Agenda Document Pack - Housing and Social Wellbeing Committee - 25/01/2023
Perth and Kinross Council · 25 January 2023
Back to Housing and Social Wellbeing Committee — 25 January 2023 and its agenda
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Securing the future… • Improving services • Enhancing quality of life • Making the best use of public resources Council Building 2 High Street Perth PH1 5PH 18/01/2023 A hybrid meeting of the Housing and Social Wellbeing Committee will be held in the Council Chamber on Wednesday, 25 January 2023 at 14:00. If you have any queries please contact Committee Services on (01738) 475000 or email Committee@pkc.gov.uk. THOMAS GLEN Chief Executive Those attending the meeting are requested to ensure that all notifications are silent on their device and other devices are in silent mode. Please note that the meeting will be broadcast online and recorded. The recording will be publicly available on the Council’s website following the meeting. Members: Councillor Tom McEwan (Convener) Councillor Sheila McCole (Vice-Convener) Councillor Jack Welch (Vice-Convener) Bailie Chris Ahern Councillor Peter Barrett Councillor Bob Brawn Bailie Rhona Brock Councillor Stewart Donaldson Councillor Michelle Frampton Councillor Ian James Councillor Noah Khogali Councillor Brian Leishman Councillor Iain MacPherson Bailie Claire McLaren Councillor Frank Smith Page 1 of 250
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Housing and Social Wellbeing Committee Wednesday, 25 January 2023 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 THE HOUSING AND SOCIAL WELLBEING COMMITTEE OF 2 NOVEMBER 2022 FOR APPROVAL (copy herewith) 5 - 6 4 POLICE AND FIRE REFORM: LOCAL SCRUTINY AND ENGAGEMENT 4(i) FIRE AND RESCUE SERVICE QUARTERLY PERFORMANCE REPORT - 1 JULY 2022 TO 30 SEPTEMBER 2022 Report by Area Manager, Local Senior Officer, Scottish Fire and Rescue Services (copy herewith 23/6) 7 - 32 4(ii) PERTH AND KINROSS LOCAL POLICING AREA QUARTERLY POLICE REPORT - 1 JULY 2022 TO 30 SEPTEMBER 2022 Report by Chief Superintendent, Police Scotland (copy herewith 23/7) 33 - 78 5 COMMUNITY PLANNING PARTNERSHIP UPDATE Report by Head of Cultural and Community Services (copy herewith 23/8) 79 - 92 6 HOUSING REVENUE ACCOUNTS (HRA) STRATEGIC FINANCIAL PLAN INCORPORATING THE 5 YEAR CAPITAL INVESTMENT PROGRAMME AND RENT STRATEGY TO 2027/28; RESERVES STRATEGY AND OTHER HOUSING CHARGES FOR 2023/24 Report by Executive Director (Communities) and Head of Finance (copy herewith 23/9) 93 - 136 Page 3 of 250
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7 UPDATE ON PARTICIPATION IN THE GYPSY/TRAVELLER NEGOTIATED STOPPING PROJECT AND APPROVAL FOR A TRANSIENT SITE FOR VISITING GYPSY TRAVELLERS Report by Head of Environmental and Consumer Services (copy herewith 23/10) 137 - 156 8 JUSTICE UPDATE REPORT 2021/22 Report by Executive Director (Education and Children's Services) (copy herewith 23/11) 157 - 224 9 TAYSIDE MAPPA ANNUAL REPORT 2021/22 Report by Executive Director (Education and Children's Services) (copy herewith 23/12) 225 - 250 Page 4 of 250
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HOUSING AND SOCIAL WELLBEING COMMITTEE Minute of hybrid meeting of the Housing and Social Wellbeing Committee held in the Chambers on 2 November 2022 at 10.00am. Present: Councillors Bailie C Ahern, P Barrett, B Brawn, R Brock, S Donaldson, A Chan, I James, G Laing (substituting for Councillor M Frampton), B Leishman, I MacPherson, S McCole, T McEwan, and J Welch. In Attendance: B Renton, Executive Director (Communities); C Mailer, E Ritchie, J McColl, B Wilson, A Saum, N Lennon, S Coyle, D Stokoe and L Haxton (all Communities); K Molley, A Brown, M Pasternak (all Corporate and Democratic Services). Apologies: Bailie C McLaren and Councillor M Frampton Councillor T McEwan, Convener, Presiding. The Convener led the discussion on Items 1-4 and 6 with Vice-Convener J Welch on Item 5. 1. WELCOME AND APOLOGIES Councillor T McEwan welcomed everyone to the meeting. A five-minute video was shown to Committee regarding the development and success of the Home First Approach in local communities. Members commended the Housing Team for their work in helping the homelessness service across Perth and Kinross. Apologies for absence and substitutions were noted as above. 2. DECLARATIONS OF INTEREST There were no Declarations of Interest made in terms of the Councillors’ Code of Conduct. 3. MINUTE OF PREVIOUS MEETING The minute of the meeting of the Housing and Communities Committee of 7 September 2022 was submitted and approved as a correct record. 4. OUTSTANDING BUSINESS STATEMENTS (OBS) Resolved: The Outstanding Business Statement be noted and updated accordingly. 3 Page 5 of 250
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VICE-CONVENER WELCH TOOK THE CHAIR FOR THE FOLLOWING ITEM 5. COMMUNITY PLANNING PARTNERSHIP UPDATE There was submitted a report by Head of Cultural and Community Services (22/261) providing update on the work of the Community Planning Partnership (CPP) since the previous report on 7 September 2022. Resolved: The contents of Report 22/261, be noted. CONVENER RE-TOOK THE CHAIR AT THIS POINT 6. STRATEGIC HOUSING INVESTMENT PLAN 2023/24 – 2027/28 There was submitted a report by Executive Director (Communities) (22/262) seeking approval of the Strategic Housing Investment Plan (SHIP) 2023/24 – 2027/28. A Saum delivered a five-minute slide-based presentation providing an overview of the Strategic Housing Investment Plan (SHIP). Members questions were answered, and the Convener thanked A Saum for his informative presentation. Resolved: (i) The contents of the Strategic Housing Investment Plan 2023/24 – 2027/28, be approved. (ii) The ongoing development of the SHIP, be approved and the Strategic Affordable Housing Board be given authority to ensure that where projects fall out of the plan, alternative projects, prioritised in the same way are substituted for them. (iii) The submission of the SHIP to the Scottish Government, be approved. ~~~~~~ Page 6 of 250
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NOT PROTECTIVELY MARKED PERTH AND KINROSS COUNCIL HOUSING AND SOCIAL WELLBEING COMMITTEE 25 January 2022 Report by Area Manager Jason Sharp, Local Senior Officer, Scottish Fire and Rescue Service (Report No. 23/6) SUBJECT: FIRE AND RESCUE QUARTERLY PERFORMANCE REPORT 1 JULY TO 30 SEPTEMBER 2022 Abstract The Reports contain performance information relating to the second quarter (1 July – 30 September) of 2022-23 on the performance of the Scottish Fire and Rescue Service in support of Member scrutiny of local service delivery. 1 PURPOSE OF THE REPORT To provide information for the Committee regarding the performance of the Scottish Fire and Rescue Service, against the priorities, performance indicators and targets detailed within the Local Fire and Rescue Plan for Perth and Kinross 2020-23, to facilitate local scrutiny. 2 RECOMMENDATIONS It is recommended that members: Note, scrutinise, and question the content of this report. 3 FINANCIAL IMPLICATIONS None. 4 PERFORMANCE 4.1 A performance management framework has been developed to facilitate the monitoring of performance against the agreed priorities and outcomes ensuring effective targeting of resources and the principles of Best Value are met. 4(i) Page 7 of 250
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NOT PROTECTIVELY MARKED 4.2 The Local Fire and Rescue Plan for Perth & Kinross 2020-23 was approved by the Housing and Communities Committee on the 2nd of December 2020. 4.3 The priorities and outcomes contained within the Local Fire and Rescue Plan reflect ‘place’ and the contribution of Scottish Fire and Rescue Service to the Perth and Kinross Community Plan (LOIP) 2017-27 and Community Planning Partnership. 4.4 In summary the following local priorities and targets are detailed within the plan: Priority 1 - Improving Fire Safety in the Home Priority 2 - Improving Fire Safety and Resilience in the Business Community Priority 3 - Minimising the Impact of Unintentional Harm Priority 4 - Reducing Unwanted Fire Alarm Signals Priority 5 - Reducing Deliberate Fires Priority 6 - Effective Risk Management and Operational Preparedness 4.5 Appendix 1 attached to this report provides a detailed breakdown and analysis of all data collected during the reporting period. A performance summary and scorecard is detailed on page 6 of the report. In addition, further sections are included to provide Members with an overview of a range of notable incidents and events undertaken by the local personnel/stations in support of prevention activities and preparation for emergency response. 5 EQUALITY IMPACT ASSESSMENT 5.1 Not applicable. 6 ENVIRONMENTAL ISSUES 6.1 There are no environmental issues arising as a consequence of this report. 7 SUMMARY 7.1 The attached report updates members regarding significant community safety engagement activities and operational matters; and gives context to the performance of the Scottish Fire and Rescue Service in the Perth and Kinross area. Area Manager Jason Sharp Local Senior Officer Perth & Kinross, Angus and Dundee Fire and Rescue Headquarters Blackness Road, Dundee DD1 5PA Page 8 of 250
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QUARTERLY MONITORING REPORT Covering the activities and performance in support of the Local Fire and Rescue Plan for Perth & Kinross. Quarter Two: 2022/23 4(i) Page 9 of 250
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2 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance ABOUT THE STATISTICS IN THIS REPORT The activity totals and other statistics quoted in this report are provisional in nature and subject to change as a result of ongoing quality assurance and review. Because all statistics quoted are provisional there may be differences in the period totals quoted in our reports after original publication which result from revisions or additions to the data on our systems. From 2015-16 onwards responsibility for the publication of end-year statistical data transferred from the Scottish Government to the SFRS. This change of responsibility does not affect the status of the figures quoted in this and other SFRS reports presented to the Committee. Page 10 of 250
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3 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance TABLE OF CONTENTS PAGE Introduction 5 Quarterly Performance Summary 6 Quarterly Performance Highlights 7 Priority 1 - Improving Fire Safety in The Home 8 HI 1 – Accidental Dwelling Fires (ADF) 8 HI 2 – ADF Fatal Casualties 8 HI 3 – ADF Non-Fatal Casualties 8 Priority 2 - Improving Fire Safety and Resilience in the Business Community 10 HI 4 - Non-Domestic Building Fires 10 HI 5 – Fatal Casualties in Non-Domestic Buildings 10 HI 6 – Non-Fatal Casualties in Non-Domestic Buildings 10 Priority 3 - Minimising the Impact of Unintentional Harm 12 HI 7 – Road Traffic Collision (RTC) Incidents 12 HI 8 – Fatal RTC Casualties 12 HI 9 – Non-Fatal RTC Casualties 12 Priority 4 - Reducing Unwanted Fire Alarm Signals 14 HI 10 – Unwanted Fire Alarm Signals (UFAS) 14 Priority 5 - Reducing Deliberate Fires 16 HI 11 – Deliberate Primary Fires 16 HI 12 – Deliberate Secondary Fires 16 Priority 6 - Effective Risk Management and Operational Preparedness 18 Activity Update APPENDIX 1: COMMUNITY SAFETY ENGAGEMENT PROGRAMMES 19 APPENDIX 2: NOTABLE INCIDENTS / EVENTS 21 Page 11 of 250
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5 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance INTRODUCTION This quarter two monitoring report covers the SFRS’s performance and activities in support of the six priorities in the Local Fire and Rescue Plan for Perth & Kinross, namely: • Priority 1 - Improving fire safety in the home • Priority 2 - Improving fire safety and resilience in the business community • Priority 3 - Minimising the impact of unintentional harm • Priority 4 - Reducing unwanted fire alarm signals • Priority 5 - Reducing deliberate fires • Priority 6 - Effective risk management and operational preparedness As well as supporting the six priorities in the Local Fire and Rescue Plan for Perth & Kinross, this monitoring report shows how SFRS activities and performance contribute to the wider priorities of the Perth & Kinross Council Community Planning Partnership (CPP), as set out in the Perth & Kinross Community Plan (LOIP). The figures in this report are provisional, to provide the Committee with the SFRS’s direction of travel in the Perth & Kinross area, in terms of performance against headline indicators and targets. Most figures will not change; however, members should note that there may be some small variations for some indicators when the final confirmed figures are published by the SFRS. The Perth & Kinross Council Housing and Communities Committee agreed the new Local Fire and Rescue Plan for Perth & Kinross on 2 December 2020, covering a three- year period. In support of delivering the priorities in this plan, 12 headline indicators and targets have been set, and form the basis of this quarterly monitoring report. Page 13 of 250
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6 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance PERFORMANCE SUMMARY The table below provides a summary of quarter two activity and year to date (YTD) performance against Headline Indicators and annual targets. It aims to provide, at a glance, our direction of travel during the current reporting year. HI 1 Accident Dwelling Fires (ADF) HI 2 ADF Fatal Casualties HI 3 ADF Non-Fatal Casualties Q2 – 20 Incidents YTD – 38 Incidents Annual Target – 104 Incidents Q2 – 0 YTD – 0 Annual Target – 0 Q2 – 0 YTD – 0 Annual Target – 18 HI 4 Non-domestic Building fires HI 5 Fatal Casualties in Non-Domestic Building Fires HI 6 Non-Fatal Casualties in Non- Domestic Building Fires Q2 – 8 Incidents YTD – 19 Incidents Annual Target – 53 Incidents Q2 – 0 YTD – 0 Annual Target – 0 Q2 – 0 YTD – 0 Annual Target – 2 HI 7 Road Traffic Collision (RTC) Incidents HI 8 Fatal RTC Casualties HI 9 Non-Fatal RTC Casualties Q2 – 26 Incidents YTD – 43 Incidents Annual Target – 83 Incidents Q2 – 2 YTD – 2 Annual Target – 0 Q2 – 13 YTD – 20 Annual Target – 70 HI 10 Unwanted Fire Alarm Signals HI 11 Deliberate Primary Fires HI 12 Deliberate Secondary Fires Q2 – 171 Incidents YTD – 288 Incidents Annual Target – 620 Incidents Q2 – 5 Incidents YTD – 9 Incidents Annual Target – 29 Incidents Q2 – 31 Incidents YTD – 49 Incidents Annual Target – 80 Incidents Year-to-Date Legend Below headline target Less than 10% above headline target More than 10% above headline target Page 14 of 250
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7 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance PERFORMANCE HIGHLIGHTS During Quarter Two (July-September) the SFRS attended a total of 597 incidents across Perth & Kinross. Of the 12 headline indicators and targets, the following performance should be noted for Quarter Two 22/23: • The number of Accidental Dwelling Fires (ADF’s) continues to decrease in the long term, reporting the lowest YTD number of ADFs in the last three years (20 incidents against an average of 23). The performance during quarter two reflects a similar decrease on same quarter last year (21) and on the three-year average. • There were no ADF Fatal Casualties • The number of ADF Non-Fatal Casualties (0) is below to the three year average (3). • The number of Non-Domestic Building fires (8) is reflecting a decrease for this quarter, last quarter and is less than the three-year average (14). There were no fatal casualties and no non- fatal casualties reported for quarter two in non-domestic building fires. • The number of Road Traffic Collisions for quarter two is reflecting an increase against the three year average for this quarter (26 against 14). There is an increase on the same quarter last year and the YTD numbers. There were two Fatal RTC Casualties reported for this quarter whilst Non- Fatal RTC Causalities is reporting 13. The number of RTC casualties is the highest for the last three years for this quarter and YTD. • The number of Unwanted Fire Alarm Signals (UFAS) caused by automatic fire alarms (AFAs) in non-domestic buildings reports a decrease, 171 against a three-year average of 197. YTD figures for 22/23 is above our annual target (for Q2) 171 against 155. • The number of Deliberate Primary Fires is reflecting a decrease against the average, five incidents against an average of eight. The number of Deliberate Secondary Fires is reporting an increase for this quarter 31 against an average of 19 and also increase YTD 49 against 63 incidents last year. Accidental Fires 16% Deliberate Fires 6% Special Service 17% False Alarms 61% Perth & Kinross Quarter Two Incident Breakdown Accidental Fires Deliberate Fires Special Service False Alarms Page 15 of 250
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8 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance PRIORITY 1 - IMPROVING FIRE SAFETY IN THE HOME HI 1 – Accidental Dwelling Fires (ADF) Table 1: Year to Date (June - September) Performance HI 2 - ADF Fatal Casualties & HI 3 - ADF Non-Fatal Casualties Table 2: Year to Date (April - June) Performance 29 18 21 20 0 5 10 15 20 25 30 35 19/20 20/21 21/22 22/23 HI 1 - Quarter Two Incidents 3yr Average 6 2 1 0 0 1 2 3 4 5 6 7 19/20 20/21 21/22 22/23 HI 2 & HI 3 - Quarter Two ADF Fatal Fire Casualties ADF Non-Fatal Fire Casualties 3yr Average 19/20 20/21 21/22 22/23 Annual Target H1: ADF’s 29 18 21 20 104 19/20 20/21 21/22 22/23 Annual Target H2: ADF Fatal Casualties 0 0 0 0 0 H3: ADF Non-Fatal Casualties 6 2 1 0 18 Page 16 of 250
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9 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance Indicator Description The largest single type of primary fire in Perth & Kinross is ADF in the home and their prevention is a key focus of the Service’s community safety activity. HI 1 – Accidental Dwelling Fires As a headline target, the aim is to reduce the rate of ADF’s, in a growing Perth & Kinross population, by keeping these fires below 104, each year. HI 2 – ADF Fatal Casualties This indicator counts those people for whom fire has been clearly identified as the cause of death, even if they die some-time after the actual fire. Those who die at, or after, the fire but where fire is not identified as the cause of death are not included in these figures. As a headline target, the aim is to have Zero ADF Fatal Casualties, in Perth & Kinross each year. HI 3 – ADF Non-Fatal Casualties This headline target counts all types of non-fatal fire injury in the home, including precautionary checks. As a headline target, the aim is to reduce the risk of injury from fire in the home, in an increasing Perth & Kinross population, by keeping fire injuries below 18, each year. What we aim to Achieve As well as helping to deliver Priority One: Improving Fire Safety in the Home, meeting the headline targets will also support a long-term vision in the Perth & Kinross LOIP. We also link this headline target to improving the following Perth & Kinross LOIP objectives: • Developing educated, responsible and informed citizens • Supporting people to lead independent, healthy and active lives • Creating a safe and sustainable place for future generations Performance Management There were 20 ADF’s reported during quarter two, which reflects a decreased number of fires for the same quarter last year which was 21 and is lower than the three-year average (23). The fire damage in 13 incidents was reported as low level and 2 medium. No properties sustained significant damage. Of the 20 fires, 9 had previously been fitted with smoke detection, of which 8 operated and gave early warning to the occupiers. The total number of ADF’s continues to decrease in the long term, currently we are reporting the second lowest number of fires for the last five years. This is as a result of a number community safety initiatives delivered through partnership working. We are therefore showing Green for achieving the HI 1 annual target. There was no ADF Fatal Casualties during quarter two. We are therefore showing Green for achieving the HI 2 annual target. There were no ADF Non-Fatal Casualties during quarter two. This is the lowest number of quarterly non-fatal casualties for the last five years. We are showing Green against the HI 3 annual target. Within Perth & Kinross we will continue to work with our partners to ensure we positively contribute to reducing the risk to our communities and staff by analysis of our operational activities and targeting those most at risk and vulnerable, particularly around unintentional harm in the home. These targeted initiatives will continue to develop and improve as we move forward together to ensure we provide the most appropriate support for our communities with regard to unintentional harm. Page 17 of 250
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10 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance PRIORITY 2 – IMPROVING FIRE SAFETY AND RESILIENCE IN THE BUSINESS COMMUNITY HI 4 - Non-Domestic Building Fires Table 3: Year to Date (July - September) Performance HI 5 – Fatal Fire Casualties in Non-Domestic Buildings & HI 6 – Non-Fatal Fire Casualties in Non-Domestic Buildings Table 4: Year to Date (July - September) Performance 1 0 0 00 0 1 0 0 1 2 3 4 19/20 20/21 21/22 22/23 HI 5 & HI 6 - Quarter Two All Fatal Fire Casualties All Non-Fatal Fire Casualties 19/20 20/21 21/22 22/23 Annual Target H4: Non-domestic Building Fires 14 16 14 8 53 19/20 20/21 21/22 22/23 Annual Target H5: Fatal Fire Casualties 1 0 0 0 0 H6: Non-Fatal Fire Casualties 0 0 1 0 2 Page 18 of 250
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11 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance What we aim to Achieve As well as helping to deliver Priority Two: Improving Fire Safety and Resilience in the Business Community, we also link this headline target to improving the following Perth & Kinross LOIP outcomes: • Promoting a prosperous, inclusive and sustainable economy • Supporting people to lead independent, healthy and active lives • Creating a safe and sustainable place for future generations Performance Management There were 8 fires in non-domestic buildings during quarter two which reflects a decrease from the same quarter last year with 14 and on the previous quarter this year (15). The quarter two figure (8) is also below to the three-year average. Six incidents resulted in minor damage and the remaining three suffered medium heat and smoke damage. This therefore is showing Green against the HI 4 annual target to date. There were no Non-Domestic Fatal Fire Casualties and no Non-Domestic Casualties during quarter two. YTD, we are showing Green against the HI 6 annual target. The COVID pandemic restrictions had impacted our ability to fully undertake fire safety audits within commercial buildings however we are now conducting audit as per Pre-COVID. Following the easing of restrictions and in support of our Fire Safety Enforcement Plan we undertook 60 audits during the Q2 period. A great deal of fire safety enforcement activity involves the engagement with local businesses to ensure they maintain safety procedures to ensure the safety of their staff and members of the public. There were no enforcement/formal notices issued within any business in Perth and Kinross during this Q2 reporting period. Fire Safety Enforcement Officers (FSEO’s) will continue to provide the most appropriate level of support to local businesses to enable suitable and timely legislative fire safety guidance and enforcement to be undertaken. We also continue to engage and support local and national business forums to ensure the right level of consistent information is provided to the business community. Indicator Description These headline indicators and targets cover the types of non-domestic buildings applicable to Part 3 of the Fire (Scotland) Act 2005 (‘The Act’) (e.g. care homes, hotels and hospitals etc.) and is designed to reflect the effectiveness of fire safety management in respect of these types of buildings. HI 4 - Non-Domestic Building Fires Applicable to the Act As a headline target, the aim is to reduce the rate of fires in non-domestic buildings (where The Act applies), by keeping these fires below 53, in Perth & Kinross each year. HI 5 – Fatal Fire Casualties in Non-Domestic Building Fires Applicable to the Act This indicator counts those people for whom fire has been clearly identified as the cause of death, even if they die sometime after the actual fire. Those who die at, or after, the fire but where fire is not identified as the cause of death are not included in these figures. As a headline target, the aim is to have Zero Fatal Fire Casualties in non- domestic buildings applicable to the Act, in Perth & Kinross each year. HI 6 – Non-fatal Fire Casualties in Non-Domestic Building Fires Applicable to the Act This headline target counts all types of non-fatal fire injury in non-domestic buildings, including precautionary checks. As a headline target, the aim is to reduce risk of injury from fire in non-domestic buildings, by keeping fire injuries below 2, in Perth & Kinross each year. Page 19 of 250
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12 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance PRIORITY 3 – MINIMISING THE IMPACT OF UNINTENTIONAL HARM HI 7 – Road Traffic Collision (RTC) Incidents Table 5: Year to Date (July - September) Performance HI 8 – Fatal RTC Casualties & H9 – Non-Fatal RTC Casualties Table 6: Year to Date (July - September) Performance 21 17 18 26 0 5 10 15 20 25 30 19/20 20/21 21/22 22/23 HI 7 - Quarter Two RTC 3yr Average 0 0 2 2 12 5 10 13 0 2 4 6 8 10 12 14 19/20 20/21 21/22 22/23 HI 8 & HI 9 - Quarter Two Fatalities Casualties 3yr Average 19/20 20/21 21/22 22/23 Annual Target H7: RTC Incidents 21 17 18 26 83 19/20 20/21 21/22 22/23 Annual Target H8: Fatal RTC Casualties 0 0 2 2 0 H9: Non-Fatal RTC Casualties 12 5 10 13 70 Page 20 of 250
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13 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance Indicator Description The SFRS has become increasingly involved in more non-fire related prevention work, in support of its role in promoting the wider safety and well-being of its communities, including minimising the impact of unintentional harm. The headline indicators and targets reflect the fact that most of the non-fire related incidents attended by the SFRS in Perth & Kinross are RTC Incidents. HI 7 - RTC Incidents As a headline target, the aim is to reduce the rate of RTC incidents, by keeping them below 83 each year. HI 8 – Fatal RTC Casualties As a headline target, the aim is to reduce the risk of death from RTC’s in Perth & Kinross, by keeping them below 0 each year. HI 9 - Non-fatal RTC Casualties As a headline target, the aim is to reduce the risk of injury from RTC’s in Perth & Kinross, by keeping non-fire injuries below 70 each year. What we aim to Achieve As well as helping to deliver Priority Three: Minimising the Impact of Unintentional Harm, we also link these headline targets to improving the following Perth & Kinross LOIP outcomes: • Developing educated, responsible and informed citizens • Supporting people to lead independent, healthy and active lives • Creating a safe and sustainable place for future generations Performance Management We attended 26 RTC Incidents to assist with the safety of the incident scene and release/extricate occupants were necessary trapped in the vehicles as a result of a collision. Quarter two is reporting a slightly higher than average figure (26 against 19). We do however need to take cognisance that the three-year average figures included COVID lockdown periods where traffic levels were reduced. Comparing our Q2 totals against this average may not necessarily be a true reflection of the situation. Of the 26 incidents attended five required more technical extrication to release casualties. We are showing Green for achieving the HI 7 annual target. From all the RTC Incidents we attended during quarter two there were 2 recorded fatalities, therefore we are showing Red for achieving the HI 8 annual target. Of the 26 RTC Incidents we attended during quarter two, there were 13 non-fatal casualties. YTD, we are reporting seven non-fatal casualties which is higher than the three-year average of 9. In comparison to our annual target HI 9, we are currently showing Green. This type of incident accounts for around 3% of all incidents and 15% of all special service incidents attended this quarter. However, these types of incidents account for a high number of casualties every year which requires a multi-agency partnership approach to reduce these risks to people on our roads. Road Safety within Perth & Kinross has established a Road Safety Partnership to ensure we constantly review our current position. This multi-agency group is working locally to establish reduction priorities which will influence the content of Perth and Kinross Road Safety plan and subsequent actions. The Road Safety Plan is now in place which is supported by an annual action plan. These actions will ensure we work, as a partnership. To compliment this Highlight Indicator, Perth Fire Station hosted the first Motorcycle Rider Refinement course which was led by Police Scotland and supported by the Institute of Advanced Motoring. In addition to this we are working in partnership with Police Scotland to develop the new Driver Scheme which will replace the Safe Drive Stay Alive initiative that was delivered to secondary school in the past. Page 21 of 250
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14 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance PRIORITY 4 - REDUCING UNWANTED FIRE ALARM SIGNALS HI 10 – Unwanted Fire Alarm Signals Table 7: Year to Date (July - September) Performance All False Alarms for Year to Date 195 173 224 171 0 50 100 150 200 250 19/20 20/21 21/22 22/23 HI 10 - Quarter Two UFAS Incidents 3yr Average Equipment Faliure 85% Good Intent 13% Malicious 2% YTD All False Alarms (591) - UFAS = 46% Equipment Faliure Good Intent Malicious 19/20 20/21 21/22 22/23 Annual Target HI 10: UFAS Incidents 195 173 224 171 620 Page 22 of 250
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15 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance Indicator Description Automatic Fire alarms (AFA) are fundamental to providing early warning from fire, giving people the chance to evacuate safely. However, to be effective, they must be properly installed and maintained, and a good fire safety management regime must be in place by the duty holder, so they do not activate when there is no fire. Every Unwanted Fire Alarm Signal (UFAS) from an AFA has an impact in terms of unnecessary blue light journeys, redirecting SFRS resources away from other activities such as community safety engagement and causing considerable disruption to businesses. HI 10 – Unwanted Fire Alarm Signals (UFAS) As a headline target, the aim is to improve fire safety management and awareness, by reducing the number of attendances to unwanted fire alarm signals (UFAS) from automatic systems in non-domestic buildings to less than 620 each year. What we aim to Achieve As well as helping to deliver Priority Four: Reducing Unwanted Fire Alarm Signals, we also link this headline target to improving the following Perth & Kinross LOIP outcome: • Promoting a prosperous, inclusive and sustainable economy Performance Management During quarter two 2022/23, SFRS mobilised to 171 UFAS incidents from a total of 365 False Alarms. This is a decrease (8%) in comparison to the same quarter in 2021/22 when there were 224 UFAS incidents. UFAS this quarter accounted for 28% of our total operational demand. Against our HI 10 annual target we are currently showing Green. The table below lists the 5 property types that had persistent call-outs due to UFAS during quarter two. When analysed further, it is the same property types that are causing UFAS in Perth & Kinross and nationally, the picture is very similar. Property Types - UFAS 22-23 Q1 Education – Secondary and Primary 41 Home, Nursing/Care, sheltered Offices 21 Hospital/ Medical Care Offices and Call Centres 14 Offices and Call Centres 8 Retail 6 During quarter two our operational crews continued to investigate the cause of every UFAS event to ensure the appropriate level of engagement with the duty holder when in attendance at these call-outs. Every UFAS incident SFRS attends is used as an opportunity to educate the duty holder about the impact UFAS has on their businesses, the community and the Fire and Recue Service. Following a full review of false alarms within Scotland by the SFRS and a transparent consultation process. The outcome of this review will reduce the amount of false alarms we mobilise to. We anticipate to start rolling this out new approach within Q3 and Q4. Page 23 of 250
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16 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance PRIORITY 5 – REDUCING DELIBERATE FIRES HI 11 – Deliberate Primary Fires Table 8: Year to Date (July - September) Performance HI 12 – Deliberate Secondary Fires Table 9: Year to Date (July - September) Performance 10 9 8 5 0 2 4 6 8 10 12 19/20 20/21 21/22 22/23 HI 11 - Quarter Two All Deliberate Primary Fires 3yr Average 23 18 16 31 15 17 19 21 23 25 27 29 31 19/20 20/21 21/20 22/23 HI 12 - Quarter Two All Deliberate Secondary Fires 3yr Average 19/20 20/21 21/22 22/23 Annual Target HI 11: Deliberate Primary Fires 10 9 8 4 29 19/20 20/21 21/22 22/23 Annual Target HI 12: Deliberate Secondary Fires 23 18 16 31 74 Page 24 of 250
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17 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance Indicator Description These headline and indicators targets account for all types of fire that are believed to have been started intentionally, and are categorised as Deliberate Primary Fires and Deliberate Secondary Fires. HI 11 – Deliberate Primary Fires These deliberate fires cover the following types: • Fires in the home • Fires in non-domestic buildings • Fires in motor vehicles As a headline target, the aim is to reduce the rate of deliberate primary fires in Perth & Kinross by keeping these fires below 29 each year. HI 12 – Deliberate Secondary Fires These deliberate fires cover the majority of outdoor fires including grassland and refuse fires and include fires in derelict buildings, but not chimney fires. As a headline target, the aim is to reduce the rate of deliberate secondary fires in Perth & Kinross by keeping these fires below 80 each year, this exceeds the annual target. What we aim to Achieve As well as helping to deliver Priority Five: Reducing Deliberate Fires, we also link this headline target to improving the following Perth & Kinross LOIP outcomes: • Developing educated, responsible and informed citizens • Promoting a prosperous, inclusive and sustainable economy • Supporting people to lead independent, healthy and active lives • Creating a safe and sustainable place for future generations Performance Management There were five deliberate primary fires reported during quarter two, which is below average (9) and also lower than last year (8). Three of the incidents were grass/woodland fires and the others involved vehicles, these numbers are below the average and therefore showing Green against HI 11 annual target. There were 31 deliberate secondary fires reported during quarter two which is above the same quarter in last year (16). There was also an increase against the three year average (31 against 19). The majority of these incidents were in Perth City area, the remaining incidents were spread across other ward areas. Given the target we have set for this reporting year we are showing Red against the HI 12 annual target against year to date. During the last few months we have continued to work with partners to reduce the number of all deliberate fire incidents within Perth and Kinross. This proactive approach particularly around youth engagement endeavours to reduce the number of deliberate fires, particularly secondary fires, as part of a wider youth awareness education initiative. These included working with local schools to reduce this unacceptable, anti-social behaviour. This along with national campaigns during the Summer Season, however we have seen an increase in the risk locally. There is a continual programme of input each quarter with regard deliberate fire raising, alongside other educational safety programmes, across Perth and Kinross particularly around the Perth City area. Page 25 of 250
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18 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance PRIORITY 6 – EFFECTIVE RISK MANAGEMENT AND OPERATIONAL PREPAREDNESS Description Risk Management and operational preparedness is a key area of work for the SFRS. In Perth & Kinross, this means: • Knowing what the risks are in Perth & Kinross and then making plans, so we are resilient to respond to any event. • Being prepared to respond to national threats or major emergencies. • Developing flexibility to deploy crews, to take on a broadening role within the community. • Firefighters being equipped to deal with emergencies safely and effectively and our stations being in a constant state of readiness. • Safe, secure, vibrant and sustainable communities • An inclusive and sustainable economy • An enhanced, protected and enjoyed natural and built environment • Improved physical, mental and emotional health and well-being What we aim to Achieve As well as helping to deliver Priority Six: Effective Risk Management and Operational Preparedness, our activities also support improving the following Perth & Kinross LOIP objectives: • Developing educated, responsible and informed citizens • Promoting a prosperous, inclusive and sustainable economy • Supporting people to lead independent, healthy and active lives • Creating a safe and sustainable place for future generations Activity During Quarter Two 2022 (July - September), we have delivered our quarterly training commitment to operational firefighters, whereby we trained and confirmed their preparedness to deal with: • Extrication Techniques (RTC) • Breathing Apparatus • Casualty Care • Pumps • Road Traffic Collisions • Ladders • Knots and Lines • Water Awareness Firefighters continue to conduct Operational Intelligence visits to sites within their station area so that they are familiar with the associated risks and hazards and, if required, can take effective actions in dealing with incidents at these sites. They also continue to conduct Home Fire Safety Visits, with an action plan implemented to ensure that all High-Risk properties were visited and telephone contact made with all Medium and Low Risk properties. We are maintaining our staff re-integration programme for day staff to be fully proficient to provide operational resilience should we suffer staff shortages due to Covid-19. With the relaxation of COVID-19 restrictions the service has recommenced delivering courses that had been postponed. Specific Incident Command, Breathing Apparatus & Compartment Fire Behaviour Training courses continue, ensuring stations are staffed appropriately to meet the needs of our communities. Our Trainee Firefighter yearly assessments are also continuing to ensure that they are developing their skills in line with their 3-year Modern Apprenticeship. We are also continuing our advertising campaign with a view of filling a number of vacant posts within our On Call (previously known as retained and volunteer) stations. Page 26 of 250
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19 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance APPENDIX 1: COMMUNITY SAFETY ENGAGEMENT PROGRAMMES This section provides details of Community Safety Engagement initiatives undertaken within Perth & Kinross during the second quarter of 2022/23. The Safer Communities Partnership work together to continually provide various community safety messages, education, training and support. This implements risk reduction strategies to support our communities, particularly those most vulnerable. Working collaboratively also supports the priorities in the Local Fire and Rescue Plan and the wider Perth & Kinross Council Community Planning Partnerships priorities. Some examples from quarter two: Following the higher than average water related injuries and deaths within Scotland last year, locally the SFRS awareness. The P&K Community Action Team promoted Water Safety including Drowning Prevention Day during the holiday period through our social media platforms and leaflet drops. During the summer months we supported the P&K Visitor Management Campaign. Key representation from our teams in Kinloch Rannoch and Blairgowrie supported local patrols and engaged directly with visitors and campers within our beauty spots and local loch sides. Following the successful season last year, we are delighted to be part of this partner approach to maintain safety and environmental concerns. Perth Fire Station is the venue for the local Rider Refinement Motorcycle Training. The course which runs from May – October involves seven courses which is led by Police Scotland and supported by local road safety partners. We are delighted to host and take part this key road safety initiative which has proved so successful in the past. Page 27 of 250
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20 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance The SFRS P&K Community Action Team and members of Perth Fire Station Green Watch attended Perthshire Pride. They had a fantastic day where they provided Home Safety and career advice whilst also promoting respect and inclusivity. With the Financial Crisis and Fuel Crisis, we are trying to highlight areas of concern prior to Autumn and Winter. Advice on the use of Chimneys, Solid Fuel heaters, Carbon Monoxide Poisoning, Disposable BBQ’s and candles are being communicated through Home Fire Safety Visits, Social Media and the SFRS website. This will be a priority throughout the upcoming Thematic Action Plans. Rural areas of Perth and Kinross is are risk of wildfires, particularly in the Summer season. Due to the prolonged warm dry spells during Q2 the SFRS attended several wildfires across the P&K area and the Community Action team used Social Media to reinforce the message on reducing the risk of wildfire. Page 28 of 250
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21 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance APPENDIX 2: NOTABLE INCIDENTS / EVENTS SFRS attended 597 incidents of which a number would undoubtedly have had a serious impact on members of our communities and their families, particularly from Road Traffic Collisions, Dwelling Fires and other Special Service Calls. Some of the more notable incidents and events are noted below: Combine Harvester and field fire Flat Fire – Rannoch Road Perth 19/08/22, Fire Crews from Blairgowrie, Alyth, Perth and Dundee were mobilised to Woodside Farm to tackle a fire involving a Combine Harvester. The attendance times were short however by the time the crews arrived the fire had spread to two fields that had been freshly cut. The crews worked hard in nearly 30 degree heat to bring the fire under control quickly. Fires of this nature aren’t unusual during the harvest period. 27/07/22 crews from Perth and Auchterarder responded to a fire in a top floor flat on Perth’s Rannoch Road. The fire, which started in the kitchen, caused extensive damage to the flat. The quick actions of the initial crews ensured that the fire did not spread to the roof and they remained on scene for four hours to ensure the fire was fully extinguished. Page 29 of 250
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22 Local Fire and Rescue Plan for Perth & Kinross 2020 – Quarterly Monitoring of Performance Fire – Shore Recycling, Perth RTC A923 Coupar Angus 04/09/22, crews from Perth, Kinross, Coupar Angus, Dundee and Fife attended a large fire at Shore Recycling, Shore Road, Perth. The fire started in a pile of recycled materials and attracted widespread coverage on media platforms. Crews worked tirelessly for over 24 hours to bring the incident to a safe conclusion. 12/07/22, two appliances from Blairgowrie attended a RTC on the A923 at Coupar Angus. The two casualties suffered minor injuries and were fortunate to not have suffered more serious injuries, they given a precautionary check by the Scottish Ambulance Service. Page 30 of 250
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OFFICIAL: POLICE AND PARTNERS OFFICIAL: POLICE AND PARTNERS PERTH AND KINROSS COUNCIL Housing and Communities Committee PERTH AND KINROSS LOCAL POLICING AREA QUARTERLY POLICE REPORT 1 July 2022 – 30 September 2022 Report by Chief Superintendent Phil Davison Police Scotland D Division (Tayside) (Report No. 23/7) 1. RECOMMENDATION 1.1 It is recommended that members note and scrutinise the statistical information contained in this report in conjunction with Appendix A. 2. BACKGROUND 2.1 The purpose of this report (Appendix A) is to provide information to the Committee regarding the performance of Police Scotland to facilitate local scrutiny. 2.2 Appendix A will provide information in relation to some of the work which has taken place within Perth and Kinross Local Policing Area. 2.3 The content in this report is for information purposes to allow Members to conduct their scrutiny responsibilities. 3. FINANCIAL IMPLICATIONS 3.1. There are no financial implications as a result of this report. 4. STAFFING IMPLICATIONS 4.1 There are no staffing issues as a result of this report. 4(ii) Page 33 of 250
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OFFICIAL: POLICE AND PARTNERS OFFICIAL: POLICE AND PARTNERS 5. ENVIRONMENTAL ISSUES 5.1 This report does not have any impact on the environment. 6. SUMMARY 6.1 The attached report updates members regarding significant operational matters and performance of the local policing area. 7. COMPLIANCE 7.1 Is the proposal; (a) Human Rights Act 1998 compliant? YES (b) Equality & Diversity compliant? YES Page 34 of 250
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OFFICIAL OFFICIAL Perth and Kinross Council Housing and Communities Committee Quarter 2 ending 30th September 2022 Chief Superintendent Davison 4(ii) Page 35 of 250
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OFFICIAL 1 OFFICIAL Contents Page Introduction and Overview of Local Policing Priorities 2 Plan on a Page – Perth & Kinross Local Policing Plan 2020-2023 3 Summary Report Perth & Kinross LPA 4 Violence, Disorder and Antisocial Behaviour 5-13 Acquisitive Crime 14-18 Road Safety and Road Crime 19-28 Public Protection 29-34 Serious Organised Crime 35-38 Counter Terrorism and Domestic Extremism 39 Wildlife Crime 40-41 Complaints about the Police 42 Appendix 43 Page 36 of 250
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OFFICIAL 2 OFFICIAL Introduction and Overview of Local Policing Priorities As from April 2013, the Police and Fire Reform (Scotland) Act 2012 has required Divisional Commanders to produce and publish a Local Policing Plan (LPP) for each local authority area. The LPP clearly sets out the policing objectives for Perth & Kinross Council and will report to the Housing and Communities Committee. Performance in relation to the identified policing objectives and outcomes is monitored and reviewed at the monthly Tasking and Delivery Meeting. Quarterly reports are produced to allow scrutiny by Perth and Kinross Council Housing and Communities Committee. This report covers the period from 1 June 2022 to 30 September 2022, however will focus on Year to Date (YTD) data from 1 April 2021 to 30 September 2021 and 1 April 2022 to 30 September 2022. Data provided in this report is for information purposes to allow Committee Members to conduct their responsibilities under the Police and Fire Reform (Scotland) Act 2012. This report will make reference to specific crimes mentioned in the local policing plan, which we refer to as our control strategy. The information contained within this document compliments Force Priorities and supports reporting through Community Planning Partnership structures. Page 37 of 250
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OFFICIAL OFFICIAL Local Priorities Objectives Outcomes Engage with the public and communities to reduce and prevent crime Reduce crime through preventing offending and reducing re-offending Collaborate to reduce casualties and crime on our roads Support people considered vulnerable through working with partners Public Protection Wildlife Crime Acquisitive Crime Reduce harm caused to certain birds, animals and plants including their habitats, both on land and at sea Prevent, Pursue, Protect and Prepare through collaborative preparedness Reduce the harm caused by serious organised crime including cyber related crime Violence Disorder and Antisocial Behaviour Road Safety And Road Crime Serious Organised Crime Counter Terrorism and Domestic Extremism Threats to public safety and wellbeing are resolved by a proactive and responsive police service The needs of local communities are addressed through effective service delivery The public, communities and partners are engaged, involved and have confidence in policing Our people are supported through a positive working environment, enabling them to serve the public Police Scotland is sustainable, adaptable and prepared for future challenges Plan on a Page – Perth & Kinross Local Policing Plan 2020-2023 Our vision | Policing for a safe, protected and resilient Perth & Kinross Our purpose | Improve the safety and wellbeing of people, places and communities in Perth & Kinross Our Values | Fairness | Integrity | Respect | Human Rights Page 38 of 250
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OFFICIAL OFFICIAL Violence, Disorder and Antisocial Behaviour Violence, Disorder and Antisocial Behaviour Violence, Disorder and Antisocial Behaviour Serious Assault Crimes Detect % 21/22 40 90.0% 22/23 36 72.2% % +/- -10.0% -17.8% Robbery Inc Intent Crimes Detect % 21/22 17 76.5% 22/23 29 65.5% % +/- +70.6% -11.0% Common Assault - Total Crimes Detect % 21/22 568 68.8% 22/23 650 69.4% % +/- +14.4% +0.5% Violence, Disorder and Antisocial Behaviour Acquisitive Crime Acquisitive Crime Emergency Services Assault Crimes Detect % 21/22 60 98.3% 22/23 61 98.4% % +/- +1.7% 0.0% Housebreakings -Dwellings Crimes Detect % 21/22 37 32.4% 22/23 44 20.5% % +/- +18.9% -12.0% Motor Vehicle Crime Crimes Detect % 21/22 116 32.8% 22/23 112 50.0% % +/- -3.4% +17.2% Acquisitive Crime Road Safety and Road Crime Road Safety and Road Crime Fraud Crimes Detect % 21/22 167 16.8% 22/23 216 13.4% % +/- +29.3% -3.3% Speeding Crimes Detect % 21/22 1515 100.0% 22/23 529 100.0% % +/- -65.1% 0.0% Drink/ Drug Driving Crimes Detect % 21/22 107 91.6% 22/23 70 90.0% % +/- -34.6% -1.6% Road Safety and Road Crime Road Safety and Road Crime Public Protection Road Deaths - All Crimes Detect % 21/22 3 N/A 22/23 3 N/A % +/- 0.0% / Serious Injury - All Crimes Detect % 21/22 40 N/A 22/23 36 N/A % +/- -10.0% / Rape Inc Assault with Intent Crimes Detect % 21/22 46 41.3% 22/23 30 80.0% % +/- -34.8% +38.7% Public Protection Serious Organised Crime Serious Organised Crime Group 2 - Sexual Crimes Crimes Detect % 21/22 187 48.7% 22/23 204 61.8% % +/- +9.1% +13.1% Drugs Supply Crimes Detect % 21/22 63 76.2% 22/23 45 82.2% % +/- -28.6% +6.0% Drug Possession Crimes Detect % 21/22 187 89.8% 22/23 124 104.0% % +/- -33.7% +14.2% Summary Report Perth & Kinross LPA 1st April 2022 to 30th September 2022 The table below provides a summary of this year to date Vs last year to date figures for this quarter in relation to crimes reported and crimes detected. This is an indication of the current position and further detail and indicators are provided in the full scrutiny report. Page 39 of 250
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OFFICIAL 5 OFFICIAL Murder No murders were recorded during the reporting period. Attempted Murder There have been two attempted murders recorded during the reporting period, both of which were quickly detected. 2 1 1 0 2 0.8 0.6 0.6 0 2 4 Div Dundee Perth and Kinross Angus Murder - Recorded Crime 2021/22 2022/23 5 Year Ave 110.7 100.0 100.0 100.0 0.0 104.35 0.00 0.00 0.00 0.00 0.0 50.0 100.0 150.0 Scotland Div Dundee Perth and Kinross Angus Murder - Detection Rates 2021/ 22 2022/ 23 0.00 0.00 0.00 0.00 0.04 0.00 0.05 Div Dundee Perth and Kinross Angus Murder - Rate Per 10,000 Population 2022/23 Scotland This activity will link in with and support the Perth and Kinross Community Plan 2017-2027 strategic priorities: Giving every child the best start in life Creating a safe and sustainable place for future generations This also supports the delivery of Police Scotland’s strategic outcome: Threats to public safety and wellbeing are resolved by a proactive and responsive police service Page 40 of 250
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OFFICIAL 6 OFFICIAL The first of these incidents took place in a public street in City Centre area of Perth whereby a 38 year old male sustained injuries when he was deliberately driven at by a car. Thankfully the injuries sustained were minor in nature, however the reckless nature of the act and utter disregard for the potential consequences of striking someone with a vehicle resulted in the crime being classified as an attempted murder. The victim and perpetrator were known to each other prior to the offence taking place and it is assessed this was linked to a wider family dispute. The investigation was led by Perth and Kinross Criminal Investigation Department and a 53year old male was promptly arrested and charged with attempted murder and other offences relating to linked incidents. He is currently awaiting trial. The second incident took place within a private dwelling in Perth City whereby a 50 year old female sustained injuries as a result of being attacked with a hammer. While this was not a domestic related incident the victim and perpetrator were known to each other and the consumption of drugs and alcohol were significant factors in the attack. The victim was treated at hospital and is thankfully making a good recovery. A 43 year old male from Perth was arrested at the scene of the incident, was charged with the offence of attempted murder and is awaiting trial. These incidents bring the total number of recorded attempted murders recorded YTD to 4, an increase of 2 crimes when compared to the previous year. In the majority of cases recorded this year the injuries sustained by victims have been relatively minor, however the nature of the assault and, in particular, the use of vehicles as weapons on 2 occasions has led to these crimes being classified as attempted murders. The use of vehicles is not commonplace and perhaps highlights the spontaneous nature of some of the offences with perpetrators using items readily to hand as weapons. The serious nature of these offences means investigations are usually led by our local Criminal Investigation Department under the oversight of the locality Detective Inspector, who is an experienced and qualified Senior Investigating Officer (SIO). This focus and governance is reflected in the performance in this area with detection rates sitting at 75% at the end of the reporting period. 1 incident remained under active investigation at the end of the reporting period, however this has now also been brought to a successful conclusion with the offender being charged and remanded in custody awaiting trial. 2 1 0 1 14 8 4 24 1.8 1 1.2 0 5 10 15 Div Dundee Perth and Kinross Angus Att Murder - Recorded Crime 2021/22 2022/23 5 Year Ave Page 41 of 250
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OFFICIAL 7 OFFICIAL Serious Assault All crimes of Serious Assault are subject to a review from a Detective Sergeant, CID to ensure all pertinent enquiries are identified and prioritised and appropriate measures are in place to safeguard victims. Where violent offenders are subject to bail curfews or special bail conditions in respect of their offences, bail compliance checks are carried out and any breaches are reported. Prison releases are monitored and locality officers carry out proactive visits to discourage re-offending and ensure any support required is highlighted via the Preventions Interventions and Partnerships team. Occurrence rates for Serious Assaults remain lower than LYTD with 4 fewer crimes recorded than during the same period in 2021/22. This occurrence rate is lower than the 5 year average and below the national rate per head of population. Of the 19 serious assaults recorded during the reporting period 9 occurred in public spaces, 2 occurred within HMP Perth and the remainder occurred in private dwellings. In the majority of cases the victim and offender were known to each other prior to the offence taking place – including incidents within domestic or other familial settings. Five crimes were perpetrated using a weapon. We have seen a marked improvement in detection rates during Q2 which have risen from 53.8% in Q1 to 72.2% at the end of Q2, albeit this remains lower than LYTD. 95.70 200.00 200.0 0.0 200.0 97.22 85.71 87.5 75.0 100.0 0.00 100.00 200.00 300.00 Scotland Div Dundee Perth and Kinross Angus Att Murder - Detection Rates 2021/22 2022/23 0.34 0.5 0.3 0.20.26 0.00 0.50 1.00 Div Dundee Perth and Kinross Angus Att Murder - Rate Per 10,000 Population 2022/23 Scotland Page 42 of 250
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OFFICIAL 8 OFFICIAL 11 cases remain under active investigation and it is anticipated we will see further improvements in the detection rate as these investigations are brought to a conclusion. Common Assault There were 340 common assaults recorded during the reporting period, an increase of 30 over Q1 and brings the total for the year to 650. This is an increase of 82 over LYTD. These figures include Domestic Assaults and Assaults on Emergency Service Workers. Although there has been an increase in the number of common assaults recorded occurrence rates in Perth and Kinross remain below both divisional and national averages per head of population. 25% of the common assaults recorded during this period relate to domestic offending and, as per previous reporting a number of these are considered non-recent in nature i.e. the offence occurred more than 12 months prior to being reported to police. 137 69 40 28 146 78 36 32 143 74.4 39.6 29 0 100 200 Div Dundee Perth and Kinross Angus Serious Assault - Recorded Crime 2021/22 2022/23 5 Year Ave 75.0 86.1 85.5 90.0 82.176.8 77.4 79.5 72.2 78.1 0.0 50.0 100.0 Scotland Div Dundee Perth and Kinross Angus Serious Assault - Detection Rates 2021/22 2022/23 3.50 5.20 2.40 2.803.09 0.00 2.00 4.00 6.00 Div Dundee Perth and Kinross Angus Serious Assault - Rate Per 10,000 Population 2022/23 Scotland Page 43 of 250
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OFFICIAL 9 OFFICIAL Police Scotland continues to encourage historical reporting of these crime types to promote the safety of domestic abuse victims. The locations of these incidents varies with a broadly equal split of 45% of offences occurring in private spaces and 55% occurring in public spaces. The majority of public space offences took place outside, however we have seen a small number occurring in licensed premises. Alcohol and drugs remain a factor in a proportion of common assaults as well as other crimes of violence and disorder. In Perth, Operation Centresafe runs on a Friday and Saturday and provides a dedicated resource to patrol the city centre of Perth in and around licensed premises during the Night Time Economy. We have recently carried out a similar operation in Blairgowrie, utilising local officers and support from other divisional resources. The age range of offenders varies between 11 years old to 63 years old with the majority of offenders, 75%, being males. 60% of offenders are between 26 and 45 years old. We continue to actively target repeat and prolific offenders, ensuring that all opportunities to detect or disrupt their offending are taken and, where vulnerabilities are identified they are signposted to relevant support from partner agencies in an effort to divert them away from further offending. The detection rate for this crime type remains largely static, however is currently above both the divisional and national rates. 2353 1197 568 588 2434 1179 650 605 2261.4 1144 523 594.4 0 1000 2000 3000 Div Dundee Perth and Kinross Angus Common Assault (Total) - Recorded Crime 2021/22 2022/23 5 Year Ave 66.60 70.60 70.30 68.80 73.00 68.09 67.46 64.40 69.40 71.40 60.00 65.00 70.00 75.00 Scotland Div Dundee Perth and Kinross Angus Common Assault (Total) - Detection Rates 2021/22 2022/23 Page 44 of 250
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OFFICIAL 10 OFFICIAL Robbery This section includes crimes of Robbery, Assault and Robbery, and assaults with intent to Rob. Any threat or inference of violence of any kind is sufficient for incidents to be recorded. The response to Robberies remains a Divisional priority and all activity is aligned to the Robbery Action Plan. A Robbery toolkit has been developed to ensure consistency of investigative practice and provision of support to victims. A dedicated Perth & Kinross Detective Inspector maintains oversight of all robberies and ensures a CID input from the initial reporting. The majority of robberies are investigated by detective officers. The focus remains on prevention with proactive activity aligned to geographic areas where higher levels of violent crime are seen, targeting those who are wanted on warrant for serious and violent crime to ensure early arrests are made. We also work closely with colleagues from our Divisional Partnerships Interventions and Preventions (PIP) team to support victims through housing, welfare and signposting to health and social care to prevent recurrence and target harden by enhancing physical security measures. There were 18 robberies recorded during the reporting period, which brings the YTD total to 29. This is an increase of 12 additional crimes when compared to LYTD. Analysis of these crimes (Q2) has shown that ten occurred in Public Spaces with the remainder occurring within a private dwelling. In the majority of cases the victim and perpetrator were known to each other prior to the offence occurring. The detection rate for the YTD sits at 65.5%, lower than LYTD rate of 76.5%. Again, six crimes remain under active investigation and it is anticipated the detection rate will improve as these investigations as brought to a conclusion. 58.30 79.00 42.80 52.1054.14 0.00 50.00 100.00 Div Dundee Perth and Kinross Angus Common Assault (Total) - Rate Per 10,000 Population 2022/23 Scotland Page 45 of 250
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OFFICIAL 11 OFFICIAL Vandalism We have seen a reduction in the occurrence rate for vandalism in comparison with LYTD (9 fewer crimes) and detection rates remain broadly in line with the National average. Offences are sporadic in nature with no particular themes or trends identified, however we continue to work closely with partners in Safer Communities to ensure any issues or areas of concern are identified at the earliest opportunity. 119 76 17 26 104 69 29 6 94.2 65 14.4 14.8 0 100 200 Div Dundee Perth and Kinross Angus Robbery - Recorded Crime 2021/22 2022/23 5 Year Ave 73.00 72.30 73.70 76.50 65.40 74.43 66.35 66.70 65.50 66.70 50.00 60.00 70.00 80.00 Scotland Div Dundee Perth and Kinross Angus Robbery - Detection Rates 2021/22 2022/23 2.49 4.60 1.90 0.501.36 0.00 5.00 Div Dundee Perth and Kinross Angus Robbery - Rate Per 10,000 Population 2022/23 Scotland 1610 813 445 352 1464 731 393 340 1705.8 876.2 423 406.6 0 1000 2000 Div Dundee Perth and Kinross Angus Vandalism - Recorded Crime 2021/22 2022/23 5 Year Ave Page 46 of 250
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OFFICIAL 12 OFFICIAL Stop Search Stop and Search is an operational policing tactic in the prevention, investigation and detection of crime, with the intention of keeping people safe and improving community wellbeing. Stopping and searching members of the public is a significant intrusion into their personal liberty and privacy and Police Scotland are committed to ensuring that when it is necessary to stop and search a person it is carried out in a manner that is lawful, proportionate and accountable. Officers will explain why they have stopped an individual before any search and explain what they are looking for. After the search, officers will provide the individual with a receipt for the search, which contains information about their rights and how they can access a copy of their stop and search record. In the reporting period 112 stop searches were conducted with items including weapons and drugs recovered on 54 occasions, which equates to a positive rate of 48.2%. Assurance reports are provided monthly which show no disproportionate searching was carried out of persons under 18, nor did any disproportionate searching take place around minority groups. 27.2 40.8 43.1 40.4 36.127.8 26.5 23.5 29.0 30.0 0.0 20.0 40.0 60.0 Scotland Div Dundee Perth and Kinross Angus Vandalism - Detection Rates 2021/22 2022/23 35.07 49.00 25.90 29.3035.29 0.00 10.00 20.00 30.00 40.00 50.00 60.00 Div Dundee Perth and Kinross Angus Vandalism - Rate Per 10,000 Population 2022/23 Scotland Page 47 of 250
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OFFICIAL 13 OFFICIAL Ethnicity Breakdown for Q2 YTD 2022/23 Ethnicity Negative Positive Total White Scottish 41 39 80 White British Other 4 5 9 White Irish 0 1 1 White Polish 1 0 1 White Other 1 9 10 Any Mixed Ethnic Group 2 2 4 Indian 0 1 1 Asian Other 1 0 1 Black, Black Scottish or Black British 3 1 4 Not Provided 1 0 1 Total 54 58 112 228 123 58 47 261 153 54 54 0 100 200 300 400 500 600 Division Dundee Perth & Kinross Angus Stop/ Search 2022/23 Positive Negative Page 48 of 250
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OFFICIAL 14 OFFICIAL Domestic Housebreaking The figures for Housebreaking includes all attempted housebreaking and instances of housebreaking with intent to steal (i.e. where the security of the property has been overcome but no property stolen). While occurrence in Perth and Kinross remain below both divisional and national averages (per head of population) instances of domestic housebreaking have continued to increase, albeit the rate has reduced considerably from over 90% in Q1 to 18.9% at the end of Q2 (7 additional crimes when compared with LYTD). A number of factors may have contributed to this including the return to this type of criminality from perpetrators who had targeted other crime types during the pandemic, reduced security during the summer months with families leaving properties unoccupied during holiday periods. In addition there has notably been an increase in perpetrators travelling from out with the Tayside area with the rural areas of Perth and Kinross and areas close to arterial routes being particularly targeted. The Community Investigation Unit continue to prioritise domestic housebreaking along with other associated acquisitive crime, predominantly motor vehicle crime. The CIU has oversight of all housebreakings within the locality and leads the response in line with the Housebreaking Toolkit, ensuring a robust response to all reported crime. Priority enquiries continue to focus around CCTV and forensic opportunities to maximise the impact of these investigative tools. Along with the CID locality model the dedicated Detective Inspector maintains supervision of the CIU providing consistency and continued analysis of methods, hot spot areas and prolific offenders. To combat travelling criminals the Division links in with counterparts in Fife and Central Scotland to share, information on overnight crime and this sharing of information and intelligence is replicated with other areas throughout Scotland via a national Acquisitive Crime Forum. Detection rates have seen a marked increase from 12% at the end of Q1 to 20.5% at the end of Q2. This remains lower than LTYD, however a number of crimes remain under active investigation and it is anticipated we will see further improvements in performance in this area as these are brought to a conclusion. This activity will link in with and support the Perth and Kinross Community Plan 2017-2027 strategic priorities: Creating a safe and sustainable place for future generations This also supports the delivery of Police Scotland’s strategic outcome: Threats to public safety and wellbeing are resolved by a proactive and responsive police service Page 49 of 250
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OFFICIAL 15 OFFICIAL Fraud A total of 216 Frauds have been recorded year to date, with 116 recorded during Q2. This continues with the national theme of the crime of fraud increasing. This has been a common theme since the first lockdown in 2020 where perpetrators sought different ways to fund their criminal behaviour. As in previous reporting periods, a number of these crimes continue to be perpetrated online as internet usage increases. A variety of apps are used along with ever changing schemes to exploit vulnerable and less technologically aware. As stated, total reports YTD are at 216 which is significantly higher than the 167 recorded by the end of Q2 last year and over double the 5 year average of 90.4. Analysis of these crimes shows 64 crimes (30%) have the ‘cybercrime’ tag indicating an ‘online’ element. Most of these ‘cybercrimes’ (at least 70%) target individuals at their home address although three cases involve businesses. 206 131 37 38 183 103 44 36 196.4 122 39 35.4 0 100 200 300 Div Dundee Perth and Kinross Angus Domestic HB (Dwelling) - Recorded Crime 2021/22 2022/23 5 Year Ave 22.3 30.6 29.8 32.4 31.6 22.34 26.23 26.2 20.5 33.3 0.0 20.0 40.0 Scotland Div Dundee Perth and Kinross Angus Domestic HB (Dwelling) - Detection Rates 2021/22 2022/23 4.38 6.9 2.9 3.13.96 0.00 2.00 4.00 6.00 8.00 Div Dundee Perth and Kinross Angus Domestic HB (Dwelling) - Rate Per 10,000 Population 2022/23 Scotland Page 50 of 250
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OFFICIAL 16 OFFICIAL Detecting frauds carries significant challenges and involve protracted enquiries involving multiple agencies and institutions. Further to this 70 enquiries remain under live investigation with the likelihood that further crimes will either be detected or transferred out of P&K as the criminality has taken place elsewhere in the UK or even abroad. As per previous reporting periods the complexities of online crime continue to provide challenges with many of the software applications used located out with the UK adding additional time delays and barriers to obtaining information. Likewise many of the perpetrators of these crimes are located out with the UK providing an additional barrier to their identification and opportunities to bring to justice. Our response to Fraud remains consistent with the previous work of the Fraud Working Group continuing to focus on prevention and support to victims and we continue to link in with partners ensuring collaboration round consistent messaging. 550 265 167 118 770 405 216 149 360.8 199 90.4 71.4 0 500 1000 Div Dundee Perth and Kinross Angus Fraud - Recorded Crime 2021/22 2022/23 5 Year Ave 16.28 17.5 18.9 16.8 15.316.0 16.23 15.3 13.4 22.8 0.00 10.00 20.00 30.00 Scotland Div Dundee Perth and Kinross Angus Fraud- Detection Rates 2021/22 2022/23 18.44 27.10 14.20 12.8016.23 0.00 10.00 20.00 30.00 Div Dundee Perth and Kinross Angus Fraud - Rate Per 10,000 Population 2022/23 Scotland Page 51 of 250
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OFFICIAL 17 OFFICIAL Theft by Shoplifting There have been 268 crimes recorded YTD with 126 occurring during Q2, this represents an increase of 16 crimes when compared with LYTD. Analysis shows that during this reporting period 58% of crimes occurred within Perth city centre 22% in North Perthshire and 20% in South Perthshire. Detection rates have improved slightly over Q1 however remain below LYTD. The Divisional Preventions Officers continue to liaise with the retail sector and offer crime prevention advice in respect of stock placement within premises in order to reduce this type of crime being committed. Motor Vehicle Crime All acquisitive crimes are reviewed on a daily basis and discussed and where crime series are identified investigations are prioritised and local officers are supported by the Community Investigation Unit and Locality CID. All forensic opportunities are maximised in an effort to quickly identify and arrest perpetrators and we work closely 858 451 252 155 1289 832 268 189 1060.4 589.6 304 166.8 0 500 1000 1500 Div Dundee Perth and Kinross Angus Theft by Shoplifting- Recorded Crime 2021/22 2022/23 5 Year Ave 57.1 46.9 37.0 59.1 55.554.06 48.41 43.3 50.0 68.8 0.0 50.0 100.0 Scotland Div Dundee Perth and Kinross Angus Theft by Shoplifting - Detection Rates 2021/22 2022/23 30.88 55.70 17.60 16.3025.89 0.00 50.00 100.00 Div Dundee Perth and Kinross Angus Theft by Shoplifting - Rate Per 10,000 Population 2022/23 Scotland Page 52 of 250
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OFFICIAL 18 OFFICIAL with colleagues in our Partnerships, Interventions and Preventions department to offer advice in relation to crime prevention and target hardening. We also continue to actively manage known perpetrators, including those individuals previously mentioned in our Q1 report who had been responsible for an increase in vehicle crime in the Perth area. This activity has seen positive results with occurrence rates for motor vehicle crime decreasing in Perth and Kinross (4 fewer crimes when compared to LYTD) at a time when we have seen marked increases elsewhere in the Division. On another positive note, the detection rate for motor vehicle crime at the end of Q2 was 50% - well over the same period last year (32.8%) and very favourable in comparison to the national detection rate of 28.0%. 537 303 116 118 696 464 112 120 469.6 284 113.4 72.2 0 500 1000 Div Dundee Perth and Kinross Angus Vehicle Crime - Recorded Crime 2021/22 2022/23 5 Year Ave 29.1 29.2 24.1 32.8 39.027.96 29.6 23.1 50.0 35.8 0.0 20.0 40.0 60.0 Scotland Div Dundee Perth and Kinross Angus Vehicle Crime - Detection Rates 2021/22 2022/23 16.67 31.10 7.40 10.3010.60 0.00 10.00 20.00 30.00 40.00 Div Dundee Perth and Kinross Angus Vehicle Crime - Rate Per 10,000 Population 2022/23 Scotland Page 53 of 250
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OFFICIAL 19 OFFICIAL Operation CEDAR The principles of Operation CEDAR will be applied in the following ways across Tayside, linked to priority areas of focus: Challenge Build effective partnership working and methods to develop new and innovative ways to improve road safety. Improve information sharing and analysis to support an evidence-led approach Educate Deliver and evaluate educational initiatives to driver and road user behaviour, making effective use of media opportunities to highlight CEDAR and the work of the forum Detect Provide an intelligence-led and multi-agency approach to enforcement, supported by analytical products, to make the best use of available resources Reduce Ensure all road safety education, engineering and enforcement activity is focused on having the maximum positive impact on reducing the number of people killed and seriously injured The implementation of Operation CEDAR across Tayside and delivery of our Action Plan provides an opportunity to contribute to a consistent approach across the north of Scotland. It will refocus our efforts to further improve safety on Tayside’s roads and promote active travel. However, while the individual road safety plans produced by each local authority will primarily reflect local needs, they will also have strong linkages with the CEDAR strategy and work in tandem towards the achievement of the overarching outcome and its longer term vision. Importantly, the strategy is not intended as a replacement for such plans. Statistical evidence shows that road casualty trends can vary quite significantly, sometimes for no apparent reason. A road user group who are shown to be particularly vulnerable during the course of several years, with involvement in increased levels of collisions, can move to a more favourable position over a relatively short time period. This activity will link in with and support the Perth and Kinross Community Plan 2017-2027 strategic priorities: Giving every child the best start in life Creating a safe and sustainable place for future generations This also supports the delivery of Police Scotland’s strategic outcome: The needs of local communities are addressed through effective service delivery Page 54 of 250
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OFFICIAL 20 OFFICIAL While this may be because of concerted preventative activity, it can also occur for reasons which are less clear. Partners need to remain alert to changing trends and be able to respond effectively to meet new challenges. Tragically Perth & Kinross LPA have suffered 2 adult fatalities for the period under review The first incident occurred on the 12th August 2022 on the A90 Perth to Dundee road near to the junction leading to Errol. A 32 year old female passenger lost her life when the vehicle she was travelling in left the road and collided with a tree. The second fatality occurred on the 16th of September 2022 on the A9 Pitlochry to Perth road near to Dowally. Tragically a 69 year old female driver of a car lost her life when the vehicle she was driving lost control and collided with a vehicle travelling in the opposing direction. The deceased was on holiday in the UK and was an American national, the passenger in the vehicle was also seriously injured however is now making a slow but steady recovery. This takes Tayside Divisions total number of fatalities year to date to 3, which is the same as LYTD. Perth & Kinross LPA have had 36 persons seriously injured as a result of collisions which is a 10% decrease comparable with the same period last year where we saw 40 person seriously injured. Unfortunately, Perth & Kinross LPA have had a very slight increase of 7% in persons slightly injured as a result of road traffic collisions. Road Safety enforcement continues to be carried out as part of routine business by the Road Policing Unit in Perth & Kinross LPA. Focused patrol work will be complemented by the use of available technology and databases, intelligence target packages and specific tasking resulting from local Tasking & Coordinating processes to tackle criminality. Local Policing and RPU Officers have been able to target driving behaviour which we believe will have the greatest impact on casualty reduction and address community concerns. Enforcement activity has concentrated on the Fatal 5 which are Dangerous/careless driving, drink/drug driving, Speeding, Seatbelts and mobile phones. Based on strategic assessment a number of priority locations have been identified within in Perth & Kinross which were subject to focussed operation activity. Tayside Division priority routes include the following roads; M90/A90 (Perth & Kinross LPA) A9 (Perth & Kinross LPA) A923 (Perth & Kinross LPA) A93 (Perth & Kinross LPA) Page 55 of 250
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OFFICIAL 21 OFFICIAL A85 (Perth & Kinross LPA) A92 For the period under review, Road Policing Officers have stopped a total of 7568 motorists across the Tayside area. During the period under review Road Policing officers took part in a number of National Campaigns; July 2022 Summer Drink/Drug Drive campaign Commercial vehicle week Motorcycle Safety campaign August 2022 Drug Driving week September 2022 Vulnerable road users Project EDWARD In Perth & Kinross LPA notable speeds recorded for the period under review were; 115 mph exceed 70mph limit 107 mph exceed 70mph limit 101 mph exceed 70 mph limit 91 mph exceed 60 mph limit 73 mph exceed 50 mph limit Road Policing officers continue to provide high visibility and support to divisional officers throughout the Perth & Kinross area. It is recognised that positive engagement with road users is vital in order to improve driver and road user behaviour. Police resources are being challenged by the driving habits of vulnerable road users. By effectively working with Partners, the aim is to create a safer Tayside by effectively working together to make the roads in Tayside safer for all users. Safer roads Considering all road users and providing for the most vulnerable (elderly & young drivers, motorcyclists and pedestrians when maintaining or making changes to our road network. (2022 highlighted a significant number Scotland’s fatalities involved foreign drivers) Understanding where accidents are happening in the region and seeking to address problems. Page 56 of 250
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OFFICIAL 22 OFFICIAL Addressing speeding by reducing speed limits, detection, engineering and education. Safer people Providing education, training and campaigns on key road safety issues including walking, driver behaviour and motorcycle safety. Targeting the delivery of road safety information to the people and places where it is most needed. Safer vehicles Making sure that the vehicles on our roads are safe and fit for purpose. Working with partners to tackle unsafe driving practices including speeding, not wearing seatbelts, driving under the influence of drink or drugs, using a mobile phone and driving without insurance. NDS The New driver Scheme (NDS) has been successfully delivered in a number of educational establishments within the Perth and Kinross area. The NDS is a hard-hitting presentations to raise awareness of road safety issues. The joint presentations, delivered by Police Scotland and the Scottish Fire and Rescue service, will provide a solid reminder of the individual responsibilities that the driver has, both for themselves and for other road users. It is hoped the scheme will be delivered Tayside wide in 2023. Rider Refinement North (RRN) The Launch of Rider Refinement North (RRN) is set to run from the 21st May 2022 through to October 2022 with 8 sessions being scheduled. RRN is an opportunity for members of the public to purchase a day’s motorcycle awareness with Road Policing Advanced Riders accompanied by an observer from the IAM. The course includes a presentation, demo rides and observational rides, the course is designed as a gateway to advanced riding and is run in partnership with Local Authority, Road Safety Scotland, IAM & RoSPA. The course costs attendees £40 which includes a lunch. Unfortunately demand always exceeds supply with only limited places available. Initial delivery of RRN has received extremely positive feedback Page 57 of 250
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OFFICIAL 23 OFFICIAL with some excellent learning and opportunity to influence riding behaviour with candidates travelling from across Tayside to participate. As RRN has been refreshed, the 2022 season is being evaluated by Caroline Hood from Robert Gordon University, we look forward to the evaluation report. National Motorcycle Campaign The National motorcycle campaign continues and will again see RP focussed patrols on priority motorcycle routes throughout the division with joint working with neighbouring divisions and the SCU to detect and deter any motorcycle offences. C division have recently launched an unmarked motorcycle initiative which on first outing was very successful, as such efforts are being made to utilise similar techniques within Tayside Division, this includes a media strategy prior to deployment. Operation Closepass Operation Closepass has again been delivered in Perth & Kinross LPA by Road Policing Officers, the message is that everyone deserves to be able to use Scotland’s roads safely, and it is for all road users to take responsibility, whether they are on two, four or more wheels, powered or on foot. Driver Engagement North Driver engagement north will be held across Tayside in the forthcoming months where older drivers and their families will be able to take part in an interactive driving session. Driver engagement is aimed at highlighting potential driving weaknesses the Driver Engagement North project makes use of an interactive driving simulator to assess and highlight a participant's reactions, hazard awareness and any potential vulnerabilities. The event has already been held at Dobbie’s Perth, and was a resounding success with a number of positive interactions and a number of people finding the simulator slightly more difficult than first anticipated. 5 0 3 2 3 0 3 0 0 2 4 6 Div Dundee Perth and Kinross Angus People Killed 2021/22 2022/23 Page 58 of 250
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OFFICIAL 24 OFFICIAL Speeding During the period under review, speeding offences in Perth and Kinross have significantly decreased by 65%, this is significantly lower than the 5 year average. This is attributable to the focused operational activity on not only the priority routes but also focused patrols on routes which are deemed to have speeding issues and have been identified through a number of community based engagements. The Safety Camera Unit (SCU) have utilised a number of flexible deployment sites following localised complaints which has had a significant impact of influencing driver behaviour. Additionally the removal of a number of temporary average speed detection cameras on the A9 will have an impact on the number of detections. This said specific patrols have been dedicated to the A9 and most motorists are abiding by the speed parameters in place. Divisionally Tayside as a whole have had a significant decrease with a total of 929 offenders detected which equates to a 67% reduction compared to the same period the previous year. It is considered reasonable to assume that due to the price increase on fuel may be a correlating factor with a reduction of vehicles on Scotland’s road network, however this is yet to be confirmed. 88 19 40 29 68 13 36 19 0 20 40 60 80 100 Div Dundee Perth and Kinross Angus People Seriously Injured 2021/22 2022/23 6 1 3 2 8 5 1 3 0 2 4 6 8 10 Div Dundee Perth and Kinross Angus Children Seriously Injured 2021/22 2022/23 Page 59 of 250
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OFFICIAL 25 OFFICIAL Activity The detection of offenders falls in to the daily remit of Road Policing Officers. A number of cross border joint speeding initiatives have been executed with a significant number of offenders detected. Close working relationships continue with N, NE, P and C Division, all of which have demonstrated excellent cross border understanding with a number of high profile detections being made. Partnership working with the SCU continues with a number of priority routes being targeted, increasing visibility is essential to improve driver and road user behaviour. Results During the period under review 529 speeding offences were detected in Perth & Kinross, which is a significant decrease compared to the year previous, this figure also remains below the 5 year average. 2819 598 1515 706929 125 529 275 2432.4 631.4 1116 685 0 1000 2000 3000 Div Dundee Perth and Kinross Angus Speeding Offences - Recorded Crime 2021/22 2022/23 5 Year Ave 99.3 100 100 100 99.999.81 99.89 100 100 99.6 98.0 99.0 100.0 101.0 Scotland Div Dundee Perth and Kinross Angus Speeding Offences - Detection Rates 2021/22 2022/23 22.25 8.40 34.80 23.70 16.40 0.00 10.00 20.00 30.00 40.00 Div Dundee Perth and Kinross Angus Speeding Offences - Rate Per 10,000 Population 2022/23 Scotland Page 60 of 250
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OFFICIAL 26 OFFICIAL Drink/Drug Driving During the period under review, Drink, Drug offences in Perth & Kinross LPA have experienced a significant decrease of 34.6% compared to the same period of last year, this is extremely positive. This is also significantly lower than the 5 year average. It should be noted that all three Tayside LPA’s recorded a decrease in Drink/Drug driving for the period under review which is extremely positive. Across Tayside Division 221 Drink/drug driver detected for the period under review, this is a significant decrease of 39.5% comparable to the data from the previous year, again which is extremely positive. Road Policing officers within Tayside Division year to date have conducted 370 breath tests and carried out 75 drug wipes, 25 which have proved to be positive with all offenders being reported to the procurator Fiscal for consideration. Activity The detection of drivers who are impaired through either Alcohol or Drugs falls in to the daily business for Road Policing. However during the period under review Road Policing officers took part in the national Drink/Drug Driving & Drug Driving week campaigns. As we can see from the breakdown above, the drug wipe testing kit will continue to be an exceptionally effective tool in the continual fight against impaired driving with a considerable number of positive wipes throughout Tayside Division. Focus is not only targeting offenders driving immediately after consuming alcohol or drugs, but also focusing on offender’s drive the morning after being under the influence. Effective use of the media to raise awareness and to actively the encourage changes in driving attitudes and behaviour. A number of media appeals were released throughout the duration of the Campaign. Results During the period under review 70 drink/drug drivers were detected within the Perth & Kinross area. This is a significant decrease of 34.6% compared to the previous year. Challenges Irrespective of Police campaigns and reinforcement through varying mediums, evidence suggests the message does not appear to be hitting home and some road users are continuing to drive whilst under the influence which is completely unacceptable. Page 61 of 250
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OFFICIAL 27 OFFICIAL Careless Driving Perth & Kinross LPA saw a significant 30% decrease in Careless driving compared to the same period last year. This figure is significantly lower than the 5 year average. Tayside Division also experienced a significant decrease with 248 offenders being detected which equates to a 34.4% decrease comparable with the same period the year previous. Additionally, it is considered reasonable to assume that due to the price increase on fuel duty may be a correlating factor with a reduction of vehicles on Scotland’s road network, however this is yet to be confirmed. Part of the key to reducing Careless driving figures focus on Influence driver and road user behaviour. By focusing on the ‘Fatal 5’ and working with partners, Tayside Division road Policing Unit make appropriate use of existing and new legislation to carry out enforcement, 365 178 107 80 221 103 70 48 311 137.2 104.6 69.2 0 200 400 Div Dundee Perth and Kinross Angus Drink, Drug offences incl failure to provide specimen of breath - Recorded Crime 2021/22 2022/23 5 Year Ave 84.3 88.2 88.8 91.6 82.592.68 101.81 107.8 90.0 106.3 0.0 100.0 200.0 Scotland Div Dundee Perth and Kinross Angus Drink, Drug Offences incl failure to provide specimen of breath - Detection Rates 2021/22 2022/23 5.29 6.9 4.6 4.1 7.10 0.00 2.00 4.00 6.00 8.00 Div Dundee Perth and Kinross Angus Drink, Drug Offences incl failure to provide specimen of breath - Rate Per 10,000 Population 2022/23 Scotland Page 62 of 250
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OFFICIAL 28 OFFICIAL education activates and influence the provision of engineering solutions (3 E’s). This will be enhanced with specific initiatives prioritising vulnerable road users and those at greatest risk. Activity Tayside Division Road Policing teams will continue to focus on the key KSI (Killed / Seriously Injured) routes as part of the high visibility daily patrols. These are; D Division – A9, A93, A923, A85, A92 and M90/A90 Many of the aforementioned priority routes running through Perth & Kinross. This is reinforced with Route Strategy Days based on the previous collision data for the month and involve multiple units carrying out high visibility patrolling of the same route. Where these routes traverse multiple Divisions we utilise cross border joint operations. As is with all our operations, they are supported by partner agencies and road operating companies which maximises potential. 378 136 157 85 248 91 110 47 350.8 141 133.4 76.4 0 200 400 Div Dundee Perth and Kinross Angus Driving Carelessly- Recorded Crime 2021/22 2022/23 5 Year Ave 87.3 89.7 91.2 89.8 87.187.93 83.87 84.6 83.6 83.0 75.0 80.0 85.0 90.0 95.0 Scotland Div Dundee Perth and Kinross Angus Driving Carelessly - Detection Rates 2021/22 2022/23 5.94 6.1 7.2 4.0 8.72 0.00 5.00 10.00 Div Dundee Perth and Kinross Angus Driving Carelessly - Rate per 10,000 Population 2022/23 Scotland Page 63 of 250
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OFFICIAL 29 OFFICIAL Domestic Abuse Domestic Abuse remains a priority for the Division and all domestic incidents in Perth & Kinross are subject of review, both by local management and the Divisional Domestic Abuse Investigation Unit (DAIU). Priority is given to the arrest of any outstanding perpetrators, who are routinely traced and arrested within 24/48 hours of a crime being reported and we continue to work closely with partner agencies to ensure appropriate safeguarding measures are in place for victims. The figures in the table below represent crimes recorded under the Domestic Abuse (Scotland) Act (DASA) 2018. There has been an increase in DASA crimes recorded in Perth & Kinross compared to 2020/2021 (5 additional crimes). This increase may be attributable to improvements made in our response to Domestic Abuse, including an uplift of specialist Domestic Abuse Officers dedicated to Perth & Kinross. This increase in specialist resource has allowed us to enhance our response to Domestic Abuse with additional guidance being provided to response officers in relation to the identification of the often hidden coercive and controlling behaviour DASA offences. It has also enabled the introduction of a revised quality assurance process for all domestic crimes and incidents to ensure that the service we deliver to victims is in accordance with national standards. The detection rate for DASA offences has seen an improvement on the 2020/21 figure. A small number of DASA offences, which are undetected, remain under active investigation by Local Perth & Kinross officers and colleagues from Specialist units, including the DAIU and the Domestic Abuse Task Force. A number of these outstanding enquiries form part of more complex investigations, which can be protracted in nature. The level of reported Domestic Abuse incidents in Perth & Kinross is largely in line with the average national rate per 10,000 of population. Along with specialist departments, including the Divisional Domestic Abuse Investigation Unit and National Domestic Abuse Task Force, we continue to work with partner agencies to ensure safeguarding of victims and pursue every opportunity to target perpetrators and prevent further harm. This activity will link in with and support the Perth and Kinross Community Plan 2017-2027 strategic priorities: Giving every child the best start in life Creating a safe and sustainable place for future generations This also supports the delivery of Police Scotland’s strategic outcome: Threats to public safety and wellbeing are resolved by a proactive and responsive police service Page 64 of 250
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OFFICIAL 30 OFFICIAL During Q2, the Domestic Abuse Task Force had 3 live MATAC investigations involving Perth & Kinross perpetrators. Significant court outcomes during Q2: A 42 year old male appeared at Perth Sheriff Court having been found guilty of a DASA offence committed against a previous partner and also several breaches of bail conditions. He was sentenced to 18 month’s imprisonment and given a 5 year Non Harassment Order. Hate Crime Processes remain in place across the Division to monitor and review all Hate crimes and incidents to ensure these are being identified and recorded appropriately. 85 38 19 28 103 51 24 28 0 50 100 150 Div Dundee Perth and Kinross Angus Domestic Abuse - Recorded Crime 2021/22 2022/23 72.7 68.2 81.6 42.1 67.969.62 65.05 66.7 50.0 75.0 0.0 20.0 40.0 60.0 80.0 100.0 Scotland Div Dundee Perth and Kinross Angus Domestic Abuse - Detection Rates 2021/22 2022/23 2.47 3.40 1.60 2.40 1.65 0.00 1.00 2.00 3.00 4.00 Div Dundee Perth and Kinross Angus Domestic Abuse - Rate per 10,000 Population 2022/23 Scotland Page 65 of 250
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OFFICIAL 31 OFFICIAL A daily review is carried out of Hate crimes/incidents to assist with identifying emerging trends and to allow appropriate interventions to take place. Relevant partnership working allows for victims and communities to be signposted to support agencies and for reassurance messages and hate material to be shared. The primary aims of this partnership activity is to increase hate awareness amongst groups and communities, the re-training of existing local Third Party Reporting Centres (TPRCs) continues as does identifying new premises and maintaining current Keep Safe premises within Tayside. Activity During the reporting period Third Party Reporting refresher training has been delivered to existing centres and plans are in place to deliver Third Party Reporting/Hate Crime café style sessions to local partners and 3rd sector support agencies at PKAVS, Perth. The intention is to raise awareness of what Hate Crime is, Third Party Reporting mechanisms and relevant support services. It will also be used as a networking opportunity and a workshop is planned to find better ways of engaging with seldom heard communities and those most likely to experience hate crimes/incidents. Officers from our Preventions Interventions and Partnerships (PIP) team met with PKAVS to seek advice on how to build a better understand of hard to reach communities into new community engagement report, following “Picture of a Pandemic”. Work is also ongoing through Perth and Kinross Equalities Forum to better coordinate initiatives and communications on identified calendar dates to maximise impact, make best use of resources and reach as many people as possible. Police attended recent Pride events to help break down perceived barriers, engage with the LGBTQ+ community and raise awareness regarding Hate Crime reporting. Police attended Show Racism the Red Card Event at Perth City Chambers. The event was organised by Saints in the Community with P7 Pupils from various local schools also in attendance. The session was very well run and beneficial, with children fully engaging in the seminar. At the end of the session, police participated in a panel discussion answering questions on how to tackle racism and the effects it has on Society. PIP officers also delivered talks the community group at Perth Welfare Society who support people from ethnic minority communities in Perth and Kinross. Talks focussed on raising awareness around Hate Crime reporting and Third Party Reporting Centres and reporting mechanisms. There was also a question and answer session with members and members were asked how police could be more accessible to them/provide a better service locally. The following feedback was received from the event organiser “We had positive feedback from attendees, they felt it was good to hear from the Police directly and liked the idea of Perth Welfare Society and Police Scotland working in collaboration”. Fresher's events throughout August and September 2022 at Perth College covering drugs, internet safety, hate crime and general safety. Page 66 of 250
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OFFICIAL 32 OFFICIAL The occurrence rates for Hate Crime are marginally lower than LYTD (2 fewer crimes) Detection rates remain lower than LYTD, however as with other crime types a number of crimes remained under active investigation at the end of the reporting period. Sexual Crime Activity There was an increase in sexual crimes recorded in Perth & Kinross in comparison to 2020/2021 levels (17 crimes), which is also above the 5 year average. The level of recorded crime for Rape and Attempted Rape is lower than 2020/2021 with 16 fewer crimes recorded, which is also below the 5 year average. As per previous reports, many sexual offences which are reported have occurred significantly out with the reporting period and are classed as non-recent (i.e. the offence was committed more than twelve months before the crime was reported to Police). 74 40 20 14 62 32 18 12 68.6 37 15.8 15.8 0 50 100 Div Dundee Perth and Kinross Angus Racially Aggravated Harrassment/ Conduct - Recorded Crime 2021/22 2022/23 5 Year Ave 87.7 89.2 87.5 85.0 100.084.18 80.65 90.6 61.1 83.3 0.0 50.0 100.0 150.0 Scotland Div Dundee Perth and Kinross Angus Racially Aggravated Harrassment/ Conduct - Detection Rates 2021/22 2022/23 1.49 2.10 1.20 1.001.40 0.00 2.00 4.00 Div Dundee Perth and Kinross Angus Racially Aggravated Harrassment/ Conduct - Rate per 10,000 Population 2022/23 Scotland Page 67 of 250
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OFFICIAL 33 OFFICIAL Recent analysis shows 24% of all recorded sexual offences and 38% of rapes fall into this category. In a number of these cases, multiple crime reports are raised in respect of one report from one victim, detailing multiple incidents over a period of time in cases where the victim and perpetrator are known to one another. All rape investigations are conducted by specially trained officers and are overseen by an experienced Senior Investigating Officer (SIO) and are subject to regular reviews to ensure that all available lines of enquiry are identified and progressed. Results The detection rates for rape and sexual crime are significantly higher than 2020/2021, while a number of more complex enquiries remain under active investigation by specialist units including the Divisional Rape Investigation Unit and National Rape Task Force. Challenges It is positive that there is increased confidence in reporting non-recent sexual crime, however this presents challenges as investigations are more protracted and evidence which may provide corroboration may have been lost due to the passage of time. As previously reported, Tayside Division created a dedicated team to deal with non- recent sexual offences and we continue to ensure that victims are offered the support of partner agencies throughout and after the enquiry. 626 281 187 158 655 235 204 216 625.8 285.2 164.8 175.8 0 500 1000 Div Dundee Perth and Kinross Angus Group 2 - Recorded Crime 2021/22 2022/23 5 Year Ave 53.2 53.2 57.3 48.7 51.355.11 56.95 56.6 61.8 52.8 0.0 50.0 100.0 Scotland Div Dundee Perth and Kinross Angus Group 2 - Detection Rates 2021/22 2022/23 Page 68 of 250
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OFFICIAL 34 OFFICIAL 15.69 15.70 13.40 18.60 13.31 0.00 10.00 20.00 Div Dundee Perth and Kinross Angus Group 2 - Rate Per 10,000 Population 2022/23 Scotland 110 41 46 23 114 37 30 47 126.4 60 36.6 29.8 0 100 200 Div Dundee Perth and Kinross Angus Rape and Attempted Rape - Recorded Crime 2021/22 2022/23 5 Year Ave 54.8 57.3 80.5 41.3 47.852.4 53.5 67.6 80.0 25.5 0.0 50.0 100.0 Scotland Div Dundee Perth and Kinross Angus Rape and Attempted Rape - Detection Rates 2021/22 2022/23 2.73 2.50 2.00 4.00 2.35 0.00 5.00 Div Dundee Perth and Kinross Angus Rape and Attempted Rape - Rate Per 10,000 Population 2022/23 Scotland Page 69 of 250
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OFFICIAL 35 OFFICIAL Possession of Drugs The pursuit of individuals involved in drug related serious and organised crime across Perth and Kinross remains a priority. We are aware of the national issues associated with County Lines and Cuckooing and take all available steps to reduce the harm this presents to the most vulnerable people in our communities. This type of practice is closely monitored through the Divisions Cuckooing Operations Group and our Intelligence Unit. Our Partnerships, Interventions and Preventions team augment the good work carried out by local officers and continue to work with key partners to support victims who are being targeted and exploited. We take every possible opportunity to identify and arrest those individuals involved in County Lines and Cuckooing behaviour. We continue to apply our resilient response to any such report of these activities seeking to drive these offenders out of our communities. The availability of controlled drugs within Perth and Kinross continues to act as a driver for both crimes of violence and acquisitive crime. Many of these victims are individuals embroiled in the chaotic lifestyles associated with drug addiction. There is little doubt that such addiction leads to increased vulnerability resulting in the need for the sustained support of local authority and third sector services. Welfare visits continue to be carried out to ensure victims are identified, supported and referred to appropriate services where possible. Possession of drugs figures remain below levels recorded in previous years, however are higher than figures recorded in Q1. The detection rate of 104% reflects backlogs experienced at the Police Laboratory with results now being obtained which allow us to detect offences recorded out with the reporting period. A mix of Class A, B and C drugs continue to be recovered consistent with previous reporting periods and with no new or emerging drug types being identified. This activity will link in with and support the Perth and Kinross Community Plan 2017-2027 strategic priorities: Creating a safe and sustainable place for future generations Promoting a prosperous, inclusive and sustainable economy This also supports the delivery of Police Scotland’s strategic outcome: Threats to public safety and wellbeing are resolved by a proactive and responsive police Page 70 of 250
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OFFICIAL 36 OFFICIAL Supply of Drugs We continue to prioritise our response and enforcement through the development of quality intelligence and accurate analysis. This development and enforcement is coordinated locally by our Divisional Serious and Organised Crime Team and involves specialist support from colleagues in national Divisions including Organised Crime and Counter Terrorism Units and Operational Support Division. In July, the Divisional Serious and Organised Crime Team carried out a Drugs Search Warrant and recovered a large Cannabis Cultivation in Blairingone. Approximately 500 Cannabis plants were recovered and a male was reported to the Procurator Fiscal. In August, the Divisional Serious and Organised Crime Team carried out drugs search warrants in relation to an ongoing operation and recovered 248g of herbal Cannabis, 12g of Cocaine, approx. £36500 and other paraphernalia indicative of drug dealing. Those involved were reported to the procurator fiscal. Also in August a vehicle linked to the supply of Cocaine throughout the Tayside area was stopped by police on the A90 near to Forteviot. £155000 was recovered from the vehicle. The occupants were released pending further enquiry. 747 425 187 135 530 307 124 99 875.4 531.6 220 123.8 0 500 1000 Div Dundee Perth and Kinross Angus Possession of Drugs - Recorded Crime 2021/22 2022/23 5 Year Ave 90.6 86.7 87.1 89.8 81.5100.4 97.4 93.5 104.0 101.0 0.0 50.0 100.0 150.0 Scotland Div Dundee Perth and Kinross Angus Possession of Drugs - Detection Rates 2021/22 2022/23 12.70 20.60 8.20 8.5021.52 0.00 20.00 40.00 Div Dundee Perth and Kinross Angus Possession of Drugs - Rate Per 10,000 Population 2022/23 Scotland Page 71 of 250
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OFFICIAL 37 OFFICIAL As well as targeting those involved in the supply of controlled drugs, we also look to deliver support to individuals who are victimised by those involved in the supply of drugs. The Non-Fatal Overdose Pathway continues to play an important role in this collaborative approach. There remains a cultural problem in respect of drug addiction within parts of Perth and Kinross, which drives demand and provides a market for those criminals who would seek to exploit vulnerable people. Enforcement activity is one part of the solution, however the sustained focus of the Police and partners remains critical in tackling the broader social impact of drugs within the area. There has been a reduction in the number of Drug Supply offences recorded when compared to LYTD (18 fewer crimes), a trend which is reflected throughout the Division. Detection rates have increased when compared to LYTD, however are currently marginally lower than the Divisional and National Averages. 181 83 63 35 134 70 45 19 158.6 85.6 49.8 23.2 0 100 200 Div Dundee Perth and Kinross Angus Supply of Drugs - Recorded Crime 2021/22 2022/23 5 Year Ave 84.2 86.2 96.4 76.2 80.087.0 92.5 100.0 82.2 89.5 0.0 100.0 200.0 Scotland Div Dundee Perth and Kinross Angus Supply of Drugs - Detection Rates 2021/22 2022/23 3.21 4.70 3.00 1.60 3.75 0.00 1.00 2.00 3.00 4.00 5.00 Div Dundee Perth and Kinross Angus Supply of Drugs - Rate Per 10,000 Population 2022/23 Scotland Page 72 of 250
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OFFICIAL 38 OFFICIAL Proceeds of Crime Civil Cash Seizure Referrals: £1,080.00 Assets for Restraint: £6,886.68 Page 73 of 250
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OFFICIAL 39 OFFICIAL CONTEST is the UK Government's Counter Terrorism Strategy. It was first developed by the Home Office in early 2003. The aim of the strategy is "to reduce the risk to the UK and its interests overseas from terrorism, so that people can go about their lives freely and with confidence." CONTEST is split into four work streams that are known within the counter terrorism community as the 'four P's': Prevent, Pursue, Protect, and Prepare. • Pursue: the investigation and disruption of terrorist attacks. • Prevent: work to stop people becoming terrorists or supporting terrorism or extremism. • Protect: improving our protective security to stop a terrorist attack. • Prepare: working to minimise the impact of an attack and to recover from it as quickly as possible. At present the national threat level is currently at SUBSTANTIAL this means it is deemed an attack is likely. Divisional Officers continue to support partners and organisations in various CONTEST related matters including advice on security and protection of premises and the mitigation of physical and cyber-attacks. A number of Community Officers are also trained to be local CONTEST officers providing a capacity to promote delivery of the strategy throughout communities as part of daily business. This activity will link in with and support the Perth and Kinross Community Plan 2017-2027 strategic priority: Creating a safe and sustainable place for future generations This also supports the delivery of Police Scotland’s strategic outcome: Threats to public safety and wellbeing are resolved by a proactive and responsive police service Page 74 of 250
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OFFICIAL 40 OFFICIAL Wildlife Crime is any act that is made illegal in Scotland under legislation with regard to certain birds, animals and plants including their habitats, both on land and at sea. It includes the illegal disturbance, destruction, theft and sale of animals and plants both in the countryside and urban areas, and includes the destruction of and damage to protected habitats. The overall number of Wildlife crimes recorded YTD has increased marginally when compared to 2021/22 (3 additional crimes). Analysis of the crimes recorded reveals no particular pattern in relation to the type or location of offences committed. All Wildlife crimes are reviewed by a dedicated Wildlife Crime Liaison Officer based within CID who provides advice and guidance to investigating officers and acts as a direct link to national assets within Specialist Crime Division and wider partnerships. Responsibility for the investigation of Wildlife crime can lie with any operational officer and a Wildlife Crime Toolkit has been created to ensure consistency of investigative practice and this is further supplemented by a new online training package for operational officers. Detection rates for Wildlife crime are currently lower than LYTD, however a number of these crimes remain under active investigation with some awaiting the result of forensic examinations. In July 2022 a 16 year old male was reported to the Children’s Reporter for a contravention of the Wildlife and Countryside Act 1981 (Disturb nesting bird). The offence was committed in May 2022 in the Luncarty area and the accused was identified following enquiries by local officers. This activity will link in with and support the Perth and Kinross Community Plan 2017-2027 strategic priority: Creating a safe and sustainable place for future generations This also supports the delivery of Police Scotland’s strategic outcome: The needs of local communities are addressed through effective service delivery Page 75 of 250
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OFFICIAL 41 OFFICIAL 18 3 8 7 14 0 11 3 12.2 1.2 4.2 6.8 0 5 10 15 20 Div Dundee Perth and Kinross Angus Wildlife Crimes- Recorded Crime 2021/22 2022/23 5 Year Ave 54.43 61.1 0 75 71.481.53 35.7 0 45.5 0 0 20 40 60 80 100 Scotland Div Dundee Perth and Kinross Angus Wildlife Crimes - Detection Rates 2021/22 2022/23 0.34 0 0.7 0.3 0.29 0.29 0.29 0.29 0 0.2 0.4 0.6 0.8 Div Dundee Perth and Kinross Angus Wildlife Crimes - Rate Per 10,000 Population 2022/23 Scotland Page 76 of 250
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OFFICIAL 42 OFFICIAL Complaints about the Police Members of the public need to have confidence that should they wish to raise a concern or make a complaint about the quality of policing service provided or the actions of an individual, their concerns will be listened to and appropriate action taken. Frontline Resolution (FLR) will be attempted for allegations which are non-serious, non- criminal and non-complex in nature. This involves resolution by explanation, apology or assurance. Where this cannot be achieved, a full enquiry in accordance with statutory guidance will be undertaken. Should complainers remain dissatisfied with the handling of a complaint upon its completion, they may contact the Police Investigations and Review Commissioner (PIRC) to request an independent Complaint Handling Review. Complaints Received Table: Complaints received for Tayside Division (Apr-Sept) 1 Category LYTD YTD % change from LYTD Complaints Received - TOTAL 299 228 -23.7% Allegations Received - TOTAL 525 369 -29.7% Off Duty Allegations 1 1 0.0% On Duty Allegations 363 238 -34.4% Quality of Service Allegations 161 130 -19.3% 1 Data is correct as at 30/09/2022. Complaints in Tayside have decreased by 23.7% YTD compared to the LYTD. Page 77 of 250
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OFFICIAL 43 OFFICIAL Appendix Rate 1 per 10,000 figures are based on the following population data: Reporting Period3 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 Mid-year Population Estimate (Total Persons)2 2014 2015 2016 2017 2018 2019 FORCE / SCOTLAND 5 347 600 5 373 000 5 404 700 5 424 800 5 438 100 5 463 300 Tayside 413 800 415 040 415 470 416 090 416 080 417 470 Angus 116 740 116 900 116 520 116 280 116 040 116 200 Dundee City 148 130 148 210 148 270 148 710 148 750 149 320 Perth & Kinross 148 930 149 930 150 680 151 100 151 290 151 950 2 - Mid-year population data based on extracts from National Records for Scotland (http://www.nrscotland.gov.uk/), as at April 2016. 3 - Due to when population data are published it is necessary to use earlier mid-year estimates in some calculations. As soon as more current population data are available, the above table will be updated. Page 78 of 250
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PERTH AND KINROSS COUNCIL Housing And Social Wellbeing Committee 25 January 2023 COMMUNITY PLANNING PARTNERSHIP UPDATE Report by Head of Cultural and Community Services (Report No. 23/8) 1. PURPOSE 1.1 This report provides an update on the work of the Community Planning Partnership (CPP) since the previous report on 2 November 2022. 2. RECOMMENDATION 2.1 It is recommended that Committee homologates the Council’s response to the Scottish Parliament Inquiry into Community Planning (Appendix A) and notes the following CPP activity: • Ongoing support around Cost of Living • Progress through the Local Employability Partnership • Progress on the establishment of a Cash First Partnership for Perth and Kinross • Update on the 2022/23 Community Investment Fund 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Update from CPP Board • Section 5: Cash First Partnership • Section 6: Conclusion • Appendices 4. UPDATE FROM CPP BOARD 4.1 The CPP Board met on 18 November and focused on four main items of business: i. Cost of Living – updates were provided by Perth and Kinross Council and Social Security Scotland on the actions that were being taken at a local and national level to support households through the Cost of Living crisis. Key points from the Council included the establishment of the Anti-Poverty Taskforce and the £420,000 financial support for 5 Page 79 of 250
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warm spaces, emergency food provision and the creation of warm packs for individual households. The Local Outcomes Improvement Plan contains specific commitments around additional anti-poverty actions and this will be the focus of the first CPP Executive Officer Group meeting of 2023. ii. Local Employability Partnership – the LEP has been established through the Community Planning Partnership, with Perth College UHI chairing. The initial focus of the LEP has been to bring together employability support services closer together. As part of this, they have appointed a co-ordinator, reviewed and mapped current service provision and are tendering for external support to develop an overarching Employability Strategy. iii. PKC Corporate Plan – CPP Board members received an update on progress with the PKC Corporate Plan, with a presentation setting out the proposed Council objectives and priorities for the period up to 2027. The priorities closely reflect the strategic objectives of the LOIP. iv. Inquiry into Community Planning – in late 2022, the Scottish Parliament Local Government and Communities Committee put out a call for evidence on current Community Planning policy and legislation, with a deadline of 13 January 2023. Due to this deadline, the Committee Convenor approved a final draft response which was submitted on 13 January. Committee is asked to homologate the report, with any further changes or comments to be submitted to the Parliament as the Council’s formal response. The PKC response is provided as Appendix A to this report. 5. CASH FIRST PARTNERSHIP 5.1 CPP Board has approved a proposal to submit an application to pilot a Cash First Partnership (CFP) in Perth and Kinross. CFPs bring services together in order to move away from a model in which food banks are often the first or sole point of referral, to a model which focuses on income maximisation. Scottish Government have made funding available to support 10 pilot CFPs in Scotland and a bid, led by the CPP, will be submitted once the deadline is confirmed. In preparation for a bid, a CFP Working Group has been established including a number of key partners. This Working Group is initially focussing on three main areas: i. Agreeing a shared platform for all partners to use to provide digital service access. This would allow clients to make appointments online using one system, as opposed to using a combination of different in- person and digital solutions. ii. Producing a map of support, which will be published online, allowing clients to find their most local source of support and advice. iii. Considering options for a shared referral management system, so that all support services use the same process and systems, supporting a more efficient customer journey Page 80 of 250
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6. COMMUNITY INVESTMENT FUND 2022/23 6.1 The 2022/23 Community Investment Fund opened for applications w/c 19 September 2022 and closed on Friday 4 November. Ward Panels met in November and December to consider the applications. A total of 111 applications were made, seeking £800,000 of funding, against an available budget of £410,000. A full report will be taken to Finance and Resources Committee on 1 February detailing how funding was awarded. 7. CONCLUSION 7.1 This is an update on Community Planning related activity in Perth and Kinross, since the last update on 2 November, covering Cost of Living, employability, the PKC Corporate Plan, Inquiry into Community Planning, work to establish a Cash First Partnership and a summary of the 2022/23 Community Investment Fund. Author(s) Name Designation Contact Details Lee Haxton Community Planning Team Leader (01738) 475000 ComCommitteeReports@pkc.gov.uk Approved Name Designation Date Barbara Renton Executive Director (Communities) 16 January 2023 Page 81 of 250
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION, AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial None Workforce None Asset Management (land, property, IST) None Assessments Equality Impact Assessment None Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance None Risk None Consultation Internal None External None Communication Communications Plan None 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 The Improvement Actions identified in the report may impact all of the strategic objectives but are likely to be most relevant to: (ii) Developing educated, responsible and informed citizens (iii) Promoting a prosperous, inclusive, and sustainable economy (v) Creating a safe and sustainable place for future generations Corporate Plan 1.2 The Improvement Actions identified in the report may impact all of the strategic objectives but are likely to be most relevant to: (ii) Developing educated, responsible and informed citizens (iii) Promoting a prosperous, inclusive, and sustainable economy (v) Creating a safe and sustainable place for future generations Page 82 of 250
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2. Resource Implications Financial 2.1 Not applicable. Workforce 2.2 Not applicable. Asset Management (land, property, IT) 2.3 Not applicable. 3. Assessments Equality Impact Assessment 3.1 Proposals that have been considered under the Corporate Equalities Impact Assessment process (EqIA) are assessed as not relevant for EqIA. Strategic Environmental Assessment 3.2 Proposals have been considered under the Act, and no further action is required as it does not qualify as a PPS as defined by the Act and is therefore exempt. Sustainability 3.3 Not applicable. Legal and Governance 3.4 Not applicable. Risk 3.5 Not applicable. 4. Consultation Internal 4.1 Staff in Communities Service have been consulted during the preparation of this report. External 4.2 Not applicable. Page 83 of 250
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5. Communication 5.1 Not applicable. 2. BACKGROUND PAPERS 2.1 No additional documents have been relied on in preparing the report, other than those committee reports already referenced within the main body of the report. Page 84 of 250
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APPENDIX A COMMUNITY PLANNING INQUIRY: CALL FOR VIEWS QUESTIONS 1. What action has been taken at a local level to improve community participation and collaboration between partners since the requirements of the 2015 Act came into force? Can you provide examples of success? In 2016, we established 5 (now 7) Local Action Partnerships (LAPs) to implement local community planning in line with the requirements of the Community Empowerment Act. LAPs bring together community and third/voluntary sector representatives with local ward Councillors and local public services. Initial piloting of Participatory Budgeting in Perth and Kinross, funded by Scottish Government, was a major incentive for communities to get involved in the LAPs. The opportunity to determine financial decisions locally and through participative democracy is an important success factor for sustained community participation in local decision making, which we have broadened through the Community Investment Fund (see below). All 7 LAPs are now chaired by a community representative, supported by a Lead Officer from the CPP. Within the parameters of the Community Empowerment Act, their key purpose is collaborative work to reduce stubborn inequalities in localities. Priorities are set out in Local Action Plans linked to the wider area-wide priorities in the Local Outcomes Improvement Plan. Since 2016, the LAPs have disbursed £550,000 in devolved Council funds to support initiatives in Local Action Plans. LAPs were central to piloting Participatory Budgeting in 2017/18, when £325,000 was dispersed to 250 projects, with over community 30,000 votes cast. During the COVID pandemic and lockdowns, LAPs oversaw disbursal of £185,000 devolved community grants to 83 projects which directly supported grassroots emergency support. Currently, the Council’s Community Investment Fund (CIF) provides support to projects which tackle local inequality and improve quality of life, and LAPs also play a key role in assessing and recommending CIF grant applications. with many community representatives actively involved in grant panels. The CIF has disbursed almost £2m funding to over 250 projects since 2017/18. There are various examples of how the LAPs support grassroots initiatives across Perth and Kinross in other ways. These include strengthened collaborative youth work in Strathmore, and widening access to sport and leisure in Perth city centre. We are currently reviewing the impact to date and future direction of Local Action Partnerships within our wider Transformation Programme, in light of our experience since 2016 and wider changes to the national policy and delivery landscape. As with all initiatives of this nature, the contribution of each LAP is different according to local circumstances and needs and participation levels and impact has varied over time. An alternative approach to local decision making and participation is currently being piloted through a Local Committee in Kinross-shire. This has formal devolved decision-making powers for core Council infrastructure services and resources and brings local ward Councillors together with Community Councillors. Pilot evaluation 5 Page 85 of 250
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findings currently being finalised plus recommendations from our Transformation Review of community empowerment and engagement will inform the future design/shape of local community planning forums and delivery structures. 2. What progress has your CPP made in tackling inequalities since the 2015 Act? To what extent has your CPP adopted a preventative approach in seeking to tackle inequalities? Can you provide examples of success? How are you responding to the current cost-of-living crisis? Examples of progress to date includes: • Love Letham: a collaboration between the Council and the Wellbeing Economy Alliance Scotland with a community-led approach to identifying co-produced solutions to the key challenges facing families and young people in this locality. • Youth Services joint commissioning: as part of the wider CPP focus on children and young people, the Gannochy Trust and Perth & Kinross Council fund youth work providers on a collaborative, multi-year basis in 5 localities across Perth and Kinross. Delivery partners are supported to address priority issues for local young people including social inclusion and emotional wellbeing, as well as developing volunteering opportunities for young people. The partnership has also supported the wider development of youth work practice across the area through mentoring and other support. • The evolution of adult learning to better support target groups through CP collaborative working. The Adult Learning Partnership within the CPP is highly focused on improving employability and digital skill. This work was accelerated during the Covid pandemic when CP partners developed an online Adult Learning Hub offering both learning from home and in community learning spaces. On average, 250 people per month are now using these services, including refugees and asylum seekers. • Digital Inclusion: CP partners, including Perth and Kinross Association for Voluntary Services (PKAVS)/other 3rd sector partners plus the Health and Social Care Partnership have strengthened joint working to support 10+ community facilities with broadband connectivity; providing devices to third sector support groups; and investing in digital printing facilities in local libraries. Research has also been commissioned to provide a baseline for levels of digital participation and identity future actions and priorities. • Capacity building for foodbanks and community larders became critical during the pandemic. This work has continued due to the cost-of-living crisis, with the focus on creating strong partnerships across food providers to address food insecurity in our communities. Also in response to the cost-of-living crisis, the CPP Board approved a Statement of Intent in September 2022 alongside the new Local Outcomes Improvement Plan 2022- 2032 with a focus on three immediate priorities: • Bid to pilot a Cash First Partnership in Perth and Kinross, with a CP Working Group involving PKAVS, Perth CAB, various Council services and a number Page 86 of 250
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of third sector support groups committed to strengthening the ‘no wrong door’ approach for vulnerable clients • Support a Warm Spaces initiative – the Council has committed over £100,000 to date support 60 different community-led warm space initiatives and 24 public facilities are operating as warm space. • Food security – the Council has committed an additional £200,000 of funding to community-led emergency food provision and warm packs. Over 60 bids have been agreed, providing support for food provision through foodbanks, larders and other groups, as well as the creation of warm packs for individuals and households. Warm packs are created and distributed by the organisations themselves, but typically include items such as blankets, hand warmers and other products which can help people stay warm in their own home. Examples of preventative approaches • Social prescribing is delivered through the Council, NHS Tayside and the Health and Social Care Partnership together with the local leisure Trust, with 6 social prescribers across the area, covering a number of GP practices. • HomeFirst is our approach to combating preventing homelessness in Perth and Kinross involving the Council, Scottish Government, Registered Social Landlords and the Health and Social Care Partnership to develop a Common Housing Register and Common Allocations Policy, ensuring that service users are supported effectively and quickly to find a settled home. This has achieved significant reductions in homeless presentations in Perth and Kinross because people are effectively supported to sustain a tenancy wherever possible. 3. What are the challenges faced by CPPs to the effective planning and delivery of their outcomes? How has the Act changed how community planning partners deliver their services? In our experience the key factors which impact on quality of community engagement and participation through the CPP are: • Realism is needed about levels of community capacity and appetite to get directly involved in planning and delivering local initiatives and services. We saw very high levels of community mobilisation and engagement during the pandemic, but this has declined in some localities since the pandemic eased and as cost-of-living factors have impacted on people’s ability to volunteer their time. • Socio-economic challenges faced by some communities can be highly complex and generational. Co-produced solutions between communities and public services require long-term trust relationships to be built (for example in Letham) and a sustained leadership, resourcing and delivery focus by both communities and public services. • Multiple initiatives from central and local government (for example Participatory Budgeting, urban and town centre funding programmes) can be challenging for communities to respond to and to sustain their input over time. • Understanding and using different local democratic tools: representative democracy (the role of elected Councillors and Community Councillors Page 87 of 250
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participatory democracy (wider community voices and representatives involved in local decisions) and deliberative democracy (e.g. Citizens Panels to provide input to large complex policy questions). Understanding where and how different democratic tools are best suited to different contexts and purposes is important for building long-term trust with communities to co- design local public service solutions. The Act has provided greater clarity on the collective statutory duty which rests on the CPP and on individual partners: this is helpful for the Council which, under the Community Planning provisions of the 2003 Local Government (Scotland) Act, held the lead coordination role. However, despite comprehensive public service reform legislation and guidance which has emerged over the last decade, delivery challenges remain for CPPs. CPPs operate in an increasingly complex policy and delivery landscape and within a legislative framework which is broader than the 2015 Act alone. Key challenges include: • Performance frameworks and accountability lines for individual CP partners remain complex despite previous Audit Scotland recommendations to Scottish Ministers that these could be streamlined. Demand pressures and individual accountabilities (for example acute care, adult and child protection) can override longer-term CPP partnership priorities, exacerbated as public finances continue to shrink. • The inspection and scrutiny regimes for CPPs have not substantially evolved to ensure evidence is gathered, assessed and triangulated to understand local partnership working in the round. Direct observation of practice, face-to- face engagement with key players at all levels in the CPP and gathering community perspectives/insights are all key to understanding CPP impact and efficacy. • The extent to which national bodies with a statutory role in Community Planning engage in CP at local or regional level is highly variable and local partners including Councils cannot compel them to participate. The role of SG Place/Location Directors, which can also be variable, is important in this context. • Joint resourcing remains a significant challenge when all partners face significant budget pressures and have different accountability lines for delivering national and local targets. In Perth and Kinross, our current JR focus is on rationalising/maximising use of the public estate. 4. What role did your CPP have in the response to the Covid-19 pandemic? What has the legacy of the pandemic been to approaches to community planning? Key examples: • Improvements to CLD provision, accelerated during the Covid pandemic. In Spring 2022 Education Scotland conducted a thematic review of the role played by CLD in Perth and Kinross to support post-Covid recovery in communities Page 88 of 250
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and how partnership practice was evolving in response. This highlighted significant strengths in relation to supporting/growing volunteer capacity, continued through the Volunteer Upskilling Fund which enables volunteers and community groups to access a wide range of training opportunities. • The CPP response to the Two Sisters Covid outbreak in Coupar Angus in August 2020. Two Sisters is a meat processing factory in a locality with significant socio-economic challenges driven by a low wage economy and other factors. It has a multi-national workforce (largely East European, 17 different languages), living in Perth and Kinross, Dundee and Angus. Within two weeks of the first case, over 10% of the Coupar Angus population was infected with Covid resulting in the factory closure and all workers had to self- isolate. There were significant challenges around communications, food and welfare needs and tensions within some parts of the local community. Joint working between the Council, NHS Tayside, Perth and Kinross Association of Voluntary Services (PKAVS) and partners from elsewhere in Tayside resulted in: • Effective information and advice to all affected households in multiple languages, supported by a strong communications plan which transmitted key messages across social media. Interviews with employees in different languages were recorded and shared online encouraging people to follow the guidance and attend test centres. • In line with SG directives food supplies and welfare checks were completed on all affected households within 48 hours. This work was underpinned by our existing partnership relationships particularly with community groups across the area including foodbanks/food larder initiatives and our volunteer registration scheme, which gave volunteers accreditation and other support to help them in their work. The CPP developed a GIS database of key community groups across Perth and Kinross to match vulnerable people with the closest/most appropriate support network in their area. At the height of the pandemic this was vital. 5. Does the existing guidance for Community Planning Partnerships need to be updated? See question 3 – current legislation and guidance is comprehensive enough. However more consideration/understanding is needed in central government of the underlying issues and barriers to effective community planning as demand pressures grow and public finances shrink. Those involved in CP understand why these are precisely the reasons which should drive integrated working through the CPP; however day-to-day realities and pressures can make this difficult to sustain in practice. Additional initiatives ranging from City Growth Deals, various town and rural regeneration funding schemes, Period Dignity etc are hugely valuable and welcome in their intent but add to the complexity of delivery requirements for CPs. Also as stated in q 3, consideration should be given to the future shape of inspection and scrutiny. CP is currently audited by Audit Scotland through the Best Value regime which reinforces the pre-2015 position which placed Councils in the lead CP Page 89 of 250
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role. The role of Local Audit Networks in developing more holistic, practice-focused inspection approaches is key. 6. How does community planning align with other strategies and planning requirements? The CPP is actively engaged in delivering the Perth and Kinross Offer. The Offer is re-calibrating the relationship between local communities and local public services with a focus on co-producing solutions to local issues and delineating more clearly where local communities can step into the lead to deliver local projects and initiatives. This enables the Council and CP partners to target resources at more vulnerable communities of geography and interest, and on longer-term preventative work. The Council’s new Corporate Plan (approved in December 2022) and the new Local Outcomes Improvement Plan, (approved by the CPP and the Council in September 2022) are both central elements of a more streamlined approach to strategies and plans in place across Perth and Kinross. The LOIP focuses only on ‘added value’ partnership and collaborative activity rather than ‘business as usual’ which is core work for individual CP partners. The Council’s Corporate Plan and the LOIP share the same overarching aim to make Perth and Kinross the best place in Scotland to live life well, free from poverty and inequality. Other key area-wide strategies and plans including the Policing Plan and Regional Transport Strategy are all ‘stress-tested’ through the CPP Board. 7. Do partners in your CPP contribute resources to enable the delivery of outcomes? Resource commitments by individual CP partners to deliver the LOIP are set out in the LOIP Annual Action Plan. 8. Whether inclusion as a planning partner has changed the way your organisation works, spends its budget and makes decisions? As a local authority, the Council has always played the key coordination role in Community Planning and as stated LOIP priorities are closely aligned to the Council’s Corporate Plan priorities. 9. Does the statutory membership of Community Planning Partnerships need revisiting? Given the current focus on cost of living and climate change, we would suggest Social Security Scotland and Scottish Water are given specific duties in relation to Community Planning and their active participation. A number of the bodies currently listed in Schedule 1 do not actively contribute in sustained ways (see q.3), but the quality of input from partners currently stands or falls on the quality of local relationships rather than a legislative requirement. Ministerial direction in this regard would need to be enforceable on a practical level as well as demonstrably transparent and fair. Page 90 of 250
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The success of Community Planning at area-wide and locality level relies on consistent input and joined-up thinking on the major issues which affect positive outcomes for local people and communities. For example, economic wellbeing (where Scottish Enterprise and Skills Development Scotland are key partners); physical and mental health; affordable housing; public transport as a means of accessing jobs, childcare, education and skills/vocational training. Page 91 of 250
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PERTH AND KINROSS COUNCIL Housing and Social Wellbeing Committee 25 January 2023 HOUSING REVENUE ACCOUNT (HRA) STRATEGIC FINANCIAL PLAN INCORPORATING THE 5 YEAR CAPITAL INVESTMENT PROGRAMME AND RENT STRATEGY TO 2027/28, RESERVES STRATEGY AND OTHER HOUSING CHARGES FOR 2023/24 Joint Report by Executive Director (Communities) and Head of Finance (Report No. 23/9) 1. PURPOSE 1.1 The report seeks approval of the proposed Housing Revenue Account (HRA) budget for five years from 2023/24 to 2027/28. To approve 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 £89 million from 2023/24 to 2027/28. The Committee is asked to note that the HRA 30-year Business Plan has been updated to reflect and confirm the affordability of the proposals. 2. RECOMMENDATIONS 2.1 It is recommended that the Housing & Social Wellbeing Committee: (i) approves the Housing Revenue Account Budget for 2023/24 and provisional budgets for financial years 2024/25 to 2027/28 as set out in Appendix 1. (ii) approves the proposed Housing Revenue Account Capital Investment Programme for 2023/24 to 2027/28 as set out in Appendix 4. (iii) approves the Rent Strategy for 2023/24 and a provisional Rent Strategy for the following 4 years to 2027/28 as stated in Section 6. (iv) approves the rent increase of 2.2% in line with option 1, for the year commencing 3 April 2023 for all Council houses. This would mean an average weekly rent increase of £1.62 per week, giving an average weekly rent of £75.23 per week based on 52 weeks. (v) approves the rent increase of 2.2% for the year commencing 3 April 2023 for: • all lock-ups • all garage sites • dispersed tenancies owned by the HRA • Greyfriars Hostel. 6 Page 93 of 250
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(vi) approves the Housing Revenue Account Reserves Strategy proposed in Section 10. (vii) approves that the final movement in the Housing Revenue Account in 2023/24 is transferred to a Covid-19 earmarked Reserve (HRA) as proposed in Section 10.12. (viii) approves the proposal to set Housing service charges from 3 April 2023 as stated in Section 13. (ix) endorses and approves, where necessary, the revised level of all housing related charges as detailed in Appendix 6. (x) endorses the progress made to date in delivering and maintaining the SHQS for improving and managing the housing stock as set out in Section 7 and the related Business Cases. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background/Main Issues • Section 5: Tenant Engagement • Section 6: Housing Revenue Account • Section 7: Capital Investment Programme • Section 8: Increasing Council House Stock • Section 9: Rent Strategy • Section 10: Use of Balances/Reserve Strategy • Section 11: Comparison with other Local Authorities and Registered Social Landlords • Section 12: Proposed Rents for other Services • Section 13: Proposed Housing Services Charges • Section 14: Conclusion • Appendices 4. BACKGROUND/MAIN ISSUES 4.1 The Council owns and manages 7,923 properties. The Housing Revenue Account (HRA) meets all operational expenditure of supporting tenancies, building maintenance and capital financing charges associated with investment in existing and new social rented housing stock. It also contributes to financing major upgrades and improvements in the investment programme, through revenue contributions to capital projects. 4.2 The HRA receives income from rents (houses, garages, and other properties) and interest on balances, which funds all relevant HRA expenditure. Page 94 of 250
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4.3 The HRA Business Plan and Capital Investment Programme form the basis of proposals to ensure that the Council’s housing stock continues to comply with the Scottish Housing Quality Standard (SHQS). 4.4 The HRA Business Plan is updated each year to reflect the available budget, tenants’ priorities, rent strategies and economic conditions to ensure it continues to be affordable and sustainable. The HRA Business Plan has been updated to reflect the proposals within this report. The HRA budget for 2023/24 (Appendix 1) has been prepared in accordance with Housing Acts, Scottish Government directives and regulatory requirements. 4.5 A house condition survey was commissioned in January 2020 but was delayed due to COVID-19. The survey has been completed and confirms that our overall housing conditions are good with no major outstanding repair works required. The report is being finalised and will inform plans to ensure all our existing stock meets the climate change legislation and will be used to inform our retrofit assessments. The report will now be used to inform the Local Housing Strategy, which will be reported to Committee in March 2023. 4.6 Other factors influencing the Capital Programme and rent setting proposals include tenants’ incomes and rent affordability, increasing costs of materials and services, the climate change agenda and Housing to 2040. The impacts of the COVID-19 pandemic on our tenants and the HRA remain key factors that have influenced the rent setting proposals. ‘ 4.7 An Elected Members briefing session on the overview of the HRA rent setting process and potential rent options for 2023/24 was held on 29 November 2022. This gave all members the opportunity to ask questions on the process and proposals that tenants were voting on. This session was recorded, and all members were provided with further information on the questions raised at the session. 5. TENANT ENGAGEMENT Approach 5.1 The Scottish Social Housing Charter sets the standards and outcomes that all social landlords should aim to achieve when performing their housing activities. Outcomes 14 and 15 are the outcomes primarily linked to the rent setting process and the financial aspect/delivery of the HRA. These outcomes require social landlords to set rents and service charges in consultation with their tenants and other customers so that: • a balance is struck between the level of services provided, the cost of the services and how far current and prospective tenants and other customers can afford them. • tenants get clear information on how rent and other money is spent, including any details of individual items of expenditure above thresholds agreed between landlords and tenants. Page 95 of 250
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5.2 These outcomes reflect local authorities’ legal duties, under section 25(4) of the Housing (Scotland) Act 2001, to consult tenants affected by the proposed increases and to have regard to their views, including affordability and decisions about how rental income is spent. Landlords must also decide whether to publish information on expenditure, as well as the format and level of detail to be included within this information. 5.3 Perth and Kinross Council must engage in discussions with tenants about rents and any decisions made, in relation to rent levels, should reflect tenants’ views. The proposals contained within this report reflect tenants’ views. In approving this report, members of the committee must demonstrate that they have fully considered these views. 5.4 Our approach to involving tenants in the rent setting process was developed by the Strategic Tenant Engagement in the Annual Rent Setting (STEARS) tenant working group. This approach is regularly reviewed with tenants and follows the recommendations from the Scottish Housing Regulator which include: • providing tenants with 3 rent increase options • demonstrating affordability levels • consulting with current and prospective tenants. Rent Affordability Model 5.5 Our affordability model was developed with staff and tenants and is updated annually to assess the affordability of our rent setting proposals. 5.6 The outcome from this year’s affordability assessment demonstrated that Perth and Kinross Council’s rents were, on average, 9% (£7 per week) lower than neighbouring local authorities and 23% (£18 per week) lower than local Housing Associations. These figures are based on our proposed rent levels for 2023/24, compared against an assumed average national increase of 2.5% for other local authorities and Housing Associations. 5.7 The affordability model demonstrated that 87% of our residents could afford our proposed rents based on their income alone, without taking into account any housing benefit they receive. To support those tenants who are struggling financially or have difficulty meeting their rental obligations, a range of support measures are in place including: - • financial assistance through the Tenancy Sustainment Fund • financial support through locality team Think Yes budgets • a team of Support Officers that can provide tailored advice and support • assistance with accessing devices, data and getting online through our digital Inclusion Project • dedicated Welfare Rights support to offer specialist advice and assistance • specialist money and debt advice service through CAB • advice and support through our bespoke service from our SLA with SCARF who provide free and impartial energy efficiency advice to Council tenants. Page 96 of 250
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5.8 We also recognise the significant challenge 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 and plays a key contribution in mitigating and addressing child poverty in the area. Rent Freeze Announcement 5.9 The Scottish Government published the Programme for Government 2022 to 2023 on 6 September 2022. An element of this included an announcement regarding an immediate rent freeze impacting on all private and social landlords: “As part of this we intend to introduce emergency legislation to protect tenants by freezing rents and imposing a moratorium on evictions until at least 31 March 2023. We also intend to act to prevent immediate rent increases.” 5.10 The Act is due to end on 31 March 2023 and the Scottish Government has indicated that they intend to expire the social rented sector rent cap provisions from March 2023. Statements of Intent have been published by COSLA, confirming local authorities’ commitment to keeping rent increases from April 2023 to an average of no more than £5 per week. The agreement to set out average figures, rather than set a fixed cap, allows flexibility for landlords to respond to their consultation with their tenants. Tenant Engagement 5.11 This year, we were able to return to the normal consultation process, with the summer conference being held digitally and face to face, so that tenants had the choice in how they participated. 5.12 In April 2022, all Council tenants received a questionnaire asking for their views and priorities in relation to rent setting, and how additional rent money should be spent. 5.13 A total of 595 (8%) of tenants responded, an increase of 218 responses from last year, highlighting their priorities as follows: Priority High Medium Low Improving our Repairs Service 54% 34% 5% Improving the Quality of your Home 59% 28% 6% Improving your neighbourhood as a place to live 46% 31% 15% Information for Tenants and Participation 25% 39% 23% 5.14 At the Summer Conference, tenants were asked additional questions to gain more detailed information on these priorities. The questions and results are detailed at Appendix 2. Page 97 of 250
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5.15 An in-person and online Tenant Conference was held on 27 October 2022, which gave tenants the opportunity to discuss this year’s approach and proposals. A question and answer session was held at the forum, providing tenants with the opportunity to ask questions on the proposals presented to them. 5.16 Information was then sent to all tenants providing details of the 3 proposed rent increase options and the impact and affordability of each of these. 5.17 The options were: • 2.2% rent increase • 2.9% rent increase • 3.2% rent increase 5.18 Tenants were provided with information and an explanation of each option, the services and capital improvements that could be delivered, and the potential impacts on service delivery (both positive and negative) of each. Covid Impacts and associated Budget Pressures 5.19 The COVID-19 pandemic has had, and will continue to have, a profound and wide-reaching impact throughout Scotland. Touching all aspects of society, economy, educational outcomes, and our personal lives, the social housing sector is no exception to this. 5.20 At a national level, the housing sector has played a critical role in supporting many vulnerable households, maintaining the delivery of homeless and sheltered housing services, undertaking welfare checks and continuing to undertake gas safety checks and emergency repairs. Issues and risks for the sector have emerged, and will continue to do so, around homelessness, financial hardship and rent arrears, access to housing and the ability of the sector to re-mobilise its capital and new build projects. 5.21 Irrespective of any additional new pressures or financial impacts of Covid, the HRA still has cost pressures as a result of fixed costs. Examples of these cost pressures are: - • staff costs • adjustment to Bad & Doubtful debt provision • loan charges 5.22 These fixed costs are routinely reviewed as part of the budget setting process. Use of Reserves 5.23 We are fully aware of the current financial issues our tenants are facing as a result of the significant rise in the cost of living, partly due to inflationary and high energy costs. Therefore, we have looked at ways we can reduce any further financial pressure on our tenants. Page 98 of 250
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5.24 Our proposals are to utilise some of the Covid reserves to defer a number of pressures until 2024/25. This will reduce the amount of funding required from a rent increase, therefore reducing the impact on our tenants. We are proposing to defer pressures amounting to £260,000. 5.25 By using reserves, we can keep our rent increase requirements at the current rent strategy of 2.2%. The deferred pressures would then form part of the following year’s budget setting process. 5.26 All options that have been presented to tenants are affordable and do not change our current assumptions within the HRA Business Plan, including any future investment. 5.27 This will enable the Council to continue to meet our obligations to our tenants as a landlord and maintain our current high levels of performance as a Housing Service, whilst ensuring our Service remains sustainable and affordable. Rent Options 5.28 The options that tenants were asked to consider are as follows: - Under all three options tenants will see new and increased investment in: • covering increasing costs of buying stock for repairs and improvements - £281,000 – we have experienced increased costs and supply shortages for building materials during the current year and anticipate that these will continue to increase over the next 5 years • service and maintenance - costs to operate and maintain emergency lighting to communal areas across our stock - £204,000 • increased utility costs - £150,000 • contract price increases - £139,000 • fire sprinkler systems - £12,000 • continued funding for Digital, Financial & Social Inclusion - £150,000 5.29 Some of our pressures within the proposals are in relation to Scottish Government priorities such as: • Electrical Inspection Condition Reports for each property - £100,000 As a landlord, we have a legal requirement to ensure that all tenants homes have an Electrical Inspection Condition Report (EICR). This report confirms that their home fully meets the required electrical standards. We must test all of our 7,923 properties every 5 years which means this programme of work will involve additional costs to the HRA. Page 99 of 250
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• Additional capacity to enable us to progress essential work to meet climate change targets - £44,000 We have to ensure all of our housing stock meets new climate change targets, and that carbon emissions from our tenants’ homes are reduced whilst making sure they remain affordable to heat. A detailed plan to take forward this necessary work is currently being drawn up. This is a significant and complex area of activity that we have a legal duty to carry out in coming years, and we must make sure that we have the staffing skills and capacity to deliver on this. Option 1 - rent increase of 2.2% • Fixed cost increases • Increased cost of materials - £281,000 • Increased costs for the service and maintenance of emergency lighting - £204,000 • Increased utility costs - £150,000 • Contract price increases - £139,000 • Electrical Inspection Condition Reports - £100,000 • Additional staff to help us achieve a net-zero carbon emissions housing stock - £44,000 • Fire Sprinkler Systems - £12,000 • Continued funding for Digital, Financial & Social Inclusion • Buy Back Funding of £15million over 5 years to buy back 30 ex-Council properties per year Option 2 - rent increase of 2.9% • Fixed cost increases • Pressures as per option 1 • Buy Back Funding of £20million over 5 years to buy back 40 ex-Council properties per year • Additional pressures included for o Planned Maintenance - £150,000 o Enhanced measures to tackle Anti-Social Behaviour (additional to the pressure approved last year) - £40,000 Option 3 - rent increase of 3.2% • Fixed cost increases • Pressures as per option 1 • Buy Back Funding of £25million over 5 years to buy back 50 ex-Council properties per year • Additional pressures included for o Planned Maintenance - £200,000 o Enhanced measures to tackle Anti-Social Behaviour (additional to the pressure approved last year) - £80,000 Page 100 of 250
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5.30 In November 2022, all 7,923 tenants received a survey providing rent setting information and were asked to indicate their preferred option. This information and survey were also promoted through the tenants’ On the House magazine, online Consultation hub, Twitter, Facebook, and text messages. To increase the level of responses and encourage as many tenants as possible to have their say, staff across the service also undertook phone surveys and carried out drop-in- sessions at local venues. 5.31 To increase our reach to tenants further, we commissioned the Knowledge Partnership hub to contact 1,500 tenants directly over the telephone to complete the survey. 5.32 From the above methods, our consultation process has ensured genuine opportunities for all tenants to receive detailed information on each option, on service delivery and to express their preferred level of rent increase for the forthcoming year. A total of 2,625 tenants (33%) responded with the outcome as follows: • Option 1 - 51% • Option 2 - 33% • Option 3 - 16% The total number of responses this year was 2,625 (33%), this compares to 2,177 (28%) last year, representing an increase of 20.5%. Recommended Option 5.33 Based on tenant feedback and a clear preference by tenants, this report recommends that committee approves option 1 to increase rents by 2.2%. The detail contained within the following sections of this report relate to option 1 as detailed in section 5.29. 6. HOUSING REVENUE ACCOUNT 6.1 A budget for the HRA (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 meet the revenue cost of the capital investment programme. Since the Standard Delivery Plan (SDP) commenced in 2004, £148 million has been borrowed. This included the first major works necessary to meet the SHQS, namely, the installation of new kitchens and bathrooms. Page 101 of 250
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6.2 The additional cost pressures (as shown in Appendix 3) which the HRA must contain within the next 5 financial years relate to the main areas described below: • the budget allows for a 3% pay increase for Single Status and Trades staff for 2023/24, based on the assumptions contained in the Medium-Term Financial Plan approved by Council on 28 September 2022 (Report No. 22/249 refers), plus the cost of incremental progression. • the increased costs relating to the agreed 2022/23 pay award. • an adjustment to the bad and doubtful debt provision to take account of the potential increased risk to the Council as a result of increased rent arrears • ensuring that we can meet our climate change targets by reducing the carbon footprint of our homes, whilst making sure they remain affordable to heat. • our legal requirement to ensure that all of our tenants’ homes have an Electrical Inspection Condition report (EICR). • increased costs and supply shortages for building materials. We anticipate that current shortages and price increases will continue into next year. 6.3 In addition, a range of efficiency savings will be delivered, to minimise the impact on future rents and borrowing requirements. These savings are summarised below: • an increase in the staff slippage target to 4% - £100,000 • general efficiencies - £150,000 6.4 The full detail of the pressures and savings are detailed in Appendix 3. 7. CAPITAL INVESTMENT PROGRAMME 7.1 Good progress has again been made with the capital improvements programme during 2022. 7.2 From 2021, a revised definition of the SHQS was introduced to reflect the new Energy Efficiency Standard for Social Housing (EESSH). This is a much higher standard to achieve than the previous standard. This change relates to increasing the energy efficiency of the property. However, changes to the SHQS also include the introduction of new indicators such as the installation of carbon monoxide /interlinked smoke detector systems and the completion of a 5-year Electrical Inspection Certificate Report for each property. 7.3 Given the changes to the standard and the inclusion of new indicators, our SHQS pass rate reduced significantly from 80.59% in 2020/21 to 46.83% in 2021/22. Every local authority will be in the same position. The reason for the reduction in the pass rate was due to difficulties in implementing the new standards during the covid period. The new standard often required access to our tenant’s home which was difficult due to some covid restrictions and tenants not providing access. We also experienced significant delays with various capital programmes due to issues with obtaining materials, procurement and shortages with labour, particularly with electricians. Page 102 of 250
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7.4 Despite the above challenges, significant progress has been made this year with the installation of interlinked smoke detector systems and EICRs. We currently have only 1.03% of our stock requiring smoke detector installations and our EICR completion rate is 90% and we are on track to achieve 100% compliance by 31 March 2023. The achievement of this will significantly improve our SHQS pass rate this financial year. The Service will continue to demonstrate its excellent track record in delivering improvements to meet the standards. 7.5 The planned investment programme of £89 million for the 5-year period from April 2023 to March 2028 is summarised in Appendix 4. A number of community benefits will arise from this level of investment, as well as the improvements to our Council stock. The proposed Capital Investment Programme must comply with SHQS over the next 5 years and amounts to £41 million, as summarised below: • SHQS future developments - £27.3 million • kitchens and bathrooms - £3.9 million • rewiring/infrastructure/property refurbishment - £2.7 million • multi-storey flats* - £2.0 million • external fabric works - £1.8 million • energy efficiency works - £1.5 million • structural works - £1.2 million • environmental improvements - £0.3 million • sound insulation - £0.3 million *Work on the 6 multi storey blocks includes all the types of improvement work listed in 7.5 7.6 A review of the capital programme will be informed by the stock condition survey and our retro fit assessments. This will identify future investment requirements, to ensure our stock meets required quality and climate change standards as well as the current and future needs of our tenants. The review will be concluded on completion of the survey and the SHQS future developments budget of £27.3 million will be allocated appropriately. 7.7 Relevant business cases have been produced for the capital programmes, where appropriate. These will be made available online on the Councillors’ CHIP EDMS site. 7.8 The capital programme in Appendix 4 details the proposals for the following non SHQS elements: • council house new build programme • purchasing houses through the open market • 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 in meeting mortgage payments, the Government can arrange for the Page 103 of 250
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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 will be required to support new ways of working e.g., PCs, mobile technology, servers etc. 8. INCREASING COUNCIL HOUSE STOCK 8.1 The Council has been continuing to increase its housing stock in three key ways: • new build programme • buyback scheme • conversion of existing HRA commercial properties. 8.2 By the end of March 2023, it is estimated that 517 Council houses will have been built since 2011, 290 former council houses purchased, and 12 properties converted into flats for social rent. An update is provided on each of these below. Building new houses for social rent 8.3 The aim of the Council’s new build housing programme is to provide high quality affordable housing to meet housing need within the area, using grant funding provided by the Scottish Government. Between 2011 and 2023, the Council will have built 517 new builds. 8.4 The table below summarises recent completions and current plans for the forthcoming year. Project No of Units Year Completed Newburgh Road, Abernethy 10 & 6 Shared Equity 2022/23 Fairfield, Perth 18 2022/23 Lynedoch Road, Methven 24 2023/24 8.5 The size, type, location, and funding of the new build programme is determined through the Strategic Housing Investment Plan, which was approved by the Housing and Social Wellbeing Committee on 2 November 2022 (Report No. 22/262 refers). 8.6 The Scottish Government recently announced an increase in the grant funding per unit available to Local Authorities. This increased funding will vary by development and will offset the increased costs of construction and enable the HRA to continue to build social housing over the next 5 years. The Capital Investment Programme assumes the Council house building programme will continue to receive the same level of financial funding per house from the Scottish Government. It also assumes the continued use of the Council’s Earmarked Reserve for Affordable Housing. Page 104 of 250
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8.7 The Capital Investment Programme, detailed in Appendix 4, incorporates the existing committed, and an indicative future, new build programme, with the funding assumptions as presented in section 8.6. Work is currently underway to identify future sites for new builds. These will be reported to Committee once confirmation is received that sites are viable projects. Purchasing former Council houses (buybacks) 8.8 The Capital Investment Programme also includes funding for increasing Council house stock by purchasing houses through the open market. It is anticipated that by 31 March 2023, 290 houses will have been purchased at a cost of approximately £34 million (including upgrading to SHQS). As a result of the purchase of these properties, an additional 260 moves have been facilitated through the resulting vacancy chains, supporting a total of 550 households into more suitable accommodation. 8.9 The capital investment programme has £15 million of funding allocated for buy- backs over the next 5 years, with the potential to allocate additional money to this from the overall budget for increasing our Council stock. This funding will be accelerated as and when required, as properties become available to purchase. 8.10 The Council has been successful in obtaining funding, in addition to the Housing Allocation Grant from the Scottish Government, for the period 2013/14 to 2022/23 of £9.0 million. This additional funding has allowed the purchase of approximately 75 properties over and above the existing budget within the Capital Investment Programme. 9. RENT STRATEGY 9.1 When setting the 2022/23 budget, the Housing and Communities Committee approved a 3.0% rent increase for 2022/23 and a four-year rent strategy for 2023/24 to 2026/27 at an indicative rate of 2.2% (Report No. 22/15 refers). 9.2 This provided a baseline level for tenants. It also allowed the Council to highlight the potential future rent increase required to deliver the capital investment programme and running costs of the HRA. 9.3 In order to meet the tenant’s priorities gathered through the extensive consultation, Scottish Government requirements and legislation in relation to climate change and EICRs and to meet the fixed costs borne by the HRA, a 2.2% rent increase (option 1) will be required for 2023/24. The proposed increase of 2.2% reflects the views of our tenants as noted in section 5.32 whilst maintaining the financial health of the HRA Business Plan. 9.4 The proposed rent strategy for the four-year period from 2024/25 to 2027/28 will be set at an indicative rate of 2.2%. The actual agreed level will be dependent on the outcomes of tenant feedback and the wider HRA rent setting process. 9.5 This strategy was agreed with tenants, with the aim to provide a guide on potential future rental increases. However, the actual increase is based on future Page 105 of 250
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pressures and as a result of consultation with tenants on their spending priorities for future years, which change year on year. 9.6 The rent strategy as detailed above allows the HRA to: • set rents at reasonable levels over the period, maintaining Perth and Kinross Council rents lower than the Scottish average • demonstrate affordable rents for our tenants • finance the cost of the future investment programmes to continue to improve our housing stock • provide headroom to allow for a commitment of 80 new houses each year • increase the 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 (517 houses to date) • continue to resource Locality Teams in managing tenancies, foster tenant participation and work with partner colleagues in the community to create safe and vibrant neighbourhoods • enable a Reserves Strategy to provide uncommitted reserves of £1million. 10. USE OF BALANCES/RESERVES STRATEGY 10.1 When reviewing their medium-term financial plans and preparing annual budgets, local authorities should consider the establishment and maintenance of reserves. These can be held for three main purposes to: • provide working balances to cushion the impact of uneven cash flows and avoid unnecessary borrowing • cushion the impact of unexpected events or emergencies • build up funds, often referred to as earmarked reserves, to meet known or predicted requirements. 10.2 Money held in the general reserve is, therefore, not being directly used to deliver the Housing Business Plan but is set aside for the purposes outlined in section 1. 10.3 The financial risks to which the HRA could potentially be exposed include the possibility of: • additional repairs due to severe weather events and other emergencies, such as the Covid-19 pandemic • the current economic climate • increasing rent arrears • new legislation such as climate change and other statutory guidance • the economic conditions, which could also impact on commercial lets, resulting in lower rent levels or properties remaining void for longer periods. 10.4 In view of the potential risks facing the HRA and, in accordance with guidance set out in the CIPFA Local Authority Advisory Panel Bulletin (LAAP) 99 (published in Page 106 of 250
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July 2014), the Head of Finance, therefore, recommends retaining an uncommitted reserve on the Housing Revenue Account of between 2% and 4% of gross expenditure – approximately £675,100 to £1,350,200. This will be reviewed in future years and amended as required. 10.5 At the Housing and Communities Committee of 24 January 2022, members agreed that the HRA should maintain an uncommitted general reserve balance of £1,000,000 (Report No. 22/15 refers). After reviewing the 30-year business plan, it is felt prudent that the balance should continue to be maintained at the present level. The business plan assumes that a balance of £1,000,000 will be maintained for the next 5 years. 10.6 At this time, it is not anticipated that there will be any requirement to utilise the reserve in 2022/23 and consequently the balance will remain at £1,000,000. 10.7 On 10 March 2021, Council approved that the final movement on the Housing Revenue Account is transferred to an earmarked Covid-19 Reserve (HRA) (Report No. 21/33 refers). 10.8 The final movement on the HRA for 2020/21 was £2.006 million and the proposals to utilise £1.558 million from this reserve was approved by SP&R in September 2021 (Report No. 21/146 refers). 10.9 The actual use of reserves during financial year 2021/22 was £608,000, which reduced the Covid-19 Reserve (HRA) to £1.398 million. 10.10 At the Housing and Communities Committee of 24 January 2022, members agreed that the final movement on the Housing Revenue Account was transferred into the Covid-19 Reserve (HRA) (Report No. 22/15 refers). 10.11 The final movement on the Housing Revenue Account was £0.885 million, which increased the Covid-19 Reserve (HRA) to £2.283 million. Proposals to utilise £0.950 million from this reserve was approved by the Finance & Resources Committee in September 2022 (Report No. 22/208 refers). 10.12 On 30 November 2022, the Council were advised of a projected underspend of £172,000 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. 22/294 refers). 10.13 The latest monitoring position that will be presented to Council in February will set out a further positive movement from the previously reported position of approximately £120,000, increasing the projected underspend to £292,000. 10.14 Committee is asked to approve that the final movement on the Housing Revenue Account is transferred to the earmarked Covid-19 Reserve (HRA). Page 107 of 250
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11. COMPARISON WITH OTHER LOCAL AUTHORITIES AND REGISTERED SOCIAL LANDLORDS 11.1 Appendix 5 shows the Council house rents in Perth and Kinross compared to other councils in Scotland. Perth and Kinross Council currently has the 6th lowest rent in Scotland, at £5.93 below the Scottish average. 11.2 This year, the comparison has been based on all other local authorities increasing their rents by the same percentage as they did last year. 11.3 Using these assumptions, Perth and Kinross would have an average rental figure of £75.23 compared to the projected Scottish average of £80.41 for 2023/24. This would mean Perth and Kinross Council would have the 7th lowest rent in Scotland, £5.18 lower than the projected Scottish average. 11.4 The level of rent increases for 2022/23 across local authorities in Scotland ranged from 0% to 3.10%, with the Scottish average being 1.60%. 11.5 Table 1 below details 2021/22 average rent levels for the main Registered Social Landlords (RSLs) within Perth and Kinross. Registered Social Landlord 2021/22 Bedroom Size/Weekly Rent (£) Bedsit 1 2 3 4+ PKC 49.29 66.70 72.40 81.04 87.22 Caledonia 80.48 88.19 85.01 94.57 105.62 Hillcrest HA 52.24 79.01 91.37 101.47 109.46 Kingdom HA 66.30 77.55 86.07 96.74 100.26 Table 1: Average Rents 2021/22 (based on 52 weeks) Source: Scottish Housing Regulator 2022/23 Landlord Reports 11.6 During last year, we were involved in a benchmarking exercise to compare the financial health of HRA Business Plans across local authorities in Scotland. This exercise evidenced that our business plan is well managed and in a good position to meet current and future demands and service requirements. 12. PROPOSED RENTS FOR OTHER SERVICES 12.1 It is recommended that a range of non-commercial rents, excluding the HRA rents for housing stock (detailed in section 9), are amended as detailed below from 3 April 2023. The proposals ensure the Council continues to demonstrate that it has set rents which reflect the characteristics of individual dwellings and services provided. The different types of properties are detailed separately below: Rental charges for Greyfriars House 12.2 It is proposed to have a 2.2% rent increase for Greyfriars House to reflect the same rental strategy for mainstream rents. Page 108 of 250
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Rental charges for dispersed temporary accommodation 12.3 It is proposed to have a 2.2% increase on rental charges for properties owned by the HRA but allocated as temporary accommodation for homeless people to reflect the rental strategy for mainstream rents. Lock-ups 12.4 It is proposed to have a 2.2% rent increase for lock-ups to reflect the rental strategy for house rents to reflect the continued investment in repairs and maintenance and planned maintenances. Garage Sites 12.5 It is proposed to have a 2.2% rent increase for garage sites to reflect the rental strategy for house rents to reflect the continued investment in repairs and maintenance and planned maintenances. Commercial rents 12.6 Rents from commercial properties are negotiated by Estates colleagues on a property-by-property basis. These contracts include agreed levels of fees and are not within the scope of this report. 13. PROPOSED HOUSING SERVICE CHARGES 13.1 Local Authority Housing Services separate service charges from housing rents, to ensure that charges for services, such as caretaking, are fair and transparent. Service charges usually reflect additional services which may not be provided to every tenant, or which may be connected with communal facilities rather than directly to the occupation of a dwelling. In addition, the HRA charges owners for services provided as determined by title deeds, the Tenement Management Scheme, and the Property Factors Agreement. 13.2 The range of service charges currently levied by the HRA to tenants and owner occupiers are shown in tables 2 and 3 below. All services, apart from the garden maintenance scheme and communal heating at particular locations, are included in tenants’ rents. Owner occupiers in locations with mixed tenure have additional charges as they have to meet some costs for the services they receive as determined by their title deeds. 13.3 At the Housing and Health Committee of 27 January 2016, members agreed that the charge to Council tenants and private owners at Market, Milne and Lickley Court for communal energy costs will be adjusted each year to reflect the previous year’s energy costs (Report No. 16/28 refers). 13.4 The communal energy costs at Sheltered Housing Complexes are also normally reviewed in line with the current agreement for Market, Milne & Lickley. 13.5 As the charges are based on the energy costs over the previous 12 months, this means that the charges to tenants and owners from April 2023 will not take into account the significant increases in energy prices that everyone has experienced over recent months. Page 109 of 250
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13.6 As it stands, the charges for 2023 would see a reduction in cost for all but one of our properties. Normally the process would be to pass these savings directly onto tenants and owners, but we are aware that the increase in energy costs is likely to have a significant impact on these charges the following year. 13.7 A consultation process with tenants and owners was undertaken to provide them the opportunity to tell us if they would like us to help limit the significant increase, they are likely to see in 2024 by phasing in the increase from April 2023. 13.8 The consultation only related to the heating & lighting (energy costs) element of the charges, this does not impact on any potential changes in any other charges such as caretaking or any other factoring charges. 13.9 The options that we consulted on were: • Option 1 - Implement next years’ service charges based on what the Council has spent on communal heating and lighting over the last year, as normal. This will see all but one property have a reduction in service charges. • Option 2 – Leave the charges the same as they currently are, which will help to reduce next year’s increase. • Option 3 – Increase the current charges by 10% to significantly limit the increase the following year, 13.10 A total of 136 (36%) people responded to the consultation, with the outcome as follows: • Option 1 - 4% • Option 2 - 65% • Option 3 - 31% 13.11 The tables in sections 13.12 and 13.13 have been updated to reflect the outcome of the consultation process detailed above. 13.12 The revised charges for garden maintenance and communal energy costs are outlined below: Service Charges to Tenants 2022/23 Current Annual Charge 2023/24 Proposed Annual Charge Garden Maintenance Scheme Retirement Complexes £124.00 £227.76 £124.00 £239.20 Communal Energy Costs – (Market, Milne and Lickley) £304.72 £304.72 Heating and Lighting at Sheltered Housing complexes £307.32 - £587.08 £307.32 - £587.08 Table 2: Service Charges to Tenants3.13 As a result of the Property Factors Page 110 of 250
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13.13 Agreement being in place since 1 April 2014, Housing & Health Committee approved a range of charges to owner occupiers of multi-tenure blocks (Report No. 14/114 refers). These charges are reviewed annually in line with the actual cost of the service being provided with the proposed 2023/24 charges detailed in table 3 below: Service Charges to Owner Occupiers 2022/23 Current Annual Charge 2023/24 Proposed Annual Charge Stair Lighting Market Court Milne Court Lickley Court Potterhill Pomarium (Nos 7-51) Pomarium (Nos 52-95) £28.88 £838.75 £838.83 £838.83 £463.48 £430.67 £431.32 £28.88 £844.77 £844.86 £844.97 £471.74 £432.28 £432.88 Table 3: Service Charges to Owner Occupiers Rechargeable Repairs 13.14 The HRA has a policy to recover the costs of repairs, clearance, and related works, from current or former tenants and owners/residents. Accounts are raised for a number of reasons, including to: - • recover the cost of work arising from tenant misuse • consistently enforce the conditions of the Scottish Secure Tenancy • deter misuse and negligence of Council property 13.15 A summary of all housing charges for 2023/24 is detailed at Appendix 6. 14. CONCLUSION 14.1 This report details the proposed HRA budget for the 5-year period from 2023/24 - 2027/28 and recommends rent increases for houses and other HRA properties. 14.2 The recommended 2.2% increase, detailed in option 1, is in line with the views of our tenants. This will ensure that our rent levels remain affordable to our tenants and projected to be 7th lowest in Scotland, continue to compare favourably at a national level. 14.3 The measures outlined will support continued and sustained improvements in the delivery of housing services. More specifically, they will: • provide investment in our repairs and maintenance and service and maintenance budgets to meet the current level of demand and ensure that performance standards are met Page 111 of 250
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• ensure that our properties have an up-to-date electrical inspection condition reports to meet our legal obligations • provide capacity to enable us to work towards our climate change targets by reducing the carbon footprint of our homes whilst making sure they remain affordable to heat. • increase our housing stock and support the delivery of our new build commitments and meet housing need in the area. • continue to invest in their homes through the capital investment programme ensuring ongoing compliance with the SHQS 14.4 The cumulative effect of these measures will support the delivery of the Charter outcomes to meet housing need in the area, provide safe and secure housing, and support sustainable tenancies and communities throughout the area. Authors Name Designation Contact Details Steven Coyle Elaine Ritchie Finance & Governance Team Leader Senior Service Manager (Communities) ComCommitteeReports@pkc.gov.uk 01738 475000 ComCommitteeReports@pkc.gov.uk 01738 475000 Approved Name Designation Date Barbara Renton Executive Director (Communities) 17 January 2023 APPENDICES • Appendix 1 – HRA Provisional Revenue Budget 2023-2028 • Appendix 2 – Feedback from tenant’s rent survey • Appendix 3 – HRA Executive Summaries 2023-2028 • Appendix 4 – HRA Capital Investment Programme 2023-2028 • Appendix 5 – Estimated Projected Average Rents • Appendix 6 – Housing Related Charges 2023-24 Page 112 of 250
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement None Corporate Plan Yes Resource Implications Financial Yes Workforce None Asset Management (land, property, IST) None Assessments Equality Impact Assessment Yes Strategic Environmental Assessment Yes Sustainability (community, economic, environmental) Yes Legal and Governance None Risk None Consultation Internal Yes External Yes Communication Communications Plan None 1. Strategic Implications Community Plan / Single Outcome Agreement 1.1 The Single Outcome Agreement for Perth and Kinross has five outcomes which provide a clear strategic direction, inform decisions at a corporate and service level, and shape the allocation of resources. The following are relevant to this report: - (i) Giving every child the best start in life (ii) Developing educated, responsible, and informed citizens (iii) Promoting a prosperous, inclusive, and sustainable economy (iv) Supporting people to lead independent, healthy, and active lives (v) Creating a safe and sustainable place for future generations Corporate Plan 1.2 As above. 2. Resource Implications Financial 2.1 There are no direct financial implications arising from this report other than those reported within the body of the main report. Page 113 of 250
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3. Assessments Equality Impact Assessment 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. 3.2 The information contained within this report has been considered under the Corporate Equalities Impact Assessment process (EqIA) and no major change required, the Budget Option is robust and can continue without amendment. Strategic Environmental Assessment 3.3 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. 3.4 However, no action is required as the Act does not apply to the matters presented in this report. This is because the Committee are requested to note the contents of the report only and the Committee are not being requested to approve, adopt, or agree to an action or to set the framework for future decisions. Sustainability 3.5 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: - • in the way best calculated to delivery of the Act’s emissions reduction targets • in the way best calculated to deliver any statutory adaptation programmes • in a way that it considers most sustainable. 3.6 The information contained within this report has been considered under the Act. However, no action is required as the Act does not apply to the matters presented in this report. Legal and Governance 3.7 Head of Legal and Governance was consulted on this report. Risk 3.8 None arising from this report. Page 114 of 250
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4. Consultation Internal 4.1 The Chief Executive, all Executive Directors/Directors and the Head of Legal and Governance have been consulted in the preparation of this report. External 4.2 All tenants received communication on the proposals via “On the House” magazine, Twitter, Facebook, and text messages. Staff across the service also undertook phone surveys and face to face visits. 4.3 The Tenant Committee Report Panel was consulted on this report. They commented that “This is a good, clear balanced report and a high response rate to the survey. It is good to see the range of support measures that are in place to help tenants. Well done to all the staff..” 5. Communication 5.1 None. 2. BACKGROUND PAPERS 2.1 None. Page 115 of 250
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APPENDIX 1 HOUSING REVENUE ACCOUNT 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 Approved Proposed Provisional Provisional Provisional Provisional Budget Budget Budget Budget Budget Budget £'000 £'000 £'000 £'000 £'000 £'000 STAFF COSTS Single Status - Gross Pay 5,725 6,186 6,629 6,846 7,072 7,306 Supn 973 1,052 1,125 1,161 1,198 1,236 NI 581 590 634 655 677 700 Craft Workers - Gross Pay 1,717 1,850 1,981 2,045 2,112 2,181 Supn 292 315 337 348 359 370 NI 173 175 188 195 202 210 Pensions 110 110 110 110 110 110 Overtime 78 78 78 78 78 78 Slippage (277) (377) (377) (377) (377) (377) General Fund Recharges 1,036 211 211 211 211 211 Other Staff Costs 191 253 253 253 253 253 TOTAL STAFF COSTS 10,599 10,443 11,169 11,525 11,895 12,278 PROPERTY COSTS Non Domestic Rates 98 98 98 98 98 98 Rents 33 33 33 33 33 33 Water & Sewage 4 4 4 4 4 4 Energy Costs 300 452 537 587 617 637 Property Insurance 379 379 379 379 379 379 Cleaning 65 65 65 65 65 65 Property Maintenance 3,990 4,498 4,669 4,775 4,881 4,887 Void Rent Loss 418 420 420 420 420 420 Bad Debt Provision 1,151 1,204 1,261 1,315 1,367 1,421 Other Property Costs 10 10 10 10 10 10 TOTAL PROPERTY COSTS 6,448 7,163 7,476 7,686 7,874 7,954 TOTAL SUPPLIES & SERVICES 2,114 2,328 2,563 2,738 2,931 3,143 TRANSPORT COSTS Travel & Subsistence 70 71 71 71 71 71 Car Allowances 0 0 0 0 0 0 Other Transport Costs 526 526 526 526 526 526 TOTAL TRANSPORT COSTS 596 597 597 597 597 597 TRANSFER PAYMENTS 344 345 345 345 345 345 THIRD PARTY PAYMENTS 132 129 129 129 129 129 SUPPORT SERVICES 2,354 3,153 3,153 3,153 3,153 3,153 FINANCING/CAPITAL CHARGES 7,510 7,542 7,542 7,642 7,742 7,842 CFCR 2,615 2,055 1,918 2,248 2,520 2,752 GROSS EXPENDITURE 32,712 33,755 34,892 36,063 37,186 38,193 INCOME Internal Recharges 1,012 1,067 1,067 1,067 1,067 1,067 Council House Rents 30,934 31,921 33,058 34,229 35,352 36,359 Other Rental Income 753 753 753 753 753 753 IORB 13 14 14 14 14 14 TOTAL INCOME 32,712 33,755 34,892 36,063 37,186 38,193 NET EXPENDITURE 0 0 0 0 0 0 6 Page 117 of 250
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Appendix 2 Feedback from Tenants Rent Survey Question 1 - Improving your repairs service With 4 being the most important and 1 the least important, please rank each of these statements from 1-4. Complete the repairs on the first visit wherever possible • 1 – 7% • 2 – 7% • 3 – 18% • 4 – 63% • Not Answered – 5% Reduce the time it takes to start and complete a repair • 1 – 9% • 2 – 10% • 3 – 21% • 4 – 55% • Not Answered – 5% Improve the quality of the repair and the quality of materials used • 1 – 9% • 2 – 9% • 3 – 20% • 4 – 57% • Not Answered – 5% Make it easier to report a repair • 1 – 15% • 2 – 10% • 3 – 15% • 4 – 55% • Not Answered – 5% Question 2 - Improving the quality of your home Quality of home - Improving the inside of your home (eg kitchen/bathroom/internal doors/skirtings) • 1 – 10% • 2 – 11% • 3 – 17% • 4 – 56% • Not Answered – 6% 6 Page 119 of 250
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Quality of home - Improving the exterior of your home (eg painting, roof/gutter cleaning) • 1 – 11% • 2 – 13% • 3 – 22% • 4 – 50% • Not Answered – 4% Quality of home - Making my home more energy efficient • 1 – 9% • 2 – 8% • 3 – 15% • 4 – 61% • Not Answered – 7% Quality of home - Improving the way we deal with dampness and condensation • 1 – 10% • 2 – 9% • 3 – 15% • 4 – 57% • Not Answered – 9% Quality of home - Improving soundproofing and insulation in your home • 1 – 13% • 2 – 8% • 3 – 19% • 4 – 55% • Not Answered – 5% Question 3 - Improving your neighbourhood as a place to live Improving neighbourhoods - Improving communal areas internally and externally (eg close painting, bin storage or drying areas) • 1 – 21% • 2 – 15% • 3 – 24% • 4 – 34% • Not Answered – 8% Page 120 of 250
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Improving neighbourhoods - Additional resources to respond quickly and to tackle anti-social behavior where it arises • 1 – 12% • 2 – 13% • 3 – 18% • 4 – 50% • Not Answered – 8% Improving neighbourhoods - Improving the landscape and maintenance of the neighbourhood (such as fences/boundary walls) • 1 – 10% • 2 – 15% • 3 – 27% • 4 – 43% • Not Answered – 5% Improving neighbourhoods - Increase the opportunities for community safety improvements in relation to for example lighting in entrance ways • 1 – 15% • 2 – 15% • 3 – 23% • 4 – 40% • Not Answered – 7% Question 4 - Information for tenants and participation Information and participation - Increasing the availability of the advice and assistance in relation to increases in the cost of living, and accessing practical and financial support • 1 – 11% • 2 – 14% • 3 – 28% • 4 – 40% • Not Answered – 7% Information and participation - Increase the opportunities for you to participate and have your say in the decisions we make (including for example digital inclusion) • 1 – 11% • 2 – 22% • 3 – 33% • 4 – 26% • Not Answered – 8% Page 121 of 250
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Information and participation - Improving communication across the Service (eg repairs, complaints) • 1 – 9% • 2 – 10% • 3 – 24% • 4 – 51% • Not Answered – 6% Information and participation - Providing more support to tenants to help them keep their home • 1 – 10% • 2 – 10% • 3 – 22% • 4 – 52% • Not Answered – 6% Page 122 of 250
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APPENDIX 3 Date: 7 December 2022 REVENUE BUDGET 2023/28 SERVICE – HOUSING REVENUE ACCOUNT EXECUTIVE SUMMARY Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2023/24 £000 2024/25 £000 2025/26 £000 2026/27 £000 2027/28 £000 1 Increase in Staff Costs The increase in staff costs allows for a pay increase of 3% for Single Status and Trades staff for 2023/24 onwards plus the cost of incremental progression. The costs for 2023/24 also includes the cost of the increased level of pay award in 2022/23. Strategic Objective Impacted: Organised to Deliver 706 345 356 370 383 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 5%. Strategic Objective Impacted: Organised to Deliver 53 57 54 52 54 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 0 0 100 100 100 6 Page 123 of 250
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Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2023/24 £000 2024/25 £000 2025/26 £000 2026/27 £000 2027/28 £000 4 Increased cost of Materials As a result of the Covid 19 pandemic we are facing difficulties in accessing some construction industry supplies and materials. As restrictions ease the demand for construction materials is now very high. The supply of more commonly used materials is proving problematic for suppliers. It is anticipated that current supply shortages will continue through to next year. The Housing Repairs Service procures materials and supplies via Scotland Excel. Scotland Excel have advised that there is a risk of shortages in commonly used materials but also of significant price increases. It is estimated that prices will continue to rise between 10 and 20% over the next 5 years. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 281 229 175 193 212 5 Electrical Inspection Condition Reports (EICR) As a landlord Perth & Kinross Council (PKC) are legally obligated to ensure all its domestic properties, including common areas of sheltered housing, have a current Electrical Inspection Condition Report (EICR). Properties are required to be tested every 5 years and additionally as and when there is a change of tenant i.e., void properties. A rolling program of EICR’s will be undertaken to ensure all properties always remain compliant. The contract to commence this process was procured in 2021. The key driver for this project is for PKC to meet its legal obligations as a landlord by having a current EICR for all its properties within the Council’s Housing stock. This pressure ensure we have the appropriate budget to carry out the work over the 5-year period and an ongoing basis thereafter. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 100 100 100 100 0 Page 124 of 250
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Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2023/24 £000 2024/25 £000 2025/26 £000 2026/27 £000 2027/28 £000 6 Zero Carbon and Energy Efficiency The Climate Change (Emissions Reduction Targets) (Scotland) Act 2019 set legally binding targets for Scotland to achieve net zero greenhouse gas emissions by 2045. A team is required to progress Climate Change improvements works for Council housing properties. A plan is necessary to develop works for the retrofitting of existing housing stock in order to meet EESSH2 standards by 2032, to progress installations of new technologies within tenants homes to support energy efficiency and behavioural changes, to engage in innovative projects such as the Local Heat and Energy Efficiency Strategy (LHEES) which is a Council-wide project, and to prepare funding bids and applications for grants such as the Social Housing Net Zero Heat Fund set up by the Scottish Government to support social landlords across Scotland to install zero emission heating systems and energy efficiency measures across their existing housing stock. This budget pressure is the cost of a team to deliver improvements works and to allow full engagement in Climate Change strategies and relates to the full year effect of the pressure approved in last year’s budget setting process. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 44 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 216 2 6 6 6 8 Schedule of Rates Uplifts Contract price increases for Term Maintenance Contracts and Domestic Gas Contracts. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 139 19 0 0 0 Page 125 of 250
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Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2023/24 £000 2024/25 £000 2025/26 £000 2026/27 £000 2027/28 £000 9 Increased Energy Costs Increased energy costs as a result of increasing Gas and Electricity prices. Strategic Objective Impacted: Organised to Deliver 150 85 50 30 20 10 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 and multi-storey strategy. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 0 342 0 0 0 11 Estate Based Initiatives As part of the budget approved in February 2021, this budget was reduced by £150,000 to fund Digital and Financial Inclusion for a 2 year period. It has been agreed to continue the funding for Digital and Financial Inclusion on a permanent basis and to part-reintroduce the savings from Estate Based Initiatives. The budget for Estate Based Initiatives will be £200,000 after approval of this pressure. Strategic Objective Impacted: Supporting People to Live Independent, Healthy and Active Lives 0 50 0 0 0 12 Additional Anti-Social Behaviour Measures As part of the budget approved in January 2022, a motion was approved for enhanced measures to tackle Anti-Social Behaviour. This has been funded from reserves for the last 2 years and now requires permanent funding from 2023/24. Strategic Objective Impacted: Creating a Safe and Sustainable Place for Future Generations 0 39 0 0 0 Page 126 of 250
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Activity Expenditure Pressure & Impact Analysis Un-Funded Expenditure Pressures 2023/24 £000 2024/25 £000 2025/26 £000 2026/27 £000 2027/28 £000 13 Asset Management Database Ongoing maintenance costs of the new database. Strategic Objective Impacted: Organised to Deliver 0 6 0 0 0 14 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: 2022/23 - £2,614,000 2023/24 - £2,055,000 2024/25 - £1,918,000 2025/26 - £2,248,000 2026/27 - £2,520,000 2027/28 - £2,752,000 Strategic Objective Impacted: Organised to Deliver (559) (137) 330 272 232 TOTAL 1130 1137 1171 1123 1007 Page 127 of 250
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Compensating Saving / Budget Flexibility & Impact Analysis Net Saving Staffing Implications 2023/24 £000 2024/25 £000 2025/26 £000 2026/27 £000 2027/28 £000 2023/24 2024/25 2025/26 2026/27 2027/28 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 2.2% rent increase will be required for 2023/24. The proposed rent strategy for the next four years will be set at an indicative rate of 2.2%. 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. 2022/23 – 2.2% 2023/24 – 2.2% (Provisional) 2024/25 – 2.2% (Provisional) 2025/26 – 2.2% (Provisional) 2026/27 – 2.2% (Provisional) Future provisional rents will be adjusted each year to reflect anticipated levels required to meet the needs of the HRA Business Plan. These updated income figures reflect revised assumptions regarding increases in housing stock, based on the planned progress in delivering the new build and new supply programmes. There are no increases attributed to Shops & Offices. 880 1137 1171 1123 1007 0.0 0.0 0.0 0.0 0.0 Page 128 of 250
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Compensating Saving / Budget Flexibility & Impact Analysis Net Saving Staffing Implications 2023/24 £000 2024/25 £000 2025/26 £000 2026/27 £000 2027/28 £000 2023/24 2024/25 2025/26 2026/27 2027/28 Impact Analysis and Risk Assessment Promote Fairness/Reduce Inequality/Address Socio Economic Disadvantage: An affordability assessment has been undertaken and evidenced that our rents are affordable to 87% of the population (without housing costs being taken into account). They remain the most affordable social rent in the area and are the 6th 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 Review of Non-Staff Budgets A review of existing budgets and expenditure for non-staff budgets. 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 150 0 0 0 0 0.0 0.0 0.0 0.0 0.0 Page 129 of 250
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Compensating Saving / Budget Flexibility & Impact Analysis Net Saving Staffing Implications 2023/24 £000 2024/25 £000 2025/26 £000 2026/27 £000 2027/28 £000 2023/24 2024/25 2025/26 2026/27 2027/28 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 Increase in Staff Slippage Target Increase in the staff slippage target to 4% to match the general fund slippage target. Impact Analysis and Risk Assessment Promote Fairness/Reduce Inequality/Address Socio Economic Disadvantage: The efficiencies identified allow us to maintain rents at an affordable level. Workforce: 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 100 0 0 0 0 0.0 0.0 0.0 0.0 0.0 TOTAL 1130 1137 1171 1123 1007 0.0 0.0 0.0 0.0 0.0 Page 130 of 250
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APPENDIX 4 HRA CAPITAL INVESTMENT PROGRAMME 2022-28 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 SERVICE £'000 £'000 £'000 £'000 £'000 £'000 Central Heating & Rewiring 864 0 0 0 0 0 Rewiring/Infrastructure/Property Refurbishment 941 1,000 1,686 0 0 0 Triple Glazing 111 0 0 0 0 0 Controlled Door Entry 33 0 30 0 0 0 Kitchen Programme 290 1,832 1,504 625 0 0 Bathroom Programme 1,110 0 0 0 0 0 External Fabric Repairs 2,200 598 528 625 0 0 Energy Efficiency 331 0 875 625 0 0 Multi-Storey Flats 290 2,000 0 0 0 0 Environmental Improvements 602 333 0 0 0 0 Fire Precaution Measures 524 0 0 0 0 0 Electrical Testing Priority 3's 0 0 0 0 0 0 Sound Insulation 140 162 100 42 0 0 Structural 20 458 250 522 0 0 SHQS Future Development 0 0 0 7,216 10,030 10,030 7,456 6,383 4,973 9,655 10,030 10,030 Council House New Build - Current Programme 0 0 0 0 0 0 Milne Street 3 0 0 0 0 0 Glebe 21 0 0 0 0 0 Huntingtower 2 0 0 0 0 0 Ardler Road, Meigle 0 0 0 0 0 0 Fairfield, Perth 1,641 0 0 0 0 0 Newburgh Road, Abernethy (294) 0 0 0 0 0 Lynedoch Road, Methven 808 1,039 0 0 0 0 Council House New Build - Future Programme 3,751 4,894 5,128 6,014 6,014 6,014 Increase in Council House Stock 2,248 3,000 3,000 3,000 3,000 3,000 Lock-ups & Garage Sites 0 0 50 0 0 0 Major Adaptations to Council House Stock 4 0 100 0 0 0 Balmoral Road, Rattray Refurbishment (3 units) 273 0 0 0 0 0 Rannoch Road Conversion, Perth (5 units) 109 0 0 0 0 0 149-151 Dunkeld Road, Perth 25 0 0 0 0 0 Rannoch Road ILG 227 0 0 0 0 0 St Catherine's Square Redevelopment 0 2,991 402 0 0 0 Shops & Offices 192 50 50 0 0 0 Greyfriars 34 0 50 0 0 0 Sheltered Housing 13 0 5 0 0 0 General Capital Works 31 0 0 0 0 0 Replacement Lifts 143 0 0 0 0 0 ICT 178 50 50 0 0 0 Mortgage to Rent 125 50 50 0 0 0 16,990 18,457 13,858 18,669 19,044 19,044 (2,458) (2,055) (1,918) (2,248) (2,520) (2,752) 0 0 0 0 0 0 Less: Other Income 0 0 0 0 0 0 14,532 16,402 11,940 16,421 16,524 16,292PRUDENTIAL 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 6 Page 131 of 250
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Appendix 5 Scottish Average Rents Per Dwelling (£ per house per week) Actual 2022-23 Estimated 2023-24 Estimated % Increase rank 2022-23 Estimated rank 2023-24 Movement City of Edinburgh 102.11 102.11 0.00% 1 1 → Orkney Islands 85.42 87.64 2.60% 2 2 → Aberdeenshire 85.37 86.65 1.50% 3 3 → West Dunbartonshire 84.27 85.96 2.00% 4 4 → East Renfrewshire 83.23 84.06 1.00% 5 5 → Renfrewshire 82.19 83.83 2.00% 6 6 → West Lothian 80.70 83.12 3.00% 8 7 ↑1 East Dunbartonshire 80.40 82.41 2.50% 10 8 ↑2 Shetland Islands 82.02 82.02 0.00% 7 9 ↓2 Dundee City 80.49 81.70 1.50% 9 10 ↓1 South Ayrshire 79.33 80.52 1.50% 12 11 ↑1 Fife 78.49 80.45 2.50% 13 12 ↑1 North Ayrshire 78.45 80.41 2.50% 14 13 ↑1 Scotland 79.14 80.41 1.60% Clackmannanshire 77.90 80.31 3.10% 15 14 ↑1 Aberdeen City 79.34 79.34 0.00% 11 15 ↓4 North Lanarkshire 76.50 78.80 3.00% 19 16 ↑3 South Lanarkshire 76.50 78.18 2.20% 18 17 ↑1 East Ayrshire 76.51 77.66 1.50% 17 18 ↓1 Midlothian 77.10 77.10 0.00% 16 19 ↓3 Perth & Kinross 73.61 75.23 2.20% 21 20 ↑1 Falkirk 73.31 74.78 2.00% 22 21 ↑1 Highland 73.88 74.62 1.00% 20 22 ↓2 Angus 72.91 73.64 1.00% 23 23 → East Lothian 72.50 72.50 0.00% 24 24 → Stirling 71.63 72.42 1.10% 25 25 → Moray 64.67 65.64 1.50% 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 2.2% and the assumption that every other Council will increase their rents by the same as last year. 6 Page 133 of 250
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Appendix 6 Housing Related Charges Mainstream Accommodation Mainstream Rent Rent ranges from £44.51 - £107.29 per week Temporary Homeless Accommodation Bed and Breakfast Charge depends on establishment rate and family / room size Dispersed Tenancies Rent ranges from £44.51 - £107.29 per week Greyfriars Hostel Rent - £64.44 per week Heat & Light - £11.90 per week St Catherine’s Square Rent ranges from £50.21 - £67.34 per week Sheltered Housing Sheltered Housing (PKC) Rent ranges from £50.21 - £84.47 per week Retirement Complexes £239.20 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 £28.88 per year Lock-up rent £9.65 per week (Council Tenants) £11.58 per week (Non-Council Tenants) Garage Site £2.31 per week Heat and lighting (Council Tenants) Sheltered Housing - £307.32 - £587.08 per year Market, Milne and Lickley Court - £304.72 per year Multi-Tenure Blocks (Owner Occupiers) Market, Milne and Lickley Court - £844.77 - £844.97 per year Potterhill & Pomarium - £432.28 - £471.74 per year Legal expenses Single Tenant - £300 - £400 Joint Tenant - £300 - £400 Eviction fees/costs - £200 - £300 Garden Maintenance £124 per year 6 Page 135 of 250
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PERTH AND KINROSS COUNCIL Housing & Social Wellbeing Committee 25 January 2023 UPDATE ON PARTICIPATION IN THE GYPSY/TRAVELLER NEGOTIATED STOPPING PROJECT AND APPROVAL FOR A TRANSIENT SITE FOR VISITING GYPSY TRAVELLERS Report by Head of Environmental and Consumer Services (Report No. 23/10) 1. PURPOSE 1.1 This report provides an update to members of the Committee on Perth and Kinross Council’s participation with the Gypsy/Travellers Negotiated Stopping Pilot and seeks approval for a transient site at North Muirton, Perth. 2. RECOMMENDATIONS 2.1 It is recommended that the Housing & Social Wellbeing Committee: • agrees continued participation in the Scottish Governments/COSLA’s Negotiated Stopping Places Pilot until full evaluation is conclude in September 2023 • approves the development of a transient site within the boundary of the Food & Drink Park, Arran Road, Perth. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background/Main Issues • Section 5: Proposals • Section 6: Conclusion 4. BACKGROUND / MAIN ISSUES 4.1 In the Scottish Government’s (SG) action plan entitled ‘Improving the Lives of Scotland’s Gypsy/Travellers (2019-21), it is recognised by national and local governments that, in a modern and inclusive Scotland, there is no place for the widespread exclusion, deprivation, and social antipathy suffered by Gypsy/Travellers. The Council has a responsibility to provide services to all members of the community, including those travelling through the area temporarily. 7 Page 137 of 250
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4.2 In recent years, it has become apparent the needs of the Gypsy/Travellers are changing, and that the current arrangements are not adequately meeting these needs. In turn, this is also creating additional pressures on Council services, a well as frustration within local communities. 4.3 Perth & Kinross has a history of Gypsy/Travellers visiting and working in the area and has a large number of Gypsy/Travellers who have settled within various local communities. 4.4 Approximately 20 temporary Gypsy/Traveller encampments arrive in Perth & Kinross each year, with a large percentage now stopping in Perth City, particularly at North Muirton. The size of the encampments can vary from 2 to 6 caravans on average, to larger, lengthier encampments comprising of multiple groups of 11 to 16 caravans. The average length of stay is around 50 days, which has significantly increased in recent years. Appendix 1 provides details of encampment locations, numbers and length of stays. 4.5 For each encampment, there are significant resource implications for a variety of council services along with considerable costs in removing waste and supplying sanitation. 4.6 The need for a transient site has been recognised by the Council for some time. In 2019, the previous Housing and Communities Committee approved the Council’s participation in a Negotiated Stopping Pilot (Report No 19/145 refers), which would be overseen by the Scottish Government (see committee paper here). It was hoped that this pilot would strengthen and support implementation of national guidance on managing temporary encampments in Scotland. 4.7 Negotiated stopping places are an alternative to the traditional enforcement- based approach to ‘unauthorised’ encampments. The approach involves open dialogue and negotiation between the Council and Gypsy/Travellers who pass through the area. The core principles of the pilot focused on encouraging Gypsy/Travellers to: • stop in an acceptable location (and not reuse this location within a year) • stay for an agreed period of time (no greater than 28 days) and, • adhere to a code of conduct specified by the Council which requires residents to sign up to a variety of agreements e.g., to prevent damage to the site, minimise nuisance to neighbouring properties etc. 4.8 The core principles would also enable local authorities to provide vital services and support to encampment residents, as well as avoid the need for protracted legal action, particularly when encampments were in unsuitable locations. Page 138 of 250
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4.9 Unfortunately, participation in the negotiated stopping pilot highlighted that there were no obvious appropriate stopping places identified, and agreed upon, by visiting Gypsy/Travellers and council officers. To address this issue, an officer working group was established to identify potential stopping sites. A site option appraisal was conducted and involved the screening of 25 potential sites against a range of criteria (e.g., location, health & safety, ground conditions, existing use and feedback from local community and ward members etc). This process was assisted by two Gypsy/Travellers from a local permanent Gypsy/Traveller site and local Gypsy/Traveller groups. The appraisal identified three potential site options: 1. North Muirton, Perth. 2. North Forr, Crieff and 3. Turfhills, Kinross. 4.10 However, it was quickly established from recorded encampment data and feedback that there was less demand for a site in Kinross or Crieff. 4.11 It also became apparent that the needs of the visiting Gypsy/Travellers were changing, contrary to the principles of the pilot, in that: • stays were getting lengthier - well beyond the proposed 28 days, especially in Perth City and • there was a reluctance of visiting Gypsy/Travellers to sign the Code of Conduct as a result of having no control of the site or land when they were not present. 4.12 Although core support requirements are offered to every encampment, the desired support from services cannot always be effectively provided. This is because negotiations are often focused on reactive issues or residents immediate short term needs until they move on. In these circumstances, officers have no opportunity to build up a rapport or trust with residents to fully establish their longer-term needs. 4.13 During the pandemic, PKC supported an encampment comprising of 11 families for a period of 9 months. This support was delivered in line with the Scottish Government Guidance Covid 19 Framework for Local Decision Making on Gypsy/Traveller Support. This guidance encouraged local authorities to support Gypsy/Travellers in settled camps to provide sanitation, health advice and other appropriate services without the threat of eviction. Given the positive impact of the guidance, it has remained in operation, and has been viewed as good practice. 4.14 As a result of this guidance, and feedback received, the officer working group concluded that the approach to responding and supporting visiting Gypsy/Travellers should be reviewed. It was also clear that the Negotiated Stopping criteria was not meeting the current needs of visiting Gypsy/Travellers, or the local community. 4.15 As such, officers believe that the development of a transient site would be a more appropriate solution to meeting the needs of visiting Gypsy/Travellers. Page 139 of 250
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Through the screening process, and data gathered by the working group, it has been identified that the most desirable site is land north of the existing Food & Drink Park, Arran Road, Perth. This piece of land is commonly used by visiting Gypsy/Travellers as: • it is a historical stopping off site with a rural aspect close to the River Almond • it is close to local services and can be easily accessed • there are no residential homes in the immediate vicinity (as preferred by encampment residents) • there is access on to the main road networks and sufficient area for small animals to be accommodated • there is a variety of work opportunities in and around the city 4.16 The Food and Drink Park at North Muirton was initially developed to provide circa 21 acres (gross) of development land to encourage local businesses to produce and supply their products to the local and national market. Perth and Kinross is renowned for leisure and tourism and the Food and Drink Park helps promote and encourage local businesses to supply this industry, which in turn supports local employment. 4.17 A further 10 acres (gross) of land was subsequently acquired from Scottish Water for an expansion to the site. The extended site has now been expanded to include not just for Food and Drink uses but also for general industrial use, which again supports local employment. 4.18 It is anticipated that the Travellers site will have minimal impact on the existing users and future sites, due to its location at the north-eastern corner of the Park. The proposed site has existing screening to the north and eastern boundaries. In addition, it is proposed that a sympathetic screening will be designed to the western and southern boundaries to reduce any perceived impact on existing and future occupiers. 4.19 A plan has been attached in Appendix 4 which shows the location of the proposed Gypsy/Travellers site in relation to the sites which have been sold and those that are still available for sale. 4.20 Despite the above, concerns have been raised about the presence of a transient site within this area. These concerns relate to the potential impact on current businesses and attracting new development opportunities to the area. 4.21 To discuss and explore these concerns further, consultation regarding a proposed site, was undertaken with PKC officers, local businesses, and relevant council elected members. The local Community Council was also informed of the proposal. In general, it was accepted that a transient site in this location would be an improvement for all concerned. Businesses acknowledged that, in the absence of such a site, it was highly likely that unauthorised encampments would continue. Therefore, a managed site, sympathetically landscaped, provided with appropriate amenities would be more desirable. Page 140 of 250
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5. PROPOSALS 5.1 It is proposed that the Council acknowledge that the implementation of the Negotiated Stopping Pilot has not met the needs of local visiting Gypsy/Travellers, but it has provided a forum to identify and assess their changing needs. 5.2 The Scottish Government and COSLA are keen that Perth & Kinross Council continue their participation in the pilot until its conclusion in September 2023, in order to provide essential evaluation feedback. There is an indication that a number of other Local Authorities are experiencing similar challenges and additional transient sites across Scotland may be recommended as part of the conclusion of the pilot. Notwithstanding our withdrawal in September 2023, the principles of the pilot will continue to be adopted, wherever appropriate. . 5.3 The North Muirton site, located to the most northernly boundary of the Food and Drink Park, has been identified as a potential suitable site, particularly as the over-riding factor for any potential site is the Gypsy/Travellers willingness to use the site. The Food and Drink Park is by far the most popular site with Gypsy/Travellers visiting Perth City. 5.4 It is acknowledged that significant investment in the provision of a transient site would be required. However, there is also the potential to develop a site on a phased basis, over a longer period, which may be more financially viable. 5.5 Appendix 3, Table 1 contains three potential site options comprising a different range of site facilities, summarised as follows: • Option 1 – The costliest option to provide a fully developed site which meets and exceeds current and national guidance and standards by providing additional on-site management and support facilities and optimising pitch capacity and usage. • Option 2 - This option meets current national standards and guidance and provides the desired number of pitches, but does not provide the on-site management support facilities. However, there is potential to add the remaining site facilities detailed in Option 1, at a later date, in order to future proof the service. • Option 3 - The cheapest option which meets standards, but only accommodates a small number of caravans. However, similar to Option 2, it has capacity for additional pitches and on-site management facility to be added at a later date. 5.6 The preferred option is Option 2. This is for the provision of 6 pitches, 6 caravans, which will accommodate one large or two smaller families to stay on-site with adequate service provision but excludes the costs for an additional building to accommodate a management presence and communal space for residents. However, a management presence at the site will still be provided, despite the lack of accommodation. This will be managed through Page 141 of 250
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the use of SMART technology, sensors, as wells as routine checks and monitoring, along with staff undertaking welfare checks. 5.7 Of cost significance is the provision of an access road to the proposed site which has been costed at approximately £450,000. However, discussions are ongoing to determine if contributions from the creation of the Cross Tay Link Road, through community benefits fund, could be utilised to assist in the construction. There are also issues regarding on site drainage and this matter would need to be addressed as part of the site assessment and scoping exercise. 5.8 With regard to the availability of funding, discussions with COSLA Officials have confirmed that the Scottish Government’s new funding streams for Gypsy/Traveller accommodation (2021-2026) offers an opportunity for bids to be made for transient site provision (negotiated stopping sites are not eligible). There is also a clear appetite from the Scottish Government for Local Authorities to create transient provision and, in anticipation, PKC has submitted a note of interest only at this stage. It is, therefore, important to note that no confirmed funding has yet been identified for the project. Therefore, potential funding options would need to be brought back to elected members for any of the options identified above to be taken forward. 6. CONCLUSION 6.1 This report confirms that participation in the Negotiated Stopping Places Pilot has provided the opportunity to gather valuable information which identifies the modern needs of Gypsy/Travellers and the benefits in providing alternative, longer stay accommodation options. However, it highlights that the Negotiated Stopping criteria does not meet the current needs of visiting Gypsy/Travellers, or the local community and, as such, PKC should withdraw from the pilot, following its conclusion, in September 2023. 6.2 The report also notes that the provision of a transient site, within the Food and Drink Park, in North Muirton, Perth, which is developed in line with national guidance and standards, would meet the needs of Gypsy/Travellers much more effectively. This approach would provide support and assistance which meets current recommendations, foster better relations with settled communities and provide a more managed approach to the current ongoing demands placed on Council services and budgets. Further work is being undertaken to identifying funding opportunities for the transient site and access road. Page 142 of 250
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Author(s) Name Designation Contact Details Kirsty Steven Principal Officer, Environmental Health 01738 475000 KSteven@pkc.gov.uk Approved Name Designation Date Barbara Renton Executive Director (Communities) 17 January 2023 APPENDICES • Appendix 1 – Local Temporary Encampment data. • Appendix 2 – Location of proposed transient site - Food and Drink Park, Arran Road, Perth • Appendix 3 - Table 1 and 2 Proposed Transient Site – Option provision and appraisal • Appendix 4 - Location of the proposed Gypsy/Travellers site in relation to the sites which have been sold and those that are still available for sale. Page 143 of 250
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial None Workforce None Asset Management (land, property, IST) Yes Assessments Equality Impact Assessment Yes Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance None Risk None Consultation Internal Yes External Yes Communication Communications Plan Yes 2. Strategic Implications Community Plan/Single Outcome Agreement 2.1 The proposal aims to provide a better solution for the Gypsy/Traveller community and therefore would directly contribute to the delivery of the Perth and Kinross Community Plan/Single Outcome Agreement in terms of: 2.2 “Creating a safe and sustainable place for future generations”. Corporate Plan 2.3 As above, the proposal in this report would directly contribute to the achievement of the Council’s Corporate Plan priority: 2.4 “Creating a safe and sustainable place for future generations”. Page 144 of 250
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3. Resource Implications Financial 3.1 It is important to note that no confirmed capital funding has been identified for the development of a transient site, therefore at this stage agreement is simply being sought for approval to develop a site. Potential capital funding is available from the Scottish Government, and it is possible that funding would also be required from the Council. Any funding requirement would be the subject of a future report to elected members. Workforce 3.2 There are no human resource implications at this stage. Asset Management (land, property, IT) 3.3 There are no asset management implications at this stage. 4. Assessments Equality Impact Assessment 4.1 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • in the way best calculated to delivery of the Act’s emissions reduction targets; • in the way best calculated to deliver any statutory adaptation programmes; and • in a way that it considers most sustainable. 4.2 The information contained within this report has been considered under the Act. However, no action is required as the act does not apply to the matters presented in this report. Legal and Governance 4.3 Head of Legal and Governance was consulted on this report. Risk 4.4 Not applicable. 5. Consultation Page 145 of 250
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Internal 5.1 Heads of Service and senior managers from Communities have been consulted on the content of this report. 5.2 An officer working group was created to determine the needs of visiting Gypsy/Travellers. This group comprised officers from Regulatory Services, Housing, Greenspace, Equalities, Estates and was chaired by the Head of Environmental and Consumer Services. External 5.3 Discussions have taken place with local elected members, the local Community Council and local businesses with regard to the proposal in this report. All parties recognise the current on-going issues at the Food and Drink Park and acknowledge that the proposals in this report offer a better alternative to the current arrangements. 6. Communication 6.1 The recommendation to continue participation in the Negotiated Stopping Places Pilot, will be communicated with all relevant internal and external stakeholders. 7. BACKGROUND PAPERS 7.1 https://www.gov.scot/publications/improving-lives-scotlands-gypsy-travellers- 2019-2021 Page 146 of 250
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Appendix 1 Local Temporary Encampment Data Perth Food & Drink Park – Gypsy/Traveller Encampment Data Year Number of Separate Encampments Throughout Year Lowest Number of Caravans on Site at any One Time Highest Number of Caravans on Site at any One Time Shortest Length of Stay Longest Length of Stay 2014 2 3 7 4 days 20 days 2015 3 2 3 11 days 21 days 2016 4 1 12 7 days 66 days 2017 6 1 14 1 day 102 days 2018 2 1 5 15 days 24 days 2019 4 2 5 3 days 126 days 2020* 5 1 5 3 days 182 days 2021* 9 1 11 3 days 400+ Days (ongoing into 2022) 2022 4 2 7 6 days 30+ days *COVID-19 pandemic ongoing, and SG Guidance recommended that G/Ts should refrain from travelling as much as possible. Data comparing temporary encampments both within Perth City and Out with Location Number of Encampments Since 04/2014 Average No. of Caravans Average Length of Stay (days) Perth Food & Drink Park, Perth 39 3 50 Other Perth (including old mart site) 28 6 17 Perth Total 67 4 33 Out with Perth Ballinluig 7 4 11 Broxden 11 4 4 Fonab Industrial Estate 5 3 17 Scone 5 5 5 Kinross 12 4 8 Other North (Pitlochry, Crieff, Aberfeldy etc.) 10 3 15 Other West (Crieff, Comrie etc.) 8 4 13 Northeast (Blairgowrie etc.) 7 3 38 Bridge of Earn 3 9 16 Out with Perth Total 68 4 14 Perth & Kinross Total 135 4 25 7 Page 147 of 250
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Appendix 2 Proposed site boundary (red) and access road (hatched red) 7 Page 149 of 250
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Appendix 3 Table 1: Site Facilities and Options regarding potential Transient Site at North Muirton Site Facilities Requirement Option 1 Option 2 Option 3 Hard standings A suitable hard-wearing material which extends over the whole area to be occupied by a touring caravan or other vehicle. 10 hard standings to be provided 6 hard standings to be provided 4 hard standings to be provided Amenity Building Small building providing access to welfare facilities, kitchen worktop, electrical sockets and a communal room for site management and resident use. Site Management facility Office to provide facilities to manage the site and for residents to access – communal space. No facility No facility Toilet Facilities Toilets within the amenity building 4 toilets and 1 accessible toilet 3 toilets and 1 accessible toilet 2 toilets and 1 accessible toilet Showering Facilities Shower facilities within amenity building 3 showers (male and female) and 1 accessible shower room 2 showers (male and female) and 1 accessible shower room 2 showers (male and female) and 1 accessible shower room Water Supply One cold water supply to be provided for the whole site. This could be provided through a water standpipe or water bowser. Electrical Point One electrical charging point at each pitch 10 points 6 points 4 points Refuse and Recycling Facilities Refuse and recycling disposal facilities to cater for the size of the site Recreational area Small grass area for children to play. Animal Area Small, fenced area for animals to be kept safely and securely. Estimated Road Provision £450K £450K £450K Total Cost £2.4M £1.8M £1.7M 7 Page 151 of 250
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Site Design Design Consideration Site Layout When designing the layout of a site careful consideration must be given to the: • health and safety of residents and in particular children in terms of entry and exit points, including the use of effective signage • need for separate vehicular and pedestrian access • installation of traffic calming measures such as speed humps • measures to ensure that appropriate drainage is accommodated • location of pitches in a circular or horseshoe design rather than the traditional linear layout of pitches Site Boundaries A range of different boundaries should be considered such as: • bunding and planting, fences, low walls, hedges and natural features. • The aim should be to achieve a boundary that is sympathetic to and in keeping with the surrounding area. Boundaries can also be used to provide shelter for more exposed sites. Size of Pitch Pitch sizes should be in the region of 15x8.5m to accommodate a touring caravan and the towing vehicle. Layout of Pitches Each pitch should: • be clearly demarcated to make it clear what each individual household may occupy • aim to achieve a boundary that is clear, sympathetic to, and in keeping with, surrounding areas. Orientation of Pitches In designing the layout of a site enough space must be provided to: • permit the easy manoeuvrability of the residents own living accommodation both to the site and subsequently on to a pitch • ensure access roads and the site provide sufficient space for the manoeuvrability of caravans and their towing vehicles Access for Emergency Vehicles In designing a site, all routes for vehicles on the site must allow easy access for emergency vehicles and safe places for turning. Emergency services should be consulted on the site layout Site Security Site layout can play an important role in avoiding a sense of enclosure and isolation amongst Gypsy/ Travellers. Security within the site should: • be designed to ‘design out’ crime and social exclusion and ‘design in’ community safety and social inclusion through openness of design, allowing ease in passing through whether walking or driving • Have a gated entrance in some sites to ensure the safety of children and provide an element of security • enable residents to easily oversee all areas of the site Police Scotland should be consulted on site layout. Hard Standing Each pitch must include: • standings that are permeable and constructed in accordance with the industry code of practice • a base that can bear the load placed on it by the home or vehicle and its contents, and the anticipated level of vehicle movement. Page 152 of 250
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Table 2: Option Appraisal regarding site provision and potential phasing Option Appraisal All Options - Exceed or meets site standards - Meets good practice and particular elements selected based on benchmarking with various sites in Scotland and the UK as a whole - Meets needs of Gypsy/Travellers who may have particular support needs - Positive feedback from Gypsy/Travellers and key partners Options Benefits Concerns Option 1 - Provides more hard standings than is currently required, based on current need - Providing more hard standings could be considered as future proofing the site, and cost effective in the long term - Additional hard standings could increase demand - Costly option due to the increased size Option 2 - Provides the amount of hard standings that is currently required, based on current need - Due to site layout and build, there is an option to create even more hard standings in the future, if need and demand increases - Although management accommodation is not included this can still be provided using current service delivery method and the use of SMART technology - Not as expensive as option 1 - Does not include the on- site management accommodation - May require additional funding if the site was to be increased to meet demand Option 3 - Meets current need and demand - Can be future proofed, made larger if required – similar to option 2 - Although management accommodation is not included this can still be provided based using current service delivery method and the use of SMART technology - Not as expensive as options 1 and 2 - Does not include the number of hard standings to meet current need - Does not include the on- site management accommodation - May require additional funding if the site was to be increased to meet demand Page 153 of 250
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CULV CULV Perth Food & Drink Park Arran Road Perth SITE PLAN RD 1:2000 D/P/1062 - 2 22-12-2022 SITE 10a 1478 sq.m. 0.365 acre SITE 10 (SOLD) 0.55 ha 1.355 acresSITE 11 (SOLD) 0.39 ha 0.969 acre SITE 9 (AVAILABLE) 0.49 ha 1.207 acres SITE 8 (AVAILABLE) 0.91 ha 2.259 acres SITE 7 (AVAILABLE) 0.83 ha 2.049 acres SITE 6 (AVAILABLE) 1 ha 2.4 acres SITE 5 0.53 ha 1.329 acres SITE 4 (SOLD) 0.42 ha 1.042 acresSITE 3 ( SOLD) 0.45 ha 1.129 acres SITE 1 (SOLD) 0.44 ha 1.087 acres SITE 2 (SOLD) 0.57ha 1.421 acres SITE 12 (AVAILABLE) 2.84 ha 7.03 acres © Crown copyright [and database rights] 2019. OS 100016971. You are permitted to use this data solely to enable you to respond to, or interact with, the organisation that provided you with the data. You are not permitted to copy, sub-licence, distribute or sell any of this data to third parties in any form. SITE 12A Gypsey / Traveller Site 0.79 ha 1.95 acres PKC LAND PROPOSED FOR GYPSEY / TRAVELLER TRANSIENT SITE PKC LAND ( AVAILABLE FOR DISPOSAL ) PKC LAND PKC LAND ( SOLD ) LAND OWNERSHIP LEGEND 7 Page 155 of 250
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PERTH AND KINROSS COUNCIL Housing & Social Wellbeing Committee 25 January 2023 JUSTICE UPDATE REPORT 2021-22 Report by Executive Director (Education and Children’s Services) (Report No. 23/11) 1. PURPOSE 1.1 This report provides an update for Committee on the work of council services and partners to meet local and national outcomes for Community Justice for the period 1 April 2021 to 31 March 2022. It provides an update on the effectiveness of the arrangements for the supervision of serious offenders and approaches being used to help people make positive changes in their lives and tackling the underlying causes. 2. RECOMMENDATION 2.1 It is recommended that the Committee: • Notes the approach being undertaken by Perth and Kinross Council (PKC) teams in respect of the Perth and Kinross Community Justice Partnership, and the content of the 2021-22 Perth and Kinross Community Justice and Safety Partnership Annual Outcome Activity Return submitted to Community Justice Scotland. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Section 5: Proposals • Section 6: Further Considerations • Appendices 4. BACKGROUND The Perth and Kinross Community Justice Partnership 4.1 The Community Justice (Scotland) Act 2016 (the Act) was passed by the Scottish Parliament in 2017, along with the publication of the National Strategy for Community Justice, and an Outcome Performance Improvement Framework (OPIF). It established a new model for the governance and delivery of Community Justice in Scotland. 8 Page 157 of 250
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The Act established Community Justice Partnerships (CJPs) in each local authority area comprising of statutory partners - Police Scotland; Scottish Prison Service (SPS); Scottish Fire and Rescue Service (SFRS); Skills Development Scotland (SDS); NHS Scotland; Health and Social Care Integration Joint Board; Scottish Courts and Tribunals Service, the local authority; and representation from the third sector. 4.2 The Act requires statutory partners to work together to deliver a Community Justice Outcomes Improvement Plan (CJOIP), delivering on the National Strategy and OPIF for their area, and report on progress to Community Justice Scotland (CJS) via an Annual Outcome Activity Return. The Perth and Kinross Community Justice Partnership (PKCJP) launched its first CJOIP, a three-year plan, on 1 April 2017 (the plan was extended in 2020 and again in 2021 for a further year due to COVID-19). Annual Outcome Activity Returns have been submitted to CJS since 2018, highlighting PKCJP progress against the CJOIP. These reports are available on the Perth & Kinross Community Justice and Safety Partnership (PKCJ&SP) website. 4.3 The Community Justice Partnership and the Community Safety Partnership with Perth and Kinross merged in September 2021 forming the PKCJ&SP. 4.4 PKCJ&SP submitted the Annual Outcome Activity Return 2021-22 (Appendix 1) to CJS in September 2022. Appendix 2 provides a glossary of terms used within the Return. The Annual Return contains contributions from statutory and third sector organisations. The Annual Return highlights the Partnership’s progress against the CJOIP and the OPIF. 4.5 The reporting period spans a full year of COVID-19 restrictions (ie, routine testing and isolation etc). Although there were no lockdowns during the reporting period, limitations on face to face and group meetings continued to impact activity. A more detailed summary of the associated challenges and opportunities can be found in Appendix 1: PKJC&SP Annual Outcome Activity Return 2021-22 5. PROPOSALS 5.1 From a PKC perspective, the Annual Outcome Activity Return 2021-22 highlights examples of positive work being carried out by a range of PKC teams, often in partnership with other stakeholders and includes: • One-Stop Women’s Learning Service (OWLS), in collaboration with other services, offer women a safe space where they can access crucial services, improve their mental health and wellbeing, as well as address the reasons for their offending behaviour. This wraparound service builds the self-confidence and self-esteem of women enabling them to become more involved in their community. The co-production and joint delivery of services improves access opportunities to services for women. The whole system approach enables needs to be met at a the time when the person can accept the support. Page 158 of 250
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An example of the positive feedback received was: “Staff was flexible with my appointments which really helped me, they helped with practical and emotional support, couldn’t have done it without you.” Other examples of the support available via OWLS can be found in Appendix 1. • Evolve, the men’s project continues to work from the Neuk, a local mental health hub, which has provided opportunities to work collaboratively with local mental health services. For example, sharing access to counselling, volunteers, and introducing men to the 24-hour support that is available within the Neuk. The service continues to explore connections with other local third sector agencies such as Tayside Council on Alcohol and Andy’s Man Club to inform the work undertaken, and to provide a wide range of supports to service users. The service aims to not only address the causes of a man’s offending behaviour but promote positive life choices and identities through using group work and communal activities which are delivered in a trauma informed environment. During the reporting period, group work commenced (when COVID-19 restrictions allowed). Although COVID-19 restrictions resulted in a reduction in numbers, feedback from the group was positive, with the men finding the support of their peers invaluable. The service continues to work with men in a trauma informed manner, using a combination of intensive one to one work, and a focussed programme of group work which will include activities designed to increase positive life chances and pro-social decision making for males who offend, to help them find purpose, improve their wellbeing and rebuild relationships within their communities and families. • The Westbank Project is delivered from Westbank House where the Unpaid Work Team (UPW) are based. They have continued to engage with the public via Facebook, the Council website and newsletters. These communications have detailed the work undertaken by the team to support local communities, as well as providing engagement opportunities. The team received 273 requests for work to be carried out during 2021-22, a significant increase on 72 requests received during 2020-21. The total number of requests remained lower than the 355 received in 2019-20 (pre COVID-19). Examples of work undertaken (work as permitted under Scottish Government COVID-19 guidelines) includes clearance of parts of Regional Route 83, property repair/redecoration and maintenance work. An example of the positive feedback received from a member of the public was: “What can I say other than thank you!!!! What a job that’s been done by the team I can’t thank you enough for this. I visited properties today and Page 159 of 250
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was blown away by the difference that has been made. Please pass on my thanks top every single person that was involved.” The Westbank Hub continued to provide opportunities to a range of community groups, including courses to learn new skills thereby helping individuals to ready themselves for the job market. During the reporting period, three people took part in tele handling training, and four people undertook forklift truck training following a Community Payback Order (CPO), with one individual confirming they had gained employment. • Diversion from Prosecution Scheme, Criminal Justice Social Work (CJSW) has continued to offer a diversion scheme which is delivered on a one-to-one basis by a Criminal Justice Assistant (CJA). The support looks at behaviour which may put the person at risk of committing further offences and to offer practical support and advice. Where existing services are in place, contact will take place to ensure that the person is engaging and making best use of these resources. People participating in the Diversion scheme receive support to address unmet need/offending behaviour and are diverted from the justice journey. In 2021-22, CJSW undertook 69 Diversion assessments, and of those, 38 Diversion cases commenced. • Bail Supervision focusses on reducing re-offending and affording the person the opportunity to change their behaviour with appropriate support and address unmet need. There is also a positive impact for families, children and the individual as it provides an opportunity for family, social and economic relationships to continue in line with The Promise. An example of the positive feedback received was: “Bail Supervision provided me with support, in my housing, and helped me sort my life out.” The Bail Supervision Service within Perth and Kinross (PK) extended the eligible age criteria in January 2022 from between 16 to 26, to being everyone aged 16 and over. Extending the eligible age range provides wider service access and provides the Courts with an alternative to remand across the age range. Criminal Justice Assistants now support the Service in addition to the dedicated support from the Young People’s Service to meet the increased demand. The number of people receiving Bail Supervision has increased following the extension of the Service. Between April 2021 and April 2022, 33 requests were received from the Court (bail opposed), an increase of 5 from the previous reporting period. Bail Supervision was imposed in 16 of those cases (increase of 9 from the previous reporting period); 17 were granted bail without supervision and one person was remanded. Page 160 of 250
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At sentencing stage, 4 people were given a CPO, 2 were given Structured Deferred Sentence (Right Track) and 2 were given a custodial sentence. The remaining people were awaiting a court decision. • Right Track (Structured Deferred Sentence) This scheme run by CJSW works with individuals 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 remand is only used where necessary, and as Right Track is also part of the work at the Westbank Project, it allows the young person to work on their chaotic lifestyle and develop a more structured way of life prior to being sentenced at Court. Two examples of positive feedback received was: “I find it a place to voice things when they go wrong, and it is really good to be listened to.” “It has given me structure to my life.” The service had 14 young people participating in the programme during April 2021. During the reporting period, COVID-19 restrictions were still impacting/limiting local Court business. This number had increased to 25 young people by April 2022. The increase reflects Court business increasing, along with the Sentencing Young People’s Guidelines coming into effect in January 2022. The Right Track model operates within the values and beliefs underpinning the new sentencing guidelines. • Caledonian System is an integrated approach to addressing domestic abuse. It combines a court-ordered programme for men, aimed at changing their behaviour, with support services for women and children. Work was undertaken during the reporting period to improve resilience within the team. The completion of Domestic Violence Court Report requests was extended to those not Caledonian trained but trained in the use of the Spousal Assault Risk Assessment-Version 3 (SARA-v3). Domestic Violence Court Report requests increased from 52 in 2020-21, to 85 in 2021-22. Staff within the team not trained in SARA-v3 were put forward for training. Two members of staff were also identified to become SARA trainers with the intention of improving access to SARA training in the future, carried out in- house, in partnership with Dundee CJS. All suitable staff not trained in the Caledonian system were identified and put forward for screening assessment. Three members of staff successfully completed screening and await a placement on the fuller training packages (Introduction to Caledonian; Case Manager training) expected in 2022-23. • Prisoner Release work had commenced pre COVID-19 to improve co- ordination of prisoner release (better links between prison and housing – information sharing three months prior to release managing housing needs) and the COVID-19 Early Prisoner Release Scheme. Fortnightly Page 161 of 250
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multi-agency meetings commenced in August 2021 and continue to run fortnightly. The meetings are attended by CJSW, Safer Communities Team (SCT), PKC Housing Team and the Integrated – Drug Alcohol and Recovery Team (IDART), all working together to manage risks, provide support and to address any accommodation issues. The meeting frequency was set to allow agencies time to react to any prisoners who received short sentences or were released early. The model and frequency of meetings has been effective, and this model of working has been adopted to support a new pilot, Custody Arrest Referral Service (CARS) which was launched in July 2022. Proactive engagement and planning improve opportunities to address issues, ie, housing issues in advance of release from prison, enhancing the support available to prisoners on release. Work undertaken for the COVID-19 Early Prisoner Release Scheme has been built upon and proactive planning for release has become embedded. Proactive planning takes place, including identification of suitable housing and the provision of release packs to people being released from custodial sentence to the PK area (including information for accessing services such as NHS GP services and benefits help etc). From the launch of the meetings in August 2021 through to the end of March 2022, 57 people were discussed/supported via the Prisoner Release meetings. Table 1 below shows that 100% of PK residents were offered accommodation on release between April 2021 to the end March 2022: Table 1 No. people Accommodation Type 52 (49%) Secure Tenancy (Council property/Registered Social Landlord/Private Rent/Owner Occupier) 29 (27%) Temporary Accommodation (Greyfriars/Skinnergate/St Catherine’s Square) with application in progress for secure tenancy 26 (24%) Other (Sofa surfing/family/partner/moved to other area/rehabilitation facility) 6. FURTHER CONSIDERATIONS Conclusion 6.1 The PKCJ&SP Annual Outcome Activity Return 2021-22 illustrates the positive work being undertaken by both statutory partners and third sector organisations. Partners and third sector organisations are committed to the shared aim, echoed in the CJOIP, to work in partnership to reduce reoffending and support those who have committed offences. It is the intention of the Page 162 of 250
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Partnership to build on this progress, thereby ensuring the communities in Perth and Kinross remain safe places to live. 6.2 It is recommended that the Committee: • Notes the approach being undertaken by PKC teams in respect of the Perth and Kinross Community Justice Partnership, and the content of the 2021-22 Perth and Kinross Community Justice and Safety Partnership Annual Outcome Activity Return submitted to Community Justice Scotland. Authors Name Designation Contact Details Eleanor Lindsay Derek Mortimer Community Justice Partnership Co-ordinator Acting Service Manager, Criminal Justice Social Work Service ECSCommittee@pkc.gov.uk 01738 475000 Approved Name Designation Date Sheena Devlin Executive Director (Education and Children’s Services) 22 December 2022 Page 163 of 250
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes/None Community Plan/Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial None Workforce None Asset Management (land, property, IST) None Assessments Equality Impact Assessment None Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance None Risk None Consultation Internal None External None Communication Communications Plan None 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This section sets out how the proposals relate to the delivery of the Perth and Kinross Community Plan/Single Outcome Agreement in terms of the following priorities: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. This report relates to Objective No. (v). Corporate Plan 1.2 This section sets out how the proposals relate to the achievement of the Council’s Corporate Plan Objectives: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. This report relates to Objective No. (v). Page 164 of 250
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1.3 The report also links to the Education & Children’s Services Vision, Values and Priorities in respect of the following key priority area: • Safe and Protected 2. Resource Implications Financial 2.1 This report contains no proposals which would have a financial impact on the Council. All relevant areas of work pertinent to CJSW will be taken forward within budget. Workforce 2.2 There are no workforce implications arising from this report. Asset Management (land, property, IT) 2.3 There are no asset management implications arising from this report. 3. Assessments Equality Impact Assessment 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. 3.1.1 The proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as not relevant for the purposes of EqIA. Strategic Environmental Assessment 3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. 3.2.1 The proposals have been considered under the Environmental Assessment (Scotland) Act 2005. However, no action is required as the Act does not apply to the matters presented in this report. This is because the Committee are requested to note the contents of the report only and the Committee are not being requested to approve, adopt or agree to an action or to set the framework for future decisions. Sustainability Page 165 of 250
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3.3 Under the provisions of the Local Government in Scotland Act 2003, the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • In the way best calculated to delivery of the Act’s emissions reduction targets. • In the way best calculated to deliver any statutory adaption programmes. • In a way that it considers most sustainable. 3.3.1 There are no issues in respect of sustainability from the proposals in this report. Legal and Governance 3.4 This report contains no proposals which would have a legal or governance impact on the Council. 3.5 N/A. Risk 3.6 There are no issues in respect of risk from the proposals in this report. 4. Consultation Internal 4.1 None. External 4.2 None. 5. Communication 5.1 There are no communication issues in respect of the proposals in this report. 2. BACKGROUND PAPERS 2.1 The following background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (and not containing confidential or exempt information) were relied on to a material extent in preparing the above report: The Community Justice (Scotland) Act 2016 3. APPENDICES 3.1 Appendix 1 - PKJC&SP Annual Outcome Activity Return 2021-22 Appendix 2 - Glossary of Terms Page 166 of 250
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Page 1 of 55 September 2022 CJ Scotland Ceartas Coimhearsnachd Alba CJ Outcome Activity Across Scotland Local Area Annual Return Template Guidance 2021-22 8 Page 167 of 250
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Page 2 of 55 1) CJ Partnership / Group Details Name of local authority area/s Perth and Kinross Name and contact detail of the partnership Chair Name: Bailie Chris Ahern Email: CAhern@pkc.gov.uk Telephone: 07767222496 Contact for queries about this report Name: Eleanor Lindsay Email: elindsay@pkc.gov.uk Telephone: 07786856960 2) Template Sign-off from CJ Partnership / Group Chair Date: 26 September 2022 Name: Page 168 of 250
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Page 3 of 55 3) Governance Arrangements Describe your current governance structure for CJ arrangements and include links to wider community planning. Page 169 of 250
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Page 4 of 55 4) Progress From 2020-21 Recommendations These recommendations were published at the end of the reporting year and concern 3rd sector engagement, futures planning, and compliance with the CJ (Scotland) Act 2016. Please detail what work partners have undertaken, or intend to undertake, in response to the following 2020-21 recommendations: Recommendation 1: Partnerships should build on work undertaken within the reporting period relating to third sector identification and engagement, and apply lessons learned to ensure they have established mechanisms to identify and engage with victim organisations as well. a) What local strengths or recent progress relates to recommendation 1? The Third Sector Forum within Perth and Kinross (PK) stopped meeting during 2021- 22 due to other priorities linked to COVID-19. Perth and Kinross Association of Voluntary Service (PKAVS) and the Community Justice (CJ) Partnership Co- ordinator hosted an online Third Sector Forum session (March 2022): • It was acknowledged that the Third Sector Forum had not met for a significant period, however, there was agreed appetite from those in attendance to re- establish Third Sector Forum and expand the membership. • It was agreed that a review of Third Sector Forum Membership was required and a scoping exercise to identify local Third Sector organisations (including victim organisations) CJ focussed and those on the periphery). To achieve this, there was agreement that this required further clarity. For example, – “What is CJ” to assist organisations to understand the relevance of participating in the forum. • The purpose and remit of the Third Sector Forum was agreed – opportunity for third sector partners to come together/ relationship building, share experience/ share learning, support partners to meet shared objectives, offer opportunities for collaboration, provide an opportunity for collective thinking. • Agreed appetite for CJ and Safety Partnership co-ordinators to attend the forum and update on the national landscape. • It was recognised that the forum will provide opportunity for the Third Sector to have greater input into the CJ Scotland Annual Return. A further Third Sector Forum session was held June 2022 with wider Third Sector attendance. Terms of reference and format / frequency of meetings agreed. Development session agreed (held September), three questions explored: 1. What do people on the Justice Journey need from the Third Sector? 2. What does the Third Sector in P&K deliver currently? 3. What are the gaps? The work to re-establish the Third Sector forum has been welcomed by Third Sector Partners. One organisation commented “the planned approach will definitely help to move things forward with regards to third sector and statutory as a whole”. Page 170 of 250
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Page 5 of 55 4) Progress From 2020-21 Recommendations Recommendation 3: Partnerships should undertake (or evidence the work already undertaken) to understand the future need and demand on their services: in particular, but not constrained to, recovery from the pandemic. b) What gaps or emerging changes in need and demand for services have been identified? c) How has this been identified? The Partnership hosted two online events during January and February 2022 whereby attendees explored the future need and demand on services. • Session One - What’s on the horizon for Justice and Safety; Self-identification of Partnership Strengths; Self-identification of Gaps; Priorities and Demands. • Session Two – The approach – how the Partnership will meet the above. Following session one, the Partnership were asked to rate the priorities. The CJ, and the Community Safety Co-ordinator used the information to identify the Action Delivery Priorities for 2022-23. The three priorities identified were: Substance Use; Violence Against Women; and Reducing Reoffending. An Action Delivery Plan for 2022-23 was drafted and approved by the Partnership in April 2022. The Action Delivery Plan is available to the public on the CJ and Safety Partnership website . A similar illustration will be created following the Third Sector Forum discussion held in August 2022. A final, lived experience, discussion/illustration is being considered. Page 171 of 250
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Page 6 of 55 4) Progress From 2020-21 Recommendations d) How will partners respond? e) What has restricted progress in this recommendation? The management of multiple completing priorities has slowed progress in this area. Some examples include responding to numerous consultations (Bail and Release, National Care Service, National Strategy for CJ x 2) and attending meetings linked to the new National Strategy for CJ and Outcome Performance Improvement Framework (OPIF). COVID-19 recovery also hampered progress, an additional layer of complexity to working collaboratively. Service provision was more limited during the reporting period due to COVID-19 mitigations and delivery of frontline service was prioritised, albeit at a reduced level. Recommendation 4: Partners should note their collective statutory responsibilities under the Act to ensure that: • all partners are aware of the statutory obligations, and that clarity and agreement is sought over partner expectations and contribution to ensuring these are met • all national partners understand and comply with their individual responsibilities to supporting partnerships achieve their aims (section 35) Page 172 of 250
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Page 7 of 55 4) Progress From 2020-21 Recommendations f) What work has been undertaken or planned to make improvements against recommendation 4? Terms of Reference (ToR) reviewed/amalgamated (CJ and Community Safety) following the mergers of the two Partnerships. g) What did this achieve? The development of the amalgamated ToR provided the Partnership with a shared sense of purpose and shared understanding of the governance structure. h) In what ways did local partnership compliance to the CJ (Scotland) Act 2016 change during 2020/21? CJ Outcome Improvement Plan (CJOIP) - PK CJ Partnership launched a CJOIP in 2017, a three-year plan outlining Partnership priorities aligned to the National Strategy for CJ and the associated OPIF. The CJOIP was due to be renewed in 2020, however, extend for one year to allow focus to be given to the COVID-19 response. It was the Partnership’s intention to launch a new CJOIP in 2022. With continuing COVID-19 demands, and a new National Strategy for CJ due to be launched in 2022, the launch of the new CJOIP was postponed to 2023. Meantime, the Partnership published an Action Delivery Plan, outlining priorities for 2022-23 and holding statement, both of which are available on the Partnership webpage. Participation Statement - The Partnership’s current Participation Statement , available on the Partnership webpage, was developed in relation to the 2017 CJOIP. New CJOIP (2023) planning • Planning in progress for new CJOIP – creation of infographics has been an important starting point • Strategic Needs and Strengths Assessments (SNSA) planned for Diversion from Prosecution, Bail Supervision, Prisoner Release and Arrest Referral. • The new CJOIP will be informed by the above-mentioned infographics, SNSAs, the National Strategy for CJ new OPIF and stakeholder engagement. Outcome Activity Annual Return - PK Outcome Activity Annual Returns from 2017 to 2021, available on the CJ section of the Partnership’s webpage, outline progress toward national and local outcomes. Duty of cooperation - Section 4d (above) highlights the PK CJ&SP approach, duty of co-operation is integral to this approach. During the reporting period the CJ Partnership and the Community Safety Partnership merged improving the sharing of information and reducing duplication for partners. Membership was reviewed during the reporting period and extended to include a wider representation. The work undertaken has enhanced collaboration, reduced duplication and better prioritises resources. Page 173 of 250
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Page 8 of 55 5) Covid-19 Pandemic Impact The pandemic continued in 2021-22. This section should be used to reflect some of the a) challenges/negative implications and b) opportunities/positive implications from the Covid-19 pandemic on the CJ partnership. This can include impact on the improvement activity, partner collaboration, delivery of services. Challenges / Negatives Positives / Opportunities • Ongoing COVID-19 restrictions continued to present challenges. Routine testing, short notice staff absence and suspension of non-essential face to face work (end 2021/ start 2022) resulted in a stop start of activities, beyond the delivery of frontline services, across the Partnership. • Groups that had previously been suspended were able to restart but numbers were restricted. • Ongoing impact of COVID-19 on prison visits and on families. I.e., it was difficult for Cross Reach staff to maintain contact with families ordinarily seen on a regular basis. Families Outside identified that families were having difficulty/concerns regarding the following during the reporting period: finding information; lack of clarity regarding potential criteria for early release and the support for families; concerns about suspension of home leave, parole processes, and delay in social work reports. • Reduced capacity of support services continued to impact waiting times for services generally, for example impacting on response to Domestic Abuse. • Lack of an integrated pathway for people accessing services and lack of treatment/intervention choice e.g., Opiate Substitution Therapy (OST), detox, rehab, psychological support, mental health interventions. • Prisoner release – continuation of regular meetings. • Technology enabling work to continue and improving opportunities to attend training and meet (e.g., Cross Reach children’s worker provided on-line play sessions). • Families Outside and Tayside Council on Alcohol (TCA), two of many organisations/ teams who adopted a blended delivery approach in recognition that virtual communication methods can enhance engagement opportunities for some. • COVID-19 restrictions made working collaboratively essential. Collaborative working relationships formed during lockdowns have been sustained. One example, Hillcrest Futures worked with Integrated Drug and Alcohol Recovery Team (IDART) to deliver prescriptions to those who were isolating within PK. This support has continued, Hillcrest Futures continue to support with OST delivery two days a week. Another example of relationships translating into enhanced service delivery is Hillcrest Futures and CATH weekly drop-in. • “OD not Me” harm reduction campaign and distribution of naloxone during assertive outreach – during and post COVID-19 restrictions. • Success of assertive outreach in helping to maintain contact with vulnerable people during covid lockdown. Page 174 of 250
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Page 9 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. NATIONAL OUTCOME ONE Communities improve their understanding and participation in CJ With regard to the following indicators: ➢ Activities carried out to engage with ‘communities’ as well as other relevant constituencies ➢ Consultation with communities as part of CJ planning and service provision ➢ Participation in CJ, such as co-production and joint delivery ➢ Level of community awareness of / satisfaction with work undertaken as part of a CPO ➢ Evidence from questions to be used in local surveys / citizens’ panels and so on ➢ Perceptions of the local crime data New activities: What new activities in 2021-22 were driven / undertaken collectively by the CJ partners/hip in relation to outcome one? What was the impact of these activities? • The Partnership hosted two online events (operational discussions) during January and February 2022, whereby attendees explored the future need and demand on services. More detail provided in the recommendations section above (4c). These events were a new approach taken by the Partnership. The was representation from statutory partners and PKAVS (representing the Third Sector). • Criminal Justice Social Work (CJSW) Survey – Justice Journey and Substance Misuse. Snapshot survey/audit competed by • Feedback to date has been positive with people commenting that the infographic provides a user friendly visual of the complex CJ and Safety landscape. The two- page document also lends itself to remaining relevant and accessible, in a way a lengthy document might not. Partner organisations are displaying posters of both graphics and they are available also as a Microsoft Teams background. • Data capture used to inform engagement with Alcohol and Drug Partnership (ADP) and IDART. Outcome – the Page 175 of 250
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Page 10 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. CJSW staff to collate prevalence of substance (alcohol and drug) use among client group. • Preparatory work to restart the Third Sector Forum and plans to hold Third Sector Forum Development session (August 2022) outlined in 4 (a) above. • Cross Reach started working in partnership with NHS Tayside Hospital Shop who are providing information on well-being & mental health for families supported by Crossreach. Work is underway to have QR codes available to make self-help and self-referral information easily accessible. Cross Reach will be hosting an Intern from Dundee University who will look at the effects of trauma & engagement (work commencing September 2022). services worked collaboratively to draw up plans for a Specified Person pilot with the intention of improving the quality of service for people on the justice journey. • Appetite amongst Third Sector to participate in Third Sector Forum established. • Unable to comment on impact due to work being in early stages. • Permission will be requested to share the completed dissertation with the PK CJ Co-ordinator. What ongoing activities took place in relation to outcome one? What was the impact of these activities? The changed approach of Community Safety Partners (outlined in previous Annual Returns) within PK continued during 2021-22, a focus on ‘protecting those most vulnerable in society from those most likely to harm them’ and an emphasis on risk management, inclusion, reducing inequality, engagement and most importantly, prevention. Emerging trends are identified and tracked via a fortnightly multi-agency Anti-Social Behaviour meeting and ownership of issues may be passed to Short Life Working Groups led by the relevant partner. These groups develop multi agency action plans which share skills and resources to tackle issues as early as possible to improve efficiency and effectiveness of response and promote public confidence and trust. Page 176 of 250
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Page 11 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Within PK, Police Scotland and Community Wardens continue to work together to actively engage with local elected members and Community Groups to help communities understand the realities of crime. This work was complimented by the work of the Safer Communities Team (SCT) which includes Police Officers from the Partnerships Interventions and Preventions (PIP) team who are a key part of the multi-agency problem solving approach in PK. Issues and concerns are raised at the Police Tasking Meeting held each morning and these are allocated to the Police Hub for action. These include: • High and medium risk repeat missing people • Vulnerable people • Dangerous people • Trends in anti-social behaviour and crime • Environmental issues • Updates on current complex cases • Non-fatal overdoses PKC’s Unpaid Work Team (UWT) continue to utilise several media channels to publicise the work of the team and encourage local communities to engage with them and to share positive feedback. This engagement activity includes: • News from Westbank – This e-newsletter was issued six times during 2021-22, a reduced frequency due to other work priorities. The newsletter provides updates on all four projects that form part of the Westbank Hub: Community The fortnightly tasking meetings were replaced during the reporting period with two monthly locality-based tasking groups (each locality group meets two monthly) chaired by the SCT. These groups are split to cover Blairgowrie & East Perthshire; Highland Perthshire; South Perthshire & Kinross- shire; Letham, Tulloch & Fairfield and Perth City and Scone. Agencies represented include SCT, Housing providers, Police Scotland, Child Protection SW, I-DART, Waste Management and Community Wardens. Each group meet to discuss issues and ensure good joint working practices. As a result of the various communication streams outlined above, PKC’s UWT received 273 requests for work to be carried out during 2021-22, a significant increase on 72 requests received during 2020-21. The total number of requests remained lower than the 355 received 2019-20. This is entirely attributable to COVID restrictions. Page 177 of 250
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Page 12 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Payback; Westbank Project; Perth Community Farm and Community Greenspace. • The Westbank Project Facebook page – The page contains short news stories and photographs of pieces of work undertaken by the teams based at the Hub. • Unpaid Work Website page - As part of the PKC website, the UWT’s page includes a function that allows members of the community to submit requests for pieces of work to be undertaken by the UWT. One of the key aims of the Unpaid Work Team is to help individuals to learn new skills so that they have improved opportunities for employment in the future whilst undertaking work that benefits communities. Some specific examples for the projects undertaken include: • The UWT cleared parts of the Regional Route 83 (between Dunkeld to Ballinluig) which had become overgrown or narrow due to encroaching grass and consequently was becoming unusable. The Route is now fully open and is a lovely area to explore. • The UWT supported the repair and re-decoration of a flat. The flat was transformed - with fresh coats of paint and a new colour scheme. The work enabled a young family member to return home from Foster Care. • The UWT undertook maintenance work in the grounds of Tenandry Kirk (near Pitlochry). Gates and railings were re-painted, and the various outdoor benches required some refurbishment works. The refurbishment work was welcomed by both locals and walkers. The UWT spent a considerable amount of time in the Westbank Joinery over the winter months, building four picnic tables and three large planters to gift to Blair Atholl Primary School. People giving back via CPOs have the opportunity to learn new skills. The work completed will provide additional multi-purpose outdoor seating for the pupils at Blair Atholl Primary School and also further pupils interest in horticulture. Some examples of the positive feedback received include: • “The Housing and Social Wellbeing Committee thanked the above for all their hard work and urged Page 178 of 250
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Page 13 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. An example of joint delivery includes partnership working between One-Stop Women’s Learning Service (OWLS) and other services including Independent Advocacy Service, Barnardo’s, Rape and Sexual Abuse Centre (RASAC) and TCA. The services work collaboratively together: OWLS continue to extend invitations to their team meetings where they share their knowledge of services and resources and have offered space and time in the OWLS facility to support individuals, whilst promoting safe and healthy practice. Additionally, OWLS and TCA continue to jointly manage a member of staff who is employed through TCA but based full time in OWLS (TCA OWLS Mentor engages and supports women every member to get in touch for help” (Housing and Wellbeing Committee) • “I just wanted to say thank you so much for arranging for the woodchip to be delivered. The team were brilliant, they sorted out one of our planters and filled the raised areas with plenty woodchip and they did it all with barrows and spades! They couldn’t have been more helpful. We really appreciate it so thank you” (Letham Early Childhood Centre) • “What can I say other than thank you!!!! What a job that’s been done by the team I can’t thank you enough for this. I visited properties today and was blown away by the difference that has been made. Please pass on my thanks top every single person that was involved” (Member of the public). The co-production and joint delivery of services improves access opportunities to services for women. The whole system approach enables needs to be met at a the time the person is able to accept the support. • “Staff was flexible with my appointments which really helped me, they helped with practical and emotional support, couldn’t have done it without you”. Page 179 of 250
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Page 14 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. coming through the OWLS service). TCA counsellors also offer sessions to women within OWLS premises wishing to access the service. OWLS participate in a range of community engagement activities. One example is annual MacMillan Coffee morning. Due to ongoing COVID-19 restrictions OWLS hosted a cake stall outside St Martin’s House, OWLS staff and colleagues contributed their time and donated ingredients to bake various delicious goodies to be sold including cheesecakes, truffles, caramel shortbread and tablet. OWLS worked in collaboration with environmental services/Unpaid Work Team, who assisted in setting up the stall. The ‘Evolve’ men’s project continues to work from the Neuk, a local mental health hub, which has provided opportunities to work collaboratively with local mental health services. For example, sharing access to counselling volunteers, and introducing men to the 24-hour support that is available within the Neuk. The service continues to explore connections with other local third sector agencies, such as TCA, and Andy’s Man Club, to inform the work undertaken, and to provide a wide range of supports to service users. The service has been piloting the use of ‘Wellbeing Wheels’, an interactive tool which allows the person and the worker to visually see progress over time. The wheels are used as a therapeutic tool Staff and members of the public were very generous with their purchases and donations. Women helped with preparation and the stall, empowering women to give time to a good cause. During the reporting period, group work restarted (when COVID-19 restrictions allowed). Although COVID -19 restrictions resulted in a reduction in numbers, feedback from the group was positive, with the men finding the support of their peers invaluable. The service continues to work with men in a trauma informed manner, using a combination of intensive one to one work, and a focussed programme of group work which will include activities designed to increase positive life chances and pro-social decision making for males who offend, to help them find purpose, improve their wellbeing and rebuild relationships within their communities and families. Impact of the wheels is not yet known as they are in early stages of testing. Page 180 of 250
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Page 15 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. to explore areas of strength and areas for growth, both targeting known criminogenic needs, and areas of concern identified by and unique to the service user. They are then used throughout the review process to measure progress, in a visual way which is immediately understandable, promotes hope and encourages a focus on finding solutions. Existing partnerships, such as those targeting the engagement and delivery of support to young people transitioning to adult services have been positive in streamlining the multi-agency role, enhancing the multi-agency approach. Other multiagency partnership examples include: • Pupil Engagement officer in Perth Grammar • SCYD Blairgowrie • Alyth Youth Partnership • SDS - targeted service offer to young people transitioning from school to post school supporting with developing their Career management skills have been invaluable and led to plans such as co-facilitation with RASAC, Summer programmes for Peer Education, Drumhar connections within the Hillcrest Futures Harm Reduction service etc. Hillcrest Futures, like many supports within PK, continue to work to break down barriers to accessing support and they have done this using blended model of support during 2021-22. Social media remains an added layer of resource and supports accessibility to Increased engagement and targeted delivery to young people transitioning from young peoples to adult services. This partnership has also to opportunities such as co-facilitating a Perth City wide education programme with Perth and Kinross Council Youth Engagement Team. This blended model improves accessibility and flexibility services engage. For examples, accessing supports virtually makes services more accessible for those who find it difficult to leave their home. Page 181 of 250
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Page 16 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. both local services and people requiring support. Having a variety of platforms alleviate some of the access barriers, particularly useful large geographic area like PK. The activity outlined above may go some way to influencing local perceptions of crime. Unfortunately, statistical data was not available for the reporting period. Most recent data 2019 (77% of PK residents surveyed perceived crime to be about the same or a little or a lot less, compared with the Scottish national average of 75.5% (Scottish Crime and Justice Survey Perceptions of Local Crime (Scottish Surveys Core Questions)). 2020-21 data was not available at the time of writing. NATIONAL OUTCOME TWO Partners plan and deliver services in a more strategic and collaborative way Where applicable have regard to the following indicators. ➢ Services are planned for and delivered in a strategic and collaborative way ➢ Partners have leveraged resources for CJ ➢ Development of CJ workforce to work effectively across organisational/professional /geographical boundaries Partners illustrate effective engagement and collaborative partnership working with the authorities responsible for the delivery of MAPPA What new activities in 2021-22 were driven / undertaken collectively by the CJ partners/hip in relation to outcome two? What was the impact of these activities? CJ and Safety Partnership Merger - During the reporting period the CJ Partnership and the Community Safety Partnership merged improving the sharing of information and reducing duplication for partners. Partnership membership was reviewed during the The merger of the Partnerships has improved time management and resulted in less duplication, especially through discussion of interlinked issues. Page 182 of 250
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Page 17 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. reporting period and extended to include a wider pool of attendance. For example, partnership membership was extended to the ADP co-ordinator. Arrest Referral - Preparatory work took place during 2021-22 for the launch of a two-year Arrest Referral pilot via Positive Steps (Charity). The purpose of the pilot is to connect people with support at the earliest opportunity. The preparatory work was undertaken by the CJ&SP, and the ADP. PK joined the existing Dundee City Arrest Referral pilot alongside Angus Council (leveraged resources across Tayside) with Police Scotland also contributing to the pilot. The CJ&SP and ADP hosted a one-day induction for Positive Steps Arrest Referral staff (May 2022) providing introductions to SCT, IDART and the Neuk in an effort to breakdown organisational barriers for the benefit of PK Residents. • Leadership within the partnership is good and has improved with the joining of the partnership. • Duplication of reporting and meetings has been reduced. • The partnership has wider influence through increased membership. • Understanding of shared resources available in CJ and CS has improved. The induction helped Positive Steps staff to gain an understanding of the working of the Partnership, services available and an opportunity to feel part/connected to the Partnership. “As the launch of the CARS (Arrest Referral) project was approaching we were invited to attend an Induction Day in Perth with the Criminal Justice team… along with meeting the different services available within Perth. This allowed a greater insight into the services we would be offering to individuals within the cells and for our own knowledge as to the different roles that everyone played within the Criminal Justice/Drug treatment teams. We feel that meeting everyone in person and seeing directly what part they played within the service broke down barriers between the service and allows for a better working practice” (Positive Steps). CARS (Arrest Referral) launched on 1 July 2022. Impact evidence for the reporting period is not available. Page 183 of 250
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Page 18 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Complex Needs Co-ordinator Pilot - Preparatory work took place during 2021-22 for the creation of a Complex Needs Co-ordinator post (pilot) based on long standing concern about a small but significant number of men and women in PK who have complex needs and have a high risk of: Homelessness, Drug Deaths, Offending, Imprisonment, Exploitation by Serious Organised Crime Groups, Domestic Abuse, Poor Mental Health, Self-harm, and suicide. In recent years a number of drivers have emerged: Hard Edges Scotland; Drug Death Emergency; NHS Tayside Mental Health Report; Drug and Alcohol Report about Tayside. The Complex Needs Co-ordinator pilot is a collaborative pilot CJ&SP and ADP. Specified Person Pilot - Preparatory work took place in 2021-22 leading to recommendation of Specified Person pilot. Tackling drug deaths and reducing non-fatal overdose are key local and national priorities, along with providing rapid access to support and treatment. An evaluation of Drug and Alcohol Treatment Requirements was undertaken by the CJSW following a meeting with the PK Sheriffs and identification of a disconnect between Sheriff’s expectations and the delivery of Drug and Alcohol Treatment Requirements locally. The evaluation highlighted room for improvement in the delivery of Drug and Alcohol Treatment Requirements within PK. The Specified Person (as outlined in legislation and guidance) is absent from existing internal processes, and it was identified that the role could not be fulfilled by the CJSW without providing a large amount of training, and without significant resource difficulties. Interviews for the post were held July 2022 with the successful candidate starting in September 2022. Impact evidence for the reporting period is not available. The Specified Person pilot is still in the planning stage. Evidence of impact, for the reporting period, is not available. Funding of the posts was delayed due to changes in Scottish Government funding to ADPs. The pilot of the posts is considered necessary by both CJ&SP and ADP. This will be another example of leveraged ADP and Criminal Justice resources. Page 184 of 250
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Page 19 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. The evaluation findings were shared with the ADP and through discussion the following pilot was recommended: • Employment of three Specified Persons (workers) for the duration of the pilot (two years). • The Specified Persons will lead the engagement with regards to substance misuse issues, and any social issues which interconnect. CJSW involvement will vary, working in the background when substance misuse is the sole issue, but undertaking specified offence focused work where required. • Development of an outcome measurement tool required and will be developed (CJSW and I-DART). Preparatory work to relaunch Third Sector Forum - See Recommendations section 4(a) for more details. The relaunch of the Forum did not take place until March 2022. Impact evidence for the reporting period is not available. However, early feedback has been promising with some partners commenting on feeling more connected to the Partnership. What ongoing activities took place in relation to outcome two? What was the impact of these activities? An example of services being planned for and delivered in a strategic and collaborative way is highlighted in the involvement and involvement of the Scottish Fire and Rescue Service (SFRS) in the CJ&SP. Senior management within SFRS are active partners of the CJ&SP. • Safer Communities Wardens based at Perth Community Fire Station (co-location). • Commitment from SFRS to support Multi Agency Risk Assessment Conference (MARAC) meetings in PK. Whilst Close working links promote the sharing of information and partnership working across PK and supports the provision of a responsive service to the PK public The SFRS example is one of many that could be provided highlighting the active partnership planning and delivery. Other similar examples include: Page 185 of 250
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Page 20 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. SFRS do not physically attend MARAC meetings, the service feed into the monthly meetings, interventions with persons noted are passed on as per the toolkit process. In addition to supporting MARAC, SFRS also work closely with Perthshire Women’s Aid, Barnardo's, and support gender- based violence activity within PK. • Collaborative working SFRS and Criminal Justice Service for Joint Home Safety Visits for vulnerable users. • Collaborative work with SCT and SFRS regarding youth engagement with schools and groups for non-engaging youths. • SFRS participate in Inter-Agency Referral Discussions and Case Conferences as appropriate. • SFRS participate in the weekly Protecting People Group. Examples of partnership working /workforce development which cut across a variety of boundaries are: 1. CJSW, Housing Service and Police Scotland continue to work proactively together sharing professional expertise. 2. PKC’s Housing Service continue to work closely with SCT to rehouse, where appropriate, the perpetrator of domestic abuse. The Housing Service also continues to work with other agencies through the Violence Against Women Partnership (VAWP) and participates in weekly meetings to discuss cases and take joint actions as required. 3. Continued close working links between SCT, Police Scotland and the UWT, again sharing expertise and learning from other professional disciplines. This supports good working relationships where partners actively support each other. An • The co-location of CJSW, SCT and Police Scotland at St Martin’s House enhancing the delivery of services to the PK public. • Multi agency attendance and engagement – Prisoner Release meetings, enhancing the delivery of services to the PK residents leaving prison. This partnership approach and shared partnership vision supports successful rehabilitation through the provision of settled accommodation and support, reducing the risk of reoffending and helps create safe and sustainable communities. “Following a playpark and wooded area patrol I spoke with the Westbank Community Payback team. The team cleaned up, and opened up, the wooded area that the Page 186 of 250
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Page 21 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. example of this, during the 2021-22 reporting period, is the response to concerns/reports regarding a wooded area being utilised by youths, litter building and the area looking unattractive. The UWT were contacted and undertook clean up activity. Within Tayside, CJSW, Police, Scottish Prison Service (SPS) and Health (NHS Tayside), continued to work collaboratively to prevent people becoming victims of serious harm. Making Tayside communities safer is the highest priority of the collaborative, and work undertaken through Multi Agency Public Protection Arrangements (MAPPA) is of critical importance to achieving this. Although the most recent Tayside MAPPA Annual Report Annual Report covers the period 2020-21 and the disruption linked to COVID-19 lockdowns the Tayside MAPPA group were able to make continued progress through engagement and collaboration by the group. The 2020-21 MAPPA Annual Report was presented to the CJ&SP by the Criminal Justice Service Manager on publication. youths were using, removing two bags of rubbish, some drug paraphernalia, cracking job” (Community Warden) The collaborative working arrangement allowed the following achievements despite the disruption: • The Strategic Oversight Group (SOG) met 6-weekly to ensure agencies were coping and that there are no gaps in the MAPPA arrangements. This was strengthened by the Risk Register produced at the start of the pandemic and presented the Chief Officers Groups in each of the three local authorities. The risk register was reviewed at each SOG and the probability, impact and risk ratings are scrutinised. • Implement the Strategic Plan including outstanding actions identified from Significant Case Reviews. The development of a Case Review group chaired by the SOG chair ensured that all actions from Significant Case Reviews are examined and evidenced in practice. This group examined both Person X and Prisoner Z action plans and worked to ensure that all actions were completed and to become standard practice in each agency. • The MAPPA Management Group gained oversight of the training plan and all future training. Delivery of training was difficult during 2020-21, however the Page 187 of 250
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Page 22 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. agencies took comfort in the existing personnel within the areas of MAPPA all being trained in the accredited risk assessment tools. • Planning for the development of a communication plan took place. The work will commence 2021-22. • The Self Evaluation and Audit Working Group was established to implement a self-evaluation regime for the examination of inter-agency working to encourage and develop self-evaluation which assesses impact and outcomes in line with the MAPPA Quality Indicators. The Group also developed a Tayside MAPPA Performance Report to provide management information and statistics on MAPPA and the wider work to both the MAPPA SOG and MAPPA Operational Group (MOG). NATIONAL OUTCOME THREE People have better access to the services that they require, including welfare, health and wellbeing, housing and employability Where applicable have regard to the following indicators. ➢ Partners have identified and are overcoming structural barriers for people accessing services ➢ Existence of joint-working arrangements such as processes / protocols to ensure access to services to address underlying needs ➢ Initiatives to facilitate access to services ➢ Speed of access to mental health services ➢ % of people released from a custodial sentence: a) registered with a GP b) have suitable accommodation c) have had a benefits eligibility check Page 188 of 250
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Page 23 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. ➢ Targeted interventions have been tailored for and with an individual and had a successful impact on their risk of further offending What new activities in 2021-22 were driven collectively by the CJ partnership in relation to outcome three? What was the impact of these activities? Arrest Referral – see text provided under outcome 2. Services Available for Prisoners on Release (Voluntary Throughcare) multi agency working group (Scottish Prison Service, ADP, SCT, Skills Development Scotland, Families Outside, New Routes, Justice Healthcare and Mental Health). The working group is taking a whole system approach to prisoner release (working group launch February 2022). Action delivery plan developed. Priorities – improve co-ordination and support prisoners on release; embed SHORE standards; improve employment opportunities/positive destinations, seamless access to substance services; provision of wrap around support; support available to families; information available to prisoners (prisoner release packs); access to mental health services. Complex Needs Co-ordinator – see text provided under outcome 2. The complex needs co-ordinator will utilise trend information from both Arrest Referral and Prisoner Release to direct activity to facilitate timeous access to services. Specified Person – see text provided under national outcome 2. All the activities described in this section are either in their infancy or still to be launched, it is therefore not possible to comment on the impact of the activities. What ongoing activities took place in relation to outcome three? What was the impact of these activities? Page 189 of 250
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Page 24 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. The following examples highlight partners work in lessening the structural barriers for people accessing services. The following provides an example of the integrated support offered to women via OWLS, making services more accessible: • Tayside Council on Alcohol (TCA) Mentor TCA continue to be commissioned to provide a Mentor within OWLS who delivers a peer mentor programme and community- based activities. TCA, employ a variety of approaches to enable mentees to access services and support women to integrate back into the community. This can be supporting women to leave the house, engage in health & wellbeing activities through walking, actively looking for voluntary work or employment. These include: o Acting as advocates allowing individuals to access services. o Support to move home/settle into new home/community. o Support into the workplace. o Using cars to remove distance as a barrier. o Accompanying individuals to meetings. o Making phone calls on behalf of people to reduce anxiety. o Undertaking research on behalf of people to inform about services. o Acting as a “buffer” between the person and services e.g., accompanying a person who was considered violent to a Job Centre appointment. o Providing references for UCAS applications to allow women to access higher education. • Independent Advocacy This example demonstrates that specialist services enhance women and children’s rights, enabling services to better support people to achieve better outcomes. “When I look at myself, I can see that I am a million miles away from the once struggling, chaotic woman I was when I first walked through those doors at OWLS…. I want to thank you for always being there for me, believing in me, continuing to support me and never giving up on me no matter what. I appreciate that my journey has not been easy for any of us but with your help you got me there and I hope you will see the difference you have made. You are both such wonderful women and what you do for women like me is truly amazing. I will never be able to thank you enough”. Page 190 of 250
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Page 25 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Independent Advocacy Service has provided invaluable support to the women and staff, both in terms of collaborative work and keeping staff up to date with new services. Working across UK boundaries to ensure the rights of women and children are kept as a priority and to ensure every child has their needs met. Examples of other services offering support onsite within OWLS: • I-DART continue to provide a clinic fortnightly. • Staff from the Blood Borne Virus (BBV) clinic continue to deliver staff training and offer women Naloxone training. • Women’s Aid have a space to meet women, as required, to provide a safe space for women to discuss safety plans and explore their options around relationships. • RASAC support OWLS staff (via training) to deliver more trauma informed work. Multi-Agency Referral Hub – the aim of the referral hub is to link individuals with the most appropriate service in a timely manner (first time around). The Referral Hub, attended by a range of agencies including IDART, Hillcrest Futures and TCA, meets daily (Monday to Friday) to triage referrals, consider individual needs, type of substance and expressed wishes (e.g., some individuals may request a specific type of support). Referrals are now received via telephone (including from the Access Team and GPs) via duty workers from the participating organisations. An example of the impact of this is a woman being supported to attend virtual courts, using IT equipment within OWLS. Impact – barriers to accessing services are reduced. The multi-agency referral hub continues to support joint working episodes among the agencies involved where one agency may lead, with another providing additional layers of support. The system enables referrals to be received and reviewed quickly, with those requiring support being placed with the most appropriate service at the outset. Waiting times remain an issue and a recognition that further improvement activity is required. Test for change in this area, part of MAT standard improvement activity, will take place during 2022-23. Page 191 of 250
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Page 26 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. See Non-Fatal Overdose update recorded under National Outcome 4 for more details re: initiatives to facilitate access to services. Cross Reach continue link in with Housing, Welfare Rights, and health & well-being services when working with families. Examples include NHS Child Smile to ensure registration with Dentists, Speech and Language Therapy and Welfare rights. When a concern is highlighted, Cross Reach raise a safeguarding referral for advice. Prisoner Release Meetings – Work had commenced pre COVID to improve co-ordination of prisoner release (better links between prison and housing – information sharing three months prior to release managing housing needs) and the COVID early prisoner release programme. Fortnightly multi-agency meetings commenced in August 2021 and continue to run fortnightly. The meetings are attended by CJSW, SCT, Housing, IDART, working together to manage risks, provide support and to address any accommodation issues. The meeting frequency was set to allow agencies time to react to any prisoners who received short sentences or were released early. The meetings consider people who do not have a key worker: • Consider current involvement with agencies • Non-protective/protective factors • Lead agency to own, act and escalate the risk/concerns. • Tactical options to create an action plan inc. referrals for support or to escalate to other agencies. People are supported to connect with services to address unmet need. I.e., Cross Reach supported a child and grandmother to access art therapy. Proactive engagement and planning improves opportunities to address issues, i.e., housing issues in advance of release from prison, enhancing the support available to prisoners on release. Work undertaken for the COVID Early Release Programme has been built upon and proactive planning for release has become embedded. Proactive planning takes place including identification of suitable housing and provision of release packs to people being released from custodial sentence to the PK area (including information accessing services: GP, benefits etc). From the launch of the meetings (August 2021) to end March 2022 57 people were discussed/supported via the prisoner release meetings. 100% of PK residents were offered accommodation on release (April 2021 to end March 2022): No. people Accommodation Type Page 192 of 250
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Page 27 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. • Requirement to review. The lead agency can ask for any client to be reviewed at any time. The model and frequency of meetings has been effective, and this model of working has been adopted to support a new pilot, CARS Arrest Referral Service (service launch July 2022). In addition to the regular meetings, work also took place to develop a contact information pack providing information on key services including welfare rights, food bank, PKAVS and other services available to prevent relapse and sustain/develop housing situation. Feedback was requested from prison residents and a speech and language therapist, and an easy read pack was developed. Voluntary Throughcare provided by New Routes (nationally funded throughcare service) available to males and Shine to females. Referrals for the service are made via Scottish Prison Service while the person is in prison, via self-referral, or by mentors directly offering the service. Support is available to the person up to six months pre, and for six months, post release. All areas of the person’s life are considered, and the worker supports the person to meet their identified outcomes. 52 (49%) Secure Tenancy (Council property/Registered Social Landlord/Private Rent/Owner Occupier) 29 (27%) Temporary Accommodation (Greyfriars/ Skinnergate/ St Catherine’s Square) with application in progress for secure tenancy 26 (24%) Other (Sofa surfing/family/partner/moved to other area/ rehabilitation facility) No data available – % of people released from custodial sentence registered with a GP; had a benefits eligibility check. People are supported to integrate with the community, engage with relevant services, make progress towards achieving identified outcomes. Thirty-six people signed up for the New Routes service during the reporting period. Of those, twenty- four have now exited from the service, four are on a programme (in Prison, awaiting liberation date), seven are on a programme (in the community) and one person disengaged. During the same period, four females signed up for the Shine service. Of those, two have now exited from the service and two continue to receive support. It is recognised that improvement activity is required to increase the uptake of voluntary throughcare within PK, this Page 193 of 250
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Page 28 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Anchor House continue to offer a multi-agency community-based service that is specifically aimed at people experiencing Mental Health crisis. Some examples of the organisations/ services based at Anchor House include: The Neuk, The Lighthouse Project, Andy’s Man Club, Evolve, Women’s Wellbeing Club etc. The organisations delivering services at Anchor house have developed their services with the recommendations of the Independent Inquiry into Mental Health Services in Tayside (published 2020) in mind. The environment itself is a therapeutic space in the community where people can feel secure. Person centred assistance with their immediate mental health needs. The aim is to drive forward and develop solutions that take into account the wider social and economic factors which impact on the lives of communities and individuals. The service provision is focused on the individual needing support and is pragmatic at working at sustainable solutions. will be taken forward by the working group referenced under new activities outcome 3). Limited resources are pulled together to respond more effectively to identified need. People in crisis are supported, support is available 24-hours per day, seven days per week. People are supported to overcome the causes and consequences of mental health, social exclusion, homelessness, poverty, unemployment, health inequality and community disintegration. Police have been able to offer an alternative to police custody, where appropriate. NATIONAL OUTCOME FOUR Effective interventions are delivered to prevent and reduce the risk of further offending Where applicable have regard to the following indicators. ➢ Use of ‘other activities requirements’ in CPOs ➢ Effective risk management for public protection ➢ Quality of CPOs and DTTOs ➢ Reduced use of custodial sentences and remand: a) Balance between community sentences relative to short custodial sentences under one year Page 194 of 250
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Page 29 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. b) Proportion of people appearing from custody who are remanded ➢ The delivery of interventions targeted at problem drug and alcohol use [NHS Local Delivery Plan (LDP) Standard] ➢ Number of Police Recorded Warnings, police diversion, fiscal measures, fiscal diversion, supervised bail, community sentences (including CPOs , DTTOs and RLOs ) ➢ Number of short-term sentences under one year What new activities in 2021-22 were driven collectively by the CJ partnership in relation to outcome four? What was the impact of these activities? • See Specified Person pilot information, outlined under National Outcomes 2, for details re: plans to improve interventions targeted at problem drug and alcohol use What ongoing activities took place in relation to outcome four? What was the impact of these activities? Effectiveness of interventions and is considered against the backdrop of crime and criminal proceedings data. Scottish Government statistical data (Recorded Crime in Scotland 2020-2021 ) highlight a reduction in the crime rate (non-sexual crimes of violence; sexual crimes; crimes of dishonesty; fire- raising, vandalism etc; other crimes; coronavirus restrictions) in PK over the past 10 years. It has fallen from 5,965 crimes in 2009-10 to 4,868 in 2020-21, however, a small year on year rise noted between 2018-19 (4,039), 2019-20 (4,384) and 2020-21 (4,868). PK trend data largely reflect the national picture for the same period. Crime Data and criminal proceedings data will be incorporated into the Partnership’s Strategic Needs and Strengths Assessment (SNSA) and will inform the Partnership’s next CJ Outcome Improvement Plan enabling the Partnership to better tailor services for PK residents. Planning for SNSA activity took place during the reporting period with SNSA activity commenting during 2022-23. Page 195 of 250
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Page 30 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Scottish Government (SG) data (Criminal Proceedings within Scotland 2019-20: Postcodes) 2019-20 was utilised to examine number of Police Recorded Warnings, fiscal measures, supervised bail, community sentences (including CPOs, DTTOs and RLOs), and use of custodial sentences and remand. Data for the period 2020-22 was not available at the time of writing. Please note: As per SG, all statistics presented in the following tables are currently classed as ‘experimental’…. Liable to revision as the data sources and methods used to produce them are developed. Police Disposals 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 Police Warnings 213 223 289 215 * * Anti-Social Fixed Penalty Notice 292 202 158 72 * * Crown Office Procurator Fiscal Service (COPFS) Disposals 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 Fiscal measures 537 590 444 539 * * Fiscal Fines 329 393 219 245 * * Fiscal Compensation 13 27 9 14 * * Fiscal Fixed Penalties 142 127 147 207 * * Fiscal Combined Fines 52 42 69 73 * * The number of Police recorded warnings rose between 2016- 17 and 2018-19, however decreased (close to the 2016-17 level) in the 2019-20 reporting period. In contrast, a year-on- year decrease in Anti-Social Behaviour Fixed Penalty Notices is noted. The number of COPFS fiscal disposals fluctuated in recent years. The number of fiscal fines also fluctuated. Fiscal compensation disposals also fluctuated over the same period. In contrast, since 2016-17 increases are noted in both Fiscal Fixed Penalties and Fiscal Combined Fines with Compensation. Page 196 of 250
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Page 31 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Number of convictions 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 Number of convictions 1546 1465 1411 1542 * * Custodial sentences 279 278 280 273 * * Community Sentences 352 348 279 306 * * Financial Penalty 774 704 713 815 * * Other 141 135 139 148 * * Custodial sentences 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 Between 0 and 6 months 181 164 171 167 * * 6 months to 1 year 59 63 59 56 * * 1 and 2 years 18 30 32 25 * * *Scottish Government Data Not Available Concerning remands, Scottish Prison Service (SPS) Annual Population Data highlights an increase in the number of remands nationally. The number of males on remand has increased, year on year, rising from 1,282 in 2016-17 to 2,012 in 2021-22. The When considering the type of sentence imposed, the number of people receiving a custodial sentence was the only one to decline (small decline) during 2019-20 despite the overall rise in number of convictions. Impact of the increased use of alternatives to custody – lesser disruption to lives and routines (those who have committed offences and their family). Of those receiving a custodial sentence, the number of short- term sentences of between 0 and 6 months fluctuated between 2016-17 and 2019-20. The number of sentences of 6 months to 1 year decreased slightly between 2017-18 and 2019-20. The number of sentences of between 1 and 2 years increased between 2016-17 and 2018-19 but saw a decline in 2019-20. Impact for the individual – interruption to family connections/relationships, interruption to community connections impact on employment/study, loss of income for the household etc. Page 197 of 250
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Page 32 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. number of females on remand over the same period was relatively unchanged, 88 in 2016-17, 91 in 2020-22. PKC, Criminal Justice Social Work data 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 Diversion from Prosecution (commenced) Data not available 35 35 35 41 38 Community Payback Order 455 391 346 353 148 278* Fiscal Work Order Assessments 23 13 8 4 1 0 DTTO 3 5 3 2 1 6 *Subject to change (CPO statutory return 2021-22 in progress) Available Interventions PKC’s Criminal Justice Service offer a Diversion scheme based on the waiver model (whereby the Procurator Fiscal “waives” prosecution once the decision to divert is taken). The support provided to those offered diversion is always delivered on a one- to-one basis by an allocated Criminal Justice Assistant based within CJSW. On occasion where there are more complex needs or issues, a social worker may also work alongside. The nature of the support is to look at behaviour that may put the person at risk The number of diversion cases has been relatively static. The number of CPOs increased from the previous reporting period but remained lower than pre COVID-19 levels during the reporting period. DTTOs increased during the reporting period and Fiscal Work Orders reduced further to zero. Impact – People participating in Diversion receive support to address unmet need/offending behaviour and are diverted from the justice journey. In 2021-22, CJSW undertook 69 Diversion assessments and of those 38 Diversion cases commenced (three fewer than 2020-21). Page 198 of 250
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Page 33 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. of committing further offences and to offer practical support and advice, usually by signposting people to appropriate services. Also, where existing services are in place, liaison will take place to ensure that the person is engaging with such services. Any individual referred by the Procurator Fiscal may be eligible to participate in the diversion scheme. CJSW, in partnership with the Children and Young Person’s Service, offer Bail Supervision (commenced 2019). The overarching objective of Bail Supervision is to provide a credible alternative to remand for courts to use in appropriate cases. Bail Supervision aims to: • Provide support to people in the community, which minimises disruption to families, employment, and housing; and • Promote positive outcomes for people and their families (where appropriate), taking account of the needs and impact on others including victims, children, family, and community members, while supporting and monitoring compliance with bail conditions and the overall criminal court process • Focus on identifying and building upon the strengths, capacity, and resilience of the person (and their networks, where appropriate), with a focus on achieving positive outcomes during the Bail Supervision period. The intensive service sees the person work with their Bail Officer up to three times a week, including home visits where appropriate. The work carried out is specifically targeted to identified need and can involve a range of other service providers including, I-DART, Streets Ahead, Hillcrest Futures, Skills Development Scotland, 16+ Extending the eligible age range provides wider service access and provides the Court an alternative to remand across the age range. There is also a positive impact for families, children and the individual as it provides opportunity for family, social and economic relationships to continue in line with The Promise. “Bail Supervision provided me with support, in my housing, and helped me sort my life out”. “A” was making poor decisions through consuming alcohol which he had used for many years, and contributed to his offending, securing a place in Jericho House, provided him with accommodation, support to become abstinent, which resulted in him completing his Bail Supervision Order, receiving a fine and has not committed any further offence. “B” was assessed by another Local Authority, liaising with their Bail Officer, “B” was transferred into PKC as she moved areas and secured a tenancy in PKC geographical area. “B” received one formal warning letter for not turning up for one of her scheduled appointments. After the first warning, her Page 199 of 250
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Page 34 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. team, Rape and Sexual Abuse Centre (RASAC), PKAVS, Police Scotland, Venture Trust, Welfare Rights. The Bail Supervision service within PK extended the eligible age criteria in January 2022, from 16 to 26, to 16 and over. Criminal Justice Assistants now support the service in addition to the dedicated support from the Young People’s Service to meet the increased demand. The Bail Supervision Service compliments and dovetails with Structured Deferred Sentence (Right Track) which supports young people entering the justice system. Additionally, preparatory work also took place with Bail Supervision in the planning of Arrest Referral to ensure the services complimented each other and minimised duplication. compliance improved. “B” understood why her compliance and engagement was important, “Bs” case was heard, and the sheriff imposed a 12-month CPO which “B” has complied with to date with no further warnings being issued, she has settled well into the area, engaging with relevant services to continue to meet her needs. Young person “C” had a chaotic lifestyle and involvement in the care system and police for many years. “We only worked together for 4 months but in that time the young person gained full time employment, sorted out housing concerns (issues with neighbours) supported to move back with foster parents and stayed away from the court system enjoying a good relationship back home. The young person keeps in touch to let me know how things are for them in their lives and knows to get in touch if needed.” (Bail Supervision staff member) “The support from (worker) has really helped me understand my past and where my anger comes from. I’m trying hard to make the changes I need to help my mental health. With (worker’s) support I feel I am in a better position to do that”. (Person in receipt of Bail Supervision) The number of people receiving Bail Supervision has increased since the service was extended to those aged 16 and over. Between April 2021 and April 2022, 33 requests were received from the court (bail opposed), an increase of Page 200 of 250
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Page 35 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Right Track within PK is a sentencing option for the Court to place any young person under the age of 26, on a structured deferred sentence, usually for a period between 6 months initially but often running for a year. The programme is recommended for this age group as often they are unlikely to be able to comply with the rigours of a Community Payback Order (CPO), due to their chaotic lifestyles. When a young person attends the Right Track Programme, they are given a combination of individual sessions with the Right Track co-ordinator, and also asked to attend the work project at Westbank. The work project provides an opportunity for the young person to engage in gardening skills and some hands-on simple building skills like bird boxes and benches. They have access to a five from previous reporting period. Bail Supervision was imposed in 16 of those cases (increase of 9 from the previous reporting period), 17 were granted bail without supervision, one person was remanded. At sentencing stage, four were given a CPO, two were given Structured Deferred Sentence (Right Track) and two a custodial sentence. The remaining were awaiting a court decision. “We are seeing less use of remand, ensuring people are given access to support in the community, who may not have known where to access services”. (Bail Supervision staff member) The service had 14 young people participating in the programme during April 2021. At this time, COVID-19 restrictions were still impacting/limiting local Court business. This number had increased to 25 young people by April 2022. The increase reflects Court business increasing, along the Sentencing Young People’s Guidelines coming into effect, January 2022. The Right Track model operates within the values and beliefs underpinning the new sentencing guidelines. Partnership working increases the speed of access to services for young people. Page 201 of 250
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Page 36 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. large shed where they can shelter, have a hot drink and snacks are provided. The young person participates in an initial assessment, using a Wheel of Life, to ascertain their presenting welfare needs as well as their criminogenic needs. They are supported to access many welfare services such as G.P., mental health services, substance misuse services, along with other support services available within the Westbank Project. Partnership working and engagement onsite increased during 2021-22. When a young person attends the Right Track Programme, they must commit to addressing their offending needs and have the opportunity to engage with a number of modules including anger management, domestic abuse, consequential thinking etc. The positive relationship with the Right Track worker is fundamental to the process of change for the young person. To adequately resource the increased use of structured deferred sentence, Right Track now has a Social Worker attached to the service 2.5 days a week in addition to the full time Criminal Justice Assistant. Consideration is being given to proposing Youth Courts within PK, to improve overall outcomes for young people in the Justice system. Caledonian – The completion of Domestic Violence (DV) Court report requests was extended to those not Caledonian trained but trained in the use of the SARA-v3 (Spousal Assault Risk Assessment-Version 3). DV Court Report requests increased from 52 in 2020/21 to 85 in 2021/22. Staff within the team not trained in Some comments from young people outlining the impact/what worked include: ‘It has given me structure to my life’. ‘You know how to work around someone’s mental health’. ‘I like that I get to have meetings out of town as I don’t like going into the town due to the folk there’. ‘I know it is a serious programme but at the end of the session, it’s nice to be able to have enjoyed a laugh as well’. ‘I find it a place to voice things when they go wrong, and it is really good to be listened to’. ‘I like the small groups we get put in as there is little arguing’. ‘I understand the Work Project helps me payback to the community for all the bad stuff I have done’. Impact – Workload for Caledonian trained staff reduced whilst at the same time understanding and knowledge of domestic abuse increased within the team (SARA trained staff). Page 202 of 250
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Page 37 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. SARA-v3 were put forward for training. Two members of staff were also identified to become SARA trainers, with the intention of improving access to SARA training in the future, carried out in- house in partnership with Dundee CJS. The role of Women’s Worker and Children’s Worker moved over from Women’s Aid to Action for Children (AfC) during 2021-22. AfC staff also completed a range of training during the period, including Women’s Worker, Children’s Worker and Groupwork Facilitator training, the latter allowing us to contribute to the groupwork staffing team based at Dundee CJS. All suitable staff not trained in the Caledonian system were identified and put forward for screening assessment. Three members of staff successfully completed screening and await a placement on the fuller training packages (Introduction to Caledonian; Case Manager training) expected 2022/23. Direction from the National Caledonian team is to not put forward colleagues who are not ready for screening. Four members of staff were not suitable for screening during the reporting period, though, as indicated, they were put forward for SARA training to allow them to complete DV Court reports and build their confidence and experience in such work (i.e., with the view for future referral to Caledonian screening). A broader aim of Caledonian work is to improve multi-agency working between CJSW and Multi Agency Risk Assessment Conference (MARAC) and Perth & Kinross Violence Against Women Partnership (PKVAWP). Consultancy with Perth Court This has allowed for an easier process of information sharing between AfC staff and the CJS Social Workers assessing, and supervising men convicted of domestic abuse. Increased resilience within the team – assessment of risk. Sixteen members of staff were identified to complete MARAC Representative training; and the Senior Practitioner (with responsibility for Caledonian Programme) regularly attends PKVAWP meetings. In addition to this, monthly meetings were setup with the three arms of the Caledonian System: case Page 203 of 250
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Page 38 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Sheriffs and Clerks was also carried out during the period to inform them of progress and plans with the Caledonian work. CPO feedback - CJSW have been exploring alternatives to the use of questionnaire style surveys to gather feedback and during this process the consistent completion of surveys ceased. Different tools have been used during this period and it is therefore not possible to aggregate the data. It is planned that a single tool will be identified during the next reporting period which will allow consistent reporting going forward. The Unpaid Work Team continued to use the questionnaire to monitor the quality of unpaid work during the reporting period. managers, groupwork facilitators, and AfC. This was to develop are closer multi-agency working processes within Caledonian, discuss complex cases, and resolve any process issues stemming from Caledonian work (e.g., completing psychometrics, data sheets; etc). Feedback from individuals during 2021-22 continued to be generally positive. For example, individuals commented: Forty-four people completed the unpaid work survey during the reporting period: • All those completing the survey confirmed that the Unpaid Work requirement had been explained clearly and sufficient information was received “All information was explained clearly”. • All those completing the survey felt their circumstances were taken into account “Extremely helpful especially around work commitments”. • 98% found the work they were asked to do worthwhile, 93% confirmed they enjoyed the work. • 40% respondents reported learning new skills, 55% made new friends, 33% learned how to work on their own, 63% learned how to work in a group, 35% learned how to use specialist material, 18% felt they did not learn a new skill. Page 204 of 250
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Page 39 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. • All those completing the survey reported good support and encouragement from their case manager and project officer. • What respondents liked most about Unpaid Work: “Meeting new people”, “I enjoyed the gardening”, “Feeling useful”, “Working as a team”, “Helping Others”, “The people helped me deal with my drinking issues and move a step forward with my life. Learnt key skills to use in my daily life”, “Getting out the house and mixing with people”, “Doing different tasks and being able to help people who need the help”. • 98% felt that Unpaid Work had helped them to stop or reduce their offending behaviour. “Kept me out of jail”, “Help get motivated”, “The embarrassment and the inconvenience of doing it, are I think what helps”, “Being able to focus and understand about my offending”, Kept me busy, “Routine”, “It’s been a huge wake up call for me and that I don’t want to be back. Talking with the supervisors has been very helpful I will miss working with them and helping different people”, “Not drinking as much”. One respondent added “Thank you for my forklift training”. Page 205 of 250
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Page 40 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. The following provides examples of ‘Other Activity’ carried out as part of Unpaid Work Requirement during the reporting period include: • Courses enhancing employability opportunities – Construction Skills Certification Scheme (CSCS) training, Forklift Training, CV creation etc. • Working in community gardens i.e., volunteering Crieff Community Hospital, • Charity / Voluntary work, • Driving training (paid for by the individual) – improve driving skills and enable person to have license returned sooner. • Counselling/ wellbeing support including trauma counselling. As evidenced above, a person-centred approach is taken with the arrangement of ‘Other Activities’, as part of the unpaid work requirement. During the reporting period Drug Treatment and Testing Orders (DTTOs) were limited to five within PK, at any one time. Concern identified by CJSW regarding the limited capacity potentially negatively impacting on DTTO recommendations being made to the court (recommendations based on known capacity as opposed to identified need). Proposal put forward to increased DTTO capacity to 10, which received provisional internal approval during the reporting period (pending discussion with NHS partners and launch of Specified Person Pilot (p.18)). Impact: Improving employability opportunities, improving access to mental health services and equipping people with new skills. The community also benefits from the activity, for example via some of the work completed during that activity, and the new skills people have gained e.g., improved road safety. Anecdotally, the limited capacity results in people who would be suitable for DTTO receiving CPO drug treatment requirements, supervision, or prison-based sentence in place of the DTTO. It is anticipated that plans to increase capacity will increase suitability of disposal. Page 206 of 250
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Page 41 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Partners continue to participate in other groups concerned with risk management for public protection in addition to MAPPA. These include: 1. HRARG (High Risk Adult Review Group) This multi-agency group only sits in PK and is a forum which follows the exact same template as the MAPPA process. Any agency with significant concerns regarding the risk of serious harm can refer for multi-agency discussion. 2. Care Program Approach (CPA) Multi-agency meetings chaired by Health, held in respect of mental health patients who also have a level of criminality which has led them to be under the management of the health service. This is generally in relation to acts of violence perpetrated by the patient but could also include risks of harm through other activities such as fire-raising etc. Interventions Targeted and Problem Drug or Alcohol Use PKC’s CJSW Service, working in partnership with other agencies e.g., TCA continue to have responsibility for directing people to specialist drug and alcohol services either voluntarily or through referral as per Drug or Alcohol Treatment Requirement attached to a CPO. More detail re: the joint approach adopted to delivering those interventions can be viewed under National Outcome Three – Multi-agency referral hub. Non-Fatal Overdose Group is made up of IDART, Scottish Ambulance Service, Police Scotland and relevant third sector Risk is managed/minimised via engaging in a multi-agency approach. Risk is managed/minimised via engaging in a multi-agency approach. Referrals are directed to the appropriate service quickly. Same day, in person contact is made. Access to support is offered. Hillcrest Futures, NFOD partner, take part on the Page 207 of 250
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Page 42 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. partners. The group meets on a daily basis to discuss any non- fatal overdose incidents that have occurred over the previous 24 hours within PK. The working group commenced in May 2021. The circumstances of the overdose are discussed. Where possible, support visits are carried out the same day to provide harm reduction advice, Naxolone and training can be provided, and any further support needs can be identified. PK established a Non-Fatal Overdose Pathway during 2020-21. IDART receive information from colleagues in Scottish Ambulance Service and Police Scotland with respect to any non-fatal overdose incident that either or both services attended. Hillcrest Futures provide a holistic support service to adults aged 25+, whether it be one-to-one support or group support. During the reporting period the service supported 223 individuals in relation to substance use. Referrals have increased after COVID-19, the daily call, responding to the needs of those vulnerable and at risk. Community recovery staff in partnership with harm reduction have supported assertive outreach visits to community hostels, supporting harm reduction drop ins in the community, supplying naloxone and support to access treatment as well as informing and providing overdose awareness training to staff. During COVID-19 Hillcrest Futures Adult Drug and Alcohol team assisted with the delivery of OST alongside statutory treatment services to those most vulnerable. This ensured continued engagement with those most at risk whilst at the same time maintaining social distancing. Since the group commenced, 160 incidents have been discussed at the group relating to 85 people, 32 of whom have recorded repeat incidents which account for 107 of the incidents (67%). The week-to-week figures continue to fluctuate with the year-to-date weekly average increasing to five in the first initial weeks of year two. The male to female ratio remains constant at 82% male to 18% female with the key days for recording incidents at the start of year two being a Monday, however cumulatively Friday and Saturday remain the most prevalent days. Impact – support provided support to those who feel they cannot attend a meeting on their own and people have the opportunity to experience inclusion through connecting with others and hearing the inspiring stories of change. People are supported to engage with services and to engage in the Page 208 of 250
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Page 43 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. majority of which have been for alcohol, cannabis and cocaine, along with a noticeable increase in people needing mental health support also. Hillcrest Futures provide support for individuals who may not yet be ready for structured one-to-one support and/or those who are getting ready for going into detox. Hillcrest Futures support those interested in attending recovery groups/ cafes to attend. The support provided is around managing thoughts, feelings and behaviour in regard to their illness, but also by providing tools which can be useful for their recovery. These tools range from Smart Recovery and Relapse Prevention. Another example is the Hillcrest Futures Harm Reduction Service involvement in Injecting Equipment Provision (IEP). A postal service option was provided resulting from COVID-19 lockdowns. recovery journey. Notable increase in people engaging with support delivered in new ways to the traditional face to face delivery model. For example, service delivered via devices – including phone call and maintaining contact with young people remotely via phone, WhatsApp and Instagram. This method of service access attracted more females to the support. Half of those using the postal service over the month of July were female. Over the same period, only 24% of people using the traditional onsite service were female. NATIONAL OUTCOME FIVE Life chances are improved through needs, including health, financial inclusion, housing and safety, being addressed. Have regard to the following indicator. ➢ Individuals have made progress against the outcome How do partners measure outcome five for individuals? If this information has been collated, what does it show? TCA Mentoring services involve individuals in range of activities that are undertaken to meet this outcome and result in positive change. TCA Mentoring for Men service engages with CJS clients with a community outreach approach. There were 14 active Mentoring for Men clients, an increased from the previous year, however, still lower than pre pandemic. The service has capacity to work with 10-12 clients, depending on their locality. Over the reporting period there were 9 referrals made. Although this is an increase of 6 clients from last year, the service requires further referrals to reach capacity. Page 209 of 250
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Page 44 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Mentoring for Men Outcomes 2021-22 Mentoring for Men Got better Stayed Same Deteriorated Substance Use 3 3 0 Self-Care 1 5 0 Relationships 0 6 0 Physical Health and Wellbeing 2 4 0 Mental Health and Emotional Wellbeing 1 5 0 Occupying Time and Achieving Goals 2 4 0 Housing and Independent Living 3 3 0 Offending 4 2 0 Money Matters 3 2 1 Mentoring for Women (OWLS) Outcomes 2020-21 There were 16 active OWLS Mentoring clients during that period. Weekly or twice weekly telephone support calls were made and where it was required support face to face outside socially distanced was arranged. Weekly updates are sent to referrers and cases are reviewed on a regular basis to make sure the service is meeting the agreed outcomes for the client. All the mentees appreciated telephone appointments and support and 79% of mentees attended their appointments. Page 210 of 250
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Page 45 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. The service provided by Hillcrest Futures is another example of holistic support offered to PK residents. The service focusses on prevention of use AND also the changes required in order for the young person to succeed. Hillcrest Futures promotes positive development via empowerment; meaningful opportunities to learn skills, assume responsibility, participate and be involved in the OWLS Got Better Stayed the Same Deteriorated N/A* Substance Use 3 2 2 1 Self-Care 3 2 2 1 Relationships 4 2 2 0 Physical Health and Wellbeing 4 2 2 0 Mental Health and Emotional Wellbeing 4 2 2 0 Occupying Time and Achieving Goals 5 1 2 0 Housing and Independent Living 3 3 1 1 Offending 4 3 1 0 Money Matters 2 5 1 0 *N/A- Not Applicable During the reporting period Hillcrest Futures have supported 223 people and a received a range of referrals from organisations include IDART, mental health services, schools, social work, homelessness support, criminal justice, Police and GP. Page 211 of 250
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Page 46 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. wider community; opportunities to demonstrate their success and have their achievements reinforced. Wider support than drug and alcohol education is offered i.e., opportunities to develop life skills that will enable people to improve their thoughts about themselves, their lives and the way they interact with other people. Cross Reach (located at Perth Visitor Support and Advice Centre, HMP Perth) provide support to prison visitors both locally and nationally. Cross Reach continue to refer to The Trussell Trust nationally for food banks. Cross Reach link in with School Uniform banks/Baby banks, fuel poverty awareness/support & issued £400 of supermarket vouchers which were used by families for food. Cross Reach also gave out over 200 new gifts to children. During the reporting period, Cross Reach supported families to use the Perth Visitors Support and Advice Centre to support virtual visits, for example the prisoner is in another prison & the family live in PK they do not need to travel as much & can be supported to set up their visit by Cross Reach staff. Cross Reach continued to offer anxiety management during the reporting period and continued to report Children’s Outcomes using Safe, Healthy, Achieving, Nurtured, Active, Respected, Responsible (SHANARRI). Cross Reach also offered SMART Recovery for friends and families and a separate session for those Partnering with relevant professionals i.e., education, leisure, health, family support, criminal justice, drug and alcohol service etc supports the provision of diverse and integrated support vital to the people managing their own recovery. Cross Reach activities supported families who were in crisis. The support enabled the families to work through other issues which were secondary to the crisis but impact on their daily lives. Examples of the impact from the range of activities included: supporting the meeting of basic need, improvement in functioning & general well-being, improvement in relationships and improvement in learning. The creative working enabled relationships/connections are maintained. Page 212 of 250
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Page 47 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. in recovery. Cross Reach measure impact via safeguarding referrals, feedback from families and observations. If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome five. Case study (opposite) TCA linked to TCA mentoring services. Case study (opposite) linked to Hillcrest Futures example above. Case study (opposite) provided by SCT. Ouctome 5 Case Example TCA.docx Outcome 5 Case study - Hillcrest Futures.docx 2022-07-13 Case Study CJ&SP.docx NATIONAL OUTCOME SIX People develop positive relationships and more opportunities to participate and contribute through education, employment and leisure activities Have regard to the following indicator. ➢ Individuals have made progress against the outcome Providing evidence on person centric outcomes has been challenging for most areas. How do partners measure outcome six for individuals? If this information has been collated, what does it show? The Westbank Hub provide opportunities for a range of community groups These include: The support available continued to be impacted by COVID-19 restrictions, with reduced numbers (one to one working) for a Page 213 of 250
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Page 48 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. • Young people who have disengaged at school continue to come to the site and gain an insight to work, learn new skills and work towards qualifications in partnership with their parent school. 7 young people attended Westbank during the reporting period. • Individuals involved in unpaid work, • Older people who are isolated through illness, bereavement or other causes continued to have the opportunity to engage with other people, learn new skills, build their confidence and learn how to ready themselves for the job or volunteering market. • Women who have physical, mental-health, offending and addiction issues continue to have opportunities to engage with individuals and groups through OWLS to learn new job skills, build their self-confidence and self-esteem making them better able to consider future employment prospects and/or volunteering. They do this through working with others at the Westbank project through: • Horticulture, • Plant maintenance and distribution, • Joinery and manufacturing, • Furniture renovation, • Beekeeping, • Allotment cultivation, • Grounds maintenance, • Painting and decorating. large portion of the reporting period. An internal upgrade the workshop also impacted on the team’s ability to deliver joinery/furniture renovation for a period. However, the service did continue to operate, albeit at a reduced capacity and people continued to have the opportunity to learn new skills, develop interests/hobbies, attain basic certificates and ready themselves for the job market (or other positive destinations). Page 214 of 250
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Page 49 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. In addition, this is achieved through working with other agencies who deliver courses in: • First Aid, • Cardiovascular preparation, • Confidence and team building, • Health and Safety, • Ground maintenance, • Plant care and maintenance. Westbank continued to be fully accredited by the Road Traffic Industry Training Board (RTITB) delivering internationally recognised certificated Forklift and Telehandler training. This is available to those furthest from the workplace via partnership with the Employability Network, the Westbank Hub (Outreach), Department of Work and Pensions (DWP), HMP Castle Huntly, education services, mental health and learning disability support groups. A Skills Academy for European Social Fund (ESF) offered candidates Fork Truck and Telehandler courses during the reporting periods. Thirty-three courses were delivered with a total of 46 people attending (combination of people referred by Skills Academy and Westbank). Other future plans for the Hub concern the installation of a fully fitted vehicle workshop where candidates can be trained in vehicle maintenance, servicing, inspection, tyre fitting, valeting, welding and metal fabrication. Structural changes to the area are During the reporting period three people took part in tele handling training, and four people undertook fork truck training following a CPO, with one individual confirming they had gained employment. A awaiting list built up due to COVID-19, however, Westbank staff service kept people informed of the waiting list and people were happy to attend the course when offered a place. By the end of the reporting period there was a waiting list of 29 people, a small increase from the 21 waiting at the start of the reporting period. Impact – Improving life chances through increasing employability options. Page 215 of 250
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Page 50 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. continuing and it is expected the workshop will be fully operational by operational October 2022. Hillcrest Futures involve individuals in range of activities that are undertaken to meet this outcome and result in positive change. With longer periods of reduced COVID-19 restrictions during the reporting period it was possible to restart group activities. The Relapse Prevention, a popular group, restarted supporting people to prepare for detox. Additionally, Hillcrest Futures support recovery cafes spread across PK to support those in recovery. Hillcrest Futures work in partnership with NHS community project workers to supply the recovery cafes with other agencies such as Mental Health teams, housing or harm reduction teams to come in and give advice to those attending. Different activities are undertaken in the cafes, ranging from gardening to arts and crafts to some mindfulness in order for them to find alternative coping mechanisms. Peer Education SCT in PK established Peer Education multi agency working group. The focus of the group is to address risk taking behaviours utilising partners statutory and third sector partners. Hillcrest Futures are one of the lead agencies for delivering peer education and up skilling wider services across PK around substance use and associated behaviours. To date Hillcrest Futures have delivered 3 Peer Education sessions with 12 young people taking part. Peer Educators designed a “survival kit” education programme alongside staff from PKC Community Learning and Development to deliver to Perth City schools. The During the reporting period, Hillcrest Futures have delivered 50 group sessions and had 90 individuals attending. Groups have been delivered by staff and peers across PK to people affected by substance use. A new recovery group initiated is a poly drug use mutual aid support group delivered by people with lived experience. This was initiated following asking people in recovery where they felt there was a need / gap in the recovery community. To date, 7 sessions have been delivered with a total of 22 people attending. Impact – Improving life chances through providing opportunity. Hillcrest Futures Foundation provided funding to provide attendees an accredited award following completion of the peer education with the following delivered, Dynamic Youth awards and Youth Achievement awards to young people. The Youth Scotland awards are nationally recognised by the SQA and recognise and accredit the achievements of young people of all ages and stages. Page 216 of 250
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Page 51 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. sessions comprised of harm reduction education regarding substance use, nights out, consent and the law, local and national support services and promoting services. If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome six. OWLS case example (opposite) Case study (opposite) linked to Hillcrest Futures example above Outcome 6 Case Example OWLS.docx NATIONAL OUTCOME SEVEN Individuals’ resilience and capacity for change and self- management are enhanced Have regard to the following indicator. ➢ Individuals have made progress against the outcome Providing evidence on person centric outcomes has been challenging for most areas. How do partners measure outcome seven for individuals? If this information has been collated, what does it show? OWLS organised a range of activities for women during the reporting period linked to this outcome. Examples and associated impact are outlined in the in the engagement activity examples below. In recognition of the power of peer support, a woman supported by OWLS, completed Peer Mentor Training through “Grace Chocolate Page 217 of 250
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Page 52 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Foundation”, and is currently mentoring another person providing peer support through lived experience. Hillcrest Futures Adult Drug and Alcohol service offer a wide range of activities linked to this outcome and positive change. Hillcrest Futures supported 223 people referred to them via other organisations; referrers include mental health services, schools, social work, homelessness support, criminal justice and GP. Hillcrest Futures also provided support to people not yet ready for structured one-to-one support and/or those who are getting ready for group participation. The support provided is around managing thoughts, feelings and behaviour. “Grace Chocolates helped me complete my peer mentor training, OWLS helped secure me a laptop to enable me to participate in online training. I wanted to create a better life not just for me but also for my family and it makes me want to become a worker within OWLS, showing the right support can make such a difference”. Of the 223 people (148 male and 75 Female) who engaged with one-to-one support: • 166 people had a positive discharge from the service, • 28 unplanned discharges • 17 people reported a significant reduction in their substance use • 12 people went onto a positive destination including further education and employment If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome seven. Case study (opposite) linked to Hillcrest Futures example above. Engagement activity examples (opposite) provided by OWLS Page 218 of 250
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Page 53 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. OWLS Examples Outcome 7.docx 7) If you have identified other local CJ activities and outcomes which go beyond the national outcomes, then record them here. Local outcomes Please describe the activity Then describe the impact Not applicable Page 219 of 250
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Page 54 of 55 8) What other achievements and challenges happened? Achievements Challenges Access to various services continued to be disrupted for individuals because of the COVID-19 pandemic. The CJ&SP and partners adapted quickly to changing restrictions: • CJSW provided skeleton office-based staff (during heightened restrictions). • Telephone appointments were provided along with face-to- face appointments, where essential (during heightened restrictions). • Mobile phones were purchased/supplied to individuals who with no telephone access to allow contact to be maintained. • A hybrid model of working has developed during 2021-22. Where COVID-19 restrictions allowed, face to face meetings were held, other meetings were held via MS teams and on occasion hybrid meetings were held. • MAPPA meetings continued via MS Teams during 2021-22, identified benefits of partners not needing to travel. • Cross Reach now have a presence in the waiting area of Perth Prison and are able to offer their support to all visitors waiting in the waiting area. In addition to the above the CJ&SP hosted a visit with John-Paul Marks (Permanent Secretary) and Joe Griffin (Director General of Education and Justice) during the reporting period. The visit was split between the HMP Perth and the Westbank Project. A Vlog of the Permanent Secretary’s Visit can be viewed here . The CJ&SP appreciated the opportunity to share details regarding the positive work taking place within PK and share some of the issues encountered, both locally and nationally. • The Partnership’s opportunities to engage with local Sheriffs continue to be limited during the reporting period. However, court liaison meetings did restart (Sheriffs, CJSW and COPFS) along with meetings between the Sheriffs and Senior Practitioners within CJSW. Closer working relationship between the local Sheriffs and the Partnership would be welcomed as, amongst other issues, it would enable partners to engage in meaningful dialogue concerning sentencing decisions and concerns raised by local communities. It is hoped that some mechanism for regular liaison can be established in future. For example, briefing sessions or attendance at Partnership meetings. • The continuing lack of opportunities for prisoners leaving custody to access appropriate and timely mental health support. • Increased waiting times for access to services generally resulting from COVID-19. • Recruitment and retention of skilled staff – the short-term nature of Government funding can result in worthwhile projects being initiated but later ceasing. The short-term nature of funding commitments also continues to result in the use of fixed term contracts which can result in both recruitment issues and high turnover of skilled staff. • Rapid GP registration – prisoner release – remains an issue. Page 220 of 250
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Page 55 of 55 9) Additional Information including, next steps for the partnership The information in this report has been provided by the following Statutory Partners and Third Sector Forum members: PKC; Police Scotland; Scottish Prison Service, Scottish Fire and Rescue Service, Skills Development Scotland, Tayside Council on Alcohol, Hillcrest Futures, Cross Reach, Turning Point, Families Outside, New Routes and Shine. Please note, ongoing COVID-19 pressures/staffing issues impacted on opportunities for some partner organisations to participate in the 2021-22 annual report. The collection of information for this annual return highlighted the differing method within PK to collect person centric outcome information. Through dialogue with both statutory and voluntary organisations it has been identified that there are pockets of shared tools being used i.e., Justice Star, Outcomes Star, Wellbeing Wheels (Evolve), SHANARRI wheel (Hillcrest Futures, Cross Reach) etc. Varied use of varying tools will allow an individual / worker to visualise progress and will allow aggregation of data at an organisational level, but limits opportunities to identify outcomes/impact themes at a Partnership level. Next steps for the partnership • Baseline existing Partnership against the new National Strategy for CJ, • Progress SNSA activity, • Incorporate above into new CJ Outcome Improvement plan (target launch 2023) • Monitor progress of the pilots planned/launched during this reporting periods • Support the relaunch of the Third Sector forum • Explore opportunities to develop a universal method of capturing outcome information. Page 221 of 250
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Appendix 2 Glossary of Terms AfC Action for Children BBV Blood Borne Virus CARS Custody Arrest Referral Service CATH Churches Action for The Homeless CJOIP Community Justice Outcomes Improvement Plan CJ Community Justice CJ&SP Community Justice and Safety Partnership CJSW Criminal Justice Social Work COPFS Crown Office and Procurator Fiscal Service CPA Care Program Approach CPO Community Payback Order CSCS Construction Skills Certification Scheme DTTO Drug Treatment and Testing Order DWP Department of Work and Pensions DV Domestic Violence ESF European Social Fund HMP Her Majesty’s Prison HRARG High Risk Adult Review Group I-DART Integrated – Drug Alcohol and Recovery Team IEP Injecting Equipment Provision LDP Local Delivery Plan MAPPA Multi Agency Public Protection Arrangements MARAC Multi Agency Risk Assessment Conference MOG MAPPA Operational Group NHS National Health Service OPIF Outcomes Performance Improvement Framework OST Opiate Substitution Therapy OWLS One-stop Women's Learning Service PIP Partnerships Interventions and Preventions PK Perth and Kinross PKAVS Perth and Kinross Association of Voluntary Service PKC Perth and Kinross Council RASAC Rape and Sexual Abuse Centre RTITB Road Traffic Industry Training Board SARA-v3 Spousal Assault Risk Assessment-Version 3 SCT Safer Communities Team SFRS Scottish Fire and Rescue Service SG Scottish Government SHANARRI Safe, Healthy, Achieving, Nurtured, Active, Respected, Responsible SOG Strategic Oversight Group SPS Scottish Prison Service SNSA Strategic Needs and Strengths Assessment TCA Tayside Council on Alcohol ToR Terms of Reference VAWP Violence Against Women Partnership UWT Unpaid Work Team 8 Page 223 of 250
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PERTH AND KINROSS COUNCIL Housing And Communities Committee 25 January 2023 TAYSIDE MAPPA ANNUAL REPORT 2021-22 Report by Executive Director (Education and Children’s Services) (Report No. 23/12) 1. PURPOSE 1.1 This report introduces the Tayside Multi-Agency Public Protection Arrangements (MAPPA) Annual Report for 2021-22. 2. RECOMMENDATION 2.1 It is recommended that the Committee: • Notes and endorses the Tayside MAPPA Annual Report 2021-22; and • Request that the Executive Director (Education and Children’s Services) brings forward future Annual Reports to Committee. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Section 5: MAPPA Annual Report 2021-22 • Section 6: Conclusion • Appendices 4. BACKGROUND 4.1 The Management of Offenders etc. (Scotland) Act 2005 introduced a statutory duty on Responsible Authorities (local authorities, Scottish Prison Service (SPS), Police Scotland and Health Boards) to establish joint arrangements for the assessment and management of the risk posed by 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. 4.2 The development of MAPPA in 2007 introduced a consistent approach to the management of certain high-risk offenders, which includes Registered Sex Offenders (RSO); Restricted Patients (RPs) since 2008 and Category 3 offenders (violent) since 2016. The principal purpose of MAPPA is to secure public safety and reduce serious harm. 9 Page 225 of 250
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4.3 MAPPA is supported by the Violent and Sex Offender Register (ViSOR) which is a national IT system. The main function of which is to facilitate inter-agency communication and ensure that the Responsible Authorities contribute, share and store critical information for the management of MAPPA offenders. 4.4 Local MAPPA activity is overseen by the Tayside Strategic Oversight Group (SOG). The SOG not only provides oversight, but leadership, in respect of policy and procedures, thereby ensuring robust governance, performance monitoring and quality assurance. The Tayside SOG traditionally met quarterly, however, given the restrictions of the Covid pandemic, meetings have been every six weeks. This has allowed for close monitoring and information sharing of a continually evolving situation while ensuring statutory duties and functions were met in the monitoring and management of offenders. 4.5 The Tayside MAPPA SOG members are also represented on their respective local public protection groups. In Perth and Kinross, this includes the Protecting People Co-ordinating Group (PPCG) and Chief Officers Group (COG). This ensures that there is a clear strategic link to both the MAPPA Co-ordinator and the Independent Chair of the SOG. 5. MAPPA ANNUAL REPORT 2021-22 5.1 The MAPPA Annual Report 2021-22 covers the period from 1 April 2021 to 31 March 2022. As of 31 March 2022, there were 356 MAPPA offenders in Tayside, of which, 121 were at liberty in Perth and Kinross. The figure for Perth and Kinross was a small decrease of 5 offenders compared to the same reporting point in the previous year, and a small decrease was also noted in Angus, with Dundee reporting no increase or decrease. 5.2 During the reporting year 2021-2022, the Covid pandemic was still a significant factor affecting business and the delivery of services across councils and other Responsible Authorities. As we emerged from the pandemic, an increase in regular face to face appointments with offenders became possible. 5.3 Microsoft Teams has proved to be a preferred method for facilitating professionals’ meetings, including MAPPA meetings, even after the end of the pandemic, as it allows more effective use of resources in terms of staff time and travel. 6. CONCLUSION 6.1 The management of risk within the community presents many challenges and impacts on a number of agencies across organisational boundaries, and most importantly, communities themselves. While it is not possible to entirely eliminate risk, the agencies within Tayside have always worked collaboratively and in partnership to manage those individuals subject to MAPPA and who may present a significant risk to the public. 6.2 This reporting year, as with the previous one, has highlighted a particular set of challenges in the ability to deliver MAPPA and ensure public safety. Page 226 of 250
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Although the collaboration and co-production between Responsible Authorities has been tested, service delivery has adapted and not diminished. This is a testament to the strength of the partnerships which exist in Perth and Kinross and across public protection agencies. In addition, the SOG has adapted to the changed environment while continuing to maintain its focus on reviewing and improving standards. This ethos is also reflected in the public protection arrangements in Perth and Kinross and will serve to inform the future safety measures for our communities and citizens. Author Name Designation Contact Details Derek Mortimer Acting Service Manager, Criminal Justice Social Work Service ECSCommittee@pkc.gov.uk 01738 475000 Approved Name Designation Date Sheena Devlin Executive Director (Education and Children’s Services) 22 December 2022 Page 227 of 250
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes/None Community Plan/Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial n/a Workforce n/a Asset Management (land, property, IST) n/a Assessments Equality Impact Assessment n/a Strategic Environmental Assessment n/a Sustainability (community, economic, environmental) n/a Legal and Governance n/a Risk n/a Consultation Internal n/a External Yes Communication Communications Plan n/a 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This section sets out how the proposals relate to the delivery of the Perth and Kinross Community Plan/Single Outcome Agreement in terms of the following priorities: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. This report relates to Objective No. (v). Corporate Plan 1.2 This section sets out how the proposals relate to the achievement of the Council’s Corporate Plan Objectives: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. This report relates to Objective No. (v). Page 228 of 250
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1.3 The report also links to the Education & Children’s Services Vision, Values and Priorities in respect of the following key Priority area: • Safe and Protected 2. Resource Implications Financial 2.1 There are no financial implications arising from this report. Workforce 2.2 There are no workforce issues arising from this report. Asset Management (land, property, IT) 2.3 There are no asset management issues arising from this report. 3. Assessments 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. 3.1.1 The proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as not relevant for the purposes of EqIA. Strategic Environmental Assessment 3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. 3.2.1 However, no action is required as the Act does not apply to the matters presented in this report. This is because the Committee are requested to note the contents of the report only and the Committee are not being requested to approve, adopt or agree to an action or to set the framework for future decisions. Sustainability 3.3 Under the provisions of the Local Government in Scotland Act 2003, the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: Page 229 of 250
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• In the way best calculated to delivery of the Act’s emissions reduction targets. • In the way best calculated to deliver any statutory adaption programmes. • In a way that it considers most sustainable. 3.3.1 There are no sustainability issues in respect of this report. Legal and Governance 3.4 This report contains no issues which would have a legal or governance impact on the Council. 3.5 There are no implications for the Council’s Scheme of Administration in this report. Risk 3.6 There are no issues of risk arising from the proposals in this report. 4. Consultation Internal 4.1 None. External 4.2 The Tayside MAPPA Co-ordinator has approved the report. 5. Communication 5.1 Not relevant to this report. 2. BACKGROUND PAPERS 2.1 No background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (and not containing confidential or exempt information) were relied on to a material extent in preparing this report. 3. APPENDICES 3.1 Appendix 1 – Tayside MAPPA Annual Report 2021-2022 Page 230 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 1 Annual Report 2021-2022 9 Page 231 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 2 Page 232 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 1 INTRODUCTION I am pleased to introduce the Tayside Multi Agency Public Protection Arrangements (MAPPA) Annual Report on behalf of the Tayside MAPPA Strategic Oversight Group (SOG). The purpose of MAPPA is public protection and reducing the risk of serious harm. MAPPA brings together key partners to provide an integrated way of working and the SOG provides leadership of multi-agency arrangements across the region. Our SOG has membership from Dundee City, Perth and Kinross and Angus Council Social Work and housing departments, NHS Tayside, Police Scotland and The Scottish Prison Service. It is supported by an Operations Group which concentrates on operational delivery, training, development, self-evaluation, data analysis and continuous improvement. Members routinely reflect on arrangements with a focus on ensuring public safety is paramount. Over the coming year the SOG will work with partners to formulate a communications and engagement strategy. The strategy will cover all forms of communication but in particular seek to improve the knowledge of MAPPA and its effectiveness across all sections of society. The management of sex offenders in the community relies on services being able to monitor offenders through effective engagement, visits and supports. MAPPA services risk assess offenders housing and their contacts with the community so that the risk to the public is minimised. Alan Small Tayside MAPPA SOG Independent Chair Page 233 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 2 TAYSIDE MAPPA Multi Agency Public Protection Arrangements (MAPPA) are a set of arrangements to manage the risk posed by the most dangerous offenders under the provision of the Management of Offenders etc (Scotland) Act 2005. In Tayside the Responsible Authorities continue to be committed to work together to prevent the public, residing in our communities becoming victims of serious harm. The responsible authorities of Tayside are: • Dundee City Council • Perth & Kinross Council • Angus Council • Police Scotland • Scottish Prison Service • NHS Tayside MAPPA MAPPA is the process in which those who pose a significant risk are managed and it brings agencies together to help manage that risk. To be managed under the auspices of MAPPA a person must be • Registered Sex Offenders (RSOs) – are those individuals who are required to comply with the sex offender notification requirements (SONR) as set out in Part 2 of the Sexual Offences Act 2003. • Restricted Patients, - are patients subject to a compulsion order with restriction order, a hospital direction or a transfer for treatment direction; that is patients who are subject to special restrictions under the Mental Health (Care and Treatment) (Scotland) Act 2003. • Other Risk of Serious Harm Individuals – these are individuals who are not required to comply with the SONR or who are not Restricted Patients; but who by reason of their conviction; are considered by the Responsible Authorities to be • persons who may cause serious harm to the public at large. These individuals are known as Category 3 offenders. Page 234 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 3 When a person becomes subject to MAPPA they will be managed within one of 3 levels, • Level 1:Routine Risk Management; used in cases where the risk posed by the offender can be managed by one agency without actively or significantly involving other agencies, • Level 2: Multi-Agency Risk Management; used where the active involvement of more than one agency is required to manage the offender and their risk is deemed high or very high. • Level 3: Multi Agency Public Protection Panels (MAPPP); used for the management of the critical few where the plan requires close co-operation at a senior level due to the complexity of the case and/or because of the unusual resource commitment it requires, or the case is exceptional because of the likelihood of media scrutiny and/or public interest in the management of the case is high. Cases should be managed based on the most current risk assessment, analysis of risk of serious harm and the Risk Management Plan (RMP). Risk assessments and Risk Management Plans are crucial to ensuring offenders are supervised effectively with the appropriate measures in place to manage the risk they pose. More information on the management levels can be found in the MAPPA Guidance 2022. Page 235 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 4 DUNDEE CITY COUNCIL During the pandemic in Dundee Friarfield House remained open with continued implementation of safe systems of work. Client interviews remained by appointment only with all clients seen on a face-to-face basis in accordance with National Outcomes and Standards and locally implemented Minimum Practice Requirements. All people subject to MAPPA were supervised and supported through a combination of office appointments and announced and unannounced home visits. PPE was used as required and telephone contact was made with anyone testing positive and in isolation. In crisis situations, people were given an immediate appointment to attend the office. Through the MAPPA case review process, monthly audits and monthly staff supervision, it has shown all people were supervised appropriately. In addition, all accredited programme work continued to be delivered without any extensions to Orders being required. The team worked creatively with other services to promote a holistic approach. Compliance levels continued to be high, with people mostly attending appointments where required and few instances of re-offending. Breach reports are submitted promptly to allow the Parole Board to consider revocation of Licence. Alongside staff supervision (both formal and informal), staff in the Public Protection Team also have the opportunity on a 3 monthly basis to attend supervision with an external counsellor. They can also take cases to the Complex Case Discussion with David Briggs, Forensic Clinical Psychologist. Case Study Peter was released on licence in Nov 2019. At that time, he was initially managed at MAPPA Level 3. Despite the pandemic, he was seen on a weekly basis for office appointments and home visits and engaged positively with his supervising officer and his Sex Offender Policing Unit officer. Through his engagement he evidenced his learning from the programmes completed in custody and continued to engage in an open and honest manner with the professionals involved. In 2020 he secured his own tenancy, strengthened family relationships and got himself a dog. In 2021 he secured training through the Jobcentre and has accessed various temporary jobs in construction. He remains motivated to avoid offending and is now managed by MAPPA at Level 1. Page 236 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 5 Moving forward, all clients are now able to attend Friarfield House both with and without appointment. Following the introduction of hybrid working arrangements, staff work in the co-located office to promote an integrated approach with Police Scotland and NHST, whilst also carrying out key roles at home. Accredited groupwork programmes have also resumed with 5 people in each group. PERTH & KINROSS COUNCIL Access to services continued to be curtailed for clients during 2021/2022 because of the restrictions brought about by COVID-19. During 2021/2022 staff gradually returned to office working on certain days of the week. This was on a rota basis as we still had to ensure physical distancing measures and comply with other covid restrictions within the workplace. This did allow workers to gradually increase the frequency of face to face meetings with clients and we did also arrange office based appointments for some clients with the social worker in attendance “virtually” over a Microsoft Teams call. This was particularly useful when providing Tay Project or MFMC sessions whereby we did not have to have multiple workers in a room with a client. The service slowly transitioned to face to face appointments between lockdowns but had to be flexible and revert to more restrictive contact as guidance fluctuated and further restrictions were imposed. The final restrictions were lifted towards the end of the reporting year 2021/2022 and a greater proportion of appointments with clients resumed as face to face. Microsoft Teams has proved to be a preferred method for facilitating meetings including Multi-Agency Public Protection Meetings (MAPPA) even after the end of the pandemic as it allows more effective use of resources in terms of staff time and travel. Case Study During this year we had a MAPPA level 3 offender released into the community at the end of his sentence and subject to an extended sentence supervision period. An Intensive Support Package was put in place with 24-hour monitoring and supervision. This arrangement worked well from the release date in November 2021 until the end of the reporting year. The arrangement demonstrated good interagency working and communication. The outcome was disappointing in that the offender breached his licence conditions in May 2022 and was recalled to custody but this also proved that the package was necessary for public protection and did serve that purpose and minimise the effect and nature of the breach. Page 237 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 6 ANGUS COUNCIL This past year has seen on-going challenges due to COVID, however all service users were seen on a face to face basis as per their risk management plans. COVID saw MAPPA meetings being held online and new processes were established and embedded very quickly. All involved have found this a much more efficient and effective way (reduction in travel and time) of carrying out such meetings and all parties seem keen for this to continue. MAPPA partnerships remain strong in Angus with all agencies working well together. Four workers from the Public Protection Team have undertaken and passed the CPORT training for men who commit indecent images offences. Initial thoughts are this may lead to a more proportionate response. Partners have attempted to streamline ERA processes and this appears to be working well. We will continue to monitor this and Housing, Police and Justice services will continue to meet to review this. TAY PROJECT The Tay Project is made up of specially trained Social Workers who are responsible for the delivery of assessments and interventions for men who commit sexual offences and are subject to a Community Payback Order or License Conditions across Tayside. The interventions are delivered through an accredited programme called Moving Forward Making Changes (MFMC). MFMC is designed to meet the treatment needs of male sexual offenders who have committed either sexual offences, or offences with a clear sexual element. The programme is for medium to very high risk offenders over the age of 18 years. The MFMC programme is a cognitive behavioural programme that utilises an integrated theory of change approach. The aim of the programme is to reduce reoffending of men convicted of sexual/sexual motivated offences. The length of time an offender will spend in treatment will depend upon their risk and needs which will inform the treatment formulation. This will be individualised for each offender. The programme is delivered in a group setting or on a 2:1 with the individual requiring treatment. Page 238 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 7 HOUSING Housing partners have continued to operate effectively and continued to secure housing when needed despite pressures experienced as a result of the pandemic, workforce issues, increasing costs and material shortages impacting on repairs services and increasing void and turnover times. However identifying suitable accommodation is likely to become increasingly more challenging in a context of the cost of living crisis, constrained resources, the humanitarian efforts to accommodate refugees and deliver the more recent Ukrainian schemes, as well as the risks surrounding the potential increase in homelessness presentations when the schemes come to an end. New statutory requirements are also expected to be implemented in 2023 on all public bodies and landlords to prevent homelessness, particularly by asking and acting on a risk of homelessness, as well as responsibilities relating to strategic and joint planning. The proposed Prevention of Homelessness duties are based on the following overarching ‘foundational principles’: • Responsibility to prevent homelessness should be a shared public responsibility and not rely solely or primarily on the homelessness service. • Intervention to prevent homelessness should start as early as possible. In many cases this will be before issues have escalated to a point where homelessness appears imminent. • People facing homelessness should have choice in where they live and access to the same range of housing outcomes as members of the general public, with appropriate protections to mitigate further risk of homelessness. Housing outcomes should be comparable across the prevention and homelessness duties. The MOG and SOG will respond to any requirements arising from the implementation of the new Housing Bill and potential pressures arising from the cost of living crisis and humanitarian schemes and respond appropriately to mitigate any risks that arise. Page 239 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 8 POLICE SCOTLAND During the reporting period, the impact of the pandemic continued to be felt, however face to face offender home visits continued, with appropriate Covid 19 risk assessment. Professional meetings were held almost exclusively online. This process was embedded quickly and worked well with the positive outcome of eradicating travelling and freeing up valuable time. We are aware that online crime increased during the pandemic and with that, online sexual abuse and cases involving the possession of indecent images of children. It is anticipated that demand on policing will continue to increase in complexity in terms of cyber enabled crime, however our cyber strategy aims to ensure specialist officers and staff have the skills, tools and support to respond to this threat. The Criminal Justice System slowed, with courts unable to operate at normal capacity, however other measures are available to mitigate risk prior to sentencing including remand, bail conditions and civil orders. Protecting vulnerable people from harm and the management of registered sex offenders continues to be a national policing priority. Police Scotland will closely monitor this critical area of business to ensure that resourcing levels are maintained in accordance with the nationally recognised Lead Investigator / Offender ratios. Table 4: Restricted Patients NHS TAYSIDE As with all organisations that are within the MAPPA portfolio, this has remained a challenging year due to the ongoing COVID-19 pandemic and remobilisation of services as a result of this. NHS Tayside has been at the forefront of care delivery locally and the Public Protection agenda has remained a priority for the organisation. Over the last year, NHS Tayside has continued to build on the foundations laid in the previous year in relation to the Public Protection framework which has seen all aspects of this business progress and prioritised with the ongoing strengthening of the Public Protection Executive Group which is chaired by the Executive Nurse Director. MAPPA falls within this framework and is part of the core public protection agenda within NHS Tayside. Page 240 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 9 NHS Tayside contributes to a range of oversight activities as a member of the MAPPA Strategic Oversight Group and continues to work with our partners to enhance the operation of MAPPA. The MAPPA Health Liaison Officer (MHLO) role has remained an essential post throughout COVID-19 which has ensured that NHS Tayside has been able to support joint working with our key partners and fulfil our duty to co-operate with a focus on risk management and continued protection of the public. The MHLO has continued to provide support and advice across NHS Tayside in relation to risk assessment and risk management of MAPPA clients as well as supporting learning and developing activities and the broader adult / public protection agenda within NHS Tayside as part of our multiagency responsibilities. HMP CASTLE HUNTLY HMP Castle Huntly was affected in many ways by the Covid pandemic. However, a recovery plan is in place and the prison is starting to make progress in ensuring opportunities are once again available for those in our care. This includes outside activities with the PEI’s which include cycling and football in the community. Although admissions ceased for a number of months, they have started to rise again slowly, and we are seeing the positive outcomes for people, such as the connections with the community, and the benefits this brings. During 2020, normal monthly multi-disciplinary MAPPA meetings to oversee each case were suspended due to a lack of community access and movement, and Risk Management Team (RMT) meetings remained the platform to manage them. The HMP Castle Huntly monthly MAPPA meeting recommenced in March 2021. Meetings were held on 4 May and 2 August, 2022. This meeting remains a good practice piece of work to ensure HMP Castle Huntly manages and reviews all aspects of the MAPPA prisoners plan, and is not a decision-making forum. This chart shows the total of MAPPA RSO’s and Category 3 people within HMP Castle Huntly at present. Page 241 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 10 HMP PERTH HMP Perth has continued to operate with very few interruptions to regular MAPPA business during the period of the pandemic and this has continued as we emerge from the COVID restrictions. The Integrated Case Management (ICM) team continue to enjoy regular correspondence and assistance from the MAPPA Co-ordinator, the local Sex Offender Policing Units (SOPU) and Community based Social Work within Tayside. The introduction of MAPPA meetings by Teams continues to have a positive impact to the process. This has allowed senior staff at Unit Manager Level and above to attend meetings without any major disruption to their working day. The virtual platform has been positive and has not disrupted the ability of sharing information. SOPU staff have continued to be involved in pre–release ICM case conferences and again the use of telephone case conferences has aided this process. Numbers within custody from Tayside have remained relatively constant throughout the report year, between August 2021 and August 2022, the numbers have averaged between 54 and 64. Page 242 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 11 An emerging issue, which has brought some challenges, are individuals returning to the community when the court backdates their sentence due to time served on remand. There have been a number of instances recently where those individuals who have spent a longer than usual period on remand are released within days, weeks or even immediately on return from court. This has proven to be challenging over this report year and in order to mitigate the associated risks this has posed, we have provided the proposed court dates to MAPPA administration for their information and action. The sharing of this information has worked well over the report period and has allowed the necessary planning to take place prior to release. MAPPA CO-ORDINATION As the challenges of Covid continued throughout 2021 and into 2022 MAPPA meetings remained to be held via MS Teams across the three local authorities. By using MS Teams members have been able to join meetings without travel and it has been excellent for time management. It has been noted that greater attendance of all agencies has occurred by using MS Teams. As we go forward MS Teams will continue to be utilised for future MAPPA meetings. The MAPPA Co-ordinator and Chair of the Strategic Oversight Group (SOG) have continued to attend national meetings and each local authority Chief Officer Group meetings allowing for national themes to be shared locally. The formation of SOG sub groups, Self-Evaluation Group, MOG and Training Group, SCR review group, has allowed for the examination of MAPPA activity throughout the year. Page 243 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 12 STATISTICAL INFORMATION As of 31 March, 22, there were 356 Registered Sex Offenders managed in the community in Tayside, a decrease of 8 offenders on the previous year. Of the 356 there were 112 (31%) subject to statutory supervision requirement with Community Justice Social Work and managed jointly with Police Scotland, Sex Offender Policing Unit. The number of offenders managed in each local authority area is detailed below; ANGUS 95 (a decrease of 3 on the previous year) DUNDEE 140 (the same as the previous year) PERTH & KINROSS 121 (an decrease of 5 on the previous year) In March 2016, MAPPA was extended to include Category 3 offenders, who are considered to be High risk individuals subject to a statutory order and require multi-agency management. This year 3 individuals have been considered and managed under the Category 3 process. In this reporting year there has been 75 new offenders convicted and made subject to MAPPA managements. With Dundee seeing the biggest increase. ANGUS 22 DUNDEE 32 PERTH & KINROSS 21 However, during the same reporting period there has been 64 offenders archived. Archiving occurs when an offender has reached the end of their term of registration or they have died. ANGUS 17 DUNDEE 25 PERTH & KINROSS 22 Throughout this past year we have continued to utilise MS Teams for MAPPA meetings 369 Level 1 meetings, 108 level 2 meetings and 6 Level 3 meetings were held, thus ensuring business as usual for the management of the offenders within our communities. Page 244 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 13 WHAT WE SAID WE WOULD DO IN 2021/2022 The following priorities were identified for 2021/2022: Communication plan to be agreed and implemented The Scottish Government has updated the MAPPA Engagement Strategy, the Tayside SOG will examine this to ensure that the strategies in Tayside match that designed by the Government. Progression of training programme A Training Group has been identified and are currently examining the revised MAPPA Guidance and putting together a training programme for the operational staff involved in MAPPA. Training events will occur across the three local authorities with the focus initially being on MAPPA Chair training On publication of the reviewed MAPPA Guidance ensure local practice is up to date the Self Evaluation group will look to extend self-evaluation work, build a calendar and consider appropriate audits. The Self Evaluation group continue to meet and the performance report has now become routine business and statistical information is produced monthly, the calendar of audits has also begun with each agency carrying out their respective audits with the results being shared to develop any learning outcome. Page 245 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 14 GOING FORWARD 2022/2023 The Tayside MAPPA SOG Strategic Plan 2020-2023 sets out that we will monitor and review the Tayside MAPPA Environmental Risk Assessment (ERA) process and ensure that risk assessments are completed within the Scottish Government’s National Accommodation for Sex Offender’s minimum standards. The Tayside MAPPA housing leads agreed a monitoring framework in April 2022 and will report to the Tayside MAPPA MOG and SOG at the end of each quarter on: a. Number of initial and renewal ERAs requested each month b. % of ERAs completed in timescale c. % of ERA’s completed out with timescale d. % of ERAs assessed as suitable • Examine National communication strategy and develop a Tayside document • Maintain links with the National MAPPA groups ensuring that any new practice is delivered and embedded locally • Work with partners to agree a revised information sharing agreement following recent national discussions between the Responsible Authorities. This will include which systems and other means of information sharing are used and the potential to implement a new information management system MAPPS being developed by the Home Office. Page 246 of 250
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Multi Agency Public Protection Arrangements Annual Report 2021-2022 18 Designed by Communications, Dundee City Council SM/10/22 MAPPA Co-ordinator Friarfield House Barrack Street Dundee, DD1 1PQ Tel: 01382 435518 Fax: 01382 435080 Page 250 of 250