Appendix 1 - Chief Social Work Officer Annual Report 2024-25
Perth and Kinross Council · 14 January 2026
Back to Perth and Kinross Council — 14 January 2026 and its agenda
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Chief Social Work Officer Annual Report 2024-25 A Perth and Kinross where everyone can live life well, free from poverty and inequality
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2 1. Introduction .......................................................................................................................................... 3 2. Governance, Accountability and Statutory Functions .......................................................................... 4 3. Service Quality and Performance ......................................................................................................... 5 3.1. Child Protection .............................................................................................................................. 5 3.2. Children and Families Social Work ................................................................................................ 10 3.3. Adult Protection ............................................................................................................................ 19 3.4. Adult Social Work .......................................................................................................................... 23 3.5. Justice Services .............................................................................................................................. 37 4. Scrutiny ............................................................................................................................................... 45 5. Challenges and Improvements ........................................................................................................... 47 6. Resources ............................................................................................................................................ 49 7. Workforce ........................................................................................................................................... 50 8. Training, Learning and Development ................................................................................................. 52 9. Looking Ahead .................................................................................................................................... 57 10. Glossary .............................................................................................................................................. 60 11. Appendices ......................................................................................................................................... 62 11.1. Children and Families Social Work .......................................................................................... 62 11.2. Adult Social Work .................................................................................................................... 64 11.3. Justice Services ........................................................................................................................ 68
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3 Introduction It is with great pride and a deep sense of appreciation that I present the Chief Social Work Officer’s Annual Report for 2024–2025. This report celebrates the outstanding work carried out across our social work services, showcasing the dedication, resilience, and innovation of our workforce in making a meaningful difference to the lives of individuals, families, and communities throughout Perth and Kinross. This year has been defined by a continued commitment to early intervention, trauma-informed practice, and collaborative service delivery. Across Children and Families, Adult, and Justice Services, we have seen significant progress in embedding person-centred approaches, strengthening multi-agency partnerships, and aligning our work with national priorities. In Children and Families Social Work, we have deepened our focus on preventative support, with initiatives such as the COPE (Children and families who are Open to social work services for Planned interventions in the Evenings and weekends) team and Families Empowering Communities demonstrating measurable reductions in formal child protection interventions and care placements. The implementation of the Scottish Child Interview Model (SCIM) and the Bairns’ Hoose Pathfinder has enhanced our trauma- informed response to children affected by abuse and justice involvement. Our data shows a stabilisation in the number of children referred, despite rising concern reports, suggesting improved impact of early help and universal services. Adult Social Work Services have responded to increasing complexity and demand, particularly among older adults and individuals with learning disabilities and autism. The expansion of the Specialist Community Outreach and Prevention Engagement (SCOPE) team, the Independent Living Panel, and the introduction of the Brokerage service have improved transitions, choice, and outcomes. The Care at Home redesign and Discharge Without Delay programme have significantly reduced delayed discharges, while our commitment to community-based rehabilitation continues to grow. Justice Services have embraced innovation, with the rollout of the “Wheels” template, expansion of the Evolve Men’s Service, and continued success of the One-Stop Women’s Learning Service (OWLS) and the Structured Deferred Sentence programme. These developments reflect our strategic shift towards restorative, rehabilitative, and trauma-informed justice interventions. The Complex Needs Project and Child Impact Assessment Toolkit further demonstrate our commitment to holistic support for individuals affected by justice involvement. Throughout the year, we have faced persistent challenges. Recruitment and retention across social work and care sectors remain difficult, particularly in rural areas. The shortage of foster carers and supported lodging providers has placed pressure on placement availability. Rising demand for specialist support, especially for neurodiverse children and adults with complex needs, has tested our capacity. Financial pressures, driven by demographic change and inflation, have required careful resource management and strategic planning. Despite these challenges, our workforce has remained steadfast. We have invested in learning and development, strengthened governance, and maintained high standards of statutory compliance. Our inspection outcomes and performance data reflect a culture of continuous improvement and accountability. I extend my sincere gratitude to all staff, partners, and stakeholders who have contributed to our shared mission. Arun Singh – Chief Social Work Officer
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4 Governance, Accountability and Statutory Functions In 2024–25, the CSWO maintained strong lines of communication with key stakeholders across the Council and the Health and Social Care Partnership (HSCP), enabling timely advice and guidance on matters of public protection, service quality, and workforce development. During the reporting year, the CSWO’s statutory responsibilities were delivered through a range of governance and advisory activities, including: • Providing professional input to Council and Integration Joint Board (IJB) committees, ensuring social work perspectives were considered in policy development and performance scrutiny. • Active involvement in the Chief Officers’ Group for Public Protection, supporting coordinated multi-agency safeguarding responses. • Contributing to the work of the Adult Protection Committee and Child Protection Committee, with a focus on quality assurance and continuous improvement. • Advising the IJB Audit and Performance Committee on matters relating to service delivery and statutory compliance. • Overseeing the implementation of secure care orders and welfare guardianship arrangements, ensuring legal safeguards were upheld. • Supporting the accreditation and development of Mental Health Officer (MHO) practice, with a focus on sustainability and statutory fulfilment. • Shaping the evolution of Self-directed Support and guardianship policies to reflect person-centred and rights-based approaches. • Endorsing the Adult Protection Committee’s move towards multi-agency investigations, enhancing the effectiveness of safeguarding interventions. • Promoting trauma-informed practice within Justice Services, including the introduction of trauma champions and new roles in Prison Based Social Work teams. • Supporting the rollout of the Child Impact Assessment Toolkit in partnership with Families Outside, ensuring children affected by justice involvement are recognised and supported. The CSWO also played a key role in workforce development, contributing to the education and supervision of social work students and practitioners. This included engagement with university programmes, facilitation of reflective practice forums, and oversight of learning initiatives aligned with statutory duties and service improvement priorities. Through these activities, the CSWO has ensured that social work services remain accountable, responsive, and aligned with both national legislation and local strategic objectives.
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5 Service Quality and Performance Child Protection Introduction The role of social work in child protection is crucial for ensuring the safety, well-being, and development of vulnerable unborn babies, infants, children, and young people. Social workers employ relationship- based practice and a rights-based approach when working with children and their families, engaging them on a non-compulsory basis where possible. The Child Protection Interagency Coordinator compiles the annual Child Protection Committee Standards and Quality Report; this provides in depth data and analysis on child protection and associated activity. To avoid duplication, the following section presents key highlights from that report to illustrate the work of staff in social work. Key Areas Child Concern Reports (CCRs) are created when concerns about a child or young person are reported to Children and Families Social Work. Most CCRs are submitted by Police Scotland, Education and Learning, and Health Services (Figure 1 below). Figure 1: The Number of Child Concern Reports by Source The total number of CCRs has increased annually since 2020, with an overall rise of over 100% in the past nine years. CCRs cover a spectrum from early assistance requests to serious child protection concerns. Inter-Agency Referral Discussions (IRDs) are organised by Police or Social Work upon receipt of a child protection concern. These multi-agency meetings consider allegations or risks of significant harm to children, ensuring a coordinated approach to investigation and protective actions. The frequency of IRDs and the number of children discussed have decreased, reflecting a pattern observed over the past four years (Figure 2 below). Police Education Health Other 300 20-21 21-22 22-23 23-24 24-25 NUMBER OF REFERRALS BY SOURCE
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6 Figure 2: The Number of Initial Referral Discussions and Number of Children Joint Investigative Interviews (JIIs) involve a police officer and a social worker interviewing the child using the Scottish Child Interview Model (SCIM) in a trauma-informed setting to gather evidence for the justice system. The number of children participating in JIIs has continued to decrease, corresponding with a similar trend in IRDs, after peaking in 2021-2022 (Figure 3 below). Figure 3: The Number of Joint Investigative Interviews (JIIs) Child Protection Planning Meetings (CPPMs) are convened to determine if a child has or is likely to suffer significant harm due to abuse or neglect and a child protection plan is needed to safeguard them. If this threshold is met a child’s name is added to the Child Protection Register (CPR). The number of children considered at CPPMs is decreasing, and the proportion registered on the CPR over the past year has declined. Large sibling groups placed on the Register can give a disproportionate impression (Figure 4 below). 472 553 481 484 358328 387 361 295 222 0 100 200 300 400 500 600 20-21 21-22 22-23 23-24 24-25 Number of Initial Referral Discussions & Number of Children Children Discussions 205 262 186 159 103 0 50 100 150 200 250 300 20-21 21-22 22-23 23-24 24-25 Number of Joint Investigative Interviews
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7 Figure 4: The Number of Children Considered and Registered at CPPMs If immediate action is needed to safeguard a child and parental consent is not given, a Child Protection Order (CPO) is sought. Child Protection Orders (CPOs) are emergency legal orders granted when a child faces significant and immediate risk of harm, and non-compulsory protection measures are not agreed upon. The low number of CPOs this year highlights effective early intervention and relationship-based practice with families. It should also be noted that the numbers can fluctuate with sibling groups, as multiple children from the same family may be involved in a single order, which can impact annual statistics (Figure 5 below). Figure 5: The Number of Children Placed on Child Protection Orders (CPOs) The Child Protection Committee (CPC) revised its Improvement Plan in late 2024, focusing on continuous improvement, strategic planning, and public engagement. The CPC’s Quality Assurance Working Group developed a strategy and schedule for 2025–2028 to support the improvement plan. 73 78 61 60 42 68 (93%) 49 (63%) 52 (85%) 55 (92%) 41 (98%) 0 10 20 30 40 50 60 70 80 90 20-21 21-22 22-23 23-24 24-25 Number of Children Considered and Registered at CPPMs Registered Considered 25 13 12 15 9 0 5 10 15 20 25 30 20-21 21-22 22-23 23-24 24-25 Number of Children placed on Child Protection Orders
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8 The CPC recognises the unique challenges faced by families living in rural areas, which was highlighted in a previous learning review. Additionally, some training sessions are delivered in person at local venues each year. CPC guidance documents, such as the 'Engaging with Families' practitioner’s guidance, specifically addresses the difficulties associated with rural living. For example, they highlight the challenges and costs involved in attending hospital appointments, emphasising the importance of considering poverty as a factor before assuming neglect.
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9 Figure 6: Child Protection Activity
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10 Children and Families Social Work The main priority of Children and Families Social Work is to address abuse, neglect, and exploitation affecting children and young people. In 2024-25, efforts continued to focus on identifying and responding to high-risk situations where harm and abuse were detected, with the aim of maintaining the safety of children and young people. In recent years, alongside managing high-risk situations, Children and Families Social Work has prioritised building capacity for early intervention with families, to mitigate significant harm from occurring in the first instance. This approach has included developing and expanding wraparound support beyond standard working hours. By ensuring that assistance is accessible when needed, we increase the likelihood of preventing family crises, thereby reducing reliance on formal child protection procedures, and minimising the necessity of placing children in costly care placements with potentially poorer outcomes. Creating capacity for staff to undertake relationship-based practice, can help develop purposeful relationships with families, which has been associated with improved outcomes. Current performance data indicates changes in formal child protection processes as highlighted above and a decrease in the number of children and young people being accommodated into local authority care. Referral Overview Between April 2024 and March 2025, the service continued to experience a rise in referral numbers, consistent with previous years. The total of 8,832 child concern reports, shown in Figure 7 below, includes all contacts with the service, such as general enquiries and requests for information, many of which did not require social work intervention. Figure 7: The Number of Child Concern Reports and Number of Children Despite the increase in referrals, the number of individual children referred has remained stable. On average, each child was the subject of 2.5 reports, indicating that some children received multiple referrals often from different services and sometimes in relation to the same incident or concern. These children are typically already known to Children and Families Social Work and are receiving support from a range of services. This year marks the first time in several years that the number of referred children has stabilised. While the reasons for this are not yet fully understood, possible contributing factors 6242 6674 7946 8072 8832 2931 3056 3334 3523 3506 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 10000 20-21 21-22 22-23 23-24 24-25 Number of Child Concern Reports & Number of Children Concerns Children
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11 include improved universal service provision through the Whole Family Wellbeing Project and better access to early interventions via the Multi Agency Screening Hub (MASH). We attribute the reduction in the need for formal child protection processes including Initial Referral Discussions (IRDs), Child Protection Investigations, and Child Protection Planning meetings to the increasing number of families receiving support at earlier stages of need. Performance data indicates that fewer families are now engaged in reactive formal child protection interventions, which are often more distressing for families and may, in some instances, be traumatic experiences and in some cases detrimental. Scottish Child Interview Model (SCIM) In 2023-24, in consultation with the Scottish Government, Perth and Kinross Council and partners across Tayside developed a plan to implement the Scottish Child Interview Model (SCIM). The SCIM was introduced in Tayside in May 2024 using a soft border approach. This method enables specially trained staff from police and social work to be available across Tayside to meet the needs of children in need of SCIM interviewers, keeping children at the centre. In Perth, two police officers and two social workers are now based together in Almondbank House. The SCIM model is a trauma-informed, child-focused method used for interviewing children during investigations. It represents a move towards a holistic approach that considers the needs of individual children involved in complex cases. The aim is to minimise trauma associated with the child protection process, reduce repeated interviews, and decrease the need for children to provide courtroom evidence by using their joint investigative interview as ‘Evidence in Chief.’ In Children and Families Social Work, four social workers have completed a ten-week training programme for SCIM; two are designated specifically for SCIM interviews and two are part of other long-term social work teams. These additional staff members have supported resilience by covering gaps due to sickness and leave, ensuring that children requiring a SCIM interview have not experienced prolonged waiting times. The implementation of the SCIM model commenced in May 2024, with the expectation that at least 70% of interviews during the first year would be conducted via SCIM, aligning with the national average. Our initial annual report confirmed that all SCIM-based interviews were initiated following a recommendation from an IRD. In 2024-25, 85% of the 103 completed interviews used SCIM, exceeding expectations and indicating progress in trauma-informed support for children reporting abuse or neglect. The primary child protection issues identified for Perth were physical and sexual abuse (Figure 8 below), this is consistent with trends across Tayside.
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12 Figure 8: The Primary Concerns from IRDs Bairns’ Hoose Pathfinder In 2023-24, Children and Families Social Work in Perth & Kinross Council (PKC) successfully applied to become a Pathfinder for the Bairns’ Hoose project, alongside Angus and Dundee. The Bairns’ Hoose is modelled on Iceland’s Barnahus (Child’s House) and reflects the Scottish Government’s ambition to transform child protection processes. The initiative aims to ensure that children and young people remain central to planning, adopting trauma-informed practices to uphold their rights to justice, care, and recovery, particularly for those who are victims or witnesses of significant harm. The Bairns’ Hoose employs a multi-agency approach, involving Children and Families Social Work, NHS, Police Scotland, Justice Social Work, and third sector organisations (such as recovery services). This Bairns’ Hoose pathway operates alongside the SCIM approach to interviewing children, and the concurrent implementation of both models has proven beneficial. The implementation in Tayside follows a hub and spoke model, with Seymour House in Dundee serving as the primary hub due to its location of the forensic suite for children. Each local authority area has its own therapeutic interview suite. In Perth and Kinross, the Bairns Hoose is based at Almondbank House, Perth, offering a child-friendly setting that includes an interview room, family room, court room, and facilities for therapeutic support. There are also plans to establish a dedicated outdoor area for children and families. Over the past year, funding provided by the Scottish Government has enabled the development of these spaces into comfortable and welcoming environments for children and families who have experienced trauma. Funding has also facilitated the procurement of various therapeutic recovery services aimed at supporting trauma recovery. Collectively, across Tayside, we have commissioned Includem to offer support tailored to the specific needs of families. In addition, locally in Perth & Kinross we have engaged services from Relationship Scotland, Mind Space, and several smaller providers to enhance wellbeing, and foster recovery. Furthermore, investment has been made to ensure staff involved in the IRD/SCIM process can access emotional support from staff who are specifically trained in therapeutic approaches based in the Family Change team, acknowledging the vicarious trauma encountered in their work daily. 59% 33% 4% 3% 1% Primary Concerns from IRDs Physical Sexual Victim of other offending Domestic Abuse Witness to other offending Total IRDS: 222
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13 As part of the implementation last year, a test of change was conducted using Speech and Language Therapists (SALT) within the Bairns Hoose / SCIM process in Dundee. This resulted in a request for budget to cover three part-time SALT positions across the whole of Tayside. After interviews and recruitment are complete, each area in Tayside will have a SALT available to assist with interview planning. Multi Agency Screening Hub (MASH) Over the past year, collaboration has continued with partners in both the third sector and statutory sector through the Multi Agency Screening Hub (MASH), aiming to provide timely support for families when needed. The creation of the MASH has allowed for a coordinated response to avoid duplication of resources to address identified support needs. The MASH meets biweekly to triage and assign non-urgent social work referrals. Data shows that most referrals originate from the police, with additional sources including education and health services. In 2024-25, a total of 185 families and 218 children were triaged through the MASH and identified as requiring additional support to prevent escalation of need. Through this process, appropriate support was provided to those children and families. The most recent figures are consistent with the previous year, when 170 families and 217 children were triaged. In June 2024, the Child Protection Committee (CPC) conducted a desktop review of cases referred to MASH. See Appendix A. The review found that 59% of the non-urgent referrals discussed involved children and young people between the ages of 9 and 17. Most non-urgent referrals to the service originate from health and education sources, with some lower-level police referrals included. The evaluation noted areas that could be strengthened, including informed consent and information sharing, clearer involvement of children, consistency in decision-making rationale, and uniformity in recording processes. In response to the MASH's demonstrated effectiveness in supporting families early and addressing areas of need, additional resources have been allocated to enhance staffing capacity. A Senior Social Care Officer and a Social Worker have now joined the MASH team. This increased staffing is intended to improve the consistency of referral screening and record-keeping practices. The outcomes of these changes will be assessed and reported on during 2025-26. Figure 9: MASH Case Study Case Study: AK was referred to MASH due to concerns about her emotional fragility and her difficulties associated with ASD traits. There were concerns noted which suggested a need for parenting support for her mother as well as previous exposure to domestic violence prior to the parents’ separation. The outcome of MASH was a recommendation that a referral was submitted to Barnardo’s who could provide whole family support as well as focused work with the young person. Consideration was given to universal parenting support from the Parenting and Family Learning team for the ‘’Teen Triple P’ parenting programme and ‘Understanding the Adolescent Brain’ sessions. AK was also open to CAMHS awaiting a further assessment around an ASD diagnosis. Therefore, Perth Autism Support offered to undertake an initial discussion in relation to the presenting needs and supports available pertinent to ASD. The emotional fragility of this young person was highlighted within the referral and at the MASH meeting suggestion that the school counsellor and Mindspace could also be offered as supports were also considered.
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14 Early Intervention Family Support On 1 April 2023, the Family Support Team (FST) was formed to provide short-term, early interventions for families nearing child protection processes. This followed a redesign of the Contact Team, with staff redeployed to longer-term teams supporting family time or the new FST. In 2024–25, FST worked alongside COPE, a team created in April 2021 to support families outside office hours, to offer early help and family support. One source of referral to the FST is via the MASH, with 72 referrals accepted last year. This represents a small decrease compared to the previous year, which was due to continuing to manage existing cases and factors related to staffing and recruitment. The average duration of support for each family is around 12 weeks, with extensions provided as needed. The Whole Family Wellbeing Fund enabled the scaling up of the COPE team, recruiting three new staff in January 2024. This was based on positive outcomes for families already engaged with COPE and evidence that wraparound support reduces the need for children to be accommodated away from home; aids safety planning and helps children return home. After induction and training, the expanded team became operational in April 2024. In 2024-25, COPE provided wraparound support to 115 families, an increase of 74% compared to the previous year (Figure 10 below). Figure 10: Number of COPE Referrals Figure 11: Feedback from Parent on Support Received from the COPE Team 58 41 66 11587 50 87 150 0 20 40 60 80 100 120 140 160 21-22 22-23 23-24 24-25 Number of COPE Referrals Families Children Feedback: When Aneta (COPE worker) started to visit me, I’ve noticed that each of her visits gave me strength. I think at that time I needed someone wise, even for a minute, to cheer me up and make me understand that I’m not a bad mother. I learned that I need to ask for help and the help is there. I started to believe that there is a way out from this situation. Just few Aneta’s visit gave me strength. Thank you Aneta, from the bottom of my heart, you are a star. You are the first person who showed me that SW job is to help the family. COPE March 2025
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15 Families Empowering Communities This project has been established from the Whole Family Wellbeing Fund to provide community based early intervention support. In the 2024-25 period, a comprehensive self-evaluation of the service was conducted, incorporating feedback from all relevant stakeholders. The service prioritised support for parents of looked after children and individuals engaging with Social Work services, as well as those approaching the threshold for statutory intervention, beyond their parenting role. During the reporting period, of the 109 cases that were open to Children and Families Social Work, after a referral and intervention from the Families Empowering Communities Team, 50 remained open (46%) (Figure 12 below). While it is not possible to determine whether families would have continued to require statutory support without a detailed review of each case, the guiding principle of The Promise remains: families should receive support for as long as it is needed. The Families Empowering Communities initiative contributes to this commitment by offering appropriate, community-based support, which in many instances reduces the need for ongoing statutory involvement. Figure 12: The Impact of Early Intervention from the Families Empowering Communities Team Activity No. Number of families referred 59 Number of families open to social work services at start of our intervention 41 Number of families with ongoing social work involvement after our intervention 10 Number of children open to social work 50 Families indicated that they received support and participated in activities appropriate to their needs. Figure 13 below illustrates the service's impact on the level of social work involvement in families' lives. Participation in the support program is voluntary and can continue for as long as needed. Figure 13: The Sources of Referrals and Impact of Support Provided to Children and Families Individual Work Group Work 41% referrals from the Child Protection Duty Team Supported 154 adults, 11 young people and 165 children with 1033 instances of participation 21% referrals from social work fieldwork teams Universal events have been attended by 267 adults, 3 young people and 717 children with 2329 instances of participation 15% referrals through MASH (Multi-Agency Screening Hub) Supported 45 children aged 5-10 to gain a Hi5 award (Scottish Credit and Qualifications Framework level 2 qualification) Family Group Decision Making In 2024-25, 76 children and young people were referred for family group decision making, with plans agreed for 54. This led to more children being cared for by their families. This targeted support is being offered to children and young people subject to compulsory orders at home as part of our approach to contingency planning, outwith a crisis; empowering them to come up with solutions for issues that impact on their family. Birch Project In 2024-25, we examined our data into women who have had babies removed from their care at birth, on more than on occasion. Our analysis showed that due to the high levels of risk associated with certain lifestyle choices, these women experienced significant barriers to engage. With mental health challenges, substance misuse issues, and involvement in the justice system, their willingness to access necessary resources was limited, resulting in a greater risk of mortality compared to other women.
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16 With monies from the Scottish Government and local Children and Families Social Work, Justice Services and the Alcohol and Drug Partnership we have jointly collaborated to fund the Birch Project, which supports women who have had multiple children removed from their care. The Birch Project has a history of engaging these women through various means, offering support around dealing with loss, mental health, substance misuse, housing, health, and related areas to reduce risks to their wellbeing. Care and Risk Management (CARM) In December 2024, a new Care and Risk Management (CARM) methodology was introduced to support young people aged 12 and over who present significant risks to themselves or others. This model promotes collaborative engagement with both the young person and relevant partners to effectively reduce and manage risk. The integration of CARM into practice marks the completion of the National Child Protection Guidance implementation (National Guidance for Child Protection in Scotland). The CARM process is multi-agency in nature and mirrors the framework of Child Protection Planning Meetings, ensuring that all pertinent professionals involved with the young person and their family participate in developing the risk management plan. Open Cases During 2024-25 there were approximately 3,152 open cases to Children and Families Social Work of babies, children, and young people. Our pivot towards early intervention can be clearly seen in Figure 14 below which shows the largest proportion of state intervention in family is undertaken on a statutory voluntary basis via S22 in respect to 2193 children and young people. Working with families using voluntary measures in the earlier stages of need allows us to intervene early through the building of relationships and using a relationship-based practice approach. Notwithstanding working with families earlier, many of these situations are complex and often involve working closely with families and our partners to reduce risk and prevent situations escalating into crisis as well as to avoid the need for any statutory intervention measures. Most of the families engaged with Children and Families Social Work are from areas of greatest need, experiencing high levels of deprivation, inequalities, and poverty. Figure 14: The Number of Children and Young People Supported through Legal Orders 261 94 109 2193 0 500 1000 1500 2000 2500 LAC Away from Home LAC at Home Sec 23 Sec 22 Legislative Basis for Social Work Intervention
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17 Looked After Children and Young People Our population declined amongst those who have been accommodated but increased in those who are at home but subject to Supervision. This trend reflects the effectiveness of existing support measures designed to enable children to remain within their family environments. Corporate Parenting Plan During 2024/25, we developed our Corporate Parenting Plan 2025-30 which was approved in April 2025 by Perth and Kinross Councils’ Learning and Families Committee. Co-created with corporate parenting partners, care-experienced young people from champions boards, and council staff, the plan aligns with The Promise and outlines actions now underway. Young participants were pleased that their suggestions for improvements were seriously considered. A self-evaluation was conducted before finalising the plan, highlighting progress towards meeting The Promise. These highlights are: • School exclusions for care-experienced children reduced from 29 in 2022-23 to 26. • Foster and Kinship Households increased; fewer children placed with independent fostering agencies from 22 in 2023-24 to 16 in 2024-25. • New guidance introduced to improve school attendance and attainment. • Expanded support for family-based care through Family Group Decision Making. • Early intervention funded to support families on the edge of care. • Child and Adolescent Mental Health Services consultation and connections tool introduced to support care-experienced children and young people. • Lifelong Links invested in to help children reconnect with family. • Youth voice strengthened via champions boards and a Youth Strategy 2024 launched. • Youth Housing Support group established for care leavers. • New programmes launched for young people in conflict with the law. Permanence Planning A significant achievement has been made in permanence planning. Currently, approximately 48 children and young people are on a permanence journey, all of whom are subject to monthly monitoring. This number has decreased because of timely implementation of plans. Potential matches have been identified for all but three of these children, with legal processes accelerating to facilitate quicker placements within family settings. The number of children with a permanence order has risen over the past five years, increasing from 47 in 2020-21 to 70 in 2024-25 (Figure 15 below).
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18 Figure 15: The Number of Children with a Permanence Order Recruitment of Carers Recruiting carers to fulfil our requirements remains an ongoing challenge. The number of Supported Lodgings providers, particularly those supporting unaccompanied asylum-seeking young people, has decreased. As a result, alternative approaches to care for this group are being considered. Like national trends, recruiting foster carers has been difficult, with only three new sets approved. Recruitment efforts continue, and opportunities to support kinship carers to accommodate larger sibling groups are considered on a case-by-case basis. Sibling Space In line with The Children (Scotland) Act 2020 which promotes contact between siblings who cannot live together and Care Inspectorate Guidance – Staying Together and Connected: Getting it Right for Sisters and Brothers (2021), we have been working to secure a dedicated space where separated siblings can reconnect and enjoy quality time together. The planning of this initiative has been conducted with input from those who will benefit from it. The process has prioritised the perspectives of children and young people, ensuring that the activities and environment are designed to foster shared enjoyment. Youth Housing Support Group We recognised the need to strengthen our support to young adults seeking their own tenancy. The Youth Housing Support Group was formed in 2024, specifically to help young people transition into adulthood by supporting them to understand the responsibilities of holding a tenancy. With referrals received from Social Work, Education, and Housing, the group, which includes local council and third sector housing providers, meets monthly to review cases and offer tailored support. The group shares training and support information discusses service improvements and has effectively ensured young adults referred for housing are provided with support commensurate with their assessed need (Appendix C). Delivering Social Work Services in Rural Perthshire Two dedicated Children and Families Social Work teams are based in Auchterarder and Blairgowrie, ensuring a tailored rural response to the unique needs of the communities they serve. These teams are equipped with pool cars to facilitate travel across large and often remote areas, enabling staff to reach families who may otherwise experience barriers in accessing support. In addition to using team chats, diaries, and phones to stay connected and maintain safety during isolated visits, the teams work 47 56 56 68 70 0 10 20 30 40 50 60 70 80 20-21 21-22 22-23 23-24 24-25 Number of Children with a Permanence Order
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19 collaboratively to ensure continuity of care and effective communication, even when working across challenging geographies. Recognising that transport can be a significant hurdle for rural families, particularly when accessing services located in central areas, we provide targeted travel support. This includes assistance with travel costs to help families attend appointments, participate in group interventions, or access specialist resources not available locally. To further enhance service delivery and ensure value for money, we collaborate closely with the Public Transport Unit, actively seeking to optimise taxi use and control expenses. These coordinated efforts help to remove practical obstacles, ensuring that families receive the support they need without being disadvantaged by their rural location. Overall, service delivery in rural Perthshire is underpinned by a commitment to flexibility, collaboration, and creative problem-solving, ensuring that all children and families, regardless of where they live, can access high-quality social work support. Adult Protection This section provides an overview of statutory Adult Support and Protection (ASP) activity in Perth and Kinross during the 2024–25 reporting period, highlighting the evolving pressures, developments, and complexities in safeguarding adults at risk of harm. The Adult Support and Protection Biennial Report , covering the period 2022–2024, is compiled by the Adult Protection Interagency Coordinator and provides detailed data and analysis on adult protection and related activities. The following section presents key highlights to illustrate the work of staff in social work over the last year. A significant development in this reporting period has been the expansion of the ASP trained staff, with the number of council officers rising from 40 in January 2021 to 61 in January 2024, a level maintained throughout the year (Figure 16 below). Six additional social workers are currently undertaking council officer training, reflecting a sustained commitment to statutory responsibilities and the increasing demand for ASP services. Figure 16: The Number of Qualified Council Officers 40 43 48 61 61 0 10 20 30 40 50 60 70 Jan 21' Jan 22' Jan 23' Jan 24' Jan 25' The Number of Qualified Council Officers
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20 The delivery of ASP has become increasingly multi-agency, with strengthened collaboration across health, social care, and emergency services. This approach has enabled practitioners to manage more complex cases and achieve more effective, outcome-oriented safeguarding. Qualified and available council officers are proportionately distributed across both urban and rural localities. Throughout the reporting period, there has been a consistently high volume of adult protection concerns across all client categories (Figure 7 below), with the Adult Protection Committee (APC) placing particular emphasis on raising awareness and promoting reporting through targeted campaigns and digital outreach. Figure 17: Vulnerable Person Reports and Adult Protection Concern referrals 2020-21 2021-22 2022-23 2023-24 2024-25 Police Vulnerable Person Report 1515 1755 2254 2262 2255 Adult Protection Concerns 269 589 783 752 831 OOHS – Adult Protection 35 32 44 56 61 Total 1819 2376 3081 3070 3147 Total referrals for 2024–25 show that the rate remains comparable to the previous year, albeit there were some nuanced changes in some areas. Notably, referrals from NHS 24 increased from 177 to 210, NHS primary care referrals rose from 81 to 164, and Scottish Ambulance Service referrals nearly doubled from 24 to 46. These increases underscore the value of the NHS Tayside adult protection team and the growing recognition among health professionals of their role in identifying and reporting adults at risk. A key performance indicator for the service is the prompt screening of adult protection concerns, with 98.4% of all concerns screened within 24 hours, demonstrating high prioritisation and adherence to local guidance. Ongoing audit work provides assurance that frontline services are responding to harm and risk in an appropriate and proportionate manner, with scrutiny further supported by the HSCP Integrated Management Team. There has been a reduction in the use of ASP inquiries, attributed to increased use of Inter-Agency Referral Discussions (IRDs) and a more targeted approach to investigations (Figure 18 below). ASP investigations are now more likely to be multi-agency, involving co-working between council officers and other trained practitioners, such as mental health professionals, district nurses, and occupational therapists. Investigations most frequently address physical harm (24%) and financial harm (22%), followed by neglect (17%) and emotional harm (12%). The primary client groups are individuals with learning disabilities, frailty, dementia, mental ill-health, physical disability, and substance misuse.
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21 Figure 18: ASP inquiries and investigations Leadership and governance are coordinated through the Chief Officers’ Group (COG), which meets quarterly to provide oversight and challenge to the APC and other public protection partnerships. The independent APC Chair reports directly to the COG, and a dynamic public protection risk register is maintained and reviewed at each meeting. Strategic reporting and regional coordination are strengthened through annual reporting to the Integrated Joint Board (IJB), with performance reports also shared with Elected Members and equivalent boards in Police Scotland and NHS Tayside. Regional coordination is achieved through regular meetings between Tayside ASP Lead Officers, Police Scotland, and NHS Tayside, focusing on shared learning, coordinated training, guidance review, and trauma- informed safeguarding practices. Looking ahead, ASP work in Perth and Kinross is increasingly characterised by multi-agency responses to complex and ethically challenging situations, including cases involving coercive control and undue pressure. The service continues to develop early intervention and prevention approaches, consistent with the principles of the ASP Act, and is engaged in ongoing evaluation, quality assurance, and improvement, including participation in national self-evaluation initiatives. The 2024–25 reporting period demonstrates a robust and evolving approach to adult support and protection, marked by workforce growth, enhanced collaboration, rapid response to concerns, and a commitment to continuous improvement. 180 212 166 114 7969 106 140 148 196 249 318 306 262 275 0 50 100 150 200 250 300 350 20-21 21-22 22-23 23-24 24-25 Total Number of Inquiries and Investigations Inquiry Investigation Total
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22 Figure 19: Adult Support and Protection Activity
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23 Adult Social Work Self-directed Support (SDS) SDS is the statutory approach to delivering adult social care in Scotland, enshrined in the Social Care (Self- directed Support) (Scotland) Act 2013. It enables individuals to have greater choice, control, and flexibility over how their support is provided, including four options for managing their care. SDS is grounded in human rights and person-centred principles that are aligned to social work practice, aiming to co-design support that reflects what matters most to each individual. Depending on an individual’s assessed need, they will either be signposted to universal support e.g. Welfare Rights, Live Active, Befriending, Volunteering Support, and community-based resources, or if they meet eligibility requirements, can choose the SDS option that aligns with their needs. There are four SDS options: 1. Option 1 – The individual receives a direct payment to purchase and manage their own support. 2. Option 2 – The individual chooses their support, but the local authority arranges and pays for it on their behalf. 3. Option 3 – The local authority selects, arranges, and manages the support, with the individual involved in planning. 4. Option 4 – A mix of the above options, allowing flexibility in how different aspects of support are managed. SDS Option 1 Figure 20 below, represents SDS Option 1 (Direct Payment) across all Client Groups; Older People, Learning Disabilities, Mental Health, and Carers one-off respite. The total number of clients rose by 5.3% (697 in 23/24 to 734 in 24/25), with 49% of requests from South locality. This change reflects the increased choice and control exercised by unpaid carers to find the support that best meets their individual outcomes. Figure 20: Option One Activity 2023-24 and 2024-25 Figure 21 below represents individuals across all localities for Older People, Learning Disabilities and Mental Health in comparison to the previous year. In 2024-25, the overall total number of individuals fell slightly to 505 from 511. Client groups for Learning Disabilities and Mental Health increased by 67.2% and 158 217 322 697 143 231 360 734 0 100 200 300 400 500 600 700 800 Perth North South TOTAL SDS Option 1 for All Client Groups 2023-24 to 2024-25 23-24 24-25
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24 78.9%, respectively, while Older People decreased by 13.8% but remain the largest group. Despite overall declines, the South locality had the highest client count (South 244, North 166, Perth 95). Figure 21: Adults SDS Option 1 – Older People, Learning Disabilities and Mental Health Data Source 23-24 Adult Information System (AIS) / Data source 24-25 Contracts & Commissioning Figure 22 below, represents SDS Option 1 (Direct Payment) - used by individuals across all localities for Carers and Carers one off respite in comparison to the previous year. In 2024-25, the total number of individuals rose to 229 from 186 in the previous year. The Carers client group increased by 63.8%, growing from 130 to 213 individuals. Meanwhile, the number of carers using one-off respite care decreased by 71.4%, falling from 56 to 16, and no carers accessed respite care in the South Locality during the year. While all localities experienced an increase in client numbers, the South locality had the highest overall, with 116 clients, followed by North with 65 and Perth with 48. The increase is due to our ongoing work equipping our teams through Learning and Development work including Carers (Scotland) Act training and greater awareness of SDS Options and how they can be used by carers, which is supported by our partners at PKAVS Carers Centre. 83 61 147 125 204 188 434 374 28 30 15 29 15 38 58 97 3 4 9 12 7 18 19 34 2023-24 2024-25 2023-24 2024-25 2023-24 2024-25 2023-24 2024-25 Perth North South TOTAL TOTAL ADULT SDS OPTION 1 BY CLIENT GROUP: Older people, Learning Disabilities and Mental Health Locality - Older people Learning Disabilities Mental Health
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25 Figure 22: Number of Adults SDS Option 1 – Carers and Carers One-Off Respite Data Source 23-24 AIS / Data source 24-25 Contracts & Commissioning SDS Options 2 and 3 As detailed in Figure 23 below, in 2024-25 the total number of individuals using either Option 2 or Option 3 decreased slightly to 6,279, down from 6,363 the previous year. Option 2, where individuals direct their own support without handling any administrative tasks, saw a significant drop of 47.4%, falling from 997 to 521 people. Option 3, where the local authority arranges the support, experienced a 7.3% increase, rising from 5,366 to 5,758 individuals. Figure 23: Number of Adults SDS Options 2 and 3 Data Source 23-24 AIS / 24-25 Data source – Mosaic There remain 17 existing service providers in the last reporting period who offer a variation of Option 2 and Option 3 (Figure 24 below). 29 40 38 57 63 116 130 213 15 8 8 8 33 0 56 16 2023-24 2024-25 2023-24 2024-25 2023-24 2024-25 2023-24 2024-25 Perth North South TOTAL TOTAL Number of Adult SDS Option 1 by Client Group: Carers and Carers One Off Respite Carers Carers - one-off respite 997 5366 6363 521 5758 6279 Option 2 Option 3 Total Number of Adults SDS Options 2 and 3 23-24 24-25
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26 Figure 24: Existing Service Providers Offering a Variation of Option 2 and 3 SDS Options 2023-24 2024-25 Option 2 Only 6 6 Option 2 and 3 11 11 Option 3 Only 0 0 TOTAL 17 17 Data source 23/24 and 24/25 Contract and Commissioning The adoption of the 'What Matters to You' approach has led to more detailed and personalised discussions, emphasising individuals’ preferences and enabling clearer communication. This method strengthens support systems for both individuals and staff, highlighting the importance of community engagement and capacity building. Staff acknowledge that investing in communities expands available support options, which can enhance wellbeing and potentially reduce the reliance on statutory interventions. Standards and Assurance In early 2025, the Contracts and Commissioning Team launched an internal Brokerage service to better align care needs with available services. This has improved access to appropriate, local support and enhanced outcomes for service users. The team has adapted well, integrating Brokerage into existing duties through clear processes, guides, and a weekly rota. Over 480 care packages have been brokered to date, representing 774 hours of support—averaging 155 hours per month. Since Brokerage began in February 2025, the Contracts, Commissioning & SDS Team (CCS Team) has worked with social work teams to clarify which approved providers can be contacted for new care packages. Now, only approved providers are approached. Brokerage also prompts social workers to ensure Individual Service Fund Agreements (ISFAs) are signed by all parties, enhancing compliance and enabling thorough scrutiny of new providers in Perth and Kinross. Sourcing care packages exclusively through Brokerage has improved oversight and provider assurance. Learning Disabilities and Autism Services SCOPE Team In June 2024, Adult Social Work teams were supporting 514 individuals with learning disabilities and autism, with 367 people receiving assistance from the SCOPE team—a notable 8% increase from the previous year. This group included 19 young people transitioning from school, all of whom, along with their families, benefitted from Family Group Decision Making (FGDM) support, following newly secured permanent funding for the coordinator role. This support formed part of a multi-disciplinary approach to transition planning. Transition planning has evolved from a single social worker model to a multi-disciplinary approach through the SCOPE team. FGDM places young people and their networks at the centre, promoting strength-based, person-centred plans. Outreach and Occupational Therapy (OT) input have improved access to opportunities, updated assessments, and addressed gaps in paediatric support—leading to smoother transitions, greater choice and control, and better outcomes. Comparative data from 2023 and 2024 school leavers illustrates a shift towards increased collaboration among professionals including social workers, family group decision-making coordinators, outreach workers, and occupational therapists. This highlights a growing trend towards multi-disciplinary team working, which aims to improve the transition journey for young service users and deliver better outcomes as they move into adult services (Figure 25 below).
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27 Figure 25: Transition Leavers The SCOPE team has played a crucial role in supporting people with learning disabilities and/or autism to remain in their own homes, helping to avoid unnecessary hospital admissions and additional care services. Over the past year, there were no new admissions to long-stay hospitals, while one individual was discharged and two short-term admissions were managed effectively through multidisciplinary collaboration. The team supported 31 service users, assisting with transitions to day opportunities, education, or new accommodation, as well as providing travel training, access to community resources, and volunteering opportunities. Their efforts have also been important in preventing carer breakdown and ensuring continuity of care at home, enabling greater independence for service users. Independent Living The Independent Living Panel (ILP) and SCOPE Team are working to implement the Coming Home Report in Perth and Kinross by helping individuals with autism and/or learning disabilities move from long-stay hospitals or out-of-area placements back into their local community. Through supported accommodation programmes including the Core and Cluster (Appendix F) , the ILP has enabled 60 people to secure their own tenancies in the past 2.5 years, providing ongoing support to foster independent living. This approach has increased the community-based population from 332 to 413 between 2018-19 and 2024- 25, while also reducing average annual support costs by £4,500 per person, thereby demonstrating improved cost efficiency. The figures exclude those aged 65 and over. Supporting People with Learning Disabilities to access their communities The HSCP’s Employment Support Team plays a significant role in helping individuals with learning disabilities, autism, and mental health conditions to access community activities and employment (Appendix G). In 2024-25, the team supported 216 people, providing job retention, early intervention, and crisis employer support. Currently, they are working with 91 individuals to prepare for and sustain paid employment, and have delivered work skills courses for 13 participants, including those transitioning from school. Blairgowrie Day Opportunities With older and younger clients joining our Learning Disabilities Service, we reviewed how to best support everyone at Day Opportunities. Blairgowrie launched the GOLD groups ‘Growing Older with a Learning Disability’—offering daily activities planned for older service users based on their feedback. This change has led to smaller, quieter groups enjoying varied activities tailored to their needs. 24 14 3 7 0 0 19 6 7 9 7 4 0 5 10 15 20 25 30 Total Leavers Social Worker Only FGDM Coordinator Outreach Worker Occupational Therapist Input from All 3 The number of Transition Leavers 2023 2024
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28 Kinnoull, Gleneagles and Friend Unlimited Network (FUN) FUN in Perth and Kinross provides social opportunities for people with learning disabilities through activities like discos, karaoke, meals out, theatre visits, cinema trips, dance, drama, and bowling. These events help members build friendships. Since hiring a FUN co-ordinator in July 2024, membership has steadily grown. To manage demand, we have limited the number of activities per person and are exploring ways to improve and expand the service. Figure 26 below shows the rise in demand. Figure 26: FUN Registered Numbers Our work focuses on meeting the specific challenges faced by people with learning disabilities and/or autism in rural areas by developing supported accommodation within local communities, in partnership with housing, care providers, and the third sector. This approach aims to address the limited availability of suitable housing and workforce, delivering sustainable services such as dedicated accommodation, outreach, and emergency support. Current initiatives include exploring the refurbishment of difficult-to- let council housing in Crieff, which could be available by summer 2026, as well as ongoing work in Aberfeldy to provide similar support. Importantly, these projects are designed with flexibility in mind, allowing properties to revert to mainstream housing if demand changes. Mental Health Officers (MHO) The MHO Team delivers services to all individuals in Perth and Kinross covered by the Mental Health (Care and Treatment) (Scotland) Act 2003 and the Adults with Incapacity (Scotland) Act 2000. Despite sustained high demand during the reporting period, all statutory duties were fulfilled within existing capacity. Figure 27 below presents the rate of requests for MHO to attend assessments for short term use of the Mental Health Act. 86 92 103 138 150 168 0 20 40 60 80 100 120 140 160 180 2020 2021 2022 2023 2024 2025 Registered numbers for FUN
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29 Figure 27: Number of Mental Health Officer Duty Calls Rates varied during the period, with total requests rising by about 4% to 287 from 277 in the previous year. It is worth noting that not all assessments result in compulsory measures of care. Figure 28 below shows rates of Emergency Detention Certificates (EDC) and Short-Term Detention Certificates (STDC) granted during the reporting period. Figure 28: Emergency Detention and Short-Term Detention The total number of short-term orders for the reporting period was 246, representing a decrease from 264 in the previous 12 months (7.32%). This indicates increased use of alternatives to compulsion, aligning with the principles of the Mental Health Act. In contrast, the Mental Welfare Commission’s monitoring work reported an overall increase in use of the Mental Health Act of approximately 6%. This difference will be examined locally through assurance work over the next 12 months. The MHO Team excels nationally in completing Social Circumstances Reports (SCRs), a key metric tracked by the Mental Welfare Commission. SCRs are required when patients receive compulsory care under the 0 5 10 15 20 25 30 35 40 45 50 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Number of Mental Health Officer Duty Calls 23-24 24-25 0 5 10 15 20 25 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Rates of Emergency Detention and Short Term Detention Certificate (Apr'24 - Mar'25) Emergency Detention Short Term Detention
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30 Mental Health Act, unless this would serve no practicable purpose (often if one has recently been completed). These reports support compulsory care decisions and care planning. In 2023-24, Perth and Kinross achieved a 92.3% SCR completion rate (an increase from 84.5% in 22/23), compared to the national average of 47.4%. During the reporting period, the frequency of requests for MHO involvement in Welfare Guardianship matters has remained steady, with a modest increase observed in requests for attendance at Adults with Incapacity Case Conferences (an increase of 10.6% compared to the previous year) and the preparation of MHO reports for private guardianship applications, as detailed in Figure 29 below. Figure 29: Mental Health Officer (MHO) Reports The MHO Team acknowledges the challenges posed by the rural landscape of Perth and Kinross. Covering extensive geographic areas impacts staff time, and the availability of resources varies across the Council region. To address these issues, the team adopts a locality-based approach, assigning MHOs to Locality Community Mental Health Teams. This strategy not only strengthens multi-disciplinary teamwork but also ensures continuity of care for service users who may experience recurrent episodes of care and treatment. Additionally, the team works closely with HSCP Commissioning Teams to identify and address any inequalities in access to resources. The Mental Health Officer (MHO) team works closely with Locality Social Work Teams and Community Mental Health Teams, collaborating to deliver recovery-focused support. Despite national recruitment and retention challenges, the team remained fully staffed during the reporting period and continued to support staff through MHO training, even after the withdrawal of Scottish Government funding. This commitment helps with succession planning, statutory obligations, and career progression for experienced workers. MHOs provided both ongoing and one-off training to HSCP staff, third sector partners, and social work students, maintaining active partnerships with Dundee and Stirling Universities. The team also contributed to the review and improvement of HSCP processes, such as updated guidance on the Supervision of Private Welfare Guardians and a new policy for authorising services for adults lacking capacity. These developments have streamlined discharge planning and reduced hospital delays, alongside supporting primary care clinicians with a learning session around the use of Emergency Detention Certificates. 122 135 126 129 115 120 125 130 135 140 2023-24 2024-25 The Number of MHO Report Requests - AWI Work AWI Case Conference Private Welfare Guardianship Report
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31 Throughout the year, MHOs have been engaged in wider mental health transformation efforts across Tayside and Perth & Kinross. Their involvement includes participation in working groups, the review of detained patient transport, and the development of a Primary Care Mental Health Service. Looking ahead, the team aims to maintain high standards, fulfil statutory duties without a waiting list, and enhance assurance activities through better feedback and thematic audits. Care at Home (CAH), Integrated Discharge Hub, and Discharge without Delay – Older People The increasing number of residents aged 65 and over, coupled with a rise in long-term health conditions, is a growing trend. Considerable progress has been achieved in enabling older adults to remain active, healthy, independent, sustain social connections, and have greater autonomy over their support arrangements. Much of this advancement can be attributed to the ongoing Transformation Programmes. Rehabilitation and reablement services are undergoing a shift from hospital-based care to community- focused models. The emphasis is now on person-centred approaches, local rehabilitation, and integrated working to ensure services are sustainable and of high quality. To ensure these services are delivered effectively, the current Care at Home (CAH)/Reablement model is under review, with particular focus on optimising staffing structures, improving integrated working practices, and enhancing the team environment to support staff retention. Integrated Locality Teams, composed of multidisciplinary professionals, are responsible for assessing and prioritising patients to prevent health deterioration and complications. By intervening early, these teams work to avoid unnecessary hospital admissions, particularly among those aged 65 and over. The improvement initiative for older people is interconnected with several other major redesign activities, particularly those relating to CAH and Integrated Teams. Among these are the reconfiguration of the Hospital Discharge Team within Perth Royal Infirmary, the Discharge without Delay (DWD) workstream, Tay Ward, and the redesign of Community Hospitals. The DWD Programme has been implemented to create system-wide improvements through a series of initiatives spanning both acute and community care, involving all relevant organisations. The DWD Programme addresses four principal areas: • Establishing a single point of referral for complex discharges in acute hospitals (planned date of discharge and integrated discharge hubs), • Supporting timely discharge to home through responsive community care (discharge to assess/home first), • Conducting early comprehensive geriatric assessments in acute settings (frailty at the front door), and • Providing rehabilitation and extended assessment in community hospitals and step-down units. Perth and Kinross became the first local authority to complete a DWD Needs Assessment in December 2024. The findings indicated that 22% of DWD principles were fully implemented, 76% partially implemented, and only 3% not yet in place. This assessment highlighted areas for further development and set out the required next steps. Alongside the DWD Programme, a range of improvement measures have been introduced since August 2024 to support the discharge process. Data from the past winter show a gradual rise in bed occupancy during December and January, while delayed discharges fell from 50 in July 2024 to 33 in January 2025, reflecting the effectiveness of recently implemented improvements. To address growing demand and complexity in supporting older people, particularly in reducing delayed discharges, Perth and Kinross have introduced a more integrated management structure, streamlined
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32 processes, and improved collaboration across health and social care teams. These changes, alongside the adoption of new systems and contracts, targeted recruitment, and enhanced community support, have boosted service capacity, improved efficiency, and increased the number of care hours delivered, especially during high-demand periods. Over the past year, the delivery of CAH services in Perth and Kinross has undergone significant revision to improve workforce flexibility and collaboration among providers. High demand for services has prompted joint working, skill sharing, and mutual support, shifting away from a competitive marketplace. The internal CAH service model is transitioning to a new structure, expected to be completed by July 2025, with the Home Assessment Recovery Team (HART) continuing to work alongside commissioned providers to expand reablement services, particularly in areas less suited to commercial provision. The Integrated Discharge Team, under the Discharge without Delay Framework, unites clinical and community staff for multidisciplinary decision-making. Social workers now focus on complex hospital discharges, while the Discharge Coordinator role has broadened to include various health and social care professionals. The Care Home Trusted Assessor initiative, introduced in December 2024, has streamlined pre-assessment and discharge processes, reducing discharge times by 63 days across 14 care homes, with plans for further expansion and ongoing collaboration to minimise hospital delays (Figures 30 and 31 below). Figure 30: CHTA Assessments sent to Pre-Assessment Figure 31: CHTA Assessments sent to Discharge. Figure 32: Feedback from a Care Home Manager on Care Home Trusted Assessor (CHTA) ‘Trusted assessor in place is very useful and has saved both the home and prospective residents a lot of time from moving from hospital to care home. Assessments have been carried out quickly and of a high standard that has given confidence to me in making a decision regarding admission into our service. Being in a rural location the trusted assessor greatly benefits us and future residents.’ Care Home Manager. 0.5 0.5 0.5 0.5 1 3.8 5 5.3 3.9 2.7 0 1 2 3 4 5 6 7 Jan Feb Mar Apr May Average Days Taken Other Care Homes Trusted Assessor CHTA Assessments Sent to Pre-Assessment 10 7.8 7.5 5 5.4 7.3 10.5 17 14 9.5 0 5 10 15 20 25 30 Jan Feb Mar Apr May Average Days Taken CHTA Assessments Sent to Discharge Other Care Homes Trusted Assessor
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33 Figure 33: Feedback from the Hospital Discharge Team (HDT) on Care Home Trusted Assessor Recent management restructuring has strengthened collaboration and streamlined discharge procedures, resulting in substantial reductions in delayed discharges and unmet community care hours, down by 800 hours since August 2024. Despite these successes, costs have risen, especially within CAH services. The continued progress is rooted in behavioural and cultural change, integration of IT systems, co-location of services, and the fostering of trust, requiring ongoing teamwork, innovation, and support across Tayside to maintain strong relationships and deliver optimal care outcomes. Early Intervention Early intervention within Perth and Kinross has expanded through initiatives such as the Care About Physical Activity (CAPA) programme, dementia-friendly walking routes, and the Go for Gold challenge in care homes, all aimed at enhancing physical and social wellbeing for older people. Notable events, including the Civic Hall celebration for International Older People’s Day and widespread participation in Go4Gold during the 2024 Olympics, have fostered engagement across care settings. Figure 34: During the 2024 Olympics, 20 care homes and three-day centres joined the Go4Gold challenge, where residents and service users took part in physical and wellbeing activities led by HSCP and Scottish Care. Watch the full Go4Gold 2024 awards ceremony. Figure 35: Civic Hall event on 1 October 2024 marked International Older People’s Day Evidence-based falls prevention classes and over 2,000 Wellbeing Community Classes have supported more than 20,000 attendances, although ongoing funding uncertainties threaten the sustainability of these activities. Volunteer involvement has also increased significantly, yet the reliance on short-term funding makes it challenging to effectively coordinate and support this vital resource. ‘The introduction of the Trusted Assessor role has increased the support and information that can be given to clients and their families. Communication from TA is prompt and informative. Her knowledge of care homes and vacancies has benefited the clients I support greatly, resulting in a faster and more streamline discharge from hospital. The TA role has opened up opportunities to clients, a client that was LA funded was supported to move to care home, that is usually self-funding only, this was due to her communication with care home manager and HDT.’ Hospital Discharge Team (HDT).
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34 Figure 36: Feedback from a volunteer Figure 37: Feedback from a volunteer Unpaid Carers The Carers (Scotland) Act 2016 established national priorities for unpaid carers, obliging Health and Social Care Partnerships (HSCPs) to develop local Carers Strategies aimed at improving services and supporting carers’ ability to maintain lives outside their caring roles. Oversight and governance are provided through integrated forums, such as the Care and Professional Governance Forum and the Adult Social Work and Social Care Forum, focusing on risk management, adverse event reporting, and regulatory compliance. Annual audits and benchmarking against other local authorities ensure quality and continuous improvement in commissioned support, principally delivered via third sector organisations like the Carers Centre. There has been a notable increase in both the number (1,622 adult unpaid carers as of March 2025, up 15% since June 2024) and complexity of unpaid carers seeking support. Commissioned services undergo regular reviews and must evidence positive outcomes and impacts. This year, comparative visits to other authorities have provided valuable insights into service delivery. Internally, six dedicated Carer Support Workers provide specialist support across various teams and settings, contributing to a stable and skilled workforce. Statutory social work staff play a crucial role in assessing and reviewing carer needs, which has helped reduce waiting times and ensured the provision of timely, targeted support. In 2024/25, statutory services directly supported 692 unpaid adult carers. Early identification and signposting efforts have been enhanced through collaborations with GP practices and local community networks, aiming to prevent carer breakdown by reaching carers before crisis points. Volunteering is about purpose, responsibility, and friendship. After being away from work for a while, volunteering has allowed me to work towards a needed service under a supportive team. It has given me the chance to be responsible without too much pressure and to grow those responsibilities as I recover. Lastly, it has given me new friends and acquaintances which make the volunteering enjoyable and make me feel a part of something bigger. I enjoy working side by side with others, making sure patients don’t feel alone or simply just putting a smile on their face. I feel privileged to be one of those who are able to sit and talk to people, who may not have anyone else to talk to.
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35 Figure 38: Unpaid Carers Lived Experience Feedback to Locality Teams. The community map in Appendix H illustrates the collaborative efforts of all teams to promote awareness of unpaid carers' rights through information sharing. This unified and dedicated strategy effectively reached both recognised unpaid carers and those who had not previously self-identified. Personalised support and early intervention have led to a significant reduction in funded permanent care home placements due to carer breakdown, with rates dropping by 10.5% over the year. The Carers’ Centre received national recognition for service quality, reflecting a commitment to excellence. The PKAVS Carers Centre in Perth and Kinross received national recognition for service quality, reflecting a commitment to excellence. Figures 39-41: Unpaid Carers Lived Experienced through Commissioned Services Training programmes designed with carer feedback have helped to build carers’ skills and confidence, with 61 courses delivered and 291 attendances recorded. Staff training on Carers Act duties is ongoing, though staff availability for sessions remains challenging. Flexible scheduling and ongoing collaboration aim to address this. System-wide collaboration continues, with commissioners convening multi-agency workshops and exploring innovative contracting models, such as Alliancing, to improve access to wellbeing services. Early • “You have given me hope when I thought there was none” • “We can arrange for mum to attend the centre. So really positive news, thanks to you” • “Thanks also for all the support you have given me so far. I really appreciate it” • “I know that I can be me without fear of judgement. I wouldn’t be where I am now without your support” • “I appreciate your help with this important matter as I feel so raw at the moment and having you in my corner means a great deal” (41) My husband has been attending the Day Centre every Wednesday for nearly a year. When I pick him up, he is always cheerful. I know he has enjoyed himself, even if he cannot always recall the details. This helps me relax during the precious hours I have to myself. (40) The opportunity to attend trips and meet others in a similar position restores a sense of normality when things seem tough. (39) YAC (Young Adult Carers) events always have a positive atmosphere and act as an escapism from any anxiety and stress. Thank you to all involved. We had a marvellous afternoon, met new friends, and have a better idea of what is going on with support for carers. Food was amazing and the company fantastic. It has been great getting away from my mundane daily tasks. Thank you again for a wonderful day.
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36 intervention and prevention remain strategic priorities, though capacity challenges especially around replacement care during carers’ breaks persist. The system is being redesigned using established best practice frameworks to address these issues and better meet demand. Integrated Drug, Alcohol and Recovery Team (IDART) The Integrated Drug, Alcohol and Recovery Team (IDART) relocated to the Birnam building at Murray Royal Campus in summer 2024, comprising 49 staff across medical, nursing, psychological, social work, a new occupational therapist, and administrative roles. The team manages approximately 900 cases each year, providing both treatment and support to those seeking alternatives for substance use. Increased use of complex psychoactive drugs and rising alcohol consumption have led to expanded Alcohol Community Detox services and additional staffing. The social worker addresses cases involving overlapping substance misuse and mental health issues. IDART operates across both rural and urban settings, fostering creativity and building partnerships. In recent years, efforts to support services in rural Perth and Kinross have intensified. IDART maintains a strong presence in rural localities, working closely with third sector partners to enhance recovery resources within these communities. Collaboration between IDART and NHS community mental health teams is especially important in rural areas, ensuring that individuals with complex needs receive appropriate support. Despite challenges such as geography and access, IDART remains committed to providing equitable support and harm reduction advice to all residents, regardless of where they live. Our ongoing creativity and partnership-building—particularly with children and young people’s services and voluntary organisations—demonstrates our dedication to improving outcomes in rural Perthshire. Governance is ensured through regular Mental Health Clinical Care Governance meetings and the Quality Assurance group, with robust data monitoring and a focus on reviewing adverse events and sharing learning. This approach strengthens partnership working, particularly around Mortality and Morbidity— setting a benchmark within the wider partnership. A marked increase in Vulnerable Person Reports has highlighted limited social work resources, yet the team maximises all available support to safeguard wellbeing. Multi-agency meetings have improved partnership working and placement identification. Daily meetings review Non-Fatal Overdoses (NFODs) (Figure 42 for referrals by source), with harm reduction such as discussions about naloxone, addressed at first contact for all substance users. The referral sources shown include Buvidal for long-acting opioid treatment, Rehab for residential programmes, Deaths and NFOD for critical incident follow-up, Same Day Prescribing for urgent medication access and OT for occupational therapy support.
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37 Figure 42: Number of Referrals by Source IDART is collaborating with Mental Health Services to develop a Single Point of Contact, aiming to improve access and keep individuals and families central to care. Carer support is integral, with active involvement and tailored interventions. The team also contributes to the recovery community, organising weekly recovery cafes and the annual RecoverMay event (Appendix D), which this year included a Gala Day featuring music, activities, and community engagement. Enhancing Rural Care Delivery Providing care in remote areas is challenging due to increased travel times, higher costs, and impacts on staff wellbeing, particularly during winter travel, all of which can affect the efficiency and sustainability of services. Although unemployment rates in Perth and Kinross are low, recruitment and service delivery face significant obstacles due to an ageing population and a declining working-age demographic, particularly in rural regions. The main challenges include difficulties securing care packages in remote locations, financial pressures on providers, limited Self-Directed Support options, delayed hospital discharges owing to provider shortages, and a lack of interest from care providers in very rural areas—all highlighting the importance of developing local, community-based solutions. Key initiatives are being implemented to tackle challenges in rural care delivery through innovative, community-led solutions. The "Heartland Cares" programme focuses on improving care at home in remote regions by leveraging community strengths and volunteer networks, achieving financial sustainability within three years. A restructure of HART management to promote integrated services for older adults and simplify processes. Operational enhancements include reviewing scheduling systems to boost efficiency, using mapping tools to identify and address unmet needs, and reorganising teams for better resource use. Additionally, an Alliance Model is being adopted to enable collaborative and financially viable care delivery in areas where traditional approaches are not sustainable. Justice Services We have made significant strides in performance reporting, launching a comprehensive Performance Dashboard, (Figure 43 below), that empowers managers with both summary and detailed data. Looking 21 46 80 21 7 113 61 61 18 9 127 0 20 40 60 80 100 120 140 OT Ref SDP NFOD Deaths Rehab Buvidal Number of Referrals by Source 23-24 24-25
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38 ahead, we are eager to automate this system via Power BI as soon as IT capacity allows, further streamlining our processes. Figure 43: Key Highlights Dashboard on 31 March 2025 Recognising the importance of outcome measurement, we introduced and evaluated the “Wheels” template with individuals supported through the Evolve Men’s Service . The results were inspiring: the Wheels tool proved highly effective in visually capturing individual progress. As a result, we are rolling out the Wheels template service-wide, complete with guidance to ensure consistency. Since February 2025, all new clients subject to a Community Payback Order (CPO) have benefited from this approach, and early feedback has been overwhelmingly positive. We will continue to monitor its impact throughout 2025–26, exploring ways to aggregate and celebrate the progress data we collect. Justice Social Work continues to offer a wide range of disposals to the court and plays a key role in managing the high prison population. For more details and inspiring case studies, see Appendix I. Bail Supervision Bail Supervision is making a real difference by helping more people remain in the community instead of being remanded in custody. Through an Amalgamated Assessment, we ensure every individual’s needs are considered, including options like Electronic Monitoring and Restriction Away, and additional support where needed. Our team provides hands-on supervision, guidance, and connections to vital services, empowering individuals to meet their bail conditions and move forward positively. Regular progress and completion reports keep the court informed and highlight the positive steps people are taking. After a significant rise in Bail Supervision numbers during 2022–23, we see renewed momentum ahead. (Figure 44 below). With the Bail and Release Act and ongoing collaboration with local Sheriffs, we anticipate even more people will benefit from Bail Supervision in 2025–26. Typical outcomes include
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39 deferred sentences for good behaviour, community-based orders, and other constructive alternatives to custody—demonstrating our commitment to better futures for individuals and the wider community. Figure 44: The Number of Assessments and Cases Commenced for Bail Supervision Diversion from Prosecution (DfP) Diversion from Prosecution (DfP) is transforming lives by guiding individuals, especially those aged 16 to 17, away from the traditional justice system and towards supportive, rehabilitative programmes. By focusing on the root causes of offending, such as substance misuse or mental health challenges, DfP offers tailored interventions that help young people make positive changes. The past year has seen good progress: more individuals than ever are being assessed as suitable for DfP, and completion rates are on the rise (Figure 45 below). This momentum reflects our commitment to giving young people the support they need to succeed, reduce reoffending, and build brighter futures for themselves and their communities. Figure 45: The Number of DFP Referrals, Assessments Undertaken and Cases Commenced 33 268 336 280 16 63 40 28 0 50 100 150 200 250 300 350 400 21-22 22-23 23-24 24-25 The Number of Assessments and Cases Commenced for Bail Supervision No of Assessments Undertaken No of Cases Commenced 108 118 115107 115 112 63 84 89 0 20 40 60 80 100 120 140 22-23 23-24 24-25 Number of DFP Referrals, Assessments undertaken, and Cases Commenced Referrals Assessments undertaken Cases Commenced
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40 Structured Deferred Sentence Right Track Service (SDSRTS) The Structured Deferred Sentence is making a real difference by giving young people the chance to turn their lives around. Rather than receiving an immediate sentence, individuals are offered targeted social work support and interventions designed to tackle the underlying issues of their offending, such as substance use, mental health difficulties, or social problems. Young people take the lead in shaping their own journey, using the Right Track Life Wheel and personal development plans to set goals and celebrate progress. The trauma-informed service at Westbank brings together a dedicated team, including a Justice Social Work Assistant and two social workers, plus on-site partners like drug and alcohol workers and employability agencies, all working together to help young people build stability and confidence. Recent achievements include a glowing independent review, increased capacity with a new team member, and national recognition for the project officer with a Butler Trust Commendation. Outcomes have been positive, with young people moving on to Admonishments and CPOs, showing real progress and hope for the future. Court Reports During 2024-25, Justice Social Work Reports experienced a marked increase in both the volume and complexity of court business. Report submissions surpassed pre-pandemic levels across various offence categories. Despite these challenges, the service has diligently ensured timely report submission to the court and consistently communicated any need for additional time (Figure 46 below). Figure 46: The Percentage of Criminal Justice Social Work Reports Submitted to Court on Time The number of new CPOs (all categories with and without Unpaid Work (UPW) almost returned to pre pandemic levels during the reporting period (Figure 47 below). 93% 98% 96% 95% 93% 95% 90% 91% 92% 93% 94% 95% 96% 97% 98% 99% 19-20 20-21 21-22 22-23 23-24 24-25 % of Criminal Justice Social Work Reports submitted to court on time
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41 Figure 47: The Number of CPOs (All Categories with and without Unpaid Work) One-Stop Women’s’ Learning Centre (OWLS) OWLS is a vibrant, welcoming space where women are empowered to make positive changes in their lives. Through strong partnerships with Justice Social Work and a network of dedicated services, women can access support for mental health, housing, welfare, and more, all in a trauma-informed environment that puts their wellbeing first. Originally created for women on Community Payback Orders, OWLS has grown to support women on a range of orders and those who want to stay connected even after formal supervision ends. The centre’s collaborative approach means women benefit from weekly visits by partners like IDART, RASAC, Housing, Welfare Rights, and Tayside Council on Alcohol, ensuring holistic support. 2024–25 was a year of growth and achievement: OWLS supported 51 women (up from 43 the previous year), celebrated successes such as two women completing the Living Wild Programme and brought the community together with events like the MacMillan Cancer Support coffee morning. Even when faced with staff absences, the team adapted and continued to deliver outstanding support, thanks to the additional support provided by St Martin’s House staff. OWLS continues to be a beacon of hope and progress, helping women build confidence, resilience, and brighter futures every day. Evolve Men’s Service Evolve Men’s Service is driving real, positive change for men in Perth and Kinross. What began as a pilot at the Neuk (a trauma-informed facility) has blossomed into a dynamic, expanding program that is making a difference across Justice Services. By building on the successful principles of OWLS and focusing on trauma-based approaches, Evolve has opened new doors for men on Community Payback Orders and, as of 2024–25, now welcomes all males engaged with Justice Social Work. The launch of the innovative Connectere Trauma Informed Group Work programme in 2023 and followed by two more cohorts in 2024, has reported participant feedback has been overwhelmingly positive, demonstrating real progress and growth. Looking ahead, Evolve’s group modules are set to become a core part of the General Offending group programme from 2025–26, ensuring even more individuals benefit from this supportive, forward-thinking approach. Evolve is all about empowering men to overcome challenges, build resilience, and achieve brighter futures—one step, one group, and one success story at a time. 353 142 278 297 294 317 0 50 100 150 200 250 300 350 400 19-20 20-21 21-22 22-23 23-24 24-25 Number of CPOs (All categories with and without Unpaid Work)
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42 Caledonian Programme The Caledonian Programme is an integrated approach aimed at addressing domestic abuse perpetrated by men against a female partner or ex-partner, and it continues to be available in Perth and Kinross. In 2024–25, there was a notable increase in report requests (see Figure 48 below) for offences requiring assessment for the Caledonian Programme. Likely contributing factors include the post-pandemic backlog of cases, enhanced policing and multi-agency responses, and greater awareness due to new training and legislation. Improvements in data collection—such as appointing a dedicated data champion—may also play a role. Further analysis of the reasons for the increase is planned over the next 12 months. Nationally, police-recorded domestic offences have risen, and ongoing monitoring will determine if this trend continues to align with report volumes. Figure 48: The Number of Domestic Reports Drug Treatment and Testing Orders (DTTOs) The capacity to provide Drug Treatment and Testing Orders (DTTOs) doubled, giving our team even more scope to recommend this life-changing support. While 7 individuals benefited from DTTOs in 2024–25, the introduction of the more flexible and accessible Drug and Alcohol Treatment Requirements (DATR) has expanded our reach, with 18 people having already taken positive steps forward through DATR since its launch in 2023. These new options, made possible by the strong partnership between Justice Services and the Alcohol and Drug Partnership (ADP), mean more people can access the right support at the right time. With a review scheduled for 2025–26, we are keen to build on this momentum and explore even more ways to help individuals achieve lasting recovery and brighter futures. Prison Based Social Work (PBSW) Uniquely Perth and Kinross is the only local authority in Scotland that has two adult male prisons in its area. Whilst PBSW is carried out within Scottish Prison Service (SPS) premises at HMP Perth and HMP Castle Huntly, the staff group are all employees of Perth and Kinross Council. PBSW staff work in an environment that is unparalleled to other social work settings, which brings additional stresses and strains on the workforce. The two Prison Based Social Work teams at HMP Perth and Castle Huntly have adopted a trauma-informed approach, appointing trauma champions and consulting with the PKC Trauma Approach Co-ordinator. They are also piloting a Justice Social Work Assistant role, to be reviewed in 2025- 26. 94 104 96 135 0 20 40 60 80 100 120 140 160 21-22 22-23 23-24 24-25 The Number of Domestic Reports
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43 The Complex Needs Project The Complex Needs Project is all about making life simpler and better for people leaving custody (Police and Prison). By bringing together partners, communities, and service users, our collaborative approach means that Justice Social Work, Housing, the Integrated Drug and Alcohol Referral Team, Apex Scotland, and our dedicated Complex Needs Co-ordinator are all working side by side to ensure everyone leaving custody receives an offer of support. Since launching in September 2022, the project has gone from strength to strength. The addition of a Project Lead in August 2024 has doubled our efforts, especially for those following arrest and release. Weekly Voluntary Throughcare Co-ordination meetings have become a cornerstone of our approach, for those leaving prison, constantly improving the support available for people re-entering the community. Our “test of change” in 2023–24 evidenced positive outcomes and by June 2024, we expanded support to all short-term releases—including Emergency Early Release (Appendix J). Child Impact Assessment Toolkit In 2024-25, efforts with Families Outside promoted the Child Impact Assessment Toolkit to shift perspectives for children affected by justice involvement from “Not Seen, Not Heard and Not Guilty” to “Seen, Heard and Supported.” Local staff received multi-agency training on the impact of parental or sibling contact with the justice system through the United Nations Convention on the Rights of the Child Innovation Fund (Scottish Government). Appendix K. Unpaid Work Team The team makes a positive impact across the community by supporting a wide variety of people and causes. Through their hands-on labour, thriving social enterprise, and popular training programmes, they generate income to reinvest in local initiatives, all while boosting the reputation of community justice. The Westbank Project. The Unpaid Work Team operate seven days a week (Appendix I). Figure 49: Feedback from projects that Unpaid Work Team supported. Figure 50: Feedback from projects that Unpaid Work Team supported. Thank you for all the time and effort you all put into rebuilding our fence. The new fence not only improves our playing area but also creates a welcoming and safe space for our members and the community for years to come. On behalf of Perth Petanque – Thank You. We had a delivery of some fabulous benches and seating today. They look great and the kids were straight on them at lunchtime enjoying them. Thank you so much for your generosity. We look forward to receiving the planters once painted. Thanks again!’ Head Teacher Errol Primary School
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44 Figure 51: Feedback from projects that Unpaid Work Team supported. In the reporting period 499 work requests were received from all over Perth and Kinross, of which 460 were completed. This is a significant increase from the previous year when requests were 326, and 302 completed (Figure 52 below). Figure 52: Number of Job Requests for the Unpaid Work Team The Unpaid Work Team has seen a steady number of new orders (108 CPO UPW only orders, and 89 joint UPW and supervision orders, a total of 197 UPW orders), with a slight reduction compared to the previous year. Encouragingly, the team’s capacity remains strong, and staffing levels are well placed to manage even more orders in future. This positive trend, alongside a rise in the average hours imposed, means the team is well equipped to deliver valuable work across communities (Figure 53 below). 262 278 326 499 0 100 200 300 400 500 600 21-22 22-23 23-24 24-25 Number of job requests for the unpaid work team Elderly resident had completely lost control of her garden and could barely get out of the house. The task was to clear it so that hard standing could be put in. “I passed the house on Friday, what a great job! Our tenant is just delighted with the work that has been done, and she said the guys were just brilliant.” Housing Officer
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45 Figure 53: Number of New Unpaid Work Requirements and Average Length (hours) Delivering Accessible Justice Services Community Justice in Perth and Kinross operates across an extensive geographical area, with offices located in Perth City but supporting residents throughout the wider local authority region. While most of the support is delivered from central offices, home visits and meetings in rural locations are arranged when necessary to ensure accessibility. Group sessions are held in Perth or Dundee; however, for clients who find travel challenging, one-to-one support is provided. Most clients from outlying areas travel to Perth for services, with adverse weather being the primary obstacle. Individuals living in smaller or remote communities may face heightened visibility and stigma regarding justice involvement, particularly in cases related to sexual offences, which can impede reintegration and limit informal support. In these circumstances, Community Safety and Justice Services work together to offer targeted assistance tailored to the needs of these communities. Scrutiny Inspections Care Inspections In 2024-25, there were 60 inspections conducted: 23 at Care Homes, 25 at Supported Accommodation facilities, and 12 at Care at Home Services. This represents an increase from 39 total inspections during the 2023-24 year. Figure 54 below provides information on the inspection results and overall grades. 271 104 145 197 200 197 142 143 132 126 134 159 0 50 100 150 200 250 300 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Number of New UPW Requirements and Average Length (hours) New Number of UPW CPOs Average length of UPW CPOs (hours)
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46 Figure 54: Care Inspections 2024-25 Results and Grades No unsatisfactory ratings were issued during the year, while eight weak ratings were recorded. In comparison, there were no unsatisfactory ratings and one weak rating in the 2023-2024 year. The Care Home Oversight Group reviews these results to guide ongoing support and improvement efforts. Justice Service took part in a Care Inspectorate Self Evaluation activity during 2024–25, embracing the opportunity to reflect on and enhance our impact. Our area was selected for onsite validation, and the process provided invaluable insights—highlighting both our strengths and exciting opportunities for growth. The Care Inspectorate not only endorsed our self-evaluation approach but also commended our vibrant, positive culture and our commitment to making a real difference in people’s lives. Continuous improvement remains central to the work in Justice Services. In November 2024, a joint audit of Level of Service/Case Management Inventory (LS/CMI) and a case notes review was carried out by the Justice Social Work (JSW) Team Leader and Senior Practitioners. Constructive feedback was shared with staff, and a clear plan was set to ensure all clients on LS/CMI have up-to-date case management plans and records by January 2025. Our January 2025 audit of Community Payback Orders (CPOs) highlighted areas of excellence and pinpointed new opportunities for both individual and service-wide development. Developing a robust Quality Assurance Framework is now a top priority for 2025–26. Children and Families Social Work scrutiny activity over the past reporting year has come through the Child Protection Committee’s quality assurance work. The findings are detailed in the Child Protection Committee Standards and Quality Report, with the latest version available Child Protection Committee Standards and Quality Report 2023-24. The 2024-25 report is not yet published. Complaints Stage 2 complaints in 2024-25 have risen slightly across social work services but remain low relative to service users. Most complaints involved unique situations, with a substantial percentage not upheld (Figure 55 below). 0% 20% 40% 60% 80% 100% How well do we support peoples wellbeing How good is your leadership How good is your staff team How good is your setting How good is care and support planned 1 - Unsatisfactory 2 - Weak 3 - Adequate 4 - Good 5 - Very Good 6 - Excellent
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47 Figure 55: Overview of Stage 2 Complaints Number of Complaints Number of Complaints acknowledged on target (3 days) 2021- 22 2022-23 2023-24 2024-25 2021-22 2022-23 2023-24 2024-25 Adult Social Work & Social Care 17 13 19 21 16 12 11 17 Children, Families & Justice 9 18 10 12 7 14 9 7 The number of complaints from families participating in Child Protection processes reflects the challenges of state intervention in family life for staff when seeking to safeguard those children most at risk in our communities. Overall, the performance associated with complaint responses and a review of any emerging themes are reviewed in operational management meetings and team sessions. Challenges and Improvements During 2024–25, Perth and Kinross Council faced several complex challenges across social work services, some prompting innovative responses and targeted improvements, whilst others have been difficult to address within our sphere of control. Children and Families Social Work Services Recruiting foster carers, adoptive parents, and supported lodging providers remained a significant concern. Despite proactive efforts by the Family-Based Care team using social media, interest was limited. This led to a shortage of community-based options for children unable to remain with their families, increasing reliance on costly external residential placements. Securing specialist support for children with complex additional needs, an increasing demographic was also challenging. A limited pool of providers and workforce shortages meant some needs went unmet or required expensive private agency intervention. To address this, the Council plans to explore more flexible use of Self-directed Support (SDS) funding and involve families in co-designing solutions that attract new providers to the area. The Council continued its commitment to supporting Children Alone Seeking Asylum (CASA), including participation in the National Transfer Scheme. An increase in age dispute case where individuals placed in adult hotel accommodation claim to be under 18, has required social work-led age assessments. If contested, these may result in Judicial Review. The Council has engaged with COSLA and the UK Home Office to raise concerns and arranged specialist training via the National Age Assessment Board to strengthen staff capacity. Young people assessed as under 18 must be accommodated under looked after children’s provisions. However, these young people do count against our allocation for accommodating unaccompanied asylum-seeking children via the National Transfer Scheme, placing additional pressure on placement availability.
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48 Meeting the varied needs of neurodiverse children remains difficult due to long waiting lists for Tayside CAMHS assessments. This can limit access to services and hinder support providers from tailoring assistance without a clear understanding of individual needs. A key challenge ahead is securing funding for early intervention projects currently supported by temporary funds from the Whole Family Wellbeing Fund, aiming to use budget underspends for sustainability. We continue to evaluate how services can adapt to these challenges. We anticipate increased demand, as parents face ongoing difficulties in meeting their children’s needs. Justice Services To meet the challenges of the Emergency Early Release of prisoners, we were able to call on our established relationships during the early release of prisoners during Covid to support with this phase too. Collaborative work with the Scottish Prison Service, Housing, iDART, and HSCP ensured holistic support for reintegration. However, we are mindful that rising prison population and remand rates present barriers to effective pre-release planning, particularly when individuals were placed outside their local area. A test of change was launched to improve GP registration for individuals serving short-term sentences. With support from Voluntary Throughcare (VT) social work staff, registration papers were completed pre- release, and agreements secured with local practices. Early signs show excellent engagement and collaboration. Overall, the initiative is expected to improve continuity of care and will be monitored throughout 2025–26. Adult Social Work Services The SCOPE team piloted the Adult Family Group Decision Making (AFGDM) model, supporting 158 individuals through 34 referrals. This initiative delivered both financial savings and better outcomes for families. Due to its success, permanent funding has been secured, and the model will be extended to all young people with learning disabilities and/or autism transitioning to adulthood. We believe families and their networks are best placed to shape care arrangements. Oaklands Care Home was opened in Crieff in 2024, with two additional Care Concerns Group homes scheduled to launch in Alyth and Perth City by 2025, broadening residential options for individuals with complex needs. The ‘it takes a village’ approach, developed in partnership with Care Concerns, aims to foster whole-system care and support in Perth City through collaborative efforts. Flexible training solutions are being pursued to overcome staffing shortages and logistical barriers that hinder staff attendance. P&K HSCP is proactively working to strengthen multi-agency collaboration, standardise assurance practices, and promote care home engagement in learning networks and forums. Persistent workforce challenges remain, as highlighted by Scottish Care, which cites below-standard pay, increased national insurance costs, and a decline in domestic applicants as threats to the sector’s viability. Sector forums, supported by P&K HSCP commissioners, are focused on addressing these ongoing workforce issues. A recent survey conducted by the Scottish Care Independent Lead for P&K revealed a diverse range of recruitment practices among local care homes, with many relying heavily on international staff. The potential cessation of international recruitment particularly threatens rural areas, possibly increasing agency worker use and affecting continuity of care. Rising employer National Insurance costs also pose significant operational challenges. To address vacancies and improve workforce development, independent providers are expanding candidate outreach and planning engagement workshops in local secondary schools to promote careers in health and social care.
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49 Resources Finance The financial landscape in 2024–25 reflected both strategic adjustments and ongoing pressures across social work services. Figure 56 below outlines net recurring expenditure over the past four years: Figure 56: Net Recurring Expenditure 2021-2025 Net Recurring Expenditure 2021-22 £M 2022-23 £M 2023-24 £M 2024-25 £M Children and Families Social Work Services 20.25 22.63 23.69 21.93 Justice Services 2.186 2.417 2.501 2.55 Adult Social Work Services 54.56 77.06 88.32 97.68 Children and Families Social Work Services Spending decreased in 2024–25 compared to the previous year, influenced by several key factors: • Due to the Council’s restructure, budget allocations for administrative teams have not yet been moved from Children and Families Social Work Services to Finance and Business Services. • Residential Care costs fell because of fewer placements; however, the budget still showed an overspend due to ongoing demand and rising costs. • Foster and Kinship Care expenditure declined, reflecting a reduction in the number of looked after children. This reduction is linked to the success of early intervention strategies aimed at preventing children and young people from entering care. Although fewer children were accommodated leading to savings in community placement costs, these savings were offset by continued overspending in residential care. We are looking to see how our own services adapt to the changing profile of young people we work with and recognise that this will have increasing demand on our services given parents will continue to struggle to meet their child’s needs. Flexible approaches have been implemented to assist children and young people, including providing resources for kinship carers to modify housing for sibling groups, offering financial assistance to adopters who take on groups of siblings, and supplying support packages to young people living independently. Justice Services Expenditure in Justice Services has seen a steady budget growth because of: • Mainstreaming of the COVID Recovery Fund and relaxed restrictions on other funds enabled more adaptable resource allocation. • Successful TUPE transfers and efforts to convert temporary posts to permanent roles demonstrated proactive workforce planning. • Pursuing external funding for prevention, victim support, employability, and vulnerability initiatives. • The Caledonian Project review opened avenues for funding and service model reform. Justice Services navigated a challenging year. Mainstreaming of the COVID Recovery fund, alongside relaxed restrictions on other funds, has granted greater flexibility in resource allocation.
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50 Service restructuring is underway, with Community Safety and Justice Services now separate, and Justice Services reviewing its staffing compliment to reflect this change. Despite anticipated budget pressures, the ongoing national review of the Caledonian Project opens opportunities for all local authorities to access funding and reconsider service delivery models. The successful transfer of staff roles under TUPE, despite subsequent funding reductions, demonstrates resilience and a proactive approach to workforce planning. Adult Social Work Services Expenditure was higher in 2024-25 compared to 2023-24, due to several contributing factors: • Ongoing elevated demand for community-based care packages across all client groups, coupled with inflation-driven increases in provider rates, continues to impact service delivery. • Inflationary increases under the National Care Home Contract, along with higher demand for services, contributed to increased spending on residential and nursing home placements. • The increase in social care staffing costs was attributable to the 2024-25 pay settlement. The primary challenge in social care funding in Perth & Kinross stems from rising demand for services. This increase is both in the number of individuals requiring care and support for daily living, and in the complexity of their needs. These pressures have exceeded budget assumptions. Demographic trends are driving a greater scale and complexity of need among the older population. The latest population projections from the National Records of Scotland (NRS), show a sharp rise in residents aged 67–85 and 86+ in Perth & Kinross. The level of need is already higher than previously anticipated and is expected to remain elevated through to 2045. The number of residents over age 75 has already increased by 10% over the past three years, with a projected 12% increase by 2026. Older People Services are undergoing major transformation to respond to these changes. The aim is to ensure optimal efficiency and effectiveness, balancing performance with affordability. The focus remains on areas of greatest impact, particularly those that successfully shift care into communities and people’s own homes, where recovery is most effective. While significant savings and efficiencies have already been achieved within social care, the remaining options to reduce expenditure are limited and extremely challenging. To achieve financial sustainability now and in future years, the Integration Joint Board (IJB) must consider additional funding solutions and identify opportunities to reduce overall expenditure, while minimising any detrimental impact on the strategic plan and the population’s health and care needs. Addressing these pressures will require further funding, strengthened collaborative working, strategic planning, robust financial management, and effective workforce planning. Workforce Perth and Kinross Council’s social work services has navigated a complex workforce landscape marked by both resilience and strain. While some teams maintained stability, others faced staffing pressures, recruitment issues, and operational challenges. Children and Families Social Work Services Retention of experienced staff within childcare teams continues to be a significant challenge. Although recruitment has improved compared to the previous year, many new recruits are either newly qualified or lack direct experience in child protection. This has led to uneven skill distribution across teams, with
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51 senior practitioners often moving into roles perceived as less demanding, creating gaps in frontline expertise. The increasing complexity of cases managed by long-term teams has increased, resulting in heavier caseloads and a rise in stress-related absences. In response, the service is preparing to commission external supervision support—both one-to-one and group sessions—to help staff manage the emotional impact of their work. This provision is currently being secured and will be evaluated once implemented. The introduction of the MOSAIC case management system has added administrative burden due to its process-led structure, requiring more time than the previous system. Efforts are underway to streamline these processes while maintaining the quality and accessibility of essential information. The service has hosted delegations from various local authorities and the Scottish Government to showcase its initiatives. Notably, its support for unaccompanied asylum-seeking children has been nationally recognised as exemplary practice. Furthermore, the Service Manager was invited to present the work of the Resilient; Engaged; Achieving; Confident; Healthy (REACH) team to the Scottish Government’s Education Committee, highlighting innovative approaches to supporting children and young people who are becoming looked after. Adult Social Work The Mental Health Officer Team remained fully staffed despite national recruitment challenges. Perth and Kinross Council continues to invest in training for aspiring MHOs, even without national funding, supporting succession planning and career development. This proactive approach has helped maintain service continuity and fulfil statutory responsibilities. Recruitment and retention challenges persist in care home settings. Staffing shortages have affected training participation, prompting a shift towards more flexible learning formats. A recent survey of independent providers revealed a heavy reliance on international staff, with some homes reporting that more than half of their workforce is recruited from abroad. Changes to immigration rules and employer costs are expected to impact sustainability, particularly in rural areas. To address these concerns, the Health and Social Care Partnership has worked with sector leads to improve recruitment strategies, including promoting roles through myjobscotland and engaging young people via school-based outreach. These efforts aim to build a more resilient and locally rooted workforce. Roles supporting unpaid carers have demonstrated strong retention and high levels of competence. Justice Services Justice Services will be undergoing a structural change with Community Safety realigning to Housing and Communities. Whilst there remains some uncertainty for some posts and portfolios, early engagement has proven helpful to determine prioritisation of key roles. Despite growing workloads, particularly in prison-based teams, staffing levels have remained static. Many roles are still advertised as temporary, which undermines workforce stability. A key priority for the coming year is to review these posts. Staff wellbeing is supported through supervision and access to clinical support, although a formal training needs assessment was not conducted during the year. Justice Services staff continue to work closely with Children and Families, making significant contributions to wider workforce planning. There is a clear commitment to improving data gathering and quality assurance, all with the aim of supporting better decision-making across Children, Families and Justice.
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52 This collaborative approach ensures that the service remains responsive and forward-thinking, even as changes occur. Efforts to consolidate the workforce and strengthen team capacity are at the forefront for 2025-26, with a focus on making more temporary positions permanent and encouraging innovation. Ongoing initiatives to increase cohesion both within teams and with external partners, alongside robust staff support measures, reflect a strong commitment to staff wellbeing and effective service delivery. Training, Learning and Development In Perth & Kinross, we are committed to growing a learning organisation and partnership. Learning and Development (L&D) in social work and social care is not optional, it is essential. It ensures our workforce is skilled, confident, and equipped to deliver high-quality, person-centred interventions to those most in need. We recognise that limited access to L&D can lead to risk-averse practice, which may restrict civil liberties and increase costs. Our dedicated L&D Team brings unique skills and values integrity and compassion, to support our workforce. By fostering an environment where staff and communities can learn, grow, and flourish, we advance our vision of supporting the people we serve. Learning Opportunities Rooted in Ambition, Integrity, and Compassion At the heart of how we work and what we do are our values, developing the conditions towards a sustainable, inclusive, and continuously improving learning culture. We offer a diverse range of learning opportunities (Appendix L-Q): rooted in statutory requirements, developmental opportunities and designed to support personal, professional, team, and partnership growth. With compassion at the core, we listen deeply to our workforce and communities, valuing their experiences and voices. Through both data and lived insights, we co-design innovative, inclusive learning that respects individual learning styles, enables potential, and equips people to serve and collaborate with empathy, confidence, and care. Learning Priorities and Strategic Plans During this period, we continued to engage with the workforce to better understand their learning needs. Working both locally and nationally, we connect across the system to support legal, professional, registration and improvement requirements as well as enabling the art of the possible through innovation. In response, we have collaborated with the workforce to develop targeted learning experiences, from accredited qualifications, personal and team development, courses, exploration, peer learning forums, improvement, and innovation design sessions, to enable a broader and enhanced experience of learning. We are developing our learning culture to ensure the workforce is equipped with the necessary knowledge, skills, and attributes, to provide personalised, compassionate care and support, in a way that matters. Our strategic Learning & Development plans, underpinned by our current ‘L&D Plan on a page’, (Appendix Q) are informed by a combination of workforce feedback, service provider input, local and national strategic priorities and strategic plans. These plans include a focus on continuous professional development, compliance with legislative requirements, development, and alignment with national
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53 policies. These include Practice Learning, Newly Qualified Social Worker Supported Year, Scottish Vocational Qualification (SVQ), Trauma Informed Practice, general learning and development, Living Well Care and Manual Handling. We connect with and listen to our workforce, partners, and stakeholders to ensure our L&D initiatives are supporting the delivery of our statutory duties to provide safe and effective care and support. Key Programmes and Initiatives Children and Families Social Work Services • Another social work employee is undertaking a social work qualification. Next year, this number is expected to increase to two. • Safe and Together training for all staff who had not yet completed it, and our Child Protection Training and Development Officer undertook the Safe and Together Institute’s Trainer Certification Programme, which now provides inhouse capacity. The Safe and Together model is firmly integrated into our social work practice, and we are committed to maintaining its consistent application in our daily operations. See Appendix B for a case study which demonstrates the application of the Safe and Together model of practice with a relationship-based approach to supporting families. • The Equally Safe agenda is a national priority, and we recognise the importance of safeguarding beyond the boundaries of Perth and Kinross. In January 2025, we provided places to Angus and Dundee with Scottish Government funding to support the dissemination of learning. • The practice network has continued to highlight service activities and provide an informal setting for learning, where life story work remains a routine component. • The Children’s Rights Officer has created online modules to increase awareness of the United Nations Convention on the Rights of the Child, recent legislative changes, and organisational responsibilities in supporting children and young people’s rights. • The Connecting Relationships Empowering Supporting Together (CREST) team has introduced a connections tool designed to help workers identify relationships significant to children and young people. Staff received training on this tool and were reminded of the importance of maintaining these key relationships. Adult Social Work Services We continue to advance our ambition to be a learning organisation. The Learning and Development Team plays a fundamental role in supporting workforce development in its broadest sense, helping to maintain a skilled, confident, and resilient workforce. • We have prioritised the enhancement of trauma-informed practice, supervision, and continuous professional development. • Feedback from staff and learners has informed improvements to induction programmes, supervision practices, and learning pathways. Justice Services • A comprehensive new Induction Pack for new staff was introduced. • A wide array of specialised training courses was delivered, including those on victim care, electronic monitoring, suicide intervention, and risk assessment. • Staff also played an active role in both delivering and trialling new training initiatives, such as the Contest PREVENT training, and collaborated with the Unpaid Work Team on an innovative pilot project to develop national training resources.
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54 • Continued commitment to staff advancement continued with dedicated support for a team member to pursue Mental Health Officer (MHO) training. • A key role was played in nurturing the next generation of social workers through placements and active participation in the Career Ready and Modern Apprentice programmes. • The Westbank Project offered valuable accredited training for clients and partners, while the Greene King Kitchen initiative at HMP Perth celebrated its first group of graduates, showcasing the positive impact of these collaborative efforts. • Perth’s hosting of the Knife Angel served as a vibrant centrepiece for educational outreach and awareness on knife crime, sparking dynamic collaboration among Education, Prison, Police, Justice, and third sector organisations. This partnership has led to the development of a forward- thinking knife crime prevention programme, set to launch in schools for 2025-26. Delivered alongside the inspiring 16 Days of Activism campaign in 2024, these initiatives highlight a strong spirit of teamwork and positive action across the community. Financial Investment in Learning & Development We are committed in our delivery of social work and social care, albeit there is budget pressures based on need. We are acutely aware that providing the conditions for a positive learning environment has an impact on our workforce wellbeing, productivity, recruitment, retention, resilience, and our performance as individuals, teams, and services. We regularly monitor how we can leverage additional funds to supplement our budget to provide an enhanced learning environment. The training budget supports both award-bearing courses and individual learning initiatives. There has been no reduction in funding, with primary courses selected based on service needs. Each year, three candidates participate in postgraduate child protection programmes, and one individual is encouraged to pursue the Practice Teaching Award. Learning events, workshops, and development days have been well-received, with feedback that is both positive and that helps us learn and grow, from collaborators and participants. Participants have reported that the learning was practical and applicable to their roles, leading to improved practices and better service delivery. Participants feedback included: Personalised Lived Experiences and Community Care Interventions responding to individuals and Transferable Learning through Social Work Student Placement Ensuring individuals can choose their support is vital for meeting their personal goals and preferences. Over the past year, social work students have benefited from experiential learning placements, gaining practical experience in Self-directed Support, including legal aspects, and conducting outcome-focused assessments. Their practical skills and understanding were evaluated through feedback and supervision. The approach was underpinned by Donald Schon's theory of reflective practice, encouraging students to analyse their experiences, recognise patterns in their decision-making, and develop both professionally and personally. See Appendix E for case studies.
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55 Figure 57: Social Work Student Placement Feedback The SDS Community of Practice event on Critical Thinking, led by Dundee University, was available to all practitioners. Building on previous assessment and recording workshops in 2024, the session focused on critical thinking concepts relevant to decision making, including professional judgment, subjectivity, listening points, reasoning, hedging, and involved case studies and a Q&A. Figure 58: Participants Feedback from the SDS Community of Practice event on Critical Thinking I feel that you have been a brilliant link supervisor. I felt I was listened to; felt I could ask any questions (no matter how daft) and was really able to understand what my role was through our discussions. I felt fully supported throughout and if I needed to talk anything over you would free up some space to allow this. I think it is important to mention the change in your role whilst being a link supervisor and you still found time to check in and point me in the right direction. I feel I have learnt a lot due to the cases covering every aspect that a social work student can be involved in. This was a great idea and come the end of placement has been really beneficial for my learning but also when applying for future jobs. I have no negatives to mention as it has been a positive experience having you as my link supervisor and this was from day 1. I want to thank you for everything and if you have another student, they will be lucky to have you as link supervisor but to also be within the north locality team Staff Feedback: • A total of 57 front line practitioners attended the sessions, and feedback indicated a positive response. • Staff noted that discussing the different components of critical thinking was useful for informing their own practice as well as the practices of other professionals and senior management in decision-making roles. Staff also indicated that the session could support evidence-based decision making in their work
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56 Figure 59: Participant’s Feedback on Various Learning Sessions Figure 60 below is feedback from Scottish Qualification Authority on their quality assurance check of our compliance with system requirements on our delivery of SVQ qualifications to the Health & Social Care workforce. Figure 60: Scottish Qualification Authority Feedback • “I really enjoyed doing this Supervision Professional Development Award (PDA) course and feel I have taken away a lot from it. Sometimes while doing courses, it feels like a bit of a chore or can cause me to feel stressed. At no time through the course did I feel like that.” (Supervision PDA 2025) • “I am overwhelmed by the level of support by my assessor. Very understanding and always there at the other end of the phone or through email. Feedback always made you want to do better in understanding my role.” (SVQ 3 Award 2024) • “It made me aware to be kind and understanding and not be judgemental on people’s past and experiences.” (Level 1 Trauma informed e-module) • “Recognising that everybody reacts differently to trauma. It made me aware about how to react, and I enjoyed the emphasis on not asking ‘What’s wrong?’ but rather ‘What happened to you?’” (Level 1 Trauma informed e-module) • “I will develop my active listening and put restorative questions into practice.” (Difficult Discussions Matter Learning) • “Prioritising my, and others, mental health/emotional wellbeing during all interactions, but especially difficult discussions.” (Difficult Discussions Matter Learning) I was pleased to inform the centre that the outcome of the visit was “High confidence” in the delivery of the award. The centre provided all the information requested for the visit. The candidate's evidence I sampled was a high standard; this reflected the support given to the candidates. The feedback to the candidates was supportive and encouraging, I viewed the centres policies and procedures, standardisation meetings, staff qualifications and Continuing Professional Development. activities, which were all in order. The team work well together.” (Extracted from Qualification Verification Report 23rd May 2024)
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57 Figure 61: Feedback from Learners Who Attended Adult Support & Protection Basic Awareness Training In Perth & Kinross we are dedicated to a learning culture that respects, equips, and supports our workforce. This commitment ensures we meet our statutory requirements, maintain a skilled, competent, and confident workforce, and work together to improve outcomes for the people of Perth and Kinross. See Appendix L-Q. Looking Ahead Children and Families Social Work Services will continue to evolve in response to increasing complexity and demand. Early intervention remains central, with expanded wraparound support through initiatives such as the COPE Team (Children and families who are Open to social work services for Planned interventions in the Evenings and weekends) and the Family Support Team demonstrating measurable reductions in formal child protection processes. The integration of the Multi Agency Screening Hub (MASH) and targeted programmes like Families Empowering Communities has enabled more timely and proportionate responses, reducing the need for statutory involvement and improving outcomes for families. In 2025–26, the service will focus on embedding structured self-evaluation and quality assurance mechanisms to strengthen performance monitoring and drive continuous improvement. The implementation of the Care and Risk Management (CARM) framework and the Scottish Child Interview Model (SCIM) will be further consolidated, ensuring trauma-informed, child-centred approaches are consistently applied. Workforce sustainability remains a key challenge. While recruitment has improved, retention of experienced staff within childcare teams continues to be difficult, compounded by rising caseload complexity and stress-related absences. Plans are underway to commission specialist supervision services to support staff wellbeing and resilience. The service will prepare for the implementation of the Children (Care and Justice) Bill and continue to invest in innovative projects such as the Birch Project and Sibling Space. These initiatives reflect a commitment to keeping families together, supporting vulnerable mothers, and honouring the voices of care-experienced young people. Securing long-term funding for early intervention programmes and Feedback from learners who attended Adult Support and Protection Basic Awareness Training 2024/2025
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58 adapting to changes in mental health service provision will be critical to sustaining progress and meeting the diverse needs of children and families across Perth and Kinross. Several new opportunities are emerging. A partnership with Aberlour will deliver intensive perinatal support to vulnerable mothers in early pregnancy, through a two-year project part funded by the Scottish Government starting July 2025. This year, the focus will include strengthening self-evaluation, quality assurance, and performance monitoring arrangements. Structured self-evaluation and case audit procedures for managers will be introduced, fostering a culture of continuous improvement and self-assessment at all levels. This will ensure effective practices are clearly evidenced and enable the identification and remediation of any gaps. Adult Social Work Services in Perth and Kinross will continue to evolve in response to increasing complexity, demographic pressures, and the imperative to deliver person-centred, rights-based support. The Adult Protection agenda remains a statutory priority, with a growing emphasis on multi-agency investigations and the strategic use of ASP powers to safeguard individuals from physical, financial, and emotional harm. The continued rise in ASP investigations and referrals, alongside enhanced collaboration with health colleagues, reflects a maturing understanding of risk and a commitment to timely, proportionate intervention. Fieldwork services will build on the updated Self-directed Support (SDS) framework, embedding personalised approaches that empower individuals to shape their care. Plans to establish a dedicated SDS personalisation forum and invest in outreach sourcing infrastructure aim to streamline service delivery and reduce rural inequalities. The Chief Social Work Officer will maintain oversight of guardianship practice, promoting strength-based methodologies that uphold autonomy and dignity. Learning Disabilities and Autism Services will expand the Core and Cluster model and supported accommodation options, enabling more individuals to live independently within their communities. The SCOPE Team’s multi-disciplinary transition support for school leavers and the development of local involvement networks signal a shift towards inclusive, co-designed services. Meanwhile, Mental Health Officer (MHO) Services will prioritise assurance work and maintain high completion rates of statutory reports, despite national workforce challenges. Continued investment in MHO training and alignment with mental health transformation programmes will ensure statutory duties are met without delay. Across all adult services, the focus will remain on fostering resilience, improving access, and enhancing outcomes through collaborative, trauma-informed practice. Strategic planning will be underpinned by robust data, reflective learning, and a shared commitment to safeguarding and supporting adults at risk. Justice Social Work In 2025–26, Justice Social Work in Perth and Kinross will continue to evolve in response to structural changes, increasing demand, and the imperative to deliver trauma-informed, community-based interventions. The separation from Community Safety Services has prompted a review of Justice Services’ structure, presenting both challenges and opportunities. Workforce consolidation will be prioritised, with efforts to convert temporary posts into permanent roles and strengthen capacity for innovation, where possible. A key focus will be the implementation of a robust Performance Framework and Quality Assurance Framework, enabling systematic monitoring of service delivery and outcomes. The expansion of the “Wheels” tool across the service will support consistent outcome measurement and data triangulation. Groupwork interventions will be enhanced, with modular programmes for men launching in June 2025 and continued delivery of Caledonian Groupwork and Connectere.
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59 Justice Services will assess the future of drug and alcohol interventions, reviewing the effectiveness of Drug Treatment and Testing Orders versus Drug and Alcohol Treatment Requirements. The Complex Needs Project will expand its remit to include individuals on remand and long-term sentences, with a comprehensive review planned. Unpaid Work placements will be diversified to accommodate individuals with caring responsibilities or disabilities, and training offerings will be broadened to include vocational qualifications. Efforts to integrate the two Prison Based Social Work teams and develop the Justice Assistant role will continue, alongside preparations for increased Bail Supervision under the Bail and Release Act. Growth is anticipated in the Violence Against Women and Girls sector, with the adoption of Domestic Homicide Reviews and expansion of Contest PREVENT activities. Despite these forward-looking initiatives, challenges persist. Short-term funding and the transition to the Mosaic system constrain long-term planning and reporting capabilities. Access to mental health services remains limited, and housing pressures complicate prison release coordination. Justice Services will navigate these complexities through strategic planning, cross-sector collaboration, and a continued commitment to delivering responsive, evidence-based support.
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60 Glossary A AIS AP APC ASP Adult Information System Adult Protection Adult Protection Committee Adult Support and Protection B N/A N/A C CARM CCR CCS CCG COG COPE CPC CPI CPO (Children) CPO (Justice) CPP CPPM CPR CSWO Care and Risk Management Child Concern Reports Contacts, Commissioning and Self-Directed Support Community Care Grant Chief Officers’ Group Children and families who are Open to social work services for Planned interventions in the Evenings and weekends. Child Protection Committee Child Protection Investigation Child Protection Order Community Payback Orders Child Protection Plan Child Protection Planning Meeting Child Protection Register Chief Social Work Officer D DATR DfP DWD Drug and Alcohol Treatment Requirements Diversion from Prosecution Discharge Without Delay E EDC EST Emergency Detention Certificate Employment Support Team F FACS FST FUN Family Advice and Community Connections Service Family Support Team Friend Unlimited Network G GOLD GP Growing Older with a Learning Disability General Practitioner H HART HDT HIS HMP HSCP Home Assessment and Recovery Team Hospital Discharge Team Health Improvement Scotland Her Majesty’s Prison Health and Social Care Partnership I IDART IJB ILP IRD IT Integrated Drug, Alcohol and Recovery Team Integrated Joint Board (for Health and Social Care) Independent Living Panel (ILP) Inter-Agency Referral Discussion Information Technology J JII Join Investigative Interviews K N/A N/A L LA Local Authority
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61 M MASH MDT MHO Multi-Agency Screening Hub Multi-Disciplinary Team Mental Health Officer N NHS NFOD NQSW National Health Service Non-Fatal Overdoses Newly Qualified Social Workers O ONRS OT OWLS Overnight Responders Unit Occupational Therapy One-Stop Women’s Learning Service P PBSW PDA PK PKC Prison Based Social Work Professional Development Award Perth and Kinross Perth and Kinross Council Q N/A N/A R RCPPM REACH Review Child Protection Planning Meeting Resilient; Engaged; Achieving; Confident; Healthy S SALT SARA SCIM SCOPE SCR (Mental Health) SCR (Child Protection) SCRA SDS SNSA SPS STDC SSSC SVQ SW Speech and Language Therapy Spousal Assault Risk Assessment Scottish Child Interview Model Specialist Community Outreach and Prevention Engagement Social Circumstances Report Significant Case Review Scottish Children’s Reporter Administration Self-Directed Support Strategic Needs and Strength Assessment Scottish Prison Service Short-Term Detention Certificate Scottish Social Services Council Scottish Vocational Qualification Social Work T TUPE Transfer of Undertakings (Protection of Employment) U UPW Unpaid Work V-Z N/A N/A
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62 Appendices Children and Families Social Work Appendix A – Figure 62: Children and Families Social Work Services (Child Protection) Desktop Audit
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63 Appendix B: Children and Families Fieldwork Services-Safe and Together Case Study Background and Context P and W were placed on the PKC Child Protection Register due to concerns about their mother’s alcohol use, domestic incidents, and allegations of assault by another family member. The family environment had been chaotic for several years. At the time of registration, P was living with his paternal grandmother, while W remained at home with their mother, supported by the maternal grandmother. Social Work Intervention The allocated social worker, A, adopted a Safe and Together, relationship-based approach with the family. This involved engaging all parents and protective family members in discussions, ensuring the children’s needs remained central. A consistently sought and incorporated the children’s views, feelings, and wishes. A’s approach recognised both the children’s resilience and the growing resilience within the family, who were accepting of the supports on offer. While A had to highlight the risks present, this was balanced by the family’s willingness to engage with the help offered. Working collaboratively, A and the family developed a safety plan with input from other professionals. This enabled the children to safely return to their mother’s care, surrounded by a strong network of family support. Despite the long-standing nature of the mother’s alcohol issues, the trust and openness between A and the family gave professionals confidence in the family’s ability to manage future crises while keeping the children at the centre of decision-making. This was done with a strong appreciation of the right to family life. Professional Feedback Following the Review Child Protection Planning Meeting (RCPPM), one professional shared the following reflection: “Just a quick email to say that was the most uplifting RCPPM I have ever attended. I should’ve acknowledged A’s work with the family during the meeting, but I think I was a bit in awe of the ‘Grannies.’ There was a genuine trust between the family and A. Even more apparent when we heard Mum’s heartfelt thanks to A. They clearly followed the advice given by A because they were able to not only evidence it but understand why they were doing it. These are the cases that keep us all going. You might not change the world, but you did change the world for that family Well Done A” Appendix C: Services for Children, Young People & Families-Case Study: Youth Housing Support Group Purpose As part of our work to refresh our Corporate Parenting Plan in 2025 we undertook a self -assessment of our Corporate Parenting duties to identify what areas require improvement. The assessment included feedback from our young people and partners. One of the main areas identified was the key transition for young people into adulthood in terms of accommodation and support. Young people spoke about how difficult it was to move from being
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64 supported within a care situation to living on their own. The service had identified that although their age meant that leaving care was possible, some young people continued to need a high level of support. These local reflections mirror national conversations which have come from The Promise and Moving On Report for our care experienced young people. Locally our Housing colleagues reported that the same issues were identified for non- care experienced young people as well. We identified that although Perth and Kinross Council and partners have several teams and projects to support young people into independence, these were working in silos, and no priority or allocation of resource was based on assessment. Housing colleagues also had little information which would enable them to decide about which tenancy would best suit their needs. Housing is in demand in the area and there was recognition that there was a need to ensure the best possible match is made. Activity We have developed the Youth Housing Support Group, which brings together providers of housing support with the key teams in Housing and Children’s services. The group meets monthly and takes referrals from all agencies involved with young people who are identified as requiring additional support with moving on. The group will discuss the needs of the young person and what support they require, to best match need with resource. The group also acts as mentors for each other by supporting and developing practice. Results Young people are being matched with more appropriate accommodation and whilst in the initial stages the group has shown that by collaborating, we can make best use of limited resources. There is a clearer understanding of the needs of young people which will inform future planning. Next Steps The group will continue to meet, an evaluation of the first year will take place early 2026 informed by data. Adult Social Work Appendix D: Adult Fieldwork Services – IDART-RecoverMay Event This year’s event concluded with a Gala Day at the IDART building, which brought together individuals in recovery, their families, friends, and staff for a collaborative celebration. The program included live music, DJs, face painting, meditation sessions, and service market stalls, culminating in a sports event where staff and service users participated together. The event promoted community engagement and underscored the significance of recovery and inclusion. Figure 63: RecoverMay Event
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65 Appendix E: Adult Fieldwork Services-Personalised Lived Experiences and Community Care Interventions responding to individuals Case study 2 - Self-directed Support Option 2 ensuring personal outcomes are achieved. Mrs X had been in hospital for over two months. It was identified for her to be discharged safely from the hospital and recommence with her previous SDS Option 1 package of care; however, the personal assistant could no longer continue. There were no care companies in the area that could offer SDS option three and no personal assistant under SDS option one with availability. As such Mrs X was transferred to a care home on an interim placement and resided there for seven months. Throughout this time Mrs X’s needs deteriorated significantly and therefore required an increased package of care, without this Mrs X was unable to return home. Family supported and tried to find two carers through SDS Option 1; however, this was unsuccessful. After much investigation, an SDS option 2 provider was found. Mrs X was eager to return home, especially as Christmas was approaching. To ensure a safe return to the community, training was put in place to ensure the care team could respond to personalised needs. Mrs X has now been home for almost 3 months and is incredibly happy. Case study 3 - Self-directed Support Option 3 ensuring personal outcomes are achieved. Miss Y is a young 25-year-old woman, she has a diagnosis of Down's Syndrome with Global development delay. Following a period of instability in her early childhood, Miss Y was placed in the care of a respite carer. When Miss Y reached transition from children to adult services the foster carer became her Shared Lives carer with responsibility for Welfare Guardianship. Unfortunately, Miss Y’s welfare guardian died quite unexpectedly. An application for a variation of Miss Y’s welfare guardianship was undertaken to allow the Chief Social Work Officer to hold powers of guardianship. Miss Y was living with her foster carer at the time, as such alternative accommodation was sourced by the assessing social worker. At this time, it was identified that there was only one placement that could support the needs of Miss Y. It was noted however, that this was not a long-term solution for such a young adult, as this could have led to a loss of the key life skills she had previously acquired. There was significant potential for Miss Y to further develop independent living skills and engage in community activities to ensure she reached her full potential. Miss Y’s key worker visited various care provision and explored independent living options. Extensive Multi-Disciplinary Team (MDT) assessments were carried out by her key worker, occupational therapists (OT), physiotherapists, speech and language therapists (SaLT). All positively concluded that Miss Y would thrive in supported accommodation. As such an application was made to the *Independent Living Accommodation Panel. After several months, Miss Y was matched with a supported living environment. This ensured Miss Y could continue attendance at her preferred day opportunities and reduce her alternative support hours, thereby providing her with more independence and opportunities to thrive.
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66 Miss Y’s support was reduced from 24-hour care intervention to supported living in a shared environment under an SDS Option 3. She is now in charge of planning her meals, grocery shopping, and organising her activities. Miss Y exemplifies the success of multi-disciplinary support in transitioning from a care home to independent living. *The purpose of the Independent Living Accommodation Panel is to review, analyse and, if appropriate, authorise allocation of appropriate housing provision for individuals assessed by social work, within the Independent Living process, as requiring specialist housing, care, and support to live independently. Appendix F: Learning Disabilities and Autism-Independent Living - Core and Cluster We had a continuous conversation with a young resident at one of our new core and cluster provisions. They shared their thoughts, feelings, and experiences about living independently in the community. This discussion highlighted the importance of choice, feeling a sense of belonging, being part of a community, the joy of having their aspirations become a reality, and highlights the positive impact of receiving person centred support. Figure 64: Young Resident’s Thoughts, Feelings and Experiences We also had a conversation with three people at another one of our core and cluster and this is a poem about what they said. What My Home Means to Me In my own house, my name on the door, A place of pride, I cherish and adore. Walls painted in colours I chose with care, A garden where I breathe the fresh air. Quiet surrounds me, peace I find, No more noise, just a tranquil mind. Visitors come, family and friends, no staff needed, it’s my home. I live my best life, with space to roam, Shows and discos, I call it home. Holidays planned, adventures await, From Poland to Wales, memories create. In the countryside, I feel alive, Walks and bus rides, I thrive. Football banter at the local pub, Outreach Garden, a social hub. More space now, no single room, Intercom buzzes, no need to assume. Support planned, week by week, Staff who listen, changes we seek.
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67 From homeless unit to a flat so grand, Quiet, and spacious, a life well planned. Fitness shared, tips and tricks, Cats to care for, my heart they fix. Plans in place, two weeks ahead, Time alone, no longer a dread. Finances managed, cooking too, Dreams of learning, a car brand new. My home is more than walls and floors, A place to grow, to laugh, to be, this is what my home means to me. Appendix G: Employment Support Team GB was transferred to the caseload in December 2023 and presents with an intellectual learning disability, autism spectrum disorder (ASD), and poor mental health, including depression and suicidal ideation. He required support with practical tasks and communication, which needed to be clear and simple. GB expressed interest in practical work, particularly in a supermarket setting, and was not keen on formal education environments. A work experience placement was arranged at the local Co-op, where GB initially struggled with communication and using equipment like headsets. However, he showed competence in shelf replenishment and stock rotation. With regular support and feedback, GB’s confidence grew, and he progressed to working on tills (supported where required) and interacting with customers, eventually feeling comfortable using headsets. This led to a six-month paid contract, during which he continued to develop skills, although some minor issues around phone use were addressed constructively. Unfortunately, the contract ended due to a recruitment freeze, not performance concerns. Further support included a successful application for Adult Disability Payment, CV updates, and assistance with job applications and interviews. Despite initial setbacks, GB secured a role at McDonald’s, with shifts tailored to his needs and duties aligned with his abilities. He was placed on probation, supported by a mentor, and performed well enough to be offered a permanent position. His responsibilities are expanding, and he is now training for customer-facing and kitchen roles. During this period, GB’s mother raised concerns about his mental health, which were promptly addressed by involving social services and ensuring GB received appropriate support. GB continues to receive regular workplace monitoring and support. His mother has also begun exploring future independent living options for GB, and steps are being taken to gather information about council housing availability.
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68 Appendix H: Figure 65: The community map illustrating collaborative efforts to promote awareness of unpaid carers' rights through information sharing. Justice Services Appendix I: Justice Services-Unpaid Work Team Case Studies Early Years Outdoor Nursery Early Learning proposed an outdoor nursery next to the nature trail, which was approved. The Unpaid Work Team funded and built a cabin for the project, aiming to improve access to outdoor spaces for
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69 nursery children in deprived areas of Perth and Kinross. The nursery completed its first full year in 2024- 25. The new outdoor learning site in central Perth offers a rich natural environment designed to support children's physical and emotional development. Key features include woodland walks, rewilding areas, climbing spaces, a fruit orchard, and a polytunnel for food growing. Activities focus on sustainability and nature exploration, with strong links to a neighbouring community farm to promote a farm-to-fork learning experience. The site has hosted over 240 visits for identified children, providing safe access to green spaces where they can engage in active play. Evidence from case studies and staff feedback shows that children who attend regularly demonstrate improved physical activity, emotional regulation, and broader play choices. These benefits extend to their nursery settings, enhancing overall learning and wellbeing. Family involvement has grown through shared play sessions, and the partnership with Justice has enabled free access to the site. The space also serves as a therapeutic environment for community groups and clients. Looking ahead, the project will expand with a new Siblings Project in collaboration with Children and Families Social Work Services, further strengthening its inclusive and preventative approach. Figure 66: Feedback on the Outdoor Setting on Underachieving Pupils Figure 67: Gleneagles Adult Resource Centre, Allotment One group who attend the centre have been coming to Westbank for over a year and started in the Allotment cultivating a small piece of ground to grow a selection of vegetables. They attend most Friday afternoons accompanied by a Social Care Officer and they have recently carried out some great work renovating a polytunnel to be shared by them and The Westbank Early Years Initiative. Appendix J: Complex Needs Case Study - Voluntary Throughcare Co-ordination Project Purpose Information gathered during Prison Release working group meetings in 2022 formed the basis of a Prison Release focussed Strategic Needs and Strengths Assessment (SNSA). This SNSA highlighted confusion around the support available to people being released from a short-term sentence; issues accessing housing on release and issues registering with a GP on release. Although processes were in place to screen the 3-month release details provided by Scottish Prison Service (SPS) (via Safer Communities colleagues), a lack of clarity was identified regarding the co-ordination of the prerelease support offer. “Some residents are confused by multiple offers of support, while others receive no support offer at all” Unit Manager, HMP Perth. “The effect of the outdoor setting on underachieving pupils was particularly notable, improving their engagement, contribution and self-confidence to match that of their peers.” (Outdoor Learning, Closing the attainment gap in primary school children in Scotland)
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70 Three separate tests of change were established to improve support to individuals: Voluntary Throughcare Co-ordination, Sustainable Tenancy and GP Registration. The motivation behind these changes stemmed from both national and local drivers, including SHORE Standards, the National Strategy for Community Justice, and the Justice Vision. Locally, the planned closure of St Catherine’s Square, a key temporary housing resource, highlighted the urgent need for better release planning. The overarching goal was to ensure individuals had access to basic needs and appropriate resources immediately upon release. All three tests of change were initially intended to benefit Perth and Kinross residents leaving HMP Perth, released from a short-term sentence. However, the tests of change were quickly extended to HMP Glenochil (May 2023) due to the number of male Perth and Kinross residents in HMP Glenochil at the time. The Emergency Early Release (June/July 2024) resulted in the tests of change being extended further to all Perth and Kinross residents (male and female) preparing for release from a short-term sentence and remained open to all from that point onwards. Key Activities included Co-ordination of Support: • A weekly 30-minute multi-agency meeting was established to improve release planning for Perth and Kinross residents. Attended by Justice Social Work, Housing, Apex, iDART, and others, and chaired by the Community Justice Partnership Co-ordinator, the group focused on ensuring a consistent voluntary throughcare offer. A shared tracker and Information Sharing Agreement supported collaboration, while the Complex Needs Co-ordinator played a key role in identifying needs and improving engagement, especially with harder-to-reach individuals. GP Registration: • GP registration meetings began in late 2022, with a range of partners exploring how to streamline the process. A trial using voluntary throughcare staff started in April 2023, supported by a process map. Over time, the process was refined—adding registration checks, addressing paperwork inconsistencies, and eventually creating a generic patient questionnaire (live from February 2025) to simplify form completion across GP practices. • The GP registration process was integrated into weekly coordination meetings from January 2024 and scaled up during the Emergency Early Release in mid-2024. A key challenge was the lack of a central list of prison healthcare contacts, which was resolved locally and shared nationally. Occasional issues with GP practices were quickly resolved through a dedicated GP Practice Manager link, ensuring smoother transitions for individuals returning to the community. Sustainable Tenancy • Meetings began in January 2023 with key partners to explore sustainable housing options for individuals leaving prison. A small number of test cases were selected from pre-release data, focusing on those difficult to house but not subject to Multi-Agency Public Protection Arrangements (MAPPA). A tracker was created to monitor progress, and eight individuals successfully accessed tenancies. Positively, the Prevention Fund was accessed for those allocated a tenancy ahead of release, covering the period up to liberation and the Universal Credit application (the creation of rent arrears had been an identified concern at the outset of this test of change). Challenges included tight timescales and logistical issues for those released from prisons outside Perth. • Due to housing stock pressures and staffing changes, the number of tenancies was capped at one per month, with refined criteria including proximity to release, no pending legal issues, and priority for under-26s. Despite these constraints, nine people were housed. A Homeless
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71 Prevention Team was also established to support tenancy sustainment and prevent homelessness. Some individuals declined housing offers, often where throughcare support had not been accepted. • The scope of the voluntary throughcare coordination meeting will expand to include all individuals released from any sentence type. Sustainable tenancy discussions will be integrated, with updated criteria prioritising those accepting throughcare support, those with employment offers, and consideration of risk management. This aims to improve uptake and ensure better alignment of housing and support services. Results: The improvement activity has undoubtably enhanced the co-ordination of support to people being released from a short-term sentence. While not everyone has accessed a sustainable tenancy on release, everyone (who engaged with housing) received a homeless assessment in advance of release, and attempts made to ensure everyone received an active voluntary throughcare support offer and support to complete GP registration papers ahead of release. The emergency release (June/July 2024) tested the processes developed during the initial stages of our tests of change and we were able to quickly scale up the test to all establishments (all Perth and Kinross residents being released from a Short-term Prison Sentence). In addition to improving the co-ordination, the creation of the multi-agency team (formed by the weekly co-ordination meeting) built in a level of resilience that did not previously exist. This was evident (October 2023) when a third sector service withdrew their local voluntary throughcare offer and Apex, alongside the Complex Needs Co-ordinator, took over the support of everyone who had signed up with that provider. Another example of the improved resilience was highlighted during the early release February / March 2025 which resulted in multiple people being released on the same day, all of whom had signed up to a gate pick up with Apex. This issue was discussed at the weekly co-ordination meeting and additional support was provided by the Complex Needs Co-ordinator to ensure all prearranged gate pick-ups could be fulfilled. Issues encountered In relation to Sustainable Tenancy, there were occasions where a property was allocated close to the person’s release, leaving insufficient time for a Community Care Grant (CCG) application to be made. Where this occurred the Property Ready Fund was accessed but there is not currently a mechanism to replenish the fund from the CCG pot. The Property Ready Fund does not have endless funds, and its target audience is wider than those released from prison. However, there tends to be a tighter property set up timescale for those leaving prison. We need to find a longer-term solution to funding the property set up costs in these situations as we do not want to inadvertently disadvantage those in the wider community requiring property ready support. This will be explored during 2025-26. How staff feel about the impact The multi-agency partners coming together started to feel like a team. The team can call on support from partners at times of increased pressure. The established relationships have also enabled open and honest discussions to take place without impacting the relationship. How did clients feel about the impact? People receiving the co-ordinated support during 2024-25 have commented that they have never received this level of support before. One person commented feeling an element of pressure to succeed, “everyone is rooting for me and invested in me in a way I have never experienced before.”
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72 Next Steps The project will expand further in 2025-26 with the inclusion of all releases (adding remand and release from a long-term prison sentence) in the co-ordination meeting. Learning from the test of change to date will be used to further develop the support offer to remand residents and ensure a level of co-ordination of support between the new national Upside Service offer and the support currently offered to the remand population by the Complex Needs Co-ordinator. Appendix K: Prison based Social Work (PBSW): Child Impact Assessment Project – Case Study The Child Impact Assessment Project was initiated to address the often-overlooked experiences of children and young people affected by a family member’s involvement in the justice system. These children, though not guilty themselves, frequently feel invisible and unsupported. The project aimed to shift this narrative by promoting a culture where such children are seen, heard, and supported. Central to this effort was the dissemination of the Child Impact Assessment Toolkit and the delivery of training to professionals across sectors, helping them understand and respond to the unique challenges these children face. Figure 68: Child Impact Assessment Poster The impact of the project has been significant. Hundreds of professionals across social work, education, housing, and the third sector received training, enhancing their ability to identify and support children affected by justice involvement. Feedback from participants highlighted a strong commitment to embedding the toolkit into everyday practice and ensuring children’s voices are prioritised. The project also empowered young people directly, involving them in the creation of child-friendly resources and establishing a peer support group. These efforts not only raised awareness but also fostered a more compassionate and informed response across services. Looking ahead, the project will continue to evolve. Online resources will be expanded to support both professionals and the public, and the multi-agency steering group will maintain its role in promoting and embedding the toolkit, albeit with less frequent meetings. The youth-led peer support group will explore opportunities to organise activities for affected young people, like those offered to young carers, with the potential to extend this model to other schools. Additionally, the insights and learning from the project will be shared at national events, ensuring its influence reaches beyond Perth and Kinross. Figure 69: Child Impact Assessment Poster For further information please access the links below: About Child Impact Assessments - Perth & Kinross Council (pkc.gov.uk) Child Impact Assessments Toolkit Child Impact Assessment Training - Perth and Kinross - Perth & Kinross Council (pkc.gov.uk)
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73 Appendix L: Figure 70: Training, Learning and Development - Experience 2024-25 Courses and Attendees No. of Courses No. of Attendees Manual Handling 1 Day Manual Handling Induction 360 45 2 Day Manual Handling Induction 129 15 Moving with Dignity 56 9 Dementia and Carers Promoting Excellence - Informed about Dementia 130 13 Introduction to the Carers (Scotland) Act 2016 - PKC Staff 59 11 Introduction to the Carers (Scotland) Act 2016 - NHS Staff 58 10 Adult Support and Protection 225 14 Difficult Discussions Matter 91 6 Home Assessment & Recovery Team (HART) Workshops 63 3 EASE - Palliative Care 29 2 days/ 4 Modules Mental Health Team (away day) 70 2 Hospital Discharge Team 32 2 Trauma Informed E- Module P&K Trauma-informed level 1 e-learning E-Learning Modules 911 P&K Trauma-informed approaches to ASP 498 NES Developing your trauma-skilled practice 149 NES Developing your trauma-skilled practice Module 2 124 NES Developing your trauma-skilled practice Module 3 113 NES Developing your trauma-skilled practice Module 4 96 Feedback from Participants • "Really enjoyed the sessions, they are interactive and fun." • “I was nervous about moving with dignity at first but can now see the benefits.” • “It made me aware to be kind and understanding and not be judgemental on people’s past and experiences.” • “Awareness of post trauma triggers which may come into daily life with our elderly clients. Creating more enjoyable environments in asking clients to recall positive, happy memories from their past which they can recall and take control of conversations through reliving positive past experiences.”
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74 Appendix M: Figure 71: Training, Learning & Development - SVQ Candidate Completions April 2024 – March 2025 Award Candidates Completed No. of Candidates SVQ level 2 Health and Social Care 17 SVQ level 3 Health and Social Care 14 SVQ level 4 Health and Social Care 4 SVQ level 3 Administration of medication to individuals 9 Planning and Delivering Training Sessions to Groups. 2 Candidates Commenced Supervision PDA 6 L&D9 Assessor Awards 1 candidate Another 4 to commence July 25 Approved to Deliver Dementia PDA TBC Mentoring Award Additional Support Needs Person Centred Approach to Care Appendix N: Training, Learning and Development – Social Work Students Placements – Ongoing development – Supported by Practice Learning Action Plan During 2023-24 there were 18 placements, in 2024-25 this increased to 28 + 10 Observational placements to individuals in their 2nd year. This increase over the past 2 years included 23 Teams and 250 people across Higher Educational Institutions, Perth & Kinross Council and third sector and voluntary sector partners. In collaboration with University of Stirling, we are supporting the Carer experience Course, which provides a pathway for individuals to undertake an internship, and have widened participation groups to include: • Care Experienced Students • Students who are irreconcilably estranged from their parents/guardians • Students with caring responsibilities (A carer is anyone who cares, unpaid, for a friend or family member) Student Social Work Experience Development, key activities included: • Practitioner input on Social Work Programmes: We continue to provide input to the University programmes (Napier, Stirling, and Dundee) to support student and practitioner learning. We have formulated a pool of sixty staff all who are committed to participating. In the past year, we have been involved in twenty different sessions contributing to the delivery of the social work qualification programmes. • Investment in Link Workers and Practice Educators: Our pool of Link Workers has grown from 52 to 74, all trained through our in-house programme, which is also open to our third sector partners. This has significantly helped enhance the support for students, placement teams, and new employees for
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75 integrating into their role. We also have a total of 18 Practice Educators all actively involved in student learning and have four individuals currently completing their award through the Napier University programme Practice Learning Award level 10 / 11. • Research Projects: Three quarters of all social work students on placement with us have been involved in developing, providing input, and facilitating dissertations and research projects as part of their qualification. This has helped to inform practice, service delivery, strategic planning, and workforce development. Various topics have been reviewed and analysed, which includes use of technology in reducing social isolation, supporting mental health and wellbeing within a prison setting, child impact assessments, the Coming Home Report, models of rehabilitation and Self-Directed Support. Appendix O: Training, Learning & Development – Newly Qualified Social Worker Supported Year The Peer Learning programme has been enormously successful proving to be the student’s favourite part of placement. Students cover key areas of social work critical to their learning and specifically covers the core knowledge skills and value base of practice. The sessions provide a nurturing environment for students to learn as a collective, widening their support and professional network, as the sessions are facilitated by professionals from across the statutory and third sector, who are experts in their fields. As a result of the programmes popularity, this learning opportunity has been opened to all practitioners across the third and statutory sectors. Our Community of Practice is made up of social work and social care staff employed by Perth and Kinross Council, and Dundee University staff and students from the social work and social care educational programmes. Our main aim is to help improve practice and inform service delivery. A further outcome is that all practitioners from across the region can access this group as an integral resource to supporting their continuous professional learning and professional development. Five events were held between April 2024 and March 2025, based on learning requests and ideas from practitioners. The events have included Human Rights and Enhanced Care Home Team, World Social Work Day - Hope in Social Work, Report Writing and Recording, Human Rights and Advocacy and Critical Thinking. Theses learning sessions continue to prove popular with individuals with an average attendance of 50 people. PK Learning & Development - Community of Practice The Social Work Sponsorship Programme has strengthened workforce sustainability and readiness in Perth & Kinross. Team Leaders report that sponsored Newly Qualified Social Workers (NQSWs), who make up around a quarter of the cohort, require shorter inductions due to their prior cultural acclimatisation and learning experience within the Council. This pathway from student to practitioner has led to recruitment savings and improved transition support, underpinned by collaboration with HR. The programme has also contributed to increased practice placements and income generation, supporting ongoing Learning & Development. Completion of the NQSW Supported Year pilot and its formal introduction in October 2024 has enhanced support outcomes, aligning with three sets of Continuous Professional Learning (CPL) requirements. While funding decisions are currently made annually, a strategic commitment across services would improve long-term planning and consistency in support for NQSWs. A survey on Team Leader support with the NQSW Supported Year, PKC wide was undertaken in March 2025. The key themes and improvement areas are supported within the NQSW Supported Year Action Plan which focuses on enhancing clarity, support, and development for Newly Qualified Social Workers (NQSWs) and their supervisors. A major improvement is the creation and distribution of an Easy Read handbook to clarify roles and responsibilities during the Supported Year. This aims to improve accessibility and understanding across teams. Supervision practices are being strengthened through appreciative inquiry and collaboration with SWGA, with a focus on trauma-informed approaches. Team
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76 Leaders will receive tailored guidance and access to accredited supervision training to better support NQSWs. Learning and development pathways are being aligned with the Scottish Social Services Council (SSSC) Continuous Professional Learning (CPL) requirements. Mandatory training areas such as Adult Support and Protection (ASP), Child Protection (CP), and Trauma-Informed Practice (TIP) are being structured into accessible pathways. Peer support is being expanded through TEAMS chat and mentoring schemes, with regular forums to encourage shared learning. Strategic engagement with management forums and service leads will continue to ensure the Supported Year offer remains responsive and relevant. Appendix P: Training, Learning and Development – Development and Innovation Opportunities Supported by the Learning and Development Officer Action Plan Tipi Talks: A Reflection Following the Autism and Mental Health Workshops, members of The Collab were invited to share their journey and insights into why working in collaboration has been so impactful. On July 4th, 2024, with heartfelt thanks to New Rannoch Day Centre, we gathered in the Community Tipi to film a reflective conversation. The Tipi, a space rooted in tradition and connection, has long served as a place for storytelling, healing, and shared wisdom. It felt deeply meaningful to come together in this setting to honour our experiences, celebrate our collective growth, and reflect on the power of working together with empathy, respect, and shared purpose. Figure No.72: The Collab – Autism and Mental Health Please click on link to hear our story….PK Learning & Development - The Collab Figure 73: Share & Care Together – A prototype to support a collaborative codesign culture. A group of workforce and community, with lived and living experience of mental health, and carers, working together to explore and design ways of listening, collaborating, and working together using design thinking, to influence mental health services across Tayside- PK Learning & Development - Share and Care Together What Matters to You Perth & Kinross
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77 PK Learning & Development - What Matters To You? - Homepage May 2024 saw the celebration of our collaborative publication – ‘Perth & Kinross Celebrating People’ in collaboration with the Alliance Scotland and Tommy Whitelaw. This collaboration continued into 2025. Collaboration with Business Improvement Team Support in the learning, development, design, and facilitation of workshops in collaboration with Business Improvement, using a design thinking approach to influence how we think about, document and improve performance. Figure 74-76 Design Thinking – Workshop Activities and Creative Visuals Figure 77: Double Diamond Method used to support improvement. One of the methods used to support the workshops was the Double Diamond method, as detailed in the diagram. Each diamond represents a phase of divergent and convergent thinking, and encourages user- centred thinking, helps teams avoid jumping to conclusions and promotes structured creativity and collaboration.
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78 Appendix Q: Figure 78: Training, Learning & Development – Learning & Development on a Page – Our Learning & Development Ambition (Supported by our L&D Action Plan and subgroup plans, which we document on Monthly through our Highlight Report Learning and Development - What could be! We want to create the best learning experience for you, with you Current Changing Becoming 1-12 months • A streamlined and codesigned learning experience through on line to face to face, within a partnership learning culture 24 months + • Our vision for the best learning experience within a learning partnership 12-24 months • Behaviours to support moving forward - Collaboration and participation, and enhancing our learning culture • Developing learning across P&K as a partnership, Workforce Planning 1. Partnership learning • Trauma Informed and Responsive Approach, Mental Health learning, Development sessions, Service support, improvement, innovation and design 2. P&K Wide Learning • Student support, NQSW support, Link Worker and Practice Learning Programme, Sonsorship, Post grad QualificationsPartnerships 3. Practice learning • Candidate support, e-portfolio, development, Registration requirements, SVQ, PDA 4. SVQ Learning • Affina Team Development, Team Support, team Development session, Insights 5. Team Learning • Manual Handling, Moving with Dignity 6. Manual Handling Learning • Protecting People, ASP, Trauma Informed and Responsive Learning 7. Mandatory Learning • Website development, On line learning resource development, documentation and sharing, sharing of learning opportunities 8. Online Development • Evaluation, Feedback, User Experience 9. Measuring Impact Understanding the demand, needs and wants of our users Understanding the options in relation to how - online, face to face, video, e-learning, webinars, on-line conversations Action Planning to support progress throughout the 3 year workforce plan and beyond Inclusive learning spaces Partners in learning Co-desiged learning across P&K Objectives Current context and conditions Actions taken in the present to resist change, to adapt to change, or to build on change The focus is on creating and managing change, and the mindset is that of entrepreneur Transformative emerging changes, ideas about possible futures, and visions of preferred futures The focus is on transformation and disruption, and the mindset is that of the visionary the focus is maintaining stability, and the mindset is that of the manager Workstreams We will support engaging, effective and action provoking learning experiences that will support your developement We will have a learning culture where we have a mind to learn and support behaviour change to enable us towards our vision We will have a space where people can fluidly transition between face to face and online sessions to support their best learning Outcomes/What will change / How will we make a difference? NOW NEAR FUTURE FAR FUTURE • Supporting Wellbeing and self care of individuals and teams in relation to learning • Facilitate the coming together of people in learning roles • Maximise opportunities for people in learning roles to flourish through enablement • Work with strategic agenda's and understand workforce and community need to create learning environments and conditions which matter, where people grow and flourish and support building better • Appreciative inquiry - what have we got, how best can we use what we have and how, with what and where do we grow and develop • Using Design thinking, to understand, connect, define, develop and deliver a learning culture conducive to growth, development, and enable us to work towards our partnership vision • Action plan for the learning partnership. Working within the Workforce Plan - Learning Subgroup • When we feel out of our comfort zone, are we longing to revert back to behaviours that we know, or do we push into ambiguity, uncertainty and the unknown with curiosity? • What are we noticing? If we use behaviours we know, we will get the same results that we always have. Lets try something different, something new, and lets try it with other diverse perspectives and curiosity. Let's test, let's fail, let's prototype - iterate and refine togther to find what works well. • An inclusive and comprehensive in person and on line learning environment • A team of skilled and competent workers to support learning across the partnership which is person centered and enables people to flourish • A learning culture which values people, joy in work, makes improvements releases potential for innovation, and enables spaces for learners to implement learning into practice effectively • A learning space that uses evidence based practice, effective knowledge mobilisation and evaluation for continuous development. Short term Long termMedium term Process/ Key Actions Risks Financial constraints • NQSW Supported Year • No Resource for a Learning Management System/Virtual Learning Environment - To support Partnership Learning • Social Work Pathway for Learning (Social Work Sustainability) - Financial Support for MHO Programme, PE Programme, SW Sponsorship, Funding for developmental qualifications to support access to Sponsorship Programme • Learning and Development Support to Teams - Fixed Term contracts Leadership • Restructure • Supervision Practice External National Changes: • Registration requirements • Social Work Education and Practice Education Learning • National Trauma Transformation Programme Opportunities Workforce Planning- Learning Subgroup - Partnership Learning opportunities Collaboration with Organisational Development Leadership Development Income generation through: - Social Work Student Placements - Development of the L&D Charging Policy - Modern Apprenticeships Partnership working Leadership Restructure