Agenda Document Pack - Housing and Social Wellbeing Committee - 21/06/2023
Perth and Kinross Council · 21 June 2023
Back to Housing and Social Wellbeing Committee — 21 June 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 14/06/2023 A hybrid meeting of the Housing and Social Wellbeing Committee will be held in the Council Chamber on Wednesday, 21 June 2023 at 09:30. If you have any queries please contact Committee Services on (01738) 475000 or email Committee@pkc.gov.uk. THOMAS GLEN Chief Executive Those attending the meeting are requested to ensure that all notifications are silent on their device and other devices are in silent mode. Please note that the meeting will be broadcast online and recorded. The recording will be publicly available on the Council’s website following the meeting. Members: Councillor Tom McEwan (Convener) Councillor Sheila McCole (Vice-Convener) 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 206
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Housing and Social Wellbeing Committee Wednesday, 21 June 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/SUBSTITUTES 2 DECLARATIONS OF INTEREST 3 MINUTE OF MEETING OF HOUSING AND SOCIAL WELLBEING COMMITTEE OF 15 MARCH 2023 FOR APPROVAL (copy herewith) 5 - 8 4 MOTION (i) SCOTTISH FIRE AND RESCUE SERVICE CUTS (copy herewith) 9 - 10 5 OUTSTANDING BUSINESS STATEMENT (OBS) (copy herewith 23/188) 11 - 12 6 POLICE AND FIRE REFORM: LOCAL SCRUTINY AND ENGAGEMENT 6(i) SCOTTISH FIRE AND RESCUE END OF YEAR PERFORMANCE REPORT - 1 OCTOBER 2022 - 31 MARCH 2023 Report by Area Manager, Local Senior Officer, Scottish Fire and Rescue Service (copy herewith 23/189) 13 - 30 6(ii) PERTH AND KINROSS LOCAL POLICING AREA END OF YEAR PERFORMANCE REPORT - 1 OCTOBER 2022 - 1 MARCH 2023 Report by Superintendent, Police Scotland D Division (Tayside) (copy herewith 23/190) 31 - 74 7 EDUCATION AND CHILDREN'S SERVICES ANNUAL PERFORMANCE REPORT 2022/23 Report by Executive Director (Education and Children's Services) (copy herewith 23/181) 75 - 110 Page 3 of 206
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8 COMMUNITY PAYBACK ORDER ANNUAL REPORT 2021/22 Report by Executive Director (Education and Children's Services) (copy herewith 23/191) 111 - 132 9 COMMUNITIES SERVICE ANNUAL PERFORMANCE REPORT 2022/23 Report by Executive Director (Communities) (copy herewith 23/168) 133 - 170 10 COMMUNITY PLANNING PARTNERSHIP UPDATE Report by Head of Cultural and Community Services (copy herewith 23/192) 171 - 176 11 COMMUNITY EMPOWERMENT ANNUAL REPORT 2022/23 Report by Head of Culture and Communities Service (copy herewith 23/193) 177 - 192 12 COMMUNITY INVESTMENT AND LOCAL ACTION PARTNERSHIP FUNDS 2023/24 Report by Head of Culture and Communities Services (copy herewith 32/194) 193 - 206 Page 4 of 206
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HOUSING AND SOCIAL WELLBEING COMMITTEE Minute of hybrid meeting of the Housing and Social Wellbeing Committee held in the Council Chambers, 2 High Street, Perth on 15 March 2023 at 9.30am. Present: Bailies C Ahern, R Brock and C McLaren; Councillors P Barrett, B Brawn, S Donaldson, M Frampton, I James, N Khogali, B Leishman, I MacPherson, S McCole, T McEwan, F Smith and J Welch. In Attendance: B Renton, Executive Director (Communities); C Mailer, E Ritchie, M Dow, J McColl, N Lennon, M Smith, S Coyle, B Wilson (from Item 5 onwards), C Hendry, A Saum, H Kettles, B Cargill, M Lynch, S Watson, D Stokoe and L Haxton (all Communities); A Taylor, S Hendry, A Brown and M Pasternak (all Corporate and Democratic Services). Also in Attendance: Chief Inspector T Leonard and Inspector G Burns (up to and including Item 6) (both Police Scotland); Local Senior Officer J Sharp, Group Commander S Kabamba and Station Commander J Fitzpatrick (up to and including Item 6) (all Scottish Fire and Rescue Service); and L Palmer (Tenant’s Representative) (from Item 7 onwards). Councillor T McEwan, Convener, Presiding. 1. WELCOME AND APOLOGIES Councillor T McEwan welcomed everyone to the meeting. There were no apologies. 2. DECLARATIONS OF INTEREST There were no Declarations of Interests in terms of the Councillors’ Code of Conduct 3. MINUTE OF PREVIOUS MEETING The minute of the meeting of the Housing and Communities Committee of 25 January 2023 was submitted and approved as a correct record. 4. OUTSTANDING BUSINESS STATEMENT Resolved: The Outstanding Business Statement be noted. 5. PRESENTATION: ROAD SAFETY AND ROAD CRIME Station Commander J Fitzpatrick from the Scottish Fire and Rescue Service and Inspector G Burns from the Police Scotland Road Policing Unit provided a joint slide-based presentation covering all aspects of Road Safety and Road Crime. 3 Page 5 of 206
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Both Station Commander Fitzpatrick and Inspector Burns answered members’ questions thereon. The Convener thanked both Station Commander Fitzpatrick and Inspector Burns for their very informative presentation and thanked them for their attendance. 6. PERTH AND KINROSS LOCAL POLICE PLAN 2023-2026 There was submitted a report by Chief Superintendent P Davison, Police Scotland ‘D’ Division (Tayside) (23/81) (1) presenting the final draft of the Local Police Plan 2023-2026; and (2) seeking endorsement of the Plan. Resolved: The Local Police Plan 2023-2026 as detailed in Appendix 1 of Report 23/81, be approved. CHIEF INSPECTOR T LEONARD, INSPECTOR G BURNS, AREA MANAGER J SHARP, GROUP COMMANDER S KEBAMBA AND STATION COMMANDER J FITZPATRICK ALL LEFT THE MEETING AT THIS POINT. 7. LOCAL HOUSING STRATEGY 2022-2027 There was submitted a joint report by Head of Planning and Development and Senior Service Manager (Communities) (23/82) seeking approval of the new five- year Local Housing Strategy (LHS) 2022- 2027 for Perth and Kinross to meet the requirements of housing legislation and Scottish Government guidance. A short video-clip on the Local Housing Strategy 2022-2027 was played to the Committee: Local Housing Strategy 2022-2027. Resolved: (i) The content of the new Local Housing Strategy (LHS) for the period 2022- 2027 as detailed in Appendix 1 of Report 23/82, be approved. (ii) The content of the Local Housing Strategy 2022-2027 Action Plan as detailed in Appendix 2 of Report 23/82, be approved. (iii) The submission of the Local Housing Strategy 2022-2027 to the Scottish Government, be approved. (iv) It be noted that certain actions will be the subject of future reports to relevant committees, depending on specific remits as detailed in Paragraph 8.3 of Report 23/82. THERE FOLLOWED A SHORT RECESS AND THE MEETING RECONVENED AT 11.52AM. 8. COMMUNITY PLANNING PARTNERSHIP UPDATE There was a report submitted by Head of Cultural and Community Services (23/83) providing an update on the work of the Community Planning Partnership (CPP) since the previous report on 25 January 2023. Resolved: Page 6 of 206
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The contents of Report 23/83, be noted. D STOKOE AND L HAXTON LEFT THE MEETING AT THIS POINT. 9. PRESENTATION – UPDATE ON COST OF LIVING/CHILD POVERTY C Mailer, Executive Lead – Strategic Planning and Transformation provided a slide-based presentation on the current cost of living crisis and its effects on the people of Perth and Kinross. C Mailer answered members’ questions thereon. ~~~~~~~~ Page 7 of 206
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MOTION BY COUNCILLORS B LEISHMAN AND D CUTHBERT Scottish Fire and Rescue Service Cuts Acknowledging the vital service that Scottish Fire and Rescue Service provide to the people of Perth and Kinross, in line with the scrutiny role of the Housing and Social Wellbeing Committee, this motion resolves to: • Note, with grave concern, the operational decision of SFRS to decommission an appliance at Perth Fire Station. • Request a meeting with SFRS decision makers and representatives of the local service with elected members and relevant Council officers to seek more detailed information and express the view for the withdrawal of the proposal to decommission an appliance at Perth Fire Station. • Provide reassurance to the SFRS of the Council's continued commitment to working together with them as a much respected and valued public partner, to safeguard and protect the communities that we serve. (i) Page 9 of 206
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HOUSING AND SOCIAL WELLBEING OUTSTANDING BUSINESS STATEMENT (OBS) (Report No. 23/188) Please note that this statement sets out outstanding decisions of Council / this committee / sub-committee along with an update and estimated completion date. Actions which are overdue are shaded for ease of reference. Where an update reflects that an action is complete then agreement will be sought to its removal from the OBS. No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/completed Action Expected 9. 25 January 2023 Item 6. Report 23/9 HRA Report Carry out a review of the Rent Strategy to be carried out by the recently established Affordable Housing MOWG. Identified as a topic for discussion at the September meeting of the Affordable Housing MOWG. B Renton / E Ritchie NOT COMPLETE September 2023 10. 25 January 2023 Item 6. Report 23/9 HRA Report Provide a Presentation to a future meeting of this Committee on all aspects of reducing the carbon footprint of our housing stock. Currently trying to identify a suitable date for an Elected Members Briefing Session to be held after the summer recess. D Grant / N\Lennon NOT COMPLETE August 2023 11. 15 March 2023 Item 7. Report 23/82 Local Housing Strategy 2022- 2027 Provide Committee with confirmation of how many of the 484 Council housing stock properties with Band B Energy Information circulated to Members via Elected Member Briefing Note 036-23 on 21 March 2023. N Lennon COMPLETE 21 June 2023 5 Page 11 of 206
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No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/completed Action Expected Performance Certificates were new builds. 12. 15 March 2023 Item 7. Report 23/83 Local Housing Strategy 2022- 2027 Provide Committee with details on the uptake of training and courses available to PKC Landlords, Voluntary Sector and Private / Letting Agencies Detailed breakdown provided by Elaine Ritchie to Committee Members via e-mail on 14 April 2023. E Ritchie COMPLETE 21 June 2023 Page 12 of 206
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NOT PROTECTIVELY MARKED Perth And Kinross Council Housing And Social Wellbeing Committee 21 June 2023 SCOTTISH FIRE AND RESCUE END OF YEAR PERFORMANCE REPORT 1 OCTOBER 2022 TO 31 MARCH 2023 Report by Area Manager Jason Sharp, Local Senior Officer, Scottish Fire and Rescue Service (Report No. 23/189) Abstract The report contains performance information relating to the six-month period (1 October 2022 – 1 March 2023) 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 and scrutinise the statistical information contained in this report in conjunction with Appendix 1. 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. 6(i) Page 13 of 206
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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 5 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 14 of 206
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Appendix 1 October-March: 2022/23 MONITORING REPORT Covering the activities and performance in support of the Local Fire and Rescue Plan for Perth & Kinross. 6(i) Page 15 of 206
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2 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 16 of 206
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3 TABLE OF CONTENTS PAGE Introduction Performance Summary Performance Highlights 4 5 6 Priority 1 - Improving Fire Safety in The Home HI 1 – Accidental Dwelling Fires (ADF) HI 2 – ADF Fatal Casualties HI 3 – ADF Non-Fatal Casualties Priority 2 - Improving Fire Safety and Resilience in the Business Community HI 4 - Non-Domestic Building Fires HI 5 – Fatal Casualties in Non-Domestic Buildings HI 6 – Non-Fatal Casualties in Non-Domestic Buildings Priority 3 - Minimising the Impact of Unintentional Harm HI 7 – Road Traffic Collision (RTC) Incidents HI 8 – Fatal RTC Casualties HI 9 – Non-Fatal RTC Casualties Priority 4 - Reducing Unwanted Fire Alarm Signals HI 10 – Unwanted Fire Alarm Signals (UFAS) Priority 5 - Reducing Deliberate Fires HI 11 – Deliberate Primary Fires HI 12 – Deliberate Secondary Fires Priority 6 - Effective Risk Management and Operational Preparedness APPENDIX 1: COMMUNITY SAFETY ENGAGEMENT PROGRAMMES APPENDIX 2: NOTABLE INCIDENTS 7 8 9 10 11 12 13 15 Page 17 of 206
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4 INTRODUCTION This 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 within 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 within 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 Social Wellbeing 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 18 of 206
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5 PERFORMANCE SUMMARY The table below provides a summary of 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 44 Incidents YTD – 84 Incidents Annual Target – 106 Incidents 0 Casualties YTD – 0 Annual Target – 0 13 Casualties YTD – 16 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 19 Incidents YTD – 37 Incidents Annual Target – 53 Incidents 4 Casualties YTD – 4 Annual Target – 0 6 Casualties YTD – 6 Annual Target – 2 HI 7 Road Traffic Collision (RTC) Incidents HI 8 Fatal RTC Casualties HI 9 Non-Fatal RTC Casualties 45 Incidents YTD – 91 Incidents Annual Target – 83 Incidents 3 Casualties YTD – 5 Annual Target – 0 36 Casualties YTD – 36 Annual Target – 50 HI 10 Unwanted Fire Alarm Signals HI 11 Deliberate Primary Fires HI 12 Deliberate Secondary Fires 346 Incidents YTD – 655 Incidents Annual Target – 620 Incidents 7 Incidents YTD – 16 Incidents Annual Target – 29 Incidents 35 Incidents YTD – 87 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 19 of 206
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6 PERFORMANCE HIGHLIGHTS During the reporting period the SFRS attended a total of 1052 incidents across Perth & Kinross. Of the 12 headline indicators and targets, the following performance should be noted: HI 1 - There were 44 Accidental Dwelling Fires (ADF) reported. Fire damage at 20 incidents was reported as limited to item of ignition and 3 limited to the room of ignition requiring a hosereel or CO2 extinguisher. Twenty-Five properties were fitted with smoke detection, of which 18 operated and gave early warning to the occupants. The main cause was cooking and human contributing factor being distraction, 5 with drugs or alcohol being involved. HI 2 / HI 3 - There were 0 ADF Fatal Casualties and 13 ADF Non-Fatal Casualties during the reporting period. HI 4 - There were 19 Non-Domestic Building Fires which reflects an increase on the previous period (11). Six incidents resulted in minor damage, 1 involved the whole building, 1 limited to room of origin and 11 with no damage caused. At 4 of these incidents’ firefighters extinguished the fire using main jets or hosereels. HI 5 / HI 6 - Unfortunately there were 4 Non-Domestic Fatal Fire Casualties and 6 Non-Domestic Casualties recorded during this period as a result of two notable incidents within Perth. HI 7 - We attended 45 Road Traffic Collision’s (RTCs) to assist with scene safety or to extricate occupants trapped as a result of a collision. Reporting a decrease in comparison to the previous period. Of the 45 incidents attended, 13 incidents required technical extrication to release casualties. HI 8 / HI 9 - Of the 45 RTC incidents we attended, there were 3 RTC Fatalities and 36 Non-Fatal Casualties from around the P&K area. HI 10 - The SFRS mobilised to 346 Unwanted Fire Alarm Signals (UFAS) incidents from a total of 633 False Alarms during the reporting period. HI 11 / HI 12 - There were 7 Deliberate Primary Fires reported. 3 buildings (Hospital, Care Home, Residential Flats), 2 involved vehicles and 2 outdoor structures. There were 35 Deliberate Secondary Fires reported. There were no trends identified, with incidents spread across all ward areas. Our firefighters continue to train in all aspects of their role to ensure they are operationally prepared and we have continued where possible to gather information on local risks to assist us in an emergency through our Operational Intelligence visits. We continue to deliver face to face engagement within our communities to ensure we can continue to help those who are most vulnerable. We have seen a large increase in partnership working and provided continual support for local initiatives some of which you can read in appendices at the end of this report. Accidental Fires 14% Deliberate Fires 4% Special Service 22% False Alarms 60% Perth & Kinross Incident Breakdown Accidental Fires Deliberate Fires Special Service False Alarms Page 20 of 206
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7 Indicator Description HI 1 – Accidental Dwelling Fires The largest single type of primary fire within P&K, our aim is to reduce the rate of ADF’s in the home and their prevention in a key focus of the SFRS community safety activity. HI 2 – ADF Fatal Casualties People for whom fire has been clearly identified as the cause of death, even if they die some-time after the actual fire. HI 3 – ADF Non-Fatal Casualties This counts all types of non-fatal fire injury in the home, including precautionary checks. What we aim to Achieve Priority One: Improving Fire Safety in the Home, meeting the headline targets will also support a long-term vision in the 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 Within Perth & Kinross we 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. The total number of ADF’s continues to decrease in the long term and we are reporting the lowest number of fires for this reporting period in the last five years. This is as a result of a number of community safety initiatives delivered through partnership working. 19/20 20/21 21/22 22/23 Annual Target HI1 53 44 49 44 106 19/20 20/21 21/22 22/23 Annual Target HI2 0 0 0 0 0 HI3 5 9 10 13 18 PRIORITY 1 - IMPROVING FIRE SAFETY IN THE HOME 0 2 4 6 8 10 12 14 19/20 20/21 21/22 22/23 HI 2 & HI 3 ADF Fatal Fire Casualties ADF Non-Fatal Fire Casualties 0 10 20 30 40 50 60 19/20 20/21 21/22 22/23 HI 1 Incidents Page 21 of 206
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8 Indicator Description HI 4 - Non-Domestic Building Fires Applicable to the Act Non-domestic buildings applicable to Part 3 of the Fire (Scotland) Act 2005 (‘The Act’) (e.g. care homes, hotels and hospitals etc.) HI 5 – Fatal Fire Casualties in Non-Domestic Building Fires applicable to the Act People for whom fire has been clearly identified as the cause of death, even if they die sometime after the actual fire. HI 6 – Non-fatal Fire Casualties in Non-Domestic Building Fires applicable to the Act Counts all types of non-fatal fire injury in non-domestic buildings, including precautionary checks. What we aim to Achieve 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 In-line with our Fire Safety Enforcement Plan, Fire Safety Enforcement Officers support 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. 54 Audits were undertaken during the reporting period inc.31 Care Homes; 4 Hospitals, 4 Hotels, 3 HMOs, 4 Audits following complaints, 1 Thematic Audit due to removal of a smoke and heat exhaust ventilation system and further consultations. This involved engaging with local businesses to maintain safety procedures and 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. 19/20 20/21 21/22 22/23 Annual Target HI5 0 0 0 4 0 HI6 2 0 0 6 2 19/20 20/21 21/22 22/23 Annual Target HI4 25 12 11 19 53 PRIORITY 2-FIRE SAFETY AND RESILIENCE IN THE BUSINESS COMMUNITY 0 5 10 15 20 25 30 19/20 20/21 21/22 22/23 HI 4 Incidents 0 1 2 3 4 5 6 7 19/20 20/21 21/22 22/23 HI 5 & HI 6 Fatal Fire Casualties Non-Fatal Fire Casualties Page 22 of 206
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9 Indicator Description HI 7 - RTC Incidents 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. HI 8 – Fatal RTC Casualties As a headline target, the aim is to reduce the risk of death from RTC’s in Perth & Kinross. 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. 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 RTCs account for a high number of casualties every year which requires a multi-agency partnership approach to reduce these risks to those on our roads. P&K Road Safety Partnership is a multi-agency group working locally to establish reduction priorities and influence the content of the P&K Road Safety Plan. In partnership, Perth Fire Station continues to host the Motorcycle Rider Refinement course which is led by Police Scotland and supported by the Institute of Advanced Motoring. The introduction of the Young Driver Programme and VR headsets provide an emersive experience to users on Road Saftey. Input has been undertaken at local Secondary Schools and HMP Perth with feedback being very positive. A replacement for Safe Drive Stay Alive, the new equipment and material allows users to experience the aftermath of an RTC until extrication. 19/20 20/21 21/22 22/23 Annual Target HI7 49 28 51 45 83 19/20 20/21 21/22 22/23 Annual Target HI8 0 1 3 3 0 HI9 41 17 34 36 50 PRIORITY 3 – MINIMISING THE IMPACT OF UNINTENTIONAL HARM 0 10 20 30 40 50 60 19/20 20/21 21/22 22/23 HI 7 RTC 0 10 20 30 40 50 19/20 20/21 21/22 22/23 HI 8 & HI 9 Fatalities Casualties Page 23 of 206
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10 Indicator Description HI 10 – Unwanted Fire Alarm Signals (UFAS) Automatic Fire alarms (AFA’s) are fundamental to providing early warning from fire, giving people the chance to evacuate safely. However, to be effective, they must be properly installed, maintained and supported by a robust fire safety management regime implemented by the duty holder. As a headline target, the aim is to improve fire safety management and awareness, by reducing the number of attendances to UFAS from automatic systems in Non-Domestic buildings. 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 UFAS from AFA’s 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. Operational crews continue to investigate the cause of every UFAS incident to ensure the appropriate level of engagement with the duty holder was undertaken when in attendance. Every UFAS incident that the SFRS attends is used as an opportunity to educate the Duty Holder on the impact UFAS has on their businesses, the community and the Fire and Rescue Service. Following the UFAS Stakeholder Consultation, from 1 July 2023 the SFRS will no longer mobilise to AFA’s within Non-Sleeping risk premises unless a fire is confirmed. It is expected that the SFRS will reduce UFAS mobilisations within P&K providing opportunities for reinvesting the released capacity into areas that would deliver greater value, such as upskilling, training and further prevention work. When analysed further, it is the same property types that are causing UFAS in Perth & Kinross and nationally. 19/20 20/21 21/22 22/23 Annual Target HI10 277 314 321 346 620 Property Types Secondary and Primary Schools 58 Care Homes, Sheltered Housing 39 Hotels 28 Hospital/ Medical Care 21 Offices and Call Centres 19 PRIORITY 4 - REDUCING UNWANTED FIRE ALARM SIGNALS 0 100 200 300 400 19/20 20/21 21/22 22/23 HI 10 UFAS Incidents 81% 16% 3% All False Alarms (633) UFAS = 55% Equipment Faliure Good Intent Malicious Page 24 of 206
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11 Indicator Description HI 11 – Deliberate Primary Fires These indicators account for all types of fire that are believed to have been started intentionally. • Fires in the home • Fires in non-domestic buildings • Fires in motor vehicles 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. 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 The proactive approach adopted 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 include a targeted approach working with local schools along with national campaigns during the summer season to reduce this unacceptable, anti-social behaviour. This continual programme of input with regard deliberate fire raising is delivered alongside other educational safety programmes across Perth and Kinross particularly the Perth City area. 19/20 20/21 21/22 22/23 Annual Target HI12 29 27 27 35 80 19/20 20/21 21/22 22/23 Annual Target HI11 13 7 11 7 29 PRIORITY 5 - REDUCING DELIBERATE FIRES 0 2 4 6 8 10 12 14 19/20 20/21 21/22 22/23 HI 11 All Deliberate Primary Fires 0 10 20 30 40 19/20 20/21 21/22 22/23 HI 12 All Deliberate Secondary Fires Page 25 of 206
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12 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 During the reporting period we have delivered our training commitment to operational firefighters, whereby we trained and confirmed their preparedness to deal with: • Breathing Apparatus • Casualty Care • Pumps, Ladders and Knots and Lines • Road Traffic Collisions • Incident Command Within P&K, our On-Call Volunteer stations, Kinloch Rannoch, Kirkmichael and Glenshee have recently undertaken Road Traffic Collision (RTC) Operator courses and received Powered Rescue Equipment (PRE) and associated equipment enhancing their capabilities which allows them to be mobilised to RTCs ensuing resilience in our more remote communities. 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 Safety Visits, ensuring that all High-Risk properties were visited and telephone contact made with all Medium and Low Risk properties. Our Development 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 to filling a number of vacant posts within our On-Call stations. PRIORITY 6 - RISK MANAGEMENT AND OPERATIONAL PREPAREDNESS Page 26 of 206
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13 This section provides details of Community Safety Engagement initiatives undertaken within P&K. The Safer Communities Partnership work together to continually provide community safety messages, education, training and support. This compliments risk reduction strategies to support our communities, particularly those most vulnerable. Working collaboratively, it also supports the priorities within the Local Fire and Rescue Plan and the wider Perth & Kinross Council Community Planning Partnerships priorities. APPENDIX 1: COMMUNITY SAFETY ENGAGEMENT PROGRAMMES Page 27 of 206
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14 Firefighters have been working with representatives from P&K Council and partners to improve water safety at the River Ericht, Blairgowrie by installing new Water Safety Boards and throwlines along the riverbank at Sir William Macpherson Park. Board information includes location, safety advice and mental health support. A community Water Safety event was held on Saturday 1st of April 2023 with Police Scotland, Tayside Mountain Rescue, P&K Council Community Wardens, the Scottish Ambulance Service and Blairgowrie & Rattray Community Council which allowed visitors to learn how to use lifesaving throwlines and CPR. Perth Fire Station held its first Emergency Services Day. Joined by our partners, the Scottish Ambulance Service, Police Scotland, Mountain Rescue, First Responders, Air Ambulance, SFB Heritage Trust and Rapid Relief. Over 1000 people attended the event, where visitors undertook activities including VR goggles, viewing appliances and equipment, meeting operational crews, trying on the PPE and was an opportunity for members of the community to receive home safety advice. Firefighters from Coupar Angus and our P&K Community Action Team recently carried out CPR training in partnership with the British Heart Foundation to a local community group in the town ensuring that all involved were proficient in the use of this life saving skill. Page 28 of 206
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15 SFRS attended 1052 incidents of which a number had a serious impact on members of our communities and their families. New County Hotel, Perth Crews were met with a well-developed fire on the 2nd floor of the hotel. The incident escalated to a Level 3 response with 14 appliances attending from across Tayside, Fife and Aberdeen. Crews rescued a number of residents from the upper floors and roof by ladder and quickly extinguished the fire searching the smoke logged building. Unfortunately, this incident resulted in 3 fatalities and a number of injuries to residents. Shore Recylcling, Perth A fire at Shore Recycling involving approximately 200 tonnes of scrap materials which had spread to adjacent buildings. Crews from across Tayside and Fife were required at this incident with 9 fire appliances and supporting vehicles remaining on scene for 48 hours. Unfortunately, this incident resulted in a fatality due to injuries sustained. Clunie Power Station, Pitlochry Specialist crews, including Swift Water Rescue Teams from Perth and Stirling and Line Rescue Team from Lochgelly attended a gorge rescue incident where a casualty had fallen approximately 40ft down to the river’s edge. Boats were deployed from downstream and crews with the assistance of Scottish Ambulance Special Operations, Trauma Team and Police Scotland were able to affect a challenging rescue. APPENDIX 2: NOTABLE INCIDENTS / EVENTS Page 29 of 206
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OFFICIAL: POLICE AND PARTNERS OFFICIAL: POLICE AND PARTNERS Perth And Kinross Council Housing and Social Wellbeing Committee PERTH AND KINROSS LOCAL POLICING AREA END OF YEAR POLICE REPORT 1 October 2022 – 31 March 2023 Report by Superintendent Iain Wales Police Scotland D Division (Tayside) (Report No. 23/190) 1. RECOMMENDATION 1.1 It is recommended that members note and scrutinise the statistical information contained in this report in conjunction with Appendix 1. 2. BACKGROUND Appendix 1 – End of Year Police Report (Q3 & Q4 2022/23) 2.1 The purpose of this report (Appendix 1) is to provide information to the Committee regarding the performance of Police Scotland to facilitate local scrutiny. 2.2 Appendix 1 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. PERFORMANCE 3.1 Appendix 1 will provide updates on: • Violence Disorder and Antisocial Behaviour • Acquisitive Crime • Road Safety and Road Crime • Public Protection • Counter Terrorism and Domestic Extremism • Wildlife Crime • Serious Organised Crime 6(ii) Page 31 of 206
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OFFICIAL: POLICE AND PARTNERS OFFICIAL: POLICE AND PARTNERS 4. FINANCIAL IMPLICATIONS 4.1 There are no financial implications as a result of this report. 5. STAFFING IMPLICATIONS 5.1 There are no staffing issues as a result of this report. 6. ENVIRONMENTAL ISSUES 6.1 This report does not have any impact on the environment. 7. SUMMARY 7.1 The attached report updates members regarding significant operational matters and performance of the local policing area during quarters 3 & 4 of policing year 2022/23. 8. COMPLIANCE 7.1 Is the proposal; (a) Human Rights Act 1998 complaint? YES (b) Equality & Diversity complaint? YES Page 32 of 206
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OFFICIAL OFFICIAL Perth and Kinross Council Housing and Social Wellbeing Committee Quarter 4 ending 31st March 2023 Chief Superintendent Davison 6(ii) Page 33 of 206
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OFFICIAL 2 Contents Pages Introduction and Overview of Local Policing Priorities 3 Plan on a Page – Perth & Kinross Local Policing Plan 2020-2023 4 Summary Report Perth & Kinross LPA 5 Violence, Disorder and Antisocial Behaviour 6-13 Acquisitive Crime 14-20 Road Safety and Road Crime 21-27 Public Protection 28-33 Serious Organised Crime 34-36 Counter Terrorism and Domestic Extremism 37 Wildlife Crime 38-39 Complaints about the Police 40 Appendix 41 Page 34 of 206
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OFFICIAL 3 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 October 2022 to 31 March 2023, however will focus on Year to Date (YTD) data from 1 April 2021 to 31 March 2022 and 1 April 2022 to 31 March 2023. 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 35 of 206
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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 36 of 206
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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 74 90.5% 22/23 74 87.8% % +/- - -2.7% Robbery Inc Intent Crimes Detect % 21/22 41 85.4% 22/23 40 75.0% % +/- -2.4% -10.4% Common Assault - Total Crimes Detect % 21/22 1169 69.0% 22/23 1251 %71.8 % +/- +7.0% +2.7% Violence, Disorder and Antisocial Behaviour Acquisitive Crime Acquisitive Crime Emergency Services Assault Crimes Detect % 21/22 121 98.3% 22/23 121 %95.9 % +/- - -2.5% Housebreakings -Dwellings Crimes Detect % 21/22 97 32.0% 22/23 105 21.0% % +/- +8.2% -11.0% Motor Vehicle Crime Crimes Detect % 21/22 213 37.1% 22/23 204 36.3% % +/- -4.2% -0.8% Acquisitive Crime Road Safety and Road Crime Road Safety and Road Crime Fraud Crimes Detect % 21/22 345 18.3% 22/23 367 13.6% % +/- +6.4% -4.6% Speeding Crimes Detect % 21/22 1973 99.9% 22/23 1080 100.0% % +/- -45.3% +0.1% Drink/ Drug Driving Crimes Detect % 21/22 181 96.7% 22/23 156 88.5% % +/- -13.8% -8.2% Road Safety and Road Crime Road Safety and Road Crime Public Protection Road Deaths - All Crimes Detect % 21/22 4 N/A 22/23 8 N/A % +/- +100.0% / Serious Injury - All Crimes Detect % 21/22 66 N/A 22/23 83 N/A % +/- +25.8% / Rape Inc Assault with Intent Crimes Detect % 21/22 84 53.6% 22/23 60 73.3% % +/- -28.6% +19.8% Public Protection Serious Organised Crime Serious Organised Crime Group 2 - Sexual Crimes Crimes Detect % 21/22 388 47.2% 22/23 396 59.3% % +/- +2.1% +12.2% Drugs Supply Crimes Detect % 21/22 98 71.4% 22/23 68 88.2% % +/- -30.6% +16.8% Drug Possession Crimes Detect % 21/22 319 95.3% 22/23 261 98.9% % +/- -18.2% +3.6% Summary Report Perth & Kinross LPA 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 37 of 206
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OFFICIAL 6 Occurrence rates for violent crime in Perth and Kinross remain below national averages (per head of population) and across most categories are lower than Last Year to Date (LYTD) with the exception of Common Assault. In the majority of cases the victim and offenders are known to each other prior to the commission of the offence and “stranger” attacks remain rare. Perth City continues to see the highest level of crimes recorded with the remainder being fairly evenly split throughout the other localities. We also continue to see a fairly even split between offences committed in private dwellings and public spaces. During the reporting period we saw a number of incidents of assault on school premises or involving school pupils out with school settings, e.g. on public transport. Some of these incidents had been recorded by other pupils and circulated on Social Media. We responded quickly to this establishing a Short Life Working Group with partners, including Education and Children’s Services, Safer Communities and Transport organisations and our investigative response to the crimes was augmented by further engagement with pupils, led by our Community Policing Team and Schools Liaison Officer. In addition Police and Education are developing additional guidance for school staff in relation to violence and anti-social behaviour which will enhance our collective capability to respond to incidents in the future. This is a positive example of the strong partnership working that exists in Perth and Kinross and demonstrates our capability to quickly identify and respond to issues as they emerge. We also saw a number of offences recorded at Licensed Premises, the majority of which occurred in Perth City Centre. To address this we have reintroduced Operation CentreSafe, deploying High Visibility Uniformed foot patrols in the area of the City Centre at peak trading hours for the Night Time Economy. Officers will engage with members of the public and licensees and door stewards in an effort to prevent violence and disorder. Where incidents occur which are linked to licensed premises we work closely with colleagues in our Divisional Licensing Unit to review each incident and identify opportunities to work with Licensee’s to prevent further offences. 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 38 of 206
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OFFICIAL 7 We have also conducted a review of our Community Policing model in Perth and will reintroduce named Community Police Officers for each locality, including the City Centre, which will hopefully increase our visibility and give business owners and members of the public a clear point of contact to raise any issues or concerns. Murder No murders were recorded during the reporting period. Attempted Murder A further 2 crimes of attempted murder were recorded during the reporting period bringing the final Year to Date total to 6, an increase of 4 crimes when compared with the previous year. The first of these incidents occurred in February 2023 when two local police officers were assaulted while arresting a male for unrelated offences. The male violently 4 3 1 0 1 0 0 1 4.4 2.4 0 0.6 0 1 2 3 4 5 Div Dundee Perth and Kinross Angus Murder - Recorded Crime 2021/22 2022/23 5 Year Ave 110.4 100.0 100.0 100.0 0.0 91.5 100.0 0.0 0.0 100.0 0.0 50.0 100.0 150.0 Scotland Div Dundee Perth and Kinross Angus Murder - Detection Rates 2021/22 2022/23 0.02 0.00 0.00 0.090.09 0.00 0.02 0.04 0.06 0.08 0.10 Div Dundee Perth and Kinross Angus Murder - Rate per 10,000 population 2022/23 Scotland Page 39 of 206
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OFFICIAL 8 resisted arrest and during the course of the struggle attempted to push an officer over a second floor balcony, however thankfully was prevented from doing so. A 35 year old male was arrested at the scene and is currently remanded in custody awaiting trial. The second incident occurred in HMP Perth in March 2023 when a 40 year old inmate was assaulted by another inmate who was in possession of a bladed weapon. The victim sustained significant injuries and required hospital treatment. The investigation into this incident was led by our local CID team and a 42 year old male remains remanded in custody awaiting trial. Detection rates for Attempted Murder finished the year at 100% which is higher than the divisional and national average. Serious Assault Occurrence rates for Serious Assault are level with last year and remain below the 5 year average and national average. 10 6 2 2 27 19 6 2 11 5 4.2 1.8 0 5 10 15 20 25 30 Div Dundee Perth and Kinross Angus Att Murder - Recorded Crime 2021/22 2022/23 5 Year Ave 92.4 120.0 116.7 100.0 150.095.7 92.6 89.5 100.0 100.0 0.0 200.0 Scotland Div Dundee Perth and Kinross Angus Att Murder - Detection Rates 2021/22 2022/23 0.65 1.27 0.39 0.170.51 0.00 0.50 1.00 1.50 Div Dundee Perth and Kinross Angus Att Murder - Rate per 10,000 population 2022/23 Scotland Page 40 of 206
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OFFICIAL 9 Following a challenging start to the year our detection rates have continued to increase throughout the reporting period and at year end are broadly in line with the previous year and markedly higher than both the divisional and national averages. Common Assault As outlined above, occurrence rates for Common Assault remain challenging with 82 more crimes recorded than during the previous year, albeit figures remain below the national average. Despite this increase a continued investigative focus, assisted by our locality based CID has driven improvement in detection rates which finished the year significantly higher than LYTD and higher than divisional and national averages. 275 149 74 52 278 148 74 56 278.6 146 76.8 55.8 0 100 200 300 Div Dundee Perth and Kinross Angus Serious Assault - Recorded Crime 2021/22 2022/23 5 Year Ave 76.3 80.7 74.5 90.5 84.678.5 78.8 74.3 87.8 78.6 0.0 20.0 40.0 60.0 80.0 100.0 Scotland Div Dundee Perth and Kinross Angus Serious Assault - Detection Rates 2021/22 2022/23 6.66 9.91 4.87 4.825.85 0.00 5.00 10.00 15.00 Div Dundee Perth and Kinross Angus Serious Assault - Rate per 10,000 population 2022/23 Scotland Page 41 of 206
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OFFICIAL 10 Robbery Occurrence rates for robberies proved to be a challenge at the start of the reporting year with Perth and Kinross recording significant increases during both Q1 and Q2. Since then a focus on prevention and investigation has resulted in occurrence levels plateauing and finishing the year broadly in line with the previous year (a reduction of 1 crime) and occurrence rates in Perth and Kinross remain lower than the national average. Robberies remain a priority crime with the majority of investigations being led by our Locality CID with oversight from a qualified Senior Investigating Officer. This has resulted in a continued upward trend in respect of detection rates which rose from 65% at the end of Quarter 2 to 75 % at year end. 4742 2444 1169 1129 4582 2283 1251 1048 4452.2 2267.4 1035.4 1149.4 0 2000 4000 6000 Div Dundee Perth and Kinross Angus Common Assault (Total) - Recorded Crime 2021/22 2022/23 5 Year Ave 67.4 69.0 68.1 69.0 71.0 68.2 69.4 66.4 71.8 73.3 62.0 64.0 66.0 68.0 70.0 72.0 74.0 Scotland Div Dundee Perth and Kinross Angus Common Assault (Total) - Detection Rates 2021/22 2022/23 109.76 152.89 82.33 90.19105.63 0.00 50.00 100.00 150.00 200.00 Div Dundee Perth and Kinross Angus Common Assault (Total) - Rate per 10,000 population 2022/23 Scotland Page 42 of 206
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OFFICIAL 11 While this detection rate is lower than LYTD it is higher than divisional and national averages and a number of the crimes recorded during the reporting period remain under active investigation. Vandalism We continue to see a reduction in the occurrence rate for Vandalism with 128 fewer crimes being recorded than LYTD. Offences remain 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. 213 138 41 34 214 154 40 20 180.4 123.8 31 25.6 0 200 400 Div Dundee Perth and Kinross Angus Robbery - Recorded Crime 2021/22 2022/23 5 Year Ave 73.7 74.6 72.5 85.4 70.674.1 71.5 69.5 75.0 80.0 0.0 50.0 100.0 Scotland Div Dundee Perth and Kinross Angus Robbery - Detection Rates 2021/22 2022/23 5.13 10.31 2.63 1.722.97 0.00 2.00 4.00 6.00 8.00 10.00 12.00 Div Dundee Perth and Kinross Angus Robbery - Rate per 10,000 population 2022/23 Scotland Page 43 of 206
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OFFICIAL 12 Measure – Stop Search Stop and Search is an operational policing tactic deployed when necessary for the prevention, investigation and detection of crime. The overall objective is to maintain public safety and improve community wellbeing. Stopping and searching members of the public is a significant intrusion of their personal liberty and privacy. It is carefully handled by Police and must be carried out in a manner that is lawful, proportionate and accountable. 3054 1521 864 669 2849 1501 736 612 3314.2 1709.4 833.6 771.2 0 500 1000 1500 2000 2500 3000 3500 Div Dundee Perth and Kinross Angus Vandalism - Recorded Crime 2021/22 2022/23 5 Year Ave 27.2 33.6 34.6 33.1 31.7 27.3 27.1 25.0 29.5 29.4 0.0 10.0 20.0 30.0 40.0 Scotland Div Dundee Perth and Kinross Angus Vandalism - Detection Rates 2021/22 2022/23 18.49 100.52 48.44 52.6768.05 0.00 20.00 40.00 60.00 80.00 100.00 120.00 Div Dundee Perth and Kinross Angus Vandalism - Rate per 10,000 population 2022/23 Scotland Page 44 of 206
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OFFICIAL 13 Officers explain why they have stopped an individual before any search, and explain what they are looking for. After the search officers provide the individual with a receipt, which documents information about their rights and how they can access a copy of their stop and search record. In the reporting period 248 stop searches were conducted with items including weapons and drugs recovered on 116 occasions, which equates to a positive rate of 46%. 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. 425 233 116 76 487 265 132 90 0 100 200 300 400 500 600 700 800 900 1000 Division Dundee Perth & Kinross Angus Stop/ Search 2022/23 Positive Negative Page 45 of 206
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OFFICIAL 14 As with Violent Crime, occurrence rates for Acquisitive Crime in Perth and Kinross remain below national averages across all crime types. Domestic Housebreaking remains a challenge and we continue to see evidence of criminals utilising the road network to travel into Perth and Kinross from other areas and continue to address this by sharing intelligence with neighbouring divisions via a number of local and national forums. Theft by Shoplifting is another area where we have seen a marked increase in occurrence rates, a trend which is replicated both locally and nationally. The majority of offences occur within Perth City with an almost equal split between City Centre locations and out of town supermarkets and retail parks. As outlined in the Violent Crime section of the document it is anticipated the reintroduction of dedicated Community Police Officers for each locality will increase our visibility and allow us to more effectively target hot spots and disrupt repeat offenders. We will also continue to work closely with our Partnerships Interventions and Preventions Team to provide support and crime prevention advice to retailers. Domestic Housebreaking The figures for Domestic Housebreaking include all attempted housebreakings and instances of housebreaking with intent to steal (i.e. where the security of the property has been overcome but no property stolen). The reporting period, i.e. between October and April, is a period where we commonly see an increase in crimes of this nature. As with previous years we issued regular crime prevention advice as part of our After Dark campaign and were supported by Safer Communities and Police Scotland Youth Volunteers who conducted targeted crime prevention messaging in areas identified by analysis. While we did not see the same level of increase in occurrence rates witnessed at the start of the year we did record an overall increase of 8.2% or 8 additional crimes. Detection rates ended the year at 30%, which while lower than LYTD is higher than the national average and all crimes of Domestic Housebreaking continue to be reviewed by CID who also led on most cross border investigations or significant crime series. 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 46 of 206
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OFFICIAL 15 Notable Detections / Arrests during the reporting period are outlined below and demonstrate the cross border nature of much of the crime recorded in Perth and Kinross. Two 19 year old males, both from Edinburgh were reported for 3 housebreakings, 2 thefts and the theft of a motor vehicle from Perth and surrounding areas. The males appeared at Perth Sheriff Court and were released on bail. Criminal proceedings are yet to conclude. A 20 year old male from Edinburgh was reported for offences committed in October 2022 including housebreakings, theft of a motor vehicle and linked offences. Areas targeted included Perth, Crieff and Kinross. The male was reported for warrant and subsequently appeared at Perth Sheriff Court where he was released on bail. Criminal proceedings are yet to conclude. During November 2022, 4 housebreaking offences occurred across Tayside including one in Dunning, two males aged 26 from the Republic of Ireland have been identified as responsible and reported to the Procurator Fiscal. Efforts to apprehend remain ongoing however they are not thought to still be in Scotland. 425 257 97 71 372 203 105 64 409.6 248.8 85.4 75.4 0 200 400 600 Div Dundee Perth and Kinross Angus Domestic HB (Dwelling) - Recorded Crime 2021/22 2022/23 5 Year Ave 23.4 27.8 34.2 36.3 30.621.4 25.5 31.3 30.0 38.1 0.0 50.0 Scotland Div Dundee Perth and Kinross Angus Domestic HB (Dwelling) - Detection Rates 2021/22 2022/23 Page 47 of 206
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OFFICIAL 16 Fraud A total of 367 Frauds have been recorded this year in year in Perth and Kinross. This is a slight rise from the 345 crimes recorded the previous year consistent with the national theme of the crime of fraud increasing. 13.6% of frauds reported in the area this year were detected which is slightly lower than the 15.9% crimes detected nationally. Analysis of the crimes recorded shows 30% have the ‘card online account’ tag indicating an ‘online’ element. The challenge when dealing with online fraud is 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. Due to the complex nature of fraud enquiries are protracted and take a significant amount of time to complete which will impact upon these figures. Police Scotland remains committed to supporting partners by focusing on joint messaging to prevent crimes of this nature whilst supporting victims. 8.91 13.59 6.91 5.51 8.57 0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00 16.00 Div Dundee Perth and Kinross Angus Domestic HB (Dwelling) - Rate per 10,000 population 2022/23 Scotland 1181 591 345 245 1381 751 367 263 781 431 199 151 0 500 1000 1500 Div Dundee Perth and Kinross Angus Fraud - Recorded Crime 2021/22 2022/23 5 Year Ave Page 48 of 206
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OFFICIAL 17 Theft by Shoplifting We have seen an increase in occurrence rates for Theft by Shoplifting with 73 more crimes being recorded than LYTD. This increasing trend is replicated across the division and nationally, however in Perth and Kinross, occurrence rates remain below the national average and also below the 5 year average. Detection rates are lower than LYTD, however a number of these crimes remain under active investigation. Our Partnerships Interventions and Preventions Officers continue to liaise with the retail sector in order to prevent these types of offences occurring. 16.6 16.1 14.9 18.3 15.916.1 16.9 16.2 13.6 23.2 0.0 10.0 20.0 30.0 Scotland Div Dundee Perth and Kinross Angus Fraud - Detection Rates 2021/22 2022/23 33.08 50.29 24.15 22.6330.90 0.00 10.00 20.00 30.00 40.00 50.00 60.00 Div Dundee Perth and Kinross Angus Fraud - Rate per 10,000 population 2022/23 Scotland 1839 1058 453 328 2609 1668 526 415 2093.8 1181.2 593.4 319.2 0 1000 2000 3000 Div Dundee Perth and Kinross Angus Theft by Shoplifting - Recorded Crime 2021/22 2022/23 5 Year Ave Page 49 of 206
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OFFICIAL 18 Motor Vehicle Crime We have seen a reduction in Motor Vehicle Crime occurrence rates with 9 fewer crimes recorded when compared with LYTD and occurrence rates remain below both the national average and below the five year average. Unlike Domestic Housebreaking the majority of perpetrators reside locally and a number of repeat perpetrators identified during Q1 remain subject to restrictive bail conditions while awaiting trial. We continue to actively manage these offenders while they remain in the community in an effort to prevent further offending. Detection rates for Vehicle Crime are broadly in line with LYTD and are higher than the divisional and national average. 56.0 46.5 37.2 57.4 61.353.5 45.5 40.5 47.3 63.6 0.0 20.0 40.0 60.0 80.0 Scotland Div Dundee Perth and Kinross Angus Theft by Shoplifting - Detection Rates 2021/22 2022/23 62.50 111.71 34.62 35.7152.38 0.00 20.00 40.00 60.00 80.00 100.00 120.00 Div Dundee Perth and Kinross Angus Theft by Shoplifting, Rate per 10,000 population 2022/23 Scotland 1147 732 213 202 1285 850 204 231 954.8 588 222.4 144.4 0 500 1000 1500 Div Dundee Perth and Kinross Angus Vehicle Crime - Recorded Crime 2021/22 2022/23 5 Year Ave Page 50 of 206
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OFFICIAL 19 29.2 28.0 22.5 37.1 38.1 27.1 28.9 22.7 36.3 45.5 0.0 20.0 40.0 60.0 Scotland Div Dundee Perth and Kinross Angus Vehicle Crime - Detection Rates 2021/22 2022/23 8.91 56.92 13.43 19.8821.32 0.00 10.00 20.00 30.00 40.00 50.00 60.00 Div Dundee Perth and Kinross Angus Vehicle Crime - Rate per 10,000 population 2022/23 Scotland Page 51 of 206
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OFFICIAL 20 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. Due to the fundamentally unpredictable nature of the natural world road casualty data can vary significantly during set time frames. This is also applicable to vulnerability levels of different road user groups. Adapting to changing trends in road casualties requires a multi-faceted and collaborative approach involving all stakeholders. A multi-agency approach is an effective way to meet new challenges. Perth and Kinross LPA has suffered 5 fatalities for the period under review. The first incident occurred on 6th October 2022 on the A9 between Bankfoot and Birnam. A 52 year old male driver and a 53 year old female passenger lost their lives when the vehicle they were travelling in drifted into the opposing carriageway and collided with a vehicle travelling in the opposite direction. The deceased were on holiday in the UK and were Brazilian nationals. 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 52 of 206
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OFFICIAL 21 The second incident occurred on 23rd October 2022 on the A9 Blackford at its junction with B8081. An 83 year old passenger lost her life when the vehicle she was travelling in crossed the carriageway directly into the path of another vehicle. Deceased and her family were returning home after a family meal. The drivers and remaining passengers suffered either no injury or minor injury. The third incident occurred on 17th November 2022 on the A9 at Bankfoot. A 55 year old female driver lost her life when the vehicle she was driving drifted to the nearside, leaving the carriageway and colliding with an advanced direction sign. The fourth incident occurred on 25th January 2023 on the A9 bypass near Inveralmond roundabout. A 40 year old male pedestrian lost his life after he was struck by a car whilst crossing the carriageway. As a Division we have suffered 10 road traffic fatalities year to date, 8 of which have occurred in Perth and Kinross and 2 in Angus LPA. Perth and Kinross LPA have had 83 persons seriously injured as a result of a road traffic collision year to date, which is a 26% increase comparable with the same period last year where we saw 66 persons seriously injured. The LPA has seen 4 children seriously injured on the roads in Perth and Kinross. This is an increase of 33% from the same period last year. Road safety enforcement continues to be carried out as part of routine business by the Road Policing unit. Focused patrol work will be complemented by the use of available technology and databases, intelligence target packages and specific tasking resulting from local Tasking and Coordinating processes to tackle criminality. Local policing and RPU officers have been able to target driver 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 in Perth and Kinross which were subject to focused operational activity. Tayside Division priority routes include the following roads; A923 (Perth and Kinross LPA) M90 (Perth and Kinross LPA) A90 (Perth and Kinross LPA) A85 (Perth and Kinross LPA) A93 (Perth and Kinross LPA) A9 (Perth and Kinross LPA) Year to date Road Policing Officers have stopped a total of 16,023 motorists across the Tayside area Page 53 of 206
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OFFICIAL 22 During the period under review Rod Policing officers took part in a number of National Campaigns; October 22 Tyre Safety Week, Fatal 5 and Get ready for winter November 22 Operation Drive Insured and Brake Road Safety December 22 Festive Drink Drug Drive Campaign January 23 Seatbelt Campaign February 23 Fatal 5 mobile phone operation March 23 Vulnerable Road User 7 0 4 3 11 1 8 0 0 5 10 15 Div Dundee Perth and Kinross Angus People Killed 2021/22 2022/23 159 43 66 50 162 39 83 40 0 50 100 150 200 Div Dundee Perth and Kinross Angus People Seriously Injured 2021/22 2022/23 11 5 3 3 17 10 4 3 0 5 10 15 20 Div Dundee Perth and Kinross Angus Children Seriously Injured 2021/22 2022/23 Page 54 of 206
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OFFICIAL 23 Speeding In Perth and Kinross LPA notable speeds recorded during the period under review were; 96 mph exceeded 70mph limit 75 mph exceeded 50mph limit 65 mph exceeded 40mph limit The Safety Camera Unit have deployed on the priority routes which has had a significant impact on influencing driver behaviour. As a Division Tayside have had a significant decrease with a total of 1892 offenders detected which equates to a 54% reduction compared to the same period last year. Activity The detection of offenders is daily business for road policing officers and is a priority though targeting of the fatal 5, (speeding, careless driving, drink/drug driving, using a mobile phone and not wearing a seatbelt). Cross border working with N, NE, P and Divisions, along with partnership working with SCU result in increased visibility and impact on road user behaviour. Results Year to date comparisons show speeding offences in Perth and Kinross have decreased by 45%, this is exactly the same as the 5 year average. This is attributable to focused operational activity on not only the priority routes but also on routes which are deemed to have speeding issues through engagement with local communities. Road Policing Officers aim to deliver on priorities through high visibility policing in partnership with stakeholders. The vision is to improve driver and road user behaviour and create a safer Tayside for all road users. New Driver Scheme The New Driver Scheme (NDS) has been successfully delivered in both the education and employment sectors across Tayside. The NDS is a hard-hitting presentation to raise awareness of road safety issues. The joint presentation, delivered by Police Scotland and the Scottish Fire and Rescue service provides a stark reminder of the individual responsibilities that the driver has, both for themselves and other road users. Page 55 of 206
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OFFICIAL 24 Driver engagement North Driver engagement north will continue to be delivered across Tayside. This initiative provides an opportunity for older drivers and their families to take part in an interactive driving session. Its aim is to highlight potential driving weaknesses through analysis of the participant’s reactions, hazard awareness and any potential vulnerabilities. Drink/Drug Driving Year to date comparison show drink, drug driving offences in Perth and Kinross have decreased by 14%, this is similarly lower than the 5 year average. It should be noted that across Tayside there was a 26% decrease in drink drug driving offences which is very positive. 4081 861 1973 1247 1892 249 1080 563 4749 1130 1080 1335.6 0 2000 4000 6000 Div Dundee Perth and Kinross Angus Speeding Offences - Recorded Crime 2021/22 2022/23 5 Year Ave 99.5 100.0 100.0 99.9 100.0 99.9 100.0 100.0 100.0 100.0 99.2 99.4 99.6 99.8 100.0 100.2 Scotland Div Dundee Perth and Kinross Angus Speeding Offences - Detection Rates 2021/22 2022/23 45.32 16.68 71.08 48.45 32.52 0.00 20.00 40.00 60.00 80.00 Div Dundee Perth and Kinross Angus Speeding Offences, Rate Per 10,000 population 2022/23 Scotland Page 56 of 206
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OFFICIAL 25 Road policing officers have conducted 2421 breath tests of which 67 have been positive. 267 drug wipes have been carried out, 110 of which have proved to be positive Activity Detection of offenders under the influence of drink and drugs is part of daily business for road policing officers. As we can see from the breakdown above, the drug wipe testing kit will continue to be an effective tool in the detection of offenders with a considerable number of positive wipes across Tayside. Intelligence led Policing along with the targeting of offenders the morning after, will continue to be effective in the detection of drink and drug drivers. Results Year to date comparison show 88 drink/drug drivers were detected within the Perth and Kinross area, a decrease of 8%. Challenges Driving under the influence is a serious problem which poses a significant threat to public safety. While there have been many efforts to raise awareness about the dangers of driving under the influence, unfortunately, evidence suggests that some drivers continue to engage in this risky behaviour. One reason for this may be that some drivers underestimate the risks associated with driving under the influence. Another is that some drivers may not fully understand the legal and social consequences of driving under the influence. To combat this problem, it is important to continue to educate the public about the dangers of driving under the influence and to continue with local enforcement. 591 284 181 126 436 196 156 84 584.6 270.4 188 126.2 0 200 400 600 800 Div Dundee Perth and Kinross Angus Drink/ Drug Driving Offences incl Failure to Provide Specimen of Breath - Recorded Crime 2021/22 2022/23 5 Year Ave Page 57 of 206
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OFFICIAL 26 Careless Driving Year to date comparison show Perth and Kinross LPA saw a 17% decrease in careless driving. This figure is 15% lower than the 5 year average. Tayside Division saw a significant decrease with 475 offenders being detected which is a 24% decrease compared with this same period the year previous. Careless driving detections are daily business for road policing officers across Tayside. Influencing driver and road user behaviour is key to reducing careless driving figures and key to this is working with partners to deliver specific initiatives prioritising vulnerable road users and those at greatest risk. Activity Tayside Road Policing teams will continue to focus on priority routes: A9, A93, A923, A85, A92 and M90/A90 This reinforced with route strategy days based on the previous months collision data and multiple units on high visibility patrols across Divisional borders maximises opportunity to influence driver behaviour. 88.2 96.1 96.5 96.7 94.491.6 95.9 101.0 88.5 97.6 80.0 90.0 100.0 110.0 Scotland Div Dundee Perth and Kinross Angus Drink/ Drug Driving Offences incl Failure to Provide Specimen of Breath - Detection Rates 2021/22 2022/23 10.01 13.13 10.27 7.23 13.11 0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00 Div Dundee Perth and Kinross Angus Drink/ Drug Driving Offences incl Failure to Provide Specimen of Breath - Rate per 10,000 population 2022/23 Scotland Page 58 of 206
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OFFICIAL 27 Challenges Reducing the instances of careless driving is a complex challenge that requires to address various factors which contribute to such behaviour. Many driver are not aware of the risks associated with careless driving and many have a careless attitude to driving, believing they can multi task whilst behind the wheel. Driving whilst distracted through the use of mobile phone and electronic devices is one of the main causes of careless driving. Addressing these challenges requires a multi-faceted approach that involves education and enforcement. Partnership initiatives aimed at public education, driver education programs and technological solutions to prevent distracted driving can all help to reduce careless driving figures. 629 217 263 149 475 172 218 85 657.2 253.8 255.8 147.6 0 200 400 600 800 Div Dundee Perth and Kinross Angus Driving Carelessly- Recorded Crime 2021/22 2022/23 5 Year Ave 89.1 92.1 91.7 92.0 92.6 89.2 86.3 83.7 87.2 89.4 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 11.38 11.50 14.30 7.30 17.03 0.00 5.00 10.00 15.00 20.00 Div Dundee Perth and Kinross Angus Driving Carelessly - Rate per 10,000 Population 2022/23 Scotland Page 59 of 206
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OFFICIAL 28 Domestic Abuse remains a priority for the Division and all domestic incidents in Perth and 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 and Kinross when compared to LYTD (8 additional crimes). As per previous reports we have introduced a number of improvements to our response to Domestic Abuse over the past 12 months including an increase of officers specially trained in Domestic Abuse. This has allowed us to enhance our response with additional guidance being provided to operational officers in relation to the identification of the often hidden coercive and controlling behaviours associated with DASA offences. It has also enabled the introduction of a revised Quality Assurance process for all domestic crimes and incidents to ensure the service we deliver to victims is in accordance with national standards. The detection rate for DASA offences is lower than LYTD, however a number of these investigations are linked to more complex investigations, which can be more protracted in nature. During the reporting period the Domestic Abuse Task Force had 6 live MATAC investigations involving Perth and Kinross based perpetrators. 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 60 of 206
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OFFICIAL 29 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. 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 178 75 43 60 199 90 51 58117 0 0 0 0 100 200 300 178 75 43 60 Div Dundee Perth and Kinross Angus Domestic Abuse - Recorded Crime 2021/22 2022/23 5 Year Ave 74.1 71.9 76.0 62.8 73.372.1 68.3 68.9 56.9 77.6 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 4.77 6.03 3.36 4.99 3.24 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 Div Dundee Perth and Kinross Angus Domestic Abuse - Rate per 10,000 population 2022/23 Scotland Page 61 of 206
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OFFICIAL 30 (TPRCs) continues as does identifying new premises and maintaining current Keep Safe premises within Tayside. The figures below relate to Racially Aggravated Harassment / Conduct and show a continued downward trend when compared with LYTD. Racially Aggravated Conduct continues to be the most common aggravator for Hate Crimes recorded in Perth and Kinross followed by Sexual Orientation. Detection rate remain the same as LYTD and are higher than the national average. Detailed below are some examples of the operational activity carried out by local officers in relation to Hate Crime; Police officers from PIP, local policing and specialist departments came together to participate in a football event with St Johnstone in the Community. Other teams consisted of groups from local mental health hub, local asylum seekers based in Perth and support staff. Despite the torrential downpours all had a great time, the tournament created a sense of community and showcased the power of sport in promoting integration and social inclusion. Hate crime inputs delivered by police to young people within education, this has been by local community officers supported by PPCW. National #DontFeedHate campaign. Our primary target audience for paid-for social media advertising will be young, white men aged 18 to 30, who have been identified as one of the groups most at risk of committing a hate crime but with the capacity to change their behaviour. Our secondary content will be targeted at a wider audience, so that we can encourage victims and bystanders to report hate crime. Officers attended Hate Crime Champions Course at the Scottish Police College. They will now be able assist with support and advice locally around Hate Crimes and Hate Incidents. Perth PIP working alongside education and local authority to create a Hate Crime guidance document after inconsistencies identified in internal procedures and when matters are reported to police – ongoing piece of work and also looks at bullying within educational settings. A draft has been compiled and is out for consultation. 140 80 37 23 103 54 32 17 132.4 76.4 29 27 0 50 100 150 Div Dundee Perth and Kinross Angus Racially Aggravated Harassment/ Conduct - Recorded Crime 2021/22 2022/23 5 Year Ave Page 62 of 206
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OFFICIAL 31 Sexual Crime Overall occurrence rates for Sexual Crime have continued to increase throughout the year with 8 more crimes recorded than LYTD. This upward trend is primarily driven by increases in reporting of sexual assault and is perhaps reflective of increased confidence in reporting and positive societal changes which have led to a reduced level of tolerance for offending behaviour. Occurrence rates for Rape and Attempted Rape are lower than LYTD (11 fewer crimes) and are below the national and 5 year averages. 27% of Sexual Crime reports 34% of Rapes are non-recent in nature, i.e. the offence occurred more than 12 months before it was reported to police. Detection rates for Sexual Crime have increased on LYTD and are above the national average. Detection rates for Rape are significantly higher than LYTD and the national average. 87.7 87.1 83.8 89.2 95.7 87.3 90.3 94.4 89.2 84.4 75.0 80.0 85.0 90.0 95.0 100.0 Scotland Div Dundee Perth and Kinross Angus Racially Aggravated Harassment/ Conduct - Detection Rates 2021/22 2022/23 2.47 3.62 2.11 1.46 2.69 0.00 1.00 2.00 3.00 4.00 Div Dundee Perth and Kinross Angus Racially Aggravated Harassment/ Conduct - Rate per 10,000 population 2022/23 Scotland Page 63 of 206
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OFFICIAL 32 1331 590 388 353 1297 519 396 382 1266.6 579.4 340.6 346.6 0 500 1000 1500 Div Dundee Perth and Kinross Angus Group 2 - Recorded Crime 2021/22 2022/23 5 Year Ave 53.5 51.7 52.5 47.2 55.253.4 59.8 61.3 59.3 58.4 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 Scotland Div Dundee Perth and Kinross Angus Group 2 - Detection Rates 2021/22 2022/23 31.07 34.76 26.06 32.87 26.73 0.00 10.00 20.00 30.00 40.00 Div Dundee Perth and Kinross Angus Group 2 - Rate per 10,000 population 2022/23 Scotland 230 99 79 55 223 103 58 66 236.2 115.6 68.2 56.2 0 50 100 150 200 250 Div Dundee Perth and Kinross Angus Rape and Attempted Rape - Recorded Crime 2021/22 2022/23 5 Year Ave Page 64 of 206
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OFFICIAL 33 54.3 55.3 54.5 53.2 55.853.3 65.8 78.6 74.1 40.3 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 Scotland Div Dundee Perth and Kinross Angus Rape and Attempted Rape - Detection Rates 2021/22 2022/23 5.34 6.90 3.82 5.34 4.41 0.00 2.00 4.00 6.00 8.00 Div Dundee Perth and Kinross Angus Rape and Attempted Rape - Rate per 10,000 population 2019/20 Scotland Page 65 of 206
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OFFICIAL 34 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. There have been 261 possession of drug offences recorded this year which is a significant decrease from the previous year during which 319 offences were recorded. The detection rate is 98.9% with a number of crimes remain under investigation pending forensic analysis. 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 66 of 206
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OFFICIAL 35 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. Examples of operational activity during the reporting period are outlined below; In December 2022 2 males cautioned and charged after addresses in Perth were subject of enforcement and a significant quantity of controlled drugs and cash were recovered. In December 2022 County lines enforcement at an address in Perth resulted in the arrest of a 19 year old male from London and recovery of a quantity of crack cocaine and cash. 1212 682 319 211 987 574 261 152 1682.4 1033.8 422.4 226.2 0 500 1000 1500 2000 Div Dundee Perth and Kinross Angus Possession of Drugs - Recorded Crime 2021/22 2022/23 5 Year Ave 94.6 100.3 104.0 95.3 96.2100.8 97.5 94.1 98.9 107.9 80.0 90.0 100.0 110.0 Scotland Div Dundee Perth and Kinross Angus Possession of Drugs - Detection Rates 2021/22 2022/23 23.64 38.44 17.18 13.08 40.92 0.00 10.00 20.00 30.00 40.00 50.00 Div Dundee Perth and Kinross Angus Possession of Drugs - Rate per 10,000 population 2022/23 Scotland Page 67 of 206
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OFFICIAL 36 In January 2023, 2 Eastern European males were intercepted while travelling through Perth and Kinross and Herbal Cannabis with an estimated street value of £156,000 was recovered. In March 2023, a Perth based male was arrested for the attempted importation of Cannabis with an estimated street value of £185,000. This was a joint operation with UKBA. Proceeds of Crime Civil Cash Seizures: £92,443 Expedited Civil Recoveries: Assets for restraint: £214,250 266 120 98 48 257 158 68 31 303.2 165.8 97 40.4 0 100 200 300 400 Div Dundee Perth and Kinross Angus Supply of Drugs - Recorded Crime 2021/22 2022/23 5 Year Ave 90.1 89.1 102.5 71.4 91.790.2 94.2 98.1 88.2 87.1 0.0 50.0 100.0 150.0 Scotland Div Dundee Perth and Kinross Angus Supply of Drugs - Detection Rates 2021/22 2022/23 6.16 10.58 4.48 2.677.27 0.00 5.00 10.00 15.00 Div Dundee Perth and Kinross Angus Supply of Drugs - Rate per 10,000 population 2022/23 Scotland Page 68 of 206
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OFFICIAL 37 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 SUBSTANTIAL meaning 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 as local CONTEST liaison 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 69 of 206
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OFFICIAL 38 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 (2 additional crimes). 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. 0 10 20 30 Div Dundee Perth and Kinross Angus Wildlife Crime - Recorded Crime 2021/22 2022/23 5 Year Ave 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 70 of 206
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OFFICIAL 39 62.1 76.2 33.3 60.0 112.5 60.5 30.0 0.0 41.7 12.5 0.0 50.0 100.0 150.0 Scotland Div Dundee Perth and Kinross Angus Wildlife Crime - Detection Rates 2021/22 2022/23 0.48 0.00 0.79 0.69 0.40 0.00 0.20 0.40 0.60 0.80 1.00 Div Dundee Perth and Kinross Angus Wildlife Crime - Rate per 10,000 population 2022/23 Scotland Page 71 of 206
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OFFICIAL 40 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-March) 1 Category LYTD YTD % change from LYTD Complaints Received - TOTAL 571 509 -10.9% Allegations Received - TOTAL 1004 865 -13.8% Off Duty Allegations 2 2 0.0% On Duty Allegations 662 512 -22.7% Quality of Service Allegations 340 351 +3.2% 1 Data is correct as at 31/03/2023 Complaints in Tayside have decreased by 10.9% YTD compared to the LYTD. This is driven by decreases in Angus of 32.9%, Perth & Kinross of 1.8% and Dundee City of 3.6%. Allegations in Tayside have decreased by 13.8%. This is determined by a decrease in Angus of 36.9%, and within Dundee City of 13.8% and an increase in Perth & Kinross of 8.8% Please note that the data above covers all complaints and allegations against Tayside Division. Therefore, this does not include resources from Specialist Divisions which provide services within the area (e.g. Contact, Command and Control). Page 72 of 206
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OFFICIAL 41 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 73 of 206
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PERTH AND KINROSS COUNCIL SCRUTINY AND PERFORMANCE COMMITTEE – 7 JUNE 2023 HOUSING AND SOCIAL WELLBEING COMMITTEE – 21 JUNE 2023 LEARNING AND FAMILIES COMMITTEE – 23 AUGUST 2023 EDUCATION AND CHILDREN’S SERVICES ANNUAL PERFORMANCE REPORT 2022/23 Report by Executive Director (Education and Children’s Services) (Report No. 23/181) 1. PURPOSE 1.1 This report presents the Service Annual Performance Report (APR) 2022/23 for Education and Children’s Services. It details progress against targets and improvement actions over the last year against the 2022/23 Service Business Management Improvement Plan (BMIP). 2. RECOMMENDATION 2.1 It is recommended that the Scrutiny and Performance Committee: • Scrutinises and comments as appropriate on the Education and Children’s Services APR 2022/23. It is recommended that the Housing and Social Wellbeing Committee: • Approves the Education and Children’s Services APR 2022/23 for the areas which fall within their remit; specifically with regard to pages 17-18 and pages 25-26 of the report. It is recommended that the Learning & Families Committee: • Approves the Education and Children’s Services APR 2022/23 for the areas which fall within their remit; excluding pages 17-18 and pages 25-26 of the report. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Section 5: Proposals • Appendices 4. BACKGROUND 4.1 In previous years, Council Services have produced a Joint Service BMIP and APR on an annual basis. This year, however, as we transition to new performance reporting and strategic planning arrangements, we are presenting a Service APR on its own. Details on improvement actions will follow later in the year through the Corporate Annual Performance Report and Delivery and Improvement Plan. 7 Page 75 of 206
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5. PROPOSALS 5.1 The format of the Service APR for this year has not changed significantly in terms of structure and content, albeit it is now a stand-alone document. The report includes performance summaries and end of year data, where currently available. Where relevant, benchmarking data, self-evaluation, inspection and audit results have been included. Case studies have also been included in some areas where improvements have been identified. 5.2 Future reporting will be aligned to our new Corporate Plan, which was approved by Council on 21 December 2022 and covers the period from 2022/23 to 2027/28. 5.3 We are continuing to roll out a new performance management software system in 2023, which will change the way in which performance information is managed and presented. 5.4 We are currently reviewing strategic planning and performance reporting arrangements across the Council, taking into account revisions to key strategic documents and new performance management software. For 2023, planned improvement activity will be outlined within a Corporate Annual Performance Report and Delivery and Improvement Plan. This will be reported to the Scrutiny and Performance Committee and then to Council in September and October respectively. 5.5 Progress against the established strategic objectives of the Service is positive in many areas with key priorities identified to address. • The expansion of the provision of Early Learning and Childcare to 1,140 hours per year has continued to deliver high quality, flexible, accessible early learning and childcare for 3–5-year-olds and eligible 2-year-olds, with inspections by the Care Inspectorate rating services as ‘Good’ or better in 83% of all quality themes. • Overall attainment remains strong, with the Achievement of Curriculum for Excellence levels across P1-S3 among the highest seen over the last five years. In the senior phase, performance remains in line with our comparators and national averages. • However, deprivation-related outcome gaps remain stubborn, and are a key focus of improvement activity across the Service. • The principle of supporting children and young people within the community continues to be effectively managed, with 93% of looked after children in community placements. This has placed Perth and Kinross within the top three authorities in Scotland consistently over many years. • The pressure to deliver high quality services to protect vulnerable children and young people continues to rise year on year, with increasing numbers of children and young people being reported as requiring Page 76 of 206
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support. This remains challenging to manage and is being rigorously monitored. Author Name Designation Contact Details James Chiles Performance Officer ECSCommittee@pkc.gov.uk Approved Name Designation Date Sheena Devlin Executive Director (Education and Children’s Services) 2 June 2023 Page 77 of 206
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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 Yes 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 all of these objectives. 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 all of these objectives. Page 78 of 206
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1.3 The report also links to the Education & Children’s Services Vision, Values and Priorities in respect of all of the following key Priority areas: • Best Start • Learning and Achievement • Health and Wellbeing • Care and Equity • 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 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. This report has been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as not relevant for the purposes of EqIA. Strategic Environmental Assessment 3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. The proposals have been considered under the Act; however, no further action is required as it does not qualify as a PPS as defined by the Act and is therefore exempt. Sustainability 3.3 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the Page 79 of 206
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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. 3.3.1 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 3.4 Not applicable. 3.5 Not applicable. Risk 3.6 Not applicable. 4. Consultation Internal 4.1 The Education and Children’s Services Management Team were consulted during the preparation of this report. External 4.2 Not applicable. 5. Communication 5.1 Not applicable. 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: • Education and Children’s Services Business Management Improvement Plan 2022/23 and Annual Performance Report 2021/22 3. APPENDICES 3.1 Education and Children’s Services Annual Performance Report 2022/23 Page 80 of 206
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1 Appendix 1 7 Page 81 of 206
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2 Contents Page Introduction 3 Service Annual Performance Report 2022/23 Performance Summary • Best Start 4 • Learning and Achievement 6 • Health and Wellbeing 9 • Care and Equity 12 • Safe and Protected 16 Key Performance Indicators 19 Glossary 29 Page 82 of 206
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3 INTRODUCTION This report presents a summary of the work we have undertaken over the past year to ensure better outcomes for our children, young people and their families across Perth and Kinross and contribute to the delivery of the Council’s strategic priorities. It provides a high-level overview of progress made in the last year, reports on progress against all priority actions identified in last year’s report, identifies areas where there has been limited or no progress achieved and reports on performance against identified performance indicators. Improving outcomes for children, young people, families and for people in the justice system remains the core business of Education and Children’s Services (ECS). Improving lives together is what we are about. We aim to ensure that the experiences and support we provide best meet the wellbeing and learning needs of those we seek to serve. Early intervention and prevention, raising attainment for all and closing equality gaps, ensuring equity and enabling inclusion, dictate how we plan for improvement. We remain committed to Getting It Right For Every Child (GIRFEC) and are currently planning, with our key partners, our approach to implementing the refreshed GIRFEC Guidance. We want children and young people to be safe, healthy, achieving, nurtured, active, respected, responsible and included and that they and their families receive the help they need, when they need it. Similarly, we remain committed to community justice and building successful support for people who have committed a crime to help break the cycle of reoffending. We will continue to ensure that our services are responsive to the needs of people and communities. We continue to seek the views of the children and people, their parents and carers and other service users to help shape and inform the services that we deliver. Whilst we do well in many areas, our ambition is always to do better. We are confident in our ability and capacity to continue to improve, driven by a workforce committed to delivering better outcomes and continuous improvement. The outstanding commitment, creativity, perseverance, resilience and service shown by teams across ECS is evident for all to see. I extend my sincere thanks to each and every member of our teams for this. Sheena Devlin Executive Director (Education and Children’s Services) Page 83 of 206
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4 Best Start Our children will have the best start in life, they will be cared for and supported to learn in nurturing environments. We work alongside families to improve children’s wellbeing and encourage early social and emotional development. In partnership with parents and carers, we support children in their early years to ensure all children and young people are given the best start in life. Performance Summary Apr 2022-Mar 2023 The implementation of 1140 hours of Early Learning and Childcare (ELC) has continued to deliver high quality, accessible early learning and childcare for children aged 2-5 through provision provided by 49 Local authority settings, 34 private third sector and not for profit settings and 15 childminders. The Care Inspectorate continued to conduct inspections across the ELC sector; during this session 21 inspections were undertaken with 81% evaluated as Good or better in care, play and learning, 90% in setting, 81% in leadership and 86% in staff team, consistently above national results. Update on Priority Actions 2022-23 Further implementation of Language and Communication support from Speech and Language Therapists within targeted ELC settings. The Communication Champions training programme has been offered to 83 settings with childminders offered a bespoke session. 85% of the Communication Champions who attended/viewed training felt supported and motivated by these colleagues. Children are experiencing higher quality interactions and richer literacy environments. Activities including quality planned storytelling and both planned and spontaneous singing are of a high quality. Evidence to date is indicating that children are more motivated and engaged, increasing their vocabulary and have more focussed attention. Continue to implement the use of the new electronic system to track and monitor children’s progress in ELC settings. All 49 local authority settings and almost all funded provider settings have embedded the use of the electronic system to track and monitor children’s progress. Most settings reported that having regular access to the tracker is improving professional judgement and allowing for meaningful assessment. This supports the identification of gaps in learning to determine appropriate interventions and plan for children’s progress. Following the success of the tracker, a trial for 2-year-olds is to be implemented during 2023-24. Ensure all unborn babies at risk of becoming looked after are the subject of the Family Group Decision-Making process to increase perinatal support for mothers and their family. Through Family Group Decision Making, 14 families have been supported to identify their extended network of family and friends, bringing those people together to make a family plan which documents what that extended network can do to support the family. These plans aim to address the concerns outlined by social Page 84 of 206
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5 work and other professionals. Empowering families to make their own decisions by building on strengths, encouraging wider participation by mobilising resources and alliances to keep children and young people within their family and community. The family plan is agreed between the family and the professionals then reviewed after a three-month period to see if it is working in practice. Explore the opportunities to capture the voice of children and young people. (e.g. Talking Mats training). A Speech and Language Therapist provided Talking Mats training to groups of workers across Services for Children, Young People and Families (SCYPF), with a total of 92 workers taking part. All teams have been provided with the Talking Mats 'kit' and many workers are using this approach to engage with children and young people. An evaluation is underway regarding the effectiveness of the training and to assess the impact of using Talking Mats as a means of gathering children/young people's views. Engage with families who have substance use issues to develop a family plan which will increase their opportunities to be supported in their own home and community. This work has been undertaken in partnership with Barnardo’s Family Mentoring Project. An evaluation has indicated that families have valued the asset-based approach and that this has enabled them to utilise local supports. Page 85 of 206
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6 Learning and Achievement Our children, young people and their families will be meaningfully engaged with learning and combined with high quality learning experiences, all children and young people will extend their potential. Through meaningful engagement in learning, high quality learning experiences and skilful staff, all of our children, regardless of their circumstances, will be successful learners, confident individuals and responsible citizens who contribute to their communities. We have ambitious targets for raising attainment and achievement. Performance Summary Apr 2022 - Mar 2023 There have been improvements in attainment across many areas, particularly in literacy and numeracy. Primary pupils’ achievement of Curriculum for Excellence (CfE) levels has improved and are mostly the highest seen in almost all curricular areas and stages over the last 5 years. For secondary pupils in S3, achievement of CfE Levels has improved by 8% on those last recorded in 2019 and is consistently above the national average. Overall leaver’s attainment, as measured by tariff score, has outperformed the virtual comparator for the highest 20% and middle 60%. The lowest attaining 20% of our school leavers remains the area requiring the greatest attention and a continued focus is required to begin to make positive in-roads in this area. The poverty-related attainment gaps show a mixed picture, narrowing for P4 and S3, but some areas widening at P1 and P7, and remaining largely static for school leavers. Update on Priority Actions 2022-23 ELC settings, Primary and Secondary schools will continue implementation of the CIRCLE approach to enhance support for all children and young people, including those with additional support needs An audit of the implementation of CIRCLE in May 2022 confirmed that most schools were implementing it at the universal level in line with expectations. All schools and settings have continued to progress implementation this year, further enhancing support for all children and young people, including those with additional support needs. Parents and carers have had information about this approach shared with them, helping them understand what it is about and the impact it can have. All Secondary Schools will undertake a Validated Self-Evaluation to identify actions to improve achievement and attainment for young people with additional support needs. A two-day validated self-evaluation to identify improvement actions to increase achievement and attainment for young people with additional support needs has taken place in each of our secondary schools this session. Actions have been identified and are being used to inform our improvement planning for session 2023/24. A number of universal themes for improvement have been identified, alongside areas for improvement that are particular to individual schools. Some common themes emerging include: clear and widely understood policies on learning and teaching are supporting Page 86 of 206
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7 attainment for all; the importance of nurture principles and clear and effective processes to address the range of additional support needs in secondary schools. Implement the recommendations of the PKC BGE Curricular Review and develop PKC Senior Phase curriculum for implementation in session 2022-23. Progress on implementing the recommendations of the PKC Broad General Education Curricular Review and developing a PKC Senior Phase curriculum has been slower than initially envisaged. This is due to delays in recruitment and ongoing national developments. This will be a major focus for development in session 2023/24. Implement the refreshed Scottish Attainment Challenge to meet the needs of our most deprived learners and families. The quality and extent of individual Pupil Equity Fund (PEF) spend has improved, with 90% of the fund spent within planned timescales - a significant increase on previous years. The “Closing the Gap” tool is helping to evidence the impact of the interventions being utilised to improve attainment in schools. Ensure children and young people are better equipped for the world of work through deeper engagement with Career Management Skills and a programme to track and monitor progress in these A supportive framework has been developed to assist schools in engaging with the employability and skills agenda. A particular focus has been on supporting those most at risk in managing the transition from school to the world of work and further learning. We have developed a strategic framework and toolkit to support school senior managers in strategically planning; delivering and evaluating education for employability. A 16-plus framework which is robust and data-focused has been developed with school colleagues; Skills Development Scotland and DYW Tay Cities Board ready for implementation in June 2023. Review the Quality Improvement Framework to include systematic approaches to planning, tracking and measuring improvement outcomes. Education officers and school management teams are trained in the use of Improvement methodology. Two cohorts of schools have undertaken Improving Writing work using Improvement Methodology with early indications of impact on quality of teaching and on individual pupil progress. Almost all senior school leaders have received training in data analysis for improvement. The new framework for planning was implemented in March 2023. Review and update Literacy and Numeracy strategies in line with Raising Attainment Plan The Literacy and Numeracy Strategies have been reviewed to create frameworks to raise attainment based on current attainment data. These outline PKC expectations, recommendations, measures and approaches to the delivery of literacy and numeracy from 2-18, they are supported by a professional learning Page 87 of 206
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8 programme for school staff and will be shared with schools in advance of Session 2023-24. Further develop approaches to learning, teaching and assessment with a focus on inclusive practice and raising attainment. The framework for Learning, Teaching, Moderation and Assessment has been refreshed. It provides teachers with guidance and approaches which ensure effective learning and teaching and sits alongside a professional learning programme for staff. This is designed to improve the quality and consistency of learning and teaching in all schools. It also contains key expectations in assessment and moderation for all schools which will support with improved confidence and accuracy of judgement of pupil attainment and achievement within Curriculum for Excellence. Provide tutoring and mentoring opportunities to care experienced children The Volunteer Tutors Organisation has been commissioned to provide virtual tutoring to 40 Care Experienced children and young people across Perth and Kinross. The approach is relationship- based and aims to improve life chances and outcomes. In the academic year 2021/22, 84 young people were supported by the MCR Pathways (Motivation, Commitment and Resilience) mentoring programme in Perth & Kinross, 40 of these young people have social work involvement and 44 experience continuous instability at home. For the academic year 2022/23 the number engaged is 115 young people, 43 of these young people have social work involvement and 72 experience continuous instability at home. Impact data is available for the 2021/22 cohort and evidence that of the MCR mentored care-experienced young people in the Senior phase, 66.7% (4/6) achieved 3+ qualifications at Level 5+; compared with 43.5% of care-experienced young people nationally and 31.2% of those in the local authority. Post-school destination levels are also positive with 85.7% (6/7) of the mentored of care- experienced young people engaged in the programme, leaving school for an MCR positive destination (college, university or employment). This compares with 63.65% (14/22) of care experienced young people in the local authority as a whole and 72.38% (773/1068) nationally. Page 88 of 206
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9 Health and Wellbeing Our children and young people will be physically, mentally and emotionally healthy. Learning in health and wellbeing is designed to ensure that children and young people develop the knowledge and understanding, skills, capabilities and attributes which they need for mental, emotional, social and physical wellbeing. Performance Summary Apr 2022 - Mar 2023 As ELC settings and schools recovered from the immediate impact of the pandemic, there was a drive to continue work supporting wellbeing. This includes a focus on Nurturing Relationships which led to the recruitment of a further 18 schools to the whole school programme. The programme, based on six national ‘nurture principles’ supports understanding and practice of attachment within relevant child development stages. Building staff capacity has been a priority with all schools supported to lead staff through the ‘Trauma Informed practice-informed' level training for all staff. Staff reported this increased their understanding of practice relevant to their job. The refreshed Exclusion Strategy for Perth and Kinross ELC settings and schools was launched in August 2022. Work has been on-going to review and revise our approaches to tackling bullying. Work took place with Education Scotland to develop a PKC Nurturing Relationships Framework. There remains much to do in this area and this will remain a priority for development in the coming academic year. Update on Priority Actions 2022-23 Work with practitioners to continue to develop quality experiences across ELC setting with a focus on emotional development and regulation The majority of all ELC settings (both local authority and funded providers) have appointed an ELC Wellbeing Champion. A full day training event in February has resulted in staff being able to better support children’s emotional development. Opportunities for collaborative conversations between staff help ensure best practice is shared and supports ongoing work in this area. Continue with phase 2 of the implementation strategy for Nurturing Relationships During this year 8 Primary schools and 2 Secondary schools implemented phase 2 of the Nurturing Relationships programme. Impact has included the development of a nurture garden as a safe space within school, review of a nurturing approach to form classes and a ‘ready to learn’ nurturing space in school. 18 schools were recruited for phase 3. Develop a programme of social and emotional supports and training to ensure sustainable good practice across schools Consultation was carried out with Headteachers around best evidence-based practice for social and emotional learning with work conducted across this session to analyse interventions and address any gaps. As a result, schools were offered new training opportunities in Circle of Friends and Peer Mediation. This will lead to the development of s social and emotional learning programmes in schools and the development of a PKC programme ‘Connected Page 89 of 206
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10 Circles’. This has been incorporated into the Relationships Framework to guide all related work on relationships and behaviour. Review and develop alternatives to exclusion and increase support to individuals and school communities for young people at risk of exclusion The Exclusion Guidance, Fostering Inclusion; Reducing Exclusion, was revised and launched in August 2022. This has supported schools to have an increased focus on prevention of exclusions, including delivering alternative to exclusion options as a means of supporting children and young people in schools. Review and update the Health and Wellbeing Strategy in line with the Raising Attainment Plan The findings from the Health and Wellbeing Census have been analysed to identify priorities for the revision and update of the Health and Wellbeing Strategy over 2023/24. Priorities emerging from the Census include mental health, substance use, relationships and sexual health, bullying and food poverty. Further analysis is required to develop a fuller understanding of the variations in the data in relation to poverty and gender, this will enable more effective targeting of interventions moving forward. Continue to support schools to further reduce incidents of distressed, challenging, violent or aggressive behaviour A working group, involving ECS and professional association staff, was set up to identify ways to reduce incidents of distressed, challenging, violent or aggressive behaviour, review information from reports by staff and plan improvement actions to support schools in meeting the needs of children and young people who are involved in incidents. Tracking of data in the first six weeks of Term 3, for children who had had three or more incident reports in Term 1 identified that enhanced planning and support for these individual children reduced incidents for 87.5% of children, with 70% of the children having no incidents reported in this period. Develop and deliver a training programme to improve Trauma Informed Practice All Headteachers were asked to lead a programme of training in Trauma Informed Practice. An additional coaching input was offered and taken up by over 30 schools in February 2023. Most participants who returned evaluations reported that the training increased their understanding of trauma informed practice relevant to their job. There were many positive responses in relation to the training with one team saying they would commit “to open communication with other staff members in the individual cases of children who may be affected by trauma experiences. Review our Anti-Bullying Strategy and develop associated training and resources Work has been underway throughout the year to review the Anti- Bullying Strategy. This includes working with an Anti-Bullying specialist who has led a series of workshops with Headteachers, Secondary Depute Headteachers, Parent Council Chairs and children, young people, parents and staff in Primary and Secondary schools. The outcomes of this engagement activity will shape the new strategy. Page 90 of 206
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11 Provide additional support to pregnant women with perinatal mental health or substance use issues. Mental health support worker now in place with the CIAM team to support pregnant mums pre and post birth. The appointment of a mental health worker in the Change is a Must (CIAM) Team has proved to be an invaluable addition to supporting pregnant women, pregnant people and expectant parents. As the mental health worker is a trained mental health nurse, she is able to provide a clinical perspective and work directly with the adult to improve their mental health and ensure they are receiving the right care. The Team Leader for CIAM continues to be part of the Infant Mental Health group and to liaise with the Infant Mental Health lead in Child and Adolescent Mental Health Services (CAMHS). This continues to focus attention on the links between parental and infant mental health and the need to attend to both in the postnatal period. Unfortunately, the Drug and Alcohol worker role for CIAM has not been consistently available over the last year due to staff sickness and staff shortages. It is important that a Drug and Alcohol worker is allocated this year to work closely with the CIAM team to support expectant parents who are using substances problematically. Continue to support the development of community mental health and emotional wellbeing resources Significant progress has been made developing the Community Mental Health Programme (CMHP) for Children and Young People, based on the two key principles of creating or enhancing community-based services and supports which help reduce distress or promote positive mental wellbeing. With over thirty projects in progress or being developed, the programme is varied from online self-help resources such as Togetherall, to in-person support delivered by professionals with relevant training. The programme’s funding has also enabled The Lighthouse for Perth to offer support for the families of young people who are at risk of suicide or self-injury. From July – December 2022, 258 children and young people accessed a support or service funded via the CMHP. Page 91 of 206
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12 Care and Equity Our children and young people who experience particular inequalities and disadvantage will achieve health, wellbeing and educational outcomes comparable with all other children and young people. We focus resources on groups of children and young people that are more likely to experience inequalities and poor outcomes in health, wellbeing, education and postschool destinations. We are committed to closing the various 'gaps', increasing accessibility and broadening opportunities. Performance Summary Apr 2022 - Mar 2023 We continue to work in partnership to meet the needs of Looked After children, young people and care leavers. The majority of Looked After children and young people remain within the community, with only 7% requiring some sort of residential or secure placements. The social and emotional impact of COVID-19 has had a major impact on risk taking behaviour amongst young people which has required increased use of residential placements. This situation is being monitored closely with emphasis on enabling the young people to return home. We continue to support and promote the use of Kinship placements with family rather than formal fostering arrangements. Stability is also an important aspect of care arrangements, and performance has improved with only 19% of children and young people having more than one placement during the year. Update on Priority Actions 2022-23 Brothers and sisters will live together. Where living with their parents is not possible, children must live with their brothers and sisters where safe to do so It is a priority within Perth and Kinross to place brothers and sisters who require care, together whenever possible. We are working with the CREST team to develop a tool to be used by children and young people to identify their key relationships, and we are also involved in national work to develop an assessment which will help to identify where placing brothers and sisters together is safe and in their best interest. As of March 2023, 46% of brother and sister groups were all placed together, and a further 32% had two or more brothers and sisters in the same placement. There is recognition at a national level that it will not always be possible to place brothers and sisters in the same foster placement when they are from larger families. There is insufficient housing provision to cater for very large families and this has been highlighted in national discussion regarding the implementation of a key element of the Promise. Develop policy to support and value positive relationships between staff and children they have previously supported, ensuring safety of staff, the young person and their family To extend the use of Lifelong Links, a service to seek and promote meaningful connections for children and young people who are in permanent care in a planned and structured manner, the service has moved to deliver a pro-active engagement process, reaching out directly to young people with the aim of ensuring that all care experienced young people are offered the opportunity to engage with the service. 8 young people have completed the process, with Page 92 of 206
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13 a further 11 currently engaging. 7 young people are waiting for a co-ordinator to be allocated. Work with practitioners to continue to develop quality experiences across ELC setting with a focus on addressing the gender gap Training was developed and delivered to practitioners and early years teachers which raised awareness and developed understanding of the difference in male and female brains, and the impact this can have on learning and development in the early stages. During this training, strategies were shared that take account of gender differences to support children’s learning and development. Further training opportunities will be offered in the new academic session. Further develop learner participation with young people A strategy for learner participation in schools has been developed with school staff and pupils. This will link to the Children’s Services Youth forum strategy and outlines expectations and recommendations for ensuring that pupils make meaningful contributions to the life and work of the school. Continue to improve transitions for children and young people at key points A review of data in respect of children and young people who will move from nursery to primary school, and from primary school to secondary school led to the development of more advanced planning for transition of a school placement. To support children and young people requiring an enhanced transition for August 2023, from Nursery to P1, and P7 to S1, a range of training and guidance has been developed to support staff in the new settings to enable the transitions to be successful. Develop childcare offer for school age children across PKC, learning from Wrap Around Care pilot project and summer of play initiative, aligning with the Scottish Government plans to extend school age childcare for the most vulnerable Kids Clubs supported 43 free childcare places, with lunch and snacks over holiday periods. The Childcare Strategy Team supported 253 children during holiday periods. This included a range of outdoor play opportunities, trips, forest kindergarten workshops, lunch and snacks. The Parenting and Family learning Team support 279 families during the holiday periods. All activities included a range of activities and a free lunch for the family. In addition, 271 families (562 children) received a Christmas food and activity hamper during the Christmas holidays. Further develop support for Gypsy/Traveller play based approaches at home by connecting with wider range of ELC settings 20 STEP Starter Sacks have been given to families across Perth & Kinross. This has helped develop trust and positive relationships between families and staff. 25% of families that received a Starter Sack now attend an evidenced based family learning programme. 90% of families have found the packs helpful in supporting their child’s development through play. We have started discussions with families about supporting delivery of family learning on site. Page 93 of 206
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14 Strengthen the child’s voice and protect their rights in all our interactions. We will also create new ways for children, young people and families to be involved; provide feedback, design solutions and shape the future of Services for Children, Young People and Families (SCYPF) Independent Advocacy Perth and Kinross has been commissioned to provide an ‘opt-out’ service to all children who are looked after and will offer to represent their views in Child/Young Person’s planning processes. For those under 5 years of age the advocacy service will be offered to their parents. Expand our early help and support services for families when required Developed a weekly Multi Agency Screening Group (MASH-UP) in the Child Protection Duty Team to broaden the range of support for families at the lower end of need. This has ensured improved partnership working with third sector services and earlier intervention for families. Develop our GIRFEC approaches to integrated assessment, planning and delivery of support to children and their families Planning to establish a Multi-Agency GIRFEC Group has been undertaken. An action plan is in development for 2023-2024 to ensure that the PKC GIRFEC guidance and training is updated to reflect the refreshed national guidance. An Outreach Team of support teachers will be established to provide targeted support for children with social, emotional, behavioural or communications needs in Primary Schools An Outreach Team of support teachers has been operational since the start of Term 1 in 2022/23 to provide targeted support for children with social, emotional, behavioural or communications needs in Primary Schools. Each school term, teachers deliver an enhanced level of support to between 35 and 40 schools, supporting between 167 and 206 children individually or in groups. They have also supported 5 schools with the implementation of whole school development of universal approaches in line with CIRCLE. Work with schools and partners to further develop curricular programme for Anti-Racist Education An education officer plus a member of teaching staff were part of Education Scotland’s second cohort of the Building Racial Literacy professional learning programme. As a result, an action plan has been created to deliver a programme of anti-racist education across PKC. A growing network of staff are further developing their skills, confidence and resilience engaging in racial dialogue. This is supporting children and young people to engage in anti-racist learning as well as supporting the development of anti-racist resources and shaping our wider curriculum offer. Continue to support the Child Poverty Delivery Plan as part of the Raising Attainment Strategy Education officers and the Attainment Advisor supported settings with effective planning for allocation of Pupil Equity Funding (PEF) through guidance, targeted visits and a range of professional Page 94 of 206
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15 learning opportunities. Evidence of good practice has been gathered and shared through development of case studies. The Closing the Gap Tool has now been rolled out to all settings with 94% of Primary schools and 100% of Secondary schools now using the tool to plan, record and evaluate the impact of their PEF interventions. Cost of the School Day (COSD) guidance and training was delivered through the Equity Network and National COSD toolkit has been highlighted to all schools. A working group and delivery framework for 2023/24 is being developed. Page 95 of 206
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16 Safe and Protected Our children and young people will be safe and protected from harm at home, school and in the community. Our communities will be safe and we will act to prevent and reduce crime and anti- social behaviour. Our approaches to protecting vulnerable children and young people are integrated and focused on early identification, and immediate and effective intervention to remove and reduce the risk of significant harm. Through our Criminal Justice Social Work Service, we will work with partners to minimise the potential risks posed by the most serious offenders to keep communities safe, help reduce re- offending and support effective interventions for people in the justice system. Performance Summary Apr 2022 - Mar 2023 Protecting children and young people from harm, abuse, neglect and exploitation and keeping them safe, is a core function of our service, and the pressure to deliver high quality services continues to rise, with increasing numbers of children and young people being reported as requiring support. Along with staffing pressures, this has resulted in some delays in meeting timelines for Case Conferences. However, children and young people continue to receive high quality support and care, and increasingly remain on the Child Protection Register for shorter periods, evidence of sustained progress and a greater likelihood that the changes made will lead to positive longer-term outcomes. We continue to monitor the volume of Court reporting work in Criminal Justice Social Work, maintaining appropriate staffing levels through the extension of fixed term posts. The complexity of reporting has increased, along with new reporting for recently introduced Caledonian programme for domestic abuse offences. We are aware that a Court backlog remains and there is uncertainty around the projected volume and how this will be processed. Update on Priority Actions 2022-23 Continue ECS wide suicide prevention and mental health audit and intervention planning A suicide prevention survey was conducted with schools in April and May 2022 and has led to a ‘Mental Health Delivery Group’ being developed to drive improvements actions. As a result, guidance with a risk management framework has been created, a professional learning offer has been devised and two Secondary schools have been working with intensive support in this area. Continue to train staff in Safe and Together which is designed to improve our practice and how we work together with families where there is domestic abuse and concerns about children Multi-agency overview Safe and Together training was delivered to around 130 partners in November 2022 with a wide range of staff in attendance from across the partnership. The final cohort of 40 staff are due to undertake the Core Assessment Module in 2023. Unfortunately, it wasn't possible to fill all 40 spaces from social work teams due to staff shortages and the time commitment required so the offer was widened, with spaces offered to School Health Nursing and Health Visiting to increase awareness of the model and Page 96 of 206
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17 a deeper understanding within their teams. The remaining unallocated places were given to Perthshire Women's Aid, Rape & Sexual Abuse Centre (RASAC) and Education Services, which will improve the quality of multi-agency working. Train all staff to be trauma informed All staff in the Public Protection Team and the majority of prison- based staff have undertaken Enhanced Trauma Training. This training has also been completed by the Complex Needs Co- ordinator. A new Trauma Approach Co-ordinator is now in post within the Health and Social Care Partnership. A new confidential clinical supervision service was made available to staff. Around 15 members of staff in the public protection and business support teams have benefitted, with 6 staff continuing to access this external service on a regular basis. The training was well received by attendees and has also recently been made available to prison-based social work staff. Four members of staff also completed the ‘Safe and Together’ training which is envisaged to help create more opportunities for collaborative working as it is now an integral part of the Violence Against Women Partnership (VAWP) framework supporting families to remain as a unit. Managers intend to continue offering the provision of these training services into next year. Four members of staff participated in a new pilot relevant to male client supervision work (Connecture) and this programme will be evaluated with the aim of being introduced next year. In addition, to deliver this programme and cognisant of costs, over and above the purchase of the license, it may require staff to be trained in the programme delivery which will reduce ongoing costs. Further development work to standardise bail supervision across all Local authorities All Local Authorities continue to be advised on the standardisation of Bail Supervision and a senior PKC staff representative maintains regular contact with a national working group on the completion of the new amalgamated Bail Supervision/Electronic Monitoring assessments. The process is proving to be lengthy and has been subject to change, with the Scottish Government continuing to review this at a national level. Monitor and review the increased use of bail supervision and review the requirement to extend the fixed term post We continue to monitor and review the increased use of Bail Supervision. During the year ended March 2023, 63 Bail Supervision cases commenced at PKC (a significant increase from 16 cases during the prior year). The Scottish Government will be looking to review Electronic Bail Assessments and how funding is to be allocated across Local Authorities. To date, PKC has had 1 imposed and 3 assessments have been carried out. It is anticipated that we may see a further increases in Bail Supervision being given in a Court to reduce levels of those on remand. This is in recognition of the recent consultation exercise in respect of the Bail and Release Bill. Monitor diversion from prosecution referrals and resources; required if significant increases in numbers Volumes of Diversion from Prosecution (DfP) referrals are also being closely monitored and we observed a 40% increase in these (68 referrals in 2021/22, and 95 in 2022/23). There has also been Page 97 of 206
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18 an increase in the number of complex referrals; sexual offences were 8.5% of total DfP referrals in 2022/23 compared to 1.5% of total referrals in 2021/22, and Schedule One offences went up from 0% to 9.6%. A joint Diversion from Prosecution and Families Outside training session was delivered to Police and Community Justice Social Work staff in January 2023, following the completion of a Diversion from Prosecution Strategic Needs and Strengths Assessment. The training was inter-agency and well received, which resulted in further sessions Redesign of Drug and Alcohol Treatment options being made available to the Courts, in partnership with Drug and Alcohol Services. Redesign Drug and Alcohol Treatment options available to the Court, in partnership with Drug and Alcohol Services A two-year Test of Change commenced in January 2023, whereby two “Specified Workers” were employed by Criminal Justice Social Work (CJSW) and are based within the Integrated Drug & Alcohol Recovery Team (IDART). The workers assess a persons’ suitability for a Drug and Alcohol Treatment Requirement and work directly with those who are subject to such a requirement when it is imposed and will be arranged for 2023-24. Page 98 of 206
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19 KEY PERFORMANCE INDICATORS Best Start – Learning and Families Committee Indicator Performance Target 2020/21 2021/22 2022/23 2022/23 The proportion of children starting P1 who meet all expected development milestones 77% 82% 82% 84% Over 4 out of 5 children completing Early Learning & Childcare and moving into P1 in 2022 met all of their developmental milestones; measures of development covering cognitive, physical, social and emotional skills. There has been a steady increase in the number of children meeting all developmental milestones since the first data collection in 2016, with maintenance over the last year. This information is based on developmental milestone information developed for use in PKC. This is consistent with national data for early child development, which shows an impact from Covid-19 over the last two years, particularly in the 27–30 month assessment. To mitigate against the ongoing impacts of Covid, all settings now have Language and Communication champions trained in approaches to develop children’s vocabulary. New training and resources to support emotional and social development started in February. We continue to support the development of outdoor learning and will introduce an outdoor Nursery site for North Perth in the Summer term. Learning and Achievement – Learning and Families Committee Note that indicators in this section are based on the academic year from August to July and so are only available up to 2021/22. Indicator Performance Target 2019/20 2020/21 2021/22 2021/22 Percentage of pupils (P1, P4 & P7) achieving expected levels in: Literacy * 74% 78% 77% Numeracy * 72% 76% 75% The Achievement of Curriculum for Excellence levels for primary aged children has improved by 4 percentage points in both Literacy and Numeracy, with improvements particularly in the P7 cohort. It is now largely the highest seen in almost all curricular areas and stages, and above the average of our comparator authorities (Literacy: 77%, Numeracy: 75%) though it remains just below the national averages (Literacy: 79%, Numeracy: 78%). * Achievement of Curriculum for Excellence levels was not measured in 2019/20 due to Covid-19 Page 99 of 206
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20 Learning and Achievement – Learning and Families Committee Note that indicators in this section are based on the academic year from August to July and so are only available up to 2021/22. Indicator Performance Target 2019/20 2020/21 2021/22 2021/22 Percentage gap between pupils (P1, P4 & P7) achieving expected levels between ACORN 1 and ACORN 4/5: Literacy * 19% 20% Annual decrease Numeracy * 19% 20% Annual decrease The poverty-related attainment gaps for Literacy and Numeracy in Broad General Education remain. Whilst children from more disadvantaged backgrounds have performed more strongly than ever, those from less disadvantaged families have improved slightly more, essentially bouncing back more readily after the disruption from COVID-19. However, at P4 there has been improvement (reduction) in the equity gap across all areas. * Achievement of Curriculum for Excellence levels was not measured in 2019/20 due to Covid-19 School leavers achieving 5 or more Scottish Qualifications Authority (SQA) subjects: at SCQF level 5 69% 71% 68% 69% (VC) at SCQF level 6 43% 43% 40% 40% (VC) Comparison with recent years results is problematic due to significant changes in assessment during the Covid-19 period. Performance for these breadth and depth measures remains close to our virtual comparator, and in line with the national averages of 68% at level 5 and 39% at level 6. These measures remain a focus of term visits by ECS officers to schools and schools closely monitor the proportion of young people achieving these measures, and act to intervene to support young people, where necessary. Tariff scores: Lowest 20% 154 160 150 162 (VC) Middle 60% 968 1005 941 910 (VC) Highest 20% 1974 2014 2055 1995 (VC) Our middle 60% and highest 20 % of learners (80% of learners in total) are outperforming our virtual comparator. However, the attainment of our lowest 20% is static. Important lessons are being learned as part of the Validated Self-Evaluation process in respect of curriculum and learning and teaching for this cohort. Some of our schools have been successful in delivering skills academies and undertaking outreach work which has widened the curriculum offer and benefited the lowest 20% in particular. This practice is being shared and upscaled across all of our settings. The Virtual Campus offer has also been widened to include qualifications at Level 3 to further widen and support our lowest 20%. Page 100 of 206
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21 Learning and Achievement – Learning and Families Committee Note that indicators in this section are based on the academic year from August to July and so are only available up to 2021/22. Indicator Performance Target 2019/20 2020/21 2021/22 2021/22 School leavers achieving Literacy and Numeracy at SCQF Level 4 88% 88% 89% 90% (VC) Our literacy and numeracy levels have improved for school leavers at level 4 as a result of an increased tracking and monitoring focus as well as improved moderation. This enabled improved earlier intervention strategies. In literacy, school leavers’ attainment is slightly below the virtual comparator (the short- term target) and approaching the stretch aim. In numeracy, further improvement is required to meet both of these aspirations. Comparison is difficult because of the alternative approaches in 2020 and 2021. Looked After school leavers achieving Literacy and Numeracy at SCQF Level 4 (3 year rolling average) 61% 45% 50% 71% (VC) Our literacy and numeracy levels have improved and are now comparable to our virtual comparator and national figures after a targeted programme of intervention approaches. Care should be taken when interpreting measures for Looked After Children, as even with a 3-year average these figures are sensitive to the variation present in a small cohort (approximately 20 per year).This cohort of young people will be a focus of specific interventions overseen by the Raising Attainment Board to effect sustained improvement in this measure. % Attendance for Primary School pupils 94% 95% 92% 95.5% % Attendance for Secondary School pupils 90% 91% 88% 91.5% Exclusion incidents per 1,000 Primary pupils 6.7* 6 3 4 Exclusion incidents per 1,000 Secondary pupils 41* 23 35 22 School attendance was impacted by COVID-19 in academic session 2021/2022 across primary and secondary sectors, and this area remains a focus for further, sustained improvement. There continues to be an overall long-term trajectory of reducing exclusion, although more were recorded at Secondary level last year than the previous year, the 2021/22 level was particularly low as a result of Covid. The rate of exclusions from school continues to reduce in primary and has now reached the stretch aim of 3 per 1000. In secondary, the rate dipped significantly in the COVID-19 impacted year of 20/21 but has increased to 35 in 21/22. However, the long-term trend is of reducing exclusion. *Exclusion rates for 2019/20 are a pro-rata estimate based on the shortened academic year due to Covid-19 % of school leavers moving onto positive destinations 94.2% 96.6% 94.9% 98% We are aware of inconsistency across our schools and as a result we have refreshed our 16+ framework which will positively impact our partnership working. We are creating this framework in conjunction with Skill Development Scotland and Youth Services. Additional funding has been allocated through the Strategic Equity Fund to support and ensure consistency in settings through the provision of additional personnel allocated to each school to support those most at risk of not entering a positive destination. Page 101 of 206
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22 Learning and Achievement – Learning and Families Committee Note that indicators in this section are based on the academic year from August to July and so are only available up to 2021/22. Indicator Performance Target 2019/20 2020/21 2021/22 2021/22 Participation measure for 16-19 year olds (NOTE: FINANCIAL YEAR, NOT ACADEMIC) 95% 94% 94% 95% This measure reports on participation in education, training or employment for all 16–19-year-olds from across the population rather than focusing specifically on school leavers and is therefore a broader measure of positive outcomes. The measure shows a gradual improvement in the proportion of young people in education, training or employment. We are implementing a much more rigorous 16 plus framework in partnership with Skills Development Scotland to effect further improvement in this measure. Overall results remain higher than the national average (92%). Learning and Achievement – Learning and Families Committee Indicator Performance Target 2020/21 2021/22 2022/23 2022/23 Number of young people achieving awards 324 657 810 600 For the Duke of Edinburgh's Award programme, 1249 participants achieved 426 full awards. (275 bronze, 102 silver and 49 gold) and a further 267 certificates of achievement were gained. (140 bronze, 79 silver and 42 gold). Included in this number are young people who required additional supports to complete their achievements - 214 young people were supported to complete 99 bronze certificates, 43 silver certificates, and 5 gold certificates along with 12 full bronze, 1 full silver and 5 full gold awards. Through our partnership working with our Universal Youthwork providers there also successful achievements of 4 Youth Achievement awards, 63 Dynamic Youth awards, 49 Saltire awards and 1 John Muir Award. Page 102 of 206
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23 Care and Equity – Learning and Families Committee Indicator Performance Target 2020/21 2021/22 2022/23 2022/23 % Looked After Children with more than 1 placement in the last year (LGBF) 26% 20% 19% (Mar 2023) 20% There were 276 Looked After Children on 31 Mar 2023, of whom 52 had more than one placement in the last year. A significant number of these moves are positive, with children and young people moving to be with their parents, with family members, or to permanent alternative care. % of looked after reviews (accommodated children) which are held within statutory timescales 84% 83% 87% 95% During the 2022/2023 reporting year, 585 looked after children reviews took place. Most reviews took place on time (87%) however, 76 reviews were delayed. Balance of care for looked after children (LGBF) 96% 96% 93% (Mar 2023) 90% Foster Care 39% 37% 36% - Kinship Care 32% 34% 34% - There were 276 Looked After Children on 31 Mar 2023, of whom 257 were in community placements, and 19 were in residential or secure care placements. Proportion of Activity Agreement participants progressing onto positive destinations 85% 82% 82% 88% 33 young people left Activity Agreements during the year, with 27 of them moving on to positive destinations including further education, employment or training. We are just below the target and have had some good outcomes for many young people, however, some young people left due to non- engagement. To improve outcomes, we are going to work more closely with schools through an early intervention model so that young people at risk of not having a positive destination are given the right support at the right time. % of Young People eligible for Aftercare in receipt of Aftercare services 52% 54% 64% 60% As of 31 March 2023, 147 out of 231 young people who were eligible for Aftercare services were receiving services. The national level from 2021/22 was 51%. The remaining 36% (84) are those young people between the ages of 19 and 26 years who are still eligible for aftercare support but have chosen to leave the service and do not have an active worker. % of children/ young people in community placement beyond the age of 16 64% 45% 92% Annual improvement Page 103 of 206
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24 Care and Equity – Learning and Families Committee Indicator Performance Target 2020/21 2021/22 2022/23 2022/23 26 young people reached the age of 16 in a community placement during the reporting period. 2 of these young people ceased to be looked after, while the remaining 24 remained in care, either as Looked After or in a Continuing Care placement. There are currently 22 young people in Continuing Care. Safe and Protected – Learning and Families Committee Indicator Performance Target 2020/21 2021/22 2022/23 2022/23 % of initial child protection case conferences (ICPCCs) within timescales 78% 75% 64% 92% % of Unborn Baby Initial Case Conferences held within timescales 79% 68% 35% 92% % of child protection review case conferences within agreed timescales 94% 88% 86% 95% During the year, there were 36 ICPCCs for a total of 61 children and young people. The percentage of ICPCCs taking place within timescales has decreased slightly from last year. This is linked to recruitment issues; staff workload and increased complexity of the cases being referred into the Service. Out of a total of 31 Unborn Baby Case Conferences, 11 were completed on time. This is again linked with staff workloads, late notifications of pregnancies and increased referrals into the Change is a Must Team. The team’s case load has doubled over the last 4 years. Out of a total of 111 review case conferences, 95 were completed on time. To alleviate the pressures from an increased number of Initial and Unborn Baby Case Conferences required, Review CPCCs were rescheduled to allow more Initial and Unborn Baby CPCCs to take place, ensuring that immediate risk was addressed. % of children on child protection register over 12 months 21% 8% 4% 13% There were 51 children and young people on the register on 31 March 2023. Of these children and young people, only 2 (4%) have been on the register for over 12 months. Proportion of Young Carers with a completed Young Carers Statement 65% 20% 95% 90% Changes to the referral process now ensure that all Young Carers have a Young Carers Statement (YCS) when they begin receiving support. All 649 young carers registered with Perth & Kinross Association of Voluntary Service (PKAVS) have been offered a YCS, with almost all now having been completed. Page 104 of 206
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25 Safe and Protected – Housing and Social Wellbeing Committee Indicator Performance Target 2020/21 2021/22 2022/23 2022/23 Percentage of Criminal Justice Social Work Reports (CJSWR) submitted to court on time 98% 96% 95% 99% During 2022-23, 639 of 675 Criminal Justice Social Work reports were submitted to court on time. The target of 99% reports submitted to Court on time has not been met consistently during the year due to many factors including a higher-than-normal demand for reports during periods of high annual leave and vacant posts, and delays in receiving third party information which are out with our control. Delays also arise when clients have shown up late to be interviewed. Whilst this impacts these figures negatively, it is of benefit to the Court and our clients that we still can submit late reports as opposed to nil reports. However, we endeavour to address these issues as far as possible although acknowledge that some may be beyond our influence and control. Unpaid Work hours completed - - 16,701 20,000 This indicator was introduced in 2022/23 to measure the efficiency of the Unpaid Work Team. Hours completed is an indicator of productivity; it reflects directly on the services provided for communities, clients and the court. During 2022-23, 16,701 hours of UPW have been completed, against the annual target of 20,000 hrs. This measure will continue to be closely monitored in the next reporting period against other management performance indicators such as the number of hours imposed, the volume of clients and the backlog of UPW hours to ensure the staffing model remains appropriate. Unpaid Work backlog (hours) - - 8,699 14,000 This indicator was introduced in 2022/23 to measure the performance of the Unpaid Work (UPW) Team in managing the backlog. The data was a national requirement to help Scottish Government understand the impact of COVID-19 on Justice. Local Managers recognise the value of this Indicator in managing their performance. The backlog is effectively a measure of capacity within Unpaid Work. If it gets too big, capacity is likely to overwhelm the Team’s ability to manage it, too small and the Team will not be able to service its workload or plan its business. The target therefore should not be considered exact as it is the centre of a band with a reasonable tolerance on either side. We continue to receive a steady flow of referrals from the court, and the backlog is considered manageable currently by the UPW team. The UPW Team will continue to develop its performance analysis in the next reporting period to ensure it is aligned with the business needs and to support business planning. The backlog is an important indicator of capacity. The ‘target’ of 14,000 remains relevant – If it was reached, the team would cope. However, if it was exceeded significantly and consistently, the business would need to consider increasing its staffing. Page 105 of 206
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26 Safe and Protected – Housing and Social Wellbeing Committee Indicator Performance Target 2020/21 2021/22 2022/23 2022/23 Percentage of Parole reports submitted on time: HMP Castle Huntly - - 93% 99% HMP Perth - - 88% 99% New indicators introduced in 2022/23 to measure social work performance in the Parole process more clearly. Late report submission can arise for a number of reasons including staff vacancies, sickness absence and increased demand for reports. During the months of August and September the Perth team had high levels of absence and social workers from other parts of the service helpfully stepped in to assist with report writing during those months. The team continues to be affected by staffing issues and are actively recruiting but remains committed to meeting our statutory responsibilities. Performance will continue to be monitored in 2023-24. Page 106 of 206
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27 Organised to Deliver – Learning and Families Committee Indicator Performance Target 2020/21 2021/22 2022/23 2022/23 Uptake of Free School Meals (FSM) Primary - - 65% Baselining Secondary - - 43% Baselining The number of Primary Pupils entitled to a Free School Meal, including Universal entitlement in P1-P5) was 7,614 and the average annual uptake was 65%. The number of Secondary pupils entitled to a Free School Meal was 870 and the average uptake was 43%. Secondary Free School Meal uptake continues to be lower than anticipated although we see steady increases in meal uptake in all areas. Pupils who are not entitled to FSM also purchase paid meals, with uptake being 28% in Primary and 36% in Secondary. In total, approximately 7,700 meals are provided each day. Action plans are in place to improve all areas of meal uptake. Proportion of pupils successfully accepted into school of choice outside of their catchment area Primary 62% 71% 84% 77% Secondary 65% 85% 94% 87% For families who wished their child to attend outside their catchment area, 269 placing requests were made for P1 places in primary schools, and 97 S1 placing requests were submitted, with 227 (84%) and 91 (94%) of these requests being granted. Overall, 96% of the P1 intake and 94% of the S1 intake were granted a place in their first choice of school. Placing requests are considered and determined based on a number of factors including; capacity within schools, individual class sizes and class structures, intake levels of catchment pupils, staffing allocations and reserved places for catchment pupils. Some or all of these factors vary on an annual basis which directly impacts on the numbers of placing requests which can be granted each year in primary and secondary schools. Proportion of schools with a Condition of Good or Satisfactory 90% 90% - 90% (2021/22) Condition is concerned with the current state of the fabric of the school and with safety and security. Condition has a direct impact on what goes on in the school. Appropriate forward planning and prudent, timely decisions on ongoing maintenance will best enable authorities to sustain the quality and asset value of their school buildings over the long term. Schools in good condition – irrespective of age or design – signal to all users (pupils, teachers, staff and the community) that learning is a valued activity, that the learning environment is a priority and often gives that all important ‘feel-good factor’. Page 107 of 206
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28 Organised to Deliver – Learning and Families Committee Indicator Performance Target 2020/21 2021/22 2022/23 2022/23 Proportion of contracts with an annual value in excess of £200k performing at a Satisfactory level or above. 100% 100% 95% 100% A number of providers covered under the Early Years Partner Provider Contracts have under-performed during the reporting period, this has resulted in two providers being placed on Services Improvement Plans, two providers being placed on Support Plans and two providers have had their agreements terminated for poor performance and failing to meet the requirements of their Services Improvement Plans. The School Catering contract did not meet its anticipated budget projections due to increased costs (pay award and inflation levels higher than budgeted) and lower than anticipated uptake post COVID-19. Uptake assumptions have been adjusted for 2023-24 to mitigate this and action plans have been put in place to improve uptake. Page 108 of 206
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29 GLOSSARY BGE Broad General Education CAMHS Child and Adolescent Mental Health Services CIAM Change Is A Must (link) CIRCLE Child Inclusion Research into Curriculum Learning Education (link) CJSW Criminal Justice Social Work CLPL Career Long Professional Learning CMHP Community Mental Health Programme CPDT Child Protection Duty Team COSD Cost Of the School Day CREST Connecting Relationships Empowering Supporting Together (link) DfP Diversion from Prosecution ECS Education and Children’s Services ELC Early Learning and Childcare FGDM Family Group Decision Making FSM Free School Meals GIRFEC Getting It Right For Every Child (link) IDART Integrated Drug & Alcohol Recovery Team PKC Perth and Kinross Council QIO Quality Improvement Officer RASAC Rape & Sexual Abuse Centre SCYPF Services for Children, Young People and Families VAWP Violence Against Women Partnership YCS Young Carers Statement Page 109 of 206
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Perth And Kinross Council Housing And Social Wellbeing Committee 21 June 2023 COMMUNITY PAYBACK ORDER ANNUAL REPORT 2021-22 Report by Executive Director (Education and Children’s Services) (Report No. 23/191) 1. PURPOSE 1.1 This report provides an update for the period 2021-22 on the operation of Community Payback Orders (CPO) in Perth and Kinross. The Orders are managed and delivered by Criminal Justice Social Work (CJSW), specifically the Public Protection team and the Unpaid Work (UPW) team, and in accordance with the requirements of the Criminal Justice and Licensing (Scotland) Act 2010. 2. RECOMMENDATION 2.1 It is recommended that the Committee: • Approves the work being undertaken by the Public Protection and UPW teams in respect of the CPO in Perth and Kinross; and • Requests the Executive Director (Education and Children’s Services) to bring forward a report regarding the activity and performance of CPO in 12 months’ time. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Appendices 4. BACKGROUND 4.1 The Criminal Justice and Licensing (Scotland) Act 2010 introduced the CPO as the new statutory community disposal. The CPO is therefore a generic term which covers a range of disposal options which includes the following: • An offender supervision requirement. • A compensation requirement. • An unpaid work or other activity requirement. • A programme requirement. • A residence requirement. • A mental health requirement. 8 Page 111 of 206
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• A drug treatment requirement. • An alcohol treatment requirement. • A conduct requirement. 4.2 When these requirements are imposed by the Court, it is mandatory that they are overseen by a suitably qualified social worker, with the exception of low- level unpaid work or other activity. The level is determined by the number of hours imposed. 4.3 CPO Annual Report 4.3.1 The Criminal Procedure (Scotland) Act 1995 places a duty on local authorities to submit an annual report on the operation of CPO to Scottish ministers by the end of October each year. 4.3.2 Following the Community Justice (Scotland) Act 2016, responsibility to produce the CPO annual report was transferred to Community Justice Scotland (CJS). This places a duty on CJS to collate all local authority reports and lay a summary report before the Scottish Parliament. However, the power to issue directions to local authorities on the content of the reports remains with Scottish ministers. 4.3.3 In the production of the CPO annual report, local authorities are expected to fulfil their requirement in two ways: • Firstly, by continuing to submit statistics for each financial year to the Scottish Government on the operation of community sentences in their areas (Unit Return); and • Secondly, by providing a narrative account of the implementation and operation of the CPO in the financial year to which the Unit Return refers. 4.3.4 Attached to this report is the CPO Annual Report for Perth and Kinross for the period 2020/21 (Appendix 1) which was submitted to Community Justice Scotland in October 2021 and records pertinent CPO activity. As a result of the impact of the Coronavirus pandemic, the report includes a reflection on the impact of service delivery and highlights the opportunities which were created through innovative developments and new ways of working. 4.3.5 In previous reports to committee, it has been customary to link the statistical data with the narrative of the report and conduct trend analysis with preceding reporting years’ activity. However, due to the impact of the Coronavirus pandemic and resulting restrictions throughout this period, it has rendered such analysis to be of little value. Page 112 of 206
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4.3.6 As the Council moved through the Coronavirus pandemic and fluctuating recovery period, the work in CJSW and the UPW team continued to adapt to those challenges, and where possible, re-evaluate and modify how services were delivered. This is evidenced across various activities and interventions which has included: • Criminal Justice Social Work (CJSW) Offending behaviour programmes as part of a CPO which are designed to address specific offences and offending behaviours. These include Caledonian System (domestic abuse) and Moving Forward Making Changes (sexual offending). These programmes are delivered in partnership with Dundee City Council and continued to be delivered in a reduced way through the more restrictive period of the Covid pandemic before incrementally increasing these interventions as restrictions eased. Irrespective of these fluctuations, different methods were employed to maintain monitoring and management of individuals through face to face contact, telephone and online methods. All contacts were informed by the assessed risk the person posed in respect of their index offence, propensity for re-offending and risk of harm. Coupled with this, was consideration for the emotional wellbeing of the individual as well as their social and practical circumstances which can often impact on the propensity for someone to offend. • Unpaid Work (UPW) Following the fluctuating operating restrictions for the UPW team and the re-deployment of staff to assist with elements of the Covid pandemic, the team gradually returned to their core activity of servicing UPW CPO. However, there was the accumulation of a backlog of UPW hours which was reduced because of Scottish Government intervention as, during periods of severe restriction, it had not been possible for the UPW team to operate. To address the remaining UPW hours which needed to be completed, it was projected that this demand would level out as the team returned to normal operations. Of note was the impetus to continue to deliver training and employability opportunities for those during this period as well as counselling and wellbeing support. This was particularly beneficial for those individuals who were struggling, not only with the consequences of the Covid pandemic, but those who were facing challenges in their attempts to re-enter the workforce. 4.3.7 As the CJSW service continued to operate throughout the Covid pandemic and recovery period, the service has endeavoured to capitalise on the opportunities for improvement which transpired as a result of these circumstances. Through being able to work in a different way and utilising feedback from those in the criminal justice system, it has been possible to have a more flexible working approach. This is in part through the utilisation of technological developments and balancing this operational enhancement with the assessment of a person’s risk. This has allowed for a more effective use of time and targeting of resources. Page 113 of 206
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4.3.8 A notable change in practice related to the servicing and imposition of a drug and alcohol requirement as part of a CPO. It was identified that the practice presently undertaken did not adhere to the spirit of the legislation and led to discussion with the local Sheriffs and colleagues in the Integrated Drug and Alcohol Recovery Team (I-DART). A Test of Change was planned which included funding via Covid Recovery monies and the Alcohol and Drug Partnership as ‘specified workers’ were required to fulfil the specific requirements of such a CPO. This has been a positive development and has led to improved working relationships with colleagues and greater collaboration between services. Author Name Designation Contact Details Nicola Rogerson Service Manager ECSCommittee@pkc.gov. uk 01738 475000 Approved Name Designation Date Sheena Devlin Executive Director (Education and Children’s Services) 1 June 2023 Page 114 of 206
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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. (ii), (iii), (iv) and (v). Corporate Plan 1.2 This section sets out how the proposals relate to the achievement of the Council’s Corporate Plan Objectives: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and Page 115 of 206
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(v) Creating a safe and sustainable place for future generations. This report relates to Objective No. (ii), (iii), (iv) and (v). 1.3 The report also links to the Education & Children’s Services Vision, Values and Priorities in respect of the following key Priority area: • Safe and Protected 2. Resource Implications Financial 2.1 This report contains no proposals which would have a financial impact on the Council. Workforce 2.2 There are no workforce implications arising from this report. Asset Management (land, property, IT) 2.3 There are no asset management implications arising from this report. 3. Assessments 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. 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. The proposals have been considered under the Act; however, no action is required as the Act does not apply to the matters presented in this report. This is because the Committee are requested to note the contents of the report only and the Committee are not being requested to approve, adopt or agree to an action or to set the framework for future decisions. Sustainability Page 116 of 206
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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 Not applicable. Risk 3.6 There are no issues in respect of risk arising from this report. 4. Consultation Internal 4.1 Not applicable. External 4.2 Not applicable. 5. Communication 5.1 There are no communication issues arising from this report. 2. BACKGROUND PAPERS 2.1 No background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (and not containing confidential or exempt information) were relied on to a material extent in preparing the above report. 3. APPENDICES Page 117 of 206
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3.1 Appendix 1 - Perth and Kinross Community Payback Order Annual Report 2021/22 Page 118 of 206
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Appendix 1 COMMUNITY PAYBACK ORDER ANNUAL REPORT FINANCIAL YEAR: 2021/22 LOCAL AUTHORITY: Perth and Kinross 8 Page 119 of 206
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2 1) In this section, please give examples of work with people subject to CPOs specifically to address offending behaviours and the risk of reoffending. (Bullet points will suffice. Max 300 words.) Community Payback Order (CPO) Supervision normally begins with a review of the information in the Criminal Justice Social Work Report (CJSWR) and completion of the Level of Service Case Management Inventory (LSCMI) full 1-8 Assessment. This will help identify the focus of the case management plan. Ongoing COVID-19 restriction during 2021-22 led to supervision being carried out over the telephone or via video call for periods of time. There was limited face to face contact early in the reporting period, with face-to-face contact gradually increasing until December 2021 when the Omicron variant brought further restrictions. Intensive groupwork programmes are available in Perth and Kinross which address: • Risk of sexual offending through Moving Forward Making Changes and • Risk of domestic abuse though the Caledonian Programme The above are National Programmes. In one-to-one supervision workers utilise materials and exercises that might target: • problem solving • decision-making • consequential thinking • informed choices • conflict resolution • alternative thinking • mindfulness • self-control • self-management • aggressive behaviour • 5 steps of conflict - addressing triggers • children and fathering • alcohol and other substances This is done through discussion and use of exercises found, for example, in Targets for Change Manuals and other online resources, in addition to Case Manager Packs for the MFMC and Caledonian programmes. Some techniques involve: • motivational interviewing • use of timelines and genograms • use analogies and abstract examples • compiling letters that aren’t sent (e.g., victims and general feelings) • visually – often a steppingstone approach and client can see progress Page 120 of 206
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3 • role playing e.g., if they have been the victim in conflict EVOLVE (Men’s Service) – Evolve run a Cognitive Behavioural Therapy based groupwork programme for men which addresses: • Readiness for change • Emotional regulation • Problem solving • Conflict resolution • Relapse prevention Although COVID-19 restrictions interrupted the running of these groups, the programme has been used in a combination of group work and one to one sessions with a good level of engagement. One-Stop Women’s Learning Service (OWLS) - utilises various approaches with women: COOK IT Programme: A rolling programme which supports women to learn skills through cooking nutritional meals on a budget, this helps them purchase ingredients and prepare meals, enabling healthier choices which improves their health and well- being, especially given the current cost of living crisis for families. Trauma Informed: 1 to 1 work using smart board to empower women to look at their lives through timelines, empowering them to identify areas which may have impacted on their lives which led to offending, substance use and poor mental wellbeing. Emotion Management Worksheets: These are used to enable clients to understand their emotions which are triggers to anger and losing control which can impact on their offending. To recognise consequences of their actions, and behaviour. Empowers the client to achieve positive outcomes from understanding their emotions. Reflection Work: This is used by clients writing down how they are feeling regarding their day, week, and understanding how by reflecting they can look at themselves, look at how they manage their time and benefit from being more motivated to look at spending their time more productively and aiming for different goals. 2) In this section, please give a summary of feedback, may include quotes, from people subject to CPOs about the impact on them of a Supervision Requirement. (Bullet points will suffice. Max 300 words.) EVOLVE Quotes • “It’s a lifeline, I can come into here to talk to you and unpick a problem, help me understand and work through it”. • “I feel very comfortable sharing things with you and opening up”. • “The good thing about this is that everyone has different experiences, but they are all linked”. Page 121 of 206
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4 • “That’s what impressed me about this, we got to the trauma bit really quickly, that was my buy in as I’ve never talked about it”. • “To change your life, you have to change your life”. • “I walked out of the appointment feeling proud and good about myself because of what we talked about, job done”. • “It’s been more like therapy than coming to probation”. • “The surrounding is much better than St Martin’s where you feel like a criminal, I feel more relaxed here”. • “Nobody has really helped me until I met you guys…I’m really grateful for what you have done for me”. • “When I come out from seeing Stevie my head always feels better”. • “C reports feeling so much better since last seen and is now beginning to recover from relapse earlier in year and explained to author that he has found engaging with CJS, Steven, really supportive and useful. This has offered him structure to his week which has facilitated his stability”. (Email from drug worker). • “That was you that put that in my head, I’m growing here”. • “I don’t like people and don’t want to look them in the eye, what is different about you, why do I trust you”. • “You helped shape life”. OWLS Quotes • “Getting my keyworker, helped me understand how I had dealt with things in my past the wrong way, I understand now my behaviour was my responsibility and I am so glad I was given the tools to change my life”. • “It is sad that due to my offending I finally got help, with my mental health and addiction, Thank you OWLS Staff”. • “My worker helped me finally start my goal, to learn to read and write. I attend OWLS every Tuesday to use a laptop to do my learning with my tutor from Perth College. Its great. I never went to school as I come from a traveller background, getting OWLS has helped me so much”. • “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 am so grateful to you both and 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 Page 122 of 206
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5 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.” Feedback Box: 3) In this section, please report on the following: ▪ Types of unpaid work projects carried out ▪ Example(s) that demonstrate(s) how communities benefited from unpaid work (Bullet points will suffice. Max 300 words.) Some specific examples for the projects undertaken include: • The Unpaid Work Team 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 Unpaid Work Team 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. Page 123 of 206
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6 • The Unpaid Work Team 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. • Bench restoration McDonalds, Broxden. • Power-Washing around the Concert Hall. The Community Payback Team spent two days cleaning and tidying the area outside Perth Concert Hall. The weeds were removed from between the paving slabs and the ground was washed by Westbank's new industrial power washer to clean the various bits of staining. • Community Payback Team clients decorated the inside of the Services for Young People building in Scott Street making it a nice, welcoming environment for people to spend time. • The Community Payback Team clients were asked to help support the Council's Visitor Management Team. A temporary portaloo was being installed in Acharn, for visitors and day-trippers to Highland Perthshire to use. To accommodate it, an area of woodland needed to be cleared, to allow easy access. The team cleared the ground and a path created to make the toilet easier to find. Page 124 of 206
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7 • The Community Payback Team clients were also asked to help an elderly couple with their garden. The couple were not able to do the garden clearance but were able to enjoy their outside space, following the clearance. 4) Summary of feedback, may include quotes, from people subject to CPOs about the impact on them of an Unpaid Work Requirement. (Bullet points will suffice. Max 300 words.) 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”. • Again, all those completing the survey felt their circumstances were taken into account “Extremely helpful especially around work commitments”. Page 125 of 206
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8 • 98% found the work they were asked to do worthwhile with 93% confirming 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. • 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”. 5) Types of ‘Other Activity’ carried out as part of an Unpaid Work Requirement. You may want to comment on the impact of completing Other Activities, for individuals or for the community. (Bullet points will suffice. Max 300 words.) Types 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 with consideration given to the outcomes the person is looking to achieve. 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. 6) Summary of feedback, may include quotes, from beneficiaries about the impact of Unpaid Work on the community. (Bullet point will suffice. Max 300 words.) Page 126 of 206
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9 Some examples of the positive feedback received include: • “The Housing and Social Wellbeing Committee thanked the Unpaid Work Team for all their hard work and urged 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 to every single person that was involved” (Member of the public). • “Just a wee note to thank you and the Unpaid Team for doing such a good job in refurbishing the bench seats in Auchterarder's High Street. On behalf of the Auchterarder & District Community Council and those folks who regularly sit on the benches, many from Hannover Gardens (the sheltered housing) who do not have gardens (a contradiction there somewhere!), I'd just like to express our appreciation. A very big 'thank you' to all involved. A job well done.” (Member of the public). • “I wanted to let you know how very pleased I am with the work on the gate and wee side fence that was carried out over the weekend. A really good job was done”. (Area Housing Co-ordinator) • “I just wanted to email to say thank you so much to you and everyone in the team who helped get the garden in shape again. We definitely couldn’t have done it without your help, and I look forward to enjoying the garden with my partner and kids as soon as we get some more good weather!” (Member of the public). 7) What organisational challenges have there been in completing orders effectively this year, both those with Unpaid Work and those with Supervision Requirements? Issues may or may not be related to the covid pandemic. (Bullet points will suffice. Max 300 words.) The Unpaid Work Team in Perth and Kinross (like every other part of the public sector) experienced COVID-19 related challenges relating to restrictions. Organisational challenges in relation to unpaid work: As restrictions relaxed, it was difficult to get people to re-engage with Unpaid Work and it was significantly more difficult to get clients to turn up on time or at all. There remain significant delays at court and there is a sense that the number of Community Payback Orders are not returning, quickly, to their pre pandemic level. This is concerning as the demand for the services of the Unpaid Work Team continue to increase. It is anticipated these issues will be overcome in the next reporting period. Organisational challenges in relation to supervision requirements: Page 127 of 206
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10 Individual appointments and group work programmes were disrupted by the pandemic restrictions. The requirement to take on extra staff and not be able to offer long term contracts because of the year-on-year grant funding of CJS is a long term and on-going organisational challenge. LSCMI system has been suspended by the Scottish Government whilst “glitches” are addressed. On-going monitoring of manual calculations required by Line Managers and potential for inputting on to system at some stage when it is “fixed”. Whilst working relationships with the local police remain strong there has been the unsettling backdrop of the proposal by Police Scotland to introduce new Information Sharing Protocols threatening a reduction in information sharing with non-vetted workers. This continues to be a national discussion and requires a resolution in the next year. 8) Outline the main barriers, if any, to accessing community support and wider services (eg drug and alcohol services, mental health services). How have these barriers been addressed? The main barrier is prompt access to services. Long waiting lists (mental health and drug and alcohol services) result in people losing motivation and then not to engaging or not being able to engage when an appointment is offered. The service landscape can also feel cluttered, many services offering specific support, leading to confusion re: which service to engage. Work commenced during the reporting period to relaunch the Community Justice and Safety Third Sector Forum to support more collaborative working and work towards a “No Wrong Door Approach”. An evaluation of Drug and Alcohol Treatments Requirements was undertaken, by the CJSW, following a meeting with the Perth and Kinross Sheriffs. The meeting identified a disconnect between the expectations of Sheriffs and the current delivery of Drug and Alcohol Treatment Requirements within Perth and Kinross. The Sheriffs believed they were accessing additional resource for individuals via Drug and Alcohol Treatment Requirements, however, that is not the case under the current system where the offer of Drug or Alcohol support is the same for individuals on the Justice journey as the general public. Currently, requirements are imposed by the Sheriff, often but not always, following recommendation of their suitability by the CJSW Report writer. Where a Drug Treatment or Alcohol Treatment requirement is imposed, CJSW make a referral to the Integrated-Drug and Alcohol Rehabilitation Team (I-DART) and I-DART triage the case. Under the current system completion of a specialist assessment does not take place before a requirement is recommended or imposed. This can result in issues arising when clients do not meet I-DART thresholds in terms of motivation to address issues. In those situations, I-DART often close the case, however, this is problematic if the breach threshold is not met. It was previously agreed that one worker in I-DART would hold all Community Payback Order (CPO) cases and there would be regular communication between CJSW and I-DART. Regular communication was not sustained due to other work pressures and additionally one dedicated worker did not provide a level of service Page 128 of 206
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11 resilience. This led to a lack of clarity between the CJSW and I-DART regarding plans developed by I-DART and communication with the Court. This often resulted in CJSW undertaking substance misuse work without access to the full range of resources available, or the specific knowledge and training. In order to address this issue a proposal has been put forward to recruit two “Specified Workers” who will be based in I-DART but work specifically to assess and treat clients for a Drug and Alcohol Treatment requirement with a CPO. Recruitment for these posts is currently in process. 9) Is there any other relevant information you wish to highlight? For example, this may include: ▪ Areas for improvement and planned next steps ▪ New ways of working and benefits achieved from these. ▪ Examples of work carried out in collaboration with community justice partners and wider community partners, including the third sector, to deliver CPOs (Bullet points will suffice. Max 300 words). The Community Justice and Safety Partnership (CJSP) 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 CJSP appreciated the opportunity to share details regarding the positive work taking place and share some of the issues encountered, both locally and nationally. The CJSP hosted an online event during January 2022 whereby attendees explored the future need and demand on services - What’s on the horizon for Justice and Safety; Self-identification of Partnership Strengths; Self-identification of Gaps; Priorities and Demands. The following infographic was created: Page 129 of 206
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12 Following the session, the Partnership were asked to rate the priorities and the information was used 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 . As highlighted in the previous section work is underway to improve access to assessment and treatment/interventions regarding Drug and Alcohol Treatment requirements by recruiting two specified workers in 2022. During 2021-22 the EVOLVE service continued to be developed. This service seeks to provide a different way of working for male service users that facilitates multi agency, targeted approaches to enact meaningful change for men. EVOLVE seeks to be a sustainable alternative for males who offend to find purpose, improve wellbeing and re-integrate males; both within society and their own significant relationships. Whilst above all else, ensuring public protection and seeking to reduce reoffending. EVOLVE looks to provide an alternative way of working to males who offend rather than the ‘traditional’ working methods often seen within Criminal Justice Services. 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. Page 130 of 206
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13 The project seeks to incorporate the latest theory and research into desistance and the impact of trauma into the work undertaken with men who offend. Evolve made connections with Epione consultancy and training, during the reporting period, who specialise in trauma informed practice within criminal justice services, and the service are looking to broaden the range of interventions available for those who have experienced trauma. By helping men find new, positive identities, research shows that men can move on from an offending past, and the service aims to promote this using group work, and communal activities in an environment which is more trauma informed than traditional Criminal Justice settings. COMPLETED BY: Derek Mortimer DATE: 5 October 2022 CONTACT FOR QUERIES ABOUT THE REPORT Name: Derek Mortimer E-mail: DCMortimer@pkc.gov.uk Telephone: (01738) 472553 Page 131 of 206
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PERTH AND KINROSS COUNCIL Environment, Infrastructure and Economic Development Committee – 31 May 2023 Climate Change and Sustainability Committee – 31 May 2023 Scrutiny and Performance Committee – 7 June 2023 Housing and Social Wellbeing Committee – 21 June 2023 COMMUNITIES SERVICE ANNUAL PERFORMANCE REPORT 2022/23 Report by the Executive Director, Communities (Report No. 23/168) 1. PURPOSE 1.1 This report presents the Service Annual Performance Report 2022/23 for Communities. It details progress against targets and improvement actions over the last year against the 2022/23 Service Business Management Improvement Plan. 2. RECOMMENDATIONS 2.1 It is recommended that the Environment, Infrastructure and Economic Development Committee: • approves the Communities Service Annual Performance Report 2022/23 for the areas which fall within their remit. 2.2 It is recommended that the Climate Change and Sustainability Committee: • approves the Communities Service Annual Performance Report 2022/23 for the areas which fall within their remit. 2.3 It is recommended that the Scrutiny and Performance Committee: • scrutinises and comments as appropriate on the Communities Service Annual Performance Report 2022/23. 2.4 It is recommended that the Housing and Social Wellbeing Committee: • approves the Communities Service Annual Performance Report 2022/23 for the areas which fall within their remit. 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 9 Page 133 of 206
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4. BACKGROUND 4.1 In previous years, Council Services have produced a Joint Service Business Management and Improvement Plan (BMIP) and Annual Performance Report (APR) on an annual basis. This year, however, as we transition to new performance reporting and strategic planning arrangements, we are presenting a Service Annual Performance report on its own. Detail on improvement actions will follow later in the year through the Corporate Annual Performance Report and Delivery and Improvement Plan. 4.2 During the course of 2022/23, organisational changes were undertaken which moved the responsibility for key actions such as anti-poverty into the Chief Executive’s Service. However, rather than create another Annual Performance Report for these, updates on performance are still included within the APR for Communities, given that was where the actions were originally proposed. 5. PROPOSALS 5.1 The report includes performance summaries and end of year data, where currently available. Where relevant benchmarking data, self evaluation, inspection and audit results have been included. 5.2 Future reporting will be aligned to our new Corporate Plan, which was approved by Council on 21 December 2022, and covers the period from 2022/23 to 2027/28. 5.3 The Council is continuing to roll out a new performance management software system in 2023, which will change the way in which performance information is managed and presented. 5.4 Strategic planning and performance reporting arrangements are being reviewed across the Council, taking into account revisions to key strategic documents and new performance management software. For 2023, planned improvement activity will be outlined within a Corporate Annual Performance Report and Delivery and Improvement Plan. This will be reported to Scrutiny and Performance Committee and then Council in September and October respectively. 5.5 Key Highlights • We support business to grow and attract investment and higher value jobs into Perth & Kinross as outlined within the Economic Wellbeing Plan. We have supported the deployment and use of the digital fibre network to support business innovation and growth. (Environment, Infrastructure and Economic Development Committee) • We continue to deliver the Climate Change Strategy for Perth and Kinross, which sets out our plans and actions to lower our carbon usage and meet our obligations on upcoming regulatory requirements – with a particular Page 134 of 206
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focus on transport and food this year. The Strategy and the establishment of the Climate Commission ensure that we are acting now to protect the environment for future generations. (Climate Change and Sustainability Committee) • We have worked with other services and partners to mitigate the impact of the cost-of-living crisis on our residents, including preventing homelessness wherever possible. We have played a key role in helping to protect people from escalating costs, and as you can read in this report, we have already started a wide range of work to support people who are finding themselves in financial difficulty. (Housing and Social Wellbeing Committee) • We have worked with partners to develop a new Town Centre Action Plan for Coupar Angus to address the priority issues including, health and wellbeing, poverty, social isolation and employability. (Housing and Social Wellbeing Committee) • We continue with major key infrastructure to support the local economy including the Cross Tay Link Road which is due for completion in 2025 and the redevelopment of the Perth City Hall as a cultural attraction due to be opened in 2024. (Environment, Infrastructure and Economic Development Committee) 6. FURTHER CONSIDERATIONS 6.1 This report provides a high level summary on the delivery of actions approved within the previous Communities Business Management and Improvement Plan. Authors Name Designation Contact Details Connor Wilson Performance and Business Support Manager (01738) 475000 ComCommitteeReports@pkc.gov.uk Approved Name Designation Date Barbara Renton Executive Director (Communities) 19 May 2023 APPENDIX 1 • Communities Service Annual Performance Report 2022/23 Page 135 of 206
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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 Yes External None Communication Communications Plan None 1. Strategic Implications Community Plan / Corporate Plan 1.1 This report supports the delivery of the Strategic Objectives within Perth and Kinross Community Plan (Local Outcomes Improvement Plan) 2017-2027 and Corporate Plan 2018-2022. 2. Resource Implications Financial 2.1 There are no financial implications arising from this report. Workforce 2.2 There are no workforce implications arising from this report. Asset Management (land, property, IT) 2.3 There are no asset management implications arising from this report. Page 136 of 206
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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 This report has been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as not relevant for the purposes of EqIA Strategic Environmental Assessment 3.3 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. no further action is required as it does not qualify as a PPS as defined by the Act and is therefore exempt. Sustainability 3.4 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • in the way best calculated to delivery of the Act’s emissions reduction targets; • in the way best calculated to deliver any statutory adaptation programmes; and • in a way that it considers most sustainable. 3.5 The information contained within this report has been considered under the Act. However, no action is required as the Act does not apply to the matters presented in this report. Legal and Governance 3.6 Not applicable. Risk 3.7 Not applicable. Page 137 of 206
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4. Consultation Internal 4.1 The Communities Senior Management Team were consulted during the preparation of this report. External 4.2 Not applicable. 5. Communication 5.1 Not applicable. 2. BACKGROUND PAPERS 2.1 The background papers referred to within the report are: • Communities Business Management Improvement Plan 2022/23 and Annual Performance Report 2021/22 Page 138 of 206
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Appendix 1 9 Page 139 of 206
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Contents Page Introduction Service Annual Performance Report 2022-23 Performance Summary • Giving every child the best start in life and developing educated, responsible, and informed citizens • Promoting a prosperous, sustainable, and in inclusive economy • Supporting people to live independent, healthy, and active lives • Creating a safe and sustainable place for future generations Key Performance Indicators Glossary of Terms 2 4 7 9 13 17 31 Page 140 of 206
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Page | 2 INTRODUCTION We are pleased to present the Annual Performance Report 2022/23 for Communities. As you would expect, the last 12 months have again been challenging for our Service as we continued to respond to the cost-of-living crisis and recovered from the huge disruption caused by Covid-19. As we emerge from the pandemic, we have found ourselves presented with a new set of equally challenging circumstances. The significant rise in the cost-of-living affects everyone in Perth and Kinross but in particular by the most vulnerable people in our communities. We have played a key role in helping to protect people from escalating costs, and as you can read in this report, we have already started a wide range of work to support people who are finding themselves in financial hardship. We allocated £171,000 of Warm Spaces funding, provided by the Council, for 85 groups across Perth and Kinross, these have offered a range of welcoming and supportive venues for people to make use of throughout the winter. Our Housing Service has worked with Perth Citizens Advice Bureau to provide financial assistance to 926 of our tenants who found themselves in financial hardship, minimising the impact of the cost- of-living crisis on these people and their families. We have continued to co-ordinate the response to child poverty across Perth and Kinross through our Local Child Poverty Action Plan. This highlights the major partnership effort across Perth and Kinross to help and support families facing poverty. Our Anti- Poverty Task Force was set up following Council approval in September 2022 and comprises of members from the Third Sector, Police Scotland, NHS Tayside, elected members, the Chief Executive and Senior Officers. Through the Scottish Government Parental Employment Support Fund (PESF), we have also created a small team to support parents into work, and with support if they are currently in low paid employment. The Cross Tay Link Road (CTLR) is the central element of the Perth Transport Futures Project and is the biggest infrastructure project ever undertaken by Perth & Kinross Council. The Cross Tay Link Road will address the long-term transportation needs of the area, promote economic growth and address issues of congestion and pollution in Perth city centre. The project will facilitate investment of £174 million in new commercial space in the area and bring the prospect of more than 5,000 new jobs to the area. Phase 2 of the project is already underway, including the new 3-span bridge across the River Tay, and is due to be completed in 2025. In addition, there are a number of community benefits in place, with a range of activities already undertaken. Council approved our Physical Activity and Sports Strategy in December 2022, and the one-year Action Plan focuses on increasing participation in physical activity and sport to help the positive mental and physical wellbeing of residents of Perth and Kinross. Page 141 of 206
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Page | 3 Perth & Kinross Council was one of the first local authorities in Scotland to support the Scottish Government’s declaration of a Climate Emergency. The Service plays a lead role in supporting the Council’s climate change strategy. We produced our first annual report to Council in September 2022, and it was noted that there has been significant progress across the eight climate action themes. This includes the establishment of a Climate Change Commission which has 25% of its membership made up of young people. We have expanded the range of energy advice services available to residents through our partners Save Cash and Reduce Fuel (SCARF) and also completed the Electric A9 Project. The Council is already investing resources in its revenue and capital budgets to adapt its estate to meet the demands of the climate change agenda. All local authorities will continue to face financial challenges in the future, and so one of our priorities will be to grow collaborative working opportunities with other Councils and partners to unlock efficiencies, share best practice and allow us to offer services to our communities that could otherwise be unachievable in the current financial climate. The Service will continue to play a key role in taking this agenda forward. Despite the major challenges ahead, we continue to look to the future, confident that our dedicated and skilled staff will continue to offer high-quality services that will make Perth and Kinross the best place it can be within the resources at our disposal. Page 142 of 206
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Page | 4 GIVING EVERY CHILD THE BEST START IN LIFE AND DEVELOPING EDUCATED, RESPONSIBLE, AND INFORMED CITIZENS Performance Summary for 2022-23 The cumulative impact of our work during the year has been significant. We have worked to mitigate the impacts of Child Poverty on our children and their families. This has included working across the organisation and with our community partners to provide opportunities to develop skills, maximise income and employment opportunities. This is further supported by the principles and ethos of the Perth & Kinross Offer which has our communities at the heart. Update on Priority Actions 2022-23 Work with other services and partners to mitigate the impact of the cost-of-living crisis on our residents, including preventing homelessness wherever possible. This will include narrow inequalities gaps and demonstrate a consistent and systematic approach to prevention, early intervention, and fairness (Housing & Social Wellbeing Committee) A partnership approach involving Perth and Kinross Council (PKC)'s employability and welfare rights teams, Perth Citizens Advice Bureau (CAB), other third sector and community-based organisations, and private sector employers has resulted in the delivery of employability skills training and support packages, incentivised work placements, employment support including access to childcare, housing, and income maximisation. In addition, an Anti-Poverty Task Force has been set up involving PKC, third and private sector partners to champion the reduction of poverty and associated stigma in Perth and Kinross. Increased focus on supporting parents into work to lift families out of poverty by removing the barriers to employment and maximising income for struggling families. This approach has resulted in • 817 people receiving employability support, and 290 finding or sustaining employment as a result. • The delivery of 6394 childcare places across the public and third sector. • Securing client financial gain of £5.3m by promoting income maximisation and cash first approaches. Members of the Task Force also expanded the use of the Perth Gift Card to Local Supermarkets allowing those eligible the same choice and access to food without stigma in line with the Cash First principles. Since its introduction in April 2018, the Housing Service has spent over £950k and supported 1,725 council tenants through the Tenancy Sustainment Fund. This has helped tenants keep their home and better deal with the cost-of-living pressures. Through the Think Yes budget of £30k, frontline housing staff have been empowered to respond quickly and effectively to support 167 tenants who faced a situation which could impact on their ability to keep their tenancy. A dedicated financial hardship project with CAB has supported 926 tenants in financial difficulties or facing financial hardship to access specialist money advice and to minimise the impact of the cost of living and prevent some from losing their home. The Rattray Community Group was formed as a small post-covid recovery initiative project that encouraged community members to get together in a safe environment after the long months of social isolation due to Lockdown. Page 143 of 206
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Page | 5 Support and assistance through SCARF have helped 495 households and residents be better informed about energy efficiency measures and provided support to help reduce in reducing their energy bills. We have maintained our rents at affordable levels, 9% lower than neighbouring authorities and 23% lower than local Housing Associations. This ensures that 85% of residents can afford the rent based on their income, without taking into account any housing benefit they may receive. We are recognised as sector leading in supporting tenants against mould and damp which has become an issue nationwide due to the cost-of-living crisis. Taking forward the actions within our Local Child Poverty Action Plan (Housing and Social Wellbeing Committee) An anti-poverty task force has been set up following Council approval in September 2022 and has a remit to champion the reduction in poverty levels and associated stigma in Perth and Kinross. The task force comprises of members from the third sector, local business, Police Scotland, NHS Tayside, elected members, the Chief Executive and Senior Council Officers. To date, there have been a number of actions including the mapping of poverty across Perth and Kinross landscape, development of a communications plan, and building relationships to improve collaboration with CAB, Welfare Rights and the third sector. Moving forward, the task force will influence across all sectors and communities to drive activity to address challenges highlighted within the agreed key themes and focus on employability based on clear actions. Through the Scottish Government Parental Employment Support Fund (PESF), we have created a small team of 2 key workers to support parents into work and with progression if they are currently in low paid employment. We provide support with training, skills and job search, and signpost clients to other relevant support including childcare, housing, and welfare rights. We have supported 78 clients who are seeking work, and 30 who are currently in work, with 10 receiving our new Elev8 training grant. Parents can also access other programmes and funding including Skills academies and the Skills Passport. Delivering on the actions within our Rapid Rehousing Transition Plan to ensure our continued success in tackling homelessness (Housing and Social Wellbeing Committee) 2022/23 presented challenging conditions for delivering homelessness services. There was a 21% increase in all homeless presentations. This was due to the demand associated with post-pandemic conditions, cost of living pressures and a reduction in housing supply with less new-build completions and significantly reduced turnover of existing stock. However, despite the ongoing challenges: • Through Home First, we have minimised the number of children living in temporary accommodation and continue to be one of the leading authorities in Scotland in this area. • We have minimised the impact of the increase in homeless presentations on the average duration of homelessness through the continued use of targeted prevention measures. • To support households to quickly move into their new homes, we increased our starter and furniture packs, spending around £50,000 of our allocation of Scottish Government Rapid Rehousing Transition Plan (RRTP) funding to provide essential goods. Page 144 of 206
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Page | 6 • Through our ‘Property Ready’ and ‘Prevention’ Funds, we assisted around 300 people with essential goods to enable them to successfully move into their new home. We launched a new self-serve, online Housing Options service, making it easier for people to access a range of housing options. Void management including the allocation, preparation and relet of our housing stock is a cross service process. To improve our performance and ensure applicants and tenants are rehoused quickly, we have introduced a project planning approach for each individual void property. Tackle inequalities in Coupar Angus. The Community Planning Partnership (CPP) identified Coupar Angus as a pilot for new ways of working which addressed inequalities in the town. (Additional focus area) (Housing and Social Wellbeing Committee) We worked with Community Planning Partners and commissioned Iconic Consulting to develop a new Town Centre Action Plan for Coupar Angus to address priority issues including health and wellbeing, poverty, social isolation, and employability. We also supported Forward Coupar Angus to stabilise its governance and financial position and secure/protect community assets for the future. Through the Place Based Investment Fund, we have supported the creation of the new Strathmore Community Hub which is proving to be a popular asset for the local community. Since opening in September 2022, it has already hosted over 90 events, with over 300 hours of bookings secured, including weekly soup lunches and a community fridge. Provide adult learning opportunities to increase employability and participation (Additional focus area) (Housing and Social Wellbeing Committee) Culture and Communities service and the Adult Learning Partnership engaged with 569 learners from April – December 2022, including refugees and people seeking asylum and those experiencing substance misuse or mental health issues. Thematic Review of Community Learning and Development by Education Scotland (Housing and Social Wellbeing Committee) In Spring 2022, Education Scotland conducted a thematic review of the role played by Community Learning and Development (CLD) in Perth and Kinross to support post-Covid recovery in communities and how partnership practice was evolving in response. The review highlighted significant strengths in relation to supporting/ growing volunteer capacity, continued through the PKC Volunteer Upskilling Fund which enabled volunteers and community groups to access a wide range of training opportunities. An area highlighted for improvement was our approach to volunteering. As such, we have progressed this and are currently working on developing a consistent approach to volunteering across Perth and Kinross Council. Page 145 of 206
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Page | 7 PROMOTING A PROSPEROUS, SUSTAINABLE, AND IN INCLUSIVE ECONOMY Performance Summary for 2022-23 The impact of our work during 2022/23 has been to sustain businesses and communities through the provision of timely, comprehensive advice, guidance, and financial support by mitigating as far as possible the continuing impacts of the pandemic, addressing the equalities gap, maximising income, and keeping rents affordable in order to support both individuals and the local economy. Update on Priority Actions 2022-23 Support business to grow and attract investment and higher value jobs into Perth & Kinross as outlined within the Economic Wellbeing Plan (Environment, Infrastructure & Economic Development Committee) We developed the Outline Business Case for Perth Eco-Innovation Park at Perth West to attract Scottish and UK Government’s funding and lever private investment. The Project aims to support place based and business innovation within the Clean Growth sector to create higher value jobs. The Project is part of Tay Cities Clean Growth cluster initiative. Council has approved funding of £10 million towards the cost of delivering enabling works for Phase 1 of the Perth Eco Innovation Park. We supported the deployment and use of digital fibre network to support business innovation and growth. We have also worked with the Business Gateway contractor, Elevator, to deliver a series of business accelerators with a focus on sustainable growth and resilience, “Winter Warmers” and “Build, Run, Scale,” and “Big Ideas,” a programme of entrepreneurial challenges in conjunction with Perth College UHI. We delivered financial assistance schemes to businesses including the Market Development Grant aimed at internationalising businesses, the Micro Enterprise Fund, the Green Capital Recovery Fund, and Business Crowdfunder. Ensuring delivery of key infrastructure projects to support the local economy including the Cross Tay Link Road and the redevelopment of Perth City Hall as a cultural attraction (Environment, Infrastructure & Economic Development Committee) Stage One of the Cross Tay Road Link (CTLR) was successfully completed in September 2022, enabling Stage Two of the contract to proceed. Works are progressing well with completion estimated at Spring 2025 as per the current programme. A programme of community benefits is also in place with a significant number of activities already undertaken. The Broxden – Low Carbon Transport Hub project started on site at the Broxden Park & Ride site in October 2022. Once fully completed there will be 41 EV charging spaces available offering a mix of charging speeds to suit the diverse usage patterns of EV users. The EV chargers will be supported by on-site solar renewable energy generation and battery system, managed, and controlled by a smart energy management system to provide a sustainable EV charging hub that will reduce carbon emissions and energy costs for the council. We continued to deliver the new Perth Museum project scheduled to open in spring 2024. The long-term vision for active travel is to make walking or cycling the most popular choice for shorter everyday journeys, by making it safer, easier, and available to everyone. During 2022/23 we invested £1,012,000 in Page 146 of 206
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Page | 8 active travel infrastructure to encourage residents and visitors to walk and cycle in Perth and Kinross. Scotland’s Road Safety Framework to 2030 sets out a long-term vision for road safety where there are zero fatalities and injuries on Scotland’s roads. During 2022/23 we invested over £200,000 in Vehicle Activated Signs to encourage drivers to reduce their speed on the roads in Perth and Kinross. Through additional Council investment the road condition continues to improve year on year. Since 2019, 159km of road is in a better condition than previously, a net improvement of 6.4%. A particular focus on city and town regeneration as well as employability and skills to support income equality (Environment, Infrastructure & Economic Development Committee) 36 grants were approved for city and town centre retail/hospitality premises improvements through the Open for Business Fund, typically for façade enhancements. Additionally, 13 projects were approved through the Adapt Your Property Fund to repurpose vacant premises into other commercial or residential use, and the Vacant Property Feasibility Fund has provided support to 20 projects. Through the Scottish Government funded Place Based Improvement Programme grant support was approved for Civic Space at Ropemakers’ Close in Perth, Rannoch Hub, River Tay Way hub at Aberfeldy, demolition of the Clachan and Quality Café in Perth. Ongoing support is being provided to the Tayside YMCA for the Y Centre regeneration project including management of Regeneration Capital Grant Fund (RCGF) funding, additional Council revenue funding and sourcing of further funding support to bridge the remaining shortfall. The Vacant Property Team were able to support the £1.5m project for 23- 31 South Methven Street which has brought approximately 900m2 of disused commercial space back into use, whilst directly creating 32 high skilled jobs. Employability & Skills Actions delivered include: • Employer Recruitment Incentives – creating 86 jobs (over last 2 years 136 places created with nearly 80% of individuals moving into permanent employment). • 38 Long term unemployed clients supported into 6 month paid work placements. • Created an £800K Employability Challenge Fund – 8 projects delivering across a wide range of skills initiatives and employability support. • A pilot CodeClan Youth Academy in March 2023 – supported 6 young people to develop coding and software development skills. We co-ordinated the delivery of the Volunteer Upskilling Fund, enabling 593 volunteers to access training and learning to build their individual and groups’ capacity. We worked in partnership with Jupiter Artland to regenerate a city centre space that was visited by 8000 people over 10 weeks, including 425 school children who were given the opportunity to follow a creative career path. Page 147 of 206
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Page | 9 SUPPORTING PEOPLE TO LIVE INDEPENDENT, HEALTHY AND ACTIVE LIVES Performance Summary for 2022-23 We have supported people to live independent healthy lives by working together with our partners and communities across a range of activities to improve and prioritise what matters most to our communities. We continue to minimise the impact and stigma of homelessness as well as listening to seldom heard voices to inform how we develop and improve our services. Update on Priority Actions 2022-23 Work with other services and partners to mitigate the impact of the cost-of-living crisis on our residents, including preventing homelessness wherever possible (Housing & Social Wellbeing Committee) We have continued to support people from Ukraine to settle into accommodation and people seeking asylum. To date: • We continue to work with our communities to welcome over 450 people from Ukraine. • 116 children have enrolled in our local schools and English for Speakers of Other Languages (ESOL) provision has been expanded to provide additional capacity to meet growing demand. We continue to work with the third sector and community groups to provide support to 109 people seeking asylum. A dedicated Central Arrears Team was formed in March 2023 to take a person-centred approach to supporting tenants in financial difficulties. The Team will not solely pursue or clear arrears, but to work with the tenant to look at all the ways to maximise their finances and ensure they are getting all the support they require to help them sustain their tenancy. Delivering the good food strategy to support the activities involved in producing, processing, transporting and consuming food (Housing & Social Wellbeing Committee) In Spring 2022, our Good Food Partnership achieved Sustainable Food Places membership and a funding application for a Sustainable Food Places Coordinator Grant was successful. In February 2023, a regional meeting was held to advance the opportunities to collaborate on Good Food across the Tayside region. Work will take place throughout 2023 in conjunction with communities and partners to developing a vision and scope for the Good Food Strategy & Action Plan including a Good Food Charter for Perth & Kinross. Increasing the quality and quantity of affordable houses and housing options in both urban and rural areas (Housing & Social Wellbeing Committee) We delivered 203 affordable homes within Perth and Kinross during 2022/23. Of these: • 130 Social Rent (Council and Housing Association) • 49 Mid-Market Rent (MMR) • 24 Low-Cost Home Ownership (LCHO) We met our Local Housing Strategy (LHS) target of 200 Affordable Homes this year. Over the past 5 years, 1,185 affordable homes have been delivered in Perth and Kinross. Through the Empty Homes Initiative, 32 properties were assessed and grant funding of over £208,000 was provided. This resulted in 18 long-term empty properties being brought back into use as affordable housing with the rent fixed at the Local Housing Allowance rate for 5 years as part of the Page 148 of 206
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Page | 10 grant conditions. These properties have been let to people who may otherwise be reliant on social housing including two families fleeing the conflict in Ukraine. We also rehoused 158 households through the Rent Bond Guarantee Scheme (RBGS) by providing a Bond Guarantee in lieu of a deposit and therefore removing one of the key barriers to entry to the private-rented sector. Revise our Local Housing Strategy in line with the key national priorities within Housing to 2040 (Housing & Social Wellbeing Committee) Through close partnership working and consultation with local and national housing stakeholders, communities and partner organisations over the last two years, the Local Housing Strategy has been revised, updated, and approved by Committee on 15 March 2023. Work to progress the key outcomes of the strategy are currently being monitored through a local multi-agency delivery group. Work in partnership with the Health & Social Care Partnership to progress actions within the Housing Contribution Statement and Local Housing Strategy to provide appropriate models of accommodation and support (Housing & Social Wellbeing Committee) Our successful Independent Living Panel ensures people with particular housing and support needs have their needs assessed through a multi- agency approach. The right solutions enable them to live independently within their own community. The panel also ensures that future accommodation needs are factored into the Strategic Housing Investment Plan. A range of independent living accommodation projects were progressed for people with particular housing and support needs. A further two projects have completed, providing 12 units of bespoke accommodation with communal facilities in Rattray. Through our Older Persons Wellbeing Project, older people living in the community are provided with tailored support to help address issues such as loneliness and isolation and support to access events and activities within our sheltered housing complexes. Work is underway to expand the Project to other areas of Perth and Kinross. Support the health and wellbeing of our residents by developing our new Sport and Activity Strategy, and our commissioning arrangements with Live Active Leisure (LAL) and with the Health and Social Care Partnership with a focus on wider wellbeing and tackling health inequalities (Housing & Social Wellbeing Committee) Following extensive community consultation, a new Physical Activity and Sports Strategy produced, and draft approved by Full Council Dec 2022. This strategy and 1 year action plan focuses on increasing participation in physical activity and sport to support positive mental and physical wellbeing. Final approval of the Strategy will be sought from Council in May 2023. Children and young people who play outdoors often have better social networks, are more confident and are more involved in their local communities. During 2022/23 over £350k was invested in 3 upgrades of playparks and designs and consultation were under way for a further four upgrades with joint funding from community groups, the Council, and Scottish Government. The Council manages 146 play parks throughout Perth and Kinross and has a 15-year rolling refurbishment plan working in Page 149 of 206
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Page | 11 partnership with communities wherever possible to develop the designs and raise funding Food Inspections and sample visits (Housing & Social Wellbeing Committee) Officers conducted food law inspections to ensure that Perthshire food businesses handle, store and produce food hygienically and in line with National Food Law. Inspections also cover compliance with labelling, presentation, composition of food and the provision of correct allergen information to customers and an opportunity to provide advice and support to businesses. During 2022/23, the Food Team conducted 1,059 inspections, visits, and sample visits to food establishments in Perth and Kinross. An audit of our processes was undertaken by Food Standards Scotland which identified that these are undertaken to a high standard. Page 150 of 206
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Page | 12 CREATING A SAFE AND SUSTAINABLE PLACE FOR FUTURE GENERATIONS Performance Summary for 2022-23 The development of our Climate Change strategy and action plan together with the establishment of our Commission ensures that we are acting now to protect our environment for future generations. This strategy brings together several service areas to ensure that, as a Communities Service, we can influence and deliver on our contribution to mitigate the impact of climate change such as more walking and cycling friendly routes and worked to reduce, reuse, and recycle more of our waste. This year has seen more engagement with communities providing funding, assets, and practical support to develop stronger communities and support the Perth and Kinross Offer. Update on Priority Actions 2022-23 Continue to deliver the Climate Change Strategy for Perth and Kinross, which sets out our plans and actions to lower our carbon usage and meet our obligations on upcoming regulatory requirements (Climate Change and Sustainability Committee) We improved our Climate Change governance by creating the Climate Change and Sustainability Committee and the Climate Change Commission with over 25% membership of the latter being by young people. We engaged widely with residents, communities, young people/schools, and businesses and launched a dedicated website that is a one-stop shop for climate change information. This has already received over 14,000 views as well as launching dedicated social media channels; Perth and Kinross Youth Climate Conference in November 2022, was a first step in meaningfully engaging with school pupils. Successful engagement with large employers Scottish and Southern Energy (SSE), Aviva, Stagecoach, Highland Spring and Binn Group has identified key areas of collaboration (transport, energy, waste, skills, and jobs). Through continued delivery of Flood Risk Management Cycle 1 projects, we are reducing the flood risk to our communities and infrastructure, a new bridge scour assessment programme has started, focused on helping to proactively reduce the risk of future bridge damage and the associated impact to our communities. During 2022/23, the Heat Energy Advice Team (HEAT), in partnership with SCARF received 1,104 enquiries, carried out 246 home visits and 752 telephone consultations. As a result of these contacts, residents and tenants were provided with information on ways to save money on fuel bills and advice on how to reduce their carbon footprint. Good progress is being made to ensure the Council remains on track to ensure all council properties meet an EPC (Energy Performance Certificates) Band D or higher by 2025. Out of the total housing stock, only 500 properties require some work to meet this standard. Funding of £4M was secured from the Scottish Government to replace the existing chalets with new energy efficient chalets at Double Dykes. Developing a mobility strategy (Environment, Infrastructure & Economic Development Committee) Page 151 of 206
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Page | 13 Mobility Strategy project commenced in 2022. First formal stage, the Main Issues Report, was approved at Committee in March 2023. Developing an electric vehicle strategy (Climate Change and Sustainability Committee) The Electric A9 Project has been completed in partnership working with Transport Scotland to provide a strategic corridor of rapid electric vehicle (EV) chargers. This was designed to give a 20% increase in public EV charger capacity, which will help give drivers the confidence/impetus to transition to electric vehicle EVs. These have been strategically placed in communities near the A9 to help boost trade and footfall within these areas. Consultancy study for EV charging strategy commenced in late 2022. This is due to complete in April 2023, subject to Transport Scotland and Scottish Futures Trust response. Enhancing our waste management arrangements (Environment, Infrastructure & Economic Development Committee) (Climate Change and Sustainability Committee) The Council successfully secured £2.72m of capital investment from the Scottish Government Recycling Improvement Fund (RIF) in 2022. This funding ensures that the Council delivers a more equitable service for residents and that our kerbside recycling service is compliant with the Scottish Charter for Household Recycling. It will also have the following benefits: • increase the quantity of recyclable material captured which increases recycling rate, reduces waste arisings, and contributes to the net zero agenda by reducing carbon emissions through capturing food and plastics • increased participation in recycling and positive behavioural change by residents • improvement in recycling material quality (by moving a to twin stream service where card/paper are separated from other materials) The first project, using RIF, was successfully rolled out in November 2022 when dry mixed recycling and food waste communal bins were installed at Perth city centre residual waste bin hubs. This has provided a recycling service to over 1000 households which have never previously had access to recycling services. Since summer 2020, the ‘Stick to the Six’ Campaign has proven successful by bringing the contamination rate down from 28.52% at its peak in November 2020 to an average of 19.38% in 2022. The Stick to the Six campaign was nationally recognised and awarded silver at the APSE (Association for Public Service Excellence) Striving for Excellence Awards in the waste and recycling category in May 2022. Improving our biodiversity approaches (Climate Change and Sustainability Committee) We supported actions to improve our biodiversity through Tayside Local Biodiversity Action plan and other initiatives e.g., Perthshire Nature Restoration Fund. successful outcomes from the Nature Restoration Fund – Year 1 both across the Council Estate and within communities including the Kinross Raingarden Project, which won the Construction Industry Research and Information (CIRIA) award for ‘Best Community Sustainable Drainage (SuDS) project’. Blairgowrie is Scotland’s First Biodiversity Town. Page 152 of 206
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Page | 14 To tackle the twin challenge of biodiversity loss and climate change, we have undertaken changes in our grassland management. The biodiversity monitoring demonstrated that both approaches produced enhanced biodiversity results. The consultation with the community was positive for the majority of responses: 73.8% were in favour of the proposals. The next step is to seek committee approval to extend the areas of “No mow” and areas managed for biodiversity and to investigate how we can make this an environmentally and financially sustainable method of managing our greenspaces. Inspection of Perth Crematorium by the Federation of Burial and Crematorium Authorities (Environment, Infrastructure & Economic Development Committee) An inspection of Perth Crematorium was carried out by the Federation of Burial and Crematorium Authorities (FBCA) in June 2022 which received a compliance score of 98.4% which is higher than the industry average of 96%. The inspection highlighted strengths in all areas including the grounds, premises and facilities, service, staff, and administration. Page 153 of 206
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Page | 15 KEY PERFORMANCE INDICATORS GIVING EVERY CHILD THE BEST START IN LIFE & DEVELOPING, RESPONSIBLE AND INFORMED CITIZENS Culture & Communities Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Percentage of residents satisfied with local libraries (Environment, Infrastructure & Economic Development Committee) 78% Not Collected Due to Covid 95% 82% Number of library visits, in person and online (Environment, Infrastructure & Economic Development Committee) 3,469,000 1,062,804 1,280,912 1,035,000 Comments on Performance for 2022-23 and Target There has been a 91.7% increase in library footfall this year when compared to the previous year 2021/22. This shows the sign of a strong recovery. This picture is mirrored across many library authorities in Scotland as people have changed habits or seek their reading material and information elsewhere. The satisfaction levels with the library visits has increased by 17% since 2020/21. Numbers of adult learners supported to improve their employability or digital skills (this includes commissioned services via the Adult Learning Partnership) (Environment, Infrastructure & Economic Development Committee) 110 279 780 350 Comments on Performance for 2022-23 and Target As of December 2022, there were 780 adult learners supported to improve their employability or digital skills. This is significantly higher than the previous two years combined, largely due to the limitations in place during the pandemic. Housing Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Number of families presenting as homeless (Housing and Social Wellbeing Committee) 83 107 141 Regulatory guidance advises the setting of Page 154 of 206
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Page | 16 targets would not be appropriate Number of overcrowded households (Housing and Social Wellbeing Committee) 116 117 123 110 Comments on Performance for 2022-23 and Target The total of 141 presentations from families in 2022/23 is an increase in presentations of 32% compared to the previous year. It should be noted that presentations from families in particular were suppressed during the pandemic and cost of living pressures are contributing to an increase in relationship breakdowns. Our Housing Support Service aims to prevent homelessness through the provision of person-centred housing support. The number of overcrowded households between 2020/21 and 2022/23 has remained fairly static. Monitoring arrangements are in place, and we make every effort to reduce overcrowding. Specific factors, including property types and areas of choice impacts on the allocations process. In turn, overcrowding can only be reduced when there is appropriate housing available to allocate. There is no national average available for this indicator. PROMOTING A PROSPEROUS, INCLUSIVE AND SUSTAINABLE ECONOMY Housing Page 155 of 206
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Page | 17 Planning & Development Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Economic impact of events supported by the Council (Environment, Infrastructure & Economic Development Committee) Awaiting year end data 0 0 N/A £14m Number of new businesses started up with support from Business Gateway (Environment, Infrastructure & Economic Development Committee) 267 220 250 300 No. of businesses supported by a growth programme (Environment, Infrastructure & Economic Development Committee) 33 37 18 (Jan 23) 60 Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Gross arrears as a % of gross rent due for the reporting year (Housing and Social Wellbeing Committee) 10.75% 10.69% 11.09% 8.4% Rent collected as a % of the total rent due in the reporting year (Housing and Social Wellbeing Committee) 96.91% 99.08% 98.6% 98.9% Comments on Performance for 2022-23 and Target Rent arrears are continuing to rise in Perth and Kinross and this trend is reflected nationally. The Scottish local authority average for this indicator was 8.67% in 2021/22. We continue to monitor each of our locality offices performance to ensure that the collection rate is maximised and to identify any requirement for changes in practice or resources across our four geographical localities. As a result of this close monitoring, we are piloting a centralised arrears team to focus on arrears and to provide tailored support and assistance to tenants, in partnership with locality teams. The Scottish local authority average for this indicator was 98.6% in 2021/22 for rent collection, national data for 2022/23 is not yet available. Page 156 of 206
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Page | 18 Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Area of available Serviced business land (Ha) (Environment, Infrastructure & Economic Development Committee) 32.05 37.9 N/A 14.9 Comments on Performance for 2022-23 and Target Although events resumed post Covid the sector was still responding to the impact of restrictions with a number of traditionally recurring events not proceeding in 2022. Events supported in 22/23 included activities to mark the Platinum Jubilee and Winter Festival. The Royal National Mod generated an estimated economic impact of £1.8 million but it has not been possible to determine an overall impact figure for 22/23. Although the start up target for Perth & Kinross has not been met P&K does have the highest number of the three Tayside local authorities. The Business Gateway contract was retendered by Dundee City Council on behalf of the three Tayside councils in late 2022 for the period from 1 April 2023 to March 2025. It is intended that UK Shared Prosperity Fund allocations will be used to expand the BG service provision over this time in the same was as ERDF funding was and with particular reference to enhanced expert help and community outreach. Support for start up micro enterprises / self employed individuals and social enterprises in rural Perth & Kinross is also provided by Growbiz which was supported financially by the Council in 22/23 to expand its provision. We commissioned an Employment Land and Property market study to inform our Employment Land Strategy which was completed in June 2022. The findings of this study were used to develop the future Perth and Kinross Local Development Plan and the Council’s Property Investment Strategy. Note: Data for 2023 will not be available until September 2023 after land audit has been completed. Perth City Centre Footfall (Nos) % above the national level (Environment, Infrastructure & Economic Development Committee) 16.4% -10.2% -4.5% 4% % of vacant retail units in Perth City Centre (Environment, Infrastructure & Economic Development Committee) 11.7% 9.9% 10.5% 8.2% Comments on Performance for 2022-23 and Target Page 157 of 206
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Page | 19 Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 The city centre footfall in Perth has improved during 2022/23 with a year-to-date figure of 653,217 visitors which is up 5.3% on the previous year. Improvements are ongoing to ensure the city centre footfall captured is reflective and new counters are being installed in May at the City Hall and near Costa Café. These areas are where the highest footfall occurs on the City Centre. The % of vacant retail units increased compared to the previous year and is below set target for 2022/23. During 2022-23 the Council continued to provide further support to retail and other businesses through a range of measures including business advice, destination promotion via improvement to the Perth city website, media, and digital channels: employment and business support; digital incentives and platforms providing current market/consumer intelligence. % of working age population unemployed, based on the claimant count (Environment, Infrastructure & Economic Development Committee) 4.6% 2.7% 2.3% 1.0% No. of unemployed people supported into work as a result of Employability programmes supported by the Housing & Environment service (Environment, Infrastructure & Economic Development Committee) 246 290 N/A 500 Comments on Performance for 2022-23 and Target The % of working age population unemployed has reduced since 2020/21, the 2022-23 figure is above our set target but below the Scottish Local Authority Average of 3.2%. In 2022/23, the Skills and Employment Initiatives team have delivered an enhanced menu of service offers to unemployed residents and local businesses. With emphasis placed on new job creation, there has been impetus for micro and small businesses to create brand new roles for our unemployed clients. In addition to this we have enhanced our skills intervention offerings. This means that unemployed people and/or those seeking self-employment have greater access to support funds to enhance their skillset/qualifications to aid progression. In 2022/23 we developed a Local Employability Partnership Delivery Plan focussing on key improvements in delivery and partnership working. We have also launched an Employability Challenge Fund to provide access to the Scottish Government NOLB (No One Left Behind) funding to a wider range of partners including the voluntary sector. Note: Data for unemployed people supported into work is not yet available. Source for data is taken from the SLAED return, due date July 2023. Page 158 of 206
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Page | 20 Culture & Communities Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Percentage of residents satisfied with local museums and galleries (Environment, Infrastructure & Economic Development Committee) 74% N/A 95% 80% Number of visits to museums that are funded, or part funded, by the council (Environment, Infrastructure & Economic Development Committee) 108,777 258,884 291,628 200,000 Comments on Performance for 2022-23 and Target The total year’s footfall is down by 24.1% compared to 2019-2020 (pre - COVID). Direct comparisons are not like for like on the full year due to changes in opening hours and a closure of galleries and exhibitions at the end of December ’22 for refurbishment and building works to transform the venue into the new Perth Art Gallery, opening again later in 2023. Alyth Museum was redeveloped for the summer season as the Cateran Eco-museum Hub and attracted 1080 visitors, a 20% increase over the 2019 figure. Perth Museum and Art Gallery (PMAG) was used in October during the National Mod in Perth, with PMAG being used as the BBC studio for the event. The annual target has been achieved and there has been a 9.5% increase in online visits compared to 2021-2022. SUPPORTING PEOPLE TO LIVE INDEPENDENT, HEALTHY AND ACTIVE LIVES Housing Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 % of residential and business premises with access to Next generation broadband (Environment, Infrastructure & Economic Development Committee) 86.2% 86.3% 88.3% 100% Comments on Performance for 2022-23 and Target The percentage of residential and business properties with access to superfast broadband (>30mbps) has increased by 2% during 2022/23 (88.3%). Whilst this is below the national average of 95.4%, the rurality of Perth and Kinross does impact on the performance. 96.51% of all homes and business premises in Perth and Kinross have access to partial or full fibre broadband as of March 2023. Page 159 of 206
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Page | 21 Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Number of housing options interviews completed (Housing and Social Wellbeing Committee) 2,297 2,214 2,663 Regulatory guidance advises the setting of targets would not be appropriate Number of households presenting as homeless (Housing and Social Wellbeing Committee) 670 610 737 Regulatory guidance advises the setting of targets would not be appropriate Number of applicants assessed as homeless (Housing and Social Wellbeing Committee) 550 520 566 Regulatory guidance advises the setting of targets would not be appropriate Comments on Performance for 2022-23 and Target There has been an increase of 449 housing options interviews completed (20%). The number of households presenting as homeless increased by 21% compared to the previous year. This follows several years of consecutive reductions in homeless presentations. The number of applicants assessed as homeless has remained stable with the increase being linked to the overall increase in presentations. In the 3rd and 4th quarters of 2022/23, we increased the proportion of allocations to homeless applicants in response to the increased demand and reduced supply of permanent accommodation. Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Number of people who slept rough the night before their homeless application (Housing and Social Wellbeing Committee) 24 36 39 Regulatory guidance advises the setting of targets would not be appropriate Average days in temporary accommodation (All types) (Housing and Social Wellbeing Committee) 79 51 62 75 % of allocations to homeless households in permanent settled accommodation (Housing and Social Wellbeing Committee) 46% 35% 43% 50% Comments on Performance for 2022-23 and Target Page 160 of 206
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Page | 22 During 2022/23, the average number of days in temporary accommodation has increased compared to the previous year. This is partly due to the supply and demand pressures associated with an increase in presentations and a reduction in vacancies and partly due to a small number of complex cases and the reduced throughput of available properties. The target for the proportion of allocations to homeless applicants is ‘indicative.’ The Home First model is designed to be flexible to respond to changes in demand and supply. The 43% allocations figure reflects the reduction in the number of homeless people waiting for an offer of housing rather than a failure to meet a target. In the 3rd and 4th quarters of 2022/23, we increased the proportion of allocations to homeless applicants in response to the increased demand and reduced supply of permanent accommodation. Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 % of tenants satisfied with the overall service provided (Housing and Social Wellbeing Committee) 82.9% 82.2% 78.4% 95% % of tenants satisfied with opportunities given to them to participate in the landlord's decision making (Housing and Social Wellbeing Committee) 75.40% 76.3% 72.0% 99% Page 161 of 206
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Page | 23 Culture & Communities Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Numbers of community groups supported to increase their capacity (Environment, Infrastructure & Economic Development Committee) 270 236 343 270 Comments on Performance for 2022-23 and Target This figure includes support for groups to apply for Community Investment Funding, food insecurity funding and developing community action plans. For 22/23, additional funding was available for volunteer upskilling and warm spaces, increasing the number of groups the service worked with. Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2022/23 2022/23 2022/23 Comments on Performance for 2022-23 and Target There has been a decline in tenant satisfaction in the past two financial years. Landlords are required to carry out satisfaction surveys every three years, and the Scottish Housing Regulator has noted that the pandemic played a part in the reduction of the satisfaction levels nationally in 2021/22. Between June 22 and March 23, we conducted 1,190 satisfaction surveys using face-to-face and telephone methodology. We are continuing to conduct monthly surveys in 2023/24 to gain useful feedback from tenants around what matters to them and how we shape our service in the future. Local Authority Average for satisfaction with the overall service 2021/22 was 82.2% Local authority average for satisfaction with opportunities to participate 2021/22 was 79.3% Average time (in days) taken to complete approved applications for medical adaptations in the reporting year (Housing and Social Wellbeing Committee) 44.72 40.58 57.42 55 Comments on Performance for 2022-23 and Target The average time taken to complete medical adaptations has increased from 40.58 days in 2021/22 to 57.42 days in 2022/23. The increase is due to a waiting list that was carried forward from 2021/22. A review of the procedures has been undertaken in order to improve performance. The Scottish average for this indicator is 53.6 days for 2021/22 Page 162 of 206
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Page | 24 Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Percentage of residents satisfied with local leisure facilities (Environment, Infrastructure & Economic Development Committee) 74% Not collected due to Covid 58% 70% Number of attendances to pools, indoor and outdoor sport, and leisure facilities (Environment, Infrastructure & Economic Development Committee) 63,000 555,188 1,059,466 875,000 Comments on Performance for 2022-23 and Target Activities include an uplift in swimming at Perth Leisure Pool, due to the Olympia Pool in Dundee being closed throughout the year, accounting for approx. 7% impact on total customer generated income. Fitness Membership is continuing to slowly increase with total membership numbers at the end of March increasing to 3,709. Most venues have returned to be fully operational and attendance levels are sitting at approx. 87% of pre-covid levels. The industry average sits approx. 80-90%, so this is a positive position to report upon. Regarding the decrease in satisfaction levels, customer surveys have shown issues with cleanliness, particularly in Perth Leisure Pool, which is mainly due to the older age of the building, and general wear and tear, which is causing an appearance of uncleanliness. The surveys have also shown customer dissatisfaction with the amount of parking available at Bells Sport Centre. The options to resolve this issue have been restrictive however Live Active Leisure have removed some grass areas to increase the number of spaces slightly. Additional bike racks have also been added to encourage cycling as a mode of transport to the centre. CREATING A SAFE AND SUSTAINABLE PLACE FOR FUTURE GENERATIONS Environment Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Municipal waste collected that is recycled or composted (%) (Environment, Infrastructure & Economic Development Committee) 47.4% 46.9 47.2 (Apr to Dec 22 unvalidated) 65% Emissions from council properties (tonnes CO2) (Environment, Infrastructure & Economic Development Committee) 10,119 10,751 9,224 13,000 Vacant residential / commercial premises brought back into use 93 134 66 135 Page 163 of 206
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Page | 25 Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 (Environment, Infrastructure & Economic Development Committee) Comments on Performance for 2022-23 and Target There has been a slight increase in the percentage of waste that is recycled, however, the latest 2022/23 figure is below the target of 65% Emissions reduced due to extension of Building Management System (BMS) controls to further sites and upgrades of existing heating controls, amendment to heating calendar, energy efficiency measures/works, data monitoring and associated energy management, a reduction in the conversion factor for electricity and generally mild weather. Throughout 2022/23 the Vacant Property Team operated with a reduced capacity. This directly correlated to a reduced ability to be proactive in vacant property work which in turn has resulted in a reduced number of vacant premises brought back into use compared to previous years and the target of 135. Going forward the capacity in the team has been restored which should result in targets being achieved in future years. Housing Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 No of new publicly available social housing units including buy backs, conversions, and empty homes conversions (Housing and Social Wellbeing Committee) 246 310 203 200 Comments on Performance for 2022-23 and Target The number of new publicly available social housing units increased from 246 in 2020/21 to 310 in 2021/22. We delivered 203 affordable homes within Perth and Kinross during 2022/23. Of these: • 130 Social Rent (Council and Housing Association) • 49 Mid-Market Rent (MMR) • 24 Low-Cost Home Ownership (LCHO) Overall % of new tenancies sustained for more than a year (Housing and Social Wellbeing Committee) 86% 87.4% 93.79% 91% Page 164 of 206
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Page | 26 Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Comments on Performance for 2022-23 and Target We have continued to focus on tenancy sustainment during 2022/23 which has resulted in improved performance in line with our target. The national average for this figure in 2021/22 was 91%. Average length of time taken (hours) to complete emergency repairs (Housing and Social Wellbeing Committee) 2.76 2.97 4.0 4.0 % Tenants satisfied with the repairs service (Housing and Social Wellbeing Committee) 97.5% 98.8% 97.5% 94% Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Comments on Performance for 2022-23 and Target Emergency repairs performance is currently in-line with our BMIP target of 4 hours. This figure is therefore likely to improve as this information when year-end information is received, and the final figure will be reported in our ARC return. In comparison during 21/22 our emergency repairs performance was 2.97 hours and 2.76 in 20/21. Since the pandemic, the industry has struggled with delays and cost increases for some building materials and a reduction nationally in skilled trades leading to difficulties in filling vacancies. These issues have affected our inhouse trades team and our external contractors. Despite delays in the completion of some repairs as a result of national delays, cost increases for some materials and a reduction in skilled trades personnel, satisfaction with repairs service delivery has remained high at 97.5% and is comparable to recent years). We have continued our efforts to encourage the online reporting of repairs and have increased our online guidance videos for minor common repairs. In general, we have also increased communications with tenants using our email response and social media to update customers on performance and service delivery updates. Average calendar days to re-let properties (Housing and Social Wellbeing Committee) 32.8 44.6 42.81 29 % of rent due in the year that was lost due to voids (Housing and Social Wellbeing Committee) 1.11% 1.33% 1.04% 0.9% Comments on Performance for 2022-23 and Target Page 165 of 206
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Page | 27 Performance in re-letting properties has improved compared to the previous year, despite a reduction on performance nationally. Local Authority average in 2021/22 to re- let properties was 59.4 days. Factors impacting performance in the past year have included the national shortage of skilled tradesmen and issues with utilities companies which has been raised nationally. We now have a service level agreement which commenced in February 2023 and should help with improving void turnaround times. During 2022/23, we also improved our performance in relation to % of rent lost due to voids. The national average for the % of rent lost due to voids in 2021/22 was 1.6%. % of properties meeting the EESSH (Energy Efficiency Standard for Housing) (Housing and Social Wellbeing Committee) 82.2% 82.0% 81.02% 100% Comments on Performance for 2022-23 and Target The level of compliance for EESSH has remained static at 81.02% compared to 82.0% in 2021/22. In reviewing the make-up of the failures for EESSH, 1,222 properties (or 15.35% of the total housing stock) fail SHQS based on EESSH alone, however, 605 (or 7.6%) of these properties have exemptions for either cost or technical reasons. There are also properties where EESSH compliance cannot currently be achieved due to being part of a multi-tenure block, where no agreement can be reached with the private owners to make energy efficiency improvements to the block as a whole. Page 166 of 206
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Page | 28 Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 % of ASB (Anti-Social Behaviour) complaints resolved within locally agreed targets (Housing and Social Wellbeing Committee) Year-end data available 16th April - NM 95.9% 89.2% 81% 90% Comments on Performance for 2022-23 and Target The % of ASB complaints resolved within locally agreed targets has reduced compared to the previous year and below target. This is due to the nature and complexity of some cases. Work has been undertaken with the locality teams to improve performance and meet the target of 90% in future reports. Culture & Communities Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 Number of community groups supported in the asset transfer process (Environment, Infrastructure & Economic Development Committee) 5 7 26 10 Number of groups receiving Community Investment funding (Environment, Infrastructure & Economic Development Committee) 0 141 85 N/A Numbers of Participation Requests (Environment, Infrastructure & Economic Development Committee) 1 0 0 N/A Comments on Performance for 2022-23 and Target The council has supported 26 community groups in 22/23, who have enquired about Community Asset Transfer (CAT), by sharing relevant information that the council holds in relation to assets being enquired about and provided with a single point of contact to work with. This has built the relationship between the council and the groups, which has then allowed for continued dialogue and shared process updates, as well as discussing whether a CAT is right for the group at this time. As a result of our partnership work, at least 9 of the 26 groups are currently live cases at the end of 22/23 and support will continue to be provided to these groups into financial year 23/24. During 2022/23, 85 Community Groups and Organisations successfully applied to the Community Investment Fund (CIF) and is lower than the 2021/22 figure. In 2022/23, CIF only ran once as opposed to twice in 21/22; therefore, the total number of applications was down on the previous year. In 2022/23, Community Groups also had the opportunity to apply to other grant schemes, such as the Cost-of-Living Fund, which supported Community Groups and Organisations to set up and run Community based Warm Spaces and give out Warm packs to those in need in their community. The Cost-of-Living Fund may have impacted on the number of CIF applications received by the closing date. Page 167 of 206
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Page | 29 Indicator (Data covering to year end unless otherwise stated) Performance Target 2020/21 2021/22 2022/23 2022/23 In 2022/23, we received no Participation Requests. This situation is not unique to Perth and Kinross, as other local authorities also report low numbers. In recognition of this, Part 3 of the Community Empowerment Act 2015 is being reviewed first as part of a broader Community Empowerment Act review by the Scottish Government. The Scottish Community Development Centre (SCDC) has formed a working group to lead this review with relevant authorities, and Perth and Kinross Council is represented in this working group. Following Information will not be available Indicator Indicator will be available Area of available Serviced business land (Ha) September 23 after land audit % of properties meeting the EESSH Available May 2023 (this is included in the Annual Return on the Charter and requires external validation) No. of unemployed people supported into work as a result of Employability programmes supported by the Housing & Environment service Available July 2023 – SLAED Page 168 of 206
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Page | 30 GLOSSARY OF TERMS APSE Association for Public Service Excellence BMS Business Management System CAB Citizens Advice Bureau CAT Community Asset Transfer CIF Community Investment Fund CIRIA Construction Industry Research and Information CLD Community Learning and Development CPP Community Planning Partnership CTLR Cross Tay Link Road DWP Department for Work and Pensions EPC Energy Performance Certificate ESOL English for Speakers of Other Languages EESSH Energy Efficiency Standard for Social Housing EV Electric Vehicle FBCA Federation of Burial and Crematorium Authorities FfF Futures for Families HEAT Home Energy Advice Team LAL Live Active Leisure LCHO Low-Cost Home Ownership LHEES Local Heat Energy Efficiency Strategy MMR Mid-Market Rent PESF Parental Employment Support Fund PMAG Perth Museum and Art Gallery RCGF Regeneration Capital Grant Fund RIF Scottish Government Recycling Improvement Fund RRTP Rapid Rehousing Transition Plan SCARF Save Cash and Raise Fuel SCDC Scottish Community Development Centre SSE Scottish and Southern Energy SuDS Best Community Sustainable Drainage UKSPF UK Shared Prosperity Fund Page 169 of 206
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Perth And Kinross Council Housing And Social Wellbeing Committee 21 June 2023 COMMUNITY PLANNING PARTNERSHIP UPDATE Report by Head of Cultural and Community Services (Report No. 23/192) 1. PURPOSE 1.1 This report provides an update on the work of the Community Planning Partnership (CPP) since the previous report on 15 March 2023. 2. RECOMMENDATIONS 2.1 It is recommended that Committee notes the following activity: • development of a Strategic Risk Profile to support delivery of the Local Outcomes Improvement Plan • progress with locality working in Coupar Angus, including launch of the new Town Centre Action Plan • new funding proposals for Local Action Partnerships, for separate approval by the Committee 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: CPP Board Update • Section 5: Coupar Angus Community Action Plan • Section 6: Local Action Partnership Funding • Section 7: Conclusion 4. CPP BOARD UPDATE 4.1 The Local Outcomes Improvement Plan (LOIP) is the Community Planning Partnership’s shared strategy for tackling inequality across Perth and Kinross and a revised LOIP was approved in September 2022. At the February CPP Board meeting, members agreed to develop a new risk register to ensure LOIP delivery risks are overseen at strategic level. A risk workshop took place on 22 March and a Strategic Risk Profile will be brought to CPP Board on 23 June for approval. 10 Page 171 of 206
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5. COUPAR ANGUS COMMUNITY ACTION PLAN 5.1 The CPP Board agreed Coupar Angus and South Crieff as areas for accelerated locality working (Report 22/14). Work has proceeded in Coupar Angus and a new Coupar Angus Action Plan is now in place after extensive community engagement. The priorities for the plan are - • Community development • Reducing poverty • Employability • Physical and mental wellbeing • A sustainable place 5.2 The Action Plan was officially launched at a community event in the town’s Strathmore Hub on Friday 28 April 2023. A Project Team to oversee delivery of the Action Plan has been established, with its first meeting taking place on 24 May 2023. 6. LOCAL ACTION PARTNERSHIP FUNDING 6.1 In setting its 2023/24 budget, Council has approved £200,000 funding to support Local Action Partnerships with delivering local community planning priorities. Report X refers and asks the Committee to approve proposals for how this funding is prioritised and disbursed. 7. CONCLUSION 7.1 This is an update on Community Planning related activity in Perth and Kinross, since the last update on 15 March 2023 covering strategic risk management arrangements for the Local Outcomes Improvement Plan; progress with accelerated locality working in Coupar Angus; and new funding proposals for Local Action Partnerships. Page 172 of 206
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Authors Name Designation Contact Details Jacob Dudgeon Community Planning & Projects Officer (01738) 475000 ComCommitteeReports@pkc.gov.uk Lee Haxton Community Planning Team Leader Approved Name Designation Date Barbara Renton Executive Director (Communities) 9 June 2023 Page 173 of 206
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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 report supports all of the priorities within the Community Plan 2022-27. (i) Reducing Poverty (including child poverty, fuel poverty and food poverty) (ii) Mental and physical wellbeing (iii) Digital participation (iv) Skills, learning and development (v) Employability Corporate Plan 1.2 This report supports the objectives within the draft new Corporate Plan:- (i) Children and young people grow up safe, respected, well-educated, and confident in their ability to realise their full potential; (ii) People and businesses are increasingly able to prosper in a local economy which support low carbon ambitions and offers opportunities for all; (iii) People can achieve their best physical and mental health and have access to quality care and support when they need it; Page 174 of 206
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(iv) Communities are resilient and physically, digital and socially connected; (vi) Perth and Kinross is a safe and vibrant place, mitigating the impact of climate and environmental change for this and future generations. 2. Resource Implications Financial 2.1 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. Page 175 of 206
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4. Consultation Internal 4.1 Staff in Communities Service have been consulted during the preparation of this report. External 4.2 Not applicable. 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 176 of 206
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PERTH AND KINROSS COUNCIL Housing and Social Wellbeing Committee 21 June 2023 COMMUNITY EMPOWERMENT ANNUAL REPORT 22/23 Report by the Head of Culture and Communities Service (Report No. 23/193) 1. PURPOSE 1.1 This report seeks approval of the Community Empowerment Annual Report for 2022/23. The Annual Report provides an overview of the work done to support and promote Community Asset Transfer and Participation Requests made to Perth and Kinross Council between 1 April 2022 and 30 March 2023. 2. RECOMMENDATION 2.1 It is recommended that Committee: • approves the Community Empowerment Annual Report 2022/23 (Appendix 1). 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background/Main Issues • Section 5: Report Summary • Section 6: Participation Requests • Section 7: Conclusion • Appendices 4. BACKGROUND / MAIN ISSUES 4.1 The Community Empowerment (Scotland) Act 2015 sets out rights for communities to have greater influence or control over decisions and services which are most important to them. The Council has a statutory duty to report on the number of Community Asset Transfer (CAT) Requests and Participation Requests it receives every year, how they have been responded to and the Council's activity to promote these rights as follows: • Part 3 of the Community Empowerment (Scotland) Act 2015 enables communities to request to participate in processes to improve outcomes in their local community. • Part 5 of the Community Empowerment (Scotland) Act 2015 gives community groups the right to request ownership, lease, or access to assets owned by the Council and other public bodies. 11 Page 177 of 206
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4.2 This Annual Report summarises how the Council has supported community groups who are interested in Community Asset Transfer (CAT) and Participation Requests during the period from 1 April 2022 to 31 March 2023. 5. REPORT SUMMARY Community Asset Transfer 5.1 Between April 2022 and March 2023, Perth and Kinross Council has supported twenty-six community organisations that have shown interest in the Community Asset Transfer (CAT) process. This figure includes Expressions of Interest (EoIs) received and supported by the Council's CAT Team, as well as general interest in the CAT process that has not progressed any further. The report in Appendix 1 summarises some of the key activities that have been taking place, and how Perth and Kinross Council has supported these organisations through the process. 5.2 It is anticipated that four of the EoIs received in 2022/23 will develop into full CAT Requests in 2023/24. The EoI stage is non-statutory but introduced to allow community groups to give a short overview of their interest in an asset, in order to allow the CAT Team to work with them to find the best outcome. This may not necessarily be a full CAT Request, as alternatives to a full asset transfer can sometimes provide a better solution. These may include: • a standard purchase or lease • a lease or disposal through the Disposal of Land (Scotland) Regulations (2010) • some other form of management or access agreement. 5.3 The Annual Report also includes a summary of wider work by the Estates team to support community organisations who have been looking for access to Council assets but have not come through the CAT process. 5.4 2023/24 will also see a specific focus around community management or ownership of community halls and facilities currently owned by the Council and managed by Live Active Leisure (LAL). The CAT Enablement Budget of £120k for 23/24 will be used to support this activity. 5.5 All of the information that community groups need about Community Asset Transfer, including previous Annual Reports is available on the Council’s website at https://www.pkc.gov.uk/article/19819/Community-Asset-Transfer. Participation Requests 5.6 In 2022/23, no Participation Requests were received by Perth & Kinross Council. This is not unique to Perth and Kinross and the number of Participation Requests received nationally has been very low. However, we continue to promote the opportunity - for example in March 2023 to Community Councils. Page 178 of 206
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5.7 In 2023/24, the Consultation Hub will be promoted as the best opportunity for community groups to get involved in shaping outcomes and services in Perth and Kinross. This is a key focus of our work on Participation Requests. We continue to promote Participation Requests as part of the PK Offer. 5.8 In addition to this, further guidance and information about the provisions of the Community Empowerment (Scotland) Act 2015 will be developed for PKC staff. 5.9 All of the information that community groups need about Participation Requests is available on the Council’s website. 6. CONCLUSION 6.1 The Community Empowerment (Scotland) Act 2015 requires the Council to produce an Annual Report, setting out the work done to promote and respond to Community Asset Transfer Requests and Participation Requests. In 2022/23, 26 enquiries and other notes of interest were received for Community Asset Transfer, and no Participation Requests were received. The Community Empowerment Annual Report 2022/23 is attached as Appendix 1. Authors Name Designation Contact Details James Gardner Lee Haxton Community Empowerment Officer Community Planning Team Leader (01738) 475000 ComCommitteeReports@pkc.gov.uk Approved Name Designation Date Barbara Renton Executive Director (Communities) 9 June 2023 APPENDICES • Appendix 1 - The Community Asset Transfer and Participation Requests Annual Report 2022/23. Page 179 of 206
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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 report supports all of the priorities within the Community Plan 2022-27. i. Reducing Poverty (including child poverty, fuel poverty and food poverty) ii. Mental and physical wellbeing iii. Digital participation iv. Skills, learning and development. v. Employability Corporate Plan 1.2 This report supports the objectives within the draft new Corporate Plan: - (i) Children and young people grow up safe, respected, well-educated, and confident in their ability to realise their full potential. (ii) People and businesses are increasingly able to prosper in a local economy which support low carbon ambitions and offers opportunities for all. (iii) People can achieve their best physical and mental health and have access to quality care and support when they need it. Page 180 of 206
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(iv) Communities are resilient and physically, digital, and socially connected. (v) Perth and Kinross are a safe and vibrant place, mitigating the impact of climate and environmental change for this and future generations. 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 Not Applicable. Sustainability 3.3 Not Applicable. Legal and Governance 3.4 Not Applicable. Risk 3.5 Not Applicable. 4. Consultation Internal 4.1 Not Required. External 4.2 Not Required. Page 181 of 206
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Step 2 – Group contacts PKC for initial discussion about the asset and the CAT process. Appendix 1 Community Empowerment Annual Report 2022/23 COMMUNITY ASSET TRANSFER Number Groups approaching the Council about an asset 26 Groups who have withdrawn before an Expression of Interest submitted 1 Expressions of Interest received 14 Groups who have withdrawn after an Expression of Interest submitted 3 Number of live cases 9 Groups who reached an alternative outcome 7 Group who enquired but have not gone any further with CAT 5 CAT Requests received 0 CAT Requests agreed to 0 (0%) CAT Requests refused 0 (0%) CAT Requests withdrawn 0 CAT decisions appealed 0 (0%) CAT decisions were appealed successfully 0 (0%) 1. Summary of Community Asset Transfer Activity 1.1 The diagram below shows the current process that community groups and Council Officers follow when a group indicates an interest in an asset. Step 1 – Group identifies a Council asset, which will help them to meet their aspirations. Step 3 – Expression of Interest (EoI) is received. Some groups will skip Step 2 and go straight to Step 3 Step 4 – CAT Team is asked for feedback on the EoI, and a follow up meeting is arranged. Step 5 – Follow up meeting discusses proposals in more detail and options for progress. Step 6 – Group proceeds with best option, potentially a full CAT Request 11 Page 183 of 206
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1.2 Perth and Kinross Council’s approach to CAT encourages an initial informal conversation with the interested group to make them aware of the CAT process and to provide them with all the possible options that they may wish to explore. This process has proved to be beneficial as it has allowed a relationship to be quickly established and for key issues to be highlighted at the outset. Over 2022/23, five groups started the CAT process, however, they subsequently decided not to submit an Expression of Interest, as they wished to explore other options first. This has prevented the group and Council officers from potentially spending significant time and resources on a CAT transfer request that would ultimately not be successful. Following discussions with Council officers, 7 community groups who had indicated an interest in CAT found an alternative solution that better met their priorities. In the majority of cases, this resulted in a direct lease negotiation with the Council’s Estates team. These groups decided on this solution as they felt the lease costs being offered were reasonable and the lease allows them to: • trial their initiative with the security of not having full ownership responsibility. • implement their proposals quickly, as no legal timescales apply as they do under Part 5 of the Community Empowerment Act (2015). • try out their proposals in the knowledge that the Council will retain a level of responsibility as landlord. 1.3 A summary of some of the key projects from the remaining 21 groups interested in CAT is provided below. Centrum Edukacyjne Bajka CIC 1.4 Centrum Edukacyjne Bajka CIC approached the Council in December 2021 looking at a potential lease of the Former Child and Family Centre on Gowans Terrace in Perth. Centrum Edukacyjne Bajka CIC has been delivering a Polish afterschool and Saturday Club, working with 250 young people from local schools each week. 1.5 In January 2023, Centrum Edukacyjne Bajka (Bajka) CIC formally started negotiations with the Council for a 25-year lease for the asset with the option for full ownership in the future. This lease arrangement was agreed on 8 March 2023 and since then Bajka has undertaken a programme of works to bring the buildings up to standard. The Council has supported this, including a full electrical safety check and overhaul prior to the lease being signed. Bajka expects to open the buildings for use in the early Autumn as they are carrying out some internal redevelopment work to make best use of the space. PLUS Perth 1.6 PLUSPerth contacted Perth and Kinross Council in September 2020 looking for full ownership of the former toilet block on Ropemakers Close in Perth to make it a community space and café. Council officers have supported PLUSPerth to take on this asset and have carried out the necessary legal Page 184 of 206
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requirements for the site to be transferred to PLUSPerth, due to complications and split ownership of the land on which the buildings sit. 1.7 In July 2022, the transfer of the asset to PLUSPerth was finalised. The sale was completed under the Disposal of Land (Scotland) Regulations (2010), which is typically a shorter process than a transfer under the Community Empowerment (Scotland) Act 2015. PLUSPerth was content with the negotiated price and did not see any merit in seeking a transfer for a discounted value under the CAT provisions. North Muirton Community Group 1.8 The North Muirton Community Group signed a management agreement for the North Muirton Community Centre in August 2022 and took on formal management of the facility in February 2023. The asset had previously been managed by Live Active Leisure. The asset has been significantly upgraded since August 2022, through investment from the Council in the toilets and access points, and external funding gained by North Muirton Community Council for a new kitchen and flooring. These improvements are reflected in the significant growth in bookings and income since August 2022. Over quarter one in 22-23, on average LAL took 4-6 bookings a week, however over the same period in 23-24, the Community Centre is now used on thirteen separate occasions a week. Aberfeldy Development Trust 1.9 Aberfeldy Development Trust submitted an Expression of Interest for the former Slaughterhouse Site in Aberfeldy in September 2022. The Development Trust has been working with the Council’s Affordable Housing Team and the Communities Housing Trust to identify possible sites for new community-led affordable housing in the area. This need was identified in the Aberfeldy Community Housing Needs Survey, carried out in 2021 in partnership with the Communities Housing Trust. 1.10 The Development Trust has been working on a full CAT Request for the site over the last six months and has been successful in getting external funding to undertake feasibility and survey work. It is anticipated that the formal CAT Request will be submitted in 2023/24. Alyth Development Trust 1.11 Alyth Development Trust is interested in the former fire station and surrounding ground situated on Mill Street in Alyth. The building is currently being used by the Waste Services Team as a break room, storage facility, and recycling point. The Development Trust is seeking to retain these services under their proposals to create a community hub in the existing storage building and to create a skate park on the land next to it, or potentially elsewhere in the village. Page 185 of 206
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1.12 The Development Trust is currently consulting with the local community to share its vision and seek to gather support for the proposals and has sought a valuation of the asset to help pull together their proposals. We anticipate further conversations will continue between the Development Trust and Council Officers over 23/24, and full CAT Request will be made in 2023/24. Fossoway Community Development Trust 1.13 In January 2022, the Kinross-shire Local Committee agreed to give the emerging Fossoway Community Development Trust (FCDT) 12 months to formally establish and bring forward proposals for the former Primary School and adjoining house at Blairingone. 1.14 The Council received an Expression of Interest from FCDT in July 2022 and since then Council officers have offered support with community engagement activity and identifying possible funding for feasibility and survey work. In January 2023, a third-party private company also contacted the Council looking to buy the assets. The two parties are currently considering the options and seeking community feedback, and we anticipate that a full CAT Request will be submitted by the end of June 2023. Sprout Perthshire Ltd 1.15 Sprout Perthshire Ltd is a joint venture, comprising two community groups in the town, the Climate Café and the Pitlochry Men’s Shed submitted an Expression of Interest in Burnside Toilets in September 2021. After a period of reflection and consideration of other options, including support from the Community Ownership Support Service (COSS), Sprout confirmed their interest in a CAT of Burnside Toilets in November 2022. 1.16 Due to other interest in the asset from commercial bidders in December 2022, the asset was put on the open market in January 2023, with a closing date of 20 April 2023. A full CAT Request for the asset was submitted by this date, alongside other private bids. A report with recommendations on disposal will be taken to the Council’s Property Sub Committee in August 2023. Dunkeld & Birnam Men’s Shed 1.17 The Dunkeld and Birnam Men’s Shed was established following the completion of the Dunkeld and Birnam Community Action Plan 2022-2027, which identified a need for improved care provision and independent living. The group aims to tackle social isolation and improve the mental well-being of men in the local community by providing a space for local men to learn new skills and form a peer support network. 1.18 The group submitted an Expression of Interest in August 2022 but did not specify a particular asset. Council officers offered advice about a number of assets in the local area and encouraged the group to also consider a joint venture with other groups in the area. Page 186 of 206
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1.19 Perth and Kinross Council received a formal request to lease a section of the Industrial Estate on Station Road on 1 February 2023. As of March 2023, the group has been looking into the practicalities of establishing a semi- permanent cabin on the site, which can be moved at a later date if necessary. Dunkeld Creative Collaborative 1.20 The Dunkeld Creative Collaborative (DCC) contacted Perth and Kinross Council in June 2022. They aim to create an artisan workspace village on the Dunkeld North garages site adjacent to the main car park on the north side of Dunkeld. 1.21 Since submitting the Expression of Interest, DCC has undertaken engagement work with the Community Council and the newly established Dunkeld and Birnam Community Development Trust. As a result of this work, it has been agreed that any formal CAT Request will come through the Development Trust as an eligible body under the legislation. The Development Trust is currently seeking financial support to undertake some feasibility work on the site, and we expect that we will receive a full CAT Request for the asset in late 2023. 1.22 Perth and Kinross Council, along with Live Active Leisure, have supported the group to take on this community asset, and have provided support and training to the group when it has been required. 2. Other related asset activity 2.1 Across 2022/23, various community groups have contacted the Council’s Estates team directly, looking for leases and other management agreements for Council assets. Although this does not happen under the provisions of Community Asset Transfer, it ultimately results in a community group taking some form of control over a Council asset and is therefore contained in this report. There have been seven approaches made by community groups to Perth and Kinross Council this way. 2.2 An example of this activity is the granting of a 25-year sub-lease of the Pavilion at Pitlochry Recreation Ground to Highland Perthshire Communities Partnership (HPCP) on behalf of Pavilion User Groups (PUGS). The ground floor changing rooms/showers/WC facilities will be upgraded and made available to sports clubs playing on the recreation ground. The first floor will contain a basic café facility and additional toilet facilities will be provided elsewhere on the site. 3. Improvement Actions Progress 3.1 As part of each Annual Report, officers have identified improvements that can be made to the Council’s approach to Community Asset Transfer. A small number of improvement actions were identified in the 2021/22 Annual Report and this section summarises the progress made to achieve them in 2022/23. Page 187 of 206
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CAT Marketing 3.2 Over 2022/23, a template has been developed that links to Concerto, the Council’s online property management system, to allow all relevant information on an asset to be presented in a user-friendly manner. This information includes site and floor plans; summary condition surveys; planned maintenance programmes; summaries of running costs; and an assessment of the asset’s suitability. This information will help an interested group determine whether or not the asset is likely to meet their needs at a much earlier stage in the process. 3.3 It is anticipated that the preliminary testing of the template will be completed by July 2023 and thereafter a small number of assets will be marketed in this way on the Council webpage at Community Asset Transfer - Perth & Kinross Council (pkc.gov.uk) Helping Hands 3.4 The 2021/22 Annual Report included an action to invest in assets that would lend themselves to a Community Asset Transfer, thereby making a more attractive proposition for community groups. 3.5 Helping Hands is a partnership with Robertson Construction and Hub East Scotland which makes funding available to support community assets in localities where a large capital project is being developed. This is part of the Community Benefits requirement of tendering for large capital projects. In 2022/23, funding of £15,000 was earmarked for investment in community facilities as a result of the Riverside Primary School capital development in Perth City North. 3.6 After a competitive application process involving 18 separate bids, the Moncrieffe Community Centre was selected and in March 2023, the refurbishment work was carried out, including a new kitchen and lighting being installed, and the hall being repainted. The Council also invested £10,000 to provide secure shutters for the main windows which had been the subject of regular vandalism over a period of years. The Council expects that, following this investment, the Moncreiffe Community Centre will be transferred into some form of community ownership or management in 2023/24. Awareness Raising and Promotion 3.7 In March 2023, four information sessions were carried out for all Community Councils in Perth & Kinross. The final session was hybrid so that the recording and all other relevant information could be shared across all 43 Community Councils. Part of the sessions outlined the rights provided to communities through the Community Empowerment Act, particularly Part 3 (Participation Requests) and Part 5 (Community Asset Transfer). Page 188 of 206
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3.8 CAT is promoted to the public via the dedicated webpage https://www.pkc.gov.uk/article/19819/Community-Asset-Transfer, which contains all of the information a group needs to undertake the CAT process, including: • an animated video that gives a hypothetical example of the CAT process in action. • the Expression of Interest Form and general advice • a list of all Council assets • the Community Asset Transfer Request Form and Guidance Document • a copy of the scoring matrix that the CAT Team uses to inform their recommendations for the Council committee. 4. Our Approach 4.1 We take a customer-centred approach to CAT Requests. Community groups are allocated a dedicated officer to act as a single point of contact and coordinate with staff across the Council to find the relevant information before feeding back. When community groups have a clear business plan and feel confident that asset transfer is the right option, they are encouraged to start the formal CAT process. Throughout the process, representatives of the relevant Council services meet as a CAT Team to advise the group and support them to develop their proposals. Interested groups are encouraged to seek independent support from the Perth and Kinross Association of Voluntary Services (PKAVS) and the Development Trusts Association Scotland Community Ownership Support Service (COSS). 5. Training and Support for Staff and Community Organisations 5.1 Over 2022/23, a number of national and local networks have been set up to support staff involved in the CAT process. The Community Ownership Support Service (COSS) has set up a quarterly forum for public sector bodies to come together to look at key issues and ideas that have been coming up for staff involved in CAT across Scotland. 5.2 In 2022/23, the PK Learn Community Empowerment E-Learning module was updated and refreshed in partnership with colleagues across Tayside to reflect more recent experiences from across the region. From this review, a new Tayside and Fife Community Empowerment Network was created, which meets once a quarter to share good practice and experiences in the four local authorities. Over 23/24, a separate PKC-specific module will be created to highlight the processes adopted in Perth and Kinross Council around Community Asset Transfer. This work will support the training and development of PKC staff around their knowledge and understanding of CAT, and their roles and responsibilities. Page 189 of 206
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6. Improvement Actions for 2023/24 6.1 The Council will continue to support community groups to explore opportunities in owning, leasing, or accessing Council assets. Reflecting on performance in 2022/23 and what needs to happen to build on this in 2023/24, the following improvement actions have been identified: Identified Issue Action Lead Service Timescale The number of requests and enquiries received to date suggests that levels of awareness of CAT, its opportunities, and responsibilities remain mixed Implement a CAT Transformation Programme, with an initial focus on community halls and facilities currently managed by Live Active Leisure Community Planning Team, CAT Team, Live Active Leisure December 2023 Use CAT Enablement Fund to upgrade and improve assets as a condition of groups taking on full ownership of assets CAT Team March 2024 Development of an e-learning module on CAT and PR on the new PKC Learn platform relevant to PKC processes Community Planning Team, Organisational Development Team, Corporate Communications September 2023 Deliver community-based Community Empowerment awareness-raising sessions in partnership with PKAVS Community Planning Team PKAVS Communities March 2024 Review the CAT Marketing approach to assist in the identification of this small number of properties to be marketed using this new material Communications Community Planning Team Asset Management September 2023 A list of all Council assets is available online but is difficult to screen and filter Improve information provision so that those properties most suitable for CAT are easier to identify. Produce promotional materials for a small number of properties. PKC Corporate Property Asset Management Group October 2023 Complete the preliminary work on creating an asset profile template and pilot it on a few assets that would lend themselves to a community ownership solution. Community Planning Team Corporate Design Property Services July 2023 Page 190 of 206
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PARTICIPATION REQUESTS Participation Requests Number Participation Requests received 0 Participation Requests that were invalid 0 Participation Requests that were valid 0 Participation Requests rejected 0 Participation Requests which resulted in a change 0 Perth and Kinross Council received no Participation Requests over 2022/23. Awareness raising was provided to Community Councils in March 2023, as part of a wider series of Community Council Information Sessions. The low numbers are not a unique situation, and it is broadly similar to what is happening across Scotland. 1. Promoting Participation Requests 1.1 Information about Participation Requests is provided on a specific webpage https://www.pkc.gov.uk/article/19968/Participation-Requests. This includes an aminated video about Participation Requests, which provides a hypothetical example of the process in action. If groups approach the Council about a related issue, the Community Planning Team will outline the various ways that community groups can get involved in influencing outcomes and shaping services, including their rights under the Participation Requests provision process. 1.2 As part of a broader review of the Community Empowerment (Scotland) Act 2015, the Scottish Government has appointed the Scottish Community Development Centre to review Participation Requests and consider options for an appeals process. The Council is involved in a national group that is leading this work. 2. Improvement Actions 2.1 The Council will continue to support communities that wish to get involved in improving outcomes for their community. Reflecting on performance in 2022/23 and what needs to happen to build on this in 2023/24, the following improvement actions have been identified: Page 191 of 206
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Identified Issue Improvement Action Lead Service Timescale Other options for engagement and participation are also available and potentially underutilised Promote the Consultation Hub on the Participation Requests Webpage and encourage communities to engage proactively at the earliest opportunity. Community Planning Team Ongoing Review and update infographics and other promotional material for Participation Requests Community Planning Team, Organisational Development Team, Corporate Communications September 2024 Staff could be doing more to promote alternative ways for people to shape services and improve outcomes. Offer additional guidance to staff about statutory duties associated with Participation Requests and the broader Community Empowerment agenda. This would be achieved by the new PK Learn E- Learning Module and by a series of Learning sessions offered to all Staff. The overall aim of using these opportunities is to encourage staff to be more proactive, imaginative, and inclusive when undertaking consultation and engagement work. Community Planning Team and Organisational Development December 2024 Page 192 of 206
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PERTH AND KINROSS COUNCIL Housing and Social Wellbeing Committee Wednesday 21 June 2023 COMMUNITY INVESTMENT AND LOCAL ACTION PARTNERSHIP FUNDS 2023/24 Head of Culture & Communities Services (Report No. 23/194) 1. PURPOSE 1.1 This report sets out proposals for delivering the Community Investment Fund (CIF) and Local Action Partnership funding in 2023/24. 2. RECOMMENDATIONS 2.1 It is recommended that Committee approves (i) the proposals for delivering CIF in 2023/24 including the timeline and proposed changes to the CIF process (para 5.2) (ii) the move to disaggregated budgets for Perth City (Wards 10/11/12) (para 5.3) (iii) the recommended funding formula option for distributing CIF across wards (para 5.5) (iv) the proposals for Participatory Budgeting to be delivered with Local Action Partnerships in 2023/24; the proposed timeline and recommended funding formula across Local Action Partnership areas (para 5.11 – 5.13) 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background/Main Issues • Section 5: Proposals • Section 6: Conclusion • Appendices 4. BACKGROUND 4.1 The Community Investment Fund (CIF) was established in 2018/19 with two main goals: • involve local people and communities in decisions about how Council funding is distributed; • support investment in projects which tackle local inequalities and improve quality of life. 12 Page 193 of 206
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4.2 Since then just over £2,000,000 of Council funds have been allocated through CIF, supporting almost 400 individual applications from community groups. 4.3 Local Action Partnerships (LAPs) were established in 2015/16 (Report 15/535) to enable local community planning as required by the Community Empowerment (Scotland) Act 2015. LAPs are tasked with identifying and tackling local socio-economic inequalities through a Locality Action Plan and devolved budget. 4.4 LAPs have played a role in CIF Ward Panels spending decisions from the outset. They have also used their core funding to help deliver their Locality Action Plan priorities and respond to local needs such as the community response to COVID. LAPs also previously played a central role in Community Grants Participatory Budgeting exercises in 2017 and 2018. 4.5 A Transformation Review of the Council’s approach to community engagement and empowerment is underway and will report to Council in late 2023/early 2024 (Report 22/142 refers). This work includes options appraisal and engagement on the future shape of local community planning arrangements. 5. PROPOSALS 5.1 The 2023/24 revenue budget has committed a further £400,000 for CIF to continue to support projects which tackle inequality and a further £200,000 for LAPs to carry out Participatory Budgeting focused on climate change priorities at a local level. A summary of both schemes is at Appendix 1. It is proposed that the funds are managed as follows: Community Investment Fund – Grants 5.2 It is recommended that the CIF operates broadly as it has to date, with some minor changes as set out below. Funding would continue to be divided and administered on a ward-by-ward basis, with a Ward Panel made up of local community members and Ward Councillors assessing applications and agreeing the funding to be awarded. Recommended changes are: a. Where possible Councillors will desist from voting on Ward Panels. This is to ensure the process is genuinely community led. However it is recognised that this is only practical where there are more than five members of a Ward Panel. It is already the practice on some Ward Panels. In Ward 8 (Kinross-shire) responsibility for CIF is devolved to the pilot Kinross-shire Local Committee (KLC). The pilot is currently being evaluated and recommendations for the future continuation of the KLC will be submitted to Council for consideration in early 2024. For this round of CIF, responsibility for determining CIF applications will remain with the KLC. Page 194 of 206
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b. Applications for both capital and revenue funding will continue to be supported with criteria adjusted for capital projects to ensure funding is targeted at improving local assets most in need; c. Introduction of an integrated on-line process for applications; assessment; decision making; award making; and grant monitoring. d. Full screening of applications at the initial stage with applications re- routed to other more suitable funds, where appropriate e. Greater emphasis will be placed on tackling inequalities and delivering against PKC Corporate Plan priorities. Guidance will be issued to Ward Panels asking them to give additional weight to those projects which make the clearest links to these issues, or projects which are based in communities where evidence suggests socio-economic inequality are more significant. This approach will be supported by directing applicants and Ward Panel members to locality profiles as a key source of information. f. Applications from groups will be prioritised where the applicant group has not previously been awarded CIF money of more than £3,000 in the last three years, and providing the wider CIF criteria are met. 5.3 In June 2021 (Report 21/83 refers), elected members in Perth City agreed to amalgamate the CIF allocation across wards 10, 11 and 12. This was because of the number of multiple CIF applications being submitted for all three wards for essentially the same project, by organisations which operate city-wide. It was also due to some applications for transboundary projects, where the ultimate beneficiaries could be located in a different ward to where the organisation was based. There has been debate about the benefits and drawbacks of either an aggregated or disaggregated approach and for this round of CIF, it is proposed that a disaggregated budget is provided for the three Perth City wards, as outlined in the table in 5.5 below. This will also require some additional CIF criteria for applicants in Perth City: • submit a single application for projects intended for delivery across 2 or more city Wards, demonstrating how the project will deliver on a city-wide basis , or • submit a single application for one ward, setting out the specific intended project beneficiaries/impact within that ward. 5.4 The report recommends a return to a disaggregated approach as outlined above. However, if an aggregated approach is preferred, then an overall budget of £136,090.23 will be available for Perth City. Clarity on the approach will be necessary before CIF opens for applications from w/c 26 June 2023. Community Investment Fund 2023/24 Budget 5.5 Based on previous CIF rounds, funding available in each ward would be as below. Figures for the three Perth City wards are provided on the basis of them being disaggregated as outlined in paragraph 5.3. Page 195 of 206
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Ward Initial Funding Population Per Capita Top-Up 2022/23 Underspend Total Funding 1 – Carse of Gowrie £16,667 9,893 £12,993 £8,002.70 £37,662.70 2 – Strathmore £16,667 15,360 £20,153 £17,087.24 £53,907.24 3 – Blairgowrie & The Glens £16,667 11,278 £14,805 - £31,472.00 4 – Highland £16,667 9,217 £12,340 - £29,007.00 5 – Strathtay £16,667 12,841 £16,850 - £33,517.00 6 – Strathearn £16,667 10,899 £14,300 - £30,967.00 7 – Strathallan £16,667 11,967 £15,705 £18,278.47 £50,650.47 8 – Kinross-shire £16,667 14,630 £19,195 - £35,862.00 9 – Almond & Earn £16,667 9,495 £12,875 - £29,542.00 10 – Perth City South £16,667 15,835 £20,775 £8,436.41 £45,878.41 11 – Perth City North £16,667 12,317 £16,170 £8,436.41 £41,273.41 12 – Perth City Centre £16,667 18,178 £23,835 £8,436.41 £48,938.41 TOTALS £200,004 151,910 £199,996 £68,677.64 £468,677.64 Local Action Partnerships – Participatory Budgeting 5.6 Participatory Budgeting (PB) is about communities (whether living in the same locality or a community of interest) deciding how public money is spent on the projects which matter most to that community. Decisions are determined by public vote. 5.7 The Council has previously supported two Participatory Budgeting rounds, in 2017 and 2018, supported by Scottish Government funds. Officers worked with communities to develop the successful projects and make them happen on the ground. Over £320,000 was awarded to around 250 projects and over 30,000 individual votes being cast. 5.8 In Perth and Kinross, there are now 9 Community Action Plans (CAPs) overseen by Development Trusts and all of the CAPs contain actions to address climate change at a local level. Where Development Trusts are not established, there are other strong ‘anchor’ community organisations in place across the area. It is therefore proposed that officers work with Development Trusts and other community organisations within each of the 7 Local Action Partnership areas to deliver Participatory Budgeting initiatives focused on climate change. This is proposed as the focus because all CAPs include climate change priorities within them, and the issue is an effective way of engaging wider communities of interest including young people. Potential projects may include the setting up of community growing schemes such as orchards and allotments, growing and selling local produce and the rewilding of wildflower meadows and road borders. 5.9 This approach would complement the work of the PKC Climate Change Team, which is also using PB to allocate funding via the Innovate UK Pioneering Places Scheme in Aberfeldy and Tulloch. This will support projects which seek to take climate action around four key themes, listed below, in June 2023. If successful, the Council aims to extend it subject to a Phase 2 bid for Pioneering Places money in 2024. Page 196 of 206
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• Home • Getting around • Local business • Living well locally 5.10 This combined approach via the LAPs and work in Aberfeldy and Tulloch will help to deliver against PKC Corporate Objectives on climate change, as well as demonstrate our commitment to co-production with communities and devolved decision making. LAP Participatory Budgeting 2023/24 Budget 5.11 As with the Community Investment Fund, it is proposed that the PB money is distributed on the basis of population across each LAP area. This is shown below. As the table sets out, four of the LAPs have underspends from 2022/23 of over £12,000. These have been added to the total 2023/24 funding ‘pot’ in the relevant LAP. 5.12 To ensure LAPs retain some flexibility for funding other priorities in the course of 2023/23, a 20% topslice of total LAP funding is proposed. The table identifies this amount for each LAP. There is also £3,145 unallocated LAP funding and this will be used to cover the central costs of organising the PB process. Local Action Partnership Population Proportion of Funding Underspend Total Funding PB Budget (80%) Core Budget (20%) Eastern Perthshire 36,531 £47,850 £100.22 £47,950.22 £38,360.18 £9,590.04 Highland 9,217 £12,075 £12,504.91 £24,579.91 £19,663.93 £4,915.98 Strathtay 12,841 £16,820 £34,570 £51,390.00 £41,112.00 £10,278.00 Strathearn & Strathallan 22,866 £29,950 £2,195.39 £32,145.39 £25,716.31 £6,429.08 Kinross-shire 14,630 £19,165 £15,664.81 £34,829.81 £27,863.85 £6,965.96 Almond & Earn 9,495 £12,440 £17,434.53 £29,874.53 £23,899.62 £5,974.91 Perth City 46,330 £61,700 £699.70 £62,399.70 £49,919.76 £12,479.94 TOTALS 151,910 £200,000 £83,169.56 £283,169.56 £226,535.65 £56,633.91 Timescales/Implementation 5.13 Subject to Committee approval of these wider proposals, it is recommended that the CIF opens for applications from w/c 26 June and the Participatory Budgeting programme opens from w/c 30 October. Indicative timelines are below and set out in Appendix 1 within a wider summary of these proposals. Page 197 of 206
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Community Investment Fund • w/c Monday 26 June: CIF opens for applications • Friday 18 August: deadline for applications. • w/c Monday 28 August: Ward Panels assess and decide on applications • w/c Monday 23 October: applicants informed of outcome and payments made to successful applicants Participatory Budgeting – Local Action Partnerships • September / October – Council officers work with CAPs to develop project ideas. • w/c Monday 30 October – Applications open. • w/c Monday 04 December – close for applications. • w/c Monday 15 January – voting opens on the webpage. • w/c Monday 26 February – public events are held in Local Action Partnership locality to showcase projects. 6. CONCLUSION 6.1 Community Investment Fund and Local Action Partnerships funding have supported a variety of community initiatives across Perth and Kinross. This report outlines proposals for delivering a round of CIF and a Participatory Budgeting initiative focused on Climate Change through Local Action Partnerships in 2023/24. Page 198 of 206
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Authors Name Designation Contact Details Lee Haxton David Stokoe Community Planning Team Leader Service Manager (Communities) (01738) 475000 ComCommitteeReports@pkc.gov.uk Approved Name Designation Date Barbara Renton Executive Director (Communities) 14 June 2023 APPENDICES • Appendix 1 – Summary of Funding Schemes Page 199 of 206
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial Yes Workforce 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 report supports all of the priorities within the Community Plan 2022-27. (i) Reducing Poverty (including child poverty, fuel poverty and food poverty) (ii) Mental and physical wellbeing (iii) Digital participation (iv) Skills, learning and development (v) Employability Corporate Plan 1.2 This report supports the objectives within the draft new Corporate Plan:- (i) Children and young people grow up safe, respected, well-educated, and confident in their ability to realise their full potential; (ii) People and businesses are increasingly able to prosper in a local economy which support low carbon ambitions and offers opportunities for all; (iii) People can achieve their best physical and mental health and have access to quality care and support when they need it; (iv) Communities are resilient and physically, digital and socially connected; Page 200 of 206
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(v) Perth and Kinross is a safe and vibrant place, mitigating the impact of climate and environmental change for this and future generations. 2. Resource Implications Financial 2.1 This report outlines spend of £400,000 on Community Investment Fund and £200,000 through Local Action Partnerships as agreed in the 2023/24 budget settlement. Workforce 2.2 N/A. Asset Management (land, property, IT) 2.3 N/A. 3. Assessments Equality Impact Assessment 3.1 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 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 N/A. Legal and Governance 3.4 N/A. 4. Consultation Internal 4.1 N/A. External Page 201 of 206
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4.2 N/A. 5. Communication 5.1 Information on the funds, how to access them and where support will be available will be shared on the Council webpage. The Communications and Design Team will ensure that there is appropriate coverage on the website and through social media. 2. BACKGROUND PAPERS 2.1 N/A. Page 202 of 206
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APPENDIX 1 Community Investment Fund 2023/24 Purpose – to support community-led projects which improve quality of life and deliver against PKC Corporate Plan priorities. Funding Allocation Figures for the three Perth City wards are provided on the basis of them being disaggregated as outlined in paragraph 5.3. If the three wards remain as a combined pot the total funding available for Perth City would be £136,090.23. Ward Initial Funding Population Per Capita Top-Up 2022/23 Underspend Total Funding 1 – Carse of Gowrie £16,667 9,893 £12,993 £8,002.70 £37,662.70 2 – Strathmore £16,667 15,360 £20,153 £17,087.24 £53,907.24 3 – Blairgowrie & The Glens £16,667 11,278 £14,805 - £31,472.00 4 – Highland £16,667 9,217 £12,340 - £29,007.00 5 – Strathtay £16,667 12,841 £16,850 - £33,517.00 6 – Strathearn £16,667 10,899 £14,300 - £30,967.00 7 – Strathallan £16,667 11,967 £15,705 £18,278.47 £50,650.47 8 – Kinross-shire £16,667 14,630 £19,195 - £35,862.00 9 – Almond & Earn £16,667 9,495 £12,875 - £29,542.00 10 – Perth City South £16,667 15,835 £20,775 £8,436.41 £45,878.41 11 – Perth City North £16,667 12,317 £16,170 £8,436.41 £41,273.41 12 – Perth City Centre £16,667 18,178 £23,835 £8,436.41 £48,938.41 TOTALS £200,004 151,910 £199,996 £68,677.64 £468,677.64 Indicative Timescale • Wednesday 21 June: Report on proposals for CIF 23/24 and LAP PB and Cost of Living Community Fund is taken to Housing and Social Wellbeing Committee. • w/c Monday 26 June: CIF opens for applications, similar to that which has been used in previous rounds of CIF. Each application is checked and registered to ensure eligibility. Ward Panel meeting dates are confirmed. • Friday 18 August: close for applications. Information is filed and uploaded onto an internal database, Ward Panel membership is finalised. Link to paperwork for Ward Panels is shared. 12 Page 203 of 206
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• w/c Monday 28 August: Ward Panels meet and decisions on funding are taken. Panels to complete their business by Friday 6 October (end of school term) • w/c Monday 23 October: applicants informed of outcomes and payments are made to successful applicants Participatory Budgeting 2023/24 Purpose – to support community-led projects which deliver against local climate change priorities as set out in Community Action Plans and PKC Climate Action Plan. Funding Allocation Local Action Partnership Population Proportion of Funding Underspend Total Funding PB Budget (80%) Core Budget (20%) Eastern Perthshire 36,531 £47,850 £100.22 £47,950.22 £38,360.18 £9,590.04 Highland 9,217 £12,075 £12,504.91 £24,579.91 £19,663.93 £4,915.98 Strathtay 12,841 £16,820 £34,570 £51,390.00 £41,112.00 £10,278.00 Strathearn & Strathallan 22,866 £29,950 £2,195.39 £32,145.39 £25,716.31 £6,429.08 Kinross-shire 14,630 £19,165 £15,664.81 £34,829.81 £27,863.85 £6,965.96 Almond & Earn 9,495 £12,440 £17,434.53 £29,874.53 £23,899.62 £5,974.91 Perth City 46,330 £61,700 £699.70 £62,399.70 £49,919.76 £12,479.94 TOTALS 151,910 £200,000 £83,169.56 £283,169.56 £226,535.65 £56,633.91 Page 204 of 206
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Timescale • Wednesday 21 June: Report on proposals for CIF 23/24 and LAP PB is taken to Housing and Social Wellbeing Committee. • September / October: Council officers work with Development Trusts and other relevant bodies to develop project ideas. • w/c Monday 30 October: open for applications. Applicants are asked to submit their proposal in writing, but other media also encouraged including video, audio and photographs to bring their ideas to life. Each application is checked and registered, with LAPs agreeing which projects go to public vote. • w/c Monday 4 December: close for applications. Information on each application is loaded onto a specific webpage where residents can check the projects for the ward in which they live (based on their postcode). • w/c Monday 15 January: Voting will open on the webpage. Residents vote for the projects in their ward, based on their postcode. Each voter is limited to three votes each. Council officers are asked to encourage voting when dealing with customers and some staff supplied with tablets to go to public events and spaces to encourage residents to vote • w/c Monday 26 February – public events are held in each Local Action Partnership locality, as a final opportunity for projects to make their case and encourage voters to support their application. At the end of the event, each attendee is given three votes to use. These are added to the digital totals and those projects which receive the most votes, up to the maximum funding available, are awarded the funding. Page 205 of 206
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