Agenda Document Pack - Housing and Social Wellbeing Committee - 29/11/2023
Perth and Kinross Council · 29 November 2023
Back to Housing and Social Wellbeing Committee — 29 November 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 22/11/2023 A hybrid meeting of the Housing and Social Wellbeing Committee will be held in the Council Chamber on Wednesday, 29 November 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 Angus Forbes Councillor Michelle Frampton Councillor Ian James Councillor Brian Leishman Councillor Iain MacPherson Bailie Claire McLaren Councillor Frank Smith Page 1 of 232
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Housing and Social Wellbeing Committee Wednesday, 29 November 2023 AGENDA MEMBERS ARE REMINDED OF THEIR OBLIGATION TO DECLARE ANY FINANCIAL OR NON-FINANCIAL INTEREST WHICH THEY MAY HAVE IN ANY ITEM ON THIS AGENDA IN ACCORDANCE WITH THE COUNCILLORS’ CODE OF CONDUCT. 1 WELCOME AND APOLOGIES 2 DECLARATIONS OF INTEREST 3 MINUTE OF MEETING OF HOUSING AND SOCIAL WELLBEING COMMITTEE OF 25 OCTOBER 2023 FOR APPROVAL (copy herewith) 5 - 6 4 POLICE AND FIRE REFORM: LOCAL SCRUTINY AND ENGAGEMENT 4(i) SCOTTISH FIRE AND RESCUE SERVICE 6-MONTHLY PERFORMANCE REPORT - APRIL TO SEPTEMBER 2023 Report by Area Manager, Local Senior Officer, Scottish Fire and Rescue Service (copy herewith 23/334) 7 - 24 4(ii) PERTH AND KINROSS LOCAL POLICING AREA SIX-MONTHLY POLICE REPORT - APRIL TO SEPTEMBER 2023 Report by Chief Superintendent, Police Scotland D Division (Tayside) (copy herewith 23/335) 25 - 50 5 STRATEGIC HOUSING INVESTMENT PLAN 2024/25 - 2028/29 Report by Strategic Lead, Economy, Development and Planning (copy herewith 23/336) 51 - 104 6 BEECHGROVE HOUSE Report by Strategic Lead, Economy, Development and Planning (copy herewith 23/337) 105 - 120 7 WARM WELCOME AND GOOD FOOD FUNDS Report by Director, Strategy, People and Resources (copy herewith 23/338) 121 - 160 Page 3 of 232
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8 5TH LOCAL CHILD POVERTY ACTION REPORT Report by Director, Strategy, People and Resources (copy herewith 23/339) 161 - 206 9 COMMUNITY INVESTMENT FUND 2023/24 Report by Head of Culture & Communities Services (copy herewith 23/340) 207 - 220 10 AFFORDABLE HOUSING MEMBER/OFFICER WORKING GROUP - OUTCOME REPORT Report by Executive Director (Communities) (copy herewith 23/241) 221 - 232 Page 4 of 232
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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 25 October 2023 at 9.30am. Present: Bailies C Ahern, R Brock and C McLaren; Councillors P Barrett, B Brawn, S Donaldson, J Duff (substituting for Councillor I James), A Forbes, M Frampton, B Leishman, I MacPherson, S McCole, T McEwan, F Smith and J Welch. In Attendance: B Renton, Executive Director (Communities); E Ritchie, S Coyle, N Lennon, M Smith, S Watson, J McOmish, S Robertson (up to and including Item 5), R Ross (all Communities); A Taylor, R Ramsay and M Pasternak (all Corporate and Democratic Services). Also in Attendance: Chief Inspector T Leonard, Sergeant L Stewart (up to and including Item 5) and Detective Chief Inspector Jennifer Reid (for Item 6 only) (all Police Scotland); Group Commander S Kabamba and Station Commander C Sands (both up to and including Item 5) (both Scottish Fire and Rescue Service); L Palmer (from Item 6 onwards) (Tenant Representative). Apology for Absence: Councillor I James. Councillor T McEwan, Convener, Presiding. 1. WELCOME AND APOLOGIES Councillor T McEwan welcomed everyone to the meeting. An apology for absence and a substitution were noted as above. 2. DECLARATIONS OF INTEREST There were no Declarations of Interests in terms of the Councillors’ Code of Conduct 3. MINUTE OF PREVIOUS MEETING The minute of the meeting of the Housing and Communities Committee of 21 June 2023 was submitted and approved as a correct record. 4. OUTSTANDING BUSINESS STATEMENT Resolved: The Outstanding Business Statement was noted, and it was agreed to remove the completed actions. 5. TACKLING ANTI-SOCIAL BAHAVIOUR IN PARTNERSHIP Sergeant Lee Stewart from Police Scotland, Station Commander Cammy Sands from Scottish Fire and Rescue Services and S Robertson from Perth and 3 Page 5 of 232
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Kinross Council’s Safer Communities Team provided a joint slide-based presentation covering all aspects of Tackling Anti-Social Behaviour in Partnership. Following the presentation, Sergeant Stewart, Station Commander Sands and S Robertson all answered members’ questions thereon. The Convener thanked Sergeant Stewart, Station Commander Sands and S Robertson for their very informative presentation and thanked them for their attendance. SERGEANT L STEWART, GROUP COMMANDER S KEBAMBA, STATION COMMANDER C SANDS AND SAFER COMMUNITIES CO-ORDINATOR S ROBERTSON ALL LEFT THE MEETING AT THIS POINT. THERE FOLLOWED A SHORT RECESS AND THE MEETING RECONVENED AT 11.10AM. 6. TACKLING VIOLENCE AGAINST WOMEN AND GIRLS IN PERTH AND KINROSS Jennifer McOmish from Perth and Kinross Council’s Safer Communities Team and Detective Chief Inspector Jennifer Reid from Police Scotland provided a slide- based presentation covering all aspects of Tackling Violence Against Women and Girls in Perth and Kinross. Following the presentation, J McOmish and DCI Reid both answered members’ questions thereon. The Convener thanked J McOmish and DCI Reid for their very informative presentation and thanked them for their attendance. 7. ANNUAL ASSURANCE STATEMENT 2022/2023 – SCOTTISH HOUSING REGULATOR There was submitted a report by the Executive Director (Communities) (23/277) providing a brief overview of the Framework and appends the Annual Assurance Statement 2022/23 for approval. Resolved: (i) The requirement to submit an Annual Assurance Statement, be noted. (ii) The Annual Assurance Statement as detailed in Appendix 2 of Report 23/277, be approved. ~~~~~~~~~ Page 6 of 232
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NOT PROTECTIVELY MARKED Perth And Kinross Council Housing And Social Wellbeing Committee 29 November 2023 SCOTTISH FIRE AND RESCUE SIX-MONTHLY PERFORMANCE REPORT APRIL 2023 – SEPTEMBER 2023 Report by Area Manager Jason Sharp, Local Senior Officer, Scottish Fire and Rescue Service (Report No. 23/334) Abstract The report contains performance information relating to the six-month period (April 2023 – September 2023) of 2023-24 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. 4(i) Page 7 of 232
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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 8 of 232
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Appendix 1 April-September: 2023/24 MONITORING REPORT Covering the activities and performance in support of the Local Fire and Rescue Plan for Perth & Kinross. 4(i) Page 9 of 232
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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 10 of 232
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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 14 Page 11 of 232
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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 12 of 232
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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 56 Incidents YTD – 56 Incidents Annual Target – 122 Incidents 2 Casualties YTD – 2 Annual Target – 0 11 Casualties YTD – 11 Annual Target – 20 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 15 Incidents YTD – 15 Incidents Annual Target – 57 Incidents 0 Casualties YTD – 0 Annual Target – 0 0 Casualties YTD – 0 Annual Target – 9 HI 7 Road Traffic Collision (RTC) Incidents HI 8 Fatal RTC Casualties HI 9 Non-Fatal RTC Casualties 37 Incidents YTD – 37 Incidents Annual Target – 90 Incidents 4 Casualties YTD – 4 Annual Target – 0 30 Casualties YTD – 30 Annual Target – 67 HI 10 Unwanted Fire Alarm Signals HI 11 Deliberate Primary Fires HI 12 Deliberate Secondary Fires 212 Incidents YTD – 212 Incidents Annual Target – 615 Incidents 16 Incidents YTD – 16 Incidents Annual Target – 32 Incidents 57 Incidents YTD – 57 Incidents Annual Target – 76 Incidents Year-to-Date Legend Below headline target Less than 10% above headline target More than 10% above headline target Page 13 of 232
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6 PERFORMANCE HIGHLIGHTS During the reporting period the SFRS attended a total of 1127 incidents across Perth & Kinross. Of the 12 headline indicators and targets, the following performance should be noted: HI 1 - There were 56 Accidental Dwelling Fires (ADF) reported. Fire damage at 41 incidents was reported as limited to item of ignition and 7 limited to the room of ignition requiring a hosereel or CO2 extinguisher. Twenty-Eight properties were fitted with smoke detection, of which 22 operated and gave early warning to the occupants. The main cause was cooking and human contributing factor being distraction, 7 with drugs or alcohol being involved. HI 2 / HI 3 - Unfortunately there were 2 ADF Fatal Casualties and 11 ADF Non-Fatal Casualties which is an increase on the previous reporting period. HI 4 - There were 15 Non-Domestic Building Fires which reflects a decrease on the previous period (19). Four incidents resulted in minor damage, 1 involved the floor of origin, 3 limited to room of origin and 7 with limited to item of ignition. At 6 of these incidents’ firefighters extinguished the fire using a fire extinguisher or hosereel. HI 5 / HI 6 – There were 0 Non-Domestic Fatal Fire Casualties and 0 Non-Domestic Casualties recorded during this period. HI 7 - We attended 37 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 37 incidents attended, 9 incidents required technical extrication to release casualties. HI 8 / HI 9 - Of the 37 RTC incidents we attended, there were 4 RTC Fatalities and 30 Non-Fatal Casualties from around the P&K area. HI 10 - The SFRS mobilised to 212 Unwanted Fire Alarm Signals (UFAS) incidents from a total of 717 False Alarms during the reporting period, a reduction of 134 UFAS incidents. Schools were responsible for 58 activations in Q1-Q2 2022/23 which has reduced to 21, Offices 19 reducing to 4. HI 11 / HI 12 - There were 16 Deliberate Primary Fires reported. 8 involved crop or woodland, 3 occurred within a building at HMP Perth, 3 involved vehicles and 2 outdoor structures. There were 57 Deliberate Secondary Fires reported. There were no trends identified, with incidents spread across all ward areas however 33 incidents occurred within Perth. Our firefighters continue to train in all aspects of their role to ensure they are operationally prepared and we continue 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 in partnership within our communities to ensure we can continue to help those who are most vulnerable. Page 14 of 232
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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 delivered in partnership 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. 20/21 21/22 22/23 23/24 Annual Target HI1 53 51 44 56 122 20/21 21/22 22/23 23/24 Annual Target HI2 0 0 0 2 0 HI3 14 10 13 11 20 PRIORITY 1 - IMPROVING FIRE SAFETY IN THE HOME 0 5 10 15 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 15 of 232
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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. 99 Audits were undertaken during the reporting period inc.34 Care Homes; 4 Hospitals, 12 Hotels, 7 HMOs, 14 Prison (Castle Huntly/Perth), 13 Guest Houses and 6 Post Fire Audits following fire related incidents at relevant premises. 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. 20/21 21/22 22/23 23/24 Annual Target HI5 0 0 0 0 0 HI6 0 0 0 0 9 20/21 21/22 22/23 23/24 Annual Target HI4 21 20 19 15 57 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 16 of 232
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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. 20/21 21/22 22/23 23/24 Annual Target HI7 31 29 46 37 90 20/21 21/22 22/23 23/24 Annual Target HI8 0 3 3 4 0 HI9 9 16 25 30 67 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 17 of 232
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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 no longer mobilise to AFA’s within Non-Sleeping risk premises unless a fire is confirmed. This has led to a significant reduction in 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. 20/21 21/22 22/23 23/24 Annual Target HI10 314 321 346 212 615 Property Types Hospital/ Medical Care 23 Secondary and Primary Schools 21 Hotels 19 Care Homes, Sheltered Housing 13 Offices and Call Centres 4 PRIORITY 4 - REDUCING UNWANTED FIRE ALARM SIGNALS 0 100 200 300 400 19/20 20/21 21/22 22/23 HI 10 UFAS Incidents 76% 21% 3% All False Alarms (717) UFAS = 41% Equipment Faliure Good Intent Malicious Page 18 of 232
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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 37 61 52 57 76 19/20 20/21 21/22 22/23 Annual Target HI11 19 16 9 16 32 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 19 of 232
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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 • HAZMAT • Road Traffic Collisions • Marine Firefighting • Water Awareness Within P&K, our On-Call Volunteer stations, Kinloch Rannoch, Kirkmichael and Glenshee now have enhanced capabilities which allows them to be mobilised to RTCs ensuing resilience in our more remote communities. In addition Flood Response Stations (Comrie, Blairgowrie and Aberfeldy,) are now fully operational and were utilised during the recent Storm Babet to support Swift Water Rescue Stations. Alyth and Pitlochry have been designated as Wildfire Response Stations and have been issued with specialist PPE and equipment/training will be allocated in due course. 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 20 of 232
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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 21 of 232
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14 SFRS attended 1127 incidents of which a number had a serious impact on members of our communities and their families. Storm Babet Specialist crews, including Swift Water Rescue Teams from Perth, Ayrshire, Fife, Aberdeen and Stirling undertook a number of rescues and evacuations over the 48hrs as a result of Storm Babet. Also mobilised were Flood Response Stations from across Perth and Kinross and Aberdeenshire to support local Communities with the assistance of Scottish Ambulance Special Operations, RNLI, HMCG and Police Scotland were able to affect a number of challenging rescues. Water Safety Education Programme FF Kevin Stewart has developed a Water Safety Education Programme in association with the Royal Life Saving Society (RLSS) and Royal National Lifeboat Institute (RLNI). Delivered to 1991 primary aged pupils across 7 primary schools. The aim of the pilot has been to refine a programme that will break down the barriers in our society that regularly prevent children in our community from receiving an education in the subject of water safety with the ambition being to scale up to 30 primary schools and 8,500+ pupils in the 2024 campaign. This is followed up by resources provided to the school to allow for in class lessons. This reaffirms the lessons taught in a more focused environment allowing the professional educators to do what they do best; including discussions, making posters and signs etc with feedback to date being very positive. APPENDIX 2: NOTABLE INCIDENTS / EVENTS Page 22 of 232
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15 “Thanks Kevin, The children really enjoyed the assembly and have been talking about it lots in class since. Their teachers have spoken about their really great recall. Thanks for your efforts in personalising this to Scone specifically – it’s made an impact!” Lynne Lambert - Headteacher Robert Douglas Memorial Primary School Perth Firefighter receives Chief Officer Commendation Ryan Witkowski from Scone received a Brave@Heart award and the St Andrews Award Medal at a ceremony at Edinburgh Castle. Ryan, who is based at Perth Community Fire Station, was returning home from an event with his family when he noticed smoke billowing from a tenement block. On investigation he came across a well-developed fire on the top floor of a three-storey building. Ryan quickly began to evacuate the building and led eight people to safety ensuring that nobody was injured or trapped. Ryan said: “It just felt normal to respond because of my role as a firefighter, but it was difficult for my family who were there with me at the time of the incident. Page 23 of 232
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OFFICIAL: POLICE AND PARTNERS OFFICIAL: POLICE AND PARTNERS PERTH AND KINROSS COUNCIL Housing And Communities Committee PERTH AND KINROSS LOCAL POLICING AREA POLICE REPORT (1st April 2023 – 30th September 2023) Report by Chief Superintendent Phil Davison Police Scotland D Division (Tayside) (Report No. 23/335) 1. RECOMMENDATION 1.1 It is recommended that members note and scrutinise the statistical information contained in this report in conjunction with Appendix A. 2. BACKGROUND Appendix A –Police Report (1st April 2023 – 30th September 2023) 2.1 The purpose of this report (Appendix A) is to provide information to the Committee regarding the performance of Police Scotland to facilitate local scrutiny. 2.2 Appendix A will provide information in relation to some of the work which has taken place within Perth and Kinross Local Policing Area. 2.3 The content in this report is for information purposes to allow Members to conduct their scrutiny responsibilities. 3. FINANCIAL IMPLICATIONS 3.1. There are no financial implications as a result of this report. 4(ii) Page 25 of 232
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OFFICIAL: POLICE AND PARTNERS OFFICIAL: POLICE AND PARTNERS 4. STAFFING IMPLICATIONS 4.1 There are no staffing issues as a result of this report. 5. ENVIRONMENTAL ISSUES 5.1 This report does not have any impact on the environment. 6. SUMMARY 6.1 The attached report provides an update to members regarding significant operational matters and performance of the local policing area during quarters 1 & 2 of policing year 2023/24. 7. COMPLIANCE 7.1 Is the proposal; (a) Human Rights Act 1998 compliant? YES (b) Equality & Diversity compliant? YES Page 26 of 232
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OFFICIAL OFFICIAL Perth and Kinross Council Housing and Social Wellbeing Committee Police Scotland mid-year report 4(ii) Page 27 of 232
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OFFICIAL 3 | P a g e Contents Introduction and Overview of Local Policing Priorities Police Scotland’s strategic objectives Perth and Kinross Local Policing Plan 2023-2026 Performance on a Page Local Priority/Activity – Address violence through preventative and enforcement measures Local Priority/Activity – Deal with disorder and antisocial behaviour Local Priority/Activity – Tackle acquisitive crime and support victims Local Priority/Activity – Make our roads safer Local Priority Activity - Public Protection Local Priority/Activity – Enable and support effective engagement and communication with the public National Priority – Use innovative approaches to accelerate capacity and capability for effective service delivery National Priority – Prioritise Wellbeing and keep our people safe, well equipped and protected Page 28 of 232
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OFFICIAL 4 | P a g e 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 Perth and Kinross LPP 2023-2026 clearly sets out the policing objectives for Perth and Kinross and will report to the Housing and Social Wellbeing Committee. Quarterly reports are produced to allow scrutiny by Perth and Kinross Council Housing and Social Wellbeing Committee. This mid-year report covers the period from 1 April 2023 to 30 September 2023. In line with the Perth and Kinross LPP, these Performance Reports provide a more holistic overview of progress across the service to meet our strategic outcomes. This approach provides a wider and more detailed picture of traditional policing performance measures, supplemented with additional insight and narrative to the many different aspects of policing and corporate support functions. The measures are longer term focussed rather than reflecting the ongoing performance of the day-to-day operational challenges we face and aim to provide evidence of the effectiveness and impact of our services as a whole. We have introduced a number of key performance measures and insights questions in support of our local police plan to focus attention on impact and outcomes. For example: How effective are the diversionary activities provided? How effective are the processes in place to prevent acquisitive crime? How well are we engaging with the public? What progress has been made in terms of collaboration and what percentage of the divisional estate is co-located with partners? To enable a more detailed examination by the Committee of specific local priorities and strategic outcomes, a ‘Spotlight’ focus will be provided on one of the priority areas on a quarterly basis. The Spotlight focus will rotate each quarter in line with the expected updates outlined in the Perth and Kinross LPP. Page 29 of 232
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OFFICIAL 5 | P a g e Police Scotland’s strategic objectives Page 30 of 232
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OFFICIAL 6 | P a g e Page 31 of 232
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OFFICIAL 7 | P a g e OFFICIAL Performance on a Page - 1st April 2023 to 30 September 2023 Recorded Crimes % point Change Detection Rate % % point Change CYTD LYTD 5 Yr Av. From LYTD From 5 Yr Av. CYTD LYTD 5 Yr Av. From LYTD From 5 Yr Av. ASB and Disorder Overall group 4 468 416 440 12.5% 6.4% 34.2% 31.5% 42.2% 2.7% -8% ASB Incidents 3232 3335 4192 -3.1% -22.9% Violence Robbery 21 28 17 -25% 18% 90.5% 67.9% 75.3% 22.6% 15.2% Serious Assault 55 33 39 66.7% 41% 83.6% 78.8% 86.2% 4.8% -2.5% Common Assault (excluding Emergency Workers) 563 588 494 -4.3% 13.9% 70.7% 69.3% 73.2% 1.4% -2.5% Public Protection Overall Group 2 176 206 182 -14.6% -3.7% 65.9% 62.6% 56.9% 3.3% 9% Rape 25 31 37 -19.4% -33.2% 48% 83.9% 59.9% -35.9% -11.9% Domestic Abuse 30 24 N/A 25% N/A 76.7% 50% N/A 26.7% N/A Road Safety Speeding offences 672 529 1085 27% -38.1% 99% 100% 100% -0.6% -0.6% Drink / Drug Driving 89 65 101 36.9% -12.1% 98.9% 95.4% 92.9% 3.5% 6% Acquisitive Crime HBs 106 107 114 -1% -7% 26.4% 32.7% 30.2% -6.3% -3.8% Dwelling HBs 43 44 39 -2.3% 10.3% 23.3% 20.5% 24.6% 2.8% -1.4% Motor Vehicle Crime 117 109 117 7.3% -0.7% 35.9% 51.4% 34.3% -15.5% 1.6% Fraud 212 204 116 3.9% 82.4% 8% 13.7% 21.7% -5.7% -13.7% Shoplifting 425 260 286 63.5% 48.3% 53.2% 51.2% 68.7% 2% -15.6% Page 32 of 232
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OFFICIAL 8 | P a g e OFFICIAL Overall Group 2’ All Sexual Crimes including Rape & Attempts, Indecent & Sexual Assaults, Prostitution Offences and ‘Other’ Group 2 Crimes. Overall Group 4’ All Fireraising, Vandalism, Reckless Conduct and ‘Other’ Group 4 Crimes. Page 33 of 232
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OFFICIAL 9 | P a g e OFFICIAL Local Priority/Activity – Address violence through preventative and enforcement measures 1 Murder was recorded during the reporting period. This incident occurred on 8th April 2023 when a 20 year old male from Perth was assaulted at an address in the city. The investigation was led by officers from Perth and Kinross CID and a 19 year old male was arrested and remains remanded in custody awaiting trial. 21 robberies were recorded during the reporting period. This is a welcome reduction of 25% or 7 fewer crimes than the same period last year. Where robberies are reported to police we have a robust investigative response with the majority of investigations being led by our locality CID under the supervision of an experienced Senior Investigating Officer. This is reflected in our detection rate of 90.5%, which is a 22.6% increase when compared with the same period last year. There has been a significant increase in the number of serious assaults recorded during the reporting period with 22 additional crimes recorded when compared with the same period last year. Analysis shows the majority of these offences occur within Perth City with a number occurring within HMP Perth (10 crimes). Drug and alcohol use feature in almost a third of all incidents. We have a similarly robust investigative process for serious assaults and all such crimes are subject of a review by our locality CID. This is again reflected in our detection rate of 83.6% which is a 4.8% increase when compared with the same period last year. In an attempt to prevent crimes of this nature occurring Police Scotland target known violent offenders. This involves executing apprehension warrants timeously relating to violent offenders and proactively conducting bail curfew checks where appropriate. As outlined above, analysis shows that violence is often associated with the consumption of alcohol and we continue to provide a policing presence in and around licensed premises. In Perth City we continue to conduct joint patrols of “hot spots” and licensed premises with partners including Community Safety Wardens and Street Pastors as part of Operations STUNG and CENTRE SAFE. Page 34 of 232
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OFFICIAL 10 | P a g e OFFICIAL To coordinate this activity we hold weekly meetings with colleagues in Community Safety to review incidents and inform patrol activity and now also regularly conduct street briefings to increase visibility. In relation to violence within the Prison Estate, we have a dedicated Prison Liaison Officer (PLO) and close working relationships with HMP Perth. Our PLO and locality CID have carried out a number of successful operations to interdict drugs and other items of contraband being introduced to the Prison estate in an attempt to prevent the violence and disorder that such items can cause. Local Priority/Activity – Deal with disorder and antisocial behaviour Overall, incidents of Anti-Social Behaviour reduced by 3% when compared to LYTD and are 23% lower than the 5 year average. 421 crimes of vandalism were recorded during the reporting period, an increase of 10% from LYTD (38 additional crimes). 14 crimes of fire raising were recorded during the reporting period, an increase of 27% when compared to LYTD (3 additional crimes). As outlined in our previous presentation to the Committee, Perth and Kinross officers work closely with local authorities, Housing, ASB Teams, Trading Standards and Scottish Fire and Rescue Service to combat disorder and anti-social behaviour. Daily reviews of all relevant ASB calls are shared in line with the Data Protection Act. PIP officers hold monthly meetings with partners to discuss all addresses linked to ASB. Officers conduct joint visits with partners to ensure all services are working together and exploiting all available options and legislation. There are currently 44 ‘Target Addresses’ in Perth and Kinross, 1 ASBO in place with a further 1 pending and 9 Acceptable Behaviour Agreements. Page 35 of 232
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OFFICIAL 11 | P a g e OFFICIAL Any relevant, non-violent ASB incidents identified in public places, are brought to the attention of our local Community Safety Wardens whereby their assistance is requested to carry out passing attention/foot patrols within an area, providing reassurance to members of the public. Between 1st April 2023 and 30th September 2023, the divisional licensing team have processed 1633 licence applications for the Perth and Kinross area. This included applications for occasional licenses to allow premises to have additional outdoor areas, renewals for taxi operators and drivers, renewals and grants of House In Multiple Occupancy and applications for grants of Short Terms lets in the lead up to the legislation commencement date of 1st October 2023. 93 recorded ASB incidents were at or in the immediate vicinity of licensed premises. There has been no single premises identified as problematic. There were 360 inspections carried out throughout Perth and Kinross. The licensing team have been promoting the ‘by-stander’ and `It I’ll Cost You’ training and campaign, and were assisted by Police Scotland Youth Volunteers in carrying out public engagement within our communities and Premise Licence Holders. The Licensing Team are continuing efforts to deliver training to licenced premises in respect of keeping people safe in particular during the night time economy. The No Knives Better Lives and Fearless (Crimestoppers for young people) products were shared with all secondary schools in Perth and Kinross to support the prevention of violence and anti-social behaviour. Page 36 of 232
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OFFICIAL 12 | P a g e OFFICIAL Local Priority/Activity – Tackle acquisitive crime and support victims There were 43 Housebreaking to Dwelling crimes recorded during the reporting period, which is a marginal reduction of 1 crime from the same period last year. 23.3% of the crimes have been detected to date which is an improvement of 2.8% when compared to the same period last year. A number of the crimes recorded remain under active investigation and it is anticipated this figure will increase as these investigations are brought to a conclusion. 117 motor vehicle crimes were recorded during the reporting period. This includes theft and attempted theft of vehicles, thefts from vehicles as well as break-ins and attempted break-ins. Detection rates for vehicle crime are 15% lower than during the same period last year. Analysis of crimes recorded during the reporting period indicates that many of these crimes have been committed by offenders who have travelled into Perth and Kinross from other areas of the country which is a change from the position last year when a small number of local offenders were quickly identified and actively managed in the community while they awaited trial. Offences involving perpetrators from out with the local area can prove more challenging to investigate, however as with theft by housebreaking a number of these crimes remain under active investigation and it is hoped that the detection rate will improve as these investigations are brought to a conclusion. An Acquisitive crime team is now responsible for investigating crimes series under line management of CID. This provides enhanced investigative ability and resources to address motor vehicle crime. This has been pivotal in targeting a group of habitual criminals operating throughout the east of Scotland who repeatedly steal vehicles for use in housebreakings during which true keys and further vehicles are stolen. The Acquisitive team meet every morning with colleagues from neighbouring Divisions. This results in links to cross border crime series being identified quicker maximising intelligence / evidential opportunities in relation to stolen vehicles/property providing a joined up investigative approach. Police Scotland also targets those involved in acquisitive crime by executing apprehension warrants timeously and proactively conducting bail curfew checks where appropriate. We will also develop intelligence to crave and execute search warrants to recover stolen property. Page 37 of 232
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OFFICIAL 13 | P a g e OFFICIAL Reported crimes of fraud continue to rise both locally and nationally, however the rate of increase in Perth and Kinross is lower than that seen elsewhere in the Division and is also lower than the national average. Crimes of Theft by Shoplifting also continue to show a rise both locally and nationally with Perth and Kinross recording a 3.9% increase when compared with the same period last year. While this year on year rise may appear marginal we are conscious of the impact crimes of these type have on the local economy and the wider impact caused by associated anti-social behaviour. The majority of incidents of theft by shoplifting occur in Perth City Centre and we have increased our policing presence in the area with the reintroduction of named community police officers who have been conducting both high visibility and plain clothes patrols and are working with local partners and stakeholders via the Perth Business Safety Partnership to deter and disrupt offenders. Notable activities during the reporting period include: 17 year old male from Edinburgh arrested and charged with three incidents of Housebreaking and theft of 2 vehicles from the Perth and Longforgan areas. 2 males, aged 23 and 17 from the Fife area arrested and charged with a theft by housebreaking to commercial premises in Perth and the theft of a vehicle from the Kinross area. 18 year old male from Edinburgh arrested and charged with theft by housebreaking and theft of vehicles in Perth 31 year old male from Aberdeen arrested and charged with theft of a vehicle in Perth 2 males, aged 18 and 20 arrested and charged with a theft by housebreaking and theft of 3 vehicles from the Coupar Angus area. Crime Prevention inputs delivered to P&K minority groups including Centre for Inclusive Living, and dementia café. LPA/PIP have been working together with partners and local businesses to address offending within retail premises including theft and ASB. Police collaborated with local authority partners during UCI Gran Fondo period and participated in cycle safety and crime prevention events. Page 38 of 232
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OFFICIAL 14 | P a g e OFFICIAL Local Priority/Activity – Make our roads safer Perth and Kinross suffered 2 fatalities in Q1 and the same in Q2. There was an 8% decrease in the number of persons seriously injured in Q1 and a 29% decrease in Q2. High visibility road safety enforcement continues to be routine business for the Road Policing Unit with a continued focus on the Fatal 5, which has the greatest impact on casualty reduction and addresses community concerns. The New Drivers Scheme was delivered to pupils at Kinross High School. The input is delivered by Road Policing Officers in partnership with the Scottish Fire and Rescue Service and targets hose aged 17-25 years of age who are statistically more likely to be involved in a collision. The aim, to raise awareness of road safety and influence road user behaviour. Notable activities during the reporting period include: Joint presentation delivered to Housing and Wellbeing Committee by police and SFRS Motorcycle day of action A85, targeting motorcycles in relation to road safety. Partnership working with the DVSA on the A90 targeting overweight vehicles and carrying out mechanical examinations. Joint patrols with community policing targeting anti-social driving Marshall Place, Perth Intelligence led policing targeting drink and drug drivers across Perth and Kinross. Driver engagement on the A9 provided partnership working and meaningful engagement with foreign and older drivers at House of Bruar. Speed checks conducted across Perth and Kinross by our local Community Policing Teams and Divisional Roads Policing Unit. Enforcement activity at School exclusion zones in response to concerns raised by members of local communities. Page 39 of 232
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OFFICIAL 15 | P a g e OFFICIAL Local Priority Activity – Public Protection 25 rapes were recorded during the reporting period, which is a 19% reduction when compared to the same period last year. In all cases the victim and perpetrator were known to each other prior to the offence taking place. We continue to see a significant number of reports which are categorised as “non-recent” in nature, i.e. the offence was committed more than 12 months prior to the victim reporting to police. Analysis shows that 44% of rapes recorded during the reporting period fall into this category. Our detection rate for rape is significantly lower than LYTD, however this is due in part to the complex nature of some of the investigations and it is anticipated that our performance in this area will improve as these investigations are brought to a conclusion. As outlined during our joint presentation to the committee last month, Violence Against Women & Girls remains a priority for Police Scotland and our strategy to tackle this issue has now been published. Police Scotland engaged extensively with survivors, stakeholders, partners and the public to develop this strategy which sets out a vision for Scotland where women and girls live free from all forms of violence, abuse, exploitation, and harassment. Police Scotland’s approach to tackling domestic abuse is recognised as an exemplar world-wide, as is the perpetrator focused approach to prevention epitomised in the ground-breaking That Guy campaign which ran for the second year in November 2022 which urged men to be part of the solution, by promoting that having a quiet word with a friend at the right time could stop sexual offending before it starts. The campaign will run again in 2023, and although progress is being made, there continues to be more work to do to support culture change and the rights of women and girls to feel safe. Page 40 of 232
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OFFICIAL 16 | P a g e OFFICIAL Police Scotland’s strategy sets out 4 Strategic Outcomes to deliver change, these are; 1. To supporting women and girls 2. To prevent harm and secure justice 3. To create safe spaces 4. To uphold trust and confidence The following paragraphs will lay out our local approach to delivering on our national strategic intent. Domestic Abuse Investigations A critical component of the local delivery of our national strategic objectives relates to the quality and speed of our investigations. Police Scotland see each report as a crucial opportunity to safeguard women and girls who have been subject to violence. This involves ensuring that each investigation is victim-centred, sympathetic to the needs of the individual’s circumstances, holistic in the sense of exploring the full range of offences which may have been committed and cognisant of the impact those offences may have had on other family members. We understand the courage it takes to report domestic abuse offences and seek to ensure we are accessible, responsive and robust. Police Scotland maximise all investigative opportunities including the in depth analysis of offender behaviour, understanding that perpetrators have often been abusive within the context of a range of previous and current relationships. Domestic Abuse investigations are subject to daily review by the Local Area Commander, ensuring that investigations are progressed quickly, enforcement opportunities are maximised, offenders arrested quickly and all opportunities to prevent further offending are explored. This involves the use of both criminal and civil legislation, such as prohibitive bail conditions and non-harassment orders. Page 41 of 232
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OFFICIAL 17 | P a g e OFFICIAL Every high risk victim and offender receive additional pro-active contacts to ensure safeguarding remains robust, women and their families are safe and to ensure perpetrators are adhering to the conditions of court orders. Multi-Agency Tasking and Coordination (MATAC) Multi-Agency Tasking and Coordination (MATAC) meetings were introduced nationally by Police Scotland in 2013, in accordance with Priority 4 of the Scottish Government Equally Safe strategy, which seeks to ensure perpetrators ‘receive a robust and effective response’. The aim of MATAC is to effectively tackle offending by perpetrators who present the greatest risk of harm, in order to achieve positive outcomes for victims and their families through coordinated partnership work to identify and investigate domestic abuse perpetrators using relevant and legitimate police tactics. MATAC meetings take place in Tayside Division held every four weeks. During the reporting period 5 males from the Perth and Kinross Area were subject of active investigation as part of the MATAC process. Notable outcomes during the reporting period include: A 35 year old male from Perth was sentenced to 32 months imprisonment and was made subject of 15 year Non Harassment Order. The male offended against 2 partners and his offences included contraventions of the Domestic Abuse (Scotland) Act, assault and abduction. A 36 year old male from Perth was sentenced to 6 years imprisonment and made subject of a Lifelong Restriction Order. The male offended against 4 partners between over a three year period and offences included assault, abduction and sexual offences. A 52 year old male from Kinross was sentenced to 12 years imprisonment for offences against 2 partners which occurred between 2008 and 2020. Offences included numerous assaults, sexual offences and contraventions of the Misuse of Drugs Act. Page 42 of 232
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OFFICIAL 18 | P a g e OFFICIAL Multi-Agency Risk Assessment Conference (MARAC) MARAC is a local meeting where representatives from statutory and non-statutory agencies meet to discuss individuals at high risk of serious harm or homicide as a result of domestic abuse. The meeting provides a safe environment for agencies to share relevant and proportionate information about current risk and develop a coordinated action plan. The primary focus of the MARAC is to safeguard the adult victim. However, the MARAC will also make links with other agencies to safeguard children and manage the behaviour of the perpetrator. Ensuring that the victim is supported throughout, and their needs represented at the MARAC is crucial to managing risk, improving and maintaining safety, and reducing repeat victimisation. MARAC meetings are held twice a month in Perth and Kinross in support of those who are most vulnerable to abuse and violence. Disclosure Scheme for Domestic Abuse Scotland (DSDAS) The aim of DSDAS is to provide a way of sharing information about a partner’s abusive past, with a potential victim. It gives people at risk of Domestic Abuse the information they need to allow them to make an informed decision whether to continue the relationship. The Disclosure Scheme for Domestic Abuse Scotland has two main triggers for disclosure, the Right to Ask and the Power to Tell. Right to Ask - is open to anyone who has concerns about a new partner’s abusive past or has concerns about another person’s new partner. An example of this would be a parent concerned about their child’s new partner. Power to Tell - enables Police to make a public interest disclosure when we receive information or intelligence about a relationship/developing relationship which may otherwise leave a person at avoidable risk of harm from a violent partner. Anyone can make a DSDAS application via the Police Scotland internet page. Page 43 of 232
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OFFICIAL 19 | P a g e OFFICIAL Education of Young People Within Education in Perth & Kinross, our Preventions Interventions and Preventions (PIP) are actively involved with a number of national and local programmes addressing violence and crime prevention. This includes the prevention of domestic abuse and gender based violence and supporting survivors of abuse. Of note this has included collaborative work with RASAC around Mentors in Violence Prevention and the development of a future positive masculinity young men’s group within Perth & Kinross. A PIP officer forms part of the Mentors in Violence (MVP) Program Perth & Kinross steering group as well as being a national staff training instructor for schools and partners and a young person trainer. MVP is a national program operated by Education Scotland which creates mentors from S5 and S6 pupils from the secondary schools around domestic abuse, gender based violence and bystander. In turn, they facilitate classes to S1 and S2 pupils, effectively being positive role models within the schools. The Perth & Kinross MVP steering group, attended by Perth & Kinross Council, Education and Police Scotland, met during this quarter and planned staff training sessions took place involving staff and partner agencies from Breadalbane Academy, Kinross HS, The Community School of Auchterarder, CLD and RASAC. Pupil training sessions also took place at Perth Academy, St Johns Academy, and Crieff HS. Imagine a man was developed by Youthlink nationally to encourage young men to think about positive masculinity to reduce the instances of men’s violence, gender based violence and violence against women. The product looked at mental health, alcohol and drugs and negative stereotypes. This resource has been shared with all secondary schools in Perth and Kinross. Page 44 of 232
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OFFICIAL 20 | P a g e OFFICIAL Local Priority/Activity – Enable and support effective engagement and communication with the public Ease of contact is a key area of focus in our Public Contact and Engagement Strategy. The introduction of accessible new contact channels and enhancement of how Police Scotland communicates and engages, will help to improve public experience and confidence in reporting crime and other incidents, enabled by digital services. For example, key programmes are continuing to ensure people are able to contact police in ways which are most accessible for individuals. Responses to our Your Police and User Experience surveys are reviewed regularly by our Executive and service leads and have helped us act quickly in relation to emerging issues and community concerns. Your Police is open all year and is available for anyone to complete at any time to provide feedback to their local police service. It is fully accessible on our online Engagement Hub which meets legislative standards for accessibility and is compatible with browser translation. It is available in British Sign Language and alternative languages and formats on request. We have gathered around 100,000 responses to this survey since its launch in 2019. Responses help shape policing in local areas. The User Experience Survey is sent to a sample of around 14,000 people each month who have contacted the police. An invitation to participate in the survey is sent via text message. The sample is made up of a representative number of people who have contacted the police to report crime (calls, online reporting, email, face to face) from all areas in Scotland over the previous month. Around 1,800 people respond each month to share their feedback on the quality of the service they received. Key activities have included: Work is underway to fully develop regular data insights for local policing divisions from the survey data to highlight areas of lower engagement and locations where people have said they feel less safe. Keeping local community partners engaged and involved on a regular basis, using the data to design an appropriate policing response for local needs and providing a multi-agency response to cross sector themes. Shaping our communications and advice nationally and in local areas in response to concerns and feedback from the public – helping people stay safe. We are currently developing a suite of new resources to respond to feedback from our seldom-heard communities research programme to ensure information is available, relevant and accessible Page 45 of 232
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OFFICIAL 21 | P a g e OFFICIAL for all communities. We are taking forward conversations with local partners and communities in Dundee, Glasgow and Aberdeenshire to co-design these resources together. Providing information and advice on issues we know are concerning people right now, like hate crime through our new #DontFeedHate campaign. We have also recently launched a feedback form for people who have experienced domestic abuse, rape or other sexual crime to provide feedback on their experience and interactions with the Service. This is the first of its kind for Police Scotland and is the result of a collaborative approach between Public Protection and Strategy, Insight and Engagement. The feedback form will ensure we are continuing to monitor the service we provide to victim-survivors, improvidng our ability to understand our progress towards achieving the outcomes we have set out in our Violence against Women and Girls Strategy. During the reporting period local officers have been promoting the following through social media: Promotion of National Carers Week National Seatbelt Campaign Pride Month Crime Prevention Patrols in Perth City Centre Enforcement of School Exclusion Zones across Perth and Kinross Speed check activity in LPAs with local officers Motorcycle safety Trusted Trader Fearless Safer Summer with PSYV Page 46 of 232
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OFFICIAL 22 | P a g e OFFICIAL National Priority – Use innovative approaches to accelerate capacity and capability for effective service delivery Your Leadership Matters Core Programme (YLM) is a virtual first programme designed to enhance leadership behaviours, through a blend of summits on MS Teams virtual platform, combined with guest speakers and elements of digital learning, to equip our leaders with the support, capability and skills needed to lead, in a manner that is aligned to our Competency and Values Framework, and to the three leadership behaviours that have been defined as part of the programme. 1. Lead and Learn Inclusively 2. Have the Courage to do the Right Thing 3. Collaborate for Growth Page 47 of 232
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OFFICIAL 23 | P a g e OFFICIAL Police Scotland has evolved as an organisation both internally and in response to the current external challenges that we face in policing the communities of Scotland. Our ambition for our people, and their professional experience have also grown, as a reflection of how society has changed over almost a decade. Leading and learning inclusively is the consistent thread that runs through everything that we do. We are building inclusive teams with diverse perspectives to proactively strengthen decisions and solutions. It is vital that we equip our leaders with the support, capability and skills they need to be able to lead, in a manner that is aligned to Police Scotland’s Competency and Values Framework, and to the three leadership behaviours that have been defined the Your Leadership Matters program (YLM). Page 48 of 232
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OFFICIAL 24 | P a g e OFFICIAL National Priority – Prioritise wellbeing and keep our people safe, well equipped and protected Officer Safety Training Following extensive review, Operational Safety and First Aid Recertification Training have been fully reviewed and updated. The course was developed as part of the Your Safety Matters initiative and follows the Chief Constable’s Assault Pledge to give officers and staff the tools and training needed to stay safe. Officer Safety Training has been extended to a two day annual course designed for all officers from the rank of Constable to Chief Inspector and certain members of police staff. It is delivered at venues across the country by staff from the newly created National OST Unit. The new two day course includes refresher training of Operational Safety theory and techniques including: Practical first aid inputs introducing the use of Automatic External Defibrillators (AEDs); Compression bandages; Inputs on situational awareness and de-escalation alongside the introduction of new operational safety techniques. Mobile Working Police Scotland commenced a program of introducing new mobile devices in 2019, designed to provide officers with access to a range of Police databases and additional communication functionality, limiting officer’s time behind desks and maximising visibility within local communities. This technological advance ensures officers have instant access to detailed information, including warning markers to help keep them safe, through smart devices which incorporate radio communication, mobile telephony and online access. Recently, some 12,400 new devices with enhanced functionality have been rolled out across the country, with a focus on prioritising those engaged in front line policing. Page 49 of 232
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OFFICIAL 25 | P a g e OFFICIAL Senior Leadership Engagement During August and September 2023, Tayside’s Senior Leadership Team hosted 14 staff engagement sessions with staff across the division. This was an opportunity to bring officers and staff together to hear about key activities ongoing both divisionally and nationally and to enable staff to pose questions and engage directly with members of the leadership team. The events were well attended with a significant commitment and enthusiasm evident from all staff. The learning and ideas generated from these sessions are being developed into an Action Plan to drive forward in a way which best supports the public and our people. These sessions will be repeated at 6-monthly intervals. Page 50 of 232
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PERTH AND KINROSS COUNCIL Housing & Social Wellbeing Committee 29 November 2023 STRATEGIC HOUSING INVESTMENT PLAN 2024/25 – 2028/29 . Report by Strategic Lead, Economy, Development and Planning (Report No. 23/336) 1. PURPOSE 1.1 To seek approval of the Strategic Housing Investment Plan (SHIP) 2024/25 – 2028/29. (Appendix 1). 2. RECOMMENDATIONS 2.1 It is recommended that Committee: (i) approves the content of the Strategic Housing Investment Plan 2024/25 – 2028/29. (ii) approves the ongoing development of the SHIP and gives delegated authority to the Strategic Affordable Housing Board to ensure that where projects fall out of the plan, alternative projects, prioritised in the same way are substituted for them. (iii) notes that the SHIP has been submitted in draft to the Scottish Government as detailed in paragraph 5. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background/Main Issues • Section 5: Proposals • Section 6: Conclusion • Appendices 4. BACKGROUND / MAIN ISSUES 4.1 The context for the SHIP is: • National o Housing to 2040 which sets out the Scottish Government’s vision and strategy for housing. 5 Page 51 of 232
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• Local o The approved Local Outcomes Improvement Plan and Corporate Plan, which set priorities for the Council and its partners and identify the importance of delivering new affordable homes to meeting those priorities. o The Council’s new Local Housing Strategy (LHS), which was recently approved at the Housing & Social Wellbeing Committee on 15 March 2023. 4.2 The SHIP sets out the strategic investment priorities for affordable housing over a five-year period to achieve the strategic vision set out within the Local Housing Strategy (LHS) to ‘provide more homes at the heart of great places’. 4.3 The SHIP sits alongside the LHS as one of its core delivery mechanisms. It has been developed through engagement with community members, relevant Council services, the Health and Social Care Partnership, developers and five main housing associations in the Perth & Kinross area: • Hillcrest Housing Association • Kingdom Housing Association • Places for People • Caledonia Housing Association • Ark Housing Association 4.4 The Council prepares the SHIP annually in its role as Strategic Housing Authority. It ensures that the Council, and its partners, deliver housing that meets the needs of the community, reflecting and aligning with outcomes and housing policies as set out in our LHS. 4.5 The SHIP informs the Scottish Government of our planned affordable housing programme for the preparation of a Strategic Local Programme Agreement. 4.6 The Council and its RSL partners remain ambitious in our plans to increase the supply of affordable housing across all Housing Market Areas (HMAs) (Appendix 2) of Perth and Kinross. These plans are linked to housing need, including those with particular support needs, in each HMA. 4.7 In March 2021, the Scottish Government published Scotland's first ever long- term national housing strategy. The Housing to 2040 strategy sets out the Scottish Government’s vision that ‘everyone to have a safe, energy efficient home that is affordable and meets their needs in the place where they want to be’. The strategy is based on the principles of social justice, equality and human rights and includes a target to deliver 100,000 affordable homes in 10 years to 2031-32, with 70,000 of these for social rent. This will be delivered through a range of measures including: • the Housing and Planning Delivery Framework which reinforces the links between planning and housing requirements to support the provision of the right homes in the right places to create and sustain thriving communities. Page 52 of 232
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• the Local Housing Strategies which underpins the strong alignment between housing and planning to support new and existing neighbourhoods based on place-making principles to promote housing’s role in the building of successful and sustainable places. • the Affordable Housing Supply Programme. • innovative funding models. • making best use of existing homes and bringing empty homes back into use. • Gypsy/Traveller Sites. 4.8 For the SHIP period 2023/24 to 2027/28, the Council has estimated that the Resource Planning Assumption (RPA) funding, as detailed in Table 1, amounting to £83.995m, will be available from the Scottish Government to assist in the delivery of new affordable homes within all HMAs of Perth and Kinross. Table 1 – estimated breakdown of RPA Funding Financial Year 2023/24 2024/25 2025/26 2026/27* 2027/28* TOTAL RPA (£Millions) £16.587 £16.645 £16.921 £16.921 £16.921 £83.995 *Note RPA funding is only known until 2025/26. Scottish Government Guidance is to use 25/26 amount for future years until announced. 4.9 The Council aims to increase the scale and pace of delivery of affordable housing over the next five years, by continuing the partnership approach to maintain, and exceed, the delivery of affordable housing, as seen throughout the previous 5-year period. Both the Council and its RSL partners new build plans include both mainstream housing and housing suitable for particular support needs. It is acknowledged that the latter are more expensive to deliver, as they often provide bespoke accommodation to meet the needs of the individual or family. 4.10 Affordable housing within the SHIP includes new build projects, refurbishment, and renovation projects, off the shelf acquisitions and buybacks which is delivered in following tenure types to meet local needs: • Social Rent • Mid Market Rent • Shared Equity • Self Build Plots The Scottish Government will use this information to draft a Strategic Local Programme (SLP) Agreement which, once agreed, will form the basis of the Council and our Partner Programme Agreements. Page 53 of 232
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4.11 All projects identified as priorities for funding over the 5-year period are identified within Appendix 1. They have been input via the Scottish Government’s Housing and Regeneration Programme (HARP) system. 4.12 Since 2016/17, the Council and its partners have delivered 1919 affordable homes in all Housing Market Areas of Perth and Kinross, averaging 274 affordable homes per year against our LHS target of 210. This was an increase from the previous LHS target of 150. During the 2022/23 financial year, the Council and its partners delivered 167 new build affordable homes and 36 buy backs. In total, 203 new homes were completed which was a significant achievement for the Council and our partners, given local and global factors affecting build costs and construction capacity. 4.13 Although the Council and its partners are making progress on projects, it remains a challenging operating environment, as a result of factors such as high cost, labour issues, time implications as well as land availability and site suitability. 4.14 The global supply chain for sourcing materials has continued to be significantly affected, which has resulted in a shortage of raw materials and increased market demand. Overall, the Council and its partners are faced with rising costs driven by increasing material costs, pressure within the labour market and increased demand within the construction sector. As a result of these factors, tender prices have increased over the past 12 months on average between 16% to 20%. It is anticipated that this trend of tender price increases will extend into 2024. The Scottish Government More Homes Division are fully aware of the current issues. To help mitigate the increased costs, they have advised that additional grant monies can be considered on a project by project basis for abnormal costs to address site specific constraints. 5. PROPOSALS 5.1 The SHIP 2024/25 – 2028/29 seeks to build on the success of the previous SHIP period. It continues with investment for affordable housing, which is focused on the long-term regulatory changes around building safety, Housing to 2040, Energy Efficiency Standard for Scottish Housing (EESSH) 2 and net zero and decarbonisation efforts. 5.2 Despite the local and global challenge, the Council will continue to develop affordable housing across brownfield sites within Perth and Kinross. Brownfield sites are ‘land which has previously been developed on, which is or was occupied by a permanent structure.’ The Council and its partners recognise the challenges when developing on brownfield sites, which often result in costs that are potentially higher to develop in comparison to greenfield sites. The new LHS Action Plan seeks to maximise the potential to generate more homes through brownfield sites. A register of potential brownfield sites that would be suitable as housing subject to change of use will be established, with a PKC target of delivery of 50% affordable homes through brownfield regeneration and change of use for vacant properties by 2027. Page 54 of 232
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5.3 The SHIP estimates that almost 1688 affordable homes could be delivered during the period 2024/25 – 2028/29 by the Council and its partners, utilising the Scottish Government subsidy of circa £83.995m. The Scottish Government confirmed the Council’s Five-year Resource Planning Assumption (RPA) for the period 2021/22 to 2025/26 during July 2021. The 2026/27 and 2027/28 Financial Year RPA have mirrored the allocations of the 2025/26 Financial Year until future RPA is announced – See Table 1 in section 4.8 above. 5.4 To promote the delivery of the 2024/25 – 2028/29 SHIP, the Council continues its partnership approach with the Scottish Government, RSLs and the private sector to explore all possible affordable housing options that will help maximise the delivery programme. The successful development and implementation of the SHIP relies on close collaboration between the Council, Scottish Government and individual RSLs. These relationships remain strong in Perth & Kinross, with all stakeholders committed to working together to deliver the projects within the SHIP and to overcoming any challenges or constraints. We continue to maintain the increased levels of routine communication with regular meetings in the form of the Strategic Housing Providers Forum. This includes senior representatives of the five main housing associations currently operating new build programmes in Perth & Kinross. 5.5 Through the Council’s successful partnership, Table 2 demonstrates a significant number of affordable homes that are currently on site or due to start on site during the 2024/25 Financial Year. This achievement is the result of the strong SHIP partnership arrangement outlined above. Table 2: Affordable Housing Developments currently on site or due to start during 2024/25 Financial Year Development Name HMA Tenure Amount of Affordable Homes Buybacks Various Social Rent 30 Grewar Farm, Coupar Angus Strathmore Social Rent 42 Former Balhousie School, Perth Perth Social Rent/Mid Market Rent 40 Former Beechgrove Residential Home, Perth Perth Social Rent 40 East of St Cedd’s Road, Ballinluig Highland Social Rent 16 H31 Stanley Perth Social Rent 18 Page 55 of 232
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Moyness, Blairgowrie Strathmore & Glens Mix 36 Forfar Road, Meigle Strathearn Mix 36 Broich Road Phase 3, Crieff Strathearn Mix 18 Hatton Road, Rattray Strathmore & Glens Mix 42 Duntaylor Avenue, Aberfeldy Highland Mix 45 Oudenarde Site Perth Mix 41 Westpark Phase 1, Blairgowrie Strathmore & Glens Mix 73 Scone North Perth Mix 60 Bertha Park Phase 4B, Perth Perth Mix 18 Almond Valley Phase 1, Perth Perth Mix 85 Hawarden Terrace, Perth Perth Social Rent 18 Broich Road, Crieff Strathearn Mix 55 713 Notes: SR - Social Rent, MMR - Mid-Market Rent, Mix - combination of owner-occupier housing, shared ownership housing and social rental properties 5.6 Approval of the SHIP 2024/25 – 2028/29 will ensure that the Council continues to successfully deliver a range of affordable housing tenure options for those in housing need within Perth and Kinross that will positively contribute towards the following outcomes of the LHS by: • providing more homes at the heart of great places • providing a range of housing options that people can easily access, afford, and keep • delivering housing for people with varying needs • delivering quality homes with affordable warmth, zero emission and SMART technology. 5.7 The Council has submitted its SHIP to the Scottish Government via its HARP system on 27 October 2023. The document has been issued to the Scottish Government on the basis that it is subject to Committee approval and any changes required will be reported to the Scottish Government. Following Page 56 of 232
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approval, the SHIP will form the basis of the Strategic Local Programme Agreement with the Scottish Government. 5.8 The attached (PKC SHIP 24-29) document (Appendix 3) provides an overview of the SHIP 2024 – 2029 that will be included via the Perth and Kinross Council Website. 6. CONCLUSION 6.1 This report outlines the Perth and Kinross Strategic Housing Investment Plan 2024/25 – 2028/29 (Appendix 1). Author Name Designation Contact Details Kevin Divin Housing Strategy (01738) 475000 ComCommitteeReports@pkc.gov.uk Approved Name Designation Date Barbara Renton Executive Director (Communities) 21 November 2023 APPENDICES • Appendix 1 – Strategic Housing Investment Plan 2024/25 – 2028/29 • Appendix 2 – Housing Market Areas. • Appendix 3 – PKC SHIP 24-29 (website information) Page 57 of 232
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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 No Asset Management (land, property, IST) YES Assessments Equality Impact Assessment None Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance None Risk None Consultation Internal Yes External Yes Communication Communications Plan None The Impact & Value Assessment (IVA) has been designed to screen every Council project, strategy or proposal against statutory and non-statutory environmental, social and economic requirements. It has replaced the previous existing Integrated Appraisal Toolkit (IAT). SHIP Impact & Value Assessment Report 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This report supports the following priorities within the Perth and Kinross Community Plan 2022-27: 1. Reducing Poverty 2. Physical and Mental Wellbeing Corporate Plan 1.2 This report supports the objectives of the Corporate Plan 2022/23 to 2027/28: (i) Children and young people grow up safe, respected, well-educated, and confident in their ability to realise their full potential; Page 58 of 232
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(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; (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 Resource implications arising directly from this report emanate from the proposed local authority new build housing programme (as detailed in the SHIP appended). In addition to the Scottish Government Grant, the second home Council Tax fund and developer’s contributions for affordable housing will be used to support the delivery of the programme including prudential borrowing. Detailed resource assumptions on the use of these funds will be reported to respective Council Committees when final details are known. 2.2 The Team Leader, Finance and Governance was consulted on these proposals as part of the Capital Budget and HRA Capital Plan budget setting process. Workforce 1.3 There are no direct workforce implications regarding this report. Asset Management (land, property, IT) 1.4 Some of the sites identified via the SHIP 2024/25 – 2028/29 are in ownership of the Housing Revenue Account and the General Fund. Discussions are ongoing with various departments regarding potential valuations, transfers to the Housing Revenue Account for the delivery of affordable housing. 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 allow 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: Page 59 of 232
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(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. A Pre Screening Report has been provided to SEA Gateway. Having consulted the three consultation authorities and having considered the criteria set out in the Act, the Council considers that the Strategic Housing Investment Plan 2024/25 – 2028/29 is unlikely to have significant environmental effects. The relevant policy has been subject to assessment through the SEA of the Local Development Plan 2 (2019) so significant environmental effects as a result of the guidance that have not already been assessed elsewhere are unlikely. The Council has therefore determined that SEA is not required. SHIP SEA Screening 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. 4. Consultation Internal Page 60 of 232
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4.1 Heads of Service and senior managers from Housing, and Planning have been consulted on the content of this report. • Planning • Education • Health and Social Care Partnership • Housing • Estates • Economic Development • Occupational Health • Finance • Asset Management External 4.2 Consultation via various organisations progressed through external meetings from May 2023 – September 2023 with the following: - • Scottish Government • Scottish Water • Housing Developers • Registered Social Landlord Partners 2. BACKGROUND PAPERS 2.1 The following background papers were used to inform this report: • Scottish Government – Guidance on preparing Strategic Housing Investment Plans: Guidance Note MHDGN 2023/02 Supporting documents - Strategic Housing Investment Plan (SHIP) guidance note MHDGN 2023/02 - gov.scot (www.gov.scot) • Scottish Government - Affordable Housing Supply Programme: Process and Procedures MHDGN 2023/01 Funding applications and appraisal procedures - Affordable Housing Supply Programme (AHSP): process and procedures MHDGN 2023/01 - gov.scot (www.gov.scot) Page 61 of 232
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APPENDIX 1 - Strategic Housing Investment Plan (2024/25 – 2028/29) Affordable Housing Site Starts (2024/25 – 2028/29) PROVIDER 24/25 25/26 26/27 27/28 28/29 Total AH PKC 152 174 135 105 72 638 KHA 90 16 54 58 0 218 HH 128 102 0 0 0 230 CHA 34 46 16 0 0 96 PfP 236 31 0 0 0 267 Ark 18 0 41 0 0 59 TBD 55 0 0 0 125 180 Total Site Starts 713 369 246 163 197 1688 Affordable Housing Completions (2024/25 – 2028/29) PROVIDER 24/25 25/26 26/27 27/28 28/29 Total AH PKC 82 150 121 135 75 563 KHA 149 53 28 40 14 284 HH 101 87 40 36 0 264 CHA 17 41 42 8 0 108 PfP 124 105 44 0 0 273 Ark 18 0 10 20 21 69 TBD 25 35 0 0 40 100 Total Completions 516 471 285 239 150 1661 ARK – Ark Housing Association, Caledonia Housing Association, HH – Hillcrest Homes, KHA – Kingdom Housing Association, PKCHS – Perth & Kinross Council Housing Service, PfP – Places for People, TBD – To be Determined 5 Page 63 of 232
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Pre 2024/25 Site starts with Completions in 2024/25+ Project Address HMA Provider Total New Homes Site Start Pre 24/25 Completions 24/25 Completions 25/26 Completions 26/27 Hayfield Brae, Lynedoch Road, Methven Perth PKC 12 12 12 0 0 Bertha Park Phase 3, Perth Perth KHA 41 41 41 0 0 Lathro Farm, Kinross Kinross KHA 35 35 35 0 0 Broich Road Phase 4, Crieff Strathearn KHA 12 12 12 0 0 Milnathort, Kinross Kinross KHA 16 16 16 0 0 Abbeyfield, Crieff Strathearn HH 9 9 9 0 0 Wester Tomaknock, Crieff Strathearn HH 25 25 25 0 0 Bertha Park Phase 4A, Perth Perth PfP 16 16 16 0 0 166 166 166 0 0 Page 64 of 232
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2024/25 Site Starts with Completions 24/25+ Project Address HMA Provider Total New Homes Site Start 24/25 Completions 24/25 Completions 25/26 Completions 26/27 Buybacks Various PKC 30 30 30 0 0 Grewar Farm, Coupar Angus Strathmore PKC 42 42 0 42 0 Former Balhousie School, Perth Perth PKC 40 40 20 20 0 Former Beechgrove Residential Home, Perth Perth PKC 40 40 20 20 0 East of St Cedd’s Road, Ballinluig Highland CHA 16 16 8 8 0 H31 Stanley Perth CHA 18 18 9 9 0 Moyness, Blairgowrie Strathmore & Glens KHA 36 36 18 18 0 Forfar Road, Meigle Strathearn KHA 36 36 18 18 0 Broich Road Phase 3, Crieff Strathearn KHA 18 18 9 9 0 Page 65 of 232
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Hatton Road, Rattray Strathmore & Glens HH 42 42 21 21 0 Duntaylor Avenue, Aberfeldy Highland HH 45 45 25 20 0 Oudenarde Site Perth HH 41 41 21 20 0 Westpark Phase 1, Blairgowrie Strathmore & Glens PfP 73 73 30 30 13 Scone North Perth PfP 60 60 30 30 0 Bertha Park Phase 4B, Perth Perth PfP 18 18 18 0 0 Almond Valley Phase 1, Perth Perth PfP 85 85 30 30 25 Hawarden Terrace, Perth Perth Ark 18 18 18 0 0 Broich Road, Crieff Strathearn TBD 55 55 25 35 0 695 695 332 330 38 Page 66 of 232
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2025/26 Site Starts with Completions 2025/26+ Project Address HMA Provider Total New Homes Site Start 25/26 Completions 25/26 Completions 26/27 Completions 27/28 Buybacks Various PKC 30 30 30 0 0 Atholl Road/Elm Court, Pitlochry Highland PKC 18 18 8 10 0 Former Hillside Hospital, Perth Perth PKC/HH 70 70 20 25 25 Thimblerow, Perth Perth PKC/HH 60 60 10 25 25 Borlick Phase 1, Aberfeldy Highland PKC 35 35 10 15 10 Haugh Road, Blairgowrie Strathmore & Glens CHA 30 30 15 15 0 Former Co-op & Adjacent Site, Perth Perth CHA 16 16 8 8 0 H30 Stanley Perth KHA 16 16 8 8 0 Strathmore Terrace, Alyth Strathmore & Glens HH/PKC 51 51 10 20 21 Moncur Road, Inchture Perth HH 12 12 6 6 0 Westpark Phase 2A, Blairgowrie Strathmore & Glens PfP 31 31 15 16 0 369 369 140 148 81 Page 67 of 232
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2026/27 Site Starts with Completions 2026/27+ Project Address HMA Provider Total New Homes Site Start 26/27 Completions 26/27 Completions 27/28 Completions 28/29 Buybacks Various PKC 30 30 30 0 0 St Catherines Square, Perth Perth PKC 30 30 10 20 0 Borlick Phase 2, Aberfeldy Highland PKC 35 35 10 10 15 Rossie Place (Ph 1 & 2), Auchterarder Strathearn PKC 40 40 10 10 20 Former Co-op & Adjacent Site, Perth Perth CHA 16 16 8 8 0 Bertha Park Phase 4C, Perth Perth KHA 54 54 20 20 14 Westpark Phase 2B Strathmore & Glens Ark 41 41 10 20 21 246 246 98 88 70 Page 68 of 232
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2027/28 Site Starts with Completions 2027/28+ Project Address HMA Provider Total New Homes Site Start 27/28 Completions 27/28 Completions 28/29 Completions 29/30 Buybacks Various PKC 30 30 30 0 0 Rossie Place (Ph 3 & 4), Auchterarder Perth PKC 40 40 10 10 20 Perth West Perth PKC 35 35 10 10 15 Bertha Park, Perth (Ph5) Perth KHA 58 58 20 20 18 163 163 70 40 53 Page 69 of 232
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2028/29 Site Starts with Completions 2028/29+ Project Address HMA Developer Total Units Site Start 28/29 Completions 28/29 Completions 29/30 Completions 30/31 Buybacks Various PKC 30 30 30 0 0 Stanley H30 (Ph2) Perth PKC 22 22 0 22 0 Perth West Perth TBD 65 65 20 20 25 Bertha Park, Perth (Ph6) Perth TBD 60 60 20 20 20 Rossie Place (Ph 5), Auchterarder Perth PKC 20 20 10 10 0 197 197 80 72 45 Page 70 of 232
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Appendix 2 – Strategic Housing Investment Plan 2024/25 – 2028/29 Perth and Kinross Housing Market Areas (HMAs) HMA PKC Settlements Greater Perth Abernethy, Abernyte, Almond bank, Balbeggie, Bankfoot, Bridge of Earn, Dunning, Errol, Forgandenny, Glencarse, Glenfarg, Guildtown, Inchture, Invergowrie, Longforgan, Luncarty, Methven, Murthly, Perth, Scone, Stanley, St Madoes, Wolfhill Highland Aberfeldy, Ballinluis, Blair Atholl, Dunkeld, Fearnan, Kenmore, Kinloch Rannoch, Pitlochry Kinross Blairingone. Crook of Devon, Glendevon, Keltybridge, Kinnesswood, Kinross, Milnothort, Powmill, Scotlandwell Strathearn Aberuthven, Auchterarder, Blackford, Bract, Comrie, Crieff. Gilmerton, Gleneagles, Greenloaning, Muthill, St Fillans Strathmore Alyth, Ardler, Blairgowrie, Bridge of Cally, Burrelton, Caputh, Coupar Angus., Kettins, Kirkmichael, Meigle, Meikleour, New Alyth, Spittalfield, Eastern Perthshire, Woodside 5 Page 71 of 232
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Perth and Kinross Council Strategic Housing Investment Plan 2024/25 – 2028/29 ‘Everyone in Perth and Kinross has access to the right home, in the right place and at the right cost” October 2023 5 Page 73 of 232
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1. Introduction 1.1 Good quality homes in well-designed places make a significant contribution to Perth and Kinross Council’s (PKCs) wider aims of creating safe and sustainable communities where people aspire to live. 1.2 The Strategic Housing Investment Plan (SHIP) 2024/25 – 2028/29 outlines investment priorities for affordable housing which will support delivery of the outcomes that are set out through our Local Housing Strategy (LHS) with the following 4 new strategic priorities: Priority 1 – Providing more affordable homes to support liveable and sustainable communities; Priority 2 – Providing a range of housing options that people can easily access, afford and keep; Priority 3 – Delivering housing for people with varying needs; Priority 4 – Delivering quality homes with affordable warmth, zero emission and SMART technology. 1.3 Good quality affordable homes can have a positive impact on quality of life. With demand for housing in Perth and Kinross continuing, and the housing needs of our communities becoming increasingly complex, our commitment to providing a range of affordable housing options remains a key strategic priority. We remain committed to building more homes and overseeing a long-term programme of new affordable housing development to meet local needs and to support the Scottish Government’s Housing to 2040 strategy. 1.4 The SHIP 2024/25 – 2028/29 proposes to deliver 1490 affordable homes over the next 5-year period. This confirms our commitment to continue with the scale, pace of delivery, and exceed with our new LHS 2022 - 2027 target of 210 affordable homes per year. 1.5 The SHIP has been developed in partnership with Community members, Registered Social Landlords (RSLs), the Health and Social Care Partnership, the Planning Service, and the Housing Service. 1.6 The SHIP is designed to be a working tool which: improves longer-term strategic planning provides a practical plan detailing how investment in affordable housing will be directed provides an opportunity for the Council to set out key investment priorities for affordable housing and demonstrates how these will be delivered and the resources which will help deliver these priorities forms the basis for more detailed programme planning provides a focus for partnership working informs, and is informed by, the preparation of Registered Social Landlord (RSL) development funding plans Page 74 of 232
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informs the allocation of resources from a national to a local authority level. 1.7 Confirmation of our Resource Planning Assumption (RPA) was announced during July 2021 by the Scottish Government which covered the period 2021/22 – 2025/26. For the Financial Years 2026/27 – 2027/28, the 2025/26 RPA has been used in line with Scottish Government Guidance until further announcements are made. Table 1 Financial Year 2023/24 2024/25 2025/26 2026/27* 2027/28* TOTAL RPA (£Millions) £16.587 £16.645 £16.921 £16.921 £16.921 £83.995 *More Homes Division Guidance Note 2020/02 only covers a 3-year period. 1.8 The Council will continue to increase the scale and pace of delivery of affordable housing over the next five years through an estimated RPA of circa £83.995m as highlighted in Table 1. 1.9 All projects identified as priorities for funding and delivery over the 5-year period are identified in Appendix 1. All projects are recorded through the Scottish Government’s Housing and Regeneration Programme (HARP) system. 1.10 Projects included within the SHIP as affordable housing will be delivered through new build, buybacks, regeneration, renovation, and re-modelling. The Scottish Government will use this information to draft a Strategic Local Programme (SLP) Agreement. Once agreed, the SLP will form the basis of the Council’s and our partner RSL Programme Agreements. It should be noted that this SHIP is subject to developments coming forward timeously, including obtaining the necessary approvals and consents where appropriate. 1.11 There are significant challenges with the development of affordable housing projects. These challenges relate to: market volatility being experienced in the construction sector increasing energy prices high material prices labour and material shortages construction boom economic uncertainty inflation risk allocation 1.12 Some of the above factors have resulted in substantial tender prices increases and contractor claims, along with contractors unwilling to Page 75 of 232
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tender or hold prices for any length of time. These issues are resulting in a significant increase on tender costs where over the past 12 months are on average 16% to 20% and this trend of tender price increases will extend into 2024. The Scottish Government More Homes Division are fully aware of the current issues and to help mitigate the increased costs they have advised that additional grant monies can be considered on a project by project basis for abnormal costs to address site specific constraints. 1.13 This is particularly significant in relation to contributions from the private development industry to affordable housing through the Local Development Plan’s Affordable Housing Policy (Policy 20) where 25% of new housing developments must include affordable housing. A high proportion of current and future affordable housing provision is, or will be, as a consequence of this policy. As such, the pace of this provision will be dictated by the development industries build-out rate, intrinsically linked to the performance of the economy and local housing markets. 1.14 Due to unprecedented conditions within the construction market, there is extreme volatility both with the pricing and availability of materials & labour. 1.17 It should be noted that some sites which are included in the SHIP are identified for forward planning purposes only and their inclusion does not represent a contract or award of funding for projects. 2. The Strategic Context 2.1 The planning and delivery of affordable housing is focused on meeting local needs by supporting the ‘right homes in the right place’. The Council, as both the statutory housing and planning authority, is responsible for assessing housing requirements and for ensuring appropriate land in the right places to enable the delivery of housing. 2.2 The LHS sets out our strategic vision for housing, considering both national policy objectives and local priorities, based on housing need and demand evidence. As well as our strategic response to national outcomes and national housing priorities, the LHS sets out the approach to meeting other statutory housing responsibilities, including fuel poverty, house condition and homelessness. It also provides people with a vital opportunity to have their say and influence the future delivery of housing and housing related services in their communities. The SHIP seeks to deliver affordable housing within Perth & Kinross in the form of new build projects, refurbishment, and renovation projects, off the shelf acquisitions and buybacks in following tenure types to meet local needs: Social Rent Mid Market Rent Shared Equity Self Build Plots Page 76 of 232
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2.3 The new LHS 2022 – 2027, approved at the Housing and Social Wellbeing Committee on 15th March 2023, sets out how PKC and its partner RSLs will continue to deliver our vision that ‘Everyone in Perth and Kinross has access to the right home, in the right place and at the right cost.” 2.4 The LHS has been informed by the themes and aims set out in Housing to 2040 for Perth and Kinross to have a well-functioning housing system – where people can find and afford a home in the place they want to live, including in rural communities. This is supported by the principles of supplying high quality homes that are affordable to live in, within sustainable communities where people want to live, supported by a good mix of housing options. It means that places are well designed and connected, supporting people’s wellbeing, and that homes are connected to services, facilities, and transport links. 2.5 The new LHS incorporates the following to meet the aims set out in Housing to 2040: 1. providing more homes at the heart of great places 2. providing a range of housing options that people can easily access, afford and keep 3. delivering housing for people with varying needs 4. delivering quality homes with affordable warmth, zero emission and SMART technology. 2.6 This will be achieved through a set of outcomes which reflect local priorities, national policy objectives and provide a clear strategic direction for the SHIP 2024/25 – 2028/29. 2.7 Housing to 2040 is Scotland’s first ever long-term national housing strategy providing a vision for what housing should look like and how it will be provided. The strategy has four key themes: More homes at the heart of great places Affordability and choice Affordable warmth and zero emissions Improving the quality of all homes 2.8 PKC through the Housing to 2040 commitment will increase housing supply by assisting to deliver the Scottish Government’s ambition to deliver 110,000 affordable homes over the next ten years up to 2031/32 where at least 70% of these homes will be for social rent. 2.9 The Housing to 2040 strategy sets out a specific vision for ensuring: A well-functioning housing system High Quality, Sustainable Homes Sustainable Communities Homes that Meet People’s Needs Page 77 of 232
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2.10 We have reviewed our strategic priorities considering the ongoing impact of COVID and new/emerging challenges, particularly the cost-of-living crisis and its impact on our communities and the growing climate emergency. 2.11 Through the new Perth and Kinross Corporate Plan 2022 – 2027, we have set a vision where everyone can live life well, free from poverty and inequality. The Corporate Plan will guide PKC to help make decisions about where to prioritise activity and resources in the future. This is as the Council transforms as an organization, to deliver on our commitments, to listen to communities and work in partnership to tackle poverty, reduce inequalities, improve wellbeing, and support sustainable communities. 2.12 The Perth and Kinross Offer sets out how we, together with local communities, will deliver on our ambition to recognise that everyone in Perth and Kinross has something to offer. Our ambition is to make sure that we acknowledge this across the area, drawing on the strengths and assets of individuals and communities, working together so everyone in Perth and Kinross can live life well. 2.13 The Community Planning Partnership has revised its ambition for our area to be the best place in Scotland for everyone to live life well, free from poverty and inequality. We will do this through: Reducing Poverty Physical and Mental Wellbeing Digital Participation Learning and Development Employability 2.14 The Scottish Government’s fourth National Planning Framework (NPF4) which was adopted by Scottish Ministers on 13th February 2023, sets out a vision for what Scotland, as a place, could and should look like in 2050. This will include national planning policies and provide a plan for future development in Scotland. Driven by the overarching goal of addressing climate change, this long-term strategy is expected to focus on achieving four key outcomes which the Council will incorporate into its future delivery of affordable housing through the SHIP 2024/25 – 2028/29: Net Zero Emissions A Wellbeing Economy Resilient Communities Better Greener Places 2.15 In addition to the ‘Housing to 2040 Strategy’, the SHIP takes cognisance of the Scottish Government’s Housing and Planning Delivery Framework (HPDF) which promotes more efficient collaboration between Housing and Planning Services in relation to the Local Housing Strategy, Housing Need and Demand Assessment and Scottish Planning Policy. Perth and Kinross Council's Strategic Housing Investment Plan, the Local Housing Strategy, Page 78 of 232
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and the Local Development Plan all aim to support the implementation of the Housing and Planning Delivery Framework which aims to: 1. increase the supply of housing 2. make the housing system more responsive to demand 3. improve long term housing affordability 4. reduce volatility in the housing market 2.16 A range of key strategic and planning documents including the Local Development Plan (LDP), the Housing Land Audit and the Perth and Kinross Health and Social Care Partnership Strategic Investment Plan and the Rapid Rehousing Transition Plan have also informed the SHIP. 2.17 The Council’s Child Poverty Action Report plays a pivotal role in investment priorities for affordable housing to put poverty at the heart of housing to reduce the cost of living and invest in areas where child poverty is highest within Perth and Kinross. We do this by: increasing the supply of affordable homes within Perth and Kinross by achieving as a minimum the Building Technical Silver Standard (Aspects 1 & 2) to address fuel poverty continuing to build on the success of the ‘Home First’ initiative to reduce the potential impact of homelessness on families 2.18 The SHIP also recognises the fundamental role housing has in tackling poverty. This SHIP aims to support the delivery of a range of property types and sizes that meet the needs of households of all sizes through the creation of high-quality energy efficient homes in sustainable communities that support health, wellbeing, and educational attainment. 2.19 As such, our investment priorities are reflected by significant regeneration investment in areas where levels of poverty are highest. Rural Areas 2.21 The Council has allocated resources to identify opportunities for new affordable housing in all rural areas across Perth and Kinross, including Highland Perthshire. 2.22 The Rural Housing Fund (RHF) is available specifically for Affordable Housing projects in rural areas. In the current period to 2026, £25 million is available to fund rural projects, which is open to community-led projects, landowners and private/charitable sector organisations. This fund is not open to Councils. However, to progress this opportunity the Council is working closely with the rural specialist agency Community Housing Trust (CHT) who have a proven track record of working with rural communities to deliver community-driven affordable housing projects, to date, three Community Development Trusts have been set up in Perth & Kinross. To support this, the Council have also increased resources in this area and are focused on maximising RHF investment in rural communities in the current period to 2026. Page 79 of 232
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City and Town Centre Living 2.23 The LHS Action Plan seeks to maximise the potential to generate more homes through brownfield regeneration to encourage mixed use developments and increase the number of homes created as a result of this. A register of potential brownfield sites that would be suitable as housing subject to change of use will be established with a PKC target of delivery of 50% affordable homes through brownfield regeneration and change of use for vacant properties by 2027. 3. Housing Need and Demand 3.1 The Perth and Kinross Housing need and Demand Assessment (HNDA) was conducted across the Tayside area which includes Angus, Dundee, Perth and Kinross and Northern Fife during 2021. 3.2 For development planning purposes, the Perth and Kinross housing market is considered in terms of five Housing Market Areas (HMAs) (Appendix 2 provides a list of the HMAs) and the need for additional housing is reported at this level. The report on our most recent HNDA completed in November 2022. The information from this will be used to inform Housing Supply Targets in our recently adopted LHS. 3.3 The LHS sets an annual Housing Supply Target which determines the type of market and affordable housing required to meet housing need and demand throughout the LHS period. This includes the level of affordable housing required to meet housing needs and a target for the delivery of affordable homes for households with particular needs. 3.4 In order to increase housing supply and contribute towards the Housing Supply Target, the Council, and its partners, will aim to deliver our new LHS target of 210 affordable homes per year, an increased from previous LHS target of 150, and is an annual average During the period 2016/17 – 2022/23 PKC delivered 1919 affordable homes, delivering on average 274 affordable homes per year. During the 2022/23 Financial Year, the Council and its partners delivered 167 new build affordable homes and 36 buy backs in total 203 new homes. 3.5 Our Vacant Property Development and Private Sector Housing Teams provide advice and assistance to owners of long-term empty properties. Having empty homes as an integral part of affordable housing provision ensures a coordinated approach within Perth and Kinross. Through Vacant Property Feasibility Grants, funding of professional fees for owners enables them to undertake feasibility studies to enable repairing or re-purposing of their empty properties. Initiative grants also enable owners to upgrade or repair their properties in return for the properties being let through the Rent Bond Guarantee Scheme for a period of 5 years, not exceeding current Local Housing Allowance rent levels. The Council’s aim is to bring back 130 privately owned empty properties back into use as housing each year. 3.6 The housing needs and accommodation activity of Gypsy/Traveller communities continues to be closely monitored by the Council. Although Page 80 of 232
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there are no plans in the current SHIP for affordable homes for Gypsy/Travellers, work is progressing to establish the unmet needs of transient Gypsy/Travellers. Consultation is also continuing with the local Gypsy/Traveller community through the findings of the Local House Condition Survey and following the transfer of two sites to the Housing Revenue Account (HRA). The information obtained will be used to plan future investment and maintenance of existing sites. Recognising that needs may change, the Council will continue to monitor the position and be ready to embrace this through new LHS guidance as well as the action plan. 3.7 Engagement work with site residents at existing Gyspy/Traveller communities have resulted identifying solutions to change the management of the council owned sites to the Housing Revenue Account. This will enable planned maintenance programmes to ensure Scottish Housing Regulator standards are maintained in the future. The Council secured £3.9m of Scottish Government funding, along with its own funding, for one of the sites to replace the chalets with energy efficient accommodation and installation of energy-efficient lighting, heating and hot water systems using renewable technologies. Site fencing and paths were improved and a new play park, community garden and playing field were created. Digital inclusion has been improved through the supply of free internet devices to residents. Further funding will be applied for to enable improvements at both sites along with the long-term management. These improvements will contribute to improving fuel poverty on the sites as well as health and wellbeing outcomes. The Council will support applications to develop land into permanent or transit sites for Gypsy/Travellers. The land does not need to be identified in the Local Development Plan and no evidence of need is required. Consultation is currently ongoing regarding Gypsy / Traveler site standards. 4. Wheelchair & Particular Needs Housing 4.1 We are committed to increasing the supply of wheelchair accessible homes in accordance with requirements set out in the Scottish Government Guidance Note MHDGN 2019/02. 4.2 Work is currently underway with our RSL partners to deliver wheelchair accessible homes across urban and rural Perth and Kinross. Through our Strategic Local Plans, the aim is to ensure that where possible, 10% of all homes built are suitable for people with particular needs, such as wheelchair users, where this can be met within affordable housing development sites. 4.3 Improvements in information on the requirement for wheelchair accessible homes alongside demographic information has developed a clearer picture of the future requirement for wheelchair accessible housing. This is incorporated into the 2022-27 LHS to support developers to include specialist housing provision in private sector developments. 5. Rapid Rehousing Transition Plan (RRTP) Priorities Page 81 of 232
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5.1 Addressing the key Homelessness and Rough Sleeping Action Group (HARSAG) recommendation, the Council aligns strategic housing priorities consistent with the RRTP and ensures that the new supply of affordable housing is fully integrated within the Council’s ‘Home First’ model. 5.2 The Council’s ‘Home First’ model was introduced in 2017 and its aim is to assist homeless households move straight into settled accommodation and avoiding the use of temporary accommodation. Minimising the duration, impact, stigma, and cost of homelessness is the key objective as well as ensuring the best outcome for homeless households. 5.3 Increasing the supply of affordable housing will assist in meeting the RRTP strategic aims of prevention of homelessness. In addition, it will also support the commitment to ensuring that those in housing need to find the fastest route to safe and secure accommodation to help them resettle in their new homes quickly and successfully with support. 5.4 With a strong focus on the prevention of homelessness, the Council identifies and supports those at highest risk of homelessness. This is whilst also assisting those who find themselves homeless to be rehoused as quickly as possible, promoting choice, and ensuring positive outcomes to reduce the stress and trauma that homelessness brings to individuals and families. 6. Partnership Working, Consultation and Collaboration 6.1 The SHIP has been developed and implemented through close partnership working with the Scottish Government, RSLs, Perth and Kinross Health and Social Care Partnership, Tenants, Housing Service, Planning Service and community members. A number of mechanisms are in place to ensure that a range of partners participate in the ongoing delivery of the SHIP. There is a strong history of partnership working in Perth and Kinross with RSLs and internal and external partners to deliver the ambitious housing programme. There are five RSLs with active projects within the SHIP. They also have a keen interest in continuing the partnership working to develop affordable housing within Perth and Kinross where we continue to maintain the increased levels of routine communication with regular meeting in the form of the Strategic Housing Providers Forum with senior representatives of the five main housing associations currently operating new build programmes in Perth & Kinross. 6.2 The Council will continue to explore options for joint working around innovative delivery mechanisms that support the provision of affordable housing throughout Perth and Kinross. Both the Council and RSL Partners will continue to look for efficiencies in construction methods and will work with the construction industry and design teams to determine the suitability of non-traditional construction methods for projects included with the SHIP. Page 82 of 232
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6.3 Monthly updates with the RSL partners continue to take place. The RSL partners continue to engage with the PKC Affordable Housing Enablers about potential future development opportunities. The monthly meetings bring an opportunity for partners to discuss the wider programme and strategic issues including updates from the Scottish Government, Scottish Water, the SHIP, and site prioritisation. Every two months, updates are provided to the Scottish Government to discuss the programme and key requirements throughout the programme year (focus is specific project issues relating to planning, public utilities and slippage impacting current/future year funding). 6.4 This structure provides the Council with a proactive approach to monitoring project progress which complements discussions on strategic issues affecting the delivery of affordable housing in Perth and Kinross. 6.5 In developing the SHIP 2024/25 – 2028/29, all RSLs provided project proposals. All proposals were assessed alongside Council projects by the Strategic Affordable Housing Board see Appendix 3. The Strategic Affordable Housing Board were provided with projects that were assessed against the SHIP prioritisation Framework (See Appendix 4) and approved which projects to include within the SHIP. 6.7 The Perth and Kinross multi-agency Independent Living Panel provides key information to the SHIP. They meet monthly and are made up of Housing and Health and Social Care Partnership representatives, including RSL and Care Providers. The Panel provides an integrated approach to meeting housing, health and social care needs of people who have been assessed with the eligibility criteria as requiring support to enable them to live as independently as possible in their own home or within specialist provision. 6.8 The Panel reviews and analyses and authorises the allocation of appropriate housing provision for individuals as requiring specialist housing, care, and support to live independently in Perth and Kinross. 6.9 The Independent Living Panel: makes recommendations for the allocation of accommodation for the provision for independent living need ensures that an overview of demand and supply for independent living needs in Perth & Kinross is maintained and regularly reviewed provides a link between NHS, PKC, HSCP and third sector partners to ensure a joined-up approach and co-design of housing solutions for those with specialist housing, care, and support needs links with the New Build Programme to ensure gaps in service provision are met effectively and to inform the future planning and development of services seeks reviews on placements in specialist accommodation to ensure the provision is being used appropriately for those in most need Page 83 of 232
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conducts quality assurance checks on cases referred to the Panel to ensure consistency across and within the allocation process and the provision of specialist accommodation ensures the efficient and effective use of resources 6.10 The Council has frequent meetings with developers to discuss development sites and how housing developments can contribute to LHS priorities through inclusion of their proposed developments in the SHIP. The Council have procured housing through the Scottish Procurement Framework as well as through Section 75 agreements being made with Developers in fulfilling the requirements of the Affordable Housing Policy. 6.11 In taking forward the LHS and the SHIP, workshop events are organised to consult on the objectives of both and thoughts on how objectives can best be met are invited from a wide audience of partners and community representatives. 6.12 The SHIP document is widely circulated, and comments are invited ahead of finalisation. 7. Review Mechanism – Response & Resolution of Constraints 7.1 The Council regularly reviews affordable housing projects, both internally and with RSL Partners, to ascertain progress through monthly meetings. Tripartite meetings with officers from the Council, RSLs and the Scottish Government will take place every 2 months. 7.2 Frequent, formal review process assists with the identification of constraints and potential slippage in the programme at an early stage. Early contact and liaison with internal stakeholders, such as Planning, or external stakeholders, such as Scottish Water, has assisted the Council in resolving constraints and achieving effective programme management outcomes. 8. Affordable Housing Supply Programme (AHSP) 8.1 The Affordable Housing Supply Programme forms part of the Scottish Government’s More Homes Scotland approach, which aims to increase and accelerate the supply of homes across all tenures. The Programme supports the Council in delivering our affordable housing priorities, by providing quality homes in mixed communities that fit local need. 8.2 The grant subsidy which is available through the Affordable Housing Supply Programme supports the delivery of social rented housing, homes for mid-market rent, and the provision of housing for low-cost home ownership (most notably the new supply shared equity scheme). 8.3 Resource Planning Assumptions (RPA) support the delivery of new affordable homes across Perth and Kinross by providing grant support at flexible benchmark rates for each affordable home developed. Page 84 of 232
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8.4 The Council RPA for the 2023/24 Financial Year is £16.587m. Future years 2024/25 – 2025/26 RPA funding was agreed during July 2021 as highlighted within Table 1, (paragraph 1.8). Through Scottish Government Guidance MHDGN 2022/02, it advises to use the 2025/26 RPA as the basis for future years until announced. As such, it is prudent to take a conservative approach for future years within the SHIP until further information on RPA levels post 2026 is known, to avoid abortive work or other cost risks. 8.5 The Affordable Housing Enablers continue to identify additional projects and liaise with RSL partners to bring further opportunities for affordable housing into the programme. 8.6 The SHIP projects that 1688 affordable homes could be delivered in the period to 2028/29. 8.7 The Funding from the Scottish Government, required to deliver the proposed affordable Housing projects as outlined within the SHIP 2024/25 – 2028/29, as per Table 1. 8.8 Over and above the increased flexible grant benchmark rates, Scottish Government’s baseline benchmark for the council starts at £83,584 per unit and £91,182 per unit for housing associations (based on 3-person equivalent as well as additional grant funding available for the following additional quality measures additional grant funding is available from existing benchmarks): Resource Planning Assumptions to affordable housing developers who meet Scottish Government criteria in relation to specific quality and design features. This includes: Delivering homes to Section 7, Silver Level, of the 2019 Building Regulations in respect of Energy for Space Heating (this is, full Bronze Level plus Aspect 2 of Silver Level) - £2,338 per unit (3-person equivalent benchmark) Provision of balconies within flatted developments where the provision of private or communal outdoor space cannot otherwise be accommodated - £4,676 per unit (3-person equivalent benchmark) Provision of space for home working or study – £4,092 per unit (3- person equivalent benchmark) Ensuring that all new social rented housing is digitally-enabled – £351 per unit (3-person equivalent benchmark) Installation of ducting infrastructure for electric vehicle charge point connectors - £585 per unit (3-person equivalent benchmark) Installation of electric vehicle charge points - £585 per unit (3-person equivalent benchmark) Installation of automatic fire suppression systems - £3,507 per unit (3-person equivalent benchmark) Installation of heating systems which produce zero direct emissions at the point of use - £4,676 per unit (3-person equivalent benchmark). Page 85 of 232
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8.9 The increased flexible benchmark rates of grant and additional grant being made available to affordable housing developers who incorporate enhanced design elements is being met from current known RPA. This may have an impact on the number of new affordable homes being delivered as the level of grant for each property increases. 8.10 The Council, alongside its RSL partners, has sought to be as realistic as possible in detailing the programme. Projects that have been assessed as having completions by March 2024 have been programmed within the first year of this SHIP. Years 2 and 3 of the SHIP see the conclusion of large projects with a fewer number of projects detailed in later years. It should be noted that the SHIP is reviewed every year. 8.11 The Council, in consultation with the Scottish Government, will continue to manage the AHSP in conjunction with its Housing Capital Plan, Housing Revenue Account investment, Council Tax 2nd Homes Funds, Commuted Sums to support and maximise delivery of affordable housing in priority areas during the SHIP period. 9. Funding Resources, Housing Revenue Account, Developer Contributions and Council Tax (Second Homes) Funding Resources to support delivery of SHIP priorities are summarised: Housing Revenue Account (HRA) 9.1 Prudential borrowing via the HRA is the key funding component used in addition to Scottish Government Housing Subsidy to support the delivery of new affordable homes for PKC affordable housing. The financial viability of all potential Council new build projects is assessed in terms of the Housing Revenue Account 30-year business plan, to ensure that the capital costs generate a reasonable return on investment over the long term. The new build programme is monitored as part of the HRA capital monitoring process between Finance, Housing, and Property. Developer Contributions 9.2 Applications that meet the criteria can be made to PKC to support the delivery of affordable homes from Developer Contributions (DCs). Information on applications received during 2022/23 and 2023/24 to date in respect of supporting the delivery of affordable homes are detailed below: Table 2: PROVIDER PROJECT AFFORDABLE HOMES HMA DCs Used (£0.00M) Kingdom HA Bertha Park Phase 2B 28 Strathmore & Glens 0.056 Hillcrest Homes Old Causeway 9 Kinross 0.096 Page 86 of 232
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Hillcrest Homes Abernethy MMR 7 Perth 0.077 9.3 As of 29 September 2023, there was £1.26M available within Developer Contributions to assist in bringing forward affordable housing developments throughout Perth and Kinross. Policy requires these funds to be invested in the same HMA they were collected. Council Tax Reserve Income from the Reduction of Discount for Empty and Second Homes 9.4 The Council has funding available through income raised each financial year from Council Tax (Empty Homes and 2nd Homes). This funding assists in supporting the delivery of all affordable homes delivered by the Council (new build and Empty Homes) and new builds for RSLs. 9.5 These funds are used to support the Vacant Property Development and Private Sector Teams bring empty homes back into use for housing. The following empty properties have been brought back into use as housing through assistance of these funds: Financial Year Empty Homes Brought Back into 2015/16 149 2016/17 138 2017/18 146 2018/19 145 2019/20 139 2020/21 93 2021/22 130 2022/23 66 TOTAL 1006 9.6 As of 1 April 2023, the balance of funds remaining from Council Tax for the delivery of affordable housing was £4,353,000. Since 2015/16 through the delivery of New Build affordable housing and Empty homes, the Council has used funding of over £11m from the Council Tax to assist with the delivery of affordable homes. 10. Affordable Housing Policy 10.1 The Developer Contributions and Affordable Housing Supplementary Guidance (2020) which is linked to Policy 20: Affordable Housing in the Perth and Kinross Local Development Plan 2 (2019) and sets out the contribution that developers must make towards the delivery of affordable housing as a condition of securing planning approval for a new build development. The Supplementary Guidance requires new housing developments within Perth and Kinross to provide a 25% Affordable Housing Contribution and is currently being updated.in 2023. Page 87 of 232
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10.2 Affordable Housing can include a variety of forms, such as social rent, Low-Cost Home Ownership options such as Shared Equity, Mid-market / intermediate rent, and self-build plots. Sites delivered though the Supplementary Guidance make a significant contribution to the SHIP. 10.3 Commuted Sums make a contribution towards the delivery of affordable housing in Perth and Kinross. The Council continues to utilise contributions resulting from the Supplementary Guidance to support the delivery of affordable homes within its own programme and with RSL partners where appropriate. 11. SHIP Prioritisation Framework 11.1 All affordable housing proposals that are to be included within the SHIP are prioritised by the SHIP Prioritisation Framework (PF) (APPENDIX 4). This framework prioritises investment whilst assessing the proposals against the Council’s strategic aims and priorities, along with deliverability, and the community benefits it will provide 11.2 In assessing projects for inclusion in the SHIP, the Council considers the following: Whether the development assists with the delivery of LHS outcomes The extent to which the development addresses housing needs Site attributes Whether planning approval is in place Funding requirements Strategic priority Deliverability 11.3 The PF is not intended to provide the only assessment of priority; however, the Council will continue to balance its investment decisions through a mixture of Council, RSL and developer delivery and by considering a range of affordable housing tenures to meet housing need across all the HMAs. 11.4 In recognising the need for housing to address particular support needs, including wheelchair accessible homes, projects which provide this type of housing will attract extra points under the scoring criteria. 12. Energy Efficiency 12.1 The Council seeks to maximise the opportunities for energy efficiency and reduction of fuel poverty through achieving the ‘Greener’ energy efficiency standard in new builds where practical. To meet this standard, homes must meet Section 7 (Aspect 1 & 2) of the 2011 Building Regulations in relation to Carbon Dioxide emissions and energy for space heating. Page 88 of 232
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12.2 The standard may not be attainable in all projects, particularly where an existing building is to be redeveloped or where homes form part of a larger development for market provision or through the PKC Buyback scheme. 12.3 The Council supports RSL partners to develop to Silver Standards as a minimum and to provide enhanced levels as set out within the Scottish governments Housing to 2040 vision. 12.4 The Council has developed a new net zero Design Guide. It is anticipated by 2023/24 that all PKC new build affordable homes will meet the ‘Gold Standard’ as a minimum and meet some of the key objectives within the Council’s climate change strategy and action plan. 13. Equalities 13.1 The Council are fully committed to equalities and diversity. The General Equality Duty has three main aspects: Eliminate Discrimination Advance equality of opportunity Foster good relations between communities. 13.2 The Council will respond to the different needs and service requirements of people regardless of sex, race, colour, disability, age, nationality, marital status, ethnic origin, religion or belief, sexual orientation, or gender re-assignment. The planning and delivery of good quality housing and appropriate information, advice and support services embrace the principle of equal opportunities and equality in outcomes. 13.3 The SHIP plays a vital role in promoting this agenda. People with specialist needs should have the opportunity to live independently in their own homes and community. To address specialist needs, at least 10% of new affordable homes will be delivered to meet particular support needs (this also includes wheelchair accessible). 14. Strategic Environmental Assessment 14.1 The Strategic Environmental Assessment (Scotland) Act 2005 requires that all qualifying plans, programmes, and strategies, including policies are screened to assess the potential environmental impact of the plan. A Strategic Environmental Assessment (SEA) ensures that environmental issues are considered by decision makers alongside social and economic issues. 14.2 The SHIP, as part of the LHS, was considered under the Environmental Assessment (Scotland) Act 2005 and pre-screening identified that the SHIP would have no, or minimal, environmental effects. It is therefore exempt, and the SEA Gateway has been notified. Page 89 of 232
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15. Monitoring 15.1 The SHIP is closely monitored, and funding is claimed promptly to promote and maximise the funding invested within Perth and Kinross. Annual reviews of progress in increasing the supply of housing are reported to the Council’s Housing and Social Wellbeing Committee, as part of the review of progress in implementing the LHS. 15.2 A range of project management activities are used to ensure resources are managed effectively with projects progressing as planned. These include: ongoing liaison between services within the Council and between the Council and Registered Social Landlord partners on specific projects multi-agency project group meetings quarterly tripartite meetings involving the Council, individual developing Registered Social Landlord partners and the Scottish Government regular internal Board meetings to review progress. Throughout the duration of this SHIP progress will continue to be monitored to support project delivery Page 90 of 232
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APPENDIX 1 - Strategic Housing Investment Plan (2024/25 – 2028/29) Affordable Housing Site Starts (2024/25 – 2028/29) PROVIDER 24/25 25/26 26/27 27/28 28/29 Total AH PKC 152 174 135 105 72 638 KHA 90 16 54 58 0 218 HH 128 102 0 0 0 230 CHA 34 46 16 0 0 96 PfP 236 31 0 0 0 267 Ark 18 0 41 0 0 59 TBD 55 0 0 0 125 180 Total Site Starts 713 369 246 163 197 1688 Affordable Housing Completions (2024/25 – 2028/29) PROVIDER 24/25 25/26 26/27 27/28 28/29 Total AH PKC 82 150 121 135 75 563 KHA 149 53 28 40 14 284 HH 101 87 40 36 0 264 CHA 17 41 42 8 0 108 PfP 124 105 44 0 0 273 Ark 18 0 10 20 21 69 TBD 25 35 0 0 40 100 Total Completions 516 471 285 239 150 1661 ARK – Ark Housing Association, Caledonia Housing Association, HH – Hillcrest Homes, KHA – Kingdom Housing Association, PKCHS – Perth & Kinross Council Housing Service, PfP – Places for People, TBD – To be Determined Page 91 of 232
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Pre 2024/25 Site starts with Completions in 2024/25+ Project Address HMA Provider Total New Homes Site Start Pre 24/25 Completions 24/25 Completions 25/26 Completions 26/27 Hayfield Brae, Lynedoch Road, Methven Perth PKC 12 12 12 0 0 Bertha Park Phase 3, Perth Perth KHA 41 41 41 0 0 Lathro Farm, Kinross Kinross KHA 35 35 35 0 0 Broich Road Phase 4, Crieff Strathearn KHA 12 12 12 0 0 Milnathort, Kinross Kinross KHA 16 16 16 0 0 Abbeyfield, Crieff Strathearn HH 9 9 9 0 0 Wester Tomaknock, Crieff Strathearn HH 25 25 25 0 0 Bertha Park Phase 4A, Perth Perth PfP 16 16 16 0 0 166 166 166 0 0 Page 92 of 232
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2024/25 Site Starts with Completions 24/25+ Project Address HMA Provider Total New Homes Site Start 24/25 Completions 24/25 Completions 25/26 Completions 26/27 Buybacks Various PKC 30 30 30 0 0 Grewar Farm, Coupar Angus Strathmore PKC 42 42 0 42 0 Former Balhousie School, Perth Perth PKC 40 40 20 20 0 Former Beechgrove Residential Home, Perth Perth PKC 40 40 20 20 0 East of St Cedd’s Road, Ballinluig Highland CHA 16 16 8 8 0 H31 Stanley Perth CHA 18 18 9 9 0 Moyness, Blairgowrie Strathmore & Glens KHA 36 36 18 18 0 Forfar Road, Meigle Strathearn KHA 36 36 18 18 0 Broich Road Phase 3, Crieff Strathearn KHA 18 18 9 9 0 Page 93 of 232
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Hatton Road, Rattray Strathmore & Glens HH 42 42 21 21 0 Duntaylor Avenue, Aberfeldy Highland HH 45 45 25 20 0 Oudenarde Site Perth HH 41 41 21 20 0 Westpark Phase 1, Blairgowrie Strathmore & Glens PfP 73 73 30 30 13 Scone North Perth PfP 60 60 30 30 0 Bertha Park Phase 4B, Perth Perth PfP 18 18 18 0 0 Almond Valley Phase 1, Perth Perth PfP 85 85 30 30 25 Hawarden Terrace, Perth Perth Ark 18 18 18 0 0 Broich Road, Crieff Strathearn TBD 55 55 25 35 0 695 695 332 330 38 Page 94 of 232
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2025/26 Site Starts with Completions 2025/26+ Project Address HMA Provider Total New Homes Site Start 25/26 Completions 25/26 Completions 26/27 Completions 27/28 Buybacks Various PKC 30 30 30 0 0 Atholl Road/Elm Court, Pitlochry Highland PKC 18 18 8 10 0 Former Hillside Hospital, Perth Perth PKC/HH 70 70 20 25 25 Thimblerow, Perth Perth PKC/HH 60 60 10 25 25 Borlick Phase 1, Aberfeldy Highland PKC 35 35 10 15 10 Haugh Road, Blairgowrie Strathmore & Glens CHA 30 30 15 15 0 Former Co-op & Adjacent Site, Perth Perth CHA 16 16 8 8 0 H30 Stanley Perth KHA 16 16 8 8 0 Strathmore Terrace, Alyth Strathmore & Glens HH/PKC 51 51 10 20 21 Moncur Road, Inchture Perth HH 12 12 6 6 0 Westpark Phase 2A, Blairgowrie Strathmore & Glens PfP 31 31 15 16 0 369 369 140 148 81 Page 95 of 232
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2026/27 Site Starts with Completions 2026/27+ Project Address HMA Provider Total New Homes Site Start 26/27 Completions 26/27 Completions 27/28 Completions 28/29 Buybacks Various PKC 30 30 30 0 0 St Catherines Square, Perth Perth PKC 30 30 10 20 0 Borlick Phase 2, Aberfeldy Highland PKC 35 35 10 10 15 Rossie Place (Ph 1 & 2), Auchterarder Strathearn PKC 40 40 10 10 20 Former Co-op & Adjacent Site, Perth Perth CHA 16 16 8 8 0 Bertha Park Phase 4C, Perth Perth KHA 54 54 20 20 14 Westpark Phase 2B Strathmore & Glens Ark 41 41 10 20 21 246 246 98 88 70 Page 96 of 232
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2027/28 Site Starts with Completions 2027/28+ Project Address HMA Provider Total New Homes Site Start 27/28 Completions 27/28 Completions 28/29 Completions 29/30 Buybacks Various PKC 30 30 30 0 0 Rossie Place (Ph 3 & 4), Auchterarder Perth PKC 40 40 10 10 20 Perth West Perth PKC 35 35 10 10 15 Bertha Park, Perth (Ph5) Perth KHA 58 58 20 20 18 163 163 70 40 53 Page 97 of 232
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2028/29 Site Starts with Completions 2028/29+ Project Address HMA Developer Total Units Site Start 28/29 Completions 28/29 Completions 29/30 Completions 30/31 Buybacks Various PKC 30 30 30 0 0 Stanley H30 (Ph2) Perth PKC 22 22 0 22 0 Perth West Perth TBD 65 65 20 20 25 Bertha Park, Perth (Ph6) Perth TBD 60 60 20 20 20 Rossie Place (Ph 5), Auchterarder Perth PKC 20 20 10 10 0 197 197 80 72 45 Page 98 of 232
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Appendix 2 – HMAs Perth and Kinross Settlements by HMA HMA Greater Perth Abernethy. Abernyte. Almond bank. Balbeggie. Bankfoot. Bridge of Earn. Dunning. Errol. Forgandenny. Glencarse. Glenfarg. Guildtown. Inchture, Invergowrie, Longforgan. Luncarty. Methven, Murthly, Perth. Scone. Stanley. St Madoes. Wolfhill Highland Aberfeldy. Ballinluig, Blair Atholl. Dunkeld. Fearnan. Kenmore. Kinloch Rannoch. Pitlochry Kinross Blairingone. Crook of Devon, Glendevon. Keltybridge. Kinnesswood, Kinross, Milnathort, Powmill, Scotlandwell Strathearn Aberuthven, Auchterarder, Blackford. Braco, Comrie, Crieff. Gilmerton. Gleneagles, Greenloaning. Muthill, St Fillans Strathmore and Glens (formerly Eastern Perthshire) Alyth. Ardler. Blairgowrie. Bridge of Cally. Burrelton. Caputh. Coupar Angus. Kettins, Kirkmichael, Meigle. Meikleour, New Alyth. Spittalfield. Woodside Page 99 of 232
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Appendix 3 Strategic Affordable Housing Board Members (Note: a separate Board, with the following members plus the Council’s Capital Programme officer is responsible for detailed governance of PKC-only sites. Governance arrangements are under review pending the implementation of the Council’s Senior Leadership Review.) Name Position within PKC Elaine Ritchie Senior Service Manager (Housing) Ben Wilson Service Manager – Planning and Housing Strategy Nicola Lennon Service Manager - Housing Kevin Divin Team Leader – Housing Strategy Steven Coyle Finance and Governance Team Leader Page 100 of 232
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Appendix 4 – SHIP Prioritisation Methodology Prioritisation Framework Scoring Introduction The Prioritisation Framework provides a tool to prioritise investment which balances the Council’s strategic objectives, deliverability, and community benefits. It is used to assess projects for inclusion in the SHIP, which will assist in deciding whether we bring projects forward to SHIP inclusion. The framework does not provide the only assessment of priority and Perth and Kinross Council will continue to balance its investment decisions through a mixture of Council, Registered Social Landlord and Developer delivery by considering a range of affordable housing tenures to meet housing needs across its Housing Market Area. As projects develop there may be a need to adjust to the scoring output as, for example, planning permission is granted, or wider community benefits are realised. This may cause the priority of a project to be revised during the life of the SHIP. Scoring Criteria 1. Contribution to general unmet Housing Need: What level of demand can we evidence for a project? How much need is there in the area for affordable housing? What are the waiting lists like? What are we predicting for future trends? The scoring structure for demand: High - between 7 and 10 Medium - between 4 and 6 Low - between 0 and 3 2. Inclusion, Equality and Meeting Particular Needs If a project is planned to make additional provision for particular needs (such as wheelchair accessible housing) and/or meets a particular needs demand in an area it should score more highly. High - between 7 and 10 Medium - between 4 and 6 Low - between 0 and 3 Page 101 of 232
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3. Wider Community benefit and Regeneration: If a project delivers wider community amenities or benefits that make a significant contribution to the regeneration of an area it should score more highly. Points should also be awarded if the project secures the future of a historic or listed building or reuses a brownfield site. High - between 7 and 10 Medium - between 4 and 6 Low - between 0 and 3 4. Meets agreed strategic priority (Contribution to SOA and LHS Objectives) Project is assessed in terms of the overall contribution it would make to achieve the strategic objectives of the Single Outcome Agreement and the Local Housing Strategy. The project is assessed depending upon how many objectives the project was assessed as contributing towards. The scoring structure: High - between 7 and 10 Medium - between 4 and 6 Low - between 0 and 3 5. Project Deliverability This assesses whether a project is likely to be deliverable within the SHIP timescale. Factors that are considered are whether the site is in the ownership of Perth and Kinross or the RSL, and the progress anticipated to be achievable. The scoring structure: High - between 7 and 10 Medium - between 4 and 6 Low - between 0 and 3 Weighting of scores Whilst all these measures are important considerations when deciding whether a project goes on to the SHIP, it is felt that the importance of criteria one should give it extra weighting relative to the other criteria. Thus, the scoring will be out of a possible sixty, with each of the five criteria scored out of ten but with the score for criteria one doubled to reflect its importance. Page 102 of 232
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The RAG rating for projects: Low priority Medium priority High priority 1 – 20 20 - 40 40 + Reds should be presented to the project board with a recommendation not to add to the SHIP, Ambers would be considered for inclusion after reviewing any other pertinent factors, Greens would be strong recommendation for inclusion and progression as a priority. Page 103 of 232
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PERTH AND KINROSS COUNCIL Housing and Social Wellbeing Committee 29 November 2023 BEECHGROVE HOUSE Report by Strategic Lead, Economy, Development and Planning (Report No. 23/337) 1. PURPOSE 1.1 This report provides an update and a response to the Motion presented to Council on 18 February 2020. This motion requested officers to carry out a detailed options appraisal regarding the future use of the buildings and site of Beechgrove House, Perth and explore the viability of the site for future health and social care provision and mixed-tenure housing. 2. RECOMMENDATIONS 2.1 It is recommended that Committee • notes the background to this report; • notes the outcome of the Feasibility Cost Plan • agrees to a design team being appointed to progress with the project 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background/Main Issues • Section 5: Proposals • Section 6: Conclusion • Appendices 4. BACKGROUND / MAIN ISSUES 4.1 Perth and Kinross Health and Social Care Partnership (HSCP) took the decision to close Beechgrove as a Care Home on 23 March 2018. While approval for demolition and redevelopment of the site was completed in early 2020, the onset of the Covid pandemic resulted in a decision to retain the building to enable the HSCP to provide clinical services on site on a temporary basis The motion required Council Officers to carry out a full and detailed options appraisal in relation to the future use of the current buildings and site formerly Beechgrove House, and in particular within that wide-ranging appraisal to explore the viability of the site for future health and social care and mixed tenure housing. 6 Page 105 of 232
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4.2 A Strategic Business Case (SBC) was prepared in August 2021 to consider potential future uses of the site. This was to ensure that the proposed development option met corporate and strategic priorities and helped to achieve positive outcomes for people in Perth & Kinross, and met with the Motion. Discussions have continued with the H&SCP/NHS Tayside in relation to finding suitable alternative accommodation for the important clinical services currently delivered at Beechgrove. The notice to quit, however, was served on 24 July 2023 to take forward allow the Motion to be fully met. 4.3 The SBC identified that, to meet the key priorities of Housing, HSCP and the Corporate objectives, three broad options were most suitable to be considered for the future use of the site and buildings: i. repurposing the buildings for Health and Social Care Services permanently; ii. demolishing and redeveloping the site for affordable housing; iii. Demolishing and redeveloping the site for affordable housing with a “hub” for HSCP services. 4.4 Having considered these options, the business case concluded that the most favourable was option (ii): demolition and redevelopment of the site for affordable housing. 4.5 It was further noted that the site was already included in the Council’s Strategic Housing Investment plan (SHIP) as a site for affordable housing to be developed by Perth and Kinross Council. 4.6 A Feasibility Cost Plan was commissioned from Brownriggs Cost Consultants, based on available information about the existing building, and for the new build option on speculative proposals, completed prior to the Covid pandemic, for 40 units of housing. 4.7 This Feasibility Cost Plan was completed in January 2022 (with costs revised in September 2023). It considered two approaches to development: a) demolition and new build housing b) conversion/refurbishment of the existing building for housing 4.8 The respective costs attached to these options are set out in the following table: New build Conversion No. of units 40 20-25 (note 1) Development cost (£millions) 6.504 3.496 Cost per m2 (£) 2,464 1,949 Average cost/unit (£) 162,600 140-175,000 (Note 1: in the absence of any design information this is estimated on floor area alone) Page 106 of 232
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4.9 With reference to the potential conversion of the care home into affordable housing, this was previously explored in the Strategic Business Case prepared in August 2021 and discarded as a viable option on the following grounds: • the proposed residential conversion of the care home would result in approximately 20-25 units as opposed to a new build affordable housing project consisting of 40 homes. • any conversion of the care home into affordable homes is unlikely to achieve the diversity of house types to address local housing demand as well as meeting Housing for Varying Needs (hfvn). • it would be very difficult (potentially impossible) to optimise the energy efficiency in the existing building to meet the Scottish Housing Quality Standard and high energy standards within the Heat and Build strategy set out in the Government’s Housing to 2040 document and within the Climate Change (Scotland) Act 2019. This was brought forward by the Scottish Government’s More Homes Division in their latest grant funding criteria that require all new affordable homes from December 2023 to have a zero- carbon heating system. 4.10 While these figures are presented only as a broad indication of the respective options, new build sits within the scale of the per unit cost of conversion. However, the costs for this option would ensure enhanced construction quality and greater compliance with current energy performance standards. It would also provide the opportunity to reform the site in accordance with good practice in place-making. 5. PROPOSALS 5.1 The Feasibility Cost Plan outcomes, presented at section 4 above, indicate that a new build housing solution for the site offers a better outcome than retention and conversion of the existing building. 5.2 It is proposed that development proposals are advanced to develop the entire site for a mixed tenure affordable housing development to meet the specific needs of older people. The Housing Learning and Improvement Network were commissioned by Perth and Kinross Council to review best practice and benefits and challenges within the older persons housing market in the UK. This also included an evaluation of opportunities for both housing and care development in Perth and Kinross. 5.3 This report identified that improvements were required regarding the available housing options for older people to support many to downsize from large and unsuitable accommodation, as well as to meet the needs of older people with particular support requirements. Page 107 of 232
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5.4 Based on the feasibility cost plan, it has been estimated that 40 affordable homes of a mixed tenure could be built on the current site creating a sustainable and settled community. Twenty-seven units could be for Council Social Rent and 13 could be for Mid-Market Rent. Redevelopment of the site predominantly for housing suitable for older people may be viewed more favourably in view of the past use of the site as a residential home. It would also help to address the current and potential future challenges facing the Health & Social Care Partnership in terms of the ageing population and enabling people to live independently at home, as long as possible. 5.5 To take the project forward, if Committee approves the approach, a team will be appointed to design the project based on the above and the housing need and demand information provided by the Housing Service and key partners. This will include information on the housing support needs of older people locally. The design team will be appointed, through the appropriate procurement process, with a target date for construction commencing in financial year 2025-26. 5.6 The housing proposal will be financed in part from the second home Council Tax fund. In addition, developer’s contributions for affordable housing will be used to support the delivery of the programme including prudential borrowing through the Housing Revenue Account (HRA). Financial support through grant funding provided by the Scottish Government’s Affordable Housing Supply Programme (AHSP) has already been included in the Council’s Strategic Housing Investment Plan (SHIP) for 40 homes. As such, the future programme and timescale will, therefore, be subject to the approval of the Scottish Government through its More Homes Division. 6. CONCLUSION 6.1 The motion of 18 February 2020 required the Council to carry out an options appraisal into the future use of the site and buildings of Beechgrove House to explore its potential to deliver facilities for health and social care and affordable housing. 6.2 A Strategic Business Case in 2021 concluded that demolition and redevelopment of the site for affordable housing was the preferred option. 6.3 A Feasibility Cost Plan completed in January 2022, and updated in September 2023, demonstrated the difference in cost between new build housing and retention and conversion of the existing buildings. 6.4 It is proposed that the Beechgrove site be developed as a mixed tenure affordable housing development for 40 homes to meet the specific needs of older people. It was also proposed that a design team be appointed to progress with this project to provide much needed affordable housing within the area. Page 108 of 232
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Author Name Designation Contact Details Kevin Divin Housing Strategy (01738) 475000 ComCommitteeReports@pkc.gov.uk Approved Name Designation Date Barbara Renton Executive Director (Communities) 21 November 2023 APPENDICES • Appendix 1 - Feasibility Cost Plan (Brownriggs Cost Consultants, Sept 2023) Page 109 of 232
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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 No Asset Management (land, property, IST) YES Assessments Equality Impact Assessment None Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance None Risk None Consultation Internal Yes External Yes Communication Communications Plan None The Impact & Value Assessment (IVA) has been designed to screen every Council project, strategy or proposal against statutory and non-statutory environmental, social and economic requirements. It has replaced the previous existing Integrated Appraisal Toolkit (IAT). Beechgrove Affordable Housing Project - Impact & Value Assessment Report 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; Page 110 of 232
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(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; (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 Resource implications arising directly from this report emanate from the proposed local authority new build housing programme (as detailed in the SHIP appended). In addition to the Scottish Government Grant, the second home Council Tax fund and developer’s contributions for affordable housing will be used to support the delivery of the programme including prudential borrowing. Detailed resource assumptions on the use of these funds will be reported to respective Council Committees when final details are known. Workforce 2.2 There are no workforce implications arising from this report. Asset Management (land, property, IT) There are no asset management implications arising from this report. This site has been identified via the SHIP 2024/25 – 2028/29 are in ownership of the Housing Revenue Account and the General Fund. Discussions are ongoing with various departments regarding potential valuations, transfers to the Housing Revenue Account for the delivery of affordable housing. 3. Assessments Equality Impact Assessment 3.1 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. No further action is required as it does not qualify as a PPS as defined by the Act and is therefore exempt. The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. A Pre Screening Report has Page 111 of 232
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been provided to SEA Gateway. Having consulted the three consultation authorities and having considered the criteria set out in the Act, the Council considers that the Beechgrove Affordable Housing Project is unlikely to have significant environmental effects. The relevant policy has been subject to assessment through the SEA of the Local Development Plan 2 (2019) so significant environmental effects as a result of the guidance that have not already been assessed elsewhere are unlikely. The Council has therefore determined that SEA is not required. Beechgrove - SEA Pre Screening Report Sustainability 3.3 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • in the way best calculated to delivery of the Act’s emissions reduction targets; • in the way best calculated to deliver any statutory adaptation programmes; and • in a way that it considers most sustainable. 3.4 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 3.5 Not applicable. Risk 3.6 Not applicable. 4. Consultation Internal 4.1 Heads of Service and senior managers from Housing, and Planning have been consulted on the content of this report. • Planning • Education • Health and Social Care Partnership • Housing • Estates • Economic Development Page 112 of 232
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• Occupational Health • Finance • Asset Management External 4.2 Consultation via various organisations progressed through external meetings from May 2023 – September 2023 with the following: - • Scottish Government • Scottish Water • Local Community and Key Stakeholders 4.3 In addition, when this project develops, a further consultation exercise will be undertaken with the local community on the development proposals during design and development of the project as well as before the formal submission of the planning application. 2. BACKGROUND PAPERS 2.1 The following background papers were used to inform this report: • Scottish Government – Guidance on preparing Strategic Housing Investment Plans: Guidance Note MHDGN 2022/01 Strategic Housing Investment Plan (SHIP) guidance note MHDGN 2022/01 - gov.scot (www.gov.scot) • Scottish Government - Affordable Housing Supply Programme: Process and Procedures MHDGN 2020/20 Affordable Housing Supply Programme: process and procedures MHDGN 2020/02 - gov.scot (www.gov.scot) Page 113 of 232
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Chartered Quantity Surveyors • Construction Consultants • CDM Consultants Project No. 4789 Issued: 28th September 2023 Perth & Kinross Council Beechgrove, Perth Feasibility Cost Plan (Rev 1) 6 Page 115 of 232
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Residential Development Beechgrove, Perth Perth and Kinross Council Feasibility Cost Plan (Rev 1) 1. Introduction Brownriggs were requested by Perth & Kinross Council to update the previously prepared Feasibility Cost Plan (dated 31st January 2022) to reflect construction cost inflation in the period, which was for two (2) potential options for development of an existing care home site at Beechgrove, Perth, based on the limited drawings available. In the absence of any additional/updated design information, it was agreed this Cost Plan should be simply updated to reflect construction cost inflation in the period between 1Q 2022 and 3Q 2023, therefore no cognisance has been made for enhanced building standards, energy performance/sustainability requirements or the like which may have arisen in the period. For the purposes of updating for construction cost inflation, current published BCIS Indices have been assessed which indicate an inflationary increase of circa 12% and has been utilised to update previous Construction Costs. The two (2) options currently being considered can be summarised as follows: Option 1 - New Build Housing Demolition of the existing care home building, site clearance and construction of thirty-three (33) new build houses together with associated external/infrastructure works. Based on the drawing information available, anticipated construction costs have been prepared by applying benchmark costs/m2 to house types and calculating elemental unit quantities for site works and drainage with current build rates applied thereafter. The Anticipated Construction Cost, Cost per m2 Gross Floor Area (2,639 m2) and Average Cost per Unit (33 Nr) are summarised in the table below. Anticipated Costs Description Construction Development Anticipated Cost £6,223,060 £6,503,560 Anticipated Cost per m2 £2,358 £2,464 Anticipated Average Cost per Unit £188,578 £197,078 Option 2 - Conversion/Refurbishment of Existing Building Re-modelling and refurbishment of existing care home building to provide new flatted accommodation. Based on the drawing information available, anticipated construction costs have been prepared by applying costs/m2, obtained from recent project similar in nature, to the Gross Floor Area of the existing building for re-modelling/refurbishment works. A Provisional Sum allowance of £300,000 has been included for associated site works and drainage. Page 1 Page 116 of 232
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Residential Development Beechgrove, Perth Perth and Kinross Council Feasibility Cost Plan (Rev 1) The Anticipated Construction Cost and Cost per m2 Gross Floor Area (1,794 m2) are summarised in the table below. Anticipated Costs Description Construction Development Anticipated Cost £3,395,970 £3,495,970 Anticipated Cost per m2 £1,893 £1,949 Anticipated Average Cost per Unit TBC TBC * Note: The above figures relate to Construction Costs and exclude Other Development Costs In the absence of indicative Architectural layouts for this option, it is not known how many flats/persons are likely to be accommodated within the existing building and will need to be established in due course. Based on our assessment of a previous project, similar in nature, on a pro-rata Gross Floor Area basis we would envisage twenty (20) to twenty-five (25) one and two bedroom flats may be achievable. The costs contained within this report reflect the RIBA Architect's Plan of Work - Stage 1. The Drawings used in preparation of Cost Plan were as follows:- Option 1 • SK-190411 Proposed Site Layout Option 2 • L(90)-01 Site Block Plan • Lot 6 Beechgrove RHE GF • Lot 6 Beechgrove RHE 1F The costs are based on the project proceeding as a single stage selective tender and should be read in conjunction with Section 3 - Qualifications and Section 4 - Exclusions Page 2 Page 117 of 232
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Residential Development Beechgrove, Perth Perth and Kinross Council Feasibility Cost Plan (Rev 1) 2. Cost Summary - Option 1 - New Build Description Amount Building Cost £ 3,826,550.00 External Works & Drainage £ 1,134,435.00 £ 4,960,985.00 Preliminaries £ 595,320.00 £ 5,556,305.00 Inflationary Adjustment (1Q 2022 to 3Q 2023) - allow circa +12% based on assessment of current BCIS Indices 666,755.00 Total Construction Cost £ 6,223,060.00 Add Project Development Costs (Excluding Land) £ 280,500.00 Option 1 Total £ 6,503,560.00 Page 3 Page 118 of 232
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Residential Development Beechgrove, Perth Perth and Kinross Council Feasibility Cost Plan (Rev 1) 2. Cost Summary - Option 2 - Conversion Building Cost £ 2,520,570.00 External Works & Drainage £ 300,000.00 £ 2,820,570.00 Inflationary Adjustment (1Q 2022 to 3Q 2023) - allow circa +12% based on assessment of current BCIS Indices 338,470.00 3,159,040.00 Contingencies £ 236,930.00 Total Construction Cost £ 3,395,970.00 Add Project Development Costs (Excluding Land) £ 100,000.00 Option 2 Total £ 3,495,970.00 Page 4 Page 119 of 232
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Residential Development Beechgrove, Perth Perth and Kinross Council Feasibility Cost Plan (Rev 1) 3. Qualifications The following qualifications should be read in conjunction with the foregoing cost summary. 1) Costs based on a single construction project 2) An allowance of £8,500.00/unit has been allowed for the Development Costs within Option 1. 3) An allowance of £100,000.00 has been allowed for the Development Costs within Option 2. 4) The costs are based on reasonable ground conditions with no allowance for any 'abnormals' 5) Base date for cost is 3Q 2023 with no allowance for future inflation 6) Given the limited scope of works for Option 2, the costs include a 7.5% contingency allowance. No contingencies have been allowed for Option 1. 7) A provisional allowance of £150,000.00 has been allowed for demolitions within Option 1. It is assumed that all soft strip out will be carried out by client prior to demolition. 8) A provisional allowance of £300,000.00 has been allowed for Option 2 external works until a scope of works is available. 4. Exclusions The following exclusions should be read in conjunction with the foregoing cost summary. 1) Excludes finance charges, land purchase, legal costs and V.A.T. 2) Excludes floor finishes 3) Excludes off-site works 4) Excludes any allowance for blinds/curtains/white goods/furniture/fittings/equipment 5) Excludes fully replacing existing roads/pavements outwith the site boundary. 6) Excludes any works for upgrading the existing Scottish Water network. 7) Excludes any asbestos removals 8) Excludes any pre-contract design team fees & non-novated post contract fees. Page 5 Page 120 of 232
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Perth And Kinross Council Housing & Social Wellbeing Committee 29 November 2023 WARM WELCOME AND GOOD FOOD FUNDS Report by the Director of Strategy, People and Resources (Report No. 23/338) 1. PURPOSE 1.1 This report provides information on the delivery of the Warm Welcome Fund (formerly the Cost-of-Living Fund) and the Good Food Fund (formerly the Food Security Fund). 2. RECOMMEDATIONS 2.1 It is recommended that Council: • Note the impact from the Cost-of-Living Fund • Note the impact from the Food Security Fund • Note the change in approach to delivering the Warm Welcome Fund • Note the change in approach to delivering the Good Food Fund • Approve an evaluation of the process and impact of the Warm Welcome Fund • Approve a formal recognition of the efforts of community volunteers in delivering Warm Welcome Fund Projects 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background/Main Issues • Section 5: Proposals • Section 6: Conclusion • Appendices 4. BACKGROUND / MAIN ISSUES 4.1 The Cost-of-Living Fund was aimed at providing funding for community groups to provide warm spaces, activities, food and warm home packs for people negatively impacted by the cost-of-living crisis over the winter of 2022/23. An initial £320K was made available, with the fund opening for applications in October 2022. However due to need a further £100K was added to the fund in December 2022, with all of the money being allocated by January 2023. 7 Page 121 of 232
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4.2 The evaluation process demonstrated that the funding had a positive impact on communities, not only through the provision of warm spaces, helping address poor physical and mental wellbeing, food and fuel poverty and social isolation, particularly in rural areas, helping develop greater inclusivity within communities. The Cost of Living Fund also provided food and warm home packs, giving people the opportunity to stay warm in their own homes. The role of community volunteers was critical in the successful delivery of the Fund and has helped community groups to develop their own capacity and ability to meet emerging needs within their communities. 5. WARM WELCOME FUND 23/24 5.1 Through monitoring and evaluation of the Fund (Appendix 1) it was clear that the funding provided much needed support to households during the winter months, however the feedback identified that some warm spaces had been under used and levels of uptake were lower than anticipated by local groups. There was also duplication in some areas with groups offering competing activities at the same time, as well as gaps in some communities where no activities or spaces were available. 5.2 To ensure that community groups worked more collaboratively across all areas of Perth and Kinross a revised model for 23/24 was developed. Throughout August and September Community Learning & Development Workers from Culture and Community Services facilitated workshops in each ward area, inviting local groups and organisations to attend with project proposals that set out how they would work in partnership to meet the needs of their local communities. 5.3 An initial £200K was allocated as part of the Council budget for 23/24 with an additional £50K agreed in September 2023. The original £200K funding was split by ward area, based on the population in that ward as follows: Ward 1 £12,960 Ward 2 £20,120 Ward 3 £14,775 Ward 4 £12,075 Ward 5 £16,820 Ward 6 £14,280 Ward 7 £15,670 Ward 8 £19,160 Ward 9 £12,440 Ward 10 £21,088 Ward 11 £16,403 Ward 12 £24,208 5.4 The additional £50K was used in wards where need exceeded the allocated funding. Funds were paid to groups and organisations by the end of October 2023. Monitoring of take up and feedback will be ongoing, and a wider evaluation will take place at the of the financial year 23/24 to establish the effectiveness of the fund and identify and areas for improvement. 5.5 In order to recognise the valuable work carried out by volunteers delivering Warm Welcome Fund projects in their local communities it is proposed to hold a celebration event in the Civic Hall in March 2024. Planning and delivery of this event will be carried out with PKAVS (Perth and Kinross Association of Voluntary Service) in their role as lead agency for volunteer support in Perth and Kinross. Page 122 of 232
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6. FOOD SECURITY FUND 6.1 The Scottish Government’s Good Food Nation Act was passed on 15 June 2022 with the vision that by 2025 Scotland will be “a Good Food Nation, where people from every walk of life take pride and pleasure in, and benefit from, the food they produce, buy, cook, serve, and eat each day.” 6.2 The Perth and Kinross Food Security Fund was available for community groups to apply for throughout 2022/23. £235,000 was available to local groups and organisations to provide projects which targeted food waste and food insecurity. Detailed information on projects funded can be found in Appendix 2. 6.3 The Good Food Fund was open to applications in May 2023 with a budget of £50,000. Groups were able to apply for a maximum of £4000. 20 groups have been funded to deliver projects based on the vision of the Good Food Nation Act, taking a more dignified approach to tackling food insecurity. 7. PROPOSALS 7.1 The revised Warm Welcome Fund model has been well received by community groups and the result is a locally co-ordinated approach to providing warm spaces and warm packs in communities across Perth & Kinross with no duplication which maximises the use of the funding and provides best value. 7.2 The monitoring and evaluation of the Warm Welcome Fund will be adapted to ensure officers collect information on the impact of the fund. Funded projects will be asked to keep a record of overall attendances at warm spaces as well as the number of ‘unique’ attendees and numbers of warm packs issued. There will be communications across the winter months to promote what is available in each area. 7.3 The revised Good Food Fund model has enabled groups to think creatively about delivering the vision of the Good Food Nation Act and move towards a preventative approach rather than emergency food response. The result is that this year organisations have applied for projects with a focus on a holistic way of tackling food insecurity. 7.4 Projects have been supported which educate and upskill community members on healthy eating and cooking on a budget whilst also targeting diet related ill health and social isolation. Projects have been supported to promote a cash first approach and have received copies of the ‘Worrying About Money?’ leaflet. A detailed evaluation will be undertaken in 2024 to measure the impact of the fund. Projects will be asked to detail how they have helped those within their community at risk of poverty to overcome food insecurity and to provide case studies which demonstrate impact. Page 123 of 232
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8. CONCLUSION AND RECOMMENDATIONS 8.1 Community Groups and Organisations are working collaboratively across all areas of Perth and Kinross to provide a varied programme of activities over the winter period which provide a warm welcome to those struggling with cost of living and social isolation. Through this collaborative approach, groups are also able to use the funding to provide co-ordinated provisions of warm home packs to those most vulnerable at home. 8.2 Community Groups and Organisations are making significant steps to move away from an emergency food response through the use of funding for innovative projects which promote healthy eating, cooking on a budget and reducing social isolation, whilst also promoting a cash first approach. Author Name Designation Contact Details Karen Evans Team Leader kevans@pkc.gov.uk 01738 475000 Approved Name Designation Date Clare Mailer Director (Strategy, People and Resources) 6 November 2023 APPENDICES • Appendix 1 – Cost of Living Report 2022/23 • Appendix 2 – Food Security Fund Report 2022/23 • Appendix 3 – Ward Breakdowns of Allocated Funding Page 124 of 232
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ANNEX 1. IMPLICATION, 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 Yes 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This report supports the following priorities within the Community Plan 2022- 27: i. Reducing Poverty (including child poverty, fuel poverty and food poverty) ii. Mental and physical wellbeing iv. Skills, learning and development v. Employability Corporate Plan 1.2 This report supports the following objectives within the draft new Corporate Plan: (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 125 of 232
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2. Resource Implications Financial 2.1 Not applicable. Workforce 2.2 Not applicable. 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. The Equality Impact Assessment undertaken in relation to this report can be viewed clicking here. 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. Sustainability 3.3 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • in the way best calculated to delivery of the Act’s emissions reduction targets; • in the way best calculated to deliver any statutory adaptation programmes; and • in a way that it considers most sustainable. Legal and Governance 3.4 Not applicable. Risk 3.6 Not applicable. Page 126 of 232
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4. Consultation Internal 4.1 Kim Macdonald, Good Food Co-ordinator. External 4.2 Not applicable. 5. Communication 5.1 A plan has been developed with the communications team to promote the warm spaces available. A printable PDF for each ward area will be created for local promotion as well as promotion through online channels. A video showcasing a variety of the warm spaces will also be created in January 2024. 2. BACKGROUND PAPERS 2.1 None. Page 127 of 232
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Cost of Living Fund Information A Perth and Kinross where everyone can live life well, free from poverty and inequalities 7 Page 129 of 232
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Cost of Living Fund A Perth and Kinross where everyone can live life well, free from poverty and inequalities 2 The fund opened in October 2022 and closed in January 2023 when all funds had been allocated. Initially there was £320,000 available for community groups and organisations to apply for. This was extended in December 2022 and a further £100,000 was added. In total there was £420,000 available for the purposes of creating warm spaces, food and warm home packs. The project was delivered by the Communities team who met weekly to assess applications and gather information from organisations about their proposals. £170,000 for the costs of warm spaces was distributed to 95 successful applicants. £250,000 for the costs of food support and/or warm home packs was distributed to 85 successful applicants. In total there were 120 different organisations receiving funding for warm spaces and/or warm home packs/food support. Information regarding availability of warm spaces was promoted through our website, social media and existing networks. Page 130 of 232
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Cost of Living Fund Information for Evaluation A Perth and Kinross where everyone can live life well, free from poverty and inequalities 3 Evaluation • There were 78 evaluation returns from the 120 organisations = 65% returns • Based on these returns alone, here are the stats: • 16,575 people benefitted from the fund (roughly 11% of the population of Perth & Kinross) • 1049 volunteers were involved in delivering warm spaces, warm home packs, food and activities. • 28 organisations had spent all of their funding at the time of evaluation. • 32 organisations had NOT spent all of their funding at the time of evaluation. • 18 organisations spent more than allocated and topped up from their other funds. Geographical spread of applications by ward area Page 131 of 232
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Cost of Living Fund A Perth and Kinross where everyone can live life well, free from poverty and inequalities 4 Changes made to initially planned projects (a sample of responses) • We made some adjustments due to unanticipated utilities costs (Perthshire Women’s Aid) • Introduced support services coming to our warm spaces (Letham 4 All) • Electricity costs increased so part of the grant was used to cover this (KYTHE) • Lunch and Kitchen component was greater than anticipated due to the high take up of the warm space (Strathmore Community Hub) • 24 respondents cited that they made changes from their original plans including: 8 respondents noted that increased utilities and food costs impacted on their planned activities. How did the funding benefit the community? Theme No of respondents Helped to tackle social isolation 28 Provided residents with safe, warm spaces 49 Provided residents with resources to stay warm at home 15 Provided residents with food 35 Created more opportunities within the community which will continue 15 Page 132 of 232
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Cost of Living Fund Information for Evaluation A Perth and Kinross where everyone can live life well, free from poverty and inequalities 5 Quotes: “We provided the only warm space in the Tulloch area including evening open times, food and activities” (Tulloch Net) “5 of our volunteers achieved their Food Hygiene Certificates” (Burrelton Community Hub) “Numbers of people attending has increased due to increased awareness. New social relationships have been formed” (Orwell and Portmoak Church) “Funding helped with heating costs and allowed us to continue community activities instead of having to cancel through the winter” (Clunie Hall Association) “Since starting the warm packs, we have had 20 new men through the door” (Man Talk) “A group of individuals formed a new group as a result of the warm space” (Dunning Community Council) “2 people found employment through engaging in the warm space. We have been able to provide stimulation and increased activities throughout the winter months. People were able to come together and found friendship and support” (Rannoch Community Trust) “Someone said that for the first time in 15 years they have friends and feel welcomed, valued and accepted. Another said it was their first conversation in a week” (The Grub Hub) “All libraries in Perth & Kinross were able to distribute 574 warm packs to adults and children” (Culture P&K) “15 community groups were involved in 9 venues, over 1000 hours of ‘cosy space opportunities’ and 127 cosy packs provided” (Community Action Plan Auchterarder) Page 133 of 232
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Cost of Living Fund A Perth and Kinross where everyone can live life well, free from poverty and inequalities 6 How did the funding help tackle inequalities? Theme No of respondents Positive impact on Mental and Physical Health 16 Supported those experiencing fuel and food poverty 32 Increased inclusion and sense of community 38 Reduced financial embarrassment 11 Provided support in rural areas 9 Quotes: “By providing warm packs we could ensure that people could remain warm at home and the provision of meals meant that people didn’t have to choose between heat or eat” (Letham Community Sports Club) “Providing financial support to purchase food has taken away some of the financial stress on unpaid carers who have increased energy costs to keep loved ones warm or visit them in hospital” (PKAVS carers) “We have been able to provide blankets to older people, those with disabilities, those facing homelessness or struggling with their tenancies” (Scottish Fire and Rescue Service) “There was a real benefit to people knowing that lunch would be provided and their heating didn’t need to be on until the evening – saved money and worry” (St. Columba’s Episcopal Church) “Our free activities enabled older people to get out and socialise which also improved their physical and mental health” (Dunbarney and Forgandenny Parish Church) “Even though our objective is to look after the ethnic minorities in the community, we supported anyone who needed help” (Perth Minorities Association) Page 134 of 232
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What have we learned? • We need to improve cohesive partnership working in localities to avoid duplication of services. • We need to ensure that funding is distributed fairly across the whole of Perth & Kinross, particularly in relation to needs in rural communities. • We need to support groups and organisations to ensure they are adopting best value approaches. • We need to change the language to ensure we reduce the stigma attached to ‘Cost of living’. Feedback from staff involved in delivering the fund: “I took satisfaction in being part of a team which is helping people in the community, helping bring people together to prevent isolation, and realising the importance of the human need for contact and communication between each other” “Throughout the delivery of the Cost-of-Living Fund, I have learned the importance of community engagement, partnership and collaborative working and I have a better understanding of the needs of our diverse communities more clearly”. “The fund has allowed us to increase our understanding of the needs prevalent in our communities and provide resources for them to tackle these inequalities at a local level. To have over 1000 volunteers involved is phenomenal and demonstrates the sense of community across all areas of Perth & Kinross”. Page 135 of 232
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RM and KM 27/01/2023 1 Food Security Fund Report- A total of 37 community projects across Perth and Kinross have been supported by the Food Security Fund. 7 of these projects applied to the Cost-of-Living Fund but due to limited funds were supported by the Food Security Fund. A total of £235,866.67 has been distributed to communities across P&K including £40,000 for Perth and Kinross Foodbank. The fund has supported- • REHIS Food Hygiene certificates- 13 individuals including volunteers and staff have completed this. This is an element of the Community Cookit course and needs to be completed to run a cooking group. There are 5 awaiting to complete this. • Community members and groups to improve their cooking skills through delivery of Community Cookit- £2566.25 supported the delivery of Community Cookit training and individuals to complete REHIS Food Hygiene Training. In total £2,780.00 has supported 3 different groups across P&K to run these sessions: 1. Burrelton Community Hub received £1000 to purchase equipment for running cooking sessions for individuals and families. The aim of these sessions was for participants to learn how to cook simple and nutritional meals while working within a tight budget and helping households make better choices and reduce their food waste. 2. Perth Academy received £1460 towards cooking activities for their Family Engagement Food and Warm Room Project. This project is being run by the HE department and is teaching vulnerable families how to cook a 2- course family meal for £10 per family, provided with a £10 utensil pack. 3. The Drug and Alcohol Recovery Team received £320 towards running a cooking group with those recovering from Drug and Alcohol addiction. • Sport or activity sessions which include a healthy snack or meal to support families during holiday periods- In total £13,138.03 has supported 7 different groups across P&K to run these sessions: 1. Summer Family Fun Project- £380 to support summer activities in East Perthshire for 4 weeks in July. Appendix 2 7 Page 137 of 232
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RM and KM 27/01/2023 2 2. Tulloch Primary School Summer Club- £501 to provide lunch and take- home fruit and vegetable bags. 3. Blairgowrie and Rattray Football Club- £960 for Gofitba project (Food poverty and healthy lifestyle programme). 4. Kettins Community Hub- £600 for summer family fun days project. 5. Blue Door Foodbank- £7,000 to provide packed lunch parcels for children referred by the school with the inclusion of a voucher to attend free local activities run in the town. 6. Alyth Food for Thought- £122.03 for DIY lunch packs and summer activities project. 7. Broke not Broken- £3575 for Tuesday Trips project. • Community groups to obtain equipment such as shelving, fridges, freezers and containers to ensure the food community members are receiving is properly stored. In total £47,695.87 has supported this, including £30,000 for the refurbishment of Giraffes Community kitchen. Projects supported include: 1. Letham4all Community Fridge- £960 for freezer at Muirton Foodshare. 2. Letham4all, Giraffe and People with a Mission Ministries (PWAMM) Partnership- £8815.87 to provide equipment necessary to bring PWAMMS up to legal and consistent standards to produce and provide meals. 3. Crieff Connexions Community Store- £5,100.00 for minor refurbishment and shelving, equipment for store, signs and marketing for new store. 4. Madoch Centre- £2820 to purchase and power a fridge and freezer for the pantry. • Voucher and veg box schemes- In total, £44,885 has been given to 3 different community groups to support voucher and veg box schemes: 1. Tulloch Primary School Summer Club- provided £10 vouchers for local shop (£300 in total). 2. Broke not Broken- Winter Warmer Project (£5,200 for 100x £20 vouchers and 100x £6 veg box scheme), Easter Hampers (£2,000 for vouchers and £600 for veg boxes to support 100 households), Christmas Hampers (£5345 for vouchers and Christmas butcher vouchers for Christmas dinner) and Voucher Scheme (£31,080 for supermarket vouchers). Page 138 of 232
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RM and KM 27/01/2023 3 3. Perth Academy- Family Engagement Food and Warm Room Project (£360 for vouchers). Feedback- • Broke not Broken (BNB): From March this year to November there has been a 245% increase in the total amount of people being supported. In the last week of November, BNB supported 192 individuals with food. Each food parcel contains non-perishable food, but also fresh fruit, fresh veg, fresh dairy including butter cheese milk and yogurts. Toiletries and cleaning products as well as sanitary products are also included. If requested by referral agent, we also add in vouchers or give vouchers instead of a food parcel if preferred. This is a max of £40. BNB have not opened a warm space; the food bank space is tiny, and we don’t have access to any other spaces locally. BNB run a parent and tots’ group at a local hall and have applied for funding to open that an extra day, as it is warm and lunch for adults and toddlers is included there as well as a Baby bank of food, nappies and formula. BNB also run a women’s group which meets regularly around different subjects including breast cancer awareness, human rights, storytelling, and for Christmas a wreath making workshop. Food is included at all of these, and in some instances additional support e.g., voucher for buying a new bra at the breast cancer awareness event. “Using vouchers are key to managing demand. They are also key to giving people as much dignity as possible. I won’t undersell the logistics involved though. We choose to offer clients vouchers for the shop they tend to use the most. This means that currently we buy in vouchers for Asda, Morrisons, Sainsburys and Aldi. They must be bought in advance of course, so we need to gauge use based on the month before. We keep records of who gets what including pin numbers in case they don’t work, which can happen. And we tend to post out or hand deliver. However, if they don’t receive the vouchers, we can’t reissue, so it can be tricky relying on the post sometimes. Page 139 of 232
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RM and KM 27/01/2023 4 Our preference is ALDI orange vouchers, as they get good value for money, and can’t buy alcohol tobacco or lottery tickets, and I know funder like these parameters. If this is a route the council is looking to go down, I would recommend doing some work with local supermarkets, as we have had (rare) instances of people being questioned about why they have vouchers, and where did they get them, which can be very difficult for people. But I would say on balance if people were offered the choice, 95% would choose vouchers over a food parcel.” • Perth Academy- The families were very appreciative of the food, vouchers, utensil packs and 2 course meals, especially so close to Christmas as all families had issues with finances and had been targeted for this reason. Families have reported cooking together as a family since the cooking group. “Yes, they were great from start to finish all the support staff and teachers great it was a great experience” “I really appreciated the time and help offered. My kid finds classes difficult but managed which has boosted confidence. It was nice and relaxed, and the staff were friendly” COMMUNITY COOKIT What is it? The Community Cookit Project, part of the PKC Local Improvement Plan (LOIP), is based on a train the trainer model and has taught a variety of services within Perth and Kinross the essential cooking skills and basic nutritional knowledge to run a successful cooking group. In light of the cost-of-living crisis it is ever more important to ensure that families and individuals have the appropriate skills and knowledge to cook cheap, healthy meals. At present there is an increasing overweight population in Scotland, and in Tayside, more than 2/3rds of the population are overweight or obese (NHS Tayside Director of Public Health Annual Report 2022). Highlighting the need for communities to have the correct skills and knowledge to be able to cook is key. The Community Cookit project was developed in 2015 for the homeless, to teach cooking skills for independent living. It is a community health initiative delivered in partnership with NHS Tayside and Perth & Kinross Council. To date, it has expanded, teaching a wide variety of staff from local authority teams including Page 140 of 232
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RM and KM 27/01/2023 5 education & housing along with staff from several third sector organisations. Who now deliver projects locally in ways which benefit their client groups. Due to the Coronavirus pandemic and the cost-of-living crisis, Community Cookit has further developed to suit the needs of the communities, by changing the way training is delivered. It also now focuses on using foodbanks ingredients and low-cost energy meals which can still be healthy. There are three main training elements to complete to become a Community Cookit Coach. These are - 1. Two half day sessions through Microsoft Teams online and one full day practical session face-to-face. 2. REHIS Food & Health – nutrition through the lifespan which is a recognised accredited qualification. Full day training with small test at the end. 3. REHIS Elementary Food Hygiene – there is a cost for this, however over the last financial year the PKC Food Security Fund has supported participants with this. The Level 2 Food Hygiene Training is also available through PKC Adult Learning Hub. 4. There is also a one-hour Microsoft Teams follow up session, six months later. This gives the opportunity for the Cookit coaches to feedback on groups they have delivered, for them to get support with a particular issue and to network with other Cookit coaches. This year nineteen individuals have been trained from various services such as Turning Point Scotland, OWLS (One-Stop Women’s Learning Service), Salvation Army, Move Ahead, Burrelton Community Group, Blue Door Foodbank, Wellbeing Support for Older People Team, SCYD (Strathmore Centre for Youth Development), Care in the Community and Drugs & Alcohol Recovery Team. Out of the nineteen individuals trained in Community Cookit this year, four are volunteers. Positive outcomes- There have been many positive outcomes from the Community Cookit Programme. These include strong partnership working and building positive working relationships with participants. Participants have also been able to build these relationships and network with each other. This allows us to promote and signpost other training and/or opportunities available for example various funding streams to support their projects. Last year we managed to support various projects to run cooking activities, lunch clubs etc from applications to the Food Security Fund, The Malnutrition in Older People Fund, The Maternal and Infant Nutrition Fund and The Cost-of-Living Community Fund. Page 141 of 232
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RM and KM 27/01/2023 6 Projects supported include- 1. Stanley Lunch Club - This is a lunch club for older adults which focuses on the prevention of undernutrition amongst this age group. The group secured funding for providing boost boxes to those that needed nutritional support as well as providing soup, sandwiches and cakes for those who attend. The Boost Box contains fourteen nutritious snacks to help calorie and protein intake for those most at risk of malnutrition. These funding streams have helped to lengthen the project to continue running throughout 2023 and to subsidise the cost to participants who attend the club. Other organisations who have been supported to run similar projects across Perth and Kinross, include Sanda Court Sheltered Accommodation, Elder Voice, and the Madoch Centre. 2. Drug & Alcohol Recovery Team – Ran an eight-week cookery course for those recovering from drug and alcohol addiction. 3. Cooking in rural Communities (Kirkmichael) – This project was run by the Good Food Co-ordinator and the Community Learning and Development Team of PKC. It was a four-week cooking programme that’s aim was to mitigate the effects of the cost-of-living crisis, bring people within a small rural community together, teach basic cooking skills and the importance of good nutrition. The ingredients for the cooking group were also purchased through the local shop. The group ran for four weeks, and participants all tried new foods and learnt new recipes. The Page 142 of 232
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RM and KM 27/01/2023 7 group also noted the importance of the social aspect of attending the group. They all developed positive relationships with one another and felt that attending the group improved their mental health. One of the participants from the group is keen to complete the Community Cook it Training and carry on a cooking group within Kirkmichael. So far, this participant has completed the REHIS Food Hygiene certificate. Positive comments from participants- “I feel part of the community.” “Cooking as part of a group is always fun.” “Meeting new people and socialising has been great. Our house is quite lonely and isolated, so it has been nice to get out and meet people.” “I have learnt new cooking techniques and skills.” 4. Turning Point Scotland - Carry out 1-1 home visits with their clients which can be long-term depending on client’s circumstances. Sometimes put together meals from store cupboard and foodbank ingredients incorporating healthier options. 5. Burrelton Community Hub – Ran a cooking group over the summer holidays teaching 28 young people essential skills to cook simple, healthy meals. They ran three different sessions with a mix of ages on different days, the first session ran with young people from the ages of 7-10 years, the second session 11-13 years and the third 14-17 years. The Burrelton Community Hub also run a Shephard’s’ Hut which acts as a reduced-price shop. The group receive food from Fareshare, Lidl and local growers. They also run a Community Café, baby and toddler group and a Sunday Dine group. Throughout these groups they also focus on prevention of malnutrition. Positive comment- “I just wanted to firstly say that you all done an amazing job today!! Absolutely amazing. We as a family have tried to find clubs and sessions like the ones you run and have never found one like this until we heard about you. The children were nervous going in and you both welcomed them in and took care of them. When it was time to pick up the kids they couldn’t wait to tell us and show us all the new skills they learned today. Which they then came home and made some for their siblings. It definitely gave them an uplift, I really hope we get another opportunity to come to another session with yourselves again. The kids met some lovely kids and all had a wonderful time. They asked if you are doing anymore day sessions if they could possibly join.” Page 143 of 232
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RM and KM 27/01/2023 8 6. OWLS (One-Stop Women’s Learning Service) - run a cooking group once a week for six weeks (ongoing) incorporating everything from the Community Cookit training and including using foodbank ingredients. Positive comment- “I enjoyed that and will definitely make that recipe again”. 7. Community Learning Disability Team – run block cooking groups once a week and 1:1 cooking. Positive comments – “I’m glad I came. The people are nice and helpful. Get’s me out the house. I have more confidence from being as part of a group. I learned to cook different stuff – I thought I couldn’t do it”. “Enjoyed socialising, get’s me away from the Xbox”. “I like the cooking. I like doing the carrots, never done them in my life. Learned a lot – peeling”. These highlights show how the project can be easily adapted based on the community that is being worked with and individual needs. They also demonstrate the variety of services across Perth and Kinross that have been trained and deliver related projects. Other positive outcomes from the project: • Manageable number of participants trained to allow us to provide ongoing support. • Encouraging participants to attend P&K Stronger Communities for networking. • Participants encouraged partaking in further training if certain learning is identified such as NHS Eatwell Playwell Training (families with under-five’s), Weaning Training (introducing solid foods) and Get Nourished (prevention of malnutrition). What have we learnt / barriers to the project? • Community Cookit can be tailored to suit client/ groups needs. • Partnership working helps identify the need for other services and/ or trainings required e.g. Get Nourished, Eatwell Playwell etc. • Community Cookit helps support volunteers in receiving REHIS qualifications which may help towards entrance of college or employment. • Need to identify suitable venues for running training. • Further support for Cookit Coaches to help them set up cooking groups within their community. This may include providing funding or sourcing suitable venues. Page 144 of 232
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RM and KM 27/01/2023 9 Future support and areas for improvement- • Recipe translation has taken place to translate recipes into other languages including Polish, Romanian, Ukrainian, and Hungarian to help support cooking initiatives with participants of other nationalities. • A newly developed resource ‘How to Cut the Cost of Cooking’ to be piloted. This resource was developed from feedback from community groups. It was highlighted that there was not a lot of clear information about the cost of cooking. This resource discusses different cooking methods and the costs associated with these. It also gives advice on how to cook on a budget with guidance on meal planning, batch cooking and food shopping. There are games and activities within the resource that can be used with community groups to spark discussions and share information. • Identify suitable venues to run Community Cookit across Perth and Kinross to maximise the number of people trained. • Adapt or add on to the six-month follow-up session to allow opportunity for face-to-face evaluation to take place. What impact has the project made? The project has brought communities together from across Perth and Kinross and allowed people to support one another within social settings. It upskills individuals in nutritional knowledge, basic cooking skills, knowledge on how to cook on a budget/ batch-cooking, food waste and it allows networking and connections to other services. This project has supported a vast and varied number of services supporting elements with food & fuel poverty, mental and physical wellbeing (healthy weight), adult and family learning, employability (REHIS), digital participation (online training and some resources), and community empowerment. Page 145 of 232
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Appendix 3 1. Cost of Living Fund 22/23 Ward 1 – Carse of Gowrie Group Project Funding Stormontfield Community Association Warm space £400.00 St Madoes & Kinfauns Parish Church Warm space / packs £2,982.00 Tay & Earn Trust Warm space / refreshment £3,230.00 Errol Leisure Ltd Warm space & food £2,400.00 TOTAL £9,012.00 Ward 2 – Strathmore Group Project Funding Alyth Senior Citizens Food/ blankets £2,612.00 Alyth Youth Partnership Food / clothing £7,410.00 The Anglers Inn Food / warm packs £2,000.00 Strathmore Community Hub Warm space / food / warm packs £2,780.00 Thrifty One CIC Warm space £1,537.00 Cascade Institute Warm space £858.00 Burrelton Community Hub Warm space/Food £1,000.00 Robert Douglas Memorial Institute Warm space £2,170.00 St Martin's Public Hall Warm space/Food £1,200.00 Kinrossie Public Hall Management Group Warm space £300.00 Meigle and Ardler Community Council Food £800.00 Cascade Institute Warm space £858.00 TOTAL £23,525.00 Ward 3 – Blairgowrie & The Glens Group Project Funding St Vincent de Paul Fuel vouchers £2,000.00 Nest Creative Spaces Food £300.00 Kirkmichael Session House Warm space / food £1,300.00 B&R Community Football Club Warm space £382.50 Blairgowrie Players Warm space £2,000.00 Mantalk Warm space / food £1,656.00 St Stephen's RC Church (Tea/Coffee Chat Time) Warm space/Food £1,250.00 MANTALK Warm Home Packs £1,720.00 Bridge of Cally Village Hall Warm space £4,092.40 Blairgowrie & Rattray Development Trust Warm space £2,130.00 Blairgowrie & Rattray Development Trust Food for the provision of warm meals £1,170.00 Booklore Warm space with free refreshments £298.08 TOTAL £18,298.98 7 Page 147 of 232
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Ward 4 – Highland Group Project Funding Horizon Lunch Club Food £1,840.00 Aberfeldy Parish Church Warms space / food £6,340.00 Camserney Hall Warm space £1,000.00 Rannoch Community Trust Warm space £2,500.00 Rannoch Community Trust Warm space £2,500.00 Upper Tay Anti-Poverty Support Food / warm packs £3,750.00 Holy Trinity Pitlochry Warm space/ food £500.00 Clunie Hall Association Warm space £500.00 Atholl Baptist Centre Warm space / food £1,500.00 Pitlochry Church of Scotland Warm space / food £1,680.00 Pitlochry & Moulin Men's shed Food £867.00 St Brides Catholic Church Warm space/Food £480.00 TOTAL £23,457.00 Ward 5 – Strathtay Group Project Funding Birnam Arts Heating /food /warm space £12,548.00 Birks Cinema Trust Food / refreshments / warm space £5,970.00 Stanley Development Trust Warm space / resources £4,813.75 Dunkeld Parish Church Warm space £1,440.00 Amulree Village Hall Trust Fund Food £204.00 Bankfoot Foodshare Pantry Pantry Construction & Posters/Leaflets printing £525.00 TOTAL £25,500.75 Ward 6 – Strathearn Group Project Funding Logos Warm spaces/ food / packs £2,420.00 Comrie & District Men's Shed Warm space £3,840.00 Strathearn Artspace Heating / food £9,148.00 Crieff Connexions Heating £1,920.00 St Columba’s Crieff Heating / food / packs £1,155.00 Strathearn Cares Warm home packs £2,500.00 Crieff Baptist Church Warm space / refreshments £250.00 Fowlis Wester Village Hall Committee Warm Space/Food £480.00 TOTAL £21,713.00 Page 148 of 232
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Ward 7 – Strathallan Group Project Funding Muthil Baby and Toddler Group Warm space / food £1,276.50 Aberuthven & Dunning Church Warm space/ refreshments £1,000.00 Muthill Monday Club Refreshments / resources £5,000.00 Aberuthven Village Hall Trust heating / food / packs £1,974.00 Aberuthven and Dunning Church Food £1,000.00 Muthill Kirk Session Warm home packs £2,176.00 Auchterarder Bowling Club Warm space £2,500.00 Auchterarder Community Sports & Recreation Warm space / packs £7,252.75 Ardoch Parish Church Warm space £2,660.00 Blackford Parish Church Warm space £1,025.00 Dunning Community Council Warm Space/Warm Home Packs £2,000.00 Aberuthven and Dunning Church Food £500.00 Dunning Community Council Warm space/Various activities and refreshments £500.00 Aberuthven Village Hall Trust Warm space for with 'Film Nights' and Games Nights. £800.00 TOTAL £29,664.25 Ward 8 – Kinross-shire Group Project Funding Kinross Centre Food / warm home packs £4,900.00 Arngask Hall (Glenfarg) Warm space £2,500.00 Kinross Parish Church Refreshments £500.00 Broke not Broken Warm home packs £6,500.00 Kythe Heating £11,000.00 Oudenarde Community Group Food / warm packs £2,400.00 Kinross & District Men's Shed Warm space/ refreshments £820.00 Orwell and Portmoak Church Warm space / food £2,500.00 Carnbo & District Hall Warm space / food £330.00 Glenfarg Community Transport Group Warm space £500.00 TOTAL £31,950.00 Ward 9 – Almond & Earn Group Project Funding Methven & Dist CC Heating / food / warm packs £5,110.00 66th Perthshire (Abernethy) Scout Group Warm space £500.00 TOTAL £5,610.00 Page 149 of 232
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Ward 10 – Perth City South Group Project Funding Craigie & Moncrieffe Messy Church Warm space / food £500.00 Perthshire Womens Aid Heating / resources £13,000.00 T42 Group ar Fairview School Food £448.00 TOTAL £13,948.00 Ward 11 – Perth City North Group Project Funding Tulloch Net Warm space / food £1,002.00 Letham Climate Challenge Warm Home Packs £1,000.00 Perth College UHI Warm space/Food £3,156.00 Riverside Church Warm space £1,000.00 The St Johnstone Community Trust Warm space/Food £13,358.00 Letham4all Vouchers for emergency packs £5,000.00 Letham Community Sports Club Food £3,000.00 TOTAL £27,516.00 Ward 12 – Perth City Centre Group Project Funding Perth St Matthews Church Warm Space £500.00 APC Community Garden Allotments £1,000.00 Bridgend & Gannochy CC Energy / food £2,500.00 YMCA Tayside Warm space/ food £15,240.00 Social Flock Clothing packs ( £8,497 returned to fund as unspent) £32,000.00 Health & Wellbeing café Food £1,300.00 Giraffe Meal distribution £10,000.00 Letham St Marks Warm space £2,000.00 Letham Climate Challenge Warm space/ food / equipment £2,470.00 Perth Minorities Association Wood / resources £5,000.00 PKAVS Carers Centre Food £6,625.00 Bajka Heating £6,000.00 Lighthouse for Perth Warm packs £1,500.00 CPK Warm packs refreshments / resources £9,628.25 CATH Heating / packs £15,358.00 St Ninians Cathedral Heating / food £3,400.00 Trinity Church of the Nazarene Heating / food / packs £5,000.00 Vitality Me Warm space / food £6,500.00 St John the Baptist Church Perth Warm space £700.00 Sanda Court Lounge/ Older Persons Wellbeing Warm space £3,200.00 Simon Community Scotland Warm packs £2,500.00 Homestart Food / bedding £2,000.00 Page 150 of 232
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Buttons & Bows Warm space £1,800.00 Perthshire Welfare Society Warm space / food £5,280.00 Adventure Circus SCIO Warm space £1,199.98 Aberlour Sustain Warm space £1,443.00 Perth Elementary Pentecostal Church (Grub Hub) Warm space/Food £1,500.00 Perth St Leonards In The Fields Church Warm space/Food £2,060.00 VitalitymeCIC/Jeanfield Swifts Community Club Warm Space/Food £2,015.00 St Matthew's Church, Perth Warm space/Food £1,000.00 Culture Perth & Kinross Libraries Warm Home Packs £7,283.00 CPK/Police Scotland Vouchers for Emergency Warm Home Packs £2,500.00 Perthshire Welfare Society Food £1,200.00 Mountain Belle Wellness and Trinity Church Warm space/Food £630.00 Scottish FIre & Rescue Service Community Action Team Warm space/Fire Retardant Cellular Blankets £1,026.00 People With A Mission Ministries Warm space £1,000.00 Giraffe Food costs for free meals to distribute £10,000.00 North Muirton Community Group Energy costs for providing a warm space £2,500.00 Cooking In the Community (Trinity Church of the Nazarene) Cooking lessons / warm space for young adults and mums £420.00 Trinity Church of the Nazarene Warm space £3,500.00 All Strong Scotland CIC Food / utilities for Warm Space £500.00 TOTAL £181,278.23 Page 151 of 232
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2. Warm Welcome Fund 23/24 Ward 1 – Carse of Gowrie Group Project Funding Social Flock Ward 1 Warm clothing packs £1,132.50 Madoch Centre Warm space £4,450.00 Errol Parish Church Warm space £2,100.00 Errol Toddlers Group Warm space £1,520.00 TOTAL £9,202.50 Ward 2 – Strathmore Group Project Funding Social Flock Ward 2 Warm clothing packs £2,370.00 CPK Libraries - Ward 2 Warm packs / warm space £824.00 Alyth Seniors Lunch Club Warm space £1,400.00 Alyth Halls Committee Warm space £1,607.00 RDMI Warm space £2,927.00 Burrelton Community Hub Warm space £1,307.00 Strathmore Community Hub Warm space £2,537.00 New Age Kurling Warm space £1,357.00 Coupar Angus Thursday Friends Warm space £407.00 Stormontfield Community Association Warm space £860.00 Alyth Youth Partnership Warm space / clothing £2,107.00 Guildtown Friendship Club Warm space £807.00 CAYAG Warm space £1,607.00 Alyth & District 50+Club Warm space £931.50 TOTAL £21,048.50 Ward 3 – Blairgowrie & The Glens Group Project Funding Social Flock Ward 3 Warm clothing packs £641.67 St Stephen’s RC Church Warm space £1,810.00 Mantalk Warm space £2,765.00 Nest Creative Spaces Warm space £1,230.00 Bridge of Cally Village Hall Warm space £1,609.60 Blair & Rattray Development Trust Warm space £1,930.00 Women’s Walk & Talk Warm space £750.00 SCYD Warm space £3,800.00 Kirkmichael Session House Warm space £929.73 Elder Voice Warm space £2,400.00 CPK Libraries Ward 3 Warm space / Warm packs £824.00 TOTAL £18,690 Page 152 of 232
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Ward 4 – Highland Group Project Funding Upper Tay Anti-Poverty Support Group Warm space £1,900.00 Pitlochry Bowling Club Warm space £1,650.00 Breathe Project Warm space £1,900.00 Birks Cinema Warm space £1,900.00 Baptist Church Warm Space £1,650.00 Atholl Centre Warm Space £1,650.00 McLean Hall, Fearnan Warm Space £750.00 CPK Libraries - Ward 4 Warm space / warm packs £675.00 Rannoch Community Trust Warm Space £3,000.00 Tulach Golf Club - Blair Atholl Warm Space £5,000.00 TOTAL £20,075.00 Ward 5 – Strathtay Group Project Funding Dunkeld Archives Warm space £3,725.00 Bertha Park Blether Warm space £2,546.00 Bertha Park Community Group - Warm Packs Warm packs £952.00 Stanley Development Trust - Family Food & Fun Warm space £4,520.36 Stanley Development Trust - Winter Warmer Warm space £2,448.00 Birnam Arts Warm space £1,771.50 Bankfoot Cuppa and Company Warm space £1,050.00 Social Flock Ward 5 Warm clothing packs £832.50 TOTAL £17,845.36 Ward 6 – Strathearn Group Project Funding Strathearn Arts Warm space £3,200.00 Logos Youth Project Warm space £1,000.00 St Columba's Church - Cosy Craft Warm space £1,500.00 St Columba's Church - Warm Packs Warm packs £1,500.00 Crieff Connexions Warm space £2,475.00 Comrie Men's Shed Warm space £2,000.00 CPK Libraries - Ward 6 Warm space / Warm packs £500.00 Social Flock - Ward 6 Warm clothing packs £1,445.00 Madderty Community Association Warm space £360.00 Crieff Baptist Church Warm space £300.00 TOTAL £14,280.00 Page 153 of 232
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Ward 7 – Strathallan Group Project Funding Aberuthven & Dunning Parish Church Warm space £2,030.00 Blackford Parish Church Warm space £1,045.00 Auchterarder Action Plan Group Warm space £7,710.00 Ardoch Parish Church Warm space £1,710.00 Aberuthven Village Hall Warm space £2,300.00 CPK Libraries - Ward 7 Warm space / warm packs £800.00 Auchterarder Men's Shed Warm space £400.00 Muthill & Tullibardine Community Council Warm space £1,370.00 Social Flock Ward - 7 Warm clothing packs £1,245.00 TOTAL £18,610.00 Ward 8 – Kinross-shire Group Project Funding Carnbo & District Hall Association Warm space £330.00 Orwell and Portmoak Church Warm space £2,000.00 Milnathort Film House Warm space £2,200.00 Kinross Centre Warm space £2,840.00 CPK Libraries Ward 8 Warm space £1,104.00 Kinross Men's Shed Warm space £1,500.00 Broke not Broken Warm packs £3,900.00 Kythe Warm space £3,200.00 Aero Space Kinross Warm space £400.00 Glenfarg Community Centre Warm space £2,640.00 Tabernacle Hall Warm space £1,100.00 Millbridge Hall Warm space £500.00 TOTAL £21,714.00 Ward 9 – Almond & Earn Group Project Funding Dunbarney & Forgandenny Parish Church Warm space £7,294.00 Forgandenny Village Hall warm space £600.00 Oudenarde Community Cabin Warm packs £2,500.00 Social Flock Ward 9 Warm clothing packs £1,445.00 Methven Arms Hotel - Community Hub Warm space £5,170.00 TOTAL £17,009.00 Page 154 of 232
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Ward 10 – Perth City South Group Project Funding Social Flock Ward 10 Warm clothing packs £2,045.00 Letham4All Ward 10 Warm space £3,150.00 TOTAL £5610.00 Ward 11 – Perth City North Group Project Funding Tulloch Net Warm space £2,900.00 Letham 4 All (Anchor Group) Ward 11 Warm space £6,900.00 Letham 4 All Ward 11 Warm space £4,365.90 Social Flock Ward 11 Warm clothing packs £2,337.10 Families Empowering Communities (Letham Community Flat) Warm space £2,006.00 Perth College Development Trust Warm space / food £3,228.00 TOTAL £21,737.00 Ward 12 – Perth City Centre Group Project Funding North Muirton Community Centre Warm space £3,400.00 Bridgend Gannochy & Kinnoull CC Warm space £2,500.00 Scottish Fire & Rescue Service - Community Action Warm packs £1,000.00 YMCA Tayside Warm space £3,850.00 CPK Libraries Ward 12 Warm space / Warm packs £4,200.00 St Matthews Church Warm space £1,500.00 Health & Wellbeing Café Warm space £650.00 Letham4All - Community Fridge North Muirton Warm space / Warm packs £3,327.00 Bakja Warm space £3,000.00 Perth Minorities Association Warm space £3,200.00 All Strong Scotland Warm space £1,200.00 Perth Cathedral St Ninian's Warm space £1,540.00 Families Empowering Communities (Muirton Community Flat) Warm space £2,670.00 Services for Young People PKC Warm space £400.00 Social Flock - Ward 12 Warm clothing packs £5,070.00 Bethany Christian Trust Warm space £880.00 Perth Hope Hub Warm space £2,137.50 Hillcrest Futures Warm space £649.50 TOTAL £41,174.00 Page 155 of 232
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3. Food Security Fund 22/23 Ward 1 – Carse of Gowrie Group Project Funding St Madoes and Kinfauns Parish Church Community fridge and freezer £4,155.00 TOTAL £4,155 Ward 2 – Strathmore Group Project Funding Kettins Community Hub Summer Family Fun Days £600.00 Acorns Forest Adventures Activities Club £2,865.00 Burrelton Community Hub Community Cookit Sessions £1,000.00 Alyth Food for Thought Easter Holiday Club £122.00 The Alyth Senior Citizen Lunch and Socialising Club Heat and Eat over the Winter 2022/23 £1,416.00 SCYD £5,000.00 TOTAL £15,468 Ward 3 – Blairgowrie & The Glens Group Project Funding Rugrats Rattray Ongoing healthy snacks £350.00 Blairgowrie High School Gig on a Truck Catering £450.00 Blairgowrie & Rattray Football Club GoFitba £960.00 Blairgowrie & Rattray Development Trust Holiday Activity Lunches £760.60 Rattray & Kirkmichael Communities Rattray and Kirkmichael Cooking Sessions £400.00 Active Schools Rattray Junior Football Snacks £339.60 TOTAL £3,260.20 Page 156 of 232
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Ward 4 – Highland Group Project Funding Pitlochry Wednesday Coffee Morning Club Summer Outing £380.00 Aberfeldy COS Breadalbane Community Larder £3,000.00 Atholl Centre Food Bank £20,820.00 Pitlochry & Moulin Climate Café Fruit Trees £180.00 Pitlochry Bowling Club Food £2,500.00 Aberfeldy- Feldy Roo Food £9,300.00 TOTAL £36180.00 Ward 5 – Strathtay Group Project Funding TOTAL £0.00 Ward 6 – Strathearn Group Project Funding Crieff Connexions Community Store £5,100.00 TOTAL £5,100 Ward 7 – Strathallan Group Project Funding Auchterarder Parish Church Community Garden Allotments £1,000.00 TOTAL £1,000 Page 157 of 232
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Ward 8 – Kinross-shire Group Project Funding Kinross After School Club 2022 Lunch club £5,060.00 Broke Not Broken Parent & Toddler Group £2,200.00 Broke Not Broken Winter Warmers £5,200.00 Broke Not Broken Tuesday Trip Lunches £3,575.00 Broke Not Broken Supermarket Vouchers £31,080.00 TOTAL £47,115.00 Ward 9 – Almond & Earn Group Project Funding Dunbarney & Forgandenny Parish Church Food £3,000.00 TOTAL £3,000 Ward 10 – Perth City South Group Project Funding Perth Academy Family engagement food project and warm room £1,820.00 Inch View Primary School Community Café £500.00 TOTAL £2,320.00 Ward 11 – Perth City North Group Project Funding Letham4All Foodshare and Community Fridges £3,000.00 Letham4All Community Fridge Mini Hub - Freezer and Food £4,000.00 Letham4All Paypoint £10,000.00 Letham4All Community Fridge - Letham £16,815.87 Riverside Church Matha's Kitchen - Let's Not Waste It £200.00 Letham Community Sports Club Letham Comm £8,500.00 TOTAL £42,515.87 Page 158 of 232
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Ward 12 – Perth City Centre Group Project Funding Giraffe Giraffe Community Kitchen £30,000.00 Perth Grammar School PGS Cluster Summer Club £525.00 North Church Congregation (SCIO 13014) North Church - Mill Street Food Project £8,000.00 Perth Foodbank - Trussell Trust Perth Foodbank 22/23 £40,000.00 IDART Delicious Shoestrings £320.00 Perth Minorities Association Cost of Living Support £5,000.00 TOTAL £83,845.00 4. Good Food Fund 23/24 Ward 1 – Carse of Gowrie Group Project Funding St Madoes and Kinfauns Parish Church Youth Cookit & Boost Boxes £1,555.00 TOTAL £1555.00 Ward 2 – Strathmore Group Project Funding Kettins Community Hub Warm space £1,000.00 CAYAG - Coupar Angus Youth Activities Group Healthy Lifestyles £750.00 TOTAL £1,750.00 Ward 3 – Blairgowrie & The Glens Group Project Funding Kirkmichael Session House Cooking Skills £1,620.00 TOTAL £1620.00 Ward 4 – Highland Group Project Funding Highland Perthshire Plus Healthy Eating £3,800.00 The Pitlochry Garden Share Open Kitchen £720.00 Healthiest Town Aberfeldy Various Healthy Eating £3,996.00 TOTAL £8516.00 Ward 5 – Strathtay Group Project Funding Stanley Development Trust Stanley Soup Club £2,721.60 TOTAL £2721.60 Page 159 of 232
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Ward 6 – Strathearn Group Project Funding Crieff Connexions Recipe Cards and Packs £2,350.00 TOTAL £2350.00 Ward 7 – Strathallan Group Project Funding TOTAL £0.00 Ward 8 – Kinross-shire Group Project Funding Kinross After School Club After School Healthy Eating £400.00 Little Robins Cookery Club Cookery Club £1,000.00 KASC Cooks! After School Healthy Eating £2,312.50 TOTAL £3712.50 Ward 9 – Almond & Earn Group Project Funding TOTAL £0.00 Ward 10 – Perth City South Group Project Funding ESOL Cooking Project Cooking Project £200.00 TOTAL £200.00 Ward 11 – Perth City North Group Project Funding Letham4All Community Fridge £13,000 (funded from anti-poverty funding) TOTAL £13,000.00 Ward 12 – Perth City Centre Group Project Funding Perthshire Welfare Society Let’s Cook Healthier £1,560.00 Aberlour Children's Charity Batch Cooking Lessons £2,000.00 Letham4All Various Cooking Skills £960.00 Giraffe Community Healthy Eating £4,000.00 Tayside Council on Alcohol Healthy Cooking Classes £400.00 Culture Perth and Kinross Libraries Grow and Cook Healthily £4,000.00 Community Cookit Community Cookit £100.00 Perth Foodbank - Trussell Trust Perth Foodbank £5,000.00 TOTAL £18,020.00 Page 160 of 232
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PERTH AND KINROSS COUNCIL Housing and Social Wellbeing Committee Meeting 29 November 2023 5TH LOCAL CHILD POVERTY ACTION REPORT Report by Director Strategy, People and Resources (Report No. 23/339) 1. PURPOSE 1.1 The Child Poverty (Scotland) Act 2017 requires Perth & Kinross Council and NHS Tayside to publish a Local Child Poverty Action Report (LCPAR) each year. This is the 5th report, and it presents an update on actions taken during 2022/23; the Child Poverty Action Plan for 23/24 and an update on progress with the Child Poverty Delivery Plan for 2022 - 2026. 1.2 The LCPAR was circulated to and approved by the Community Planning Partnership on 5th October 2023 and was considered and endorsed by NHS Tayside on 10th October 2023. 2. RECOMMENDATIONS 2.1 It is recommended that Housing & Social Wellbeing Committee: I. Note the report. II. Confirm their continued commitment to the strategic aims set out in the child poverty strategy: a. To raise awareness about the causes and consequences of child poverty b. To foster social cohesion and reduce stigma surrounding poverty for children and families c. To reduce the negative effects of living in poverty for children and families d. To enable children and families to prepare themselves for a life free from poverty III. Re-affirm their commitment to the objectives of the Child Poverty Delivery Plan 2022 – 2026 to work with NHS Tayside and the Community Planning Partners to: • Provide opportunities and support to enter, sustain and progress in work (employability and skills, housing and economic opportunity, connectivity and childcare) • Maximise the support available to families to lead dignified lives and meet their basic needs (person-centred support, social security and income maximisation). • Supporting the next generation to survive and thrive 8 Page 161 of 232
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• Deliver a one council, whole family, whole community approach to connecting children and families to the help and support they need to mitigate and move beyond poverty 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Introduction and context • Spotlight on Innovation • Programme areas for action in 23/24 • Appendices 4. BACKGROUND / MAIN ISSUES 4.1 The most recent estimates for child poverty in Perth and Kinross assess that 5914 children (21.9%) are living in relative poverty. This suggests that mitigation measures taken during the Covid Pandemic had a significant effect as poverty rates remained fairly stable between 2017 and 2022. We do not however know what impact the cost-of-living crisis has had on children as this data has not yet been gathered. 4.2 Whilst no single service or agency has the power to end child poverty there is much that we can do to make the lives and life chances of the 5914 children living in poverty, here in Perth and Kinross brighter and better. We have considerable influence as a local authority and individual and collective responsibility to use our influence to make a real and lasting difference. 4.3 The structure and content of the LCPAR is different this year as the Scottish Government refreshed their Guidance Notes. The Guidance Notes reminded local authorities of their statutory duty to report on measures taken and measures proposed to contribute to child poverty targets, maximise income for pregnant women and families with children and to report on measures taken for families whose income/expenditure is adversely affected because of a family member’s protected characteristic. This last requirement is new and did not appear in the previous guidance notes and, like most local authorities and Health Boards, we are not yet in a position to provide this information as our data is not disaggregated on that basis. 4.4 The LCPAR links to other work currently being undertaken to develop a wider anti-poverty strategy for Perth and Kinross with our partners and to locate the governance function for the wider strategy with the Anti-Poverty Task Force. 4.5 The guidance notes requested that the LCPAR’s should have a clear strategic focus and should be evidence based. There was a strong steer towards reporting on innovation, learning, improvement and change. The need for better co-ordination of efforts across housing, transport, childcare, physical and mental health and development was also identified as being of importance. The Guidance also called for the use of case studies which highlighted the effectiveness of actions taken, and for linkages with GIRFEC and Whole Family Wellbeing, the Promise and UNCRC. Page 162 of 232
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4.6 Perth and Kinross Council has an established Child Poverty Working Group (CPWG) involving officers from Perth and Kinross Council and NHS Tayside. The CPWG oversees the progress and delivery of actions within the LCPAR. The establishment of the Anti-Poverty Task Force has strengthened collaborative working with key partners and will provide independent oversight of the work of the CPWG going forward. 4.7 The latest iteration of the Children’s Scorecard referenced in the report, measures our progress in tackling issues relating to child poverty and our delivery on those areas which mattered to parents and families affected by poverty. 4.8 One of the key issues surfaced by the Lived experience of child poverty report was the need for a systems design approach to be taken to deliver a One Council, Whole Family, Whole Community approach to addressing child poverty and connecting families to the help and support they need and want. 4.9 This has led to the establishment of a Locality Multi-disciplinary team in Highland Perthshire with the specific intention of mitigating rural poverty and cost of living pressures. This approach (supported by the Improvement Service) is also being followed in Letham and Coupar Angus. 4.10 The Corporate Plan highlights tackling poverty as a strategic priority of the Council. This contributes to delivering strategic outcomes: • children and young people grow safe, respected, well-educated, and confident in their ability to realise their full potential • people and businesses thrive in an inclusive and sustainable local economy across Perth and Kinross. 4.11 These strategic outcomes will be achieved by: 1. reducing the number of children living in poverty in Perth and Kinross 2. reducing the cost-of-living pressures for households in and at risk of poverty 3. maximising income from benefit entitlement and concessions for households 4. promoting and encouraging local employers to follow the principles of the Scottish Government’s Fair Work Action Plan, including the real Living Wage and Scottish Business Pledge 4.12 The Corporate Delivery Improvement Plan (CDIP) commits Perth and Kinross Council to work with partners to develop a wider anti-poverty strategy, once this is done, the LCPAR and strategic outcomes outlined above will become a subsidiary document to the wider strategy. 4.13 The Local Outcomes Improvement Plan (LOIP) has identified reducing poverty as a strategic priority and is seeking to deliver the following local outcomes: Page 163 of 232
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• levels of poverty in Perth and Kinross will remain below the national average • action on food insecurity is better co-ordinated across Perth and Kinross • action on fuel poverty is better co-ordinated across Perth and Kinross • increasing numbers of premises are offering free period products across Perth and Kinross 4.14 The LCPAR reports on the many positive actions have been taken in the last year to tackle child poverty and the cost-of-living crisis they include: • £6.3M committed to supporting struggling families through the cost-of- living crisis an increase of over £1M on previous year • £420,000 allocated to support a cost-of-living strategy which supported the opening of warm spaces within the community, distribution of warm home packs, additional support for community food and other measures. • 78 parents are being supported to find work and 30 who are currently in work are being supported to sustain employment or progress to better paid/more skilled employment • 86 jobs were created via Employer Recruitment Incentives (over the last 2 years) • A new HGV/LGV training academy was established, and 39 participants have now passed their HGV license with 36 gaining full time employment • Both NHS Tayside and Perth and Kinross Council now have community benefit gateways established to enable suppliers to add value to their contracts by supporting the social economy. • 279 referrals were made to the Welfare Rights Team from the Family Nurse Partnership, Health Visiting and Maternity Services. The average financial gain for these referrals was £1,175. • 926 tenants experiencing financial difficulties benefitted from income maximisation delivered through the Financial Inclusion Project by Perth CAB. • The Housing Think Yes Fund of £30,000 enabled frontline workers to respond quickly and effectively to support 167 tenants experiencing financial difficulties. • The Welfare Rights Team achieved a Client Financial Gain of £6.5million in social security benefits. They administered PKCs Financial Insecurity Fund which amounted to £520,000. • The Community Planning Partnership have developed a Town Centre Action Plan for Coupar Angus with local residents. The Plan has a strong focus on tackling poverty, removing the barriers to employment and supporting mental health and wellbeing. • 7,700 school meals are provided each day take up for free school meals now stands at 65% for Primary Schools and 45% for Secondary Schools. • 258 children accessed support or services funded by the Community Mental Health Fund between July and December 2022. 4.15 The report spotlights examples of innovation providing information and case studies on: Page 164 of 232
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• The establishment of an Anti-Poverty Task Force for Perth and Kinross • Community Wealth building work delivered by NHS Tayside • The development of the children’s scorecard • Love Letham – giving young people a voice • Cash First and the use of Paypoint • Crisis prevention • Cost of Living crisis response 5. PROPOSALS 5.1 This report details work undertaken in 2022/23 in fulfilment of the 2022/23 Local Child Poverty Action Plan and sets out the Action Plan for 2023/24. 5.2 The Local Child Poverty Action Plan for 2023/24 comprises workplans for each of the 3 workstreams: Workstream 1 - Providing opportunities and support needed to enter, sustain, and progress in work (employability and skills, housing, connectivity and childcare, economic opportunity) Workstream 2 - Maximising the support available to families to lead dignified lives and meet their basic needs (person-centred support, social security, and income maximisation) Workstream 3 - Supporting the next generation to survive and thrive (next generation). 5.3 This work will be subject to independent scrutiny by the Anti-Poverty Task Force who will provide additional expertise from across Perth and Kinross which will inform the implementation, monitoring and evaluation of the Child Poverty Delivery Plan and the development of annual Local Child Poverty Action Plans. 6. CONCLUSION 6.1 We know that over 5914 children across Perth and Kinross are living in poverty. The negative impacts of poverty cannot be underestimated, both in the short and the longer term. This report sets out the Councils continued commitment to tackling child poverty in the area. It demonstrates our understanding of child poverty in Perth and Kinross, the key areas of focus and the actions that we will continue to progress with our partners to ensure that child poverty is minimised and that all of our children are supported to live well. 6.2 The LCPAR has been presented to NHS Tayside for their approval. The Child Poverty Working Group will continue to oversee and monitor progress towards delivery on commitments in the Child Poverty Action Plan 2023/2024 and will report on the same to Perth and Kinross Council in the next LCPAR report in September 2024. The Anti-Poverty Task Force will continue to provide independent scrutiny of the implementation of the Local Child Poverty Delivery Plan 2022- 2026 and each annual Child Poverty Action Plan. Page 165 of 232
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Author Name Designation Contact Details Margaret Lynch Child Poverty Project Officer 01738 475000 ComCommitteeReports@pkc.gov.uk Approved Name Designation Date Clare Mailer Director – Strategy, People and Resources 6 November 2023 APPENDICES • Appendix 1 -5th Local Child Poverty Action Plan 23/24 Page 166 of 232
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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 Yes Consultation Internal Yes External Yes Communication Communications Plan None 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 Mitigating Child Poverty will address the following outcomes identified in the Local Outcomes Improvement Plan by the Community Planning Partnership Levels of poverty in Perth and Kinross will remain below the national average. Action on food insecurity will be better co-ordinated in Perth and Kinross increase numbers of premises will offer free period products across Perth and Kinross. Corporate Plan 1.2 Mitigating Child Poverty will: • address the following priorities in Perth and Kinross Council’s Corporate Plan • Tackling Poverty • Children and young people grow up safe, respected, well-educated and confident in their ability to realise their full potential • People and businesses are increasingly able to prosper in a local economy which supports low carbon ambitions and offers opportunities for all. Page 167 of 232
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This will be achieved by: • Preventing and mitigating the impact of poverty for children living in Perth and Kinross • Mitigating the cost of living pressures for households experiencing or at risk of poverty • Maximising income from benefit entitlement and concessions for households • Promoting and encouraging local employers to follow the principles of the Scottish Government Fair Work Action Plan including the Real Living Wage and Scottish Business Pledge. 2. Resource Implications 2.1 There are no resource implications arising from this report. 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 Tackling Poverty is an organisational priority and as such mitigating actions are also monitored through the Council’s risk profile. 4. Consultation Internal 4.1 All relevant heads of service have been involved in the development of this report. Page 168 of 232
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External 4.2 Priority Families were involved via the research project undertaken by the Scottish Poverty and Inequality Research Unit. NHS Tayside was involved in the development of this report and the Community Planning Partnership will also sign off on it. 5. Communication 5.1 None. 2. BACKGROUND PAPERS 2.1 None. Page 169 of 232
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Appendix 1 Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 8 Page 171 of 232
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2 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 Contents Policy Context .............................................................................................................................................................................................................. 3 Context ......................................................................................................................................................................................................................... 4 Spotlight on .................................................................................................................................................................................................................. 9 Programme Areas for Action in 2023/24 ................................................................................................................................................................... 22 Other Important Developments Planned for 2023/24 .............................................................................................................................................. 29 Challenges .................................................................................................................................................................................................................. 29 Appendix 1 – Child Poverty Delivery Plan 2022-2026 ............................................................................................................................................... 30 Appendix 2 – Additional Data on Priority Families .................................................................................................................................................... 33 Appendix 3 – Links to Companion Publications ......................................................................................................................................................... 35 Page 172 of 232
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This report has been jointly produced by Perth and Kinross Council and NHS Tayside, it reflects the wider collaboration with our Community Planning Partners and a deepening engagement with our key stakeholder groups. It is our fifth Child Poverty Action Report and includes actions taken to implement our Child Poverty Delivery Plan 2022-2026. It flows from the Perth and Kinross Corporate Plan 2022/23 - 2027/28 which has Tackling Poverty as a corporate priority and the Perth and Kinross Community Plan 2022-2032 adopted by our Community Planning Partners which sets Reducing Poverty as a strategic priority. The Child Poverty Delivery Plan aligns with Best Start, Bright Futures: tackling child poverty delivery plan of the Scottish Government which covers the same period. It connects to and will deliver a rights-based approach as set out in the UN Convention on the Rights of the Child with reference to those articles which relate to child poverty: • Article 3 (best interests of the child) • Article 6 (life, survival and development) • Article 12 (respect for the views of the child) • Article 26 (social security) • Article 27 (adequate standard of living). It is underpinned by GIRFEC (Getting It Right For Every Child) the national approach in Scotland to improving outcomes and supporting the wellbeing of children and young people by offering the right help at the right time. It supports children and their parents to work in partnership with the services that can help them. The GIRFEC approach is child-focussed and uses the SHANARRI wellbeing indicators, to identify need and measure progress. It also aligns with the Scottish Government’s No One Left Behind approach to employability support. In particular, the growing emphasis on supporting parents into work, and to increase their earnings in work. It will contribute to the delivery of Scotland's Promise to care experienced children and young people that they will grow up loved, safe and respected and relates to the delivery of Plan 21-24 which requires organisations to demonstrate how they are ensuring that they play a part in mitigating the impacts of poverty. Policy Context Page 173 of 232
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4 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 Perth and Kinross has the outward appearance of an affluent area. We have only 3 data zones in the bottom decile of the Scottish Index of Multiple Deprivation (SIMD) – Blairgowrie East (Rattray) – 03, Hillyland, Tulloch and Inveralmond – 01 and Muirton – 01. A deeper dive into the data coupled with lived experience research and the experiences of our frontline services paints a different picture with areas of severe poverty and deprivation that we need to tackle. The powerful testimony of people with direct experience of poverty led us to an understanding that "intense poverty exists in Perth and Kinross" and that “it restricts the life chances and opportunities of those who experience it." The report on "Child Poverty in Perth and Kinross" by the Scottish Poverty and Inequality Research Unit and the Poverty Alliance galvanised the Community Planning Partnership, Perth and Kinross Council and NHS Tayside to make tackling poverty a key priority. The real extent of poverty is masked by 3 things: • Poverty is stigmatised and it is difficult for people to be open about the fact that this is a challenge that they face. • The Scottish Index of Multiple Deprivation, used as a proxy for measuring poverty, identifies deprived areas, not people. It is not good at identifying poverty where it is dispersed such as in rural areas like Perth and Kinross. • The over-reliance on income-based measures which do not take account of the higher cost of living in rural areas. The Scottish Government's report "Poverty in Rural Scotland" found that many rural households were at risk of poverty due to their high expenditure on travel, food and fuel. Context Page 174 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 5 The Poverty Threshold (before housing costs) is 60% of median earnings – equivalised by family type and size. The UK Minimum Income Standard (MIS) Report 2022 provides an income calculator which can be used to identify the income level which different family types need to attain to secure an acceptable standard of living. These figures were then uprated to give an approximation of where the MIS rested for different family types in rural Perthshire. The most recent estimates for child poverty in Perth and Kinross assess that 5,914 children (21.9%) are living in relative poverty. 21.9% 5,914 children are living in relative poverty This suggests that mitigation measures taken during the COVID-19 pandemic had a significant effect as poverty rates have remained fairly stable between 2017 and 2022. Further information is available here. We do not yet know what impact the Cost-of-Living Crisis will have had on children as this data has not yet been gathered. Couple with 2 children UK Government Poverty Threshold £29,588 MIS UK £51,998 Lone parent with 2 children UK Government Poverty Threshold £23,192 MIS UK £62,277 Page 175 of 232
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6 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 This year’s Measuring Poverty Report which is included in the Children's Scorecard 2021/2022 highlights some positive movements: • The number and percentage of employees across Perth and Kinross earning less than the Real Living Wage as defined by the Real Living Wage Foundation has significantly reduced (13,000 in 2019/20 to 8,000 in 2021/22). • There has been a slight reduction in job density, meaning fewer people are chasing available jobs (0.77 in 2019/20 and 0.84 in 2021/22). • Median earnings increased by 8.8% in the last year; this would have enhanced the ability of families to cope with the Cost-of-Living Crisis where inflation reached 10.4%. However, there are areas for ongoing concern: • There has been little movement on the gender pay gap (13% in 2019 and 14% in 2022). • Private sector rents increased by 26% over 3 years (2019/20 – 2020/21 and 2021/22) compared with a 9.6% increase in local authority rents over the same period. • The number of workless households increased significantly during the COVID-19 pandemic and is still 10% above the pre-COVID-19 rate (4,000 in 2019/20 and 4,400 in 2021/22). • There has been a significant increase in payments from Scottish Welfare Fund which is an indicator of ongoing financial stress (£342,463 in 2019/20 and £460,834 in 2021/22). (All of the above data relates to Perth and Kinross only and not Scotland as a whole). The Measuring Poverty report included in the Children’s Scorecard is incomplete as some of the statistics that we would normally use to measure child poverty are not available as COVID-19 and subsequent lockdowns have disrupted the collection of data. The data that is available in the main was collected before the impact of the Cost-of- Living Crisis was felt and is therefore slightly out of date. Page 176 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 7 Deepening Poverty for Some There are different levels of poverty experienced by people: • Just above the poverty line – this includes households that are between 60% of the median income (the poverty line) and 70% of the median. • Just below the poverty line – this includes households that are below the poverty line (60% of the median income) but above 50% of the median income. • Deep but not very deep poverty – this includes households below 50% of the median income but above 40%. • Very deep poverty – this includes households below 40% of the median income. Local figures for Perth and Kinross for deep poverty and very deep poverty do not exist, however the Joseph Rowntree Foundation produced the following estimates for us based on their research: • 2,600 children in deep but not very deep poverty. • 2,600 children in very deep poverty. Page 177 of 232
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8 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 ACORN Data Aside from those who are experiencing relative poverty, the ACORN data for Perth and Kinross reports at household level. As there is an average of 2.21 persons per household for Perth and Kinross (based on 2018 data), it is likely that the number of people who are struggling financially stands at around 58,000 – or 1 in 3 of those living in Perth and Kinross. Total % Affluent Achievers 21,572 31% Rising Prosperity 2,728 4% Comfortable Communities 20,017 29% Financially Stretched 16,860 24% Urban Adversity 7,783 11% Ward Level Data At this stage we can only provide Ward level data for children in relative poverty – before housing costs. Therefore, this is an underestimate of the actual numbers of children in poverty. It does however provide a useful means of comparing one Ward with another in terms of prevalence. In previous years percentages have been provided, but these are not currently available for 2022. Page 178 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 9 Spotlight on Anti-Poverty Taskforce The Anti-Poverty Taskforce was born out of a need to provide a more co-ordinated and cohesive response to protect the most vulnerable citizens of Perth and Kinross. It was established to leverage expertise from across Perth and Kinross and beyond to engage and inspire collective ownership and commitment to mitigating the worst effects of the cost-of-living crisis in the short- term and mitigate the longer-term effects of poverty within Perth and Kinross. The Anti-Poverty Taskforce provides independent active leadership and support for cross-sector collaboration and action to help those most affected by poverty and the Cost-of-Living Crisis. By drawing upon expertise from across the area the Taskforce offers meaningful support to those experiencing poverty and most at risk from rising costs. It also provides a co-ordinating focal point for all the current activities aimed at reducing inequalities – child poverty, fuel poverty, food supply, and the rural poverty premium. The Taskforce membership is drawn from elected members, third sector partners, Police Scotland, NHS Tayside, PKAVS, Citizens Advice, GrowBiz, supported by Council officers and with expert advice from Professor John McKendrick at SPIRU (Scottish Poverty and Inequality Research Unit). A dedicated project manager has been recruited to provide support to the Taskforce, funded by Perth and Kinross Council but managed through our partners in Giraffe. So far, the Taskforce has: • facilitated direct connections to a large range of organisations offering support and assistance • co-ordinated an approach to Cash 1st with Perth CAB securing funding from the Trussell Trust to develop a Cash- First partnership • facilitated the expansion of the Perth Gift Card for use in local supermarkets to enable a Cash-First approach to be broadened • co-ordinated a multi-agency approach and communications in response to the Cost-of-Living Crisis and in particular winter planning arrangements Ongoing work includes: • contributing to the development of a Perth and Kinross Anti-Poverty Strategy, co-produced with all key stakeholders Page 179 of 232
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10 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 • facilitating discussions with Stagecoach and the Trussell Trust to provide free bus travel to foodbanks • developing a scheme for the disposal of Council minibuses to local community groups to facilitate better transport links, especially in our remote and rural communities Community wealth building – NHS Tayside as an anchor institute NHS Tayside is the largest Anchor Institute in the local region of Tayside and as such recognises the significant opportunities this presents and its part to play in improving not only the health of its population but in also supporting the region’s social and economic development. Examples of current completed actions and work in progress include: As an employer • Full implementation and accreditation of the “Real Living Wage”. • Being a Disability Confident Employer providing links with employability programmes and guaranteed interviews. • Work to increase visibility in different sectors of population through promotion of jobs at careers fairs and schools etc. • Partnership working with colleges and encouraging uptake of foundational apprenticeships through a current pilot in six schools within Tayside. • Continuing support of healthy working lives initiatives and staff wellbeing programmes alongside promotion and ongoing enhancement of flexible working policies. As a mass procurer of goods and services • Full implementation and accreditation of the “Real Living Wage” for all contracts. • Increasing % of total spend with local suppliers (currently 35% is local to Tayside). • Meet the buyers’ events, procurement surgeries and providing coaching on Social Value (SV). • Development and promotion of NHS Community Benefits Gateway to local community groups. • Ensure apprentice numbers on contracts are advocated and adhered to. • Work to understand where the current gaps in recruitment are and utilise the opportunities to include a requirement in Page 180 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 11 construction contracts to encourage employment for long- term unemployed; utilising links with Local Employability Partnerships and the meet the supplier events. NHS Tayside’s position as an Anchor Institute will encourage other organisations to reducing health inequalities associated with poverty. Children’s Scorecard PKC commissioned research on the lived experience of Priority Families experiencing poverty in Perth and Kinross. The research was conducted by the Poverty Alliance and the Scottish Poverty and Inequality Research Unit at Glasgow Caledonian University. Families told us how poverty impacted on their lives and how they experienced our services. Families were asked what services they needed and what services could do differently or better to meet their needs. The areas of most concern to families were: • support for mental health and wellbeing • stigma and dignity • crisis support • access to good quality, affordable housing • for schools to provide information about what help was available and improve the quality of school meals • affordable, flexible childcare and after school provision to support parental employment • affordable transport (More detail on these issues can be found in the Children’s Scorecard linked above.) Page 181 of 232
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12 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 The research was shared with Perth and Kinross Council’s Services – and was used to determine which indicators were required to measure how well Services respond to meet needs. The Children’s Scorecard was developed as a means of reporting on progress and identifying areas of improvement. The first Children’s Scorecard laid the baseline – and in 2022 the second Children’s Scorecard was signed off. It showed that progress had been made in most of the areas identified by Priority Parents – but it also identified those areas where further work is required. These have now been factored into ongoing workplans and will be addressed in the coming year. The Children’s Scorecard for priority parents has: • created a focal point for discussion with services which centres on what parents need – and enables the Services to factor this into their Service Improvement Plans • identified gaps in provision and to move resources to those areas of most importance to parents • enabled us to measure how well we are responding to the concerns raised by parents A review of the Children’s Scorecard identified areas of improvement which we will address in the coming year. • We will close the time lag between gathering and reporting on the performance information – we will do this by aligning with the Council’s Improvement Planning process and the LCPAR (Local Child Poverty Action Report) reporting cycle. • We will embed consultation with Priority Families in the wider stakeholder engagement and consultations undertaken by the services and ensure that the Children’s Scorecard areas of focus are updated accordingly. NHS Tayside Community Benefit Gateway A Community Benefit Gateway has been established by NHS Tayside as part of its broader role as an economic anchor institution. Ongoing work through NHS Tayside procurement processes have encouraged local suppliers to register and use the portal – 60 new suppliers signed up in the last quarter of 2022/23 – bringing supplier sign-ups on the system to 244. Click here to access the NHS Community Benefits Portal. Perth and Kinross Council is also working with communities and businesses to achieve social value from the money we spend. We include Community Benefit Clauses in as many of our contracts as possible. For more information on what this has delivered click here to access the community benefits map. Page 182 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 13 Payments to Foster and Kinship Carers Perth and Kinross Council increased weekly payments to foster and kinship carers by 3%. A Cost-of-Living Crisis payment of £400 per child in foster or kinship care or £300 per young person in Continuing Care was provided to 192 families to help with additional food and fuel costs last winter. NHS Tayside Cost of Living Staff Task Group A Cost-of-Living Staff Group was set up by NHS Tayside in June 2022. Members from staff groups across the organisation are represented and the group is jointly chaired by a member of the Workforce Directorate and Staff-side (Trade Union). The Cost-of- Living Staff group has developed new resources for staff such as a Cost-of Living Support directory and they have arranged and promoted awareness sessions delivered by various agencies for staff to attend such as Money Helper awareness session, Save Energy at Home and Focus on Finances sessions. Giving Young People a Voice - Letham Love Letham is a collaboration between the Wellbeing Economy Alliance Scotland and Perth and Kinross Council. It is a pioneering project bringing together children, young people, families, residents and senior representatives from Perth and Kinross Council to co- create plans to make Letham the best place for children to grow up. What we did • Hundreds of children, young people and families shared what wellbeing means to them. • Diverse commissions of primary aged children, young people, local adults and decision makers were recruited. • Commissioners analysed data, developed a shared vision and made recommendations. Page 183 of 232
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14 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 The Love Letham Commission comprised 3 distinct groups to provide appropriate spaces for people to work with peers before collaborating more widely. Each school Commission was given £500 for their time that they could spend on something which would boost wellbeing at their school. Young people fed back that they preferred to work without adults and then share what they came up with. The issues raised were broad – and poverty-related issues featured amongst those that young people wanted to see addressed. Young people’s focus on safety, decent homes and mental health support was echoed by adults. Concerns relating to poverty raised by young people • People can’t afford good food. • People don’t have enough money. • Homelessness. • Houses are overcrowded. • Access to services. • There is no doctor, nurse, health visitor or mental health services in Letham. • If you are disabled, it is hard to access everything. • Spaces for young people to meet and spend time. • Not enough public transport. • Need more after school clubs. What comes next? Building on the experience of Love Letham, Perth and Kinross are setting up a multi-disciplinary team of service providers from across the Council and Community Planning Partners. They will be empowered to respond to the unique needs of the area – and will address the issues of concern raised by young people. “We like having our opinions listened to and valued.” Member of the Inbetweeners Youth Group “Children’s voices lead the whole process. We kept going back to them to get more clarification and test things with them. We believe this is more meaningful than typical engagement processes with children.” Commissioner Page 184 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 15 “We hope that Perth and Kinross Council will be able to follow through quickly with simple things. Making younger people part of the decision- making process is an excellent way of beginning this journey.” Elsa (20) and Linda (72) Commission members Wraparound Care for Working Parents The Pitlochry community was provided with Out of School Care Services by a voluntary management committee. They reached out to the Childcare Strategy Team as the service was at risk of closure. A Pitlochry Wraparound Care pilot was agreed to provide affordable, flexible childcare, before and after school and during some of the school holidays. Pitlochry WAC (Wraparound Care) currently provide childcare for 68 children from 45 families. The pilot has been extended to deliver this service for the coming year ensuring families can access dependable childcare that will allow them to sustain employment. Cash-First Letham4all is a local community anchor organisation and is the lead organisation for a Cost-of-Living Crisis working group involving a range of organisations including Perth and Kinross Council, third sector organisations delivering services to vulnerable groups and locally-based community service delivery organisations. Page 185 of 232
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16 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 Aim To identify new ways of delivering a Cash-First approach to support people impacted by the Cost-of-Living Crisis and to deliver a faster response to people needing emergency top-ups of utility cards. Challenges • Governance around cash handovers. • Concerns around storing and accessing cash in office premises. • Time taken to process support, especially in relation to emergency pay-as-you-go utility top-ups, keys and cards. • Concerns around issues relating to dignity, lack of personal choice and confidentiality in the community. Problems Encountered Very few charities use the PayPoint System and as a result it took longer than anticipated to complete the installation of the PayPoint service. As a stopgap measure the group purchased a supply of MicroNEX Perth Cards. These were used at participating shops as a pre-paid Mastercard and enabled people to purchase anything from food, clothing, fuel and utilities. PayPoint Letham4all received some funding from Perth and Kinross Council to install a PayPoint System. The process involves: • obtaining the service user’s name and mobile phone number • sending a unique code to the service user’s mobile phone This can be used by the service user at any PayPoint store to top up a utility card, pay a bill or receive cash. Installing PayPoint cost £10,000 and there is an ongoing annual cost of £7,500 in addition to a charge of £1.50 for each transaction. The Perth Card cost the face value of the card and the staff time involved in handing out or delivering the card to the service user. Use of the PayPoint system reduced staff time taken to access and process a cash payment. “It eliminated the need for staff to go with the tenant to top up the card or key. It is less intrusive to those who have received it and doesn’t feel as though staff are micromanaging the situation.” Page 186 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 17 Amounts paid out were small – from £20 to £45. Over a 3-month period, 27 payments were made. Letham4all saved an estimated £32.70 per transaction as a result of reducing the staff time involved in processing payments. 85 Perth Cards with a value of £30 were distributed by Letham4all enabling those who were experiencing financial crisis to get immediate help to tide them over until the service user could be signposted to Welfare Rights, Perth CAB or other support organisation. “We have been able to offer immediate support which alleviates stress to parents and their children. There is no stigma attached to this type of payment. Anecdotally we have been told of the relief that people feel at being given these relatively small amounts of money to tide them over in a financial crisis, preventing things getting worse in relation to their own mental health and being able to provide the basic necessities for those they care for is really important.” “We are able to help someone who is having an emergency out with the opening hours of the Community Fridge and local foodbank. And it offers personal choice and dignity in the process.” Next Steps Perth and Kinross Council and Letham4all are interested in a test of change project to see if the PayPoint System can be scaled up and delivered across Perth and Kinross. This could be of assistance in rural areas where access to community larders and foodbanks is hampered by transport availability and cost. Crisis Prevention – A Belt and Braces Approach Households can access our local Financial Insecurity Fund (FIF) if they agree to a welfare benefits check. This ensures that households are receiving their full UKG entitlements. The Welfare Rights Team ensures that households are receiving their full entitlements so that they are better equipped, financially, to cover their ongoing costs of living. Once this is done, the families’ situation is reviewed, and payments can then be made if the household fits the eligibility criteria with a view to preventing crisis Page 187 of 232
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18 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 at a future date. The process has minimal ask of customers in terms of evidence due to the access we have to statutory information. NRPF (No Recourse to Public Funds) Crisis Grants There is no comprehensive benefit check for these cases as there is no recourse to public funds. We routinely make onward referrals to the Ethnic Minority Law Centre for these households, many of whom are EEA Nationals with no status. Child Poverty, Debts and Rural Poverty The FIF targets low-income households, Priority Family Groups and people with protected characteristics. The Fund includes one-off rural hardship payments and other payments which assist with the cost of oil/gas/solid fuel which requires large, upfront payment. The Fund can also assist with priority debts such as rent, Council Tax, energy, school dinner and broadband debt. Added Value Households do not need to be in crisis to access the FIF therefore it is preventative. Help with priority debts can: • prevent or remove the costs attached to diligence • prevent sequestrations • replace some provision that Welfare Reform removed (Discretionary Housing Payments in respect of Council Tax) • prevent the need for Money/Debt advice thus protecting Partners valuable resources • address the issue of school dinner debt which SG later included in their priorities and issued best practice • act as a powerful incentive to households to have a benefit check (win-win) which reduces the need for crisis assistance later Effective partnership working with the Child Protection Team, Community Safety, HSCP (Health and Social Care Partnership) and Health colleagues to prevent risks to children and adults and contributes to prevention and detection of crime, of which we have some examples. Partnership Working Pink Saltire/Perth Welfare Society/Gypsy/Traveller Community Groups We worked closely with Pink Saltire, Gypsy/Traveller Community Groups and Perth Welfare Society to provide funding to them so Page 188 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 19 that they could provide grants, with one-off funding, to households in their communities that found barriers to accessing mainstream assistance. We are working with the Equalities Team and these groups to establish what would best meet their needs and how services should be delivered to meet those. Working with schools We have a referral agreement in place with schools and Community Link Workers Families on a low-income are awarded grants to contribute to the cost of clothing for school-age children. Aberlour – Tayside Hardship Project The three Tayside Councils work in Partnership with Aberlour to provide an enhanced welfare rights service to families with children on the edge of care. Almost all of the families have debt situations and we have been able to assist over 20 families. Testimonials from Aberlour: Feedback from two Aberlour families: “It’s been the best thing anyone has ever done for me.” “I feel much more confident that I can manage my own money better now and I know what to do in the future if I have a problem.” Breakdown of FIF payments 2023/24 A breakdown of the payments made direct to people’s pockets can be found in the Welfare Rights Team Annual Report 2022/23 - Payment Schemes - Perth & Kinross Council (pkc.gov.uk) and in addition, Pink Saltire was allocated £15K to distribute grants and Perth Welfare Society was allocated £10K to distribute grants to the people in their communities. The FIF goes beyond signposting, advice and information; it is practical help at a point in time and at the first point of contact. It is an example of one of the most holistic ways of working. It is preventative and it also gives a bit of hope to households. If entitlements are in place and if debts are removed, reduced or more manageable then the overall stress for low-income households, most of whom may have multiple stressors, reduces and people feel that wee bit more able to cope. Page 189 of 232
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20 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 Cost-of-Living Crisis Response A Cost-of-Living Crisis group was convened by Letham4all, a local community anchor organisation. The group comprised participants from Perth and Kinross Council (Chief Executive’s Service, Housing, and Education and Children’s Services), Police Scotland, NHS Tayside, Church of Scotland, Baptist Church, Aberlour, Remploy, Penumbra, Perth Welfare Society, and Homestart. Membership of the group varied between July 2022 and April 2023. The group identified the need for a community-based response to the Cost-of-Living Crisis which spanned the provision of advice, warm spaces, community food, warm home packs and emergency Cash-First payments. Partly in response to this group’s feedback, the Council prepared a Cost-of-Living Crisis Strategy which was fast tracked for approval in September by Perth and Kinross Council who provided an initial funding package of £320,000 which was later augmented by a further £100,000. The fund opened in October 2022 and closed in January 2023 when all funds had been allocated. 120 community organisations were involved in delivering warm spaces, warm home packs and community food. Signposting to other services and support was available at all locations. A Reflective Practice Day is planned for September 2023 to capture lessons learned and propose actions to be taken this winter. “There was a real benefit to people knowing that lunch would be provided, and their heating didn’t need to be on until the evening – it saved money and worry.” St Columba’s Episcopal Church “2 people found employment through engaging in the warm space. People were able to come together and found friendship and support.” Rannoch Community Trust “I have been attending the warm space from the very start, it gives me so much. Not only does it reduce my costs, but I find myself being part of a group that is very friendly.” Anonymous Beneficiary Page 190 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 21 “Bringing my kids and letting them play games while I speak to others gives me a very big break. I feel I don’t need to ask the common questions such as is the food halal? Thank you very much.” Anonymous Beneficiary “The warm space has been a lifeline for many. We recently received over 30 people from the Sri Lankan community. We always ask how they found out about the warm space – the answer is varied – social media, PKC website and word of mouth. Daily we are serving a minimum of 50 people.” Perth Welfare Society Page 191 of 232
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22 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 Work – Support parents to enter, sustain and progress in work • Support parents into employment which pays the Real Living Wage or more. • Take action to close the gender employment and pay gaps. • Address the challenges presented by rurality. Improvement Required • Greater engagement with business and the private sector. To support the need to take effective action to help parents into employment that pays the Real Living Wage and close the gender employment and pay gaps. • Ensuring our investment in economic development delivers inclusive growth that benefits all in our communities and delivers economic opportunities for groups and communities which are currently experiencing disadvantage. • Join up action to deliver access to affordable housing, transport and childcare to support parents into work. • Remove the barriers to employment for parents and those living in rural and remote rural areas. Partners Anti-Poverty Taskforce, Perth and Kinross Council, NHS Tayside, GrowBiz, other business partners to be identified. Actions • We will work with organisations such as the Business Gateway, Chamber of Commerce, Federation of Small Businesses and GrowBiz to champion the benefits of paying the Real Living Wage and the Fair Work principles. • We will identify, and promote best practice on delivering the Real Living Wage and embed this within our Economic Wellbeing Strategy and ensure it features in Supplier Development programmes. • NHS Tayside will work with employability, procurement and estates staff and partners to develop itself as an Anchor Institute with the aim of using its strategic influence to tackle poverty and health inequalities. Programme Areas for Action in 2023/24 Page 192 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 23 • Raise awareness about the Real Living Wage during Challenge Poverty Week. • Update Perth and Kinross Economic Wellbeing Strategy to ensure investment is used to promote Fair Work, address barriers to labour market participation, and creates economic opportunity and investment in areas of disadvantage. • NHS Tayside will prioritise its role as an anchor employer and will improve the interface with the Local Employability Partnership to improve access to employment and representation in the NHS workforce amongst people who are care-experienced, carers, black and minority ethnic groups including Gypsy Travellers, people living in the 20% most deprived areas, disabled people and lone parents. • PKC will take the following actions to extend childcare provision to support parental employment: o expand the service redesign of Wrap Around Care to provide flexible, affordable childcare packages o launch Community Childminding to support the most vulnerable families o increase uptake of strong start 2 places • Support parents who wish to take-up self-employment as childcare providers to gain the necessary skills and qualifications to provide community-based childminding services. • Ensure more joined-up partnership working between the Council’s Employability services for parents, and teams working to support parents through childcare and educational initiatives. • Make effective use of the additional £300K secured in the Council budget from 2023/24 to provide additional support to parents seeking to get into work or increase their earning power in work. • Make effective use of the Parental Employment Support Fund to connect childcare, employability and transport offers to remove barriers to employment for Priority Parents. • Work with the Local Employment Partnership and Network to promote collaborative approaches to securing funding for employability programmes which target Priority Parents. Page 193 of 232
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24 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 Dignified Living – Maximise the support available to families to lead dignified lives and meet their basic needs • Addressing the rural poverty premium. • Addressing the needs of the Gypsy/Traveller and other minority ethnic communities. • Addressing stigma which prevents parents and families from seeking support. Improvement Required Delivering a one-Council, whole-family, whole-community approach requires us to develop and embed multidisciplinary, cross- organisational working in our localities to connect children and families to the help that they need and want. We need to have a more systematic approach to targeting and engaging with our Priority Families and those with Protected Characteristics. Partners Anti-Poverty Taskforce, Perth and Kinross Council, NHS Tayside, Improvement Service, Perth CAB, Letham4all, community anchor organisations, locality-based multidisciplinary teams (Highland Perthshire, Coupar Angus, Letham) Perth Welfare Society. Actions • Using data-driven approaches which analyse socio- economic data and data relating to the uptake of Council concessions, plot gradients of unmet need to local schools. • Target income maximisation, employability offers and, where possible, social prescribing to schools with the greatest levels of unmet need associated with poverty and inequality. • Develop locality-based multidisciplinary, cross- organisational teams who can support and connect parents and families to services which take them beyond crisis interventions to sustainable livelihoods. This will involve: o formation of locality, multi-disciplinary, cross- organisational teams o engagement with key stakeholders in local communities including Priority Parents and people with Protected Characteristics Page 194 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 25 o mapping of local service provision across the public, third and community sectors o development of referral management processes and software to support frontline workers and local service managers to connect families to a broad range of services covering crisis intervention, whole- family health and wellbeing, housing, income maximisation, debt management and employability o delivery of training programmes to frontline workers (Support and Connect) and Priority Parents (Building Resilient Families) to enable them to support Priority Parents to access the help and support they need to move from crisis to sustainable livelihoods o identification of local gaps in service provision and development of local service footprints for those services currently centrally delivered o devolved budgets to support the development and implementation of Locality Plans • NHS Tayside will promote the Warmth Matters app and website to enable frontline workers to signpost people to a range of services and support across income maximisation, debt and energy advice, mental health and wellbeing and employability. • Our Welfare Fund Team will work in partnership with Perth Prison to provide an accelerated service to people on release from prison as part of a wider voluntary throughcare programme. • Our Welfare Rights and Welfare Fund Teams will provide outreach at Perth and Glenochil prisons and to prisoners’ families. This will be a Scotland-first, no other Council has ever provided Welfare Fund services within prison establishments. • Our Welfare Rights Team will work with Aberlour to establish a Welfare Rights Academy to provide training on welfare benefits and income maximisation across Perth and Kinross. • Develop a joined-up approach to crisis intervention which is underpinned by a Cash-First approach. This will involve: o Perth and Kinross Council Welfare Rights and Welfare Fund Teams will continue to deliver Cash- First training to the frontline across Perth and Kinross and work closely with foodbanks and community groups to ensure that those accessing food are first accessing statutory cash provision o establishment of a Think Yes fund to enable frontline workers to get quick emergency cash to children Page 195 of 232
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26 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 o support Letham4all to make PayPoint System available across Perth and Kinross to Support Cash- First emergency payments of small amounts to tide people over until benefits are received o NHS Tayside staff will be provided opportunities to access income maximisation services o The development of a new referral management system (see above) which will be undertaken by Perth CAB and rolled out across Perth and Kinross. NHS Tayside will contribute to the development of Cash-First approaches through networking, co- delivery of training, sharing knowledge of services and good practice. • NHS Tayside will increase the number of health placed income maximisation referrals to welfare/energy advice services. This will include new work with families where children are severely disabled or have complex needs. We will also focus on staff working in paediatrics to ensure they can refer appropriately to connect families to help and support. • Following a ‘Health in All Policies’ pilot with PKC Housing Services, NHS Tayside and Public Health Scotland, NHS Tayside will work with their local authority partners to strengthen impact assessments around health inequalities and poverty. (Link to report - Health Inequalities Impact Assessment) Page 196 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 27 Survive and Thrive – Supporting the next generation to survive and thrive • Closing the poverty-related attainment gap. • Addressing the challenges faced by disabled young people entering further and higher education and the jobs market. • Addressing mental health and wellbeing issues for parents and children affected by poverty. Improvement Required Recognition that children from more disadvantaged backgrounds have not recovered from COVID-19 as readily as those from less disadvantaged families. Address the challenges faced by disabled children and young people, children with complex needs. 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. 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. Partners NHS Tayside and PKC (Education and Children’s Services) NHS Tayside Actions • We will enhance current links with CAHMS to provide training on poverty sensitive practice and referring to services for financial inclusion and cost-of-living support. • Our Public Health team with work with ECS to promote Cost of the School Day resources. PKC Actions • We will work with partner organisations to put in place robust referral pathways around mental health and wellbeing support which parents can access on their own behalf or on behalf of their children. • We will work with our headteachers to maximise the impact of PEF (Pupil Equity Fund) funding on children experiencing educational disadvantage because of poverty. Education and Children’s Services will ensure there is o continued promotion of, and support to schools in the delivery of, evidence-based interventions to target aspects of literacy, numeracy and health and wellbeing building upon our growing local evidence base o effective deployment of Scottish Government Strategic Equity Funding in Perth and Kinross to Page 197 of 232
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28 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 rigorously map, challenge and support school PEF building upon existing structures and approaches o development of the Closing the Gap Tool to create a holistic planning and impact measurement tool o regular reporting and analysis of progress to the Raising Attainment Board • We will develop and implement a refreshed Raising Attainment Strategy for 2023-2026 reflecting our unwavering commitment to achieving the highest outcomes for all, especially those most disadvantaged by poverty. The Raising Attainment Strategy 2023-2026 will set our approach to ensuring that every child achieves: o the highest standards in literacy and numeracy o the right range of skills, qualifications and achievements to succeed • We will work in partnership with local community organisations to provide School Holiday “Fuelled for Fun” programmes to provide activities and food to school-age children. • We will work in partnership with Tayside Contracts to increase the take-up of free school meals. • Our Early Years and Childcare Service Team will develop work with Gypsy Traveller families to support their child’s development, expanding on the provision of starter sacks. • We will implement the Perth and Kinross Corporate Parenting Plan 21-24. This will include: o creating a Connections Plan for every looked after child o providing support and training for foster and kinship carers around strengthening connections between the child and those most important to them o strengthening joint work between Children’s Services and Criminal Justice Services to expand programmes in the community to prevent and divert young people away from offending behaviour o using an opt-in model, providing all children aged 5+ with access to independent advocacy and information on how to be supported by Children’s Rights Lawyers o using an opt-In model, providing independent advocacy to families with children under the age of 5 o increasing support to the Young People with Care Experience Groups Page 198 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 29 NHS Tayside – Child Health Commissioner A newly appointed dedicated, Child Health Commissioner to NHS Tayside has a key role in the creation of policy, processes and practice which will contribute to all children and young people’s services across NHS Tayside. The Child Health Commissioner will contribute to the strategic approach of tackling child poverty and health inequalities. 1. We have not been able to report on services and support to Priority Family Groups and those with Protected Characteristics – outwith the “Fuelled for Fun” holiday food programme. At present our services have no way to identify priority families within the data we collect. In the next year, we will commence discussions with key service providers on how this disaggregated reporting might be achieved in future years. 2. Information Governance and the requirements of the GDPR (General Data Protection Regulation) legislation prevent us from using Council and NHS held data to identify and target specific families for support. There are also significant information governance requirements involved in sharing data. We have contributed to the Improvement Service’s Rural, Remote and Island Child Poverty Network to raise and address these concerns. 3. The Scottish Index of Multiple Deprivation, used as a proxy for measuring poverty, identifies deprived areas, not people. As Scottish Government distributes monies/funding to local authorities based on SIMD data, this is problematic for Perth and Kinross that has rural areas where poverty is dispersed. Other Important Developments Planned for 2023/24 Challenges Page 199 of 232
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30 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 Strategic Aims • To raise awareness about the causes and consequences of child poverty. • To foster social cohesion and reduce stigma surrounding poverty for children and families. • To reduce the negative effects of living in poverty for children and families. • To enable children and families to prepare themselves for a life free from poverty. Objectives Work Provide opportunities and support needed to enter, sustain and progress in work (Employability and skills, housing and economic opportunity, connectivity and childcare) Sharpening Focus • Supporting parents into work that pays the Real Living Wage or more. • Taking action to close the gender employment and pay gaps. • Addressing the challenges presented by rurality. Dignified Living Maximise the support available to families to lead dignified lives and meet their basic needs. (Person-centred support, social security and income maximisation) Sharpening Focus • Addressing the rural poverty premium. • Addressing the needs of the Gypsy Traveller community and other minority ethnic communities. • Addressing stigma which prevents parents and families from seeking help and support. Appendix 1 – Child Poverty Delivery Plan 2022-2026 Page 200 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 31 Survive and Thrive Supporting the next generation to survive and thrive. (Education and Children’s Services, Health and Social Care) Sharpening Focus • Closing the poverty-related attainment gap. • Addressing the challenges faced by disabled young people entering further and higher education and the jobs market. • Addressing mental health and wellbeing issues for parents and children affected by poverty. Page 201 of 232
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32 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 Our Approach Deliver a one-Council, whole-family, whole-community approach to connecting children and families to the help and support they need to mitigate and move beyond poverty. Sharpening Focus • Changing the way we work to use data-driven approaches to identify and connect with families affected by poverty. • Offer no wrong door approaches to connecting families to the help and support they need and want. • Developing multidisciplinary, cross-organisational working in teams at locality level to build inclusive communities which strengthen the web of support on offer to families and children affected by poverty. One Council – whole family – whole community approach Multi-disciplinary teams – cross-organisational delivering key worker support to connect families to holistic help and support Work Support parents into employment that pays the Living Wage Close gender employment and pay gaps Address barrers - rurality Dignified living Address rural poverty premium Meet needs of gypsy travellers and minority ethnic families Challenge stigma Next generation Close attainment gap Level playing-field for disabled young people Mental health and wellbeing - parents and children Page 202 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 33 There is limited local data available on Priority Families. Lone Parents There are approximately 4,800 lone parent families in Perth and Kinross1 Just over a third of families on Universal Credit are headed by a lone parent (31%) – 2,756 families in all 2 1 Stat-Xplore HHs on Universal Credit – Single Parents May 2023 Disability 505 households claiming Universal Credit claim the Disabled Child Element1 16.5% of households with children claiming Universal Credit receive the Carer Element2 2 Stat-Xplore – HHs on Universal Credit by Carer Element (Feb 2023) Appendix 2 – Additional Data on Priority Families Page 203 of 232
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34 | Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 Households with 3 or more children There are 705 families claiming Universal Credit who have 3 or more children3 Youngest Child Under 1 There are 1,153 children under 1 year of age3 Mothers Under 25 No data available. Other information 5.8% of households with children claiming Universal Credit receive the Childcare Element. Only 219 families with children are claiming the Childcare Element available on Universal Credit. 3 Perth and Kinross Council Area Profile (nrscotland.gov.uk) National Records of Scotland (Aug 2023) Page 204 of 232
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Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 | 35 Appendix 3 – Links to Companion Publications Children's Scorecard Local child poverty action report 22/23 Page 205 of 232
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PERTH AND KINROSS COUNCIL Housing and Social Wellbeing Committee 29 November 2023 COMMUNITY INVESTMENT FUND 2023/24 Report by Head of Culture & Communities Services (Report No. 23/340) 1. PURPOSE 1.1 This report informs Committee of the funding commitments made for the 2023/24 Community Investment Fund (CIF) across the 12 Council wards. Ward Panels allocated approximately £385,000 to support 94 projects which contribute to the delivery of the priorities outlined in the Council’s Corporate Plan. The report also provides an update on progress with the Green Living Fund Participatory Budgeting project 2023/24. 2. RECOMMENDATIONS 2.1 It is recommended that the Committee: i. notes the funding decisions taken by Ward Panels for 2023/24 CIF ii. approves the carry forward of £85,530.76 for disbursal to community grassroots projects in 2023/24 and 2024/25, for use in the wards where the underspends have arisen. iii. notes the progress made with the Green Living Fund Participatory Budgeting project 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Section 5: Applications • Section 6: Funding Decisions • Section 7: Conclusion 4. BACKGROUND 4.1 In 2018/19, the Council established a Community Investment Fund (CIF) as part of its commitment to devolve more decisions to local communities. Since then, a total of £2m has been distributed to approximately 400 community-led projects. 4.2 In March 2023, the Council approved £400,000 in addition to £68,677 CIF underspend from 2022/2023 for a further round of Community Investment Fund in 2023/24. This provided a total budget of £468,677.64 for CIF 2023/24. The Council also approved a further £200,000 for a Participatory Budgeting (PB) programme. 9 Page 207 of 232
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4.3 Report 23/194 set out the process for running CIF and PB in 2023/24. For CIF the application process opened on 26 June and closed on Friday 18 August. Ward Panels met throughout September to consider the applications and agree any funding to be awarded. In Ward 8, the Kinross-shire Committee has delegated authority over CIF funding and approved the Ward Panel’s recommendations on 16 November 2023. 4.4 CIF 2023/24 followed a similar process to previous rounds, with one major change. Whereas previous rounds of CIF had followed a number of manual steps from application through to the final award and project monitoring, this round utilised an on-line portal through MyPKC. This meant that the administration of CIF was contained on one system, including: • the submission and screening of applications, with the potential for officers and applicants to make amendments or additions as necessary • the assessment and scoring of applications by Ward Panel members • the recording of decisions on funding awards by Ward Panels and Kinross-shire Local Committee • the issuing of award letters to successful applicants • the development of databases to allow for payment of grants • the establishment of monitoring requirements for successful projects 4.5 Feedback from officers is that the system has allowed for greater efficiency and released capacity for them to complete other tasks. Feedback from applicants and Ward Panel members has also been positive. 5. CIF APPLICATIONS 5.1 The number of applications received for CIF 2023/24 and the funding requested is set out below. Compared to 2022/2023, there is a slight increase in terms of the number of applications and the value of those applications. Ward Funding Available Number of Applications Funding Requested 1 – Carse of Gowrie £37,662.70 5 £37,186.80 2 – Strathmore £53,907.24 9 £61,937.40 3 – Blairgowrie & The Glens £31,472.00 10 £37,341.99 4 – Highland £29,007.00 10 £51,262.00 5 – Strathtay £33,517.00 11 £62,145.86 6 – Strathearn £30,967.00 8 £41,627.89 7 – Strathallan £50,650.47 12 £79,954.60 8 – Kinross-shire £35,862.00 10 £39,555.98 9 – Almond & Earn £29,542.00 9 £68,741.00 10 – Perth City South £45,878.41 5 £13,862.00 11 – Perth City North £41,273.41 4 £41,398.08 12 – Perth City Centre £48,938.41 15 £93,615.40 TOTALS £468,677.64 108 £628,629.00 Page 208 of 232
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6. CIF FUNDING DECISIONS 6.1 The following CIF funding decisions were made in each ward area, with funding paid out to successful applicants in October: Ward 1 – Carse of Gowrie Group Project Funding Perthshire Woodcrafters Provision of training for disabled members/local community £1,500.00 West Carse Public Hall Renovation Phase 2 £4,000.00 St Madoes & Kinfauns Parish Church Madoch Transport Infrastructure £5,700.00 Tayside Upcycling & Craft Centre Learn How to Upcycle £5,220.00 Tay and Earn Trust Keeping the Carse Active £9,745.80 TOTAL £26,165.80 Ward 2 – Strathmore Group Project Funding Scone Thistle Junior Football Club Tractor and Finishing mower £6,000.00 St Martins Public Hall Balbeggie Community Events £1,800.00 Alyth Development Trust Alyth Resilience Ranger £7,494.00 Kettins Community Hub Kettins Kids £3,400.00 Guildtown Hall & Playing Fields Association Guildtown Larder £2,723.40 Strathmore Community Hub Coupar Angus Community Cinema £3,440.00 Scone Airport Men's Shed Scone Airport Men's Shed Equipment Needs £5,000.00 RDMI Thermically efficient window curtains £9,940.00 Meigle & Ardler CDT Meigle & Ardler Community Shed £6,000.00 TOTAL £45,797.40 Page 209 of 232
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Ward 3 – Blairgowrie & The Glens Group Project Funding Mount Blair Community Development Trust Mount Blair Emergency Resilience £1,500.00 Blairgowrie & Rattray Community Football Trust The Free Football Project £5,901.00 SCYD GO Project £5,870.00 Girlguiding Blairgowrie and Rattray District Girlguiding Blairgowrie and Rattray District New Hall £5,000.00 Blairgowrie & Rattray Access Network Wider Access for Path Network Maintenance £915.00 Wisecraft Scottish Mental Health First Aid @ Wisecraft £2,740.00 Nest Creative Spaces CIC Delivery of Free Craft Workshops £2,950.00 PLUS Perth & Kinross Green Shoots of Recovery £2,146.00 Ballintuim Village Hall Resilience Project £2,449.99 Mantalk Mantalk Community Funday £2,000.00 TOTAL £31,471.99 Ward 4 – Highland Group Project Funding Upper Tay Anti-Poverty Support Group Upper Tay Anti-Poverty Support Group £5,000.00 Georgetown Hall Committee Georgetown Hall Upgrade £3,307.00 Breathe Project The Breathe Project £5,000.00 Highland Perthshire Yoga and Wellbeing Health for all £2,000.00 Highland Perthshire Plus Highland Perthshire Plus Project /Development Worker £5,000.00 Rannoch Community Trust Health and Wellbeing Coordinator £5,000.00 The Mindful Partnership Minding Highland Perthshire £2,700.00 Breadalbane Men’s Shed Installation of Toilet / Social Area £1,000.00 TOTAL £29,007.00 Page 210 of 232
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Ward 5 – Strathtay Group Project Funding DAB First Responders Initial set up equipment for first responders £5,532.00 St Columba's Episcopal Church, Stanley New Disabled Access Project £2,988.86 Bertha Park Residents Bertha Park Parent and Pre-school Group £1,708.35 Bertha Park Residents Bertha Park Youth Group £1,962.27 Chapelhill Hall Badminton Club £165.00 Chapelhill Hall Cost of living crisis - hall electricity costs £600.33 Meikleour Village Hall & Institute Committee Rear Grounds Repair and Improvement £3,480.00 Bertha Park Community Hub Bertha Park Community Youthwork £5,626.00 Dunkeld, Birnam & District Community Development Trust Community Wellness - Dunkeld & Birnam £3,640.00 The Chapter House Museum Trust Young Archaeologist Club £6,300.00 Y Centre Limited Y Move £1,514.19 TOTAL £33,517.00 Ward 6 – Strathearn Group Project Funding Crieff Connexions Crieff Connexions Social Space £6,000.00 Comrie Cinema and Events Club Children's Film Project £1,880.00 Nature Connects Perthshire CIC Mindful Me £2,000.00 Richmond Community Richmond Community Fellowship Group £6,035.89 Strathearn Arts Art for Wellbeing £3,000.00 Crieff at Christmas Switch on event and replacement light display £6,000.00 Logos Youth Voice Crieff Logos Youth Voice £2,000.00 TOTAL £26,915.89 Page 211 of 232
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Ward 7 – Strathallan Group Project Funding 54th Perthshire (Auchterarder) Scouts Scout Hall Renovation £13,411.00 Muthill Bowling Club Operation Mower £6,000.00 Auchterarder & District Men's Shed Music Project £1,200.00 Auchterarder Community Sports and Recreation Auchterarder Public Park - Public Convenience Project £2,500.00 Auchterarder Community Sports and Recreation ACSR Rackets £3,976.90 Rotary Club of Auchterarder & District Sandy Gunn Memorial Garden Phase 2 £9,400.00 Aberuthven Village Hall Trust Sustain Community Spirit £2,880.00 Dunning Scout Group Expedition Trailer £6,586.51 Dunning Community Council Portable PA system £1,000.00 Logos Youth Project Logos Youth Voice Auchterarder £1,300.00 Auchterarder Curling Club Auchterarder Curling Development £1,600.00 TOTAL £49,854.41 Ward 8 – Kinross-shire Group Project Funding Milnathort and Orwell Core Paths Group Core Path Flail £1,828.98 Kinross Bowling Club Share Facilities of KBC with whole Community (Installation of Disability Ramps) £4,750.00 Glenfarg Community Transport Group Website Development £3,000.00 Broke not Broken Infant Food Insecurity Project £4,800.00 Aero Space Scientific Educational Trust Our World from Space £5,000.00 Kythe 12 month Programme of Activities £2,000.00 Perth Autism Support Outreach Activities £4,047.00 Kinross Centre Ruby Anniversary £2,130.00 TOTAL £27,555.98 Page 212 of 232
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Ward 9 – Almond & Earn Group Project Funding Forgandenny Village Hall Black out blinds for Forgandenny Village Hall £1,000.00 66th Perthshire Scout Group Pavilion Renovations Phase 5 £1,750.00 Y Centre Limited Y Move £3,750.00 Earn Community Council Supply & Fit Bus Shelter £2,000.00 Green Shoots Community & Learning Centre Green Shoots Garden Playground £1,000.00 Friends of Abernethy Kirkyard Abernethy Kirkyard £500.00 Methven Community Centre Continual Improvement £2,000.00 Oudenarde Community Cabin Oudenarde Community Events £3,000.00 Bridge of Earn Amateur Football Club Victory Park Football Pitch Maintenance and Winter Training £4,000.00 Kythe 12 month Programme of Activities £3,000.00 TOTAL £22,000.00 Ward 10 – Perth City South Group Project Funding Craigie and Moncreiffe Parish Church Craigie Connect £4,000.00 Perth Baptist Church Open Circle at Perth Baptist Church £5,000.00 Letham4all @Moncreiffe £7,560.00 Perth Parrots Floorball Club Perth Parrots Floorball Club - Sport & Social Activity £1,084.00 Moncreiffe Parent Council Educating Outdoors £11,877.00 TOTAL £29,521.00 Ward 11 – Perth City North Group Project Funding Letham Climate Challenge Kingswell Allotment Shed £1,100.00 Letham4all Repair, Re-use and Remake £3,802.00 Mangin Manashee Winter Respite and Activities £7,500.00 TOTAL £12,402.00 Page 213 of 232
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Ward 12 – Perth City Centre Group Project Funding Perth Minorities Association Empowering Social Spaces for All £3,500.00 CATH On the mend £6,000.00 All Strong Scotland All Strong Recovery £6,900.00 ESOLPerth Primary English Language Club £7,780.00 VisionPK Sensory Hub Project £5,000.00 Mindspace Young People's Recovery College £8,887.00 ESOLPerth New Scots English Language Learning & Wellbeing £4,800.00 Perth Sea Cadets Better Enable Sea Cadets Perth to help young people develop £3,000.00 Bajka We can live together integration events £3,000.00 TOTAL £48,867.00 6.2 The table below summarises the overall spend and confirms underspend of over £3,000 in eight ward areas: Ward Funding Available Funding Awarded Underspend 1 – Carse of Gowrie £37,662.70 £26,165.80 £11,496.90 2 – Strathmore £53,907.24 £45,797.40 £8,109.84 3 – Blairgowrie & The Glens £31,472.00 £31,471.99 £0.01 4 – Highland £29,007.00 £29,007.00 - 5 – Strathtay £33,517.00 £33,517.00 - 6 – Strathearn £30,967.00 £26,915.89 £4,051.11 7 – Strathallan £50,650.47 £49,854.41 £796.06 8 – Kinross-shire £35,862.00 £27,555.98 £8,306.02 9 – Almond & Earn £29,542.00 £22,000.00 £7,542.00 Ward Funding Available Funding Awarded Underspend 10 – Perth City South £45,878.41 £29,521.00 £16,357.41 11 – Perth City North £41,273.41 £12,402.00 £28,871.41 12 – Perth City Centre £48,938.41 £48,867.00 £71.41 TOTALS £468,677.64 £383,075.47 £85,602.17 6.3 Following the conclusion of this funding round, specific requests were made in Ward 1 (Carse of Gowrie) and Ward 8 (Kinross-shire) to allow the underspends (£11,496.90 in Ward 1 and £8,306.02 in Ward 8) to be made available to bids from community groups in those Wards. As a result, the application process was reopened for these Wards, with a closing date of 22 Page 214 of 232
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November. Ward Panels are due to assess these applications and make decisions on any further funding awards in early December. 6.4 It is recommended that the remaining underspends be ringfenced to support future grassroots projects in each specific Ward. The current Transformation Review of community engagement is considering ways to make the grant application and monitoring process across various Council grant schemes including any future version of CIF more streamlined and cost-efficient to administer. 7. GREEN LIVING FUND PARTICIPATORY BUDGETING PROJECT 7.1 In March 2023, Councillors approved an allocation of £200,000 towards a Participatory Budgeting (PB) project for 2023/24. The process for running the Participatory Budgeting project was agreed through Report 23/194, with agreement that the project would support community-led initiatives which addressed climate change and cost of living. 7.2 The PB project is being run in conjunction with Local Action Partnerships and has been branded the “Green Living Fund” PB Project. The project will be delivered as set out below: • Monday 30 October – open for bids from community groups • Friday 15 December – close for bids from community groups • January 2024 – screening process to check feasibility of bids • February 2024 – voting opens to public for 2-3 week period • w/c 26 February – Perth and Kinross event to announce winners 7.3 The Green Living Fund PB Project is being hosted via the CONSUL platform, with support from COSLA (Green Living Fund (communitychoices.scot)). Bidders are required to demonstrate how their project will impact on one or more of the themes listed below, whilst also demonstrating how it will support local people with the cost of living. 1. Energy – reducing consumption, energy saving, promoting efficiency and use of renewables 2. Transport – encouraging active travel, use of public transport and decarbonising transport 3. Waste – reducing waste, reusing and recycling 4. Resilience and Biodiversity – improving greenspace, biodiversity, local food growing; mitigating/adapting to climate change; and supporting community resilience and emergency projects 5. Engagement – increasing public awareness and engaging communities 7.4 Once the bidding process is concluded, officers will work with Local Action Partnerships to ensure that those bids that go forward to the public vote are feasible and reflect local needs and contexts. Voters will be presented with a budget for the Local Action Partnership locality in which they live and be Page 215 of 232
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allowed to vote for as few, or as many, projects as they wish until the budget has been fully allocated. An event in Perth city centre is being organised for the end of February where the results will be announced and further funding support and advice for community groups will be available. 7.5 A report will be brought to Housing & Social Wellbeing on 20 March 2024 summarising the delivery of the Green Living PB Project. 8. CONCLUSION 8.1 Community Investment Fund supports new and innovative community projects that tackle inequalities and improve quality of life. This round of CIF has made 96 awards totalling £383,075.47 across Perth and Kinross, with two projects being cross-boundary. Additional funding commitments may be made in Ward 1 (Carse of Gowrie) and Ward 8 (Kinross-shire) before the end of 2023. 8.2 Work to deliver the Green Living Fund Participatory Budgeting project is progressing, with groups currently submitting proposals for screening before a final public vote in the first quarter of 2024. Authors Name Designation Contact Details Lee Haxton David Stokoe Community Planning Team Leader Service Manager - Communities lhaxton@pkc.gov.uk dstokoe@pkc.gov.uk Approved Name Designation Date Barbara Renton Executive Director (Communities) 14 November 2023 • APPENDICES - NONE Page 216 of 232
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Local Outcomes Improvement Plan Yes Corporate Plan Yes Resource Implications Financial Yes Workforce None Asset Management (land, property, IST) None Assessments Equality Impact Assessment Yes Strategic Environmental Assessment Yes Sustainability (community, economic, environmental) Yes Legal and Governance None Risk None Consultation Internal Yes External None Communication Communications Plan None 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 Supporting and investing in community-led solutions to locally identified issues contributes to the delivery of the Perth and Kinross Community Plan / LOIP 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 (v) Creating a safe and sustainable place for future generations Corporate Plan 1.2 Supporting and investing in community-led solutions to locally identified issues contributes to the delivery of the Perth and Kinross Council Corporate Plan 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. Page 217 of 232
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2. Resource Implications Financial 2.1 Community Investment Fund has a budget of £410,000 for 2022/23 and funding decisions of £342,588.14 have been made, leaving an underspend of £68,077.64. 2.2 An additional £200,000 of funding was made available for a Participatory Budgeting exercise to be run in conjunction with Local Action Partnerships. A future report will set out how this funding has been used. 3. Assessments Equality Impact Assessment 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. 3.2 The information contained within this report has been considered under the Corporate Equalities Impact Assessment Process (EqIA) and has been 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. 3.4 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. Sustainability 3.5 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council has a general duty to demonstrate its commitment to sustainability and the community, environmental and economic impacts of its actions. 3.6 The information contained within this report has been considered under the Act. However, no action is required as the Act does not apply to the matters presented in this report. Page 218 of 232
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4. Consultation Internal 4.1 There has been consultation with the Finance Department, Communities and the Executive Leadership Team. 2. BACKGROUND PAPERS 2.1 No background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (other than any containing confidential or exempt information) were relied on to a material extent in preparing the above report. Page 219 of 232
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PERTH AND KINROSS COUNCIL Housing & Social Wellbeing Committee 29 November 2023 AFFORDABLE HOUSING MEMBER/OFFICER WORKING GROUP - OUTCOME REPORT Report by Executive Director (Communities) (Report No. 23/341) 1. PURPOSE 1.1 This report provides an overview and update to members on the work progressed by the Affordable Housing Member Officers Working Group. 2. RECOMMENDATIONS 2.1 It is recommended that Committee: (i) notes the work progressed by the Affordable Housing Member/Officer Working Group. (ii) approves that the purpose of the Affordable Housing Member/Officer Working Group has been met. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Overview • Section 5: Update on Progress • Section 6: Conclusion • Appendices 4. OVERVIEW 4.1 At the Perth & Kinross Council Committee meeting on 21 December 2022, approval was given for the re-establishment of the Affordable Housing a Member/Officer Working Group. It was agreed the Group would meet for a maximum period of 6 months. 4.2 Terms of Reference (appendix 1) was also agreed and covered the following areas to: • provide strategic leadership and direction on the priorities and delivery of the Strategic Housing Investment Plan and all aspects of the provision of affordable housing in Perth & Kinross. 10 Page 221 of 232
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• monitor the delivery of affordable housing targets (Council, RSL and private developers) and their effectiveness in meeting the key strategic priorities as agreed within the Local Housing Strategy. • consider the financial issues arising from the provision of affordable housing in relation to delivery, value for money and affordability to tenants. • respond to proposals, guidance and consultation papers on Housing and Planning regarding the provision of affordable housing. • consider best practice in the provision of affordable housing, focusing on experience in other parts of the UK and in the European community. 4.3 The Group was chaired by the Convener of the Housing and Social Wellbeing Committee and had representation from five Elected Members, including the Provost, covering all political parties, the Executive Director (Communities), the Senior Service Manager – Housing and the Housing and Strategy and Policy Manager (Communities) with administrative support from Committee Services. 4.4 To support the Terms of Reference, a meetings topic and work plan was developed that covered nine areas of activity (Appendix 2). 5. OVERVIEW OF PROGRESS 5.1 The Group first met on 27 March 2023, signing off the Terms of Reference and agreeing areas of topics to include within a work plan. Following this meeting, monthly hybrid meetings were held, and the following areas were discussed and progressed: I. Developer Contributions and Affordable Housing Supplementary Guidance Updates A presentation providing a summary of the proposed updates to the Developer Contributions and Affordable Housing Supplementary Guidance 2020 was delivered to the Group. Agreement was reached on: • removing the following bullet point within the Appendix: Part 2 – Affordable Housing - Where there is an existing high concentration of affordable housing in the area and the provision of a commuted sum would help achieve more balanced communities elsewhere in the housing market area. • including reference in the report that it had been discussed and supported by the Member / Officer Working Group. • submitting the revised report to the Environment, Infrastructure & Economic Development Committee on 31 May 2023 for approval. This was subsequently agreed by the Committee. II. Modular Housing Feasibility Assessment Overview Page 222 of 232
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An overview presentation, which covered all aspects of Modular and Off-site Construction options available, was delivered to the Group. Several points were discussed after the presentation regarding: • difficulties arising as a result of high construction costs. • levels of engagement and input with builders on the types of houses to be built. • construction methods and exploration of different techniques of house building. III. Financial Viability of Council New Build Following on from the presentation regarding modular housing, and high construction costs, an overview paper outlining how the financial viability of Council New Build projects is determined was circulated to Group members. IV. Rent Setting Strategy for HRA Gypsy Traveller Sites (Double Dykes / Bobbin Mill) A presentation providing a summary of an options appraisal for revised rent setting options for the Gypsy/Traveller sites held on the Housing Revenue Account (HRA) was delivered to the Group. The Group agreed with the preferred option and proposal and requested, with the appropriate governance checks, that the option – reduce the rent for both sites – to be implemented as soon as possible. This was implemented from the beginning of October 2023. V. HRA Rent Setting Strategy – Rent Setting Process and Options Appraisal A presentation providing a detailed overview on the background and processes regarding the management of the Housing Revenue Account, including three potential rent level options was provided. Members were asked to: • consider the proposed rent increased options. • provided feedback on the options and areas of increased spend. • provide feedback on the proposed increase in service charges. Based on the feedback from Members, the three rent level options presented were amended to reflect the feedback. This was to ensure that the priorities of tenants’ regarding improvements to repairs response timescales and quality of home were met. Consultation and engagement opportunities are now being held with all tenants on the proposed rent level options and service charge increases, and tenants will be asked to vote on their preferred option. Page 223 of 232
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Details of tenant feedback will be included in a committee paper presented to Housing & Social Wellbeing in January 2024 for implementation in April 2024. VI. Overview on Housing Needs for those with particular support requirements A presentation was delivered providing an overview of the housing projects and the streamlined process for people with particular housing and support needs. Members were provided with an overview of the progress made to date and the various projects and activities in the pipeline. VII. Perth Prison Employability Project A verbal overview on the above project was provided and Members were given a detailed information on the support and assistance available to prisoners and following their release. 5.2 Alongside the above meetings, a visit was also arranged for Members to view the new custody suite for women, Bella Centre, in Dundee. 6. CONCLUSION 6.1 The above information provides an overview and update to Members on the work progressed by the Affordable Housing Member Officers Working Group. The Working Group has provided officers with the opportunity to discuss and debate various key priorities and the challenges faced with the delivery of affordable housing. Members have provided supportive, challenging and constructive feedback on the development and delivery of key Housing services to ensure the best outcomes are achieved for tenants and communities within Perth & Kinross. Page 224 of 232
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Author Name Designation Contact Details Elaine Ritchie Senior Service Manager (01738) 475000 ComCommitteeReports@pkc.gov.uk Approved Name Designation Date Barbara Renton Executive Director (Communities) 21 November 2023 APPENDICES • Appendix 1 – Affordable Housing – Member/Officer Working Group – Terms of Reference • Appendix 2 - Meeting Topics and Work Plan Page 225 of 232
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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 Yes Risk None Consultation Internal No External No Communication Communications Plan No 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; (v) Perth and Kinross is a safe and vibrant place, mitigating the impact of climate and environmental change for this and future generations. Page 226 of 232
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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 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. 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 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. 3.4 The information contained within this report has been considered under the Act. However, no action is required as the act does not apply to the matters presented in this report. Page 227 of 232
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Legal and Governance 3.5 Not applicable. Risk 3.6 Not applicable. 4. Consultation Internal 4.1 Heads of Service and senior managers from Communities have been consulted on the content of this report. External 4.2 The Tenant Committee Report Panel was consulted on this report. They commented that it was good to see Members taking more time to discuss and debate issues and factors that impact on housing and tenants. 5. Communication 5.1 No communication plan is required. 2. BACKGROUND PAPERS 2.1 The minute of the Perth & Kinross Council Committee meeting held on 21 December 2022 were relied upon during the preparation of this report. Page 228 of 232
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Appendix 1 PERTH & KINROSS COUNCIL AFFORDABLE HOUSING MEMBER/OFFICER WORKING GROUP Role and Remit: • To provide strategic leadership and direction on the priorities and delivery of the Strategic Housing Investment Plan and all aspects of the provision of affordable housing in Perth & Kinross. • To monitor the delivery of affordable housing targets (Council, RSL and private developers) and their effectiveness in meeting the key strategic priorities as agreed within the Local Housing Strategy. • To consider the financial issues arising from the provision of affordable housing in relation to delivery, value for money and affordability to tenants. • To respond to proposals, guidance and consultation papers on Housing and Planning regarding the provision of affordable housing. • To consider best practice in the provision of affordable housing, focusing on experience in other parts of the UK and in the European community. Membership: Convener of Housing and Social Wellbeing Committee 3 Elected Members and Provost – SNP, Independent, Labour and Conservative Executive Director (Communities) Senior Service Manager – Housing Strategy and Policy Manager (Communities) Team Leader - Housing and Policy (Communities) Frequency of Meetings: Meetings to be held over a 6-month period, as frequently as required. 10 Page 229 of 232
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Appendix 2 Perth & Kinross Council Affordable Housing Members/Officer Working Group Meeting Topics and Work Plan Item Topic Responsible Officer(s) Meeting Date 1 Affordable Housing Integration within Housing Developments Policy Statement to support Planning Decisions Ben Wilson / Elaine Ritchie May 2 Modular Housing Feasibility Assessment Ben Wilson June 3 Financial Viability of Council New Build Steven Coyle July 4 Rent Setting Strategy for HRA Gypsy Traveller Sites (Double Dykes / Bobbin Mill) Elaine Ritchie August 5 Visit to the New Custody Suite for Women - Bella Centre – Dundee Elaine Ritchie August 6 HRA Rent Setting Strategy – Rent Setting Process and Options Appraisal Steven Coyle / Elaine Ritchie September 7 Overview on Housing Needs for those with particular support requirements Hannah Kettles / Elaine Ritchie October 8 Perth Prison Employability Project Nicola Rogerson / Elaine Ritchie October 9 Site Visits: • Fairfield – New Housing Development • Visits regarding Mid-Market Rent models Ben Wilson / Elaine Ritchie August 10 Meeting topics and areas of work concluded All October 10 Page 231 of 232
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