Agenda Document Pack - Housing and Social Wellbeing Committee - 21/01/2026
Perth and Kinross Council · 21 January 2026
Back to Housing and Social Wellbeing Committee — 21 January 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
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 14/01/2026 A hybrid meeting of the Housing and Social Wellbeing Committee will be held in the Council Chamber on Wednesday, 21 January 2026 at 13:00. If you have any queries please contact Democratic Services on (01738) 475000 or email Committee@pkc.gov.uk. THOMAS GLEN Chief Executive Those attending the meeting are requested to ensure that all notifications are silent on their device and other devices are in silent mode. Please note that the meeting will be broadcast online and recorded. The recording will be publicly available on the Council’s website following the meeting. Members: Councillor Tom McEwan (Convener) Councillor Sheila McCole (Vice-Convener) Bailie Mike Williamson (Vice-Convener) Bailie Chris Ahern Councillor Peter Barrett Councillor Bob Brawn Bailie Rhona Brock Councillor Angus Forbes Councillor Ian James Councillor Iain MacPherson Councillor Carol Mair Bailie Claire McLaren Councillor Frank Smith Councillor Colin Stewart Councillor Jack Welch Page 1 of 112
Page 2
Page 2 of 112
Page 3
Housing and Social Wellbeing Committee Wednesday, 21 January 2026 Agenda Members are reminded of their obligation to declare any financial or non- financial interest which they may have in any item on this agenda in accordance with the councillors’ code of conduct. 1 WELCOME AND APOLOGIES 2 DECLARATIONS OF INTEREST 3 MINUTE OF MEETING OF HOUSING AND SOCIAL WELLBEING COMMITTEE OF 26 NOVEMBER 2025 FOR APPROVAL (copy herewith) 5 - 8 4 OUTSTANDING BUSINESS STATEMENT (copy herewith 26/17) 9 - 10 5 JUSTICE UPDATE REPORT 2024-25 Report by Strategic Lead - Children, Families and Justice (copy herewith 26/18) 11 - 20 6 COMMUNITY PAYBACK ORDER ANNUAL REPORT 2024-25 Report by Strategic Lead - Children, Families and Justice (copy herewith 26/19) 21 - 48 7 TAYSIDE MAPPA ANNUAL REPORT 2024-25 Report by Strategic Lead - Children, Families and Justice (copy herewith 26/20) 49 - 66 8 HOUSING REVENUE ACCOUNT (HRA) STRATEGIC FINANCIAL PLAN INCORPORATING THE 5 YEAR CAPITAL INVESTMENT PROGRAMME AND RENT STRATEGY TO 2030/31, RESERVES STRATEGY AND OTHER HOUSING CHARGES FOR 2026/27 Report by Strategic Lead - Housing and Communities and Chief Finance Officer (copy herewith 26/21) 67 - 112 Page 3 of 112
Page 4
Page 4 of 112
Page 5
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 26 November 2025 at 9.30am. Present: Bailies C McLaren and M Williamson (up to and including Item 6), Councillors P Barrett, D Cuthbert (substituting for Bailie R Brock), J Duff (substituting for Bailie C Ahern), A Forbes, I MacPherson, C Mair, S McCole, T McEwan, F Smith, C Stewart and J Welch. In Attendance: E Ritchie, Strategic Lead – Housing and Communities; A Singh Strategic Lead – Children, Families and Justice; J Middlemiss, K Steven, K Campbell, M Smith, D McPhee, S Hendry, J Guild, A Brown and M Pasternak (all Legal and Governance). Also in Attendance: Detective Inspector K Mollison (up to and including Item 6) and Chief Inspector, Area Commander J Allen (both Police Scotland). Apologies: Bailies C Ahern and R Brock. Councillor T McEwan, Convener, Presiding. Councillor McEwan led on Items 1-4 and 7-8 with Councillor McCole leading on Items 5-6. 1. Welcome and Apologies Councillor T McEwan welcomed everyone to the meeting. Apologies were noted as above. 2. Declarations of Interest There were no Declaration of Interests in terms of the Councillors’ Code of Conduct. 3. Minute of Previous Meeting The minute of the meeting of the Housing and Social Wellbeing Committee of 1 October 2025 was submitted and approved as a correct record. 4. Outstanding Business Statement The Outstanding Business Statement was noted, and it was agreed to remove the completed actions. 5. Violence Against Women and Girls DI Kevin Mollison of Police Scotland provided a slide-based presentation and answered Members’ questions thereon. 3 Page 5 of 112
Page 6
Resolved: The content of the presentation, be noted. 6. 16 Days of Activism – 2025 There was submitted a report by Strategic Lead – Children, Families and Justice (25/322) providing an update on the 2025 programme of events for the 16 Days of Activism in Perth and Kinross. In introducing the report, a slide-based presentation was delivered by J Middlemiss, Violence Against Women Co-Ordinator, and Members’ questions answered thereon. Resolved: The content of the report, be noted with commitment from Members to support and attend at the 16 Days of Activism events. (There followed a short recess, and the Committee reconvened at 11.00am) (Bailie M Williamson left the meeting at this point) 7. Missing Shares Service – Update on Progress and Next Steps There was submitted a report by Strategic Lead – Housing and Communities and Chief Financial Officer (25/323) (1) providing an update on the progress made through the Missing Shares Service and (2) seeking support to continue using the second homes budget to underwrite the value of predicted missing shares, and also (3) seeking support to increase the current maximum allocation per share and make the Missing Shares Officer post permanent. Resolved: (i) The ongoing use of the second homes budget to underwrite the expected future Missing Shares until the applications approved within the pilot period are concluded, be supported. (ii) An increase to the current maximum allocation per share, be supported. (iii) The proposal to make the Missing Shares officer post permanent, be supported. (iv) The continued success of the pilot, and the increasing service demand, be acknowledged. (v) The existing, effective financial mechanisms in place to secure missing share recovery, be recognised. 8. Council of Sanctuary – Year 1 Annual Update There was submitted a report by Strategic Lead – Housing and Communities (25/324) providing members with an update in relation to our work as a Council of Sanctuary. Resolved: Page 6 of 112
Page 7
(i) The content of the report, be noted and the continued work, as per Appendix 1, in relation to the Council’s commitment as a Council of Sanctuary, be approved. ~~~~~~~~~ Page 7 of 112
Page 8
Page 8 of 112
Page 9
HOUSING AND SOCIAL WELLBEING OUTSTANDING BUSINESS STATEMENT (OBS) (Report No. 26/17) 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 50. 8 October 2025 Item 6 – SFRS Thematic Update – Wildfire Strategy Consideration to be given to implementation of guidance in relation to use of concrete pipes in high-risk wildfire areas. Further consideration and discussion with stakeholders to take place to allow informed consideration of appropriate guidance. N Sworowski / Economy, Development and Planning ONGOING 26 November 2025 53. 8 October 2025 Item 7 – Strategic Housing Investment Plan Results of keyworker need survey to be shared and incorporated into housing objectives. Survey to be shared once follow up scrutiny of results is complete. Consideration will be given to including the survey results into the new and Housing Need and Demand Assessment (HNDA) that is currently underway and renewed every 5 years. N Sworowski / Economy, Development and Planning ONGOING 26 November 2025 54. 8 October 2025 Item 7 – Strategic Housing Investment Plan Detail of Empty Property Action Plan to be shared. To be considered by December meeting of the Affordable Housing MOWG before onward E Ritchie / Housing and Communities COMPLETE 26 November 2025 4 Page 9 of 112
Page 10
No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/completed Action Expected circulation to the Committee. Circulated to Members via email 22/12/2025. 55. 26 November 2025 Item 8 – Council of Sanctuary 1 Year Annual Update Clarity to be sought regarding timeline for inclusion of Perth and Kinross on City of Sanctuary website Inclusion on website now complete. Confirmed to Members via email 03/12/2025. https://data.cityofsanctuar y.org/local_authority_net work E Ritchie / D Macphee / Housing and Communities COMPLETE 21 January 2026 Page 10 of 112
Page 11
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: 21 January 2026 Report Title: Justice Update Report 2024-25 Report Number: 26/18 Report Author: Eleanor Lindsay, Community Justice Quality Improvement Team Leader Organisational Lead: Arun Singh, Strategic Lead – Children, Families and Justice 1. Purpose 1.1 The purpose of this report is to provide the Housing and Social Wellbeing Committee with an update on the work of council services and partners to meet local and national outcomes for Community Justice for the period 1 April 2024 to 31 March 2025. 1.2 The report details Perth and Kinross Council’s (PKC) contribution to the Community Justice and Safety Partnership (the Partnership), including its contribution to the Community Justice Progress Report 2024-25, approved by the Partnership on 12 December 2025. It provides an update on the effectiveness of the arrangements for the supervision of serious offenders and the approaches being used to help people make positive changes in their lives and tackle the underlying causes of offending behaviour. Appendix 1 provides a glossary of terms being referred to within both the committee and the Partnership report. 1.3 Sections 1. Purpose 2. Recommendations 3. Background/Context 4. Conclusion 5. Impact Value Assessment 6. Appendices 5 Page 11 of 112
Page 12
2. Recommendations It is recommended that the Committee: 2.1 Notes the approach being undertaken by PKC teams in respect of the Partnership. 2.2 Endorses the contents of this report. 2.3 Requests the Strategic Lead for Children, Families and Justice bring forward an annual report detailing the PKC contribution to the Partnership. 3. Background/Context The Perth & Kinross (P&K) Community Justice and Safety Partnership 3.1 The Community Justice (Scotland) Act 2016 (the Act) established Community Justice Partnerships in each local authority area in Scotland comprising of statutory partners - Police Scotland; Scottish Prison Service; Scottish Fire and Rescue Service; Skills Development Scotland; NHS Scotland; Health and Social Care Integration Joint Board; Scottish Courts and Tribunals Service, the local authority; and representation from the third sector. Alongside the launch of the Act, the Scottish Government issued a National Strategy and an Outcomes, Performance and Improvement Framework. 3.2 The Act requires statutory partners to work together to deliver a Community Justice Outcomes Improvement Plan (CJOIP), delivering on the National Strategy for Community Justice and the Outcomes, Performance and Improvement Framework for their area, and report on progress to Community Justice Scotland (CJS) via an Annual Outcome Activity Return. 3.3 The Partnership launched its first CJOIP, a three-year plan, on 1 April 2017 (the plan was extended for a further 2 years due to the COVID-19 pandemic) and submitted an Annual Outcome Activity Returns to CJS annually since 2018, highlighting local progress against the CJOIP. These returns were published annually on the Community Justice and Community Safety Partnership webpages hosted on the PKC website. 3.4 The Scottish Government launched a new National Strategy for Community Justice in June 2022, and a new Community Justice Performance Framework in March 2023. The Partnership launched a new Perth and Kinross CJOIP 2023 - 2028 in June 2023. 3.5 The first Annual Outcome Activity Return reporting against the new national strategy and framework, and the new CJOIP, was submitted to CJS in September 2024 which covered the 2023-24 reporting period. A new public facing annual report was created and published in the December of the same year, meeting the Section 23 requirement of the Act. Page 12 of 112
Page 13
3.6 The Community Justice Progress Report 2024-25 is the current public facing annual report covering the 2024-25 period which details the Partnership’s progress during year two and includes progress against the national indicators. The report was approved by the Partnership on 12 December 2025 and was published on the Partnership’s Community Justice webpage on 18 December 2025. The report contains contributions from statutory and third sector organisations. 3.7 From a PKC perspective, the Community Justice Progress Report 2024-25 highlights examples of positive work being carried out by a range of PKC teams, often in partnership with other stakeholders and includes the following: • Complex Needs Project commenced in September 2022 (initially a two-year test of change), jointly funded by Community Justice Social Work (CJSW) and the Alcohol and Drug Partnership (ADP). The role of the Complex Needs Co-ordinator initially focussed on screening referrals received from a third sector organisation (Positive Steps) located within police custody in Dundee, but over time, the referral route changed to direct referrals from Police Scotland (any custody centre location). The referral routes to the Complex Needs Co-ordinator broadened over time and started to include referrals from: • Non-Fatal Overdose meetings; • Bail Supervision Officers (for those assessed as suitable for Bail Supervision but not given Bail Supervision by the court); • Support to residents held on remand; and • Support for people released from a short-term sentence. The role, to date, has worked to create a ‘no wrong door’ offer of support to people by providing assertive outreach to people with multiple and complex needs (who have difficulty engaging with mainstream services) and referring those with less complex needs into the right support service, assisting with navigation through the cluttered landscape. The Complex Needs Co-ordinator role relied heavily on both Floating & Intensive Housing Support Services during the reporting period, services commissioned and funded by PKC, and delivered by third sector organisations Turning Point, Simon Communities, and Churches Action for the Homeless. These services are available to residents throughout the P&K area alongside other third sector services such as Tayside Council on Alcohol. Learning from the complex needs project has highlighted that the support needs of those following arrest, released from remand and released from a sentence, are similar, with the most common requests for support being: • Housing. • Mental health. • Substance use. Page 13 of 112
Page 14
• Benefits. This test of change was extended further to include the recruitment of a Complex Needs Project Lead from August 2024 to 31 March 2026. However, this post ended ahead of time in July 2025 due to the realignment of the Safer Community Team. Work is currently underway to explore opportunities to extend the Complex Needs Project test of change for a further 12 months, (for financial year 2026-27), with a view to exploring opportunities to mainstream the project thereafter. • Bail Supervision focusses on reducing re-offending and affording the person the opportunity to change their behaviour and address unmet need. The eligible age for Bail Supervision within P&K changed in January 2022, from only being available to 16 to 26-year-olds, to anyone aged 16 and over. Additional staff were recruited to accommodate this change. Community Justice Assistants (CJAs) support the service, in addition to the dedicated support from the PKC Young People’s Service. Extending the eligible age range provides wider service access and provides the court with an alternative to remand across the age range, where possible, minimising the negative impact for families and children (in line with The Promise). • Electronic Monitoring: Electronic monitoring provides the opportunity for people to remain in the community and with their families (where appropriate) and continue in employment whilst at the same time disrupting and breaking cycles of offending behaviour. A series of electronic monitoring multi agency training sessions were delivered locally during the reporting period to improve understanding and confidence in electronic monitoring. • Diversion from Prosecution (DfP) Scheme: CJSW continued to offer DfP, delivered on a one-to-one basis by a CJA. The CJA explores behaviour which may put the person at risk of committing further offences and offers practical support and advice. The DfP Scheme offers swift intervention, which can interrupt a cycle of offending and/or prevent further offending. The person does not receive a conviction for the alleged offence, which can impact on longer-term employment opportunities. • Right Track (Structured Deferred Sentence), run by CJSW, works with young people aged 16 to 26 and gives them the opportunity to engage in intensive support provided by a Right Track Officer, prior to attending court for final sentencing. The scheme helps ensure that custody is only used where necessary. The service enables the young person to work on their chaotic lifestyle and develop a more structured way of life prior to sentencing. Page 14 of 112
Page 15
• One-Stop Women’s Learning Service (OWLS), CJSW, in collaboration with other services, offers women a safe space where they can access crucial services, improve their mental health and wellbeing, as well as address the reasons for their offending behaviour. This wraparound service builds the self-confidence and self-esteem of women, enabling them to become more involved in their community. The co-production and joint delivery of services improves access opportunities to services for women. • Evolve Men’s Service, a project targeted at men given a supervision requirement, was initially a test of change which operated from the Neuk (a trauma informed space within P&K). The project delivered by CJSW works with men in a trauma informed manner, using a combination of intensive one to one work, and a focussed programme of group work which include activities designed to increase positive life chances and pro-social decision making for males who offend. It helps them find purpose, improve their wellbeing, and rebuild relationships within their communities. Learning from the Evolve project was used to determine wider applicability across the broader justice service and the Evolve support started to be available to all males in contact with CJSW during 2024/25. • Connectere, a trauma groupwork intervention, was initially trialled within Evolve during 2023. It was introduced to the wider team following an independent evaluation of the programme by research author Dr Briege Nugent Brown during 2024-25 and received positive feedback from both participants and staff. • Caledonian Programme is an integrated approach to addressing domestic abuse perpetrated by adult male offenders and improving the lives of women and children. It combines a court-ordered programme for men, aimed at changing their behaviour, with support services for women and children. • Unpaid Work is one of the most common requirements of a Community Payback Order. Individuals have the opportunity to pay back for their offending by doing work that benefits the community and learn vital new skills in the process. Unpaid work continued to use the Westbank Hub as a base during the reporting period, providing opportunities to link people in with employability opportunities available on-site, eg forklift and telehandler training. • Prisoner Release work commenced before the COVID-19 pandemic to improve co-ordination of prisoner release to seek better links between prison and housing, eg, information sharing three months prior to release to help manage housing needs. This work progressed during the COVID-19 pandemic and the early prisoner release programme. Fortnightly multi-agency meetings commenced in August 2021 and continued to run fortnightly thereafter. Page 15 of 112
Page 16
These meetings were attended by CJSW, Safer Communities Team, PKC Housing team and the Integrated Drug Alcohol and Recovery Team (IDART), all working together to manage risks, provide support and to address unmet need. The meeting frequency was set to allow agencies time to react to anyone who received short sentences or was being released early. This work developed further during 2023-24 with the launch of a Voluntary Throughcare Co-ordination test of change in March 2023 providing an opt out model to improve uptake of support for release. The initial test sites were HMP Perth and HMP Glenochil. The approach was extended to P&K releases from all prison establishments in 2024-25 during the Scottish Government’s Prison Emergency Early Release (June/July 2025) and included work to pre-register people with a doctor. • Child Impact Assessment Project is aimed at children and young people with someone close to them on the justice journey who often report to being Not Seen, Not Heard, Not Guilty. PKC, in conjunction with Families Outside, received funding from the Scottish Government’s United Nations Convention on Rights of a Child (UNCRC) Innovation Fund (administered by the CORRA Foundation) with a view to changing the narrative locally. The Child Impact Assessment Project supports PKC’s commitment to delivering on The Promise and the UNCRC. The project was funded from 9 October 2023 to 6 December 2024 and sought to change the narrative to being Seen, Heard and Supported via multi agency awareness raising and incorporating the Child Impact Assessment toolkit into key processes. The P&K pilot is currently the largest Child Impact Assessment pilot in progress in Scotland. In addition to the delivery of multi-agency training during 2024-25, a range of resources were developed to support practitioners utilising the toolkit locally. These included: • Child Impact Assessments: The Toolkit (including Roles and responsibilities guide, Information sharing pathway, Frequently asked questions). • Child Impact Assessment Training - Perth and Kinross. • Community Justice - Your rights when someone is arrested / goes to prison. • Child Impact Assessment - Resources available for download (posters). Page 16 of 112
Page 17
A young person’s steering group was formed at Perth Academy during the reporting period and helped to guide the project, including developing a range of resources targeted at young people and also supporting a Child Impact Assessment launch event held on World Children’s Day on 20 November 2024. The Child Impact Assessment Launch Video from the event can be found on the PKC YouTube page. The steering group has continued on as a peer support group. Although funding for the work ended in December 2024, the steering group continue to meet to promote the availability of the toolkit and continue efforts to change the narrative for our young people locally. 4. Conclusion 4.1 The Community Justice Progress Report 2024-25, illustrates the positive work being undertaken by both statutory partners and third sector organisations. 4.2 Efforts have been made, and are ongoing, with partners and third sector organisations, as echoed in our CJOIP, to work in partnership towards achieving the shared aim of reducing re-offending by supporting those who have committed offences, and to also support those impacted by crime – the families and victims/survivors. It is the intention of the Partnership to build on this progress, thereby ensuring the communities in P&K remain a safe place to live. 5. Impact Value Assessment 5.1 This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment. 6. Appendices 6.1 Appendix 1 – Glossary of Terms. Page 17 of 112
Page 18
Page 18 of 112
Page 19
Appendix 1 Glossary of Terms ADP Alcohol & Drug Partnership ADHD Attention Deficit Hyperactivity Disorder CI Care Inspectorate CJOIP Community Justice Outcomes Improvement Plan CJS Community Justice Scotland CJA Community Justice Assistants CJSW Community Justice Social Work CJ&SP Community Justice and Safety Partnership COPFS Crown Office and Procurator Fiscal Service CPO Community Payback Order CPP Community Planning Partnership CSCS Construction Skills Certification Scheme DfP Diversion from Prosecution DTTO Drug Treatment and Testing Order EMO Electronic Monitoring Order GP General Practitioner GDPR General Data Protection Regulation HMP Her Majesty’s Prison IAPK Independent Advocacy Perth and Kinross IDART Integrated Drug Alcohol and Recovery Team LAP Local Action Partnership LEP Local Employability Partnership LS/CMI Level of Service/Case Management Inventory MAT Medication Assisted Treatment NHS National Health Service NOLB No One Left Behind MAT Medication Assisted Treatment MIST Medication Assisted Treatment Implementation Support Team OWLS One-stop Women's Learning Service P&K Perth and Kinross PKC Perth and Kinross Council RASAC Rape and Sexual Abuse Centre ROLO Restriction of Liberty Orders RTITB Roads Transport Industry Training Board SDS Skills Development Scotland SFRS Scottish Fire and Rescue Service SHORE Sustainable Housing on Release for Everyone SNSA Strategic Needs and Strengths Assessment SPR Standard Prosecution Report SPS Scottish Prison Service TCA Tayside Council on Alcohol UNCRC United Nations Convention on Rights of a Child 5 Page 19 of 112
Page 20
Page 20 of 112
Page 21
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: 21 January 2026 Report Title: Community Payback Order Annual Report 2024-25 Report Number: 26/19 Report Author: Nicola Rogerson, Service Manager - Community Justice Organisational Lead: Arun Singh, Strategic Lead – Children, Families and Justice ___________________________________________________________________ 1. Purpose 1.1 The Criminal Procedure (Scotland) Act 1995 (the Act) places a duty on local authorities to submit an annual return about the operation of Community Payback Orders (CPOs) to Community Justice Scotland (CJS). In turn, CJS have a duty to collate all local authority reports and lay a summary report before the Scottish Parliament. The power to direct local authorities on the content of the return remains with Scottish ministers. 1.2 This report introduces the Perth and Kinross CPO Annual Report for 2024-25 in compliance with that requirement and was submitted to CJS on 28 October, 2025 and tabled at the Perth and Kinross Community Justice and Safety Partnership on 12 December, 2025 for noting. 1.3 Sections 1. Purpose 2. Recommendations 3. Background/Context 4. Conclusion 5. Impact Value Assessment 6. Appendices 6 Page 21 of 112
Page 22
2. Recommendations It is recommended that the Committee: 2.1 Takes assurance about the work being undertaken by the Community Justice Social Work (CJSW) team and the Unpaid Work (UPW) teams in respect of CPOs in Perth and Kinross. 2.2 Endorses the contents of this report. 2.3 Requests the Strategic Lead for Children, Families and Justice bring forward an annual report regarding the activity and performance of CPOs. 3. Background/Context 3.1 The Act, as amended, introduced CPOs as the new statutory community disposal. CPO is therefore a generic term which covers a range of disposal options which includes the following: • An offender supervision requirement. • A compensation requirement. • An unpaid work or other activity requirement. • A programme requirement. • A residence requirement. • A mental health requirement. • A drug treatment requirement. • An alcohol treatment requirement. • A conduct requirement. • A restricted movement requirement. 3.2 When these requirements are imposed by the court, it is mandatory that they are overseen by a suitably qualified social worker, except for low-level UPW which includes ‘other activity’. The level of the latter is determined by the number of hours imposed. CPOs, during the reporting period, were managed and delivered by the Council’s Justice and Community Safety Service, specifically, the CJSW team and the UPW team. CPO Annual Report 2024-25 3.3 The Perth and Kinross CPO Annual Report 2024-25 (Appendix 1) was submitted to CJS in October 2025 and records pertinent CPO activity. 3.4 Chart 1 through to Chart 5, detailed below, all present data from the last three years (2022-23, 2023-24 and 2024-25; alongside 2018-19 and 2019-20 data, for comparison, which was the last full reporting periods pre-COVID-19. 3.5 Chart 1 below details the number of new CPOs imposed and the number of individuals who received a new CPO. Page 22 of 112
Page 23
During the 2024-25 reporting period, the volume of new CPOs imposed increased by 8%, and the number of individuals by 11%, in comparison to the previous year’s data for 2023-24. However, the volumes have not yet returned to pre-COVID-19 pandemic levels. Chart 1: Number of new CPOs and Individuals who received a new CPO 3.6 Chart 2 below highlights the total number of CPOs with a supervision requirement. Requirement numbers in 2024-25 indicate an increase of 11% against 2023-24, with the average length in months slightly higher than the previous year and pre-COVID-19 pandemic levels. Overall, the average length of a supervision requirement continues to remain reasonably stable. Page 23 of 112
Page 24
Chart 2: Total CPOs with new Supervision Requirements and average length (months) During 2024-25, Supervision Requirements exceeded UPW requirement, volumes, which unlike the previous reporting period, when ‘UPW and/or other activity’ was the most imposed requirement by the court. 3.7 Chart 3 below highlights that the volumes of new CPOs with UPW requirements remain similar over the previous three years. However, the average length of the requirement has notably increased by 26% compared to 2022-23 and is 15% higher than the average length of hours pre-COVID-19 pandemic. The reason for this is unclear and is something that will be explored at a future meeting with the local Sheriffs from Perth Sheriff Court. Page 24 of 112
Page 25
Chart 3: New UPW requirements and average length (hours) 3.8 UPW can be imposed for any period between 20 and 300 hours and ‘other activity’ for 30 hours to 30% of the CPO and depends on whichever is lower. The expectation of the CPO is that the individual’s payback through work and learning which will be of benefit to the community. The activities and visibility of UPW is designed to enhance the confidence of the public and improve their understanding of community sentences. The work offered also provides opportunities for individuals to learn new skills which can lead to enhancing their employability prospects and a practical alternative route out of offending. To accommodate and support people to complete their CPOs, sessions are delivered over evenings and weekends which allows those who work to continue with their employment or ensure they can manage their childcare and/or family commitments. 3.9 Chart 4 below provides a breakdown of CPOs by requirement type. The majority of activity is focused on supervision and UPW and while numbers appear lower for the other requirements this does not reflect the complexity and intensity of assessing, monitoring and managing individuals subject to these requirements. Page 25 of 112
Page 26
Chart 4: Breakdown of CPOs by requirement type 3.10 Chart 5 below highlights the trends observed with the main reasons for CPO terminations, namely successful completions, revoked (following review/lack of progress in relation to the CPO/level of risk and potential to re-offend), and revoked (following breach/non-compliance with the CPO). Completions and terminations have largely returned to pre-COVID-19 pandemic volumes. Chart 5: Reasons for CPO terminations Page 26 of 112
Page 27
4. Conclusion 4.1 The Council’s CJSW service remains focussed on improving outcomes for individuals in the justice system and our communities. 4.2 From the data over the previous three years, the volume of activity continues to steadily increase and return closer to pre-COVID-19 pandemic levels. This is set against the continued backlog of work for the courts and challenges for the Scottish Prison Service due to the increasing prison population, which they are attempting to address through mechanisms like Emergency Early Release. In addition, there has been a focus by the Scottish Government on forms of early intervention like Bail Supervision and Diversion from Prosecution. These approaches were adopted early by CJSW to help support and manage people at a lower level in the justice system and remain connected to their families and community. However, this does not negate the requirement for court intervention and the imposition of a CPO or custodial sentence when appropriate. 4.3 Irrespective of the disposal received by a person in the justice system, the aim of CJSW is to manage and support those individuals to address the reasons of why they offend and live a more purposeful, productive and stable life. 5. Impact Value Assessment 5.1 This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment. 6. Appendices 6.1 Appendix 1: CPO Annual Report 2024-25. Page 27 of 112
Page 28
Page 28 of 112
Page 29
1 PKC - GENERAL Community Payback Order (CPO) Annual Report FINANCIAL YEAR: 2024/25 LOCAL AUTHORITY: Perth and Kinross Council TEMPLATE RETURN DATE: 31 October 2025 6 Page 29 of 112
Page 30
2 PKC - GENERAL 1. Reducing risk of reoffending The One-Stop Women’s Learning Service (OWLS) continued to support women on a Community Payback Order (CPO), Throughcare and Voluntary Supervision during the reporting period. Two women completed the Living Wild Programme through Venture Trust. OWLS also hosted a MacMillian Cancer Support coffee morning, supported by staff and service users. The following positive feedback was received “Thank you … for your donation of £255.82. Your kindness and commitment are inspirational...” The OWLS delivery model was reviewed during the reporting period due to staff absence and resilience was provided by the wider Community Justice Social Work (CJSW) team during the period. Evolve Men’s Service was initially a test of change which operated from the Neuk (a trauma informed space within Perth and Kinross) with the purpose of developing trauma-based programmes echoing some of the principles used in setting up OWLS. The test of change was aimed specifically at men given a CPO with a supervision requirement. In 2023, Evolve focussed on trialling a Trauma Informed Group Work programme called Connectere. Training in delivering the programme was purchased for a small group of staff following positive feedback and two further cohorts were subsequently delivered in 2024. Feedback was positive regarding the impact on attendees and how the workers felt the groups progressed. Learning from the Evolve project was used to determine wider applicability across the broader justice service and was expanded and made available to all males in contact with CJSW during 2024/25. The Caledonian Programme continued to be available in Perth and Kinross (P&K) to address domestic abuse. Court reports for offences that required an assessment of suitability for the Caledonian Programme (domestic offence) increased further during 2024-25. Work took place during the reporting period to bring the Caledonian Women’s worker and Children’s worker roles in-house with TUPE arrangements planned to complete in 2025-26. The rationale for doing this was to enable closer working relationships and improved access to information relating to the Caledonian Programme work (e.g. Woman and Children's case records). Case Study 1 John (not his real name) was convicted of domestically aggravated threatening and abusive behaviour and breaching a Non-Harassment Order. Risk factors included substance use, negative peers, unstable housing, unemployment, suicidal ideation, abusive attitudes, and a history of childhood abuse and neglect. John’s initial risk assessment indicated high criminogenic needs and a high risk of reoffending. Page 30 of 112
Page 31
3 PKC - GENERAL A case management plan was developed though the Level of Service Case Management Inventory (LS/CMI) assessment tool to address the following areas: • reducing contact with substance-misusing peers, • abstaining from substances (with referrals as needed), • addressing past trauma and mental health, • securing stable accommodation, • engaging in domestic abuse programmes, • joining community activities for skill-building and routine. John was initially hesitant to engage with his CPO and needed encouragement to initially attend his appointments, with no pressure to meet these goals immediately. The focus in these early stages was developing a good working relationship, rapport and trust. Withing a few weeks John’s anxiety had reduced; he was able to discuss his Case Plan collaboratively and agree what areas should be prioritised. John quickly decided that a good way to tackle both his housing and negative peer relationships would be to move away from his local community. This resulted in John being supported to be relocate to another Local Authority area. This required clear and positive working relationships between the two Justice Social Work teams and the homeless service in the new Local Authority area. Although the move was positive and led to reduced substance use, John’s mental health initially deteriorated as he had not yet developed alternative coping strategies to manage his anxiety and suicidal ideation. Although John was getting some benefit from his individual social work sessions, including carrying out domestic abuse programme work (which explored past traumas and impact on his beliefs and behaviours), he still required additional supports. John was supported to attend his General Practitioner (GP) and recommence medication to help with depression, anxiety and sleep issues. In addition, John agreed to engage with Venture Trust a third sector organisation who work with people in the Justice System to develop realistic goals, take part in structured outdoor activities, and build confidence and self-esteem. Within nine months John completed the Venture Trust programme, secured housing, maintained adherence to his medication plan, ended negative peer relationships, and was able to abstain from substance misuse. However, it was recognised that continued support was needed including completing the domestic abuse programme and John’s motivation was elevated as he had now entered a new relationship. A reassessment of his LS/CMI assessment was completed and John’s risk level reduced to medium, reflected by the fact there had been no further offending during this period. John’s new partner had become a key protective factor in his case plan with good understanding and knowledge of John’s vulnerabilities and risks. Both had an insight and understanding of the role of JSW in supporting John towards an offence-free Page 31 of 112
Page 32
4 PKC - GENERAL lifestyle and he remains committed to meeting and maintaining the goals set out in his case management plan. John’s social worker supported him to reduce his risk, balancing the accountability to the CPO requirements with advocacy, counselling-focused appointments, and referrals to relevant services. This person-centred tailored approach helped maintain engagement with John, build trust and support the reduction and likelihood of reoffending. 2. Support for underlying needs Access to Alcohol Services – The partnership between CJSW and Tayside Council on Alcohol (TCA) continued during the reporting period to support the delivery of mentoring to men and women on Court Orders within P&K in relation to alcohol. The partnership delivers a mentoring approach to women within OWLS and to men via the Perth Mentoring for Men Service. Both mentoring services have one referral route, CJSW. The mentoring interventions are delivered on a collaborative, person-centred basis which is formulated in a bespoke agreement/contract between the Mentor, Mentee and the Referrer. A specific programme is developed for the service user and evolves with them over time. Mentoring can support engagement and compliance with mandatory Court requirements and interventions and includes both practical assistance and motivational support. As the relationship builds between the Mentee and Mentor, the service user is supported to identify their achievements and personal goals. Capacity to offer Drug Treatment and Testing Orders (DTTOs) was extended from 5 to 10 during the reporting period, increasing scope for workers to make DTTO recommendations. Despite the increased capacity, DTTOs were only imposed for 7 people during 2024-25. This was potentially linked to the ongoing availability for the lower cost approach of a Drug and Alcohol Treatment Requirements (DATR), and employment of two Specified Workers in 2023 as part of a jointly funded test of change (CJSW and Alcohol and Drug Partnership) to work with service users with substance use issues. A review is planned for 2025-26. Case Study 2 Emma (not her real name) was issued a 12-month CPO with a Supervision Requirement due to incidents of offensive and threatening behaviour. She had a documented history of alcohol misuse, and in her early interactions with OWLS, she frequently presented under the influence and exhibited hostility toward staff and other service users. To address her immediate needs, Emma was assigned both a Mentor and key worker from OWLS. She requested assistance with accessing detoxification services and Page 32 of 112
Page 33
5 PKC - GENERAL expressed anxiety regarding her partner’s imminent release from custody, noting that she felt unprepared for his return. Emma’s Mentor collaborated with her to tackle underlying issues such as anxiety, anger management, reduction of alcohol consumption, family dynamics, and past experiences of domestic abuse. The following supports were recommended and facilitated: • Attendance at a detox programme, after which Emma achieved temporary sobriety before relapsing. • Participation with the Integrated Drug and Alcohol Recovery Team (IDART) to support ongoing alcohol use, with consideration of re-referral to detox and an Antabuse prescription. • Engagement with harm reduction services for liver health monitoring. • Access to dental care. • GP consultations for antidepressant medication and referral to a nutritionist. • Hospital appointments to monitor alcohol related health concerns. • Housing support for household repairs and security. Emma also received encouragement to participate in community activities, such as the walking group and grocery shopping. As a result of this comprehensive support, Emma demonstrated significant progress in confidence and managing her anger which led to notable improvements in her behaviour. This included not attending OWLS under the influence of alcohol and became more coherent and engaged during mentoring and supervision sessions. Additionally, Emma’s overall outlook improved; she began making healthier choices and adopted a more mindful approach to her wellbeing and life. 3. Unpaid work The Unpaid Work (UPW) team in P&K provides services for various individuals, communities, organisations, and causes which have a community benefit focus. There is a ‘can do’ approach in that, if the materials are provided, then the team will supply the labour. UPW also operates a social enterprise selling firewood and garden furniture and generates income from the private sector and through training opportunities. Any income generated is reinvested into the team to support projects regardless of financial constraints. As a result of these activities and related publicity, it raises the profile, value and positive benefit that those serving a community sentence can have on local communities. Page 33 of 112
Page 34
6 PKC - GENERAL Examples of Unpaid Work Team Projects 1. Supporting Individuals and Families in Need Garden makeover for a young girl with a terminal illness In the Craigie area of Perth, the team responded quickly to a request from the parents of a young girl with a terminal illness. Although the family had some funds, they were insufficient to cover the full cost of the work. The UPW team therefore acted quickly and transformed the garden allowing the young girl and her family the opportunity and time to enjoy the space together. Garden clearance for an older resident The UPW team cleared the overgrowth from a garden for an older resident in the P&K area. The clearing of the overgrowth enabled the installation of hardstanding (paving) which enabled the resident to safely get in and out of her garden. Page 34 of 112
Page 35
7 PKC - GENERAL 2. Community Infrastructure and Public Spaces Bus Shelter Maintenance with the Public Transport Unit Under an ongoing arrangement with the Public Transport Unit, the UPW team regularly tidies and maintains community bus stops. One maintenance request during the reporting period involved cutting back vegetation, de-mossing the roof, repairing structural elements, and applying preservative to a wooden shelter. The surrounding area was also cleared and hedges trimmed to improve visibility and safety. Flood Prevention Measures The UPW team was asked to assist with flood prevention measures in Perth and assembled and erected six sandbag storage units in the Craigie area to support flood prevention efforts. This proactive approach helps protect homes and infrastructure during adverse weather conditions. 4. Other activity A proportion of an UPW Order can consist of ‘other activity’ which refers to 30% of the order or 30 hours, whichever is the lower. A person-centred approach is taken in the arrangement of ‘other activity’ in P&K. This means that as part of the UPW requirement, consideration is not only given to a person’s level of risk but their needs and the outcomes they are looking to achieve. The drivers for ‘Other Activity’ include Page 35 of 112
Page 36
8 PKC - GENERAL improving employability opportunities and access to mental health/wellbeing/ counselling services and equipping service users with new life skills. • Examples of other activity during the reporting period: • Fork Truck Telehandler – The pathway to forklift certification involves enrolling in a structured training programme delivered by an accredited provider. These programmes combine theoretical study with practical application to ensure that candidates understand both the mechanics and the safety of forklift operation. • Mobile Elevating Work Platform (MEWP) - the training is designed for individuals who operate mobile elevating work platforms, which are commonly used in construction, maintenance, and other industries requiring work at height. The training ensures that operators understand how to safely and effectively use these machines, minimising the risk of accidents and injuries. • Mini Digger and Dump Truck – this training covers the roles and responsibilities of the operator, the pre-use and post-use checks; the basic safety and siting of the machine; minor adjustments; routine servicing procedures as well as how to carry these out and transport materials safely over a range of terrain. To help candidates excel, we focus on hands-on learning as well as theoretical understanding and application to practice. • Venture Trust - referrals are made to this organisation which gives service users the opportunity to build confidence, motivation and life skills and focus on improving mental, physical and emotional health for a more fulfilling life. • Online Courses – service users are afforded access to on-line courses relevant to their individual needs which can include Open University courses and First Aid. It is however noteworthy that the team are not aligned or restricted to any specific supplier. • Counselling and Support – Mental Health and Wellbeing courses are arranged depending on the needs of the individual service user with each designed to promote support and better outcomes. This may include for example drug and alcohol or mental health interventions. • OWLS – Women in the justice system who might be at risk or unfit for UPW can be given a placement at OWLS. This is where they will complete tasks within the service, e.g. organising of equipment such as arts and crafts cupboards/cooking, wrapping presents for Christmas hampers that are distributed to disadvantaged families. While there, as 'other activities' they are also offered mentoring, drug and alcohol services, health services and referrals to other organisation such as the Venture Trust, depending on their need. This activity is co-ordinated between their UPW case manager and the OWLS manager. Page 36 of 112
Page 37
9 PKC - GENERAL 5. Feedback Justice Services within P&K actively seek the views of individuals who have been subject to supervision and UPW, to help improve the service offered. People subject to a supervision requirement The following is a selection of feedback received by people subject to supervision: • “soon I will no longer need assistance, but I have said I’d like to stay voluntary as the support I’ve been given by her has helped me massively…..I find it difficult to communicate with folk I don't know when first meet but she made me feel I can be myself. She's a credit and people like me are lucky to have her support.” • “I enjoyed finally getting help for issues that have been lifelong. Also finding out I am not alone in my issues”. • “The most challenging aspect was admitting some of my own issues were caused by my own actions and accepting that they can be changed by working on them”. • “The most beneficial session was the session on self-compassion. I don’t think I would have improved without it, I think it is something everyone should learn”. • “I am a lot less angry with the world, and I understand now that not everyone is out to get me. I let things go; I would have reacted badly before”. People undertaking UPW or other activity requirement A survey of people completing their UPW requirements was carried out through the reporting period which illustrated the following findings: • 101 people completed the UPW survey during the reporting period (a 59% survey completion rate). • As outlined in Figure 1, respondents were positive about the information they received about their unpaid work requirement, how staff engaged and how personal circumstances were taken into account. Comments included, “All was explained well” and “staff helpful and nice”. Page 37 of 112
Page 38
10 PKC - GENERAL Figure 1: Respondents Experience of UPW • Figure 2 outlines what survey respondents gained from their UPW experience. Figure 2: What Respondents Gained from UPW • Positively, respondents felt that unpaid work had helped them to stop or reduce their offending behaviour as outlined in figure 3. Comments included: “Being social, being around others to battle mental health” and “Demonstrating what offending/reoffending leads to”. Page 38 of 112
Page 39
11 PKC - GENERAL Figure 3: Reducing Reoffending • Respondents commented what they liked most about Unpaid Work was: “Being out doing different things every week”, “Helping the community, giving something back” and “Socialising & routine”. • In addition to all the above, 36% of respondents completed a Learning Skills Assessment during their Unpaid work activity and 15% of respondents confirmed they had contact with other agencies during their period of UPW, with 71% of those respondents confirming that the additional support was beneficial. The community and beneficiaries of unpaid work The following is a selection of feedback received from the beneficiaries of UPW: • “Bertha Park Residents Group would like to thank the Community Payback Team at PKC for the manufacture of our new Noticeboard for the west village in Perth’s Park. Also, to Springfield plc for accommodating and erecting it for us. This now means that we have a Noticeboard for east and west villages and allows our group to more effectively promote what’s going on within the community and keep our residents across both villages up to date. A big thank you to everyone involved.” • The Family Change Team asked UPW to help them freshen up some of their tired looking playrooms. The team got in contact afterwards to say thank you. “We are delighted. We have some much-needed colour on the walls, and everything is looking much, much better. The team were fantastic and even did a bit of sorting out in the back garden for us whilst they were here. Thanks for such a great job!” Page 39 of 112
Page 40
12 PKC - GENERAL 6. Benefits and challenges of other CPO requirements ☒Compensation requirement Service users sometimes face several challenges when trying to meet their compensation requirement, often a consequence of such things as: • Poor mental health and substance / alcohol dependency – such areas are significant barriers directly affecting a service user’s capacity to engage with their order or prioritise payments. • Ongoing financial hardship – many service users already have limited financial resources, making it difficult to pay the required amount on time. This challenge is particularly acute for those on minimal income, existing debts, or housing instability. • Some service users struggle to meet the requirement due to limited community supports or lack of understanding about the importance of the compensation requirement. Often it is towards the end of the supervision period that it becomes apparent that minimal payment has been made. Examples of practice to address such challenges has included: • Linking in service users with welfare rights advisors, addiction workers, and mental health services to improve compliance. • Supporting service users to plan and pay in instalments and checking with the Court that this is being adhered to and paid in instalments subject to individual financial circumstances. • Using text message reminders to help keep service users informed about their payments and progress. ☒Programme requirement Service users face several challenges when trying to meet their programme requirement, including health and addiction issues; low motivation or readiness for change; and practical obstacles such as transport and job/childcare conflicts. Service Page 40 of 112
Page 41
13 PKC - GENERAL users who live in rural areas find it more challenging to attend Moving Forward 2 Change (MF2C) (sexual offences programme) and Caledonian (domestic abuse) groups held in Dundee. P&K is in a longstanding arrangement regarding groupwork delivery for sexual offenders with Dundee and more recently in partnership for the delivery of the Caledonian programme. While there are many benefits to this arrangement, this can adversely impact on men’s ability to engage meaningfully in a consistent manner as the groupwork aspect of Caledonian is delivered in Dundee. In addition, there has been no uplift in Caledonian funding since its inception which has led to funding subsidies from the CJSW Section 27 Grant and variability with staffing which impacts on the service users’ experience of programme delivery. Suitable candidates can sometimes remain on waiting lists for longer than preferred, especially if they are struggling to address a range of criminogenic and welfare needs. As MF2C and the Caledonian programme are long-term interventions, sustaining motivation and regular attendance, particularly with service users who have histories of trauma or resistance, is an ongoing challenge with Caledonian service users specifically highlighting more frequent challenges. There can sometimes be disagreements between service users, Courts, and assessors about an individual’s suitability for inclusion on the programme, leading to poorer engagement and outcomes. It has also been noted that the large of amount of data collection required for the Caledonian programme including risk assessment tasks can be particularly challenging and time consuming for case managers. To address some of these difficulties service users are sometimes offered an individualised version of the programme so they can attend their appointments more easily. In addition, a Caledonian group has been piloted in Perth, which has made attendance more accessible and less stressful for service users. Working with other agencies including Victim Support and Child Support staff, is another area that leads to improved engagement and attendance when service users are motivated. It is also a significant benefit in monitoring any emerging risk issues. Given the nature and impact of these groupwork programmes, it is acknowledged that case managers could benefit from professional input to help them cope with the demands of the work although they do benefit from consultation with colleagues from the Tay Project and Caledonian workers based in Dundee. The announcement in 2025 of the financial allocation for Caledonian programme funding may have a negative impact on future delivery. This is currently being discussed with colleagues in Dundee to determine the best way to deliver the Caledonian programme across both areas and meet the needs of those subject to this programme requirement. ☐Residence requirement Page 41 of 112
Page 42
14 PKC - GENERAL No orders were made ☐Restricted movement requirement No orders were made ☒Conduct requirement Case study A conduct requirement was sought for Michael (not his real name) a Registered Sex Offender with repeat offences involving indecent images. The conduct requirement was sought to monitor his internet-capable devices. However, a conduct requirement was not imposed by the Court which presented a significant challenge as the absence of formal monitoring increased the risk of further offending. Michael’s social worker engaged in open and honest dialogue about this concern and Michael voluntarily allowed access to his devices. This collaborative approach enabled routine checks to be undertaken. The checks revealed concerning patterns of behaviour, and a variation of his Order was submitted to Court with a further request for a Conduct Requirement including additional monitoring by Police. Michael was kept informed about this and agreed to the proposed measures which reflected good practice in transparency and risk reduction. The risk remained between the variation request being made and the Court date being set (3 weeks) and professionals were limited in the tools available to them to intervene effectively during that time. ☒Alcohol treatment requirement We use SMART (Self-Management and Recovery Training), Relapse Prevention and coping mechanisms which have been of benefit to service users who are subject to such an Order. The Specified Workers (see page 20 for more detail regarding this role) attend the weekly clinical NHS meeting which gives an opportunity for an in-depth multi agency discussion to ensure the best outcome for the service user. Working jointly with IDART also allows the Specified Workers to work in conjunction with the NHS and escalate any cases that have a health need, again, ensuring service user's needs are being met. It also allows for easy information sharing, highlighting any concerns or treatment needs with our NHS colleagues. Sean (not his real name) received a 12-month CPO with Supervision and Alcohol Treatment Requirements (ATR). He met with a Specified Worker from CJSW weekly as part of his ATR. Over the course of the 12-month CPO, Sean did the following: Page 42 of 112
Page 43
15 PKC - GENERAL • Completed a hospital-based alcohol detoxification programme, which led to changes in his alcohol use patterns. • Reduced his alcohol consumption to 1-2 days per week. • Reported improvements in mental and physical health related to reduced alcohol consumption. • Worked with a mentor from TCA, who provided support regarding alcohol consumption and helped Sean participate in various activities. • Began a Horticulture course at Perth College, aiming for employment in outdoor work after deciding that his previous occupation as a chef contributed to negative drinking habits. • Finished a 10-day wilderness course with Venture Trust and continued receiving support from them. • Established a regular routine, including attending gyms that support individuals in recovery. • Communicated with his housing officer to arrange repayment for rent arrears, which resulted in the conclusion of eviction proceedings. • Developed problem-solving skills. Sean complied with the requirements of his Order, made use of available supports, completed his CPO, and did not incur any further charges. ☒Drug treatment requirement (DTR) The Specified Workers identified a need for Dry Blood Spot Testing (DBST) to be undertaken with service users, particularly those identified as being People Who Inject Drugs (PIJD). This resulted in the Specified Workers being trained to carry out DBST. A challenge within DTRs has been the constantly changing 'drug scene'. It has proved vital that workers remain informed of drug trends and any Non-fatal Overdoses (NFOD) occurring locally to make certain the appropriate Harm Reduction advice is shared with service users to promote safer drug use. This has been achieved through the Specified Workers attending the daily NFOD meetings. Case Example Chris (not his real name) was placed under a 12-month CPO with a DTR. He has a history of extensive drug use and, while his record of offending is limited, all offences are associated with substance use or public disorder. Chris's lifestyle had become increasingly unstable (increased drug use and offending behaviour); prior to this period, he and his partner had custody of their daughter and Chris was engaged in semi-regular employment. The CPO with DTR was imposed following an offence of Assault to Injury against another individual with a history of substance use. Page 43 of 112
Page 44
16 PKC - GENERAL As part of his DTR, Chris engaged with a Specified Worker and during his Order, he has: • Undergone regular drug testing to monitor recovery progress and inform treatment strategies. • Participated in motivational interventions aimed at reducing drug use. • Obtained a Live Active card and commenced gym attendance. • Accessed Welfare Rights support to address benefit issues. • Secured a bus pass. • Engaged with floating housing support. • Accessed mental health services through IDART. The support provided to Chris has had a positive impact on his wellbeing. Regular engagement with services has contributed to a marked reduction in his illicit drug use. His participation in motivational interventions and physical activity has supported improvements in both his mental and physical health. Access to welfare and housing support has helped address practical challenges, reducing stress and promoting a more secure living environment. However, and more importantly, Chris has not been charged with or convicted of any further offences during the period of his Order. These developments reflect meaningful progress in his recovery journey and a shift towards a more stable and healthier lifestyle. ☒Mental health treatment requirement Case example Andrew (not his real name) received a Mental Health Treatment Requirement (MHTR) following a psychiatric recommendation. After the Order was issued, Andrew was neither seen nor offered appointments by mental health services. Multiple attempts to contact these services to clarify the treatment plan were unsuccessful and was believed to be due to high demand. Andrew’s situation therefore suggested the benefit of appointing a designated liaison professional within mental health services to support MHTR cases. An additional challenge emerged when Andrew relocated outside Perth city. At that time, mental health services required a GP referral, even though the service user was an active MHTR. Since Andrew had limited awareness of his condition, he was unlikely to seek assistance independently. The requirement for a new referral in place of the existing Order made it challenging for Justice Social Work to address acute mental health needs as this is not our area of expertise. These circumstances indicated the need for protocols to be established which recognised that MHTRs as valid pathways for continuing treatment, regardless of geographic relocation. After a Court review, Andrew attended one appointment with mental health services, with no further follow-up arranged. His mental health subsequently declined, and due to poor engagement and over stretched mental health provision, he was not offered additional intervention by mental health services. Page 44 of 112
Page 45
17 PKC - GENERAL To address these challenges, changes such as standardised referral processes and collaborative training between justice social work and mental health teams may help ensure that MHTRs are both imposed and effectively implemented for the benefit of individuals and the broader community. 7. Organisational improvements and ongoing challenges As reported in previous years, the main barrier was and continues to be prompt access to health services. In P&K, as elsewhere, there can be long waiting lists for service users to access services and specifically, mental health provision. This results in people losing motivation, not engaging or being unable to attend when an appointment is offered due to their deteriorating health. However, continued progress was made during the reporting period in relation to access to substance services linked to the Drug and Alcohol Treatment test of change. Other ongoing challenges include: • Ongoing short-term nature of CJSW funding which is on an annual basis including allocation of the Caledonian Programme which inhibits longer term budget forecasting, planning and management. • Ongoing risk that “creating capacity” funds may not be available to the service due to local budget savings and local changes to service structures. • Timely access to mental health services remains a concern. • Staff turnover and fixed term contracts (linked to the above) which inhibits staff investment and limits career progression. • While the number of CPO’s imposed by the Courts remains stable and is not at 2019-20 levels, the number of UPW hours imposed continues to increase but also remains below 2019-20 levels. • CJSW continued to experience a higher number of Court report requests during the reporting period. 8. Collaborative working across justice partnerships During the reporting period, collaborative working methods continued with ongoing support provided by the combined Community Justice and Safety Partnership and the operational Justice and Community Safety Service. This included co-located services such as CJSW, Safer Communities, and the Police, this multi-agency approach facilitating prompt responses to legislative and policy changes locally. External stakeholders, including Community Justice Scotland, the Scottish Government, and the Care Inspectorate, all noted the benefits of the co-location model during their onsite visits. Partnerships remained strong with CJSW, local judiciary, defence agents, the Crown Office Procurator Fiscal Service (COPFS), Police, Scottish Prison Service (SPS), substance use services, Housing, Welfare Rights, and Third Sector organisations. These relationships assisted us in shaping / adapting our activity to meet national requirements and support local need. Several tests of change occurred / continued during this period, including: Page 45 of 112
Page 46
18 PKC - GENERAL • Connecture group work programme (CJSW) • Specified Person linked to CPO Drug and Alcohol Treatment Requirements (CJSW & Alcohol & Drug Partnership (ADP)) • Wellbeing Wheels outcome tool development (CJSW) • Complex Needs Coordination following arrest, remand, and release (CJS & ADP) • Voluntary Throughcare Coordination, including GP registration and tenancy support (CJS, Housing, Apex, IDART) • Intensive Housing Support (Housing/Turning Point) • Child Impact Assessments (CJS, Education, Families Outside, Police Scotland, NHS, Third Sector) 9. Additional information • Areas for improvement and planned next steps. During one of our regular meetings with the Sheriffs, they asked us to consider options for people not suitable for the traditional unpaid work i.e. caring responsibilities or disabilities. Opportunities were explored which will be trialled in 2025-26 to extend the Unpaid Work provision to include Unpaid 'Production'. One option that will be trialled is a sewing project in partnership with a Social Enterprise in Stirling that produces a reuseable sandwich wrap and a local charity, Mend and Lend based at the AK Bell Library. The sewing element is considered to be quite challenging so there is a risk it may not be deliverable, but other production options are being explored - sewing period pants, clothing repairs for charity shops, bench- based timber assembly (bird houses etc). • New ways of working and benefits achieved from these. Several tests of change occurred during the period, including: Connecture group work programme (CJSW) In 2023, Evolve focussed on trialling a Trauma Informed Group Work programme called Connectere. Given the success of this trial and the positive feedback from participants and staff, training was purchased for a small group of staff. The programme was then delivered to two further cohorts of service users in 2024. Feedback from attendees and how the workers felt the groups progressed. From this the learning was used to determine wider applicability across the broader justice service for men and through Evolve project, support started to be more widely available to all men in contact with CJSW during 2024/25. Specified Person - Drug and Alcohol Treatment Requirement (jointly funded CJSW & Alcohol & Drug Partnership (ADP)) The programme was initially aligned to judicial expectations for effective delivery of DATRs within community justice social work and to address the legal aspects and operational challenges of these requirements. Two Specified Workers were Page 46 of 112
Page 47
19 PKC - GENERAL therefore appointed in 2023 as part of a two-year test of change. This proposed operational changed included that: 1. social workers identify substance misuse concerns during CJSW reports 2. CJSW consult with IDART to recommend a four-week deferral for a DATR assessment 3. IDART workers meets the service user multiple times to evaluate suitability and report to the Court before a sentencing decision. Criteria for this includes the need for supervision, a link between offending and substance misuse, and a service users' motivation to comply with a DATR as it provides person centred support. The aspects covered are motivational work, relapse prevention, and harm reduction strategies. Despite operational challenges, including staffing disruptions, the test of change has shown positive outcomes in supporting recovery and reducing drug-related harm within the justice system. It facilitates access to NHS and community services, offers DBST for early detection of blood borne viruses, and participates in multi-agency meetings to address non-fatal overdoses and emerging drug trends. Wellbeing Wheels outcome tool development (CJSW) CJSW had previously identified measurement of outcomes as a development area and a “Wheels” template was developed and tested with men being supported thought Evolve. Testing of the Wheels highlighted their benefit in visually demonstrating progress for those individuals. The decision was made to roll out the Wheel template to the broader CJSW service and develop guidance for staff to ensure consistency in practice. Workers started using the Wheels with all new people on a CPO from February 2025 and initial feedback has been positive. The use of the Wheels will be monitored in 2025-26, and opportunities explored to aggregate the individual progress captured. Page 47 of 112
Page 48
Page 48 of 112
Page 49
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: 21 January 2026 Report Title: Tayside MAPPA Annual Report 2024 - 2025 Report Number: 26/20 Report Author: Nicola Rogerson, Service Manager – Community Justice Organisational Lead: Arun Singh, Strategic Lead – Children, Families and Justice 1. Purpose 1.1 The purpose of this report is to share the Tayside Multi-Agency Public Protection Arrangements (MAPPA) Annual Report for 2024 - 2025 (Appendix 1). The report was approved by the Tayside Strategic Oversight Group (SOG) on 21 October, 2025 and subsequently published by the Scottish Government on 27 November, 2025. Furthermore, the report was tabled at the Perth and Kinross Community Justice Safety Partnership on 12 December, 2025 for noting. 1.2 Sections 1. Purpose 2. Recommendations 3. Background/Context 4. Conclusion 5. Impact Value Assessment 6. Appendices 2. Recommendations It is recommended that the Committee: 2.1 Takes assurance about the work being undertaken in respect of the MAPPA in Tayside, and specifically, in Perth and Kinross. 2.2 Endorses the contents of this report. 7 Page 49 of 112
Page 50
2.3 Requests that the Strategic Lead for Children, Families and Justice bring back future annual reports to this committee. 3. Background/Context 3.1 The Management of Offenders etc. (Scotland) Act 2005 introduced a statutory duty on Responsible Authorities, ie local authorities, Scottish Prison Service, Police Scotland and health boards, to establish joint arrangements for the assessment and management of certain offenders who constitute a risk of harm to the public. The Responsible Authorities are required to keep these arrangements under review and publish an annual report. 3.2 MAPPA is a framework, established in Scotland in 2007, to manage risks posed by Registered Sex Offenders, Restricted Patients, and Category 3 offenders (those who are assessed as high or very high risk and requiring multi-agency management). Guidance is regularly reviewed by the Scottish Government and was last updated in 2022. 3.3 MAPPA is supported by the Violent and Sex Offender Register (ViSOR) which is a national IT system. The main function is to facilitate inter-agency communication and ensure that the Responsible Authorities contribute, share and store critical information for the management of MAPPA offenders. This system is due to be replaced in 2028 by the Multi Agency Public Protection System (MAPPS) which is a Home Office endorsed product that is intended to provide greater flexibility for information sharing and recording of information. The initial date for implementation was 2027, but as the development of MAPPS presented some challenges for local authorities, this date was subsequently revised. In Perth and Kinross (P&K), a project plan is being developed to ensure all factors are in place by the time of implementation. 3.4 Local MAPPA activity is overseen by the Tayside Strategic Oversight Group (SOG). The SOG not only provides oversight, but leadership in respect of policy and procedure, thereby ensuring robust governance, performance monitoring and quality assurance. The SOG meets quarterly and has a timetabled programme of activity to ensure there is appropriate scrutiny of inter-agency practice and take forward any learning both on a local basis and from national developments, eg Serious Case Reviews and legislative changes pertinent to MAPPA. At the end of this report’s reporting year, the Chair of the SOG was replaced. The new Chair is linked into the public protection agenda through their Chairmanship of the P&K Child and Adult Protection Committees and Public Protection Coordinators Group. 3.5 The Tayside MAPPA SOG members are also represented on their respective local public protection groups. In P&K, this includes the Protecting People Co-ordinating Group and Chief Officers Group. This ensures that there is a clear strategic link to both the MAPPA Co-ordinator and the Independent Chair of the SOG. Page 50 of 112
Page 51
MAPPA Annual Report 2024 - 2025 3.6 The report covers the period from 1 April 2024 to 31 March 2025. Given the change in the Chairmanship of the SOG, there has been some revisions to this year’s MAPPA report, with a focus on continuous improvement and strengthening partnership arrangements. There is also a drive to review our strategic plan and align this with national developments and priorities, one of which is equipping staff through targeted training to be confident and robust in their roles in risk management and rehabilitation. 3.7 The report outlines the origin and rationale for MAPPA, and the onboarding of offender groups during this period. Additionally, it highlights the statutory agencies involved and how these work together in offender management under MAPPA. 3.8 The report also outlines the roles within the respective responsible authorities within the MAPPA process. Specifically, it notes the level of training that they undergo to risk assess people subject to MAPPA, the joint working arrangements and the challenges presented when re-establishing someone in the community or the factors which must be considered about a person’s risk to others and themselves. 3.9 As of 31 March 2025, there were a noted increase of offenders across Tayside being managed in the community, the number in P&K being 145, and showing an increase of 18 people from the previous year. It is difficult to determine the reason for this increase, although it may be due to the courts addressing the backlog in sentencing. From this cohort of 145 offenders there were 4 at Level 2 (jointly managed by CJSW and Police Scotland) and no-one at MAPPA Category 3. During the reporting period, there were 3 offenders recalled to custody and 4 reported for breaching their licence conditions. 3.10 The report describes the work of the Tay Project, which is based in Dundee and services all sexual offenders across Tayside subject to a programme requirement as per their Community Payback Order. The model of programme delivery has changed due to evolving research and practice literature from the Moving Forward: Making Changes programme to the Moving Forward 2 Change programme. This has resulted in an accredited and endorsed programme by the Scottish Government, which is delivered, not only in the community, but in prison. Additionally, the report notes the use of Sexual Offences Prevention Orders for high-risk offenders which were subsequently replaced by Sexual Harm Prevention Orders in early 2023. In Tayside, there were 28 in place at the end of this reporting period, of which, 10 were P&K individuals, none have been subject to breach proceedings. 3.11 Since the previous Tayside MAPPA Annual report 2023-24 (Report No. 25/8 refers), activity has included a robust training calendar involving all three local authorities in Tayside (Perth and Kinross Council, Dundee City Council and Angus Council) and Police Scotland. Page 51 of 112
Page 52
The focus has been on information sharing and multi-agency decision making, including training for MAPPA Chairs. Self-evaluation activity has been a primary focus regarding MAPPA paperwork which has noted good working practice, information sharing and participation by MAPPA partners. There is however a recognition that managing people subject to MAPPA presents challenges and it is necessary to be proactive and respond to individual needs and circumstances as they evolve. 4. Conclusion 4.1 The management of risk in the MAPPA process presents many challenges and requires the collaboration and co-operation of agencies across professional organisational boundaries. While it is not possible to eliminate risk, the agencies within Tayside have continued to work collaboratively and sought to scrutinise and strengthen practice in this reporting year through the work of the subgroups and the oversight and leadership from the SOG. 4.2 This reporting year has seen a rise in the number of MAPPA cases which may be attributed to the activity of the courts in addressing the backlog of cases. While challenging, it has not impeded the ability to manage these individuals given the well-established collaborative working relationships between responsible authorities. The assistance of technology used during the COVID-19 pandemic restrictions has continued which has helped to ensure a consistent commitment by partner agencies in contributing to the case management, planning and monitoring of those subject to MAPPA. 4.3 The change of SOG Chair has also brought a fresh approach to overseeing the operational and strategic direction of MAPPA in Tayside. Given their other Chairmanship roles in P&K, this provides an additional asset to risk management through oversight of the broad spectrum of public protection and risk management. 5. Impact Value Assessment 5.1 This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment. 6. Appendices 6.1 Appendix 1: Tayside MAPPA Annual Report 2024 – 2025. Page 52 of 112
Page 53
Multi Agency Public Protection Arrangements Annual Report 2024-2025 1 Annual Report 2024-2025 7 Page 53 of 112
Page 54
Multi Agency Public Protection Arrangements Annual Report 2024-2025 1 INTRODUCTION As the newly appointed Independent Chair of the Tayside MAPPA Strategic Oversight Group, I am pleased to present our 2025 annual report. Having been in post for a short time, I am deeply encouraged by the commitment and collaborative spirit of our multi-agency partners in managing and reducing the risks posed by people who present a risk of harm to others in our communities. This year, our focus has been on continuous improvement and strengthening partnerships. We are embarking on refreshing our strategic plan to ensure it remains robust, responsive and aligned with national priorities. A key priority has been enhancing our training programmes to equip professionals with the skills and knowledge needed to deliver effective risk management. By fostering a culture of continuous improvement, we are refining our processes to enhance public safety and promoting rehabilitation. Engagement with key partners, across justice, health, housing and community sectors has been central to our work. Through collaboration, we build stronger, more integrated approaches to support safer communities. This report outlines our partnerships, challenges and ambitions as we continue to uphold the highest standards of public protection. I extend my thanks to all partners and stakeholders for their unwavering dedication and professionalism. Together, we are committed to making our communities safer for all. Graham Binnie Independent Chair, Tayside MAPPA Strategic Oversight Group Page 54 of 112
Page 55
Multi Agency Public Protection Arrangements Annual Report 2024-2025 2 WHAT IS MAPPA? Multi Agency Public Protection Arrangements (MAPPA) were introduced to Scotland in 2007 and provide a framework to manage the risk posed by Registered Sex Offenders (RSO), Restricted Patients and Category 3 offenders. Category 3 was introduced in March 2016 and covers persons who by reason of their conviction are subject to supervision in the community and are assessed by the agencies as posing a high or very high risk of serious harm to the public and require multi agency management. Since the introduction of MAPPA, the Scottish Government have published and updated National MAPPA Guidance to ensure new legislation, changes to guidance, policies and effective practice are included. The latest version was published in March 2022 and can be viewed on the Scottish Government website. MAPPA brings together, Police, local authorities, housing, Health and the Scottish Prison Service, described in the legislation as the ‘Responsible Authorities’. The responsible authorities in Tayside are: • Angus Council • Dundee City Council • Perth & Kinross Council • Police Scotland • NHS Tayside • Scottish Prison Service A multi-agency approach to managing people who present a high risk of harm to others is effective because professionals working closely together can achieve far more than one agency alone. The priority of agencies working within the framework of MAPPA is to keep the public safe. To ensure that resources are focused where they are needed most MAPPA provides three levels of management. • Level 1: Routine Risk Management • Level 2: Multi Agency Risk Management • Level 3: Multi Agency Public Protection Panels (MAPPP) As of the 31 March 2025 there were 443 people subject to MAPPA in the community across Tayside, with 97% (430) are managed at Level 1, 3% (13) at Level 2 and none at Level 3. The most important part of MAPPA is sharing information and pulling together the knowledge and the expertise of the agencies involved. Page 55 of 112
Page 56
Multi Agency Public Protection Arrangements Annual Report 2024-2025 3 POLICE SCOTLAND The Police are responsible for the operation of the Sex Offender Notification Requirements (SONR) set by the Sexual Offences Act 2003. Registered Sex Offenders (RSO) in Tayside are managed by the Sex Offender Policing Unit (SOPU) who oversee the notification requirements and are the lead responsible authority for those offenders who are in the community and who are not subject to any form of statutory supervision. Most registered sex offenders are not subject to any statutory supervision and on the 31 March 2025, there were 299 Police only managed RSOs. The Police also work alongside Justice Social Work where statutory supervision is in place. In Dundee the SOPU continue to be co-located within the Justice building at Friarfield House. Although not co-located the SOPU teams in Angus and Perth & Kinross have a close working relationship with the Justice Social Work in their respective areas to provide robust risk management of the offenders in each area. To do this, officers have a detailed knowledge of the individuals in terms of their offending history, potential access to victims and current lifestyle. This is an ongoing process, and regular assessments are carried out to identify any significant changes. The following gives an indication of some of the methods used to gather information; • Unannounced home visits or any other address registered by them • Close working relations with all agencies involved with the individual • Monitoring of internal and national databases to identify further incidents • Briefing and bulletins to staff out with the SOPU ensuring local policing is aware of offenders in the area. • Joint completion of risk assessments and risk management plans with Justice Social Work. LOCAL AUTHORITY The Local Authority is the responsible authority for those RSOs who are subject to statutory supervision. The Justice Social Work supervise people who are subject to community payback orders, short term sex offender licences, post release supervision for individuals serving a long term sentences and those on voluntary supervision for short term sentences. In addition, areas of the council such as Children’s Social Work and Housing and the Health and Social Care partnership also play a major role in the management of the people in the community. Justice Social Workers within the Public Protection Teams will assess and manage RSO’s in the community and will also provide reports to the court, Scottish Prison Service and Parole Board in accordance with national outcomes and standards which stipulates minimum supervision contact levels, frequency Page 56 of 112
Page 57
Multi Agency Public Protection Arrangements Annual Report 2024-2025 4 of reviews and breach procedures. On 31 March 2025 there were 144 individuals subject to statutory supervision. Police officers within the SOPU and Public Protection Team Justice Social Workers are trained in the accredited risk assessment tools to assess and develop risk management plans for each RSO. Staffing within these teams has been relatively stable for several years which has allowed high levels of expertise and knowledge to be developed. HOUSING Research indicates that stable housing arrangements and effective monitoring are key to minimising the risk posed by those who commit sexual offences. Stable accommodation contributes to the successful rehabilitation of the person and to the protection of the community. In each of the three local authorities of Tayside there is a Housing Liaison Officer (SOLO) who assist in accessing and securing housing for the offenders and are the first point of contact when accommodation is being sought. They will liaise with registered social landlords to identify suitable housing options for the RSOs. The housing service is a major part in the management of risk and will contribute to the environmental risk assessments to ensure accommodation is appropriate. The Housing SOLO in each local authority attends all MAPPA meetings. NHS TAYSIDE NHS continues to play a major part of MAPPA they are the responsible authority for the restricted patients and a duty to co-operate agency in the management of RSO’s and Category 3 individuals. NHS Tayside Adult Protection Team role in supporting MAPPA has continued to develop during the last year with increased awareness raising sessions, targeted and proportionate communication within health and primary care and in enhanced efficiency and standardisation of processes. From a learning perspective, they are currently updating the MAPPA LearnPro module, which offers an accessible foundation of learning for anyone working in NHS Tayside. They are also offering tailored sessions on request from clinical areas, in terms of further developing their knowledge and understanding. An NHST Adult Protection Advice Line and Generic Mailbox offer accessible contact points for anyone working in health with regards to queries around people managed under MAPPA. Our health system alerts prompt clinicians to update us when they have contact with someone managed under MAPPA to gauge whether the multi-agency team required to be updated with this information. This means sharing of relevant and proportionate health Page 57 of 112
Page 58
Multi Agency Public Protection Arrangements Annual Report 2024-2025 5 information with the MAPPA team is now proactive, not being delayed until the next formal review. The NHST team has liaised with health colleagues in other Boards and the National Health MAPPA Group in terms of sharing and improving our basic processes. We engage with Primary Care where appropriate, to access summaries of their contact with MAPPA nominals, and to share relevant and proportionate information in terms of risk. We educate clinicians who then contact us, supporting them to consider what this risk might mean for their ways of working. In terms of documentation, we now communicate with Primary Care via Clinical Portal, so that even if the person isn’t currently registered with a GP the information is there for when they do; this information is also accessible to unscheduled care services, supporting their risk assessment and clinical approach. We are also responding to services using independent systems to improve communication of essential information regarding people managed under MAPPA, to improve sharing of key information and proportionate awareness of risk. There is also strong links with the Learning Disability Forensic Team who work closely with both Police and Justice Social Work in relation to RSO’s with a learning disability. SCOTTISH PRISON SERVICE The Scottish Prison Service (SPS) is the responsible authority for the individuals who are in custody and who will be subject to MAPPA on release. They are also the lead for those who are subject to unescorted and escorted leave into the community and those subject to home leave. SPS must ensure that all accredited and relevant risk assessments are used to determine the management of the individual both in custody and in preparation for release. SPS are also responsible for engagement with victims through the Victim Notification Scheme (VNS). Close working with SPS and community ensures a smooth transition from custody to community. In Tayside we have close links with three SPS establishments, HMP Perth, HMP Castle Huntly and HMP Bella Unit. DUTY TO CO-OPERATE It is recognised that public protection often depends on more than a criminal justice response and other agencies also have an important role. The Management of Offenders Act imposes a ‘duty to co-operate’ on certain agencies. Such agencies include registered social landlords, providers of electronic monitoring and agencies providing services on behalf of the responsible authorities. Page 58 of 112
Page 59
Multi Agency Public Protection Arrangements Annual Report 2024-2025 6 MAPPA IN OPERATION CASE STUDY Multi-Disciplinary Support for Mr. X Mr X is a registered sex offender having been convicted of a sexually motivated communication offence for which he was made subject to a community payback order. He has a learning disability and was recently diagnosed with autism. Mr X lives independently in social housing. There is a strong multi-disciplinary approach in place to support him, including the involvement of psychiatry, forensic nursing, occupational therapy, learning disability social work, Police Scotland and justice social work. The team meets every six weeks for a structured multi-agency meeting chaired by his justice social worker to review his situation, coordinate care, and maintain a robust risk management plan. MAPPA meetings also take place to ensure that all aspects of his risk management plan are appropriate and adapted where necessary. In addition to formal meetings, the team maintains regular contact via email, enabling prompt information sharing and swift action when any concerns arise regarding Mr. X’s wellbeing or behaviour. INTERVENTIONS In the coming year a new national accredited programme, Moving Forward 2 Change (MF2C) will be introduced across Tayside and will be delivered by the Tay Project. The Tay Project is a team of social workers who are responsible for carrying out assessments and delivering interventions for those assessed as posing a risk of sexual harm across Tayside. Members of the team also contribute to various national training roles in terms of risk assessment tools and numerous national training programmes. Interventions are delivered on an accredited programme basis and will be employing the Moving Forward 2 Change programme (MF2C). This is a behavioural change programme that is underpinned by the research and practice literature on sexual offending behaviour. It is designed to meet the treatment needs of males aged over 18 who have been convicted of a sexual offence, or non-sexual offence that contains a sexual element and who have been assessed as medium and high risk/needs profile. The aim of the programme is to reduce the risk of re-offending of men convicted of sexual/sexually motivated offences and increase their opportunities Page 59 of 112
Page 60
Multi Agency Public Protection Arrangements Annual Report 2024-2025 7 and capacity for meeting needs by non-offending means. This is done by considering the biological, psychological and social factors relevant to their offending behaviour and helping the individual and those assisting/managing them to understand the factors that are relevant to the risk their behaviour may pose and how these factors interact. The delivery is group-based but can be delivered on an individual basis. Participants are supported to reflect on their past to understand risk factors and protective factors thus empowering them to take responsibility for their treatment journey. MF2C supports participants to evaluate past risks by providing information about antecedents and consequences and setting goals. It aims to reduce negative emotions and to support participants to restructure their social environment, action plan, problem solve and provide new skills to enable self-management. Delivery provides social support and support to build a prosocial identity. The Tay Project team are responsible for assessing the suitability of an individual for inclusion on the programme based upon their level of risk and need. The length of time an individual will spend in treatment will depend upon their risk and needs profile which will inform the treatment formulation. This will in turn inform the treatment pathway in relation to what modules and what assignments from each module, they will undertake. This is individualised for each service user. The programme consists of pre-group work, mandatory modules and optional modules if assessed as necessary. It has been developed to be trauma informed and responsive to individuals needs and their life experiences. It has a clear programme ethos: MF2C should provide a safe, inclusive, respectful, supportive, and compassionate environment. Participants can share their story, learn the function of their behaviour, learn from useful programme content, and make positive changes by acquiring skills that will help them to manage risks and achieve their goals. The programme emphasises that early life experiences and biology were not sought by the individual. MF2C staff should aim to build trust and empower participants by working collaboratively and providing choices so that participants take responsibility for their behaviours and shape a prosocial identity. MF2C staff should be empathic, warm, rewarding but communicate clearly and be direct, when necessary. MF2C staff should be genuine and flexible to a participant’s needs. Page 60 of 112
Page 61
Multi Agency Public Protection Arrangements Annual Report 2024-2025 8 PREVENTION ORDERS One way of managing people who present a high risk of harm to others is by applying for certain behavioural orders. A Sexual Offences Prevention Order (SOPO) is an order granted by court at the time of sentencing or on application by the Police to a Civil court. These orders place certain conditions on an individual’s behaviour and provides power of arrest if breached. Initially SOPOs only contained prohibitive measures however after a change of legislation they can now also contain positive obligations. The use of SOPOs can help change the behaviour of certain individuals and can prevent further offending. On 31 March 2023 SOPOs were replaced by a Sexual Harm Prevention Order (SHPO). These orders were introduced by the commencement of the Abusive Behaviour and Sexual Harm (Scotland) Act 2016, Sec 10 to 40. Previously to apply for a SOPO there had to be evidence of a risk of serious sexual harm where now the SHPO is the risk of sexual harm. This lower threshold means they can be applied for in a wider range of circumstances. As of 31 March 2025, there were 19 SOPOs and 28 SHPO’s in place in Tayside. During this reported year 7 individuals were reported for breaching the conditions of their orders. IN 2024 – 2025 In our last report we stated that a training calendar was to be developed. As such training and continuous improvement occurred across the three local authorities with staff from within the Police Sex offender Policing Units and Social Work Public Protection Teams coming together in workshops on information sharing and multi-agency decision making. Chair training has also taken place with now new staff being trained to chair and manage the Level 1 MAPPA meetings. Training continues to be a focus at the MAPPA Operational Group (MOG) with more events planned for 2025/2026. An event has been arranged for training is to be provided to frontline staff on online offending and child sexual exploitation. Chair training will continue for managers who are required to undertake the chairing of MAPPA meetings. Over the past year the MAPPA Co-ordinator has also carried out audits of MAPPA minutes and meetings to identify learning and improve practice. The audits have identified several areas of good working relationships, good information sharing and good attendance by all agencies at MAPPA meetings. Areas of improvement identified is to ensure that all agencies are included in MAPPA meetings, e.g. If Community Mental Health or Drug Recovery Services are involved the relevant support worker should be included in the MAPPA meeting. Page 61 of 112
Page 62
Multi Agency Public Protection Arrangements Annual Report 2024-2025 9 Currently work in relation to Care and Risk Management (CARM) for young people identified as presenting a high risk of harm to others has been paused as the Scottish Government are currently reviewing the process. In the interim, all 3 Local Authorities continue to operate existing CARM arrangements. Once the review is finalised, MAPPA will link in with the Child Teams in Angus, Dundee and Perth & Kinross to agree consistent guidance for staff. Close links continue to be maintained across the three local authorities with the SOG Independent Chair being a member of 3 Chief Officer Groups and the MAPPA Co-ordinator linking with the lead officers of Adult Support and Protection, Child Protection, Alcohol and Drugs Partnership, Violence against Women Partnership and Suicide Prevention. Both the SOG Independent Chair and the MAPPA Co-ordinator continue to be members of national groups thus ensuring that any national developments are rolled out and adopted across Tayside. EFFECTIVE PROACTIVE WORK Reoffending rates of people managed under MAPPA are extremely low. This is due to effective risk assessment and risk management of the responsible authorities, including respect of enforcement procedures where a person is unable or unwilling to comply with the requirements. However, risk can never be completely eliminated, and some individuals do commit further crimes. Below are examples of some ongoing proactive work carried out daily to keep the communities of Tayside safe. • Monitoring of electronic devices – this is used to monitor the use of an individual’s device to determine if a RSO has offended again or is behaving in a manner likely to proceed to a criminal offence. • Announced and unannounced visits to the RSO, carried out jointly Justice Social Work and Police, if the RSO is subject to a statutory order. • Individuals who received a term of imprisonment can be managed on licence in the community once their term of imprisonment reaches a certain stage and they are then monitored in the community. If they do not comply with the conditions of their licence they can be recalled to custody to complete their custodial sentence. • Persons who receive a Community Payback Order (CPO) as punishment from the court are monitored closely by Community Justice Social Work to ensure that they comply with requirements of their order. • Once a licence expires RSOs continue to be monitored by Police There is no doubt that by taking quick, proactive action and securing good evidence our communities of Tayside will be protected. Page 62 of 112
Page 63
Multi Agency Public Protection Arrangements Annual Report 2024-2025 10 STATISTICAL INFORMATION As of the 31 March 2025 there were 443 registered sex offenders managed in the community of Tayside, this is an increase of 36 from the same date in 2024. Of the 443 there were 144 (32%) on statutory supervision managed by Justice Social Work. The breakdown of each local authority is detailed below: ANGUS 113 ( an increase of 5 from the previous year) DUNDEE 185 (an increase of 13 from the previous year) PERTH & KINROSS 145 (an increase of 18 from the previous year) This increase in numbers may be indicative of the courts still catching up with outstanding cases in covid recovery. During this reporting year 7 individuals were reported for failing to comply with their notification requirements. The numbers of individuals managed under Category 3 remain low, with only 2 being managed in the community in this reporting year. When an individual is convicted of certain sexual offences, as detailed in the Sexual Offences Act 2003 and amended by Sexual Offences (Scotland) Act 2009, they are automatically required to adhere to the notification requirements for a detailed duration. The duration periods are: A person who, in respect of the offence, is sentenced to imprisonment of 30 months or more An indefinite period beginning with the relevant date A person who, in respect of the offence, has been made the subject of an order for lifelong restriction An indefinite period beginning with that date A person who, in respect of the offence or finding, is or has been admitted to a hospital subject to a restriction order An indefinite period beginning with that date A person who, in respect of the offence, is sentenced to imprisonment for a term of more than 6 months but less than 30 months 10 years beginning with that date A person who, in respect of the offence, is sentenced to imprisonment for a term of 6 months or less 7 years beginning with that date A person who, in respect of the offence or finding, is or has been admitted to a hospital without being subject to a restriction order 7 years beginning with that date Page 63 of 112
Page 64
Multi Agency Public Protection Arrangements Annual Report 2024-2025 11 A person in whose case an order for conditional discharge or, receives a community payback order The period of conditional discharge or community payback order A person of any other description eg receives a monetary fine 5 years beginning with the date of conviction. The requirements to register and the duration of the notification period are set out in primary legislation and discretion cannot be exercised by the courts. During this reporting period there have been 111 individuals convicted and made subject to the registration requirements. During this same period 68 individuals have either completed their duration of notification or have passed away. These statistics show that the numbers managed fluctuate and can either increase or decrease over a period. As stated earlier in this report close working of the agencies is vital when managing high risk offenders. When a person is in custody and is approaching their release date the SPS will submit a MAPPA referral to the MAPPA Co- ordinator to allow for a meeting to occur in the community to ensure that a risk management plan is in place for the individual. Over this reporting period 57 prisoners were released from custody and are now managed in the community. WHAT WE WILL DO IN 2025 - 2026 • Review and enhance our continuous improvement activity across the three local authorities, working with other Public Protection partners to strengthen our learning. • Ensure our identification of training needs is relevant and delivered in the right manner to enhance staff capabilities and in a flexible manner to fit busy schedules. • Monitor and assess any national decisions on the release of long-term prisoners to ensure service delivery is unaffected. • Work with partners and national groups to proactively respond to any national learning from published Learning Reviews • Support responsible authorities across Tayside to prepare for the launch of the Multi-Agency Public Protection System (MAPPS). • Work to understand how we can gather the right data for assurance, trend analysis and risk escalation. • Review our current strategic plan for 2023 –26 and agree priorities for the next 3 years. Page 64 of 112
Page 65
Multi Agency Public Protection Arrangements Annual Report 2024-2025 12 Designed by Communications, Dundee City Council SM/10/25 MAPPA Co-ordinator Friarfield House Barrack Street Dundee, DD1 1PQ Tel: 01382 435518 Fax: 01382 435080 Page 65 of 112
Page 66
Page 66 of 112
Page 67
Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Housing & Social Wellbeing Date of Meeting: 21 January 2026 Report Title: Housing Revenue Account (HRA) Strategic Financial Plan incorporating the 5 Year Capital Investment Programme and Rent Strategy to 2030/31, Reserves Strategy and other Housing Charges for 2026/27 Report Number: 26/21 Report Author: Steven Coyle - Finance & Governance Team Leader sjcoyle@pkc.gov.uk Organisational Lead: Elaine Ritchie, Strategic Lead – Housing & Communities Scott Walker, Chief Finance Officer ___________________________________________________________________ 1. Purpose 1.1 The report seeks approval of the proposed Housing Revenue Account (HRA) budget for five years from 2026/27 to 2030/31. It outlines recommended increases to rents for houses and other HRA property service charges, and an appropriate level of reserves. It also seeks approval of the proposed budget for the next five years of the Capital Investment Programme, totalling £81.1 million from 2026/27 to 2030/31. 1.2 Sections 1. Purpose 2. Recommendations 3. Background/Main Issues 4. Tenant Engagement 5. Housing Revenue Account 6. Capital Investment Programme 7. Increasing Council House Stock 8. Rent Strategy 9. Use of Balances/Reserve Strategy 10. Comparison with other Local Authorities and Registered Social Landlords 11. Proposed Rents for other Services 8 Page 67 of 112
Page 68
12. Proposed Housing Services Charges 13. Conclusion 14. Impact Value Assessment 15. Consultation 16. Appendices 2. Recommendations It is recommended that the Housing & Social Wellbeing Committee: 2.1 Notes that the HRA 30-year Business Plan has been updated to reflect and confirm the affordability of the proposals. 2.2 Approves the Housing Revenue Account Budget for 2026/27 and provisional budgets for financial years 2027/28 to 2030/31 as set out in Appendix 1. 2.3 Approves the proposed Housing Revenue Account Capital Investment Programme for 2026/27 to 2030/31 as set out in Appendix 3. 2.4 Approves the Rent Strategy for 2026/27 and a provisional Rent Strategy for the following 4 years to 2030/31 as stated in Section 8. 2.5 Approves the rent increase of 6.5% in line with option 1, for the year commencing 6 April 2026 for all Council houses. This would mean an average weekly rent increase of £5.49 per week, resulting in an average weekly rent of £90.01 per week based on 52 weeks. 2.6 Approves the rent increase of 6.5% for the year commencing 6 April 2026 for: • all lock-ups • all garage sites • dispersed tenancies owned by the HRA • Greyfriars Hostel. 2.7 Approves the Housing Revenue Account Reserves Strategy proposed in Section 9. 2.8 Approves that the final movement in the Housing Revenue Account in 2025/26 is transferred to an earmarked Reserve (HRA) as proposed in Section 9.10. 2.9 Approves the proposal to set Housing service charges from 6 April 2026 as stated in Section 12. 2.10 Endorses and approves, where necessary, the revised level of all housing related charges as detailed in Appendix 5. 2.11 Endorses the progress made to date in delivering and maintaining the Scottish Housing Quality Standard (SHQS) for improving and managing the housing stock as set out in Section 6 and the related Business Cases. Page 68 of 112
Page 69
3. Background/Main Issues 3.1 The Council owns and manages 8,321 properties, an increase of 1,172 properties since 2011. The Housing Revenue Account (HRA) covers all operational expenses related to supporting tenancies, building maintenance and capital financing for investment in both existing and new social rented housing. It also helps fund major upgrades and improvements through revenue contributions to capital projects. 3.2 The HRA receives income from rents (houses, garages, and other properties) and interest on balances, which funds all relevant HRA expenditure. 3.3 The HRA Business Plan and Capital Investment Programme ensure that the Council’s housing stock continues to comply with the Scottish Housing Quality Standard (SHQS). 3.4 The HRA Business Plan is updated annually to reflect the available budget, tenants’ priorities, rent strategies and economic conditions, ensuring it remains affordable and sustainable. The Plan has been updated to reflect the proposals within this report. The HRA budget for 2026/27 (Appendix 1) has been prepared in accordance with Housing Acts, Scottish Government directives, and regulatory requirements. 3.5 Our most recent stock condition survey informed the Local Housing Strategy, approved by the Housing and Social Wellbeing Committee on 15 March 2023 (Report No. 23/82 refers). Following ARUP’s modelling of eight housing archetypes, we have commenced a pilot project to apply the recommended measures aimed at decarbonising 35 targeted properties. We aim to use this information alongside data from the stock condition survey to inform future retrofit programmes and revise our rent setting strategy, which will be reviewed in spring of 2026. 3.6 Other factors influencing the Capital Programme and rent setting proposals include tenants’ incomes and rent affordability, increasing costs of materials and services, the climate change agenda and Housing to 2040. The impact of cost-of-living pressures on our tenants and the HRA has influenced the rent setting proposals. 3.7 Members of the Affordable Housing Working Group received an overview of the HRA rent setting process and potential rent options for 2026/27 on 15 September and 1 December 2025 and were asked to provide feedback. On 27 October 2025, all elected members were given information on the rent options proposals and plans for tenant engagement, including an opportunity to provide feedback. Page 69 of 112
Page 70
4. Tenant Engagement Approach 4.1 The Scottish Social Housing Charter sets the standards and outcomes that all social landlords should aim to achieve in their housing activities. Outcomes 14 and 15 are specifically linked to the rent setting process and the financial management of the HRA. These outcomes require social landlords to set rents and service charges in consultation with their tenants and other customers to ensure: • A balance between the level of services provided, the cost of these services, and the affordability for current and prospective tenants and other customers. • Tenants receive clear information on how rent and other money is spent, including details of individual expenditure above thresholds. 4.2 These outcomes reflect local authorities’ legal duties, under section 25(4) of the Housing (Scotland) Act 2001, to consult tenants affected by the proposed increases and consider their views on affordability and spending decisions. Landlords must also decide whether to publish expenditure information and determine the format and level of detail to include. 4.3 Perth and Kinross Council must engage with tenants about rents, ensuring that decisions on rent levels reflect tenants’ views. The proposals in this report incorporate tenants’ feedback. Committee members must demonstrate that they have fully considered these views when approving the report. 4.4 Our approach to involving tenants in the rent setting process was developed by the Strategic Tenant Engagement in the Annual Rent Setting (STEARS) tenant working group. This approach is regularly reviewed with tenants and follows the recommendations from the Scottish Housing Regulator which include: • Providing tenants with three rent increase options. • Demonstrating affordability levels. • Consulting with current and prospective tenants. Rent Affordability Model 4.5 Our affordability model, developed with staff and tenants, is updated annually to assess the affordability of our rent setting proposals. 4.6 This year’s affordability assessment showed that Perth and Kinross Council’s rents are, on average, 8% (£7.51 per week) lower than neighbouring local authorities and 22% (£24.32 per week) lower than local Housing Associations. These figures are based on the 2025/26 agreed rent levels for both local authorities and Housing Associations. Page 70 of 112
Page 71
4.7 The affordability model indicated that 86% of our residents could afford our proposed rents based on their income alone, without considering any housing benefit they receive. To support those tenants who are struggling financially or have difficulty meeting their rental obligations, we offer a range of support measures including: • Financial assistance through the Tenancy Sustainment Fund. • Financial support through locality team Think Yes budgets. • A team of Support Officers providing tailored advice and support. • Assistance with accessing devices, data and getting online through our Digital Inclusion Project. • Dedicated Welfare Rights support offering specialist advice and assistance. • Specialist money and debt advice service through Citizens Advice Bureau. • Advice and support through our Service Level Agreement with SCARF which provides free and impartial energy efficiency advice to Council tenants. 4.8 We also recognise the significant challenges faced by all services and communities in tackling and mitigating the impact of child poverty. The rent affordability model is also used to inform work within the Child Poverty Action Plan, playing a key role in mitigating and addressing child poverty in the area. Tenant Engagement 4.9 In April 2025, all Council tenants received an initial questionnaire asking for their views and priorities regarding rent setting and how additional rent money should be spent. This survey was also shared with our third sector partners who support or work with our tenants. 4.10 A total of 1,047 tenants (13%) responded, a slight reduction of 234 responses from last year. This response rate and the valuable insights provided by our tenants are pivotal in shaping our service delivery, driven by the priorities they have identified, as detailed below: Priority High Medium Low No response Improving our response to repairs in your home 63% 28% 5% 4% Improving the Quality of your Home 58% 30% 8% 4% Improving your neighbourhood and the place where you live 57% 30% 10% 3% Improving the support, we provide to help in your home, and also to keep your home 52% 32% 12% 4% Improving the options to get you more involved in the decisions we make about the Housing Service 38% 43% 15% 4% Page 71 of 112
Page 72
4.11 At the summer conference, tenants were asked additional questions to gain more detailed information on their priorities. 4.12 Our autumn conference was held in-person and online on 30 October 2025, providing tenants with another opportunity to discuss this year’s approach and proposals. Small group breakout sessions allowed tenants to ask more detailed questions about the proposals. Targeted efforts were also made to engage underrepresented groups, including hosting drop-in sessions at local community groups, attending community events, and collaborating with other services to ensure their active participation. 4.13 An information pack was then sent to all tenants, detailing the three proposed rent increase options and the impact and affordability of each. 4.14 The options were: • 6.5% rent increase • 7.5% rent increase • 8.5% rent increase 4.15 Tenants received information explaining each option, the services and capital improvements that could be delivered, and the potential impacts on service delivery (both positive and negative). Budget Pressures 4.16 The cost-of-living pressures continues to have, a profound and wide-reaching impact throughout Scotland. Touching all aspects of society, economy, educational outcomes, and our personal lives. The social housing sector is no exception. 4.17 Nationally, the housing sector has been crucial in supporting vulnerable households, maintaining homeless and sheltered housing services, conducting welfare checks, and performing gas and electrical safety checks as well as emergency repairs. However, the sector faces ongoing issues and risks, including increased demand for social housing, rising levels of homelessness, financial hardship among tenants, rent arrears, and challenges in delivering capital and new build projects. 4.18 Regardless of additional pressures or financial impacts, the HRA still faces cost pressures because of fixed costs, such as: • Staff costs – pay increases, including increased employer National Insurance contributions. • Adjustment to Bad & Doubtful debt provision. • Loan charges - rising interest rates are having a major impact on current and future costs equating to a pressure of £4.9m over 5 years. 4.19 These fixed costs are routinely reviewed as part of the budget setting process and our annual review of the 30-year business plan. Page 72 of 112
Page 73
Rent Options 4.20 Tenants were asked to consider the following options: 4.21 Under all three options, tenants will see new and increased investment in: Making Homes Ready Faster • Extra help to prepare empty properties quickly – using external contractors (£300,000). • More staff to plan and manage repairs for empty homes (£69,000). Improving Repairs and Maintenance • Extra capacity to respond to repairs more quickly (£200,000). • Planned maintenance work (£37,000). • Handyperson service for older tenants (£40,000). • Garden maintenance service (£5,000). • Out-of-hours repairs service (£3,000). Safety and Compliance • Fire safety remedial work (£86,000). • Energy performance certificates for homes (£75,000). • Lone working safety system for staff (£8,000). Supporting Tenants • Support Officers for hoarding cases (£88,000). • Gypsy Traveller Engagement Officer (£50,000). • ‘Think Yes’ budget to help staff support tenants locally (£30,000). • Digital, financial and social inclusion projects (£150,000). Technology and Innovation • Internet of Things project (smart technology for homes) (£49,000). Other Costs • Contract price increases (£163,000). • Corporate recharges for other Council services (£80,000). • Increased utility costs (£30,000). • Fleet vehicles for housing services (£17,000). Page 73 of 112
Page 74
4.22 Some pressures within the proposals relate to Scottish Government priorities such as: • Energy Performance Certificates Reports for each property - £75,000 As a landlord, we are legally required to ensure all tenants’ homes have an appropriate Energy Performance Certificate. Option 1 - rent increase of 6.5% Keeping Homes Ready and Well-Maintained • Extra help to prepare empty properties quickly – using external contractors (£300,000). • More staff to plan and manage repairs for empty homes (£69,000). • Responsive repairs – quicker response times for tenants (£200,000). • Planned maintenance work (£37,000). • Handyperson service for older tenants (£40,000). • Garden maintenance service (£5,000). • Out-of-hours repairs service (£3,000). Safety and Compliance • Fire safety remedial work (£86,000). • Energy performance certificates for homes (£75,000). • Lone working safety system for staff (£8,000). Supporting Tenants • Support Officers for hoarding cases (£88,000). • Gypsy Traveller Engagement Officer (£50,000). • ‘Think Yes’ budget to help staff support tenants locally (£30,000). • Digital, financial and social inclusion projects (£150,000). Technology and Innovation • Internet of Things project (smart technology for homes) (£49,000). Major Investments • Buy Back Programme – purchasing around 50 homes per year for five years (£25 million). • Additional improvements to tenants’ homes (£3 million). Other Costs • Fixed cost increases (as detailed in section 4.18) (£2,858,000). • Contract price increases (£163,000). • Corporate recharges for other Council services (£80,000). • Increased utility costs (£30,000). Page 74 of 112
Page 75
• Fleet vehicles for housing services (£17,000). Option 2 - rent increase of 7.5% Major Investments • Buying back homes – around 60 properties each year for five years (£30 million). • Extra improvements to tenants’ homes – upgrades and modernisation (£3 million). Other Costs • Fixed cost increases – unavoidable rises in essential costs. • Pressures from Option 1 – additional financial pressures identified in the budget plan. Option 3 - rent increase of 8.5% Major Investments • Buying back homes – around 70 properties each year for five years (£35 million). • Extra improvements to tenants’ homes – upgrades and modernisation (£6 million). Other Costs • Fixed cost increases – unavoidable rises in essential costs. • Pressures from Option 1 – additional financial pressures identified in the budget plan. 4.23 In November 2025, all 8,321 tenants received a survey providing rent setting information and were asked to indicate their preferred option. This survey was also promoted through the tenants’ On the House magazine, online Consultation hub, X (formerly known as Twitter), Facebook, and text messages. To increase responses, staff conducted phone surveys and carried out drop-in-sessions at local community venues. 4.24 To further increase reach, we commissioned the Knowledge Partnership hub to contact 1,500 tenants directly over the telephone to complete the survey. 4.25 Our consultation process ensured genuine opportunities for all tenants to receive detailed information on each option, service delivery and to express their preferred level of rent increase for the forthcoming year. Page 75 of 112
Page 76
4.26 A total of 2,782 tenants (33%) responded with the outcome as follows: • Option 1 – 72.3% • Option 2 – 21.0% • Option 3 – 6.7% 4.27 Tenant engagement remains a priority, demonstrated by increased attendance at summer and autumn conferences and drop-in sessions. While the survey response rate decreased by 9%, compared to last year, we are working with tenants to identify alternative ways to seek their feedback on proposed rent options for next year. Recommended Option 4.28 Based on the feedback received from tenants and their clear preference, this report recommends that the committee approves Option 1, which proposes a 6.5% rent increase. The details in the following sections of this report pertain to Option 1, as outlined in section 4.22. 5. Housing Revenue Account 5.1 The HRA budget (as shown in Appendix 1) is balanced each financial year to ensure the operating costs are met from the yearly rental income. The budget includes an amount for Prudential Borrowing to cover the revenue cost of the capital investment programme. Since the Standard Delivery Plan (SDP) commenced in 2004, £202 million has been borrowed. This included the first major works necessary to meet the Scottish Housing Quality Standard (SHQS), namely, the installation of new kitchens and bathrooms. 5.2 The additional cost pressures (as shown in Appendix 2) that the HRA must manage over the next five financial years include: • A 3.5% pay increase for Single Status and Trades staff for 2026/27, based on the agreed pay award, plus the cost of incremental progression. • Increased costs relating to the agreed 2025/26 pay award. • An adjustment to the bad and doubtful debt provision to take account of the potential increased risk to the Council from increased rent arrears. • Ensuring we can meet our climate change targets by reducing the carbon footprint of our homes while keeping them affordable to heat. • Our legal requirement to ensure all tenants’ homes have an Electrical Inspection Condition report (EICR). • Our legal requirement to ensure all tenants’ homes have an Energy Performance Certificate (EPC). Page 76 of 112
Page 77
5.3 To minimise the impact on future rents and borrowing requirements, a range of efficiency savings will be implemented, including: • Maintaining staff slippage at 5% to match general fund - £30,000. • Reducing the bad debt provision to 2.6% of income due to reduction in rent arrears and high rates of tenancy sustainment - £494,000. • Reduced costs in relation to the Electrical Inspection Condition Report budget - £200,000. 5.4 The full detail of the pressures and savings are detailed in Appendix 2. 6. Capital Investment Programme 6.1 Significant progress has been made with the capital improvements programme during 2024/25. Upgrades and improvements include: • 197 properties received window/external door replacements. • 170 properties had a kitchen replacement. • 240 properties had a bathroom replacement. • 268 properties had their heating system replaced. • 27 properties received external fabric upgrades. 6.2 The current Energy Efficiency Standard for Social Housing 2 (EESSH2) is in abeyance, and a new standard, known as the Social Housing Net Zero Standard in Scotland, is being proposed by the Scottish Government. The consultation on this closed in March 2024. The Scottish Housing Regulator (SHR) is awaiting the outcomes from the consultation to agree the setting of the new standard. 6.3 Our SHQS pass rate increased significantly from 76.32% in 2023/24 to 80.28% in 2024/25, equating to 6,604 properties meeting the SHQS. This improvement is due to better performance in completing EICR’s and smoke detector installations, along with updated lifecycles for elements such as bathroom disrepairs, rainwater goods disrepairs and flashing disrepairs. While 1,622 properties did not meet the SHQS in 2024/25, the majority of these (999) failed on one element. Only 83 properties had multiple elemental failures, and 540 elemental failures are either exempt or in abeyance. These figures represent a notable reduction in overall failures. 6.4 Significant progress has been made to ensure compliance with the new standards introduced in 2022/23. For 2024/25, 100% of our housing stock has a compliant EICR. For 2024/25, 100% of our housing stock have a compliant smoke detector installation. We continue to take a cross-service approach to provide appropriate support to tenants to reduce opt-outs and ensure access to properties, as this remains the main reason for non- compliance. Page 77 of 112
Page 78
6.5 Further areas of non-compliance with SHQS are due to some areas reaching the final year of a 5-year cycle and issues with resources, capacity and competing priorities. Improvement measures have been put in place to minimise failures within a cycle period, including the build of an enhanced asset management database system that will capture work to all asset elements and the introduction of a yearly stock condition survey that will survey 20% of the housing stock and ensure every property is surveyed within a 5-year period. 6.6 The planned investment programme of £81.1 million for the 5-year period from April 2026 to March 2031 is summarised in Appendix 3. This investment will bring several community benefits and improvements to our Council stock. The proposed Capital Investment Programme must comply with SHQS over the next 5 years and amounts to £27 million, as summarised below: • SHQS future developments - £13.0 million. • Triple Glazing - £4.0 million. • Environmental Improvements - £2.9 million. • External Fabric Repairs - £2.6 million. • Multi-Storey Flats - £1.8 million. • Fire Precaution Measures - £1.7 million. • Central heating & rewiring - £0.8 million. • Fire Alarm Replacement - £0.2 million. 6.7 A review of the capital programme will be informed by the stock condition survey and our proposals to decarbonise the housing stock. In collaboration with ARUP, a dashboard has been developed to review key elements of the property archetypes modelled by ARUP. This dashboard allows us to review factors such as fuel poverty, areas of deprivation alongside a list of measures and potential costs. The dashboard is in the final stages of review and adjustment. Sava Intelligent Energy has been implemented to deliver detailed, property-level energy efficiency insights. These outputs are being assessed alongside ARUP’s modelling to determine the most cost-effective and efficient strategy for the delivery plan. It is hoped that further interrogation will assist in outlining of a retrofit programme for the full housing stock, identifying future investment requirements to meet quality and climate change standards, as well as the current and future needs of our tenants. The review of the capital programme, along with our rent strategy, will be concluded by spring of 2026. The SHQS future developments budget of £13 million will be allocated appropriately. 6.8 Relevant business cases have been produced for the capital programmes, where appropriate. These will be made available online on the Councillors’ CHIP EDMS site. Page 78 of 112
Page 79
6.9 The capital programme in Appendix 3 details the proposals for the following non- SHQS elements: • Council house new build programme. • Purchasing houses through the open market – buyback programme. • Major adaptations to properties for people with particular support requirements. • Redevelopment and regeneration of St Catherine’s Square. • Investment in Sheltered Housing complexes. • Adaptations to shops & offices. • Mortgage to rent – under certain circumstances, where owner/occupiers have difficulty meeting mortgage payments, the Government can arrange for the Council to buy the property and rent it back to the same individual as a tenant to avoid homelessness. • Replacement of lifts to ensure fire safety regulations in multi-storey accommodation is met. • Information and systems technology to support new ways of working (e.g., PCs, mobile technology, servers etc.). 7. Increasing Council House Stock 7.1 The Council has been increasing its housing stock in three key ways: • New build programme (new builds and off the shelf opportunities). • Buyback programme. • Conversion of existing HRA commercial properties. 7.2 By the end of March 2026, it is estimated that 601 Council houses will have been built since 2011, 556 former council houses purchased, and 12 properties converted into flats for social rent. Below is an update on each: Building new houses for social rent 7.3 Between 2011 and 2026, the Council will have built 601 new homes. The ongoing aim of the Council’s new build housing programme is to provide high- quality affordable housing to meet local needs, using grant funding from the Scottish Government. 7.4 The size, type, location, and funding of the new build programme is determined through the Strategic Housing Investment Plan, approved by the Housing and Social Wellbeing Committee on 1 October 2025 (Report No. 25/244 refers). 7.5 The Capital Investment Programme assumes the Council house building programme will continue to receive the same level of financial support from the Scottish Government and the Council’s Earmarked Reserve for Affordable Housing. Page 79 of 112
Page 80
7.6 The Capital Investment Programme, detailed in Appendix 3, includes the existing and an indicative future new build programme, with the funding assumptions as presented in section 7.5. Work is currently underway to identify future sites for new builds, which will be reported to Committee once confirmed as viable projects. Increasing housing stock (buybacks and other opportunities) 7.7 By 31 March 2026, we will have successfully expanded our housing stock by purchasing at least 556 homes at an investment of approximately £77.8 million, including upgrades to meet the Scottish Housing Quality Standard. This initiative has already delivered outstanding results, creating 446 additional moves through vacancy chains and helping 1,002 households secure homes that better meet their needs. 7.8 This year, we exceeded our original target of 40 properties by more than double, purchasing over 100 homes. Building on this success, we remain agile and committed to responding to demand, and we are increasing our target to at least 50 buybacks for 2026/27. 7.9 The capital investment programme has £25 million of funding allocated for buybacks over the next five years, with the potential to allocate additional funds from the overall budget for increasing Council stock. This funding will be accelerated as properties become available for purchase. 7.10 The Council has obtained additional funding of £16.7 million from the Scottish Government’s Housing Allocation Grant for the period 2013/14 to 2025/26. This has allowed the purchase of approximately 118 properties beyond the existing budget within the Capital Investment Programme. 8. Rent Strategy 8.1 When setting the 2025/26 budget, the Housing and Social Wellbeing Committee approved a 6% rent increase for 2025/26 and an indicative rate of 3.5% for 2026/27, with an anticipated minimum of 2.2% for the following 3 years (Report No. 25/9 refers). 8.2 This provided a baseline level for tenants and highlighted the potential future rent increases required to deliver the capital investment programme and running costs of the HRA. 8.3 To meet tenant’s priorities gathered through the extensive consultation, Scottish Government requirements, climate change legislation, and fixed HRA costs, a 6.5% rent increase (option 1) will be required for 2026/27. This proposed increase reflects tenant views (section 4.25) while maintaining the financial health of the HRA Business Plan. Page 80 of 112
Page 81
8.4 The proposed rent strategy for 2027/28 to 2030/31 will be set at an indicative rate of 3.0% for 2027/28, then an anticipated minimum of 2.2% for the following three years. The actual level will depend on tenant feedback and the wider HRA rent setting process. 8.5 This strategy, agreed with tenants, aims to provide a guide on potential future rental increases. However, the actual increase will be based on future pressures and tenant consultation on spending priorities, which change annually. 8.6 The rent strategy is currently being reviewed. A presentation from our external consultant was delivered to members of the Affordable Housing MOWG on which provided an overview of the work done to date. Consultation on the future rent strategy will be carried out with our tenants during 2026. 8.7 The current rent strategy allows the HRA to: • Set rents at reasonable levels, maintaining Perth and Kinross Council rents lower than the Scottish average. • Demonstrate affordable rents for our tenants. • Finance future investment programmes to improve housing stock. • Provide headroom for a commitment of 80 new houses each year. • Increase Council house stock by purchasing houses through the open market. • Finance the revenue borrowing cost of previous capital programme investment to meet the SHQS and provide a new build programme (601 houses to date). • Continue to resource Locality Teams in managing tenancies, foster tenant participation, and working with community partners to create safe and vibrant neighbourhoods. • Enable a Reserves Strategy to provide uncommitted reserves of £1million. 9. Use Of Balances/Reserves Strategy 9.1 When reviewing their medium-term financial plans and preparing annual budgets, local authorities should consider establishing and maintaining reserves for three main purposes: • Provide working balances to cushion the impact of uneven cash flows and avoid unnecessary borrowing. • Cushion the impact of unexpected events or emergencies. • Build up funds, often referred to as earmarked reserves, to meet known or predicted requirements. 9.2 Money held in the general reserve is not directly used to deliver the Housing Business Plan but is set aside for the purposes outlined in section 9.1. Page 81 of 112
Page 82
9.3 The financial risks to which the HRA could potentially be exposed include: • Additional repairs due to severe weather events and other emergencies, such as a significant fire or flooding. • The current economic climate. • Increasing rent arrears. • New legislation such as climate change and other statutory guidance. • Economic conditions that could impact commercial lets, resulting in lower rent levels or properties remaining void for longer periods. 9.4 In view of the potential risks and in accordance with guidance from the CIPFA Local Authority Advisory Panel Bulletin (LAAP) 99 (published in July 2014), the Chief Financial Officer recommends retaining an uncommitted reserve on the Housing Revenue Account of between 2% and 4% of gross expenditure, approximately £841,000 to £1,682,000. This will be reviewed in future years and amended as required. 9.5 At the Housing and Social Wellbeing Committee of 22 January 2025, members agreed that the HRA should maintain an uncommitted general reserve balance of £1,000,000 (Report No. 25/9 refers). After reviewing the 30-year business plan, it is considered prudent to maintain this balance for the next five years. 9.6 It is not anticipated that there will be any requirement to utilise the reserve in 2025/26, so the balance will remain at £1,000,000. 9.7 At the same meeting, members agreed that the final movement on the Housing Revenue Account be transferred into the ear-marked Reserves (HRA) (Report No. 25/29 refers). 9.8 On 26 November 2025, the Council was advised of a projected underspend of £163,000 on the Housing Revenue Account which would see an increase in the contribution to Capital from Current Revenue (CFCR) budget with a corresponding reduction in borrowing (Report No. 25/326 refers). 9.9 The latest monitoring position, to be presented to Council in February will show a positive movement of £73,000. 9.10 Committee is asked to approve that the final movement on the Housing Revenue Account between the position reported to Finance and Resources Committee on 4 February 2026 and the final position is transferred to the earmarked Reserve (HRA). 10. Comparison With Other Local Authorities and Registered Social Landlords 10.1 Appendix 4 shows the Council house rents in Perth and Kinross compared to other councils in Scotland. Perth and Kinross Council currently have the 3rd lowest rent in Scotland, at £8.45 below the Scottish average. Page 82 of 112
Page 83
10.2 This year, the comparison has been based on all other local authorities increasing their rents by the same percentage as they did last year. 10.3 Using these assumptions, Perth and Kinross would have an average rent of £90.01 compared to the projected Scottish average of £98.72 for 2026/27. This would mean Perth and Kinross Council would have the 4th lowest rent in Scotland, £8.71 lower than the projected Scottish average. 10.4 The level of rent increases for 2025/26 across local authorities in Scotland ranged from 3.5% to 10%, with the Scottish average being 6.19%. 10.5 Table 1 below details 2024/25 average rent levels for the main Registered Social Landlords (RSLs) within Perth and Kinross. Registered Social Landlord 2024/25 Bedroom Size/Weekly Rent (£) Bedsit 1 2 3 4+ PKC 53.02 74.09 80.22 90.40 96.87 Caledonia 130.69 110.20 100.69 108.58 119.06 Hillcrest HA 72.84 92.81 106.96 120.14 129.94 Kingdom HA 76.92 89.94 99.97 111.77 118.66 Table 1: Average Rents 2024/25 (based on 52 weeks) Source: Scottish Housing Regulator 2024/25 Landlord Reports 10.6 Last year, we participated in a benchmarking exercise to compare the financial health of HRA Business Plans across local authorities in Scotland. This exercise showed that our business plan is well managed and in a good position to meet current and future demands and service requirements. 11. Proposed Rents for Other Services 11.1 It is recommended that a range of non-commercial rents, excluding the HRA rents for housing stock (detailed in section 8), be amended as detailed below from 6 April 2026. These proposals ensure the Council continues to set rents that reflect the characteristics of individual dwellings and services provided. The different types of properties are detailed separately below: Rental charges for Greyfriars House 11.2 A 6.5% rent increase for Greyfriars House to reflect the same rental strategy for mainstream rents. Rental charges for dispersed temporary accommodation 11.3 A 6.5% increase on rental charges for properties owned by the HRA but allocated as temporary accommodation for homeless people, reflecting the rental strategy for mainstream rents. Page 83 of 112
Page 84
Lock-ups 11.4 A 6.5% rent increase for lock-ups to reflect the rental strategy for house rents and continued investment in repairs and maintenance. Garage Sites 11.5 A 6.5% rent increase for garage sites to reflect the rental strategy for house rents and continued investment in repairs and maintenance. Commercial rents 11.6 Rents from commercial properties are negotiated by Estates colleagues on a property-by-property basis. These contracts include agreed levels of fees and are not within the scope of this report. 12. Proposed Housing Service Charges 12.1 Local Authority Housing Services separate service charges from housing rents, to ensure that charges for services, such as caretaking, are fair and transparent. Service charges usually reflect additional services that may not be provided to every tenant, or which may relate to communal facilities rather than directly to the occupation of a dwelling. Additionally, the HRA charges owners for services provided as determined by title deeds, the Tenement Management Scheme, and the Property Factors Agreement. 12.2 The range of service charges currently levied by the HRA to tenants and owner occupiers are shown in tables 2 and 3 below. All services, apart from the garden maintenance scheme and communal heating at particular locations, are included in tenants’ rents. Owner occupiers in mixed tenure locations have additional charges as they must meet some costs for the services they receive as determined by their title deeds. 12.3 At the Housing and Health Committee of 27 January 2016, members agreed that the charge to Council tenants and private owners at Market, Milne and Lickley Court for communal energy costs will be adjusted each year to reflect the previous year’s energy costs (Report No. 16/28 refers). 12.4 The communal energy costs at Sheltered Housing Complexes are also reviewed in line with the current agreement for Market, Milne & Lickley. 12.5 This year, charges have increased for all properties, with weekly increases ranging from £0.14 to £1.50. 12.6 Our costs of running the Garden Maintenance Scheme have increased by 3% following the re-tendering exercise that was agreed in April 2025. Page 84 of 112
Page 85
12.7 The revised service charges to tenants for garden maintenance and communal energy costs are outlined below: Service Charges to Tenants 2025/26 Current Annual Charge 2026/27 Proposed Annual Charge 2026/27 Proposed Increases/ (Reductions) Garden Maintenance Scheme £453.96 £468.00 £14.04 Garden Maintenance – Hedge Cutting £46.80 £48.36 £1.56 Retirement Complexes £261.04 £274.04 £13.00 Communal Energy Costs – (Market, Milne and Lickley) £632.84 £728.52 £95.68 Heating and Lighting at Sheltered Housing complexes £633.88 - £1,117.48 £711.88 - £1,166.88 £7.09 - £78.00 Table 2: Service Charges to Tenants 12.8 Since the Property Factors Agreement was implemented on 1 April 2014, Housing & Health Committee approved a range of charges for owner occupiers of multi-tenure blocks (Report No. 14/114 refers). These charges are reviewed annually to reflect the actual cost of the service provided. The proposed charges for 2026/27 are detailed in Table 3 below: Service Charges to Owner Occupiers 2025/26 Current Annual Charge 2026/27 Proposed Annual Charge 2026/27 Proposed Increases/ (Reductions) Stair Lighting £52.35 £60.37 £8.02 Market Court £1,302.95 £1,478.66 £175.71 Milne Court £1,302.95 £1,478.66 £175.71 Lickley Court £1,303.08 £1,479.37 £176.29 Potterhill £526.63 £640.19 £113.56 Pomarium (Nos 7-51) £650.04 £642.95 (£7.09) Pomarium (Nos 52-95) £650.57 £643.76 (£6.80) Table 3: Service Charges to Owner Occupiers Page 85 of 112
Page 86
Rechargeable Repairs 12.9 The HRA has a policy to recover the costs of repairs, clearance, and related works from current or former tenants and owners/residents. Accounts are raised for several reasons, including to: • Recovering the cost of work arising from tenant misuse. • Consistently enforcing the conditions of the Scottish Secure Tenancy. • Deterring misuse and negligence of Council property. 12.10 A summary of all housing charges for 2026/27 is detailed at Appendix 5. 13. Conclusion 13.1 This report details the proposed HRA budget for the 5-year period from 2026/27 - 2030/31 and recommends rent increases for houses and other HRA properties. 13.2 The recommended 6.5% increase, detailed in option 1, reflects the views of our tenants. This will ensure that our rent levels remain affordable and are projected to be 4th lowest in Scotland, continuing to compare favourably at a national level. 13.3 The measures outlined will support continued and sustained improvements in the delivery of housing services. Specifically, they will: • Provide investment in our repairs and maintenance budgets to meet current demand and ensure performance standards are met. • Ensure our properties have an up-to-date Electrical Inspection Condition Reports (EICRs) to meet legal obligations. • Enable us to work towards our climate change targets by reducing the carbon footprint of our homes while keeping them affordable to heat. • Increase our housing stock and support the delivery of our new build commitments to meet housing need in the area. • Continue to invest in homes through the capital investment programme, ensuring ongoing compliance with the SHQS. 13.4 The cumulative effect of these measures will support the delivery of the Charter outcomes to meet housing needs in the area, provide safe and secure housing, and support sustainable tenancies and communities throughout the area. 14. Impact Value Assessment 14.1 Link to IVA Page 86 of 112
Page 87
15. Consultation 15.1 The Tenant Committee Report Panel were provided with an overview briefing on this report. The Panel felt that the level of detail was second to none in what was an excellent comprehensive briefing. They recognised the level of work that was involved and wanted to acknowledge their appreciation of key staff involved in this. In addition, the Panel felt that rent level options proposed and the rationale behind them were good, and the proposals well considered. 16. Appendices Appendix 1 – HRA Provisional Revenue Budget 2026-2031 Appendix 2 – HRA Executive Summaries 2026-2031 Appendix 3 – HRA Capital Investment Programme 2026-2031 Appendix 4 – Estimated Projected Average Rents Appendix 5 – Housing Related Charges 2026/27 Appendix 6 – Breakdown of Rent Increase Appendix 7 – Buy Back Purchases by Ward Page 87 of 112
Page 88
Page 88 of 112
Page 89
Appendix 1 HOUSING REVENUE ACCOUNT 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 Approved Proposed Provisional Provisional Provisional Provisional Budget Budget Budget Budget Budget Budget £'000 £'000 £'000 £'000 £'000 £'000 STAFF COSTS Single Status - Gross Pay 7,841 8,345 8,588 8,843 9,106 9,379 Supn 1,231 1,310 1,348 1,388 1,430 1,472 NI 1,012 1,077 1,109 1,141 1,175 1,210 Craft Workers - Gross Pay 2,126 2,262 2,329 2,398 2,469 2,543 Supn 333 354 365 376 387 398 NI 268 285 294 302 311 321 Pensions 110 110 110 110 110 110 Overtime 66 66 66 66 66 66 Slippage (449) (479) (499) (520) (541) (563) Other Staff Costs 244 244 244 244 244 244 TOTAL STAFF COSTS 12,782 13,574 13,954 14,348 14,757 15,180 PROPERTY COSTS Non Domestic Rates 70 70 70 70 70 70 Rents 40 40 40 40 40 40 Water & Sewage 4 4 4 4 4 4 Energy Costs 596 626 646 646 646 646 Property Insurance 584 584 584 584 584 584 Cleaning 48 48 48 48 48 48 Property Maintenance 5,291 5,957 6,444 6,665 6,753 6,845 Void Rent Loss 657 657 657 657 657 657 Bad Debt Provision 994 500 547 588 628 664 Other Property Costs 211 211 211 211 211 211 TOTAL PROPERTY COSTS 8,495 8,697 9,251 9,513 9,641 9,769 TOTAL SUPPLIES & SERVICES 2,907 2,964 2,973 2,982 2,991 3,000 TRANSPORT COSTS Travel & Subsistence 47 47 47 47 47 47 Car Allowances 0 0 0 0 0 0 Other Transport Costs 526 543 543 543 543 543 TOTAL TRANSPORT COSTS 573 590 590 590 590 590 TRANSFER PAYMENTS 357 387 387 387 387 387 THIRD PARTY PAYMENTS 135 138 138 138 138 138 SUPPORT SERVICES 3,413 3,493 3,493 3,493 3,493 3,493 FINANCING/CAPITAL CHARGES 8,541 10,824 11,693 12,485 12,985 13,485 CFCR 1,389 1,391 1,382 1,502 1,991 2,309 GROSS EXPENDITURE 38,592 42,058 43,861 45,438 46,974 48,351 INCOME Internal Recharges 1,078 1,078 1,078 1,078 1,078 1,078 Council House Rents 35,677 39,138 40,941 42,518 44,054 45,431 Other Rental Income 1,823 1,828 1,828 1,828 1,828 1,828 IORB 14 14 14 14 14 14 TOTAL INCOME 38,592 42,058 43,861 45,438 46,973 48,351 NET EXPENDITURE 0 0 0 0 0 0 8 Page 89 of 112
Page 90
Page 90 of 112
Page 91
Appendix 2 Date: 14 November 2025 REVENUE BUDGET 2026/31 SERVICE – HOUSING REVENUE ACCOUNT EXECUTIVE SUMMARY Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 1 Increase in Staff Costs The increase in staff costs allows for a pay increase of 3.5% for Single Status and Trades staff for 2026/27 onwards plus the cost of incremental progression. The costs for 2025/26 also includes the cost of the increased level of pay award in 2025/26. Strategic Objective Impacted: Organised to Deliver 575 400 415 430 445 2 Adjustment to Bad & Doubtful Debt Provision The increases relate to annual uplifts required in line with the anticipated increased income levels each year to maintain the provision at 2.6%. Strategic Objective Impacted: Organised to Deliver 0 47 41 40 36 3 Movement in Loan Charges The capital investment programme has been revised to ensure we continue to meet the SHQS obligations arising from the Stock Condition Survey, any future new Scottish Housing Quality Standard and our tenant’s priorities. These commitments alongside an increase in the Council House Stock programme will result in revisions to the profile of Loan Charges arising from the revised prudential borrowing assumptions to fund these works. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 2283 869 792 500 500 4 Responsive Repairs Housing repairs and the delivery of a responsive repairs service continues to be a high priority for our tenants. As a result of the increase in stock levels over the last few years, there is a requirement to increase the responsive repairs budget. This funding will allow the repairs service to continue to deliver a high-quality repair service and continue to maintain high levels of tenant satisfaction. 200 200 0 0 0 8 Page 91 of 112
Page 92
Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 5 External Voids An increase in the external voids budget is required to meet the current level of demand placed on the service and ensure that performance and health and safety standards are maintained. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 300 0 0 0 0 6 Garden Maintenance Contract Increased cost of Garden Maintenance contract Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 5 0 0 0 0 7 Service & Maintenance Costs As a landlord Perth & Kinross Council (PKC) are legally obligated to ensure that servicing and maintenance is carried out to all emergency lighting within the communal areas of the Council’s housing stock and the maintenance of mains fed sprinklers which have been and will continue to be installed our new build housing. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 6 6 6 6 6 8 Schedule of Rates Uplifts Contract price increases for Term Maintenance Contracts, Domestic Gas Contracts and various Service & Maintenance Contracts. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 157 168 177 82 86 9 Increased Energy Costs Increased energy costs as a result of increasing Gas and Electricity prices. Strategic Objective Impacted: Organised to Deliver 30 20 0 0 0 Page 92 of 112
Page 93
Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 10 Corporate Recharges Increased recharges in relation to corporate services such as Finance, Human Resources and Legal. Strategic Objective Impacted: Organised to Deliver 80 0 0 0 0 11 Increased Staffing Requirements As a landlord we are responsible for the cyclical servicing and maintenance of many systems and items of equipment in domestic dwellings, multi-storey flats, and our sheltered housing complexes. Our current staffing resource is insufficient to ensure that we are meeting all the requirements and obligations of these servicing and maintenance aspects. In addition to servicing and maintenance staff, we also require additional staff to deal with the EICR contract, planned maintenance, multi-storey strategy and scheduling of repairs. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 69 0 0 0 0 12 Planned Maintenance An increase in the planned maintenance budget to increase contractor capacity to undertake an additional 225 properties per year which enables us to meet the 8-year cycle. In addition to the increase in properties, the additional budget also considers an increase in Rhone maintenance from an 8-year cycle to a 4-year cycle. The benefits of this approach are:- • protecting the fabric of the building and preventing resulting damp and condensation issues • reduction in the need for responsive repairs to leaking gutters and associated timber and masonry work, • as a landlord it would enhance our reputation with our tenants and provide reassurance that their homes are being maintained regularly. Strategic Objective Impacted: Supporting People to Live Independent, Healthy and Active Lives 37 38 38 0 0 13 Internet of Things Project Over the last 2 and a half years, the service has been undertaking a pilot project using sensors to monitor property condition against set parameters, real-time alerts and data are captured and reported providing insights into property health, that importantly enables providers to better allocate resources to support tenants and avoid costly repairs. 49 9 9 9 9 Page 93 of 112
Page 94
Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 This has been very successful and this increase in funding will allow the purchase of sensors for 500 properties per year over the next 3 years. To date there are 620 properties which have these sensors. This pressure will provide funding for the ongoing costs for monitoring the output of the data. Strategic Objective Impacted: Supporting People to Live Independent, Healthy and Active Lives 14 Support Officers This proposal is for a specific staff resource who can work with tenants who have hoarding tendencies. There has been an increase in hoarding across the localities, and these cases are very complex in nature, and we know that people with hoarding tenancies can have deep routed issues often stemming from trauma. Having dedicated staff to deal with these cases, who will use a trauma- informed approach, will support improved outcomes for the tenant they support and help with cases where we currently have access issues for repairs and maintenance or capital works. Strategic Objective Impacted: Supporting People to Live Independent, Healthy and Active Lives 88 0 0 0 0 15 Fire Risk Assessments Remedial Work As a landlord Perth & Kinross Council (PKC) are legally obligated to ensure all its domestic multi storey properties, including common areas of sheltered housing and Greyfriars House, have a valid fire risk assessment. Properties are required to be assessed or assessments reviewed regularly and additionally when there is a change and best practice is to review or renew fire risk assessments every 5 years. This pressure creates a budget for any remedial requirements that require to be carried out following the fire risk assessment. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 86 0 0 0 0 16 Energy Performance Certificates As a landlord Perth & Kinross Council (PKC) are legally obligated to ensure all its domestic properties, have a current Energy Performance Certificate (EPC). The EPC is valid for 10 years but require to be updated as and when any works are carried out in the home. The EPC will inform the works required to ensure that they meet the Scottish Government requirements in relation to Energy Efficiency Standards. Strategic Objective Impacted: Organised to Deliver 75 75 0 0 0 Page 94 of 112
Page 95
Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 17 Handyperson Service This proposal is for a dedicated resource for maintaining the garden and other areas within sheltered housing and retirement complexes throughout Perth and Kinross area. This would be for 7 sheltered housing units and 3 retirement sites for maintenance and upkeep of communal garden areas - not of tenants’ own gardens. This would be to keep the areas free from weeds, maintain shrubs, beds and raised beds. Although primarily for working within Older Persons’ Housing, they can also work across all localities supporting areas such as Caretaking and reducing the requirement for using external contractors. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 40 0 0 0 0 18 Gypsy Traveller Engagement Officer A permanent Gypsy Traveller Engagement Officer to liaise with the Gypsy Traveller Community and be a single point of contact in terms of communications etc. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 50 0 0 0 0 19 Think Yes Budget This funding will double the existing budget provision for each locality team to enable them to respond to unique and crisis situations to support tenants without delay. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 30 0 0 0 0 20 Fleet Vehicles Costs of four dedicated fleet vehicles for the Improvements Team to enable the staff to carry out their role more efficiently than using pool vehicles due to the nature of the role and equipment required. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 17 0 0 0 0 Page 95 of 112
Page 96
Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 21 Lone Working Module Cost of implementing new lone working module across the service in order to keep our staff safe when lone working. Strategic Objective Impacted: Organised to Deliver 8 0 0 0 0 22 Housing Repairs Out of Hours Service Increased costs to provide the repairs out of hours service. Strategic Objective Impacted: Organised to Deliver 3 0 0 0 0 23 Movement in relation to Contribution to Capital Projects (CFCR) As a result of the net movement between pressures and income/savings options this is the projected movement in CFCR. It is recommended that any surplus (CFCR) is used to fund capital spending, thus reducing the borrowing requirement in the Housing Investment Programme and hence reduce Capital Financing Costs in future years. The level of CFCR available each year will be as follows: 2025/26 - £1,389,033 2026/27 - £1,391,033 2027/28 - £1,382,033 2028/29 - £1,502,033 2029/30 - £1,991,033 2030/31 - £2,309,033 Strategic Objective Impacted: Organised to Deliver 2 (9) 120 489 318 TOTAL 4190 1823 1598 1556 1400 Page 96 of 112
Page 97
Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 Compensating Saving / Budget Flexibility & Impact Analysis Net Saving Staffing Implications 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 2026/27 2027/28 2028/29 2029/30 2030/31 1 Increase in Council House Rents In order to deliver on tenant’s priorities, meet the fixed costs borne by the HRA, and any efficiency savings, a 6.5% rent increase will be required for 2026/27. The proposed rent strategy for the next four years will be set at an indicative rate of 3% for 27/28 and 2.2% for the following three years. This provides a baseline level to highlight the indicative rent increase required to deliver the future capital investment programme and running costs of the HRA. The indicative rate for future years may vary reflecting future priorities identified by tenants. 2026/27 – 6.5% 2027/28 – 3.0% (Anticipated minimum increase) 2028/29 – 2.2% (Anticipated minimum increase) 2029/30 – 2.2% (Anticipated minimum increase) 2030/31 – 2.2% (Anticipated minimum increase) Future provisional rents will be adjusted each year to reflect anticipated levels required to meet the needs of the HRA Business Plan. These updated income figures reflect revised assumptions regarding increases in housing stock, based on the planned progress in 3461 1803 1577 1535 1378 0.0 0.0 0.0 0.0 0.0 Page 97 of 112
Page 98
Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 delivering the new build and new supply programmes. There are no increases attributed to Shops & Offices. Impact Analysis and Risk Assessment Promote Fairness/Reduce Inequality/Address Socio Economic Disadvantage: An affordability assessment has been undertaken and evidenced that our rents are affordable to 86% of the population (without housing costs being taken into account). They remain the most affordable social rent in the area and are the 4th lowest local authority rent nationally. Increases will affect all tenants Workforce: None Customer: Tenants will be consulted on the Standard Delivery Plan and proposed levels of rent increase. Equalities / Diversity: No identified equality/diversity issues Outcome and Performance: This will allow Perth & Kinross Council to continue to meet the requirements of the Scottish Quality Housing Standard. Climate Change: No significant impact identified. Strategic Objective Impacted: Supporting People to Live Independent, Healthy and Active Lives 2 Increase in Staff Slippage Target Increase in the staff slippage target to maintain the 5% target due to increase in staff costs. Impact Analysis and Risk Assessment 30 20 21 21 22 0.0 0.0 0.0 0.0 0.0 Page 98 of 112
Page 99
Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 Promote Fairness/Reduce Inequality/Address Socio Economic Disadvantage: The efficiencies identified allow us to maintain rents at an affordable level. Workforce: None Customer: None Equalities / Diversity: No identified equality/diversity issues Outcome and Performance: None Climate Change: No significant impact identified. Strategic Objective Impacted: Organised to Deliver 3 Reduction in Bad Debt Provision Due to improved arrears performance the current level of bad debt provision can be reduced. The saving sees a reduction in bad debt provision from 4% of income to 2.6%. Impact Analysis and Risk Assessment Promote Fairness/Reduce Inequality/Address Socio Economic Disadvantage: The efficiencies identified allow us to maintain rents at an affordable level. Workforce: None Customer: None Equalities / Diversity: No identified equality/diversity issues Outcome and Performance: None Climate Change: No significant impact identified. Strategic Objective Impacted: Organised to Deliver 494 0 0 0 0 0.0 0.0 0.0 0.0 0.0 4 Review of Garden Maintenance Scheme Increase in charges for the Garden Maintenance Scheme to allow for full cost recovery of the 5 0 0 0 0 0.0 0.0 0.0 0.0 0.0 Page 99 of 112
Page 100
Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 service to Council tenants who choose to opt into the service. Impact Analysis and Risk Assessment Promote Fairness/Reduce Inequality/Address Socio Economic Disadvantage: The efficiencies identified allow us to maintain rents at an affordable level and Council tenants are not subsidising the cost to tenants who opt into the service. Workforce: None Customer: Increased charges to tenants who choose to opt into the service Equalities / Diversity: No identified equality/diversity issues Outcome and Performance: None Climate Change: No significant impact identified. Strategic Objective Impacted: Organised to Deliver 5 Reduction EICR Budget A saving from the current EICR budget based on the current contract levels and works required. Impact Analysis and Risk Assessment Promote Fairness/Reduce Inequality/Address Socio Economic Disadvantage: The efficiencies identified allow us to maintain rents at an affordable level. Workforce: None Customer: None Equalities / Diversity: No identified equality/diversity issues Outcome and Performance: None Climate Change: No significant impact identified. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 200 0 0 0 0 0.0 0.0 0.0 0.0 0.0 Page 100 of 112
Page 101
Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 TOTAL 4190 1823 1598 1556 1400 0.0 0.0 0.0 0.0 0.0 Page 101 of 112
Page 102
Page 102 of 112
Page 103
HRA CAPITAL INVESTMENT PROGRAMME 2025-31 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 SERVICE £'000 £'000 £'000 £'000 £'000 £'000 Central Heating & Rewiring 1,492 811 0 0 0 0 Rewiring/Infrastructure/Property Refurbishment 1,339 0 0 0 0 0 Triple Glazing 4,025 4,025 0 0 0 0 Controlled Door Entry 49 0 0 0 0 0 Kitchen Programme 2,242 0 0 0 0 0 Bathroom Programme 1,000 0 0 0 0 0 Adaptations 637 0 0 0 0 0 External Fabric Repairs 2,031 1,744 863 0 0 0 Energy Efficiency 691 0 0 0 0 0 Multi-Storey Flats 4,231 1,792 0 0 0 0 Environmental Improvements 959 973 973 973 0 0 Fire Precaution Measures 388 1,000 735 0 0 0 Fire Alarm Replacement 84 166 0 0 0 0 Sound Insulation 408 0 0 0 0 0 Structural 1,233 0 0 0 0 0 Retrofit Measures 162 0 0 0 0 0 SHQS Future Development 0 3,000 0 0 0 10,030 20,971 13,511 2,571 973 0 10,030 Beechgrove, Perth 111 0 0 0 0 0 Balhousie, Perth 188 0 0 0 0 0 Kinloch Gardens, Rattray 1,017 0 0 0 0 0 Kinloch Brae, Blairgowrie 299 0 0 0 0 0 Broich Road, Crieff 1,234 0 0 0 0 0 NTS, Dunkeld 966 0 0 0 0 0 Council House New Build - Future Programme 3,550 5,500 5,596 4,725 4,423 6,014 Increase in Council House Stock 13,360 5,000 5,000 5,000 5,000 5,000 Lock-ups & Garage Sites 50 0 0 0 0 0 Major Adaptations to Council House Stock 270 0 0 0 0 0 Rannoch Road Housing Regeneration 85 0 0 0 0 0 149-151 Dunkeld Road, Perth 2 0 0 0 0 0 St Catherine's Square Redevelopment 500 0 2,808 0 0 0 Shops & Offices 269 0 0 0 0 0 Greyfriars 73 0 0 0 0 0 Double Dykes Chalet Replacement 3,125 0 0 0 0 0 General Capital Works 56 0 0 0 0 0 Replacement Lifts 233 0 0 0 0 0 ICT 162 0 0 0 0 0 Mortgage to Rent 174 0 0 0 0 0 46,695 24,011 15,975 10,698 9,423 21,044 (1,684) (1,391) (1,382) (1,502) (1,991) (2,309) 0 0 0 0 0 0 Less: Other Income 0 0 0 0 0 0 45,011 22,620 14,593 9,196 7,432 18,735 PRUDENTIAL BORROWING REQUIREMENT STANDARD DELIVERY PLAN SUBTOTAL: SUBTOTAL = TOTAL GROSS EXPENDITURE Less: Amount to be funded from Current Revenue (C.F.C.R.) Less: Amount to be funded from Capital Receipts Appendix 3 8 Page 103 of 112
Page 104
Page 104 of 112
Page 105
Appendix 4 Scottish Average Rents Per Dwelling (£ per house per week) Actual 2025-26 Estimated 2026-27 Estimated % Increase rank 2025-26 Estimated rank 2026-27 Movement City of Edinburgh 120.35 128.77 7.00% 1 1 → West Dunbartonshire 102.02 110.18 8.00% 2 2 → Clackmannanshire 98.70 108.57 10.00% 4 3 ↑1 Renfrewshire 99.34 106.79 7.50% 3 4 ↓1 Shetland Islands 96.69 103.46 7.00% 8 5 ↑3 Aberdeen City 95.99 103.19 7.50% 9 6 ↑3 East Renfrewshire 98.21 103.02 4.90% 6 7 ↓1 Orkney Islands 98.48 102.42 4.00% 5 8 ↓3 Aberdeenshire 97.19 102.05 5.00% 7 9 ↓2 Midlothian 94.80 99.35 4.80% 10 10 → North Lanarkshire 92.69 99.18 7.00% 12 11 ↑1 Scotland 92.97 98.72 6.19% Fife 92.64 98.20 6.00% 13 12 ↑1 East Dunbartonshire 93.67 97.42 4.00% 11 13 ↓2 East Ayrshire 90.92 97.28 7.00% 16 14 ↑2 Highland 89.46 96.62 8.00% 18 15 ↑3 South Lanarkshire 89.77 95.61 6.50% 17 16 ↑1 Dundee City 91.06 95.16 4.50% 15 17 ↓2 North Ayrshire 91.12 94.62 3.84% 14 18 ↓4 Falkirk 86.14 94.32 9.50% 22 19 ↑3 East Lothian 87.60 93.29 6.50% 21 20 ↑1 West Lothian 89.14 92.26 3.50% 19 21 ↓2 South Ayrshire 88.02 91.98 4.50% 20 22 ↓2 Perth & Kinross 84.52 90.01 6.50% 24 23 ↑1 Stirling 83.72 89.75 7.20% 25 24 ↑1 Angus 84.91 89.33 5.20% 23 25 ↓2 Moray 80.32 85.14 6.00% 26 26 → Please note that rank 1 is the highest rent in Scotland and an upward movement means that the Council has become more expensive. The above table predicts the position of Perth & Kinross based on a rent increase of 6.5% and the assumption that every other Council will increase their rents by the same as last year. 8 Page 105 of 112
Page 106
Page 106 of 112
Page 107
Appendix 5 Housing Related Charges Mainstream Accommodation Mainstream Rent Rent ranges from £53.21 - £128.38 per week Temporary Homeless Accommodation Bed and Breakfast Charge depends on establishment rate and family / room size Dispersed Tenancies Rent ranges from £53.21 - £128.38 per week Greyfriars Hostel Rent - £77.12 per week Heat & Light - £11.90 per week St Catherine’s Square Rent ranges from £60.08 - £80.58 per week Sheltered Housing Sheltered Housing (PKC) Rent ranges from £60.08 - 101.08 per week Retirement Complexes £274.04 per year Other Accommodation Services Rechargeable repairs Cost varies depending on the extent of the works Inappropriate emergencies £40 per call out Planned maintenance Cost varies depending on the extent of the works Stair lighting £60.37 per year Lock-up rent £11.54 per week (Council Tenants) £15.32 per week (Non-Council Tenants) Garage Site £2.77 per week Heat and lighting (Council Tenants) Sheltered Housing - £711.88 - £1,166.88 per year Market, Milne and Lickley Court - £728.52 per year Multi-Tenure Blocks (Owner Occupiers) Market, Milne and Lickley Court - £1,478.66 - £1,479.37 per year Potterhill & Pomarium - £640.19 - £643.76 per year Legal expenses Single Tenant - £300 - £400 Joint Tenant - £300 - £400 Eviction fees/costs - £200 - £300 Garden Maintenance £468.00 per year Garden Maintenance – Hedge Cutting £48.36 per year 8 Page 107 of 112
Page 108
Page 108 of 112
Page 109
Appendix 6 Breakdown of Rent Increase Pay Award & Bad Debt, 0.89% Loan Charges, 3.54% Responsive Repairs, 0.31% External Voids, 0.47% Planned Maintenance, 0.06% Inflation & Utility Costs, 0.31% Increased Staffing Resource, 0.38% Internet of Things, 0.08% EPC Contract, 0.12% Fire Risk Assessments, 0.13% Corporate Recharges, 0.12% Other Pressures, 0.09% 8 Page 109 of 112
Page 110
Page 110 of 112
Page 111
Appendix 7 Buy Backs Purchases by Ward 2025/26 Ward No. Completed Under Offer 1 1 2 6 3 8 4 1 2 5 1 6 2 7 5 8 2 9 4 1 10 6 1 11 10 12 51 9 TOTAL 97 13 Location Ward No. Completed Under Offer St Madoes 1 1 Scone 2 3 Coupar Angus 2 3 Kinrossie 3 1 Rattray 3 2 Blairgowrie 3 1 Alyth 3 4 Pitlochry 4 1 Aberfeldy 4 1 1 Stanley 5 1 Crieff 6 1 Muthill 6 1 Auchterarder 7 5 Kinross 8 1 Milnathort 8 1 Bridge of Earn 9 4 1 Craigie 10 4 1 Letham 10 2 Letham/Hillyand 11 5 Tulloch 11 5 Bridgend 12 6 Friarton 12 1 Perth City/City Centre 12 37 9 North Muirton 12 7 8 Page 111 of 112
Page 112
Page 112 of 112