusion 5.1 There has been good progress made on the Culture Strategy by the many partners involved, as documented in Appendix 2. The opportunities to attract future investment and to grow Perth and Kinross’s reputation as a place for culture and heritage is significant, and by focusing our collective efforts on delivering the most impactful actions as proposed, the Culture Strategy can make a real contribution to realising these ambitions and contributing to the delivery of our Corporate Priorities. 6. Impact Value Assessment 6.1 This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment 7. Appendices 7.1 Appendix 1 – Cultural Strategy 2023-2028 7.2 Appendix 2 – Culture Strategy - Pledges and Actions Update Page 59 of 144
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Perth and Kinross Culture Strategy 2023-2028 A Perth and Kinross where everyone can live life well, free from poverty and inequalities 8 Page 61 of 144
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Perth and Kinross Council | Cultural Strategy 2023-20282 Perth and Kinross Council | Cultural Strategy 2023-2028 3 Contents Perth and Kinross Culture Strategy 2023-2028 1 Foreword 2 Our Story of Place Our Cultural Context Our Places and People 3 Strategic Context National and Corporate Strategic Links Key Facts Council Investment The Digital Revolution 4 Our Vision, Cultural Pledges and Action Plan 5 Strategic Enablers Customers and Audiences Resources 6 Monitoring and Governance Cultural Forum Picture Credits Cover image by Cat Gordon Inside images, with thanks to Culture Perth and Kinross, Innerpeffray Library, Perth Theatre and Concert Hall, The Scottish Crannog Centre, Strathearn Arts. Page 62 of 144
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Perth and Kinross Council | Cultural Strategy 2023-2028 5 These stories tell us – and the world – who we are. Culture is about self-expression and opens doorways to knowledge, new ideas and life chances. Culture engenders joy and pride in our sense of identity, our differences and our sense of belonging. It supports learning and skills, employability, physical and mental wellbeing, instils confidence and resilience. Our culture, in all its diversity, makes our communities vibrant and resilient. We want everyone in Perth and Kinross to have an equal chance to take part in culture and to shape our creative stories for tomorrow. Foreword1 Culture is at the heart of every community in Perth and Kinross. Culture is part of the story told by every town, village and settlement and by our city of Perth, Scotland’s first capital. Perth and Kinross Council | Cultural Strategy 2023-20284 Page 63 of 144
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Perth and Kinross Council | Cultural Strategy 2023-2028 7 Our vision for this Strategy: We will enable creative communities and outstanding creative work to thrive in Perth and Kinross, through partnership. We have an ambition to be world class as part of the wider Tay Cities Deal strategy to grow cultural tourism from the Highlands of Perthshire to Dundee, Angus and North Fife. Our cultural profile and reputation are growing through major investment and projects including the new Perth Museum, opening in 2024 as the home of the Stone of Destiny, also known as the Stone of Scone, one of the UK and Scotland’s most important cultural objects, and free to see for the first time. We also face challenges which we must address to achieve this vision. Even before the COVID-19 pandemic, traditional High Streets were declining and we must find new ways to bring people back into our city and our towns, making them inclusive, exciting places for shared cultural experiences. Our rural communities have their own distinct cultural lives and voices, and we must support their vibrancy alongside our investment in Perth as the main economic hub of our area. Alongside, the Council faces budget pressures and the cost of living is impacting on the day-to-day choices for families and individuals. We want everyone in Perth and Kinross to have continued opportunity and encouragement to be creative and to participative in culture. If we are all agreed culture matters, for our present and our future, we must be open to doing things differently. This includes partners working together closely, sharing limited resources, and overcoming silos and organisational boundaries. It also means making the most of our cultural venues and wider spaces and as a Council we have invested around £53M in cultural infrastructure over the last decade and supported our partners to lever in a further £3M+ in the last 12 months. We revenue-fund culture to a level of around £4.5M each year, with more money routed through various Council grant schemes. This Strategy links to our overarching corporate aim to make Perth and Kinross the best place in Scotland to live life well, free from poverty and inequality. Beyond that there is a national aspiration for Scotland to be a nation where everyone’s creativity is supported and celebrated. This Strategy is also intended to help partners and stakeholders with their own planning and delivery, services, and opportunities through a clearly defined set of strategic priorities, and a robust and measurable action plan. We would like to thank members of the public, key partners and stakeholders who have helped us develop this Strategy and the Year 1 Action Plan which accompanies it. Councillor Grant Laing, Leader, Perth and Kinross Council Thomas Glen, Chief Executive, Perth and Kinross Council Foreword Perth and Kinross Council | Cultural Strategy 2023-20286 Page 64 of 144
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Perth and Kinross Council | Cultural Strategy 2023-2028 9 Culture is about self-expression and opens doorways to knowledge, new ideas and life chances. Historically and culturally Perth and Kinross is the beating heart of Scotland, set in some of the most beautiful countryside in the world and linked by the Rivers Tay, Earn, Almond, Garry, and Isla. Ancient drove roads and the Wade Roads, built after the Jacobite Risings of the early 18th century, criss-cross the land, which is also rich in over 800 Scheduled Ancient Monuments and archaeological sites. The area spanning Forteviot, to the east of Perth, was known as the ‘Cradle of Scotland’ – the place where the Picts, Gaels and Scots came together in the time after the Romans left, to create the Kingdom of Alba. Geographically Perth and Kinross is the fourth largest local authority area in Scotland. Our total population of 151,000 is scattered across an area of over 2,000 square miles, a mix of urban and rural spaces. This brings challenges of how to support and foster creativity in the rural areas, where over two thirds of people live, while still developing Perth city centre as an economic hub for the wellbeing of Perth and Kinross as a whole. The COVID-19 pandemic highlighted some of these challenges, but also brought new ways of making and accessing culture too. Perth and Kinross Council has been the local authority since 1996. In 2012, Perth regained City Status and was Scotland’s seventh city. Perth College is part of the University of the Highlands and Islands (UHI), with 650 culture and creative industry students. Our Story of Place2 Perth and Kinross has a multicultural population including Gypsy Traveller, Polish and Chinese communities with long-established roots in the area, and newer communities who have settled in the area over the past decade. More than 70% of the Scottish population can be in Perth within 90 minutes, including from Dundee, Edinburgh, Stirling and Glasgow. Perth and Kinross is home to around 150,000 people. Perth and Kinross has an older population than Scotland as a whole. The number of people aged 65+ has increased significantly. 97.9% of Perth and Kinross identified as of white ethnicity, 1.3% of Asian ethnicity and 0.8% as other ethnic group. Many people in Perth and Kinross manage well but over a third of households (36%) are financially stretched or facing considerable economic challenges. 6.2% of the Perth and Kinross population live in the most deprived quintile. The majority of whom live in north/central Perth and in Rattray. Two thirds of the population of Perth and Kinross live in rural areas or small towns outside Perth. Perth and Kinross Council | Cultural Strategy 2023-20288 Page 65 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202810 Perth and Kinross Council | Cultural Strategy 2023-2028 11 Our Cultural Context Our mix of nationally recognised creative organisations who create innovative and exciting new work for and about the people of Perth and Kinross whilst bringing global artists and creative work to our doorstep makes us special. This national and internationally significant work interlinks with our homegrown talent: some of Scotland’s most significant artists, makers, writers, musicians, poets, and actors live and work here. Our museum collections speak of people who went before us, who lived and worked this land. Our pubs and villages halls which echo with our traditional music, stories, and song. The words that explain lives past, present and future. We are rich in distinct festivals that celebrate our talent, from the Neil Gow Festival in Birnam, the Soutar Scots Language and Literature Festival, Perth Festival of the Arts and Blairgowrie’s Bookmark Festival – all celebrating some of our greatest cultural figures while allowing new voices to be heard. Our communities have always been rich and diverse and this has strengthened in recent years as people from all over the world have made their home in Perth and Kinross, bringing cultural traditions and creativity. Our Gypsy Traveller communities have roots here, dating back centuries. This diversity and cultural distinctiveness, Our Places and People Perth City With a population of just under 50,000, Perth City is the main urban centre in Perth and Kinross. Small, walkable, with beautiful parks and the magnificent River Tay running through it, it has both extraordinary heritage as Scotland’s first capital and a burgeoning contemporary arts scene. Perth Concert Hall, Perth Theatre, Perth Art Gallery and the new Perth Museum plus the AK Bell Library, Scotland’s fourth busiest public library. The Council’s investment in light installations has brought to life the historic medieval vennels of Perth with new work by Nathan Coley and other Scottish/international artists across the city. The new Creative Exchange WASPS hub, opened in 2019, is home to makers and creatives who sell their products through the independent shops which flourish in the city, even if bigger chain stores have gone to the outskirts. The University of Highlands and Islands/Perth College has curriculum specialisms in music technology and other creative subjects. Culture Perth and Kinross, and Perth Theatre and Concert Hall, the independent charities which operate the theatre, concert hall, museums and libraries offer programmes across all art forms and creative learning opportunities for all ages. Other independent of all our communities and our organisations, is central to this Strategy. Within the area we have two major producing theatres, several museums of UK and national significance including Perth Museum opening in Spring 2024, the Scottish Crannog Centre and the Black Watch Museum. Our cultural venues are mostly run by charities and community-led organisations, many of which are revenue or grant- funded by the Council. Perth and Kinross Council works closely with neighbouring cities, including through the Tay Cities Deal, a £150M agreement between the UK and Scottish Governments to make the region smarter and fairer through investment in innovation, international links, and cultural tourism. organisations including Ad-Lib Arts and the Julie Young Dance School are also based in Perth and provide training for local children and young people in the performing arts. • Perth City has an area of approximately 28 square kilometres. • The latest data estimates the population of 46,184. • Between 2015 and 2020, the population has decreased by 2%. • There are a notably lower proportion of people aged 5 to 19 years and 45 years plus, and a higher proportion of young adults when compared to Perth and Kinross. Our Story of Place2 2% Population growthArea size 46,184 Population 5-19 & 45+ yrs 20+ yrs Age comparison to Perth and Kinross 28 km2 Page 66 of 144
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Perth and Kinross Council | Cultural Strategy 2023-2028 13Perth and Kinross Council | Cultural Strategy 2023-202812 Eastern Perthshire From the northern banks of the River Tay towards the mountains, Eastern Perthshire is a rural area with three towns – Blairgowrie, which has the largest population centre after Perth, Coupar Angus, and Alyth. It covers Strathmore, the Carse of Gowrie and Blairgowrie and the Glens – a large and diverse geography which is home to 38,900 people. It also has some key socio-economic challenges, driven in part by low wages from agriculture and tourism. Physical and mental wellbeing, and reducing social isolation, are important priorities for many communities in the area. It is a place of traditional storytelling, of poetry and song, of walks and outdoor living. Blairgowrie was the birthplace of Hamish Henderson, Scottish poet, songwriter, soldier and, known as the founding father of Scotland’s 20th century folk renaissance. This is an area rich in farming, which is an inspiration and resource for the social history museum collection in Alyth. The Nest in Blairgowrie is a hive of creative activity, firmly focused on the community that surrounds it. The Bookmark Festival is a cultural success story. Highland Perthshire Visiting Highland Perthshire or ‘Big Tree Country’ with its mountains, glens, huge lochs and historic towns and villages, Aberfeldy and the Victorian resort town of Pitlochry, it’s easy to see why it’s a home to musicians, makers and creatives of all kinds. The two bigger towns, Pitlochry and Aberfeldy, respectively boast the major producing theatre, Pitlochry Festival Theatre, and The Birks Cinema. The Birks is a community-owned facility which hosts music, spoken word and film festivals which attract visitors to the area as well as catering to local people. The Scottish Crannog Centre at Kenmore is expanding its site through a Community Asset Transfer and Scottish Government grant to tell the story of the Iron Age people who lived on the waters of Loch Tay. Highland Perthshire witnessed some of the most turbulent and important events in Scottish history with the stunning vista of Schiehallion, the Queen’s View at Loch Tummel, the hydro-electric dams built in the early 20th century and the traces of the 19th century Highland Clearances all part of its landscapes and stories. Perthshire Gaelic was the majority language in the Highlands (and also in Perth) until the late medieval period and native Gaelic speakers continued to live in the Highlands until very recently. • Eastern Perthshire is approximately 96 square kilometres. • Eastern Perthshire is one of the fastest growing areas in Scotland in terms of population with a population of 38,900. • From 2001-2011, the population increased by 9%. • The locality has fewer 0-19-year-olds and more people aged 65 and over compared to other localities within Perth and Kinross. • The Highland Ward covers an area of just under 224 square kilometres. • The latest data available estimates the population of the Ward as 9,217. • The Ward has an older population compared to Perth and Kinross. • Between 2015 and 2020, the population has declined by 2%. 4% Population growth 96 km2 Area size 38,900 Population 0-19 yrs 65+ yrs Age comparison to Perth and Kinross 2% Population growth 224 km2 Area size 9,217 Population older Age comparison to Perth and Kinross Our Story of Place2 Page 67 of 144
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Perth and Kinross Council | Cultural Strategy 2023-2028 15Perth and Kinross Council | Cultural Strategy 2023-202814 Almond and Earn Almond and Earn covers 32 square kilometres and has a population of about 10,000 people living in many villages. There are no major towns although parts of the area are close to Perth; culture thrives in local clubs, village halls and groups created and run by local people including a cinema club. The largest village is Abernethy with 1,400 residents. There is an independently-run museum where you can climb to the top of one of Scotland’s most unusual historic sites: Abernethy Round Tower dating from 1100 is one of only two Irish-style round towers in Scotland. • The Strathtay Ward covers an area of approximately 71 square kilometres. • The latest data available estimates the population of the Ward as 12,841. • The Ward has a notably greater percentage of people aged 15-19 years compared to Perth and Kinross. • Between 2015 and 2020, the population has grown by 3%. • The Almond and Earn Ward covers an area of approximately 32 square kilometres. • The latest data available estimates the population of the Ward is 9,495. • The Ward has a greater percentage of young people aged under 24 years and a lower percentage of people aged 60+ years compared to Perth and Kinross as a whole. • Between 2015 and 2020, the population with the Ward has grown by 6%. Strathtay In the centre of Perth and Kinross lies Strathtay, a rural area of 71 square kilometres with two bustling towns of Birnam and Dunkeld. Surrounded by stunning scenery, with the Tay at its heart, it’s no surprise that live traditional music is still a key part of community life. Birnam Arts Centre, also community-owned and managed, hosts a café, shop, gallery, and auditorium that hosts a range of events throughout the year. There are several unique homegrown festivals, including the Neil Gow Festival which celebrates the famous fiddler who set many of Burns’ songs and poems to music. The population of 13,000 has a greater percentage of people aged 15-19 years than the average in Perth and Kinross, and access to culture for this age group needs to be strengthened. 3% Population growth 71 km2 Area size 12,841 Population 15-19 yrs Age comparison to Perth and Kinross 6% Population growth 32 km2 Area size 9,495 Population -24 yrs 60+ yrs Age comparison to Perth and Kinross Our Story of Place2 Page 68 of 144
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Perth and Kinross Council | Cultural Strategy 2023-2028 17Perth and Kinross Council | Cultural Strategy 2023-202816 Strathearn and Strathallan Strathearn and Strathallan are located to the south-west of Perth with a population of 29,873. Crieff and Auchterarder are the biggest towns, surrounded by stunning mountains, lochs, and rivers. The Gleneagles Hotel, opened in 1924, and other major attractions including Crieff Hydro and Drummond Castle Gardens mean the area contributes 23% of tourism revenue to Perth and Kinross. Innerpeffray Library just outside Crieff is the oldest public lending library in the UK and its important special collections can still be studied and viewed there. The area has many active arts organisations including Strathearn Arts which is a major provider of culture in the area, a radio station (Radio Earn), regular concerts all year round and many local culture and heritage groups and classes. The area is also home to many small creative businesses who are attracted by the space available and opportunities to sell at the many craft shops and markets. • Strathearn and Strathallan covers an area of 78 square kilometres. • The latest data available estimates the population as 22,866. • The Ward has a younger age profile when compared to Perth and Kinross. • Between 2015 and 2020, the population has grown by 9%. Kinross-shire Straddling Fife and Perthshire is Kinross-shire, with a wealth of beautiful scenery and walks including Loch Leven where you can see rare birds or spot the castle where Mary Queen of Scots was held captive, inspiring Sir Walter Scott and others. The population of about 15,000 people (5,000 of whom live in Kinross) is set to grow in the next few years as house-building increases in the area. Kinross-shire is fiercely proud of its distinct cultural activities including the music played in local pubs and hotels and by young people, the orchestras and choirs that meet and engender a real sense of community. • The Kinross-shire Ward has an area of approximately 26 square kilometres. • The latest data available estimates the population of the Ward as 14,630. • The Ward comprises 10% of the total Perth and Kinross population (151,910). • The Ward has a notably lower proportion of those aged 20-39 years and a notably higher proportion aged 45-64 years compared to Perth and Kinross. • Between 2015 and 2020, the population within the Ward has grown by 8%. Over the same time period the overall population of Perth and Kinross has increased by 7%. 11% Population growth 78 km2 Area size 22,866 Population 55+ years Age comparison to Perth and Kinross 8% Population growth 26 km2 Area size 14,630 Population 20-39 yrs 45-64 yrs Age comparison to Perth and Kinross Our Story of Place2 Page 69 of 144
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Perth and Kinross Council | Cultural Strategy 2023-2028 19 National and Corporate Strategic Links Nationally, Scotland recognises the importance of culture for prosperity and wider wellbeing. The National Culture Strategy sets three ambitions: strengthening culture by enabling it to flourish; transforming the nation’s social, economic and environmental prosperity through culture; and empowering through culture, by putting communities at the heart of making culture. The latter ambition is echoed in the National Heritage Strategy, Our Place In Time, which aims to put communities at the heart of how heritage is managed, accessed and interpreted. We have also read and acknowledge the local Community Action Plans. This Strategy for Perth and Kinross aligns with these ambitions and our own corporate aim to make our area the best place in Scotland for everyone to live life well, free from poverty and inequality. Culture can and should contribute to each of our corporate priorities: • Tackling Poverty: we will set targets to reduce barriers to participation in culture, particularly considering the cost-of- living crisis. • Tackling Climate Change: as a UNESCO Creative City for Craft and Folk Art, we must adhere to the UN Sustainability Goals. We will raise awareness of these important principles amongst all our creative organisations, businesses, and artists/makers. The Strategic Context We will also work to ensure our cultural venues meet the 2030 Just Transitions target to reduce carbon emissions by 70%. • Growing a sustainable and inclusive local economy: we will support and develop our small creative businesses and industries and grow their contribution to our wider economy. Our thriving craft sector helped secure UNESCO City Status and we need to build its capacity and economic contribution to the area. • Enabling our children and young people to achieve their full potential: the next generation of artists, makers, curators, actors, musicians and more are essential for the future cultural life of our area. We will create learning, skills and employability opportunities for local young people to work in our creative sectors, with a ‘no wrong door’ approach. • Supporting and promoting physical and mental wellbeing: data and evidence consistently shows how taking part in cultural and creative activities are fundamental to physical and mental wellbeing. • Placing communities at the heart of how we work: we will support community-led culture and creativity to thrive in our rural localities, recognising its diverse needs and priorities from those of Perth City. We will make community co-creation of cultural programmes central to how we work, supporting our funded organisations to do the same. Perth and Kinross Council | Cultural Strategy 2023-202818 3 Page 70 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202820 Key Facts In developing this Strategy we have looked at the key baseline data and evidence for participation in culture. This is central to understanding how best the Council and its partners can target resources in a particularly challenging financial context in the years ahead. Some data and evidence about participation is limited, both nationally and locally. The impact of COVID-19 on participation and the financial stability of cultural organisations over the long-term is still emerging. However, there are some important key facts to highlight about cultural provision and participation in Perth and Kinross. • We have over one million cultural participations each year… • … but only 8.3% of people in our more socio-economically deprived communities participate in culture. • Before COVID-19, we welcomed nearly 150,000 UK and international tourism visitors to the area annually, who spent more than £71 million per annum. • We have more than 1,500 people working in the cultural industries in the area, which is now a UNESCO City of Craft. • Our huge rural geography makes connections with Perth City challenging and this also affects our nighttime economy. 46% of Perth and Kinross residents never visit Perth at night. • Events in Perth and Kinross provided a £19.4M economic impact in 2019-2020. Our key cultural assets are mapped on the next page. Regionwide: • Perthshire Open Studios • Perthshire Artisans The Strategic Context3 Page 71 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202822 Perth and Kinross Council | Cultural Strategy 2023-2028 23 Council Investment • Capital investment of £53M since 2012 including Perth Creative Exchange, Perth Museum, Perth Theatre, St Paul’s Church, City Centre Lighting Strategy • Annual revenue funding: - £3.3M on public libraries, archives, museums - £1.1M Perth Theatre and Concert Hall - £110K on Community Arts projects funded through Community Investment Fund, Common Good/other small grants - £100K on City Centre Cultural Events - £265K Pitlochry Festival Theatre/other third party grants New Developments Perth Museum is a £26.5M museum set to open in 2024 in the centre of Perth. The museum will tell the story of Perth and Kinross’ ancient roots through social and natural history with the iconic Stone of Destiny, also known as the Stone of Scone, at its heart. The Stone of Destiny will be free to view. There will also be an opening exhibition which will be supported by family activities and events. Perth Museum, which will be managed in partnership between Perth and Kinross Council and Culture Perth and Kinross, is supported by £10M from the UK Government as part of the Tay Cities Region Deal – a £700 million regional investment programme jointly funded by the UK and Scottish governments and regional partners. Perth Art Gallery will now focus on modern Scots through the development of art and design in the region up to the present day. The new Perth Museum in City Hall and the redeveloped Perth Art Gallery on George Street will double the amount of display space currently available in the Fair City, allowing more objects and artworks to be seen by the public than ever before, with the purpose of driving increased tourism and investment to the region. The Scottish Crannog Centre in Aberfeldy is also undergoing a major redevelopment in a new site, with the first phase expected to open in summer 2024, with further phases to follow. UNESCO City of Craft and Folk Art Perth was designated a UNESCO City of Craft in late 2021 – the only City of Craft in the UK - and in developing this Strategy we have listened to ideas from local craftspeople and makers about how to maximise all the benefits which UNESCO City Status can bring. We have also started developing links with cities across the UK and globally where we have shared ground and can exchange knowledge and skills on making our city world-class in terms of our culture and our craft. Craft in Perth and Kinross is an inclusive term that encompasses skilled makers and creators, artists and practitioners of all sorts. It includes stagecraft and the craft of songwriting and storytelling. It includes the craft of making the food and drink including gin, chocolate, whisky and tea which is internationally renowned as coming from Perth and Kinross. We have work underway to promote our craft trails and visitor itineraries including all major art venues and craft centres and to promote our local makers and craftspeople to increase their profiles nationally and internationally, including how they find new routes to selling their work. We will be working with the UNESCO network both in Scotland, to become part of the UNESCO Scotland Trail which launched in 2022 and is backed by VisitScotland, as well as with the 48 other UNESCO Cities of Craft around the world. The Strategic Context3 Page 72 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202824 Perth and Kinross Council | Cultural Strategy 2023-2028 25 Rural Cultural Hubs Culture is part of the lifeblood of rural communities. It connects people through shared experiences, social networks and it can be a vital part of the rural tourism economy. It thrives when a number of factors are in place including: • a strong Story of Place – what makes the locality culturally distinct from others? • empowered communities who are actively involved in creating and managing access to local culture and heritage; • a shared focus on the key cultural strengths and assets in the local area rather than on conflicting or duplicating initiatives. We have a strong network of community-led and wider cultural organisations, festivals and venues across Perth and Kinross. During the lifetime of this Strategy we will work with our rural areas to define their key cultural assets and shape their distinct cultural ‘brand.’ This will build stronger collaborations between community organisations, the Council and other partners to make the cultural distinctiveness of each rural area shine. Each locality is different, and together with the rapidly emerging cultural profile of Perth, they collectively bring our cultural story to life. Culture and the Economy Culture and creativity changes lives, improving educational outcomes, quality of life and opens our minds to new ideas, new people and experiences. But it does also make money and is essential to our local and national economies. Culture and creativity is a key driver for tourism in Scotland with visitors looking for new and authentic ways to engage in making and seeing art, music and theatre. In Perth and Kinross we are working together with our visitor and tourism attractions to ensure that there is a wide and varied choice of cultural activities for visitors and local residents to enjoy and participate in. The UNESCO City of Craft designation is a potential key economic driver for creativity, opening new centres for knowledge exchange, sales routes and projects with cities around the world. As the new museum opens in Perth, with ambitious income and visitor targets, we will continue to ensure that culture and creativity are central to the economic success of the area. The Digital Revolution Digital cultural offerings which have emerged during and since the COVID-19 pandemic are revolutionising how we make and access culture. They include hybrid festivals which people can attend in person or stream live online. They allowed many people to access culture for free or inexpensively from their living rooms. This has democratised culture in some ways making it accessible for people who cannot travel for whatever reason. User-generated cultural content is also a huge new aspect of how people participate in culture, with many new channels for making and disseminating it. And the digital revolution has brought challenges too. Culture is a social activity, but in-person audiences for theatre and cinema are only slowly returning to pre-pandemic levels. Ticket purchasing has changed – people are making decisions later, leaving programme and cash flow challenges for some organisations. The Strategy aims to respond to these opportunities and challenges, including supporting ways in which communities can use digital resources to make local culture and heritage accessible to more people. The Strategic Context3 Gaelic We recognise the important contribution Gaelic has made to our past, our history and our living culture, and Perth and Kinross Council will continue to support this through our Gaelic Language Plan. The Gaelic Society of Perth, established in 1880, has supported and promoted Gaelic across three centuries. The Perthshire & Angus Mòd delivered by the Aberfeldy & District branch of An Comunn Gàidhealach takes place in Aberfeldy attracting over five hundred entries annually. A range of Gaelic music, arts and literature events are included in the annual programme of events at Perth Concert Hall, Birnam Institute, Pitlochry Festival includes visits from the Fèis Rois and Fèis Spè Cèilidh Trail. Perthshire is home to two Gaelic Choirs - Aberfeldy Gaelic Choir who celebrated their 50th Birthday in 2017 and Perth Gaelic Choir who re-founded in 2012. The Royal National Mòd returned to Perth in 2022, the first time the event has been held in the area since 2004 and was a huge success, with more than 7,500 people visited the region for the festival, supporting the equivalent of about 30 full-time jobs. The total economic boost to the city and surrounding area was £2.5 million and it was estimated that a further £1m could be spent in Perth by Mòd attendees returning to the city in the future after enjoying their visit in October. Page 73 of 144
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Perth and Kinross Council | Cultural Strategy 2023-2028 27 4 Our vision for culture in Perth and Kinross is: We will enable creative communities and outstanding creative work to thrive in Perth and Kinross, through partnership. In developing this vision we engaged with communities across Perth and Kinross during 10 public consultation sessions in-person and online. We also held workshops with key cultural organisations from across the area and engaged with Creative Scotland and Museums Galleries Scotland. We asked communities to help us carry out a SWOT analysis summarising the key strengths, weaknesses, opportunities, and threats facing our current and future cultural offer. We used this information to create our high-level Cultural Pledges which will deliver the vision. Each pledge has key Actions setting out how we will achieve it in detail. In particular we have tried to reflect the different priorities and needs of our rural communities alongside the ongoing culture-led regeneration of Perth City, as the main economic hub for the area. Our Action Plan is for just one year at a time and will be reviewed regularly to ensure this Strategy is agile and relevant. Our Vision and Cultural Pledges Perth and Kinross Council | Cultural Strategy 2023-202826 Page 74 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202828 Perth and Kinross Council | Cultural Strategy 2023-2028 29 1. We will celebrate our cultural diversity and make culture in Perth and Kinross accessible for everyone. We welcome everyone here and want people to celebrate their heritage, their contemporary culture, and their home. We will do this by developing and delivering a diverse programme with our cultural partners and communities to broaden audiences and participation in culture from across the whole area too. This includes enabling digital culture to flourish; ensuring that partners and cultural organisations have strong Equalities, Diversity, and Inclusion plans in place so that together, we make Perth and Kinross welcoming and accessible for all. The cost-of-living crisis is now hitting many people, and this will increase barriers to participation for some. Where we can, we will work with partners to mitigate the cost of cultural engagement. This includes a mixture of free and paid events, maximising digital participation opportunities, and seeking additional funding from business and other sources to fund opportunities to participate. Action Lead Resources Success Measure Deadline We will continue to deliver the new Perth Museum project with a vibrant inclusive community engagement programme. Design the Year 1 opening programme and ensure all partnership relationships are in place. PKC Culture Perth and Kinross Historic Environment Scotland Existing capital, revenue and staff resources Full Business Case targets for visitor numbers delivered. Number of community engagement participants in Perth Museum programmes. 2024 public programmes planned and approved by Perth Museum Project Board. September 2023 We will support all funded partners to develop and publish their EDI Plans. PKC Equalities Existing staff resource Published EDI plans for each funded organisation. March 2024 We will launch our Invest in Culture and Sport programme to raise £5M additional funding from business/other sources to fund free and subsidised access to culture. PKC Perth City Leadership Forum Community Planning Partnership Existing staff resource £1M committed or raised in Year 1. Launch June 2023 We will support partners and local festivals to access funding enabling them to grow their digital and hybrid cultural programmes. PKC Existing staff resource PKC Digital Inclusion Fund National funding sources Number of additional cultural participations. Additional funding accessed by partners for digital participation. March 2024 - ongoing 4Our Cultural Pledges We will deliver our vision through Cultural Pledges, developed through consultation with our communities and stakeholders. Our Vision and Cultural Pledges Page 75 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202830 Perth and Kinross Council | Cultural Strategy 2023-2028 31 Action Lead Resources Success Measure Deadline Perth Theatre and Concert Hall will continue to champion diversity onstage and off, and working closely with local communities to reflect their diversity and providing opportunity for artists from diverse backgrounds to perform on our stages. Perth Theatre and Concert Hall Existing resources Programme reflects interests of local people; onstage diversity continue to develop. March 2023 - ongoing Pitlochry Festival Theatre will ensure that all audiences, artists, participants and workforce will have parity of physical access across our buildings resulting in increased employment for and increased participation by people who are disabled, deaf, living with disabilities and/or have a long-term medical condition. Pitlochry Festival Theatre Existing resources and new capital build 5% of our employment and training opportunities will be awarded to people who are disabled, deaf, living with disabilities, neurodiversity and/or a long-term medical condition. From 2023, building towards 2025 Pitlochry Festival Theatre will commission more women and people who self-define as being from one of the 9 protected characteristic groups to make work and support them in their professional development. Pitlochry Festival Theatre Existing Resources including PKC and CS funding 50% of new work commissioned will be by women and people from the other protected characteristics. From 2023, building towards 2025 Pitlochry Festival Theatre will continue to engage with refugee and asylum seeker communities from across Scotland to offer a safe environment for participatory activities and performances that speak to these new arrivals. Pitlochry Festival Theatre Existing resources including PKC and CS funding and through fundraising. Receive a Sanctuary in Arts Award. 2023 and ongoing Action Lead Resources Success Measure Deadline Scottish Crannog Centre will become a Disability Confident Leader in Spring 2023. Only by employing a diverse workforce will we be able to engage with diverse communities – we will employ a diverse workforce that represents the communities we are here to serve. Scottish Crannog Centre Existing staff resource and new staff • Gain Disability Confident Leader status. • Develop a new NPA in green woodworking and deliver its first year. • Run 6 immersive online workshops with Glasgow Association for Mental Health. • Grow our online presence with 24 podcast episodes building on the success of our pilot year. • We will launch new online content to increase accessibility, with 1 full-length documentary released in Summer on YouTube. Spring 2024 The trustees of Innerpeffray Library will develop new events and exhibitions to ensure the library is accessible to all. Innerpeffray Library Existing staff resource One exhibition per year plus Festival of reading to increase engagement September 2023 4 Our Vision and Cultural Pledges Page 76 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202832 Perth and Kinross Council | Cultural Strategy 2023-2028 33 2. We will ensure culture and heritage are integral to Placemaking decisions Culture is integral to Placemaking and how we reinvent our High Streets and public realm, making them inclusive, welcoming places for people to meet, enjoy and experience culture and feel a sense of belonging. Our High Streets were facing huge challenges before the COVID-19 pandemic, and retail is suffering further in the cost- of-living crisis. With a lack of shops to attract people into our city centres, restaurants and cafés will also suffer meaning fewer jobs, a lack of choice for local people and for tourism visitors. We already have major projects underway in Perth City and alongside we will also find new uses for vacant shops as places for temporary art installations, pop-up shops, and opportunities for our makers and creatives to sell and show their work. This work involves many partners – commercial landlords, local businesses, Council services, cultural organisations, artists and makers. Strong collaborative working will be essential to achieve our shared objective of imaginatively reinventing our High Streets for the benefit of our communities. Actions Lead Resources Success Measure Deadline Cultural Hubs – we will work with the 6 key towns across Perth and Kinross to develop their cultural USP and brand, creating a stronger cohesive cultural offer across Perth and Kinross. PKC Cultural Programmes Manager Existing staff resource Cultural USP/brand in place for all 6 towns. Shared agreement on priority cultural assets in each locality as part of Place Plans/Community Action Plans. March 2024 Establish a Culture Champions network of visitor services staff in our hotels, food and drink venues, transport hubs etc to provide consistent, clear and positive messages welcoming visitors to Perth. PKC/ Perth City Leadership Forum Chamber of Commerce TBC Number of participating organisations. Launch March 2024 Develop a range of ‘oven-ready’ proposals for vacant shop premises working with national cultural organisations, landlords, artists and makers. PKC Vacant Properties Working Group Action Plan for Vacant Properties in place. From March 2023 4 Our Vision and Cultural Pledges Page 77 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202834 Action Lead Resources Success Measure Deadline We will establish a baseline of data for cultural participation across localities. This will enable us to track progress in widening participation. PKC Existing R&D recourse plus analytical support via Creative Scotland Effective system for collating and analysing baseline data developed. Participation levels. Volunteers actively engaged in community-led culture. Launch September 2023 We will develop knowledge exchange partnerships with other areas in the UK and beyond which are developing new and best practice in community co-creation, including through our UNESCO City networks. PKC and partners Existing resources One knowledge exchange initiative per year. March 2024 – ongoing Embed community co-creation projects across all permanent and temporary displays at newly- refreshed Perth Art Gallery. Culture Perth and Kinross Existing resources Increased participation from key communities of geography and interest. April 2023 – ongoing Perth Theatre and Concert Hall will build on its community engagement programme and models to further develop onstage work with and performed by local people. Perth Theatre and Concert Hall Existing resources Community events featured in Perth Theatre and Concert Hall programme. April 2023 – ongoing Pitlochry Festival Theatre will continue to work with community organisations and people of all ages in our local communities to create work and performance opportunities. Pitlochry Festival Theatre Existing resources including PKC and CS funding Performance events in all theatre spaces and in the community. April 2023 – ongoing Through collaboration and co-creation with local community partners we will link our community and wellbeing activities to our main events programme. Strathearn Arts Existing staff resource Increased participation and engagement with new and existing community groups. March 2024 We want to ensure our cultural programmes reflect the voices of local communities by listening and understanding what communities want to see and make. This is vital to broadening participation in culture amongst communities of both geography and interest. And it is vital to supporting volunteering in local culture and heritage, something we know declined during the COVID-19 pandemic. Our partners already have strong co-created programme elements in what they do and we will support them to build on these strengths. 4 Our Vision and Cultural Pledges 3. We pledge to make co-creation with local communities central to our cultural programmes. 35 Page 78 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202836 Perth and Kinross Council | Cultural Strategy 2023-2028 37 4. We pledge to develop new partnerships locally, nationally and internationally and strengthen the ones we have, bringing significant culture and new work to local audiences. Perth and Kinross has strong ties nationally and internationally, working with partners across Scotland and the globe to make and bring the best work to the area. We will work with all our partners to strengthen and cement those ties, including with national agencies such as Creative Scotland, Museums and Galleries Scotland, Event Scotland, and Historic Environment Scotland. Additionally, we will create new collaborations and partnerships where we can, ensuring that our world class makers and creatives are seen by everyone. Action Lead Resources Success Measure Deadline Continue to build our partnership with Historic Environment Scotland and other key partners to interpret the Stone of Destiny and its move to Perth Museum. PKC Culture Perth and Kinross Existing staff resource Joint interpretation, education and marketing plans in place. March 2024 Participate in the UNESCO Scotland Cities trail and develop further UNESCO partnerships globally. PKC Existing staff resource Evidence of trail and partnerships. June 2023 Attract high-profile work to our museums and venues. Culture Perth and Kinross Existing staff and external funding through Museums Galleries Scotland, Creative Scotland etc Number of exhibitions with loans and writers appearing at festivals. April 2023 – ongoing Pitlochry Festival Theatre will continue to work in partnership and co-production with national and international venues to bring theatre work of the highest quality to Perth and Kinross. Pitlochry Festival Theatre Existing resources including PKC and CS funding The range and number of high- quality co-productions in the Artistic programme. April 2023 – ongoing 4 Our Vision and Cultural Pledges Page 79 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202838 Perth and Kinross Council | Cultural Strategy 2023-2028 39 5. We pledge to maximise spaces and places for creative activity across all our localities. During the consultation for this Strategy many communities talked about their desire for more cultural spaces and venues. However, we have a strong network of buildings from village halls to Community Campuses and schools, vacant shops, Perth College, our many existing cultural venues and other public buildings. We must maximise use of all these spaces to help broaden participation in culture and work with our communities to empower them to use and run the spaces in their areas. The Council will not be able to make further substantial investment in new cultural buildings in the years to come, so we must remove barriers to using the spaces we already have. Part of this is ensuring buildings are managed efficiently and the Council’s cultural venues meet national carbon reduction targets. Develop and identify spaces to produce work and allow creativity by end of summer 2023, with a searchable directory around studio space, exhibition space and hireable rooms for groups. Groups should also be encouraged to share space where possible, identifying where there is need in an area, where there are groups who do own space and working to find ways to share the space to reduce costs for all. Action Lead Resources Success Measure Deadline We will review PKC grants including the Community Investment Fund and Common Good to ensure criteria prioritises cultural activity which is community-led and reduces inequalities. PKC Existing staff resource Number of community-led cultural initiatives supported by PKC grants. June 2023 We will review and improve venue booking processes so all spaces can be viewed and booked via a ‘one-stop-shop’ portal and to enable shared space opportunities for smaller organisations. PKC Existing staff resource Portal established and feedback from community culture and heritage organisations. Scoping/costing by September 2023 and implementation timeline agreed We will support creative learning opportunities across a range of locations including Creative Exchange and the Maker Spaces in libraries. Culture Perth and Kinross Existing staff resource Number of workshops, users and events. April 2023 We will support upcycling and low-cost ways to make creative items including through a pilot project at AK Bell Library, working with Re:Made Crieff and through strengthened craft connections built through our UNESCO City of Craft status. Culture Perth and Kinross, PKC and others Funding from Scottish Libraries Information Council and John Lewis Circular Fund Number of users, events and workshops. April 2023 - ongoing We will work with our funded partners to ensure high quality rural and touring work is delivered across Perth and Kinross, for example, the ‘Gig on a Truck’ programme. Perth Theatre and Concert Hall Existing resource and external funds Community-led festivals and events. 2023 onwards 4 Our Vision and Cultural Pledges Page 80 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202840 Perth and Kinross Council | Cultural Strategy 2023-2028 41 6. We pledge to use data and evidence collaboratively to shape programmes which are well tailored to audiences and increase participation by growing new audiences. All our key cultural partners use data and evidence to build understanding of their own audiences. But that knowledge is not shared and developed, which would enable better integrated programmes which are well-targeted at local, UK and international audiences and build audiences for the Perth and Kinross cultural offer a as whole. This is also a key EDI issue – we need to better understand why people do not participate in culture and develop programmes which will engage and appeal to them. Horsecross Arts is developing the Perthshire Box Office to sell and market tickets for organisations across Perth and Kinross, allowing a much greater understanding of data and audiences. This will be a huge step forward. During our consultation, our key partners agreed to collaborate more on marketing and promotion of cultural programmes to achieve a bigger ‘reach’ across Perth and Kinross, Scotland and further afield, and to avoid programme clashes and duplications. This also needs to include the Council’s events planning for Perth so that collaborative opportunities which will bring more people into the city centre can be developed. Action Lead Resources Success Measure Deadline Create a Joint Programming Forum where ideas can be confidentially shared whilst enabling more effective programme and marketing decisions to be made. Include audience data-sharing protocols compliant with GDPR. PKC Cultural Forum Existing staff resource Well-integrated joint programme plans in place. Increased participation across participating venues (baseline to be established 2023-2024). Launch March 2023 Support Perth Theatre and Concert Hall to establish and embed a Perthshire Box Office. Perth Theatre and Concert Hall/PKC PKC grant funding – match funding required Growth in overall ticket sales (baseline to be established 2023/2024). April 2023 Support Cultural Forum training on data-sharing and data analysis. PKC Existing staff resource Better data-sharing between cultural organisations. March 2023 Pitlochry Festival Theatre will continue to work with The Audience Agency, TRG Arts Consultancy, Purple 7 Consultancy, audience and focus group feedback to shape our Artistic programme to increase the number and diversity of audiences and visitors to the Theatre. Pitlochry Festival Theatre Existing resources including PKC and CS funding Increase in number and diversity of people who attend the Theatre. April 2023 – ongoing 4 Our Vision and Cultural Pledges Page 81 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202842 Perth and Kinross Council | Cultural Strategy 2023-2028 43 One of the biggest threats we face is the climate emergency, but our creative people and organisations may also help find innovative answers. Perth Leadership Forum wants Perth to be known as the greenest small city in Europe and we will work with them by suggesting speakers for their conferences and cross- marketing their events. As a UNESCO City we must adhere to the UN Sustainability Goals, and we will promote these so that makers, craftspeople, and organisations as well as people who buy craft from Perth and Kinross can make decisions based on these important principals. Action Lead Resources Success Measure Deadline We will create a Carbon Emissions Reduction Plan as part of our One Culture and Sport Estate programme for all PKC owned venues to deliver the 2030 Just Transitions target. PKC PKC Corporate Asset Management Plan/Property Services 70% reduction in carbon emissions across all buildings by 2030: Year 1 target to be defined. March 2024 - ongoing Contribute to and support the smallest green city in Europe ambitions by supporting local artists and makers participate in climate change conferences and events. PKC Cultural Forum Existing staff resource Local artists and creatives represented at relevant events. Ongoing Promote knowledge of UN Sustainable Development Goals. PKC Existing staff resource Plan and deliver a social media awareness campaign. Ongoing Support culture and creative environmental initiatives in local communities. Culture Perth and Kinross Existing staff resource Number of active members. Ongoing We will promote and support the principles of the Theatre Green Book in production activity to minimise environmental impact of our onstage work. Perth Theatre and Concert Hall/other partners Existing staff resource Reduction in carbon emissions through production activity. Baseline to be set 2023-2024 We will work with Creative Carbon Scotland on using arts activity to promote active and sustainable travel opportunities to visit Perth and Kinross venues. PKC/funded partners Existing staff resource Consultation and Action Plan in place. March 2024 4 Our Vision and Cultural Pledges 7. We pledge to make culture count in tackling the climate emergency. Page 82 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202844 Perth and Kinross Council | Cultural Strategy 2023-2028 45 Action Lead Resources Success Measure Deadline Pitlochry Festival Theatre is aiming to meet the targets in the Scottish Government Climate Change Plan for non-domestic buildings. Pitlochry Festival Theatre Capital Funding • Minimum of 53% reduction in carbon emissions for the site based on electrical and gas consumption for 2018. • Minimum of 70% of heating and cooling supplied by low- carbon heating technology. • Minimum 20% reduction in heating demand (in existing conditioned areas). Working towards 2025 We will work to become the most sustainable museum in Scotland, building with resources within walking distance of the Crannog Centre. We will stock the café and shop with local and Scottish products, and minimise waste by moving to a paperless marketing strategy and introducing composting. Scottish Crannog Centre Scottish Government and Museums Galleries Scotland funding We will source 28 tonnes of reed from Tay Reedbeds Nature Reserve to be used for thatching the museum buildings. 50 tonnes of stone to come from Taymouth Castle. Turf cut from local farms. Deliver training workshops for the public and craftspeople in dry stone walling and turf building. April 2024 Strathearn Arts will be an agent of change and use the arts to inspire engagement and action on environmental challenges. Strathearn Arts Existing staff resource Embed environment as a core pillar of our strategy. March 2024 – ongoing 4 Our Vision and Cultural Pledges Page 83 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202846 Perth and Kinross Council | Cultural Strategy 2023-2028 47 8. We pledge to support young people to learn, work and grow skills through culture. The next generation of artists, makers, curators, actors, musicians, and more are essential for the future cultural life of our area. We will create learning, skills and employability opportunities for local young people to work in our creative sectors, with a ‘no wrong door’ approach. We need to make clear pathways into the creative sectors for our young people and learn from others who are doing it well, to encourage apprenticeships and work experience where possible. The new bus pass for those aged under 22 allows more chances for young people in rural areas to travel to take part in culture and related education and training. The role of Perth College and the University of the Highlands and Islands is key in this regard, so we can collectively best serve the young people who are graduating from there. 4 Our Vision and Cultural Pledges Action Lead Resources Success Measure Timescale Knowledge exchange sessions with organisations who already have successful apprenticeship schemes in place. The Scottish Crannog Centre One information session in 2023 as part of the cultural forum to encourage other organisations to use apprenticeships. End of 2023 Encourage take-up of under 22 free bus pass for young people to enable free travel. PKC Education Scottish Government Number of users of free bus pass. Ongoing Embedding the voices and perspectives of young people in the heart of Culture Perth and Kinross’ programming, events, and strategy. Culture Perth and Kinross Gannochy Trust funding Number of youth collective members each year. Starting April 2023 – ongoing Expand our Heritage Pathways programme for young people in Perth and Kinross. Culture Perth and Kinross Gannochy Trust funding Number of work and volunteer opportunities for under 26s. Number of training and awareness sessions delivered. Destinations of young people in the programme. Starting January 2023 to December 2025 We will develop our Learning and Engagement programme to support young people’s development and use of arts activity to develop skills. Perth Theatre and Concert Hall Existing staff resource Work pathways programme developed with secondary schools during 2023. 2023 We will build our initiative to develop skills in the young workforce in production and technical craft areas. Perth Theatre and Concert Hall Existing staff resource Develop ongoing programme building on success of youth arts bursaries (funding dependent). 2023 Page 84 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202848 Perth and Kinross Council | Cultural Strategy 2023-2028 49 Action Lead Resources Success Measure Timescale Pitlochry Festival Theatre will offer high- quality work experience and work placement opportunities for young people in Perth and Kinross in all departments of the Theatre. Pitlochry Festival Theatre Existing resources including PKC and CS funding Established relationships with schools and FE/HE institutions to work together to provide bespoke high-quality opportunities and work programmes. 2023 and ongoing Pitlochry Festival Theatre will continue to offer creative learning and performance opportunities for young people through creative engagement activity and hosting NT Connections annually. Pitlochry Festival Theatre Existing resources including PKC and CS funding Annual performance events including NT Connections Festival. 2023 and ongoing Blairgowrie Book Festival engage with schools via ‘Authors in Schools’ programme. Bookmark Festival Existing resources Sustain and develop the programme to provide a day of reading, writing, acting and drawing led by professionals in various primary schools in or near Blairgowrie. 2023 and ongoing 4 Our Vision and Cultural Pledges Page 85 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202850 Perth and Kinross Council | Cultural Strategy 2023-2028 51 Perth was awarded UNESCO City of Craft status in 2021 based on the heritage of the city and surrounding areas but also focussed on the future of craft which is essential to the next chapter in Perth and Kinross’ history. We have more than 1,500 makers and creators living in Perth and Kinross but overall productivity needs to grow. Craft tourism is a new driver for us, with a focus on artisan makers as well as craft food and drink. The new Creative Exchange WASPS building in Perth is already a success for makers and creatives – it is at capacity and we are supporting other groups who want to establish more makers spaces in the area where possible. We have a strong support network in Perth and Kinross including Growbiz and Elevator and we will work with them to nurture new and growing creative businesses. The Famous Grouse Centre which is located inside the Creative Exchange, has excellent facilities for makers and creators and we will work to increase the awareness of that space as well as makers spaces inside libraries across Perth and Kinross. Action Lead Resources Success Measure Timescale Develop the UNESCO brand in Perth and Kinross by supporting events and festivals across the whole area. PKC Funding identified Deliver support to a number of new and existing initiatives. 2023 onwards Increase awareness of the maker spaces in Famous Grouse and in libraries. Culture Perth and Kinross and PKC Yes New target of 410 uses of the makers space in 2023. 2023 Create Makers Drop-In nights in WASPS Creative Exchange to increase awareness of the building and the people who work there. WASPS/PKC Yes Drop-in nights introduced in February 2023 and run for six months. February to June 2023 Develop and print a Creative Perthshire map to be distributed across the whole area. Perthshire Open Studios with support from UNESCO City of Craft Yes Number of maps distributed. April 2023 onwards Support a creative/maker to make new work via a residency project, then secure funding for next year. Birnam Arts Yes Applications received and positive evaluation from the maker/ creative. Further funding secured. Completed by June 2023 Perthshire Artisans will work with UNESCO City of Craft to fund 3 Masterclasses over a 12 month period for Perthshire Artisans to further develop their business skills, inspire ambition to develop new markets and improve sustainable practices. Perthshire Artisans Yes Number of attendees. Starting January 2024 9. We pledge to support and develop our small creative and craft businesses. 4 Our Vision and Cultural Pledges Page 86 of 144
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Perth and Kinross Council | Cultural Strategy 2023-202852 Perth and Kinross Council | Cultural Strategy 2023-2028 53 In developing both this Strategy and our new Sport Strategy 2023-2028, we have identified 5 Strategic Enablers. These are key building blocks for delivering both Strategies. Customers and Audiences • Set up an integrated Young Talent programme across our key cultural and sport partners offering a range of work placements, mentoring and other opportunities and with a ‘no wrong door’ approach – by June 2023. • Create a ‘one stop shop’ online portal/App for information and booking culture, physical activity and sports activities – by March 2024. Resources • Establish a One Culture and Sport Estate programme to: - maximise usage/access for key culture and sports venues; - ensure venues are managed and operated efficiently, including through joint management arrangements; - achieve an integrated approach to reducing carbon emissions. • By June 2023. • Establish an Invest in Culture and Sport initiative: - with businesses and other partners; - to generate £5M extra investment in culture, physical activity and sports programmes over the next 5 years; - matched with existing Council investment. • For launch in June 2023. • Review the Council’s grant schemes: - including Common Good and the Community Investment Fund to ensure funding for culture and physical activity/ sport is best directed at community priorities and needs; - alongside, we will set up a one-stop shop portal for community culture and sport grants. • By March 2024 5 Strategic Enablers Page 87 of 144
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Perth and Kinross Council | Cultural Strategy 2023-2028 55 We will monitor and report progress by: • annual reports through the Council’s Corporate Annual Performance Report and Communities Directorate Business Management and Improvement Plan; • an annual update to the Community Planning Partnership and Integrated Joint Board for Health and Social Care on contribution to the 2022-2032 Local Outcomes Improvement Plan; • an annual Thematic Review by the Council’s Scrutiny and Performance Committee. This will be informed by any relevant issues identified through the Council’s Annual Governance Statement, such as the quality of community engagement on physical activity and sport. Cultural Forum The Cultural Forum is a network of key cultural organisations in Perth and Kinross. Each meeting has a focus on learning or training, joint programming, on collaboration and ideas, on potential funding applications and ensuring that everyone is working together to take marketing and communications forward. Perth and Kinross Council will support the meetings and the venue and Chair role will rotate. The Forum will also play a role in monitoring and evaluating delivery progress for the Strategy. Monitoring and Governance Perth and Kinross Council | Cultural Strategy 2023-202854 6 Page 88 of 144
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www.pkc.gov.uk (PKC Design Team - 2022007) If you or someone you know would like a copy of this document in another language or format, (on occasion, only a summary of the document will be provided in translation), this can be arranged by contacting the Customer Service Centre on 01738 475000. You can also send us a text message on 07824 498145. All Council Services can offer a telephone translation facility. Page 89 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 1 Appendix 2 Cultural Pledge 1 We will celebrate our cultural diversity and make culture in Perth and Kinross accessible for everyone. Cultural Pledge 2 We will ensure culture and heritage are integral to Placemaking decisions. Cultural Pledge 3 We pledge to make co-creation with local communities central to our cultural programmes. Cultural Pledge 4 We pledge to develop new partnerships locally, nationally and internationally and strengthen the ones we have, bringing significant culture and new work to local. Cultural Pledge 5 We pledge to maximise spaces and places for creative activity across all our localities. Cultural Pledge 6 We pledge to use data and evidence collaboratively to shape programmes which are well tailored to audiences and increase participation by growing new audiences. Cultural Pledge 7 We pledge to make culture count in tackling the climate emergency. Cultural Pledge 8 We pledge to support young people to learn, work and grow skills through culture. Cultural Pledge 9 We pledge to support and develop our small creative and craft businesses. Cultural Pledge 1 – We will celebrate our cultural diversity and make culture in Perth and Kinross accessible for everyone No. Action Lead Resource Success measure Deadline Progress update 1.1 We will continue to deliver the new Perth Museum project with a vibrant inclusive community engagement programme. Design the Year 1 opening PKC, CPK, Historic Environment Scotland Existing capital, revenue and staff resources Full Business Case targets for visitor numbers (167,000) delivered Number of community engagement participants in Perth Museum programmes. 2024 public programmes planned and September 2023. Complete. Perth Museum opened on the 30 March 2024 with a weekend of events and celebrations. By 30 November 2024 the Museum had received 210,615 visitors. The Cairncross Gallery also includes work by 6x artists commissioned to 8 Page 91 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 2 No. Action Lead Resource Success measure Deadline Progress update programme and ensure all partnership relationships are in place. approved by Perth Museum Project Board create banners/standards which tell Perthshire stories through visual art in co-creation with members of the local community as a large-scale community engagement project with links to our UNESCO City of Craft and Folk Art designation. Linking with the banners project, 6 workshops were offered alongside the museum opening programme, the workshops were held in Average Gallery and encouraged the community to engage without the threshold paralysis which may have impeded engagement with the museum itself. 1.2 We will support all funded partners to develop and publish their EDI Plans PKC Equalities Existing staff resource Published EDI plans for each funded organisation October 2026 Perth & Kinross Council update - The Equalities Strategic Forum brings together PKC and external partners. PKC's Learning Programme is available to all Forum members, and equalities learning features within this. Perth Theatre and Concert Hall update - implemented our IDEA (Inclusion, Diversity, Equality & Accessibility) plan in 2022/23, which is further supported by our comprehensive strategy until 2027/28. Starting from a position of Inclusion being fundamental to our activities, we are striving for a future in which the Page 92 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 3 No. Action Lead Resource Success measure Deadline Progress update performing arts are essential to our communities. Our commitment to IDEA is, therefore, central to all policies and processes, and by undertaking continual review and training, we monitor and are transparent about our progress. Taking a holistic approach towards embedding IDEA, our strategic objectives are to: Internally: - Attract, develop, and retain a workforce that reflects the diversity of the communities we serve. - Build a shared understanding of our obligations and support staff in adhering to best practices. - Follow and meet the goals of the Scottish Government’s Fair Work First, enabling all employees to reach their full potential. Externally: - Engage with and listen to our communities, responding to their needs and motivations. - Programme and support artists to produce work that is authentic and respectful in representing their experiences. Page 93 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 4 No. Action Lead Resource Success measure Deadline Progress update - Improve access to and increase the visibility of our work, offering multiple entryways and overcoming barriers to attendance. 1.3 We will launch our Invest in Culture and Sport programme to raise £5M additional funding from business/other sources to fund free and subsidised access to culture PKC, Perth City Leadership Forum, Community Planning Partnership Existing staff resource £1M committed or raised in Year 1 October 2026 Action to be reviewed. 1.4 We will support partners and local festivals to access funding enabling them to grow their digital and hybrid cultural programmes PKC Existing staff resource, PKC Digital Inclusion Fund, National funding sources Number of additional cultural participations. Additional funding accessed by partners for digital participation October 2026 Perth Theatre & Concert Hall update - In June 2024, through the Perthshire Box Office, Perth Theatre and Concert Hall launched our online shop PBO+. Working with artist, The Grey Hill and local playwrights, this shop is designed to incentivise people to attend live events and to enable those who are unable to visit to engage with artistic content digitally. From 2025/26, we will also sell e- books of classic theatre texts in partnership with Bloomsbury and LA Theatre Works with The Grey Hill developing AI algorithms to convert online buyers into live event bookers. Page 94 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 5 No. Action Lead Resource Success measure Deadline Progress update 1.5 Perth Theatre and Concert Hall will continue to champion diversity onstage and off, and working closely with local communities to reflect their diversity and providing opportunity for artists from diverse backgrounds to perform on our stages Perth Theatre and Concert Hall Existing resources Programme reflects interests of local people; onstage diversity continues to develop October 2028 Although our approach is to support IDEA in the broadest terms and across all protected characteristics, ongoing monitoring of audience and employee data has revealed the under-represented segments for which Perth Theatre and Concert Hall's IDEA strategy can have the most significant impact. Our priority outcomes until 2027/28 are to: Ethnicity – increase engagement from Eastern European communities by an avg. of 18% year-on-year: - To begin with, 4.7% of the local authority population are first- and second- generation Poles. However, our figures suggest that since reopening (October 2021), less than 1% of our audiences have been from the Polish community, while 3% of staff identify as such. We also know, anecdotally, that there are smaller pockets of Bulgarian, Ukrainian, Romanian and Roma communities across the region who we need to increase engagement with; - Through our current five-year focus on Developing Audiences from the Polish Diaspora, responsive pricing, promotion and programming are intended to broaden appeal amongst this group and reach other Eastern European communities Page 95 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 6 No. Action Lead Resource Success measure Deadline Progress update organically. Supporting programming partners include Friends of Bydgoszcz (Perth’s twin city), Cryptic, Ela Orleans, Filmograf, Graeae Theatre Company, the Illuminated Film Company, Nicola Werenowska and Wojtek Animation; - Working with local school, the Centrum Edukacyjne Bajka, we will target vacancies and new skills development projects, Perth Youth Theatre Production and The Collective, to their 400+ students to increase our recruitment pipeline and will collaborate with Ando Glaso to shape a new participatory project with musicians from our former Gordon Duncan Experience traditional orchestra and their youth ensemble, Zor. Sexual Orientation - increase engagement from the LGBTQIA+ community by an avg. of 13% year-on- year: - While 12.5% of staff identify as such, over 2023/24, engagement from LGBTQIA+ audiences remained stagnant at 3%. Forming a cross-organisation group, coordinated through our Employee Forum, of those with lived experience and allies, we need to understand why and work with our teams to increase reach; - As a starting point, we are doing so Page 96 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 7 No. Action Lead Resource Success measure Deadline Progress update through a new project, the three-year (minimum) Teenage Fanclub, leading to the formation of a Youth Board and working with our artists and young people to devise wider Learning & Engagement opportunities for our own-produced work including The Rainbow, Footnotes to a Rendezvous and Dance of Death; - We will also pursue new programming and development opportunities for local queer artists through Gig on a Truck and 125 Live! Three-year sponsorship from St Johnstone Football Club is confirmed, with their board planning to use this opportunity, in part, to inform their own efforts in increasing LGBTQIA+ representation in local sport. SIMD – increase engagement from areas of socio-economic deprivation by an avg. of 5% year-on-year: - 5% of staff indicate that they are from lower socio-economic backgrounds, and audiences registering on the Scottish Index of Multiple Deprivation encompass the above segments, plus couples and individuals aged 51-65, 13% of whom are based in Perthshire and young families between 26-50, 4% of whom are based in Perthshire and identify as White British; - Through our participatory projects and Page 97 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 8 No. Action Lead Resource Success measure Deadline Progress update partnerships, particularly those delivered in community settings, we have succeeded in involving more socio- and economically disadvantaged groups. However, we need to encourage cross- over public engagement with our on-stage work through the above projects and community productions; - We will increase accessibility through our Perthshire Box Office and Theatre Bus initiatives, 125 Live! will trial a Ticket Bank encouraging bookers to give the gift of tickets by donating at check-out, and across own-produced studio shows, we will use Pay What You Decide models when appropriate whilst continuing to fundraise for allocations of discounted or free tickets for mainstage productions and the Perth Concert Series. Learning & Engagement will also broaden our well- established bursary scheme across future projects; - Working with Perth UHI, NEETS Perth, local schools, and through the Scottish Government’s Developing the Young Workforce initiative, we will also target vacancies and new skills development projects whilst supporting the college’s annual scholarship programme for local employers. Page 98 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 9 No. Action Lead Resource Success measure Deadline Progress update 1.6 Pitlochry Festival Theatre will ensure that all audiences, artists, participants and workforce will have parity of physical access across our buildings resulting in increased employment for and increased participation by people who are disabled, deaf, living with disabilities and/or have a long- term medical condition. Pitlochry Festival Theatre Existing resources and new capital build 5% of our employment and training opportunities will be awarded to people who are disabled, deaf, living with disabilities, neurodiversity and/or a long-term medical condition October 2028 This is being delivered and is an ongoing activity. 1.7 Pitlochry Festival Theatre will commission more women and people who self-define as being from one of the 9 protected characteristic groups to make work and support them in their professional development. Pitlochry Festival Theatre Existing Resources including PKC and CS funding 50% of new work commissioned will be by women and people from the other protected characteristics October 2028 Achieved target in 2024. In the 2024 season, 50% of the main auditorium directors were female and 25% had a physical disability; 50% of the writers/adaptors of all the plays across the season were female; 3 out of the 8 play directors were LGBT+. The creative team was 50% male and 50% female and seven of those were from protected characteristic groups. The ensemble comprised 13 female performers and 11 male performers. 1.8 Pitlochry Festival Theatre will continue to engage with refugee and asylum seeker Pitlochry Festival Theatre Existing resources including PKC and CS Receive a Sanctuary in Arts Award October 2028 In 2024, we arranged three visits for asylum seekers and refugees to visit the Theatre, two to see the Dress Rehearsals of productions and one Page 99 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 10 No. Action Lead Resource Success measure Deadline Progress update communities from across Scotland to offer a safe environment for participatory activities and performances that speak to these new arrivals funding and through fundraising event - Light, Hope, Joy Day as part of the Refugee Festival Scotland programme. In all, we welcomed 73 refugees and asylum seekers to the Theatre. We regularly attend the International Cafe and Integrated Network meetings. 1.9 Scottish Crannog Centre will become a Disability Confident Leader in Spring 2023. Only by employing a diverse workforce will we be able to engage with diverse communities – we will employ a diverse workforce that represents the communities we are here to serve Scottish Crannog Centre Existing staff resource and new staff a) Gain Disability Confident Leader status. Spring 2024 Achieved Spring 2024. b) Develop a new NPA in green woodworking and deliver its first year. Spring 2024 Complete. This has been developed and is halfway through first year. c) Run 6 immersive online workshops with Glasgow Association for Mental Health Spring 2024 Complete February 2024. d) Grow our online presence with 24 podcast episodes building on the success of our pilot year. October 2028 Unable to progress so far due to capacity but the intention is to revisit. e) We will launch new online content to increase accessibility, with 1 full- length documentary released in Summer on YouTube. Achieved Spring 2024 Spring 2024 Complete. A full-length documentary is being worked on. ACCESS ABLE has been achieved. 1.10 The trustees of Innerpeffray Library will develop new events and exhibitions to Innerpeffray Library Existing staff resource One exhibition per year plus Festival of reading to increase engagement October 2028 The Library has produced a new exhibition annually and expanded the programme of events, including developing the Festival of Page 100 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 11 No. Action Lead Resource Success measure Deadline Progress update ensure the library is accessible to all Reading. Visitor numbers have increased and so have volunteers and the numbers of people taking part in events. Cultural Pledge 2 - We will ensure culture and heritage are integral to Placemaking decisions No. Action Lead Resource Success measure Deadline Progress update 2.1 Cultural Hubs – we will work with the 6 key towns across Perth and Kinross to develop their cultural USP and brand, creating a stronger cohesive cultural offer across Perth and Kinross PKC - Business, Place & Investment Existing staff resource Cultural USP/brand in place for all 6 towns. Shared agreement on priority cultural assets in each locality as part of Place Plans/Community Action Plans October 2028 To be progressed, linking in with other pieces of strategic work including the review of the libraries. 2.2 Establish a Culture Champions network of visitor services staff in our hotels, food and drink venues, transport hubs etc to provide consistent, clear and positive messages welcoming visitors to Perth PKC/ Chamber of Commerce TBC Number of participating organisations October 2028 To be progressed. Page 101 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 12 No. Action Lead Resource Success measure Deadline Progress update 2.3 Develop a range of ‘oven-ready’ proposals for vacant shop premises working with national cultural organisations, landlords, artists and makers PKC Vacant Properties Working Group Action Plan for Vacant Properties in place October 2028 Perth & Kinross Council update - we have projects we are keen to develop and are actively working with relevant stakeholders to help bring them to fruition. The project 'Make Room' is an oven ready project developed by Perth UNESCO City of Craft and Folk Art designed specifically for empty shops and is scalable and replicable as a case study active research project. Perth Theatre & Concert Hall update - In partnership with Jupiter Artland, Perth Theatre and Concert Hall was one of the first organisations to take over a disused shopfront on Perth High Street with Rachel McLean's MIMI. This immersive installation, with an accompanying engagement programme for 15-25 year olds, took the form of a seemingly abandoned toyshop and ran from October 2022 - January 2023. 2.4 We will share culture and celebrate creativity within our public realm and underutilised spaces (including vacant shop units) PKC / Perth UNESCO City of Craft and Folk Art (CPK) Existing staff resource and external funding where available Number of public realm interventions and development of a creative pilot project situated in a vacant shop unit October 2028 Proposed new action. Page 102 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 13 Cultural Pledge 3 - We pledge to make co-creation with local communities central to our cultural programmes No. Action Lead Resource Success measure Deadline Progress update 3.1 We will establish a baseline of data for cultural participation across localities. This will enable us to track progress in widening participation PKC Existing R&D recourse plus analytical support via Creative Scotland Effective system for collating and analysing baseline data developed. Participation levels. Volunteers actively engaged in community-led culture October 2026 Action to be reviewed. 3.2 We will develop knowledge exchange partnerships with other areas in the UK and beyond which are developing new and best practice in community co- creation, including through our UNESCO City networks PKC and partners Existing resources One knowledge exchange initiative per year October 2028 Perth is now the Chair city for the UK UNESCO Creative Cities Group (there are 13 designations across Northern Ireland, Scotland, and England) which is primarily for knowledge exchange between UNESCO Creative Cities, as well as with UNESCO HQ and UK Government. 3.3 Embed community co- creation projects across all permanent and temporary displays at newly refreshed Perth Art Gallery CPK Existing resources Increased participation from key communities of geography and interest October 2028 Community co-creation work is being reduced as part of cost saving measures within the Art Gallery. Page 103 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 14 No. Action Lead Resource Success measure Deadline Progress update 3.4 Perth Theatre and Concert Hall will build on its community engagement programme and models to further develop onstage work with and performed by local people Perth Theatre and Concert Hall Existing resources Community events featured in Perth Theatre and Concert Hall programme October 2028 Perth Youth Theatre continues to present work on the Main Stage and has been repositioned as one of Perth Theatre and Concert Hall’s core five in-house productions year-on-year. In February 2025, they will perform their first musical, Stephen Sondheim's Into the Woods, following Antigone as their first traditional play (beyond devised work) in February 2024. Also this year, as part of 125 Live!, local community groups and societies with whom we work in regular partnership, including Chansons Chamber Choir, Perth Symphony Orchestra, and Perth UHI Musical Theatre, will feature prominently alongside headline acts in our anniversary celebrations. Then, in December, accordionist Ryan Corbett will undertake a residency to develop a new participatory performance of Piazzolla's works. He will hand-pick his own (and first) tango band and work with Learning & Engagement and participants on projects such as Dance for Parkinson’s to create a mass music and dance event. 3.5 Pitlochry Festival Theatre will continue to work with community organisations Pitlochry Festival Theatre Existing resources including Performance events in all theatre spaces and in the community October 2028 The Theatre runs regular activities with performance opportunities for people of Page 104 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 15 No. Action Lead Resource Success measure Deadline Progress update and people of all ages in our local communities to create work and performance opportunities PKC and CS funding all ages from the local area. We are building relationships with local. 3.6 Through collaboration and co-creation with local community partners we will link our community and wellbeing activities to our main events programme Strathearn Arts Existing staff resource Increased participation and engagement with new and existing community groups. October 2026 1. This activity has just recently started. This has made possible with funding awarded from Creative Scotland which has enabled the creation of a new post - Community Engagement Lead. This dedicated post-holder works directly with community groups and on community projects. 2. A community focussed environmental festival is being developed with a view to this taking place in March 2026. 3. Reverb Studio is a local artist- facilitated programme for young people which is youth- led. Working with the local high school, we have worked with young people who have been identified as having experienced harassment, bullying and transphobia. We will approach The Gannochy Trust to seek Page 105 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 16 No. Action Lead Resource Success measure Deadline Progress update funding to continue this programme. Cultural Pledge 4 - We pledge to develop new partnerships locally, nationally and internationally and strengthen the ones we have, bringing significant culture and new work to local audiences. No. Action Lead Resource Success measure Deadline Progress update 4.1 Continue to build our partnership with Historic Environment Scotland and other key partners to interpret the Stone of Destiny and its move to Perth Museum PKC, CPK Existing staff resource Joint interpretation, education and marketing plans in place March 2024 Complete. The Stone is on display at Perth Museum and HES and CPK staff meet regularly. 4.2 Participate in the UNESCO Scotland Cities trail and develop further UNESCO partnerships globally CPK, PKC Existing staff resource Evidence of trail and partnerships June 2023 Complete. Perth was added to the UNESCO Scotland Trail (https://www.visitscotland.com/things-to- do/unesco-trail/perth-city-of-craft). Our UNESCO City of Craft Focal Point was voted in as the Coordinator for the UK's 13 UNESCO Creative Cities, disseminating information from the UK National Commission for UNESCO and encouraging knowledge sharing and community building between designations. A mandatory part of a UNESCO Creative City designation is Page 106 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 17 No. Action Lead Resource Success measure Deadline Progress update participation in meetings. Subnetwork meetings are when all 66 of the Craft Cities have the opportunity to meet, collaborate, share knowledge and benefit from the global network and Annual Conferences are where all 350 UNESCO Creative Cities gather to discuss global cultural and sustainable policies, strategies and projects. These meetings focus on the network as a whole - since the Focal Point has been in post (January 2024) Perth has been represented in person at all mandatory meetings. Perth worked collaboratively with fellow UNESCO City of Craft, Viljandi (Estonia) on a showcase at Viljandi Heritage Festival. This exhibition used Perth Art Gallery's collections, the cutting-edge technology in The Famous Grouse Ideas Centre and the creative mind and skillset of a local maker to create an exhibition which represented Perth's printing history, our technological advancements, and the local wealth of creativity. Displaying in Viljandi Heritage Festival meant Perth's first UCCN collaboration and was a unique platform to celebrate Perth. 4.3 Attract high-profile work to our museums and venues CPK Existing staff and external funding Number of exhibitions with loans and writers appearing at festivals October 2028 All exhibitions feature loans which have either never been seen within the region or Scotland previously or which Page 107 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 18 No. Action Lead Resource Success measure Deadline Progress update through Museums Galleries Scotland, Creative Scotland etc have not been on display for a significant time. 4.4 Pitlochry Festival Theatre will continue to work in partnership and co-production with national and international venues to bring theatre work of the highest quality to Perth and Kinros Pitlochry Festival Theatre Existing resources including PKC and CS funding The range and number of highquality co- productions in the Artistic programme October 2028 In the 2024, there were three co- productions with New Wolsey Theatre in Ipswich, OVO in St Albans and Firbrand in the Borders. The Theatre's production of A Streetcar Named Desire toured to The Lyceum, Edinburgh and Aberdeen Performing Arts, Shirely Valentine also went to The Lyceum and The Brenda Line transferred to the Traverse. Cultural Pledge 5 - We pledge to maximise spaces and places for creative activity across all our localities. No. Action Lead Resource Success measure Deadline Progress update 5.1 We will review PKC grants including the Community Investment Fund and Common Good to ensure criteria prioritises cultural activity which is community-led and reduces inequalities PKC Existing staff resource Number of community- led cultural initiatives supported by PKC grants October 2028 To be progressed. Page 108 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 19 No. Action Lead Resource Success measure Deadline Progress update 5.2 We will review and improve venue booking processes so all spaces can be viewed and booked via a ‘one-stop-shop’ portal and to enable shared space opportunities for smaller organisations. PKC Existing staff resource Portal established and feedback from community culture and heritage organisations. Scoping/costing by September 2023 and implementation timeline agreed Complete. Perth & Kinross Council update - Perthshire Box Office (PBO) has been launched following continued investment from Perth & Kinross Council (PKC). Pilot stage commenced in the summer of 2023, to the formal launch of the new website and ticketing platform in January 2024. As the exclusive ticketing platform for Perth Museum and the Stone of Destiny, the profile of PBO has been raised, attracting considerable national and international traffic (including the United States, Canada, Australia and Germany) through the website. There is a dedicated PBO team now in place, and have been working with new and existing partners to ensure that the highest level of service is being offered for their events and their customers. The team are focused on increasing customer sales, through memberships, subscription offers, bespoke set-ups and ticket bundles. They are also looking to now expand the PBO offer by exploring wider benefits for businesses in Perth & Kinross, including advertising, marketing and co-promotions. Networking Page 109 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 20 No. Action Lead Resource Success measure Deadline Progress update opportunities are also being planned, as well as recent conversations with local restaurants and accommodation providers, to explore options to build a tourist ticket ‘package’, offering a discounted rate when booking tickets via PBO. is operational. Perth Theatre & Concert Hall update - Perth Theatre and Concert Hall's Perthshire Box Office has been launched following continued investment from Perth & Kinross Council (PKC). The pilot stage commenced in the summer of 2023, and the new website and ticketing platform were officially launched in January 2024. As the exclusive ticketing platform for Perth Museum and the Stone of Destiny, PBO has raised its profile, attracting considerable national and international traffic (including from the United States, Canada, Australia, and Germany) through the website. A dedicated PBO team is now in place. They have been working with new and existing partners to ensure that the highest level of service is Page 110 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 21 No. Action Lead Resource Success measure Deadline Progress update offered for their events and customers. The team is focused on increasing customer sales through memberships, subscription offers, bespoke set-ups, and ticket bundles. In addition to PBO+, they are looking to expand the PBO offer by exploring wider benefits for businesses in Perth & Kinross, including advertising, marketing, and co- promotions. Networking opportunities are being delivered, and recent conversations with local restaurants and accommodation providers are being conducted to explore options to build a tourist ticket ‘package’, offering a discounted rate when booking tickets via PBO. 5.3 We will support creative learning opportunities across a range of locations including Creative Exchange and the Maker Spaces in libraries CPK Existing staff resource Number of workshops, users and events October 2028 The learning offer is currently being reshaped to better align with available resources. In 2023/24 there were 39,340 participants in 1,820 formal learning opportunities delivered by Culture Perth and Kinross. Over the same period there were 30,236 participants in 2,124 informal learning opportunities. For the period April 2024 - October 2024 there have been 19,624 participants in 842 formal learning opportunities Page 111 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 22 No. Action Lead Resource Success measure Deadline Progress update and 23,729 participants in 1,380 informal learning opportunities. Perth UNESCO City of Craft was successful in securing UKSPF funding to open 3 community cultural assets: a dark room, a glass kiln, and a ceramics kiln. Housed in Perth Creative Exchange, makers can learn how to use these assets paying only for what they use as opposed to high membership fees or the upfront investment of buying a kiln for personal use - increasing access to and participation in (as well as additional learning opportunities for) our cultural sector, as well as highlighting Perth Creative Exchange as a cultural venue beyond tenants. COMMUNITY ASSETS In August 2025, Perth UNESCO City of Craft launched three Community Assets in collaboration with Perth Creative Exchange. Housed in Perth Creative Exchange there is now a photography dark room, a glass kiln, and a ceramics kiln available on a pay-for-what-you-use basis to increase accessibility and access to craft facilities within Perth and Kinross. The assets increase Page 112 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 23 No. Action Lead Resource Success measure Deadline Progress update opportunities for creative and cultural learning as well as providing facilities for local makers to use to deliver creative workshops and create additional business opportunities. 5.4 We will support upcycling and low- cost ways to make creative items including through a pilot project at AK Bell Library, working with Re:Made Crieff and through strengthened craft connections built through our UNESCO City of Craft status CPK, PKC and others Funding from Scottish Libraries Information Council and John Lewis Circular Fund Number of users, events and workshops October 2026 1. The new Lend and Mend service is now established at the AK Bell Library. This provides free access to sewing machines and haberdashery to encourage people to make and mend/upcycle clothes and other fabric based items. The Libraries now have to Sustainability Officers working to promote proactive climate positive activities across all library venues. 2. Current discussions around a collaborative event at AK Bell library with UNESCO City of Craft, CPK, Social Flock and local makers which celebrates mending and upcycling - using craft techniques to keep clothes out of landfill. Aiming for summer 2025 delivery. 5.5 We will work with our funded partners to ensure high quality rural and touring work is delivered across Perth and Kinross, for Perth Theatre and Concert Hall Existing staff resource and external funds Community-led festivals and events October 2028 As before, Gig on a Truck returns in March 2025 through Perth Theatre and Concert Hall's new sponsorship with St Johnstone Football Club and will feature prominently in our 125 Live! celebrations in September. Page 113 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 24 No. Action Lead Resource Success measure Deadline Progress update example, the ‘Gig on a Truck’ programme Driven by the significant success of this project since 2021, in 2023, we devised a new site-specific programme until 2027/28. This began in partnership with Tangled Feet to deliver Murmrations on the banks of the River Tay in Dunkeld and will continue in locations across Perth & Kinross with projects including: - Red Note Ensemble performing Philip Glass’ 1000 Airplanes on the Roof at Perth Airport, Scone in spring and April Chamberlain’s The Worm Who Turned as a site-specific musical in the allotment gardens on Moncrieffe Island in autumn 2026; - Heloise Tunstall-Behrens and Tanya Auclair’s choral piece, The Swarm, in spring and Maria Braender’s music- theatre work, Telling the Bees, in autumn 2027 to mark our first Honey Harvest from the Perth Theatre beehives; - Window to Another World in partnership with Perth Concert Hall, Australia, from spring and Matthew Short’s Cairngorm Connections from autumn 2028. Page 114 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 25 Cultural Pledge 6 - We pledge to use data and evidence collaboratively to shape programmes which are well tailored to audiences and increase participation by growing new audiences No. Action Lead Resource Success measure Deadline Progress update 6.1 Create a Joint Programming Forum where ideas can be confidentially shared whilst enabling more effective programme and marketing decisions to be made. Increase audience data-sharing protocols compliant with GDPR. PKC, Cultural Forum Existing staff resource Well-integrated joint programme plans in place. Increased participation across participating venues (baseline to be established 2023-2024) October 2026 Commercial sensitivities around programming make this challenging however discussion on upcoming opportunities is included on Cultural Forum agendas. 6.2 Support Perth Theatre and Concert Hall to establish and embed a Perthshire Box Office Perth Theatre and Concert Hall / PKC PKC grant funding – match funding required Growth in overall ticket sales (baseline to be established 2023/2024) April 2023 Complete. PBO now up and running and supporting an increasing number of cultural events. 6.3 Support Cultural Forum training on data- sharing and data analysis. PKC Existing staff resource Better data-sharing between cultural organisations October 2026 Perth Theatre & Concert Hall - Through PBO and the ALEO Transformation Review, Perth Theatre and Concert Hall has offered to support further training on data-sharing and data analysis and has entered into data-sharing agreements with many of the organisations involved, plus other service providers across Perth & Kinross. Page 115 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 26 No. Action Lead Resource Success measure Deadline Progress update We have also offered evaluation training to Culture Perth & Kinross and Live Active Leisure for qualitative data, having developed a comprehensive Theory of Change framework for measuring engagement, which was implemented in April 2024. 6.4 Pitlochry Festival Theatre will continue to work with The Audience Agency, TRG Arts Consultancy, Purple 7 Consultancy, audience and focus group feedback to shape our Artistic programme to increase the number and diversity of audiences and visitors to the Theatre Pitlochry Festival Theatre Existing resources including PKC and CS funding Increase in number and diversity of people who attend the Theatre October 2028 Pitlochry Festival Theatre update- Working with The Audience Agency, TRG Arts Consultancy, Purple 7 Consultancy, Pitlochry Festival Theatre, we harness insights and learning through existing and new analysis of ticket sales trends, audience profiling and segmentation, audience feedback, and online metrics using our box office system and related communications software used by our marketing and communications team to increase ticket sales. Our audience profiling builds up a long-term picture of habits and tastes and we use post- show surveys to gather and analyse feedback from our existing audiences. We review open rates and click rates of our e-comms as well as tracking and analysing our social media campaigns to review success and engagement and to build up a long term picture of habits, tastes and opportunities to shape our programmes and increase participation. Page 116 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 27 No. Action Lead Resource Success measure Deadline Progress update Perth Theatre & Concert Hall update - The Audience Agency, TRG Arts Consultancy, Purple 7 Consultancy, audience, and focus group feedback form part of the data suite used to shape Perth Theatre and Concert Hall's Artistic Programme. We have also supported and contributed to local and national studies on the impact of regional theatres through Data Culture Change and The Audience Agency. 6.5 Actively engage in UNESCO's MONDIACULT activity to share data, cultural policy, and climate change mitigation within our cultural sector PKC/Perth UNESCO City of Craft and Folk Art (CPK) Existing staff resource and external funding where available Perth is able to benefit from the participatory process of collecting global cultural policies and sustainable development and take learnings from international examples and proven successful models October 2028 Proposed new action. Cultural Pledge 7 - We pledge to make culture count in tackling the climate emergency Page 117 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 28 No. Action Lead Resource Success measure Deadline Progress update 7.1 We will create a Carbon Emissions Reduction Plan as part of our One Culture and Sport Estate programme for all PKC owned venues to deliver the 2030 Just Transitions target PKC PKC Corporate Asset Management Plan/Property Service 70% reduction in carbon emissions across all buildings by 2030: Year 1 target to be defined October 2028 PKC - Energy management have an Estate Decarbonisation Plan to 2045 for all Council buildings (160 buildings modelled) and funding is being sought for fabric, heating systems and PV systems on these buildings. Perth Theatre & Concert Hall - Through our Environmental Sustainability Strategy until 2027/28 and the work of our Green Team, with staff representatives from every department, Perth Theatre and Concert Hall is making significant strides in reducing carbon emissions in line with Scotland’s pathway to Net Zero. To continue reducing electricity and gas consumption, sustainability efforts include upgrading Perth Concert Hall's Building Management System (BMS), investing in LED stage lighting, installing smart sockets and thermostats, bee hives on the Perth Theatre roof, and offering reusable cups on a deposit-or-donate scheme. The funds raised from these and Perth Theatre Honey, harvested in 2026/27, will contribute to future greening and community projects. Page 118 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 29 No. Action Lead Resource Success measure Deadline Progress update Our BMS at the Theatre will also be installed over 2024/25 as part of an upgrade to all systems on PKC’s properties. Combined with the Hall’s installation, these are estimated to further reduce energy consumption by about 20%. Following the renewal of recycling contracts, new waste management policies will not only decrease the amount of waste going to landfill but bring these waste contributions to 0% by 2030. We will also continue to work with PKC on improvements in maintaining infrastructure like water, electricity, and gas supplies, as well as transport routes and pedestrian access during climate emergencies. 7.2 Contribute to and support the smallest green city in Europe ambitions by supporting local artists and makers participate in climate change conferences and events PKC, Cultural Forum Existing staff resource Local artists and creatives represented at relevant events October 2028 Climate Connect initiative is intended to involve communities of place and interest in climate change discussion and actions across P&K and will reach out to local artists and makers Climate Connect Network. 7.3 Promote knowledge of UN Sustainable Development Goals PKC Existing staff resource Plan and deliver a social media awareness campaign October 2028 All UNESCO activity is undertaken with the UN Sustainable Development Goals in mind. Project '2 Miles Page 119 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 30 No. Action Lead Resource Success measure Deadline Progress update Squared' specifically works to profile the SGDs by growing and processing flax and creating a wearable garment using only resource and space within 2 miles squared of AK Bell Library - this project addresses numerous of the SDGs and was designed as a way of opening up engaging conversations about the goals and craft as a radical method of climate action. Social media reminders of UN Sustainable Development Goals via Climate Change webpages and Climate Connect 7.4 Support culture and creative environmental initiatives in local communities CPK Existing staff resource Number of active members October 2028 The Libraries now have two Sustainability Officers working to promote proactive climate positive activities across all library venues. 7.5 We will promote and support the principles of the Theatre Green Book in production activity to minimise environmental impact of our onstage work Perth Theatre and Concert Hall, other partners Existing staff resource Reduction in carbon emissions through production activity October 2028 Where Perth Theatre and Concert Hall can continue to have the most significant impact is investment in our stage infrastructure, having recently secured capital funding to upgrade our largest lighting rig in Perth Concert Hall’s Gannochy Auditorium in August 2024. This will achieve improved sustainability, enhance the audience experience, and further support our training opportunities for Production and Technical personnel, both internal and external. Page 120 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 31 No. Action Lead Resource Success measure Deadline Progress update In 2025/26, we will begin fundraising to replicate this process across our sound and AV systems, which are essential to remaining competitive in the Conference & Events market. Smaller, though still functional, electrical equipment and appliances which have worn out or slowed down due to age will continue to be replaced from our capital reserves. Appliances which are no longer fit for business purposes are now being sold to companies to be refurbished and subsequently provided to disadvantaged families, rather than being sent directly to recycling. Our commitment to environmentally friendly production methods and touring also extends to the selection of third-party bookings. We plan our own and regularly select third-party tours using greener methods of transport and will continue to work with them on logical travel. Where possible, we will not accept those who appear to be jumping around the country rather than programming venues in logical geographical order to reduce travel distances. In Page 121 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 32 No. Action Lead Resource Success measure Deadline Progress update production, sets, costumes, and prop pieces will also be built and sourced locally to reduce freight costs, with a focus on using recycled, upcycled and recyclable materials. 7.6 We will work with Creative Carbon Scotland on using arts activity to promote active and sustainable travel opportunities to visit Perth and Kinross venues PKC, Funded partners Existing staff resource Consultation and Action Plan in place October 2028 All arts events to be planned with active travel as a feature of the event promotion. 7.7 Pitlochry Festival Theatre is aiming to meet the targets in the Scottish Government Climate Change Plan for non-domestic buildings Pitlochry Festival Theatre Capital Funding a) Minimum of 53% reduction in carbon emissions for the site based on electrical and gas consumption for 2018 Working towards 2035 Working towards 2035. b) Minimum of 70% of heating and cooling supplied by low-carbon heating technology Working towards 2035 Working towards 2035. c) Minimum 20% reduction in heating demand (in existing conditioned areas) Working towards 2035 Working towards 2035. 7.8 We will work to become the most sustainable museum in Scotland, building with resources within The Scottish Crannog Centre Scottish Government and Museums Galleries a) We will source 28 tonnes of reed from Tay Reedbeds Nature Reserve to be used for thatching the museum buildings. April 2024 Complete. Page 122 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 33 No. Action Lead Resource Success measure Deadline Progress update walking distance of the Crannog Centre. We will stock the café and shop with local and Scottish products, and minimise waste by moving to a paperless marketing strategy and introducing composting Scotland funding b) 50 tonnes of stone to come from Taymouth Castle April 2024 Complete. c) Turf cut from local farms April 2024 Complete. d) deliver training workshops for the public and craftspeople in dry stone walling and turf building April 2024 Complete. 7.9 Strathearn Arts will be an agent of change and use the arts to inspire engagement and action on environmental challenges Strathearn Arts Existing staff resource Embed environment as a core pillar of our strategy October 2028 Our Environmental Policy was signed off in February 2024. Reduced staff numbers have limited capacity to implement changes so far, however what can be realistically delivered is now being looked at. As an example, newly installed lightening has had a positive impact. Some of the funding from Creative Scotland is supporting the planned environmental focussed festival. We are working with local partners to get their involvement. Cultural Pledge 8 - We pledge to support young people to learn, work and grow skills through culture Page 123 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 34 No. Action Lead Resource Success measure Deadline Progress update 8.1 Knowledge exchange sessions with organisations who already have successful apprenticeship schemes in place The Scottish Crannog Centre Not stated One information session in 2023 as part of the cultural forum to encourage other organisations to use apprenticeships End of 2023 Complete. 8.2 Encourage take-up of under 22 free bus pass for young people to enable free travel PKC Education Scottish Government Number of users of free bus pass ongoing PKC - At the instruction of the Public Transport Transformation Steering Group we have refreshed and increased our promotion of public transport in Perth and Kinross, mainly bus travel, since February. We have previously carried out visits to Kinross and Breadalbane Community Campuses where we had staff available to assist with applications, replacements and updates to cards to help pupils get access to free bus travel and Young Scot benefits. We have also previously been available at local housing office and community events for all types of NEC, including U22 travel. As it was in a rural location, the Breadalbane session helped in addressing inequalities and rural isolation for young people in this area, who may have found it difficult to get to Perth for assistance. The success of Page 124 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 35 No. Action Lead Resource Success measure Deadline Progress update this session was also down to the school who did all the groundwork in terms of sending out a survey to parents to identify pupils without nec cards and co-ordinated the year groups coming to see us on the day. At present there are no scheduled visits, but this could be something for future consideration. Perth Theatre & Concert Hall - Following our 2023/24 Transforming Audience Through Art feasibility study with Creative Carbon Scotland and complementing our environmental initiatives, Perth Theatre and Concert Hall is currently working with Stagecoach to provide free bus services for 125 Live! and subsequent high-profile events such as our annual pantomime. 8.3 Embedding the voices and perspectives of young people in the heart of Culture Perth and Kinross’ programming, events, and strategy CPK Gannochy Trust funding Number of youth collective members each year October 2028 The Youth Collective is now established and working to support Museum and Art Gallery activity. It is a group of 10 young people who meet regularly. It is funded by the Gannochy Trust and most recently the Collective delivered the first exhibition in the new temporary exhibition space at Perth Art Page 125 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 36 No. Action Lead Resource Success measure Deadline Progress update Gallery - The Fleapit Theatre - which ran from June to October 2024. 8.4 Expand our Heritage Pathways programme for young people in Perth and Kinross. CPK Gannochy Trust funding a) Number of work and volunteer opportunities for under 26s. December 2025 In 23/24 and 24/25 there were 40 work and volunteer opportunities. b) Number of training and awareness sessions delivered. December 2025 In 23/24 and 24/25 there were 8 training and awareness sessions either led or run for the under 26s. 8.5 We will develop our Learning and Engagement programme to support young people’s development and use of arts activity to develop skills Perth Theatre and Concert Hall Existing staff resource Work pathways programme developed with secondary schools during 2023. October 2028 After a departmental restructuring in 2023, Perth Theatre and Concert Hall Learning & Engagement continue to deliver and grow our range of regular, weekly classes in both music and drama for children and young people. Participants work alongside professional theatre makers and musicians to create their own work in a safe and enriching space across Perth Youth Theatre, Perth Youth Musical Theatre and the Youth Music Initiative. We also champion the further benefits the performing arts bring to people’s health and wellbeing. For adult learners, alongside Dance for Parkinson’s, PKAVS Carers’ Choir and Vocal Chord, supporting through singing those with chronic health conditions in partnership with NHS Tayside, we will establish a new project with Alzheimer’s Scotland called Here & Now in 2025/26. This will enable Page 126 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 37 No. Action Lead Resource Success measure Deadline Progress update those living with the disease and their carers the opportunity to explore artist expression through workshops and replace our previous creative writing programme for mental health, My Story, My Stage, delivered in partnership with Mindspace over the past three years. Beyond our core programme of work, in 2024/25, we established a creative hub for emerging writers, actors, directors, and producers. This has been designed to nurture our network and unite often lone workers who struggle to build a team or find new opportunities with workshops, talks and creative sessions. From 2025/26, we will also collaborate with other Scottish venues to set up further hubs, cultivating a wider sense of community across the sector. Then, over the next three years, we are expanding our Perth Youth Theatre programme with Perth Youth Theatre Production, a skills development initiative offering weekly classes for 15-18-year-olds to learn and build skills for the workplace, whether a future career in the arts or other sectors. Taught by industry Page 127 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 38 No. Action Lead Resource Success measure Deadline Progress update professionals, the classes will cover a range of disciplines, including costume, lighting, set design, and stage management. We will also create The Collective, a free programme for young people not in employment or full-time education. They will work together to develop skills in different aspects of the arts and create a piece of work based on their experiences in a challenging world. 8.6 We will build out initiative to develop skills in the young workforce in production and technical craft areas Perth Theatre and Concert Hall Existing staff resource Develop ongoing programme building on success of youth arts bursaries (funding dependent) 2023 In 2023/24, Perth Theatre and Concert Hall restructured our Technical team to create more entry-level positions for recent graduates or those who took a practical path into the industry. This promotes equality of opportunity and long-term careers in theatre. Our experienced team guides project participants and new members, facilitating their growth and providing development opportunities for existing staff. As part of the Scottish Government’s Developing the Young Workforce initiative, we also support general skills and enable alternative talent pipelines for the sector. Page 128 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 39 No. Action Lead Resource Success measure Deadline Progress update 8.7 Pitlochry Festival Theatre will offer highquality work experience and work placement opportunities for young people in Perth and Kinross in all departments of the Theatre Pitlochry Festival Theatre Existing resources, including PKC and CS funding Established relationships with schools and FE/HE institutions to work together to provide bespoke high-quality opportunities and work programmes October 2028 In 2024, the Theatre hosted 12 work placement opportunities across the Theatre departments. The Theatre has built relationships with local schools and FE Colleges and formalised the processes to ensure high quality experiences. 8.8 Pitlochry Festival Theatre will continue to offer creative learning and performance opportunities for young people through creative engagement activity and hosting NT Connections annually Pitlochry Festival Theatre Existing resources, including PKC and CS funding Annual performance events including NT Connections Festival October 2028 In 2024, the Theatre hosted NT Connections Festival for four youth theatre companies and will host 6 groups in 2025. The Theatre runs a weekly drama club at Pitlochry High School, two youth dance sessions, and runs workshops and activities in schools all of which have performance opportunities. It also runs an Early Stages group for 0-5 year olds. 8.9 Blairgowrie Book Festival engage with schools via ‘Authors in Schools’ programme Bookmark Festival Existing resource Sustain and develop the programme to provide a day of reading, writing, acting and drawing led by professionals in various primary schools in or near Blairgowrie October 2028 Each year an ‘Authors in Schools Day’ is organised by one of our committee members, Jen Geddes. She chooses one of the primary schools in or around Blairgowrie and works out a day’s activities to include the whole school. Workshops of all types are run by our invited authors - from drama groups, to storytelling and writing, and music. Over the past 12 years, we’ve involved a great many schools from Kirkmichael Page 129 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 40 No. Action Lead Resource Success measure Deadline Progress update to Coupar Angus. Next year the day will be spent at St Stephen’s in Blairgowrie. Book Trust Scotland helps to fund this through their Live Literature programme. Bookmark also awards a prize to Blairgowrie High School for a short story written by a senior pupil. This is in memory of Bookmark’s founder, Christine Findlay. We fund this ourselves. Cultural Pledge 9 - We pledge to support and develop our small creative and craft businesses. No. Action Lead Resource Success measure Deadline Progress update 9.1 Develop the UNESCO brand in Perth and Kinross by supporting events and festivals across the whole area. PKC Funding identified Deliver support to a number of new and existing initiatives October 2028 Launched in November 2024, Perth Craft News is a way of establishing a platform to highlight and amplify craft- based festivals and events, as well as local businesses and individual makers. 9.2 Increase awareness of the maker-spaces in libraries and The Famous Grouse Ideas Centre. CPK, PKC Yes New target of 410 uses of the makers space in 2023 October 2028 Following review, the maker-spaces in libraries are being consolidated. 9.3 Create Makers Drop-In nights in WASPS Creative Exchange to WASPS, PKC Yes Drop-in nights introduced in February 2023 and run for six months February to June 2023 Complete. This activity has allowed for greater opportunities for makers / creatives Page 130 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 41 No. Action Lead Resource Success measure Deadline Progress update increase awareness of the building and the people who work there and has enabled more people to engage with the building and make use of the resources. 9.4 Develop and print a Creative Perthshire map to be distributed across the whole area Perthshire Open Studios with support from UNESCO City of Craft Yes Number of maps distributed October 2026 This activity to be reviewed (paused for 2025/26). 9.5 Support a creative/maker to make new work via a residency project, then secure funding for next year Birnam Arts Yes a) Applications received and positive evaluation from the maker/ creative b) Further funding secured Complete by June 2023 Complete. For our 2023 artist in residence (AiR) call out, we targeted artists having to balance their care responsibilities with their practice. Everyone who applied fitted the requirement – 16 people applied who are caring for partners, parents or young children. We chose Jessica Ramm (fine art performance, printmaking, sculpture, multimedia) because of her strong application, her work being risk taking, high end, with a strong sense of excellence and who is rapidly becoming acclaimed. Throughout the residency, Jessica explored working with local rocks, considering their implication of time, vibration and layers of experience. Her proposal was in tune with our environment curatorial line, engaging with the local landscape. Jessica lives locally (within 20 miles of Birnam) and Page 131 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 42 No. Action Lead Resource Success measure Deadline Progress update at the time of the residency was a new mum with an 8 month old baby. She was breastfeeding so we bought a fridge to enable her to express and store her breastmilk, following Scottish Government guidelines on how to support a breastfeeding mother. Although there is no expectation of a finished outcome for our AiR opportunities, Jessica carried out research and development work for a sonic art piece which enabled her to create a finished piece which she presented at the DUSK Art Festival, 18- 21 June 2023 in Lisbon, Portugal. Jessica expressed interest in bringing the ‘rock concert’ to Birnam – and accepted a solo exhibition at BA from 27 April - 2 June 2024, where she performed a site-specific scratch ‘rock concert’ and presented a series of new screen prints and collages. We continue to keep in touch with Jessica and recently connected her with Dr Louisa Preston from Stirling University (who exhibited at BA between 19 Oct- 24 Nov 2024) in line with Louisa’s academic research around zines. In terms of AiR legacy, we received funding for two AiRs in 2024 (and two more again in 2025) via the Creative Scotland Open Fund. Page 132 of 144
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Culture Strategy 2023-28, Mid-Term Review Culture Pledges and Actions - updates 43 No. Action Lead Resource Success measure Deadline Progress update 9.6 Perthshire Artisans will work with UNESCO City of Craft to fund 3 Masterclasses over a 12-month period for Perthshire Artisans to further develop their business skills, inspire ambition to develop new markets and improve sustainable practices. Perthshire Artisans Yes Number of attendees October 2026 As of November 2024, UNESCO City of Craft teamed up with Perthshire Artistans to produce a sponsored article in We Are Makers magazine which is distributed worldwide, featuring a local glassmaker. We are also in discussions around supporting sponsored Perthshire Artisans memberships for emerging makers. In October 2024, we launched a database survey to collect information on local makers who are interested in delivering craft-based workshops, though this was open publicly and not just within the Perthshire Artisans membership. 9.7 Raise the profile, create opportunities, and build relationships with local creative and craft businesses. PKC/Perth UNESCO City of Craft and Folk Art (CPK) Existing staff resource and external funding where available Number of small creative and craft businesses engaged in new projects March 2028 Proposed new action. Page 133 of 144
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PERTH AND KINROSS COUNCIL Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Housing & Social Wellbeing Committee Date of Meeting: 1 October 2025 Report Title: Annual Assurance Statement 2024/2025 – Scottish Housing Regulator Report Number: 25/246 Report Author: Elaine Ritchie - Strategic Lead – Housing & Communities Organisational Lead: Strategic Lead – Housing & Communities ___________________________________________________________________ 1. Purpose 1.1 The purpose of this Report is to comply with the Scottish Housing Regulator's Regulatory Framework, the Council must approve and submit an Annual Assurance Statement, giving assurance that it is meeting legislative and regulatory standards for social housing in Scotland. This report provides a brief overview of the Framework and appends the Annual Assurance Statement 2024/25 for approval by Committee. 1.2 Sections 1. Purpose 2. Recommendations 3. Background 4. Annual Assurance Statement Overview 5. Improvement Actions 6. Evidence to Support Assurance 2024/25 7. Tenant and Service Users Assurance 8. Self-Assessment 9. Conclusion 10. Impact Value Assessment 11. Appendices 9 Page 135 of 144
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2. Recommendations It is recommended that the Committee: 2.1 Notes the requirement to submit an Annual Assurance Statement. 2.2 Approves the Annual Assurance Statement as detailed in Appendix 2. 3. Background/Main Issues 3.1 Context 3.1.1 All social housing landlords are required to publish an Annual Assurance Statement in line with guidance within the Scottish Housing Regulator’s (SHR) published Regulatory Framework. The Framework details the SHR’s statement on performance of functions, and sets out how they regulate Registered Social Landlords, as well as housing and homelessness services delivered by Local Authorities. 3.1.2 Within the Framework, the SHR carry out their work in the following broad ways: • gathering and publishing data in ways that tenants and other stakeholders can use • seeking assurance from landlords and acting where they need to • undertaking thematic activity and scrutiny on specific areas of work and performance 3.1.3 Central to their approach is landlords assuring themselves, their tenants and the SHR through landlord self-assurance. 3.1.4 Every Registered Social Landlord and Local Authority is responsible for delivering good outcomes and services for their tenants and service users. The SHR is clear that landlords must be self-aware, analytical, open and honest about their performance and identify and drive improvement activities. 3.1.5 When considering whether to engage with landlords, the SHR will initially consider what they have done to assure themselves that they are meeting regulatory requirements. In line with this requirement, all landlords must prepare an Annual Assurance Statement to confirm to their tenants and the SHR that they are meeting regulatory requirements. 4. Annual Assurance Statement Overview 4.1 Since April 2019, there has been a requirement for all Local Authorities and Registered Social Landlords to submit an Annual Assurance Statement which must be agreed by the relevant Local Authority Committee. Page 136 of 144
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Statements should confirm the landlord’s level of compliance with the requirements detailed within the Framework, including: • all relevant standards and outcomes in the Scottish Social Housing Charter • all relevant legislative duties • details of any areas of material non-compliance, briefly describing plans and a timeframe to improve • confirmation that the relevant Local Authority Committee have seen and considered appropriate evidence to support the level of assurance 4.2 A signed and unsigned copy of the Annual Assurance Statement must then be provided to the SHR, who will then make the unsigned version publicly available. There is also a requirement for landlords to ensure the Statement is easily and readily available for tenants. 4.3 During 2024/25, Perth and Kinross Council’s Housing Service complied with all but one of the regulatory requirements outlined in Chapter 3 of the Scottish Housing Regulator’s Framework. This confirms that we: • Met all standards and outcomes in the Scottish Social Housing Charter for tenants, people experiencing homelessness, and others who use our services. • Fulfilled our legal obligations relating to housing and homelessness, equality and human rights, and tenant and resident safety. 4.4 The only one area of non-compliance identified relates to the management of our Gypsy/Traveller sites. 4.5 In November 2024, the Scottish Housing Regulator (SHR) carried out a serious concern investigation into the Double Dykes and Bobbin Mill Gypsy/Traveller sites, following complaints from residents and an advocacy group. The investigation was prompted by concerns around poor accommodation standards, limited communication and engagement, particularly due to paused meetings and a lack of strategic consultation, and broader human rights issues, including fair treatment and cultural sensitivity. 4.6 The SHR’s findings concluded that Perth & Kinross Council had not met its obligations under the Scottish Social Housing Charter. This included areas such as Equalities, Communication, Participation, Repairs and Maintenance, and standards specific to Gypsy/Traveller sites. Despite the Council submitting extensive evidence to demonstrate compliance and highlighting ongoing actions, such as the implementation of a multi-million-pound chalet replacement programme, the SHR upheld its original findings. 4.7 To provide assurance and demonstrate progress, the Council is now required to submit quarterly updates to the SHR under an agreed Engagement Plan. These updates confirm compliance with the Scottish Government’s minimum site standards and track progress on the improvement programme. Page 137 of 144
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We continue to submit these updates regularly and remain committed to meeting all requirements. 4.8 To date, two quarterly updates have been submitted, and we have received positive feedback from the SHR on the progress made. The Engagement Plan will remain in place until the SHR is satisfied that the Council is fully compliant with the Scottish Social Housing Charter and the Scottish Government’s minimum standards for Gypsy/Traveller sites. 5. Improvement Actions 5.1 To ensure continuous improvement, the housing service has developed an overarching Action Plan to build on progress, implement targeted improvements, and maintain ongoing compliance with the Regulatory Framework. 5.2 In response to the SHR’s investigation, a separate Gypsy/Traveller Action Plan was established. This plan directly addresses the issues identified at Double Dykes and Bobbin Mill and sets out clear, measurable actions to improve site conditions and ensure full compliance with both the Scottish Social Housing Charter and the Scottish Government’s minimum standards for Gypsy/Traveller sites. 5.3 As a clear demonstration of our commitment to prioritising Gypsy/Traveller accommodation, we have appointed a dedicated Gypsy/Traveller Liaison Officer. This role is central to driving forward the Action Plan, strengthening relationships with residents, and ensuring sustained improvements across all Gypsy/Traveller sites in Perth and Kinross. 6. Evidence to Support Assurance 2024/25 6.1 Alongside our Improvement Action Plan, our management and democratic structures, are all designed to facilitate effective decision making, and the proper scrutiny of decisions and their impact, in terms of performance and the achievement of outcomes. 6.2 This is supported by a range of planning processes, ensuring we meet the needs of tenants and service users, and that targets for quality improvements are set and monitored. Individual Business Management & Improvement Plans set out detailed actions and outcomes for each Service and include performance indicators. This is underpinned by the statutory requirement on local authorities to produce a Local Housing Strategy and provide regular progress updates. This sets out our priorities and plans for the delivery of Scottish Housing Regulator Outcomes. 6.3 Service performance is reported regularly to the Housing Management Team, Executive Lead Team and publicly through the Council’s themed Committees and the Scrutiny Committee. Financial performance is publicly reported through the Finances and Resources Committee. Page 138 of 144
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6.4 The evidence required by the SHR forms part of the self-assessment process, which informs in part, the Council’s Annual Governance Statement. Appendix 1 details an overview of information that supports the Annual Assurance Statement. 7. Tenant and Service Users Assurance 7.1 The SHR has indicated that it is the responsibility of Committee to consider and approve the Annual Assurance Statement. There is no requirement for this to be approved by tenants or service users. 7.2 However, we held an interactive hybrid session with the tenants and service users during in June 2025, where the Housing Management and the Tenant & Resident Engagement Team presented an overview of the Service’s performance for 2024/25 to enable tenants to assess the Service’s performance and provide feedback on potential areas for improvement. This feedback will be used to support our Annual Landlord Performance Report and the Annual Assurance Statement. 7.3 To strengthen our understanding of tenant experience, we commissioned independent market research firm Knowledge Partnership to carry out a comprehensive tenant satisfaction survey on our behalf. The survey involved a mix of face-to-face and telephone interviews with a representative sample of tenants. 7.4 Conducted between February 2024 and March 2025, the survey engaged 1,200 tenants and assessed satisfaction levels across a range of national key indicators set by the Scottish Housing Regulator. 7.5 The results were largely positive, with 77.3% of tenants indicating a high level of satisfaction with the overall service provided by Perth & Kinross Council as their landlord. Although this figure is slightly below the Scottish Council average of 80.3%, it nonetheless represents a strong endorsement of the housing service and offers a solid foundation for ongoing improvement. It is important to note that the variance in satisfaction levels is, in part, attributable to feedback concerning issues that fall outside the direct remit of the housing service such as dog fouling, litter, the availability of local amenities and the visibility of Police Scotland. To address these concerns, we continue to work collaboratively with other services and community partners, ensuring that tenant feedback drives meaningful and positive change within local communities. 7.6 Combined with our ongoing external scrutiny by tenants, the survey results offer valuable assurance that our services are meeting the expectations and needs of those who use them. Page 139 of 144
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8. Self-Assessment 8.1 To support continuous improvement and external validation of our performance, the Scottish Housing Network carried out a desktop review of our Annual Return on the Charter (ARC) prior to its submission to the Scottish Housing Regulator (SHR). The feedback received was highly positive, and the findings from this review have been incorporated into the Service’s overarching Action Plan. 9. Conclusion 9.1 Perth & Kinross Council’s Housing Service continues to demonstrate robust performance across all key areas, consistently delivering high levels of tenant satisfaction despite the ongoing challenges posed by cost-of-living pressures and rising demand for affordable housing. This has been achieved while maintaining one of the most affordable rent levels in Scotland, currently the fourth lowest among local authorities, underscoring our commitment to delivering a high-quality, value-for-money service. 9.2 We remain firmly committed to achieving full compliance across all areas of service delivery and are actively strengthening our approach to the management of Gypsy/Traveller sites, with targeted actions and dedicated resources in place. 9.3 Throughout the year, the Committee has received a series of comprehensive reports that provide clear assurance we are not only meeting but, in many areas, exceeding the standards set by the Scottish Housing Regulator (see Appendix 1). 9.4 The Committee is requested to formally approve the Annual Assurance Statement as presented, confirming that the Housing Service continues to meet the regulatory requirements set out by the Scottish Housing Regulator and remains committed to ongoing improvement and compliance. 10. Impact Value Assessment 10.1 IVA For Annual Assurance Statement.docx 11. Appendices 11.1 Appendix 1: Overview of information that supports the Annual Assurance Statement. 11.2 Appendix 2: Annual Assurance Statement. Page 140 of 144
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Detailed below is an overview of information to support the Annual Assurance Statement for 2024/25. • Local Housing Strategy 2022-2027 - the Perth and Kinross Local Housing Strategy was approved by Committee on 15 March 2023 (Report 23/82 refers) Local Housing Strategy - Perth & Kinross Council (pkc.gov.uk) • The Strategic Housing Investment Plan at Committee on 29 November 2024 (Report – 23/336 refers) SHIP 24.25. An updated SHIP is due to be discussed at the same Committee as the Annual Assurance Statement for approval (Report No25/244) SHIP 2026.27 • Perth and Kinross Council Annual Performance Report 2024/25 was approved by Scrutiny and Performance Committee on 17 September 2025 (Report -25/230 refers) - Annual Performance Report 2024.25 • 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 was approved by Committee 22 January 2025 (Report – 25/9 refers) - HRA Strategic Financial Plan • Annual Performance Report for tenants – the Council is required to publicise to tenants, its performance against the 16 national Scottish Social Housing Charter outcomes. The overall outcome of this is included within the Annual Performance Report. Housing Service performance - Perth & Kinross Council (pkc.gov.uk) • The Councils overall Performance and benchmarking information: Performance and benchmarking - Perth & Kinross Council (pkc.gov.uk) • The Corporate Plan 2022/2023-2027/2028 conveys the Council's vision for Perth and Kinross. Importantly it provides strategic direction for the organisation, informs decision making and Appendix 1 9 Page 141 of 144
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facilitates prioritisation of activity and resources. Corporate Plan Introduction - Perth & Kinross Council (pkc.gov.uk) • The Community Plan/Local Outcomes Improvement Plan 2022/32 identifies the high-level strategic objectives the Council is working towards to meet local needs. Community planning - Perth & Kinross Council (pkc.gov.uk) • The Council reports on performance against indicators in the Local Government Benchmarking Framework, this data can be found on the My Local Council portal which shows how Councils are performing across a range of council services with comparisons to other Local Authorities and the national average. • We periodically publish our performance online as well as in our report. We are committed to analysing our performance as a Housing Service and reporting the results to our tenants. Our aim is to continually improve the services we provide to local people. Housing Service performance - Perth & Kinross Council (pkc.gov.uk) Page 142 of 144
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Appendix 2 Our Annual Assurance Statement We can advise that during 2024/25 Perth and Kinross Housing Service complied with all except one regulatory requirement as set out in Chapter 3 of the Scottish Housing Regulator's Framework. This confirms that we: • achieved all the standards and outcomes in the Scottish Social Housing Charter for tenants, people who are homeless and others who use our services. • complied with our legal obligations relating to housing and homelessness, equality and human rights, and tenant and resident safety with the exception of the management of gypsy/traveller sites. We acknowledge this area of non-compliance and continue to engage proactively with the Scottish Housing Regulator through an established Engagement Plan. As part of this process, we provide quarterly updates to the Regulator, outlining progress, challenges, and actions taken to address the identified issues. We remain committed to achieving full compliance and are actively working to improve our approach to the management of Gypsy/Traveller sites. This includes ongoing internal review, stakeholder engagement, and the development of appropriate service responses. From the various Service performance reports, combined with the management and democratic structures, which are all designed to provide the proper scrutiny of performance and the achievement of outcomes, along with the Service’s Improvement Action Plan, we confirm that we have seen and considered sufficient evidence to give us the assurance that the Housing Service are meeting the SHR regulatory requirements. To meet our level of assurance we considered appropriate evidence against each of the requirements as set out by the Scottish Housing Regulator, and we will continue to review assurance throughout the course of the year. The Annual Assurance Statement 2025 to the Scottish Housing Regulator was presented and approved at the meeting of our Housing & Social Wellbeing Committee on 1 October 2025. I sign this statement on behalf of the Housing & Social Wellbeing Committee: Housing Convener’s Signature: Date: 9 Page 143 of 144
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