Agenda Document Pack - Perth and Kinross Council - 14/01/2026
Perth and Kinross Council · 14 January 2026
Back to Perth and Kinross Council — 14 January 2026 and its agenda
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Ambition | Compassion | Integrity Our vision is for a Perth and Kinross where everyone can live life well, free from poverty and inequality Council Building 2 High Street Perth PH1 5PH 07/01/2026 A hybrid meeting of Perth and Kinross Council will be held in the Council Chamber on Wednesday, 14 January 2026 at 10:00. If you have any queries please contact Democratic Services on (01738) 475000 or email Committee@pkc.gov.uk. THOMAS GLEN Chief Executive Those attending the meeting are requested to ensure that all notifications are silent on their device and other devices are in silent mode. Please note that the meeting will be broadcast online and recorded. The recording will be publicly available on the Council’s website following the meeting. Members: Provost X McDade Depute Provost A Parrott All Bailies All Councillors Page 1 of 300
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Perth and Kinross Council Wednesday, 14 January 2026 AGENDA MEMBERS ARE REMINDED OF THEIR OBLIGATION TO DECLARE ANY FINANCIAL OR NON-FINANCIAL INTEREST WHICH THEY MAY HAVE IN ANY ITEM ON THIS AGENDA IN ACCORDANCE WITH THE COUNCILLORS’ CODE OF CONDUCT. 1 WELCOME AND APOLOGIES 2 DECLARATIONS OF INTEREST 3 MINUTES 3(i) MINUTE OF MEETING OF PRE-DETERMINATION COMMITTEE OF 10 DECEMBER 2025 FOR APPROVAL (copy herewith) 5 - 6 3(ii) MINUTE OF MEETING OF PERTH AND KINROSS COUNCIL OF 10 DECEMBER 2025 FOR APPROVAL (copy herewith) 7 - 18 4 NOTICE OF MOTIONS 4(i) MOTION ON BUSKERS CODE OF CONDUCT (copy herewith) 19 - 20 5 OUTSTANDING BUSINESS STATEMENT (copy herewith 26/8) 21 - 22 6 THE HISTORIC TINKER EXPERIMENT - AN APOLOGY Report by Strategic Lead - Housing and Communities (copy herewith 26/9) 23 - 30 7 ARMED FORCES COVENANT PROGRESS REPORT Report by Strategic Lead - Housing and Communities (copy herewith 26/10) 31 - 42 8 EQUALITIES MAINSTREAMING REPORT 2025-29 Report by Strategic Lead - Housing and Communities (copy herewith 26/11) 43 - 62 9 HEALTH AND SOCIAL CARE FINANCIAL RECOVERY UPDATE 63 - 76 Page 3 of 300
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Report by Director Integrated Health and Social Care/ Chief Officer (copy herewith 26/12) 10 CHIEF SOCIAL WORK OFFICER ANNUAL REPORT 2024-25 Report by Chief Social Work Officer (copy herewith 26/13) 77 - 162 11 PERTH AND KINROSS ADULT PROTECTION COMMITTEE ANNUAL REPORT 2024/25 Report by Strategic Lead - Children, Families and Justice (copy herewith 26/14) 163 - 210 12 PERTH AND KINROSS CHILD PROTECTION COMMITTEE STANDARDS AND QUALITY REPORT 2024/25 Report by Strategic Lead - Children, Families and Justice (copy herewith 26/15) 211 - 300 13 SCOTTISH PARLIAMENT ELECTIONS - 7 MAY 2026 - DESIGNATION OF POLLING PLACES For reasons outwith the control of the Council, two approved polling places are unavailable for the Scottish Parliament Election that will take place on 7 May 2026. Therefore, Council is asked to agree the following changes: ▪ Upper Springlands to the Gannochy Community Centre (temporary change) ▪ Craigie Church Hall to Darnhall Tennis Club (permanent change) 14 APPOINTMENTS TO COMMITTEES/OUTSIDE BODIES (copy to follow) 15 ELECTED MEMBERS BRIEFING NOTES Council is asked to note the following Elected Members Briefing Notes that have been issued to elected Members since the previous Council meeting: 5 December Pilot project to encourage good behaviour on school buses Page 4 of 300
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PRE-DETERMINATION COMMITTEE Minute of hybrid meeting of the Pre-Determination Committee held in the Council Chambers on Wednesday 10 December 2025 at 9.35am. Present: Provost X McDade, Depute Provost Parrott, Bailies C Ahern, A Bailey, R Brock, C McLaren and M Williamson; Councillors K Allan, H Anderson, L Barrett, P Barrett, B Brawn, S Carr, A Chan, D Cuthbert, S Donaldson, E Drysdale, J Duff, A Forbes, M Frampton, N Freshwater, K Harvey, D Illingworth, I James, N Khogali, G Laing, I MacPherson, C Mair, I Massie, S McCole, T McEwan, J Rebbeck, W Robertson, C Shiers, F Smith, C Stewart, G Stewart, A Watt, R Watters and J Welch. In Attendance: T Glen, Chief Executive; C Mailer, Depute Chief Executive; L Simpson, S Merone, Strategic Lead – Economy, Development and Planning; K Smith, S Panton, C Elliot, S Hendry, A Brown and M Pasternak (all Legal and Governance). Provost McDade, Presiding 1. Welcome and Apologies The Provost welcomed everyone present to the meeting. 2. Declarations of Interest In terms of the Councillors’ Code of Conduct, Councillor N Khogali and Councillor E Drysdale declared a non-financial interest in item 3 on the agenda. A1. Request for Deputations Members agreed to the deputation requests in relation to item 3 on the agenda. COUNCILLORS N KHOGALI AND E DRYSDALE LEFT THE MEETING AT THIS POINT. 3. Application for Full Planning Permission (25/00490/FLN) for the erection of a 400kv substation, associated upgrading of access tracks and various other ancillary works at Shindour Feddal Hill Wood, Braco. S Panton, Team Leader (Major Applications & Enforcement) introduced the report and delivered a slide-based presentation. Mr Mark Easton and Mr Anderw Blyth, objectors, addressed the committee and answered Members’ questions. 3(i) Page 5 of 300
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Ms Lauren Riach (Consent and Environment Strategy Manager), Mr Keith Smith (Senior Consent and Environment Manager ), Ms Rebbecca Simister (Senior Project Manager (Development)), Mr Usman Faisal (Lead Project Manager (Delivery)) and Ms Rachel Martin (Project Engineer), all on behalf of the Applicant Scottish Hydro Electric Transmission, addressed the committee and answered Members’ questions. There followed a recess and the meeting re-convened at 11.35am. Members asked a number of questions to officers on the contents of the report. The Committee, noting that the application would be determined at the meeting of Council to be held immediately following this meeting, concluded its business. Page 6 of 300
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Perth and Kinross Council Minute of hybrid meeting of Perth and Kinross Council held in the Council Chamber, 2 High Street, Perth on Wednesday 10 December 2025 at 12.05pm. Present: Provost X McDade, Depute Provost A Parrott, Bailies C Ahern, B Bailey, R Brock, C McLaren and M Williamson; Councillors K Allan, H Anderson, L Barrett, P Barrett, B Brawn, S Carr, A Chan, D Cuthbert, S Donaldson, E Drysdale, J Duff, A Forbes, M Frampton, N Freshwater, K Harvey, D Illingworth, I James, N Khogali, G Laing, I MacPherson, C Mair, I Massie, S McCole, T McEwan, J Rebbeck, W Robertson, C Shiers, F Smith, C Stewart, G Stewart, A Watt, R Watters and J Welch. In Attendance: T Glen, Chief Executive; C Mailer, Depute Chief Executive; L Simpson, Strategic Lead - Legal and Governance; S Merone, Strategic Lead – Economy, Development and Planning; K Smith, S Panton, J Janes and B Murray (all Economy, Development and Planning), J Beveridge, Strategic Lead – Property Services; S Walker, Strategic Lead – Finance and Business Support; S Hendry, A Brown, C Elliot and M Pasternak (all Legal and Governance). Provost X McDade, Presiding Provost led on Items 1-6 and 8-12 , and Depute Provost led on Item 7. 1. Welcome and Apologies Provost McDade welcomed all those present to the meeting. Provost paid tribute to recent passing of both the late former Provost John Culliven and the late former Councillor Wilma Lumsden. 2. Declarations of Interest In terms of the Councillors’ Code of Conduct, Councillors E Drysdale and N Khogali declared a non-financial interest in item 6 on the agenda and Councillor K Harvey declared a non-financial interest in item 8. COUNCILLORS E DRYSDALE AND N KHOGALI LEFT THE MEETING AT THIS POINT. IT WAS AGREED TO RE-ORDER THE AGENDA AND CONSIDER ITEM 6 AT THIS POINT. 3(ii) Page 7 of 300
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6. Application for Full Planning Permission (25/00490/FLN) for the erection of a 400kv substation, associated upgrading of access tracks and various other ancillary works at Shindour Feddal Hill Wood, Braco. Motion by Councillor I Massie and Bailie C Ahern To approve the recommendations as set out in the report. 1st Amendment by Councillors K Allan and F Smith To defer a decision on the application to a future meeting of Perth and Kinross Council to enable the application to be considered along with the haul road application, 25/00984/FLM. 2nd Amendment by Councillors S Carr and A Watt In accordance with the Motion but with the following proposed additional condition: Proposed Additional Condition – Pedestrian Safety Upgrade Condition Prior to commencement of the development, a detailed design showing the mitigation measures for the B8033 including the following schemes being provided: a) a signalised puffin crossing on the B8033 Feddal Road to replace the current zebra crossing to link Braco Primary School with Braco Village Hall to provide a controlled crossing location for pupils, staff and visitors to cross the B8033. The signals shall be installed with intelligent signal controls or equivalent technology to optimise crossing response times during peak school hours; b) details of the proposed pedestrian barrier at Braco Primary School and Braco Village Hall on B8033 Feddal Road, to include the barrier specifications, length of barrier to be installed, the resultant footway width available after barrier installation; and c) traffic calming measures in the vicinity of the school to reduce vehicle speeds, shall be submitted to, and approved in writing by, the Council as Planning Authority in consultation with the Roads Authority. The scheme for the approved shall thereafter be implemented in full, prior to the use of the B8033 by any construction traffic that generate movements through Braco village. Reason: In the interests of pedestrian safety and to safeguard school pupils and the wider community during the construction phase and operation of the development. Page 8 of 300
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Councillor C Stewart proposed a 3rd Amendment to refuse the application however with no seconder the amendment fell. There followed a short recess and the meeting reconvened at 12.46pm. 3rd Amendment by Councillors C Stewart and K Harvey To refuse the application on the basis that the proposal is contrary to National Planning Framework 4, Policy 5(c): Soils as the proposal is on peatland and it has not been satisfactorily demonstrated that there is no other suitable site. Note: The Mover and Seconder of the Motion agreed to incorporate the 2nd Amendment into the Revised Motion. The 3rd Amendment therefore became the 2nd Amendment. In terms of Standing Order 21, a roll call vote was taken: 8 Members voted for the 1st Amendment as follows: Bailies A Bailey and R Brock, Councillors K Allan, H Anderson, A Chan, A Forbes, F Smith, and R Watters. 4 Members voted for the 2nd Amendment as follows: Provost X McDade, Councillors K Harvey, I James, and C Stewart. 26 Members abstained as follows: Depute Provost A Parrott, Bailies C Ahern, C McLaren and M Williamson, Councillors L Barrett, P Barrett, B Brawn, S Carr, D Cuthbert, S Donaldson, J Duff, M Frampton, N Freshwater, D Illingworth, G Laing, I MacPherson, C Mair, I Massie, S McCole, T McEwan, J Rebbeck, W Robertson, C Shiers, G Stewart, A Watt and J Welch. The 1st Amendment therefore became the substantive Amendment and was put against the Revised Motion. 28 Members voted for the Revised Motion as follows: Depute Provost A Parrott, Bailies C Ahern, A Bailey, C McLaren and M Williamson, Councillors L Barrett, P Barrett, B Brawn, S Carr, D Cuthbert, S Donaldson, J Duff, A Forbes, M Frampton, N Freshwater, D Illingworth, I MacPherson, C Mair, I Massie, S McCole, T McEwan, J Rebbeck, W Robertson, C Shiers, G Stewart, A Watt, R Watters and J Welch. 9 Members voted for the Amendment as follows: Provost X McDade, Bailie R Brock, Councillors K Allan, H Anderson, A Chan, K Harvey, I James, F Smith and C Stewart. Page 9 of 300
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1 Member abstained as follows: Councillor G Laing. Resolved: In accordance with the Revised Motion. COUNCILLORS E DRYSDALE AND KHOGALI RETURNED TO THE MEETING AT THIS POINT. 3. Minute of Meeting of Perth and Kinross Council of 29 October 2025 for Approval The minute of the meeting of Perth and Kinross Council of 29 October 2025 was submitted and approved as a correct record. 4. Outstanding Business Statement The Outstanding Business Statement was noted, and it was agreed to remove the completed actions. IT WAS AGREED TO RE-ORDER THE AGENDA AND CONSIDER ITEM 7 AT THIS POINT. 7. Local Development Plan 3 Evidence Report Resubmission There was submitted a report by Strategic Lead – Economy, Development and Planning (25/354) asking Council to approve the Perth and Kinross Local Development Plan 3 (LDP3) Evidence Report Resubmission and delegate authority to the Strategic Lead (Economy, Development and Planning) to submit to Scottish Ministers for the Gate Check process. Resolved: (i) The LDP3 Evidence Report Resubmission be approved and authority be delegated to the Strategic Lead (Economy, Development and Planning) to submit it to Scottish Ministers who will appoint a Reporter from the Department for Planning and Environmental Appeals (DPEA) for review; (i) Authority be delegated to the Strategic Lead (Economy, Development and Planning) to make any necessary minor changes or updates to the Evidence Report thereafter, prior to its submission to Scottish Ministers. There followed a recess and the meeting reconvened at 3.13pm. Page 10 of 300
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5. Notice of Motions Motion by Councillors J Duff and A Forbes Health and Social Care Emergency Council notes the findings in the Scottish Fiscal Commission’s 2025 Fiscal Sustainability Report and subsequent national documents including the Medium-Term Financial Strategy and Social Work Scotland’s sector response and the recent report to Council regarding the challenges facing the Perth and Kinross Health and Social Care partnership. Council recognises that Perth and Kinross faces challenges in delivering sustainable health and social care due to its rural geography and demographic changes involving its increasingly elderly population. Council believes that urgent, coordinated action is required to safeguard the wellbeing of our communities and ensure equitable access to social care. Council therefore resolves to: 1 Declare a ‘Health and Social Care Emergency’ in Perth and Kinross. 2 Call on the Scottish Government to urgently ensure that sustainable funding is made available to local authorities and Health and Social Care Partnerships to deliver integrated social care, deliver improved recruitment and retention of key workers, and support investment in early intervention, family support and community-led services to reduce demand on crisis care. 3 Call on the Scottish Government to urgently reassess the rural health and social care premium in national funding allocations, recognising the higher costs and logistical challenges of service delivery and movements in aging populations in areas like Perth and Kinross, recognising that action is needed to tackle inequalities across rural and urban Scotland. 4 Support further development of local training pathways and key worker housing initiatives; partnering with colleges and NHS Tayside to create care apprenticeships and training for local residents to address recruitment and retention challenges in the health and social care workforce. Council requests the Leader of the Council to write to the Cabinet Secretary for Health and Social Care to convey the critical nature of this motion and request a meeting between the Cabinet Secretary and the Leader of the Council to set out how it proposes to address the issues identified in the 2025 Fiscal Sustainability Report and ensure a sustainable future for our health and social care sector. Page 11 of 300
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1st Amendment by Councillors E Drysdale and S McCole In accordance with the Motion but with the following changes: Council therefore resolves to:- Delete existing wording at point 1. Add 5: “Whilst recognising the increasing trajectory of demand for services, call upon Perth & Kinross IJB to continue to work urgently and closely with the financial teams of both Perth & Kinross Council and NHS Tayside with a view to taking firm and decisive steps in early course to optimise its operating procedures, maximise effective productivity, retain focus on prevention and early intervention services, and improve its financial position wherever possible.” Add 6: “Call upon COSLA, Scottish Government and NHS Scotland to recognise the importance of rurality on cost of service delivery and ensure that budget- related financial distribution methodologies properly reflect this.” 2nd Amendment by Councillor P Barrett and Bailie C McLaren In accordance with the Motion but with the following changes: Final paragraph “Council requests” insert paragraph space, insert i) Insert new paragraph ii) Council requests the Leader of the Council to write to the First Minister and the Cabinet Secretary for Finance and Local Government seeking urgent in- year funding and a meeting to address health and social care overspends and recurring funding to avoid implementing the severe recovery plan restrictions on care and support and to address the increasing demand pressures in 2026/27. There followed a short recess and the meeting reconvened at 3.55pm. Note: The Mover and Seconder of the Motion agreed to accept and incorporate points 5 and 6 from the 1st Amendment and point 2 from the 2nd Amendment into the Revised Motion. Councillor P Barrett and Bailie McLaren then withdrew the Revised 2nd Amendment. The Revised 1st Amendment therefore became the substantive Amendment. Page 12 of 300
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In terms of Standing Order 21, a roll call vote was taken: 22 Members voted for the Revised Motion as follows: Provost X McDade, Bailies C Ahern, R Brock and C McLaren, Councillors K Allan, H Anderson, B Brawn, L Barrett, P Barrett, A Chan, D Cuthbert, J Duff, A Forbes, N Freshwater, D Illingworth, I James, N Khogali, W Robertson, C Shiers, F Smith, C Stewart and A Watt. 18 Members voted for the Amendment as follows: Depute Provost A Parrott, Bailies A Bailey and M Williamson, Councillors S Carr, S Donaldson, E Drysdale, M Frampton, K Harvey, G Laing, I MacPherson, C Mair, I Massie, S McCole, T McEwan, J Rebbeck, G Stewart, R Watters and J Welch. Resolved: In accordance with the revised Motion as follows: Health and Social Care Emergency Council notes the findings in the Scottish Fiscal Commission’s 2025 Fiscal Sustainability Report and subsequent national documents including the Medium- Term Financial Strategy and Social Work Scotland’s sector response and the recent report to Council regarding the challenges facing the Perth and Kinross Health and Social Care partnership. Council recognises that Perth and Kinross faces challenges in delivering sustainable health and social care due to its rural geography and demographic changes involving its increasingly elderly population. Council believes that urgent, coordinated action is required to safeguard the wellbeing of our communities and ensure equitable access to social care. Council therefore resolves to: 1 Declare a ‘Health and Social Care Emergency’ in Perth and Kinross. 2 Call on the Scottish Government to urgently ensure that sustainable funding is made available to local authorities and Health and Social Care Partnerships to deliver integrated social care, deliver improved recruitment and retention of key workers, and support investment in early intervention, family support and community- led services to reduce demand on crisis care. 3 Call on the Scottish Government to urgently reassess the rural health and social care premium in national funding allocations, recognising the higher costs and logistical challenges of service delivery and movements in aging populations in areas like Perth and Kinross, recognising that action is needed to tackle inequalities across rural and urban Scotland. 4 Support further development of local training pathways and key worker housing initiatives; partnering with colleges and NHS Tayside to create care Page 13 of 300
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apprenticeships and training for local residents to address recruitment and retention challenges in the health and social care workforce. 5 Whilst recognising the increasing trajectory of demand for services, call upon Perth & Kinross IJB to continue to work urgently and closely with the financial teams of both Perth & Kinross Council and NHS Tayside with a view to taking firm and decisive steps in early course to optimise its operating procedures, maximise effective productivity, retain focus on prevention and early intervention services, and improve its financial position wherever possible. 6 Call upon COSLA, Scottish Government and NHS Scotland to recognise the importance of rurality on cost of service delivery and ensure that budget-related financial distribution methodologies properly reflect this.” Council requests: 1. the Leader of the Council to write to the Cabinet Secretary for Health and Social Care to convey the critical nature of this motion and request a meeting between the Cabinet Secretary and the Leader of the Council to set out how it proposes to address the issues identified in the 2025 Fiscal Sustainability Report and ensure a sustainable future for our health and social care sector. 2. the Leader of the Council to write to the First Minister and the Cabinet Secretary for Finance and Local Government seeking urgent in-year funding and a meeting to address health and social care overspends and recurring funding to avoid implementing the severe recovery plan restrictions on care and support and to address the increasing demand pressures in 2026/27. COUNCILLOR K HARVEY LEFT THE MEETING AT THIS POINT. 8. ‘The Heiton’ – 1-5 High Street Hotel Development There was submitted a report by Strategic Lead – Legal and Governance and Strategic Lead - Economy, Development and Planning (25/355) seeking Council approval to nominate Lock Terrace Ltd and its directors as the developer for the proposed ‘Heiton’ hotel at 1–5 High Street, Perth. The recommendation follows a recent due diligence review, prompted by changes in the status of the previously preferred bidder, ahead of the building’s planned redevelopment. Motion by Councillors E Drysdale and J Rebbeck To approve the recommendations in the report. Amendment by Bailies A Bailey and R Brock In accordance with the Motion but the with the following changes: Replace recommendation 2.1 with: Page 14 of 300
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Defer decision on Report 25/355 and requests officers bring back a further report to the April 2026 Council meeting containing the following potential options: a. Use as a hotel but on a long-term full insuring and repairing lease of 1-5 High Street where the Council retains ultimate ownership of the building and the historically significant areas are public spaces within the hotel. b. Full or partial conversion to housing – with the historically significant parts remaining as public spaces – in line with the Council policy where housing will be prioritised as a use when the Council disposes of a property. c. Retention and renovation as 1,300m2 of office space for use by the Council with the equivalent amount of space being let out in Pullar House to generate an income of c£270,000 per annum to offset any additional borrowing required to carry out renovation works. In terms of Standing Order 21, a roll call vote was taken: 31 Members voted for the Motion as follows: Depute Provost A Parrott, Bailies C McLaren and M Williamson, Councillors K Allan, H Anderson, L Barrett, P Barrett, B Brawn, S Carr, S Donaldson, E Drysdale, J Duff, A Forbes, M Frampton, N Freshwater, D Illingworth, I James, N Khogali, I MacPherson, C Mair, I Massie, S McCole, T McEwan, J Rebbeck, W Robertson, C Shiers, F Smith, G Stewart, A Watt, R Watters and J Welch. 6 Members voted for the Amendment as follows: Provost X McDade, Bailies A Bailey and R Brock, Councillors A Chan, D Cuthbert and C Stewart. 2 Members abstained as follows: Bailie C Ahern and Councillor G Laing. Resolved: In accordance with the Motion. COUNCILLOR K HARVEY RETURNED TO THE MEETING AT THIS POINT. 9. Medium Term Financial Plan 2026-32 There was submitted a report by Chief Finance Officer (25/356) updating the Medium-Term Financial Plan (MTFP) approved by Council on 4 December 2024 (Report No. 24/350 refers), setting out how the Council will manage its finances over the next six years, ensuring resources are used effectively to meet Council priorities, aligning with the Corporate Delivery and Improvement Plan and other key strategies. Page 15 of 300
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Motion by Councillors E Drysdale and S Donaldson To approve the recommendations as set out in the report. Amendment by Councillors C Stewart and D Cuthbert In accordance with the Motion but with the following change: Replace recommendation 2.2 with: 2.2. endorse a six-year indicative Council tax strategy as set out below, all of which will be subject to final budget setting for these years. 2026/27 - 7.5% 2027/28 – 3.75% 2028/29 – 3.25% 2029/30 – 3.25% 2030/31 – 3.25% 2031/32 – 3.25% Requests officers to build these changes into their planning assumptions for future years budgets and bring forward measures that would allow the Council to deliver a balanced budget. In terms of Standing Order 21, a roll call vote was taken: 19 Members voted for the Motion as follows: Depute Provost A Parrott, Bailies C McLaren and M Williamson, Councillors L Barrett P Barrett, S Carr, S Donaldson, E Drysdale, M Frampton, K Harvey, I MacPherson, C Mair, I Massie, S McCole, T McEwan, J Rebbeck, G Stewart, R Watters and Welch. 20 Members voted for the Amendment as follows: Provost X McDade, Bailies C Ahern, A Bailey and R Brock, Councillors K Allan, H Anderson, B Brawn, A Chan, D Cuthbert, J Duff, A Forbes, N Freshwater, D Illingworth, I James, N Khogali, G Laing, W Robertson, C Shiers, F Smith and C Stewart. 1 Member abstained as follows: Councillor A Watt. Page 16 of 300
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Resolved: In accordance with the Amendment. 10. Appointments to Committees Resolved: 1. Councillor Ian Massie be appointed as an additional Vice-Convener of the Economy and Infrastructure Committee. 2. Bailie Mike Williamson be appointed as an additional Vice-Convener of the Housing and Social Wellbeing Committee. 11. Update to Scheme of Administration Resolved: The change to the Scheme of Administration as set out on the agenda be agreed. 12. Elected Members Briefing Notes The Elected Members Briefing Notes, issued since the previous Council meeting and as set out on the agenda, be noted. Page 17 of 300
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Motion by Councillor P Barrett and Bailie C Ahern Buskers Code of Conduct Council notes the increasing levels of concerns expressed by Perth High Street residents and businesses in response to prolonged periods of loud music played by buskers in the city centre. Perth City Centre Councillors have received complaints of anti-social behaviour and disputes between buskers and disturbances over busking pitches and durations. Council notes that Buskers Codes of Conduct have been introduced in Scottish cities including Edinburgh, Glasgow and Dundee. Council instructs officers to prepare a Buskers Code of Conduct for Perth City Centre and to bring a draft code of conduct for approval by Council for consultation with businesses and residents. 4(i) Page 19 of 300
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PERTH AND KINROSS COUNCIL OUTSTANDING BUSINESS STATEMENT (OBS) (Report No. 26/8) Please note that this statement sets out outstanding decisions of Council / this committee / sub-committee along with an update and estimated completion date. Actions which are overdue are shaded for ease of reference. Where an update reflects that an action is complete then agreement will be sought to its removal from the OBS. No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/ completed Action Expected 33. 10 December 2025. Item 5. Motion – Health and Social Care Emergency Letters to be sent from Council Leader to Cabinet Secretary for Health and Social Care, First Minister, and Cabinet Secretary for Finance and Local Government. Letters will be sent prior to Council meeting on 14 January 2026. Council Leader / Members’ Support. DUE 14 January 2026 5 Page 21 of 300
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Full Council Committee Date of Meeting: 14 January 2026 Report Title: The Historic Tinker Experiment – An Apology Report Number: 26/9 Report Author: David McPhee, Team Leader – Equalities Organisational Lead: Elaine Ritchie, Strategic Lead – Housing and Communities ___________________________________________________________________ 1. Purpose 1.1 The purpose of this Report is to seek members’ approval to issue a formal apology to the Gypsy/Traveller community for the role played by local authorities in Perth and Kinross in implementing historic policies and procedures known as the Tinker Experiment. 1.2 Sections 1. Purpose 2. Recommendations 3. Context 4. Background 5. Our Apology 6. Actions to Support our Apology 7. Conclusion 8. Impact Value Assessment 9. Appendices 2. Recommendations It is recommended that the Committee: 2.1 Note the historical context and local impact of the Tinker Experiment in Scotland and Perth and Kinross. 2.2 Note that the historic policies and practices had a direct and lasting impact on the Gypsy/Traveller community. 6 Page 23 of 300
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2.3 Approve the issuing of a formal apology to the Gypsy/Traveller community for the role played by local authorities in Perth and Kinross in implementing historic policies and procedures known as the Tinker Experiment. 2.4 Agree the actions the Council will take forward which will support the formal apology. 3. Context 3.1 The Gypsy/Traveller "Tinker Experiment" in Scotland refers to a series of controversial policies implemented between the 1940s and 1980s, aimed at forcibly assimilating Scottish Gypsy/Traveller communities. 3.2 The term "Tinker Experiment", now recognised as pejorative, was used to describe state-led initiatives designed to "settle" nomadic Gypsy/Traveller families. 3.3 These policies were supported by successive UK governments, the Scottish Office, local authorities, and the Church of Scotland. 3.4 The overarching goal was to eradicate nomadism. This was done by placing families in substandard housing, often huts or camps, and disrupting extended family structures. 3.5 Key features of the experiment included: • Forced housing in isolated and poor-quality sites. • Threats of child removal if families refused to settle. • Actual removal and adoption of children, including placement overseas. • Surveillance and segregation of Gypsy/Traveller communities. • Cultural suppression, described by researchers as “cultural genocide.” 3.6 A 2025 research report led by the University of St Andrews and commissioned by the Scottish Government found: • Widespread institutional discrimination. • Evidence of systematic control, dehumanisation, and forced assimilation. The report contains several references to archive evidence in relation to Perth and Kinross. The Bobbin Mill site, in Pitlochry, is used as a case study in that report as an example of how sub-standard housing was employed. 3.7 On 25 June 2025, First Minister John Swinney issued a formal apology in the Scottish Parliament, recognising the historical injustices and committing to improving outcomes for Gypsy/Traveller communities. Page 24 of 300
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4. Background 4.1 Bobbin Mill, a former wartime site, situated in private woodland just outside Pitlochry town centre, has served as a Gypsy/Traveller housing site since 1947. Established by the Scottish Office Department of Health and the Church of Scotland, with approval from the Secretary of State for Scotland, the land was leased to the then County Council for 99 years by Cluniemore Estates (now Pitlochry Estates). 4.2 Families were forcibly settled at Bobbin Mill and accommodated in converted Nissen huts, originally constructed for military use. These huts were overcrowded and lacked basic amenities such as electricity, running water and heating. Additionally, they contained asbestos, which was not removed until the 1980s. Although Perthshire County Council was responsible for upgrading the housing to meet health standards in 1946, this work was not carried out. When the site became overcrowded, children were sent to live elsewhere with some boarding at Kippen House, a children’s home run by Perthshire Council. 5. Our Apology 5.1 The Council acknowledges that the “Tinker Experiment” had a direct and lasting impact on families in Perth and Kinross. It is a matter of deep regret that through the 20th century, local authorities in Perth and Kinross, alongside the UK government, the Scottish Office, Police and the Church of Scotland, were involved in the following policies and practices: • Forced Settlement and Substandard Housing Forcibly settling families at sites such as Bobbin Mill, often against their wishes. These sites, knowingly, provided substandard accommodation and did not meet health standards, despite being responsible for doing so. • Segregation and Isolation Segregating families from the wider community, both physically and socially, which created conditions that led to isolation and exclusion from local society and services. • Child Removal and Family Separation Removing children and separating families when accommodation became overcrowded, including sending children to institutional care such as Kippen House, which led to the breakdown of family and community structures. • Discrimination and Lasting Harm Perpetuating discrimination and negative stereotypes, which contributed to lifelong barriers to employment, education, and social participation for Gypsy/Traveller people. Failing to challenge or address the psychological trauma and intergenerational harm caused by these policies. Page 25 of 300
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• Lack of Consultation and Consent Implementing policies and decisions without meaningful consultation or consent from Gypsy/Traveller communities and not recognising or respecting the community’s right to self-determination and cultural identity. • Ongoing Legacy The enduring impact of these actions, including ongoing stigma, health inequalities, and mistrust of public authorities. Perth and Kinross Council’s Formal Apology: 5.2 We acknowledge with deep regret the harm caused to Gypsy/Traveller families through the historical policies and practices known as the “Tinker Experiment.” These policies, implemented between the 1940s and 1980s, sought to forcibly assimilate nomadic communities and were supported by successive UK governments, the Scottish Office, local authorities, Police and the Church of Scotland. 5.3 We recognise that these actions, placing families in substandard and isolated housing, threatening and enacting child removals, and suppressing cultural identity, constituted a grave injustice. 5.4 The legacy of these policies continues to affect individuals and families in our region, including those who were settled at Bobbin Mill in Pitlochry under conditions that were overcrowded, unsafe, and lacking basic amenities. 5.5 We are profoundly sorry for the suffering endured by generations of Gypsy/Traveller families in Perth and Kinross. We apologise for the role of local authorities in supporting and implementing these discriminatory practices, and for the lasting impact they have had on mental health, identity, and access to opportunity. 5.6 This apology is not only a recognition of past wrongs but a reaffirmation of our commitment to fairness, inclusion, and respect. We pledge to continue listening, learning, and acting in partnership with Gypsy/Traveller communities to ensure that such injustices are never repeated. 6. Actions to Support our Apology 6.1 To ensure our apology is meaningful and leads to lasting change, the following key actions will be progressed through our Gypsy/Traveller Action Plan and will be monitored closely through our Equality Forum. These actions are aligned with best practice and the recommendations from the recent report: • Formal Acknowledgement and Memorialisation o Issue a public, formal apology acknowledging the role of local authorities and the impact of the Tinker Experiment. o Explore the creation of a permanent memorial or plaque at Bobbin Mill, developed in partnership with Gypsy/Traveller communities. Page 26 of 300
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• Audit of Archives o Explore the possibility of conducting an audit of the archival materials held by the Council to establish a record of what information exists. • Community Engagement and Co-Production o Continue to work with Gypsy/Traveller residents and representatives, ensuring their voices shape future policy and service delivery. o Explore the possibility of community-led storytelling, oral history, or cultural projects to preserve and share lived experiences. • Improvement of Living Conditions o Continue, and where possible, consider how the planned improvements at Bobbin Mill could be accelerated to ensure all accommodation meets modern standards for safety, comfort, and dignity. o Continue to involve residents directly in the design and decision- making for site upgrades and maintenance. • Restorative Justice and Support o Explore access to trauma-informed support services for those affected by historic policies, including mental health and wellbeing resources. • Education and Awareness o Continue to fund and work alongside Rajpot, Gypsy/Traveller group, to deliver awareness-raising sessions in local schools and community organisations on Gypsy/Traveller history and culture. o Expand training for Council staff and partners on the history and ongoing impact of the Tinker Experiment, anti-discrimination, and cultural competence. • Policy Review and Safeguarding o Ensure our audit processes and impact assessments remain effective in identifying and addressing any forms of discrimination or exclusion. o Commit to ongoing review and improvement, with transparent reporting on progress. • Dedicated Support and Representation o Maintain and strengthen the role of a dedicated Gypsy/Traveller officer to provide advocacy, support, and a direct link between the community and the Council. o Ensure Gypsy/Traveller representation in relevant groups and decision-making bodies. 7. Bobbin Mill Update 7.1 Family members who remain in the area have long campaigned to raise awareness of these issues. They have highlighted experiences of isolation, lifelong discrimination, including barriers to employment due to their background, and lasting psychological trauma as part of the enduring legacy of the Tinker Experiment. Page 27 of 300
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7.2 In September 2010, the Bobbin Mill site was upgraded to provide six three- bedroom chalet-style homes. This redevelopment was carried out in partnership with Pitlochry Estates, with funding support from the Scottish Government. 7.3 Bobbin Mill remains a local authority site and continues to play a significant role in Gypsy/Traveller housing, reflecting its deep historical and cultural connections for residents. The site now comprises of six chalets, which older caravans, many of which were owned by the residents themselves. In 2022, Bobbin Mill was transferred to the Housing Revenue Account (HRA), enabling the Council to plan and deliver long term improvements, including ongoing maintenance, capital upgrades and enhanced resident engagement. 7.4 The Council is currently conducting a feasibility study to improve both the accommodation and the wider site. This process has included extensive resident engagement through surveys and workshops, gathering input on preferred layouts and materials. The Council is committed to working closely with residents to ensure that any upgrades meet both building standards and community preferences. 7.5 To further support residents, the Council has funded a dedicated Gypsy/Traveller officer post. This role is focused on providing enhanced support and assistance to residents at Bobbin Mill and other local authority site at Double Dykes, including the development of a transient site. 8. Conclusion 8.1 The Council remains firmly committed to enhancing outcomes for members of the Gypsy/Traveller community, as reflected in the ongoing delivery of our local Gypsy/Traveller Action Plan. Alongside programme activity, we are making substantial investments to improve accommodation standards across Perth and Kinross. A key example is the £6.5 million transformation of the Double Dykes permanent site, which is now in its final phase. Feedback from residents on the newly delivered chalets and wider site improvements has been overwhelmingly positive, highlighting the success of this collaborative and community-focused approach. 8.2 Issuing a formal apology for the historic legacy of the Tinker Experiment represents an important and meaningful step in acknowledging past injustices. It will help to build trust, strengthen relationships, and reinforce the Council’s commitment to fairness, inclusion, and respect for all communities. 9. Impact Value Assessment This report has been classified as being an operational report and as such no impact assessment is required as it does not contain recommendations relating to service provision. Any changes to policy, practice or service provision will be assessed as required. Page 28 of 300
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10. Appendices None Page 29 of 300
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Full Council Committee Date of Meeting: 14 January 2026 Report Title: Armed Forces Covenant Progress Report Report Number: 26/10 Report Author: David McPhee, Team Leader – Equalities Organisational Lead: Elaine Ritchie, Strategic Lead – Housing and Communities ___________________________________________________________________ 1. Purpose 1.1 The purpose of this Report is to provide members with an update on the Council’s progress in fulfilling its commitment under the Armed Forces Covenant. 1.2 Sections 1. Purpose 2. Recommendation 3. Background/Context 4. Progress 5. Proposals 6. Conclusion 7. Impact Value Assessment 8. Appendices 2. Recommendation It is recommended that the Committee: - 2.1 Notes the content of this report and approves the continued work in relation to the Council’s commitment to the Armed Forces Covenant. 7 Page 31 of 300
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3. Background/Context 3.1 The Armed Forces Covenant is a promise by the nation that those who serve or have served in the Armed Forces, and their families, should be treated fairly and should not face disadvantages when seeking to access public or private goods and services in the UK. 3.2 The Covenant is a voluntary pledge. Organisations may choose to sign up to demonstrate their support for the Armed Forces Community and for the principles of the Covenant. All organisations, public, private or voluntary and small, medium or large, are welcome to sign the Covenant. 3.3 Perth and Kinross Council first signed the Covenant in December 2012, reaffirming this commitment in September 2017. 3.4 Signatories to the Covenant may also be recognised through the Employer Recognition Scheme, which offers Bronze, Silver and Gold awards. The Council was proud to receive the Gold Award in 2021, which is subject to review every five years by the Ministry of Defence. In preparation for our 2026 review, we have ready begun work to ensure continued compliance and excellence. As a Gold Award holder, the Council actively supports silver and bronze award organisations aspiring to achieve Gold status. Our local Armed Forces and Veterans Champion regularly engages with champions from public and private sector organisations to share our experiences and promote best practice. 3.5 There is now a legal duty to have due regard to the Armed Forces Covenant, as set out in the Armed Forces Act 2021, which came into force in November 2022. 3.6 This duty requires organisations to give conscious consideration of the needs of the Armed Forces community and to place appropriate weight on the principles of the Covenant when carrying out relevant functions. 3.7 For the Council, the duty applies to some of the Council’s Housing and Education responsibilities. It also extends to certain health functions delivered by NHS Tayside, including those delegated to the Integrated Joint Board. 3.8 The Council’s housing responsibilities under the duty include: • Allocation policies for social housing. • Homelessness (strategic and advice and provision of accommodation). • Grants for adaptations. 3.9 The Education-related responsibilities include: • Admissions (including placing requests). • Transport. • Attendance. • Additional Support Needs. • Educational provision, attainment and curriculum. • Student wellbeing. Page 32 of 300
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3.10 An Action Plan is in place to monitor and support the continued progress in relation to this work across all Council areas including those specific functions covered by the new duty. Full details are available in Appendix 1. 3.11 The Council’s work relating to the Armed Forces Covenant is led by the Armed Forces and Veterans Champion, an Elected Member role. In addition, the Corporate Equalities Team Leader acts as the named Council Officer for Armed Forces and Veterans matters, coordinating responses to veterans’ issues. 3.12 Named officer contacts have also been identified across key Council service areas, Housing, Education, Employability, Welfare Rights, and Human Resources, to support specific issues affecting veterans and reservists. This group meets twice annually with the Armed Forces and Veterans Champion to monitor progress against the Action Plan. 3.13 The Champion actively participates in a wide range of local and national forums, including: • Highland Gold Network • Veterans and Cadet Force Volunteer Network • Veterans Breakfast Club (monthly) • RAF Association • Association of Perth Veterans • Perth Salute Planning Group • Collaborative work with Perth Prison, including the creation of a Wicker Statue for its Memorial Garden 3.14 The Champion also holds individual case meetings with veterans, typically focused on housing or mental health, and works closely with organisations such as Veterans Housing Scotland and SSAFA. 3.15 As part of the role, the Champion serves on the Highland Reserve Forces and Cadets Association, which oversees local cadet forces. Regular contact and visits to local cadet units are maintained to support their development and engagement. 4. Progress 4.1 Over the past 12 months, the Council has continued to demonstrate its commitment to supporting Veterans and their families through various services, civic responsibilities, and as an employer. These include: - • Maintaining and updating the range of information available to Veterans on our website in a dedicated area – http://www.pkc.gov.uk/adviceforveterans • Offering an informal network for staff who are Veterans, Reservists or Adult Cadet Force Volunteers and for any staff members who have family members serving in the forces. Page 33 of 300
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These network meetings are chaired by the Armed Forces and Veterans Champion and provide opportunities to share experiences and discuss workplace issues and policies. • Updating our ‘Veterans First’ Guide. A booklet with information for those people leaving the Armed forces and settling in Perth and Kinross. This was undertaken in partnership with the local branch of SSAFA, a services charity. The guide is available online and in booklet form. • Since 2019, we have continued to make available the ‘Armed Forces Covenant for Frontline Workers’ eLearning module for all frontline employees. Completion figures over recent years demonstrate ongoing engagement: ▪ 2025: 49 staff ▪ 2024: 26 staff ▪ 2023: 87 staff ▪ 2022: 42 staff ▪ 2021: 75 staff • Continued to attend Corporate Induction sessions with pop up banner and information leaflet for staff about the Armed Forces Covenant Duty. • Hosted a Veterans Housing Scotland Event in the Civic Hall • Securing a recurring annual budget of £5,000 for this work as part of the Council’s budget setting process in February 2023. In additional, a further £3,000 was allocated this year to support VE80 and VJ80 commemorative events. To date, the total financial commitment for the current year stands at £5,370. • The Provost, Depute Provost and Armed Forces and Veterans Champion continue to host and represent the Council at a range of civic and military events. These include local and national ceremonies, salutes, Remembrance events and engagement and policy events and are detailed in Appendix 2. 5. Proposals 5.1 The Council will continue to work in partnership with Council services and Veterans’ Support organisations to address issues affecting veterans and their families in the year ahead. This will ensure that the Council continues to make positive progress in fulfilling its commitment under the Armed Forces Covenant. Page 34 of 300
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6. Conclusion 6.1 Perth and Kinross Council remains fully committed to upholding the Armed Forces Covenant. The Council’s ongoing actions and partnerships demonstrate a strong dedication to supporting veterans, serving personnel, and their families. Continued collaboration with local and national partners will ensure that the Council maintains its high standards and fulfils its responsibilities under the Covenant in the year ahead. 7. Impact Value Assessment 7.1 This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment. 8. Appendices 8.1 Appendix 1 - Perth and Kinross Council – Armed Forces Covenant Action Plan 2025-26 8.2 Appendix 2 – List of Civic Dates for Veteran and Armed Forces Events 2024/25 8.3 Appendix 3 – Case Study Example – Veterans Employability Support Page 35 of 300
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Appendix 1 Perth and Kinross Council – Armed Forces Covenant Action Plan 2025-26 Action Lead Responsibility Timescale Progress (updated 19/08/25) Budget monitoring (£5k recurring budget for Veterans work with additional £3k allocated for 25/26 for VE80 and VJ80) David McPhee Ongoing Budget is monitored on an ongoing basis Additional £3k can be allocated to Events to support VE80 and VJ80 participation Update Veterans web content on https://www.pkc.gov.uk/adviceforveterans David McPhee By 31 March 2026 Content to be reviewed throughout the year Maintain programme of meetings for Covenant Partnership Group (PKC service reps) – minimum of twice per year increasing from 2025/26 David McPhee By 31 March 2026 First Meeting held 26/03/25 Second meeting 19/08/25 One further meeting to be arranged before year end to continue focus on Gold Award Revalidation next year Continue to promote programme of staff network meetings Stephanie Kinnear /David McPhee Ongoing Look at information on staff who may qualify and promote at Corporate Induction and on key awareness dates Lunch to be arranged Maintain availability and content of Veterans First Booklet and Covenant Leaflets David McPhee During 2025/26 2 boxes of booklets remaining – leaflet reorder undertaken. Booklet update to be considered. Publish Annual Report to committee David McPhee On agreed date of committee meeting Submitted and approved at full Council meeting 30 October 2024. Scheduled again for October 2025. Implement programme of Covenant Partnership (Firm Base) meetings Bailie Chris Ahern During 2025/26 Dates to be arranged following events – new 7 Scots CO to be contacted. Bailie Ahern happy to lead discussion if required. Continue to monitor uptake (and content) of Veterans e-learning module annually Stephanie Kinnear (info provided by John Cassidy) 31 March 2026 Annual exercise for the report Evaluate Veterans Information within Census 2022 information David McPhee Ongoing Information published and included in Annual Committee Report and is available for reference 7 Page 37 of 300
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Appendix 2 List of Civic Dates for Veteran and Armed Forces Events October 2024 – October 25 Event Date Provost (or Depute) Armed Forces Champion Veterans Housing Scotland – Dundee Gathering 24/10/24 Dundee Festival of Remembrance 02/11/24 Polish War Graves Service 03/11/24 Pullars War Memorial Service 08/11/24 Remembrance Service – Veterans Memorial 09/11/24 Remembrance Sunday 10/11/24 2 x Remembrance Services HMP Perth 11/11/24 Remembrance Service Bowerswell 11/11/24 Highland Gold Network Meeting 21/11/24 Veterans Housing Scotland – Network meeting Edinburgh 28/11/24 Visit to Air Cadets Blairgowrie 17/01/25 Visit to HMP Castle Huntly with Veterans Minister 20/02/25 Scottish Government Veterans Cross Party Working Group 25/02/25 Scottish Ex-Forces Business Award Finalist - Glasgow 26/02/25 Military Bands Concert 28/02/25 Military Museum Scotland visit – potential links with Council officers 04/03/25 Veterans Housing Scotland Event with Princess Royal – Edinburgh Castle 08/03/25 Army Engagement Event 11/03/25 PKC Veterans Covenant Working Group 26/03/25 Highland Reserve Forces and Cadets Association (HRFCA) AGM 05/04/25 Meeting with Concert Hall re Military Engagement at 125 Live! 21/04/25 7 Page 39 of 300
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VE80 Rehearsal Meeting at St Johns Kirk 28/04/25 VE80 Beacon Lighting /Flag Raising and Wreath Laying 08/05/25 VE80 Service of Thanksgiving 11/05/25 Veterans Housing Scotland – Civic Event 22/05/25 Highland Gold Network Meeting 30/05/25 Armed Forces Day Flag Raising Ceremony 23/06/25 Armed Forces Day Ceremony 28/06/25 City of Perth Salute 10/08/25 VJ80 Day Commemoration at Balhousie Castle 15/08/25 PKC Veterans Covenant Working Group 19/08/25 Royal Edinburgh Military Tattoo 20/08/25 Army Expo 2025 – Redford Cavalry Barracks 22/08/25 Crieff Air Training Corps Visit 04/09/25 Page 40 of 300
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Appendix 3 Case Study Example – Veteran Employability Support CASE STUDY EXAMPLE EMPLOYABILITY Robin Hood & HGV training for armed forces veterans Nithcree Training Ltd received grant funding through the Scottish Government’s No One Left Behind (NOLB) Programme locally. This support is managed by the Council’s Skills and Employment Support Team. Nithcree provides a skills academy in Freight Logistics HGV Skills where they train, nurture and mentor their participants to ensure they move on to positive employment or even set up their own business. An example of the positive impact the project has already had is X, who was referred to the project as a veteran via Robin Hood of SouthWest RnR (SWRnR), a charity for ex-servicemen and women to help them gain workplace skills and enter back into employment. Nithcree have worked with SWRnR for many years in Dumfries and last year this was further expanded to other areas in Scotland, including Perth and Kinross. X was then enrolled onto our NOLB programme to gain his CE licence. SWRnR supported him with theory training, tests and resits so by working collaboratively together, we helped X achieve his goal of gaining his HGV licence. X initially gained work with Evri but has since started work at Stewarts of Tayside in November and is enjoying being on the open road and has had his confidence boosted by the fact that Nithcree, SWRnR and PKC all believed in him and gave him this opportunity to gain new skills and support him into employment 7 Page 41 of 300
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Full Council Date of Meeting: 14 January 2026 Report Title: Equalities Mainstreaming Report 2025-29 Report Number: 26/11 Report Author: David McPhee, Team Leader – Equalities Organisational Lead: Elaine Ritchie, Strategic Lead – Housing and Communities ___________________________________________________________________ 1. Purpose 1.1 The purpose of this Report is to have the Council’s Statutory Equalities Mainstreaming Report formally approved. 1.2 Sections 1. Purpose 2. Recommendation 3. Background/Context 4. Main Issues 5. Proposals 6. Conclusion 7. Impact Value Assessment 8. Appendices 2. Recommendation It is recommended that the Committee: 2.1 Approve the Equalities Mainstreaming Report 2025-2029 and note the associated work highlighted in the report. 3. Background 3.1 Perth & Kinross Council, along with all other public authorities, is required to publish an Equalities Mainstreaming Report outlining our Equality Outcomes. While the report must be formally reviewed every two years, progress towards these outcomes is regularly monitored and reported throughout the period. 8 Page 43 of 300
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3.2 This paper presents the revised Equalities Mainstreaming Report for the next four years (see Appendix 1), and with a selection of case study examples that illustrate the work being undertaken (see Appendix 2). 4. Context 4.1 Perth and Kinross Council is firmly committed to equality of opportunity for all, both as a service provider and as an employer. We value the diversity of our communities and work in partnership to deliver services that are inclusive and accessible. To foster social inclusion and strengthen relationships between different groups, we embed equalities principles and practices into the planning, delivery and monitoring of all Council Services. We have a strong and consistent track record of doing this effectively for our diverse communities across Perth and Kinross. 4.2 By working collaboratively to advance equality, we believe that we can make better use of all available resources and, in turn, deliver higher-quality services to our citizens and communities. 4.3 Under the Equality Act 2010, we are legally required to give 'due regard' to: • Eliminating unlawful discrimination, victimisation and harassment. • Advancing equality of opportunity. • Fostering good relations between those people who share a protected characteristic and those who do not. Our 17 Equality Outcomes, detailed in the Mainstreaming Report (Section 5 page 9), are designed to meet at least one of these aspects of the General Equality Duty. 4.4 We believe that ‘Equality is at the Heart of What We Do’ and our equality outcomes are designed to reflect and advance the four key aims of our Mainstreaming Report: • Perth and Kinross is a safe, welcoming and accessible area. • Perth and Kinross visibly celebrates equality and diversity. • Perth & Kinross Council will keep our community informed and engage with them about our services, opportunities and support available to them. • Perth & Kinross Council will increase people’s awareness of equality and diversity. 4.5 We continue to work collaboratively across the organisation, aligning our equality outcomes with strategic priorities and supporting actions. This ensures a joined-up approach and strengthens our work with diverse communities to achieve meaningful and lasting impact. Page 44 of 300
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5. Proposals 5.1 Only minimal changes have been made to the previous Equality Mainstreaming Report and Equality Outcomes, as they continue to accurately reflect the breadth of work undertaken. It is proposed that the updated report be formally approved. 6. Conclusion 6.1 This report provides members with an update in relation on the revised Equality Outcomes and Mainstreaming Report. It has been publicly available online since April, pending formal approval, and is presented in an accessible format. Once approved an Easy Read version and a British Sign Language (BSL) translation will be produced, with further translations available upon request. 7. Impact Value Assessment 7.1 Link to IVA 8. Appendices 8.1 Appendix 1 – PKC Equality Mainstreaming Report 2025-29 8.2 Appendix 2 – Equality Case Study Examples Page 45 of 300
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Appendix 1 Perth and Kinross Council Equality Mainstreaming Report 2025-29 A Perth and Kinross where everyone can live life well, free from poverty and inequality Subject to formal Council approval 8 Page 47 of 300
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Perth and Kinross Council Equality Mainstreaming Report 2025-29 2 A Perth and Kinross where everyone can live life well, free from poverty and inequality 1 Introduction 3 2 Our Corporate Plan 4 3 Our population 5 4 Equality legislation and our reporting duties 7 5 Our equality aims and outcomes 7 6 Mainstreaming equalities 11 7 Partnership working 12 8 Equalities policy and assessment of impact 12 Page 48 of 300
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Perth and Kinross Council Equality Mainstreaming Report 2025-29 A Perth and Kinross where everyone can live life well, free from poverty and inequality 3 Equality is at the heart of what we do, and our updated equality aims and outcomes for 2025-29 reflect this by making our intentions clear and setting measurable actions for meeting our commitments. We also want our aims and outcomes reflected in our everyday deeds and actions - how we work with our communities and consider equalities and equity of opportunity in all that we do. We must ensure we are clear about how to meet the needs of our employees and communities in relation to equality and we need to know what is important to them. We do this by regularly engaging and consulting with these groups and have committed to progressing these actions within Perth and Kinross. Our equality aims and outcomes, set for the next four years, have been designed to ensure that their lived experience remains at the forefront of what we do. As the work of Perth and Kinross Council, the Perth and Kinross Education Authority and Licensing Board are so significantly and interdependently linked, we have combined our mainstreaming reports. This ensures consistency of purpose and a partnership approach in doing all we can to even the playing field across all our areas of responsibility. Perth and Kinross Council and its Education Authority and Licensing Board continue to make progress in mainstreaming equality activities. 1 Introduction Page 49 of 300
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Perth and Kinross Council Equality Mainstreaming Report 2025-29 4 A Perth and Kinross where everyone can live life well, free from poverty and inequality 2 Our Corporate Plan Our Corporate Plan vision is for a Perth and Kinross where everyone can live life well, free from poverty and inequality and seven key priorities were identified to support this vision as shown below. It also asks everyone in Perth and Kinross to play their part in making this a fairer place for all. We know that this will mean different things to different people for example, volunteering in a local group, getting involved in community work or finding a new way of working to help individuals, communities and businesses to share their ideas, skills and connections. We want everyone in our active and diverse communities to get involved in helping us shape the future of Perth and Kinross. We will continue to make sure that when we are designing our services we work in partnership with our communities. Involving people in the areas of service delivery that affect them will lead to making better decisions and getting better results will help to make Perth and Kinross an even better place to live and work for all. Page 50 of 300
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Perth and Kinross Council Equality Mainstreaming Report 2025-29 A Perth and Kinross where everyone can live life well, free from poverty and inequality 5 3 Our population Considering the population of Perth and Kinross and identifying equality-related opportunities, challenges and barriers is key to our proactive approach to working with our communities and meeting our commitments. There are some areas to note in particular in terms of the population of Perth and Kinross who are from equality protected groups. We have responded to the significant changes which have affected Perth and Kinross in recent years in relation to an increase in migration. Migrant populations include a combination of seasonal migrant workers, new migrants and settled communities from different minority ethnic communities. They may be working in critical sectors of employment which for us locally is agriculture, tourism, hospitality, food processing and the care sector, and in many cases are self-employed businesses and employers themselves or they may have been studying here. We also have a proportionately small sanctuary seeking population here which has grown in recent years as they seek a safe place from conflict or persecution in their own countries. In the 2022 Census 96.77% of the population of Perth and Kinross categorised themselves as ‘White’ (slightly down from the 97.97% in the 2011 census but above the national figure of 92.87%) However, this figure included some 3,406 (2,408 in 2011) people categorised as ‘White Polish’ (the 9th highest local authority population in Scotland), 5,012 (3,130 in 2011) categorised themselves as ‘Other White’ which would include other Eastern European countries of origin. Figures for our minority ethnic communities in Perth and Kinross totalled 4,874 in the 2022 census (1,852 in 2011 census) so this population has clearly grown – this figure includes 504 Indian, 445 Chinese and 499 Pakistani. Similar figures at the 2011 Census were 585 Indian, 461 Chinese and 331 Pakistani. 7,650 people give their country of birth as an EU Member country, 2,361 as a Middle East/Asian country and 1,479 as an African country. Perth and Kinross also remains home to the highest individual local authority Gypsy/Traveller population according to the 2022 Census with 288 (415 in 2011) people classifying themselves as Gypsy/Travellers. Locally we have developed a Gypsy/Traveller Action Plan linked to the Local Housing Strategy. In terms of sexual orientation of the Adult Population of Perth and Kinross over the age of 16 (127,052) in the 2022 Census – 1,525 identified as Gay or Lesbian; 1,472 as Bisexual and 490 as other sexual orientation. This information was not gathered in the 2011 Census so no comparison is possible. Page 51 of 300
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Perth and Kinross Council Equality Mainstreaming Report 2025-29 6 A Perth and Kinross where everyone can live life well, free from poverty and inequality Also asked for the first time in the 2022 Census was whether a person was Trans or had a Trans history and 418 people in Perth and Kinross answered ‘yes’ to this question. In terms of statistics relating to disabilities and long-term health conditions the local responses are summarised below: 2022 Census Category Perth and Kinross Responses Deaf or partially hearing impaired 12,212 Blind or partially vision impaired 3,836 Full/partial loss of voice or difficulty speaking 432 Has one or more of learning disability, learning difficulty or developmental disorder 8,047 Physical disability 13,258 Mental health condition 14,725 Long-term illness, disease or condition 33,058 2,959 people in Perth and Kinross identified as being a British Sign Language (BSL) User and we comply with our statutory duty to have a dedicated BSL Plan in place. It is also worth noting that the Census provides detailed information about the Age and Sex of our population with 17,573 people in Perth and Kinross aged 75 or over (9,834 female and 7,739 male). Page 52 of 300
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Perth and Kinross Council Equality Mainstreaming Report 2025-29 A Perth and Kinross where everyone can live life well, free from poverty and inequality 7 4 Equality Legislation and our Reporting Duties As well as it being the right thing to do, as a local authority in Scotland, we have legislative requirements in relation to equality. The Equality Act (2010) introduced a positive general duty on public bodies in Scotland which requires them to give due regard to the need to: • Foster good relations between communities by tackling prejudice and promoting understanding. • Advance equality of opportunity • Eliminate discrimination, harassment, and victimisation. We are also responsible for meeting specific duties under the Equality Act which include reporting progress on how we mainstream the general duty in our work. Our previous Equalities Performance Reports are publicly available on our website. Our Mainstreaming Report 2025-29 and review of our existing Equality Outcomes were published in line with our responsibilities by 30 April 2025. The work undertaken is regularly reported to the Perth and Kinross Equalities Strategic Forum, chaired by an Elected Member of Perth and Kinross Council. The Mainstreaming Report reflects the requirements of the General Duty and sets out our aims and outcomes for the next four years. 5 Our Equality Aims and Outcomes Our 4 Equality Aims remain the same: • We will keep our community informed and engage with them about our service, opportunities and support available to them. • Perth and Kinross is a safe, welcoming and accessible area • Perth and Kinross visibly celebrate equality and diversity. • We will increase people’s awareness of equality and diversity. Page 53 of 300
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Perth and Kinross Council Equality Mainstreaming Report 2025-29 8 A Perth and Kinross where everyone can live life well, free from poverty and inequality Our aims are intended to be aspirational for both ourselves and the wider area of Perth and Kinross. We will ensure that these aims are visible in all that we do and continue to meet the needs of our diverse individuals and communities. Further to our aims, we have set 17 specific equality outcomes, set out below. These are more specific about how we will meet out aims, what areas we will work on to demonstrate that we are making progress and how we will increase awareness of equality and diversity more generally. Minimal changes have been made to the previous outcomes and they were made available for consultation in advance. Having specific outcomes will allow us to report in a more measured and efficient way. There are a number of workstreams and projects already in place that support the advancement of our equality aims and provide tangible evidence of our achievements within the Council, Education Authority and Licensing Board. EQUALITY AIM EQUALITY OUTCOME EVIDENCE TO BE USED TO REPORT ON OUTCOMES EQUALITY PROTECTED CHARACTERISTIC Perth and Kinross is a Safe, Welcoming and Accessible Area (LOIP Strategic Priority Link – Mental and Physical Wellbeing) 1. People from Equality protected groups will be made welcome and respected in the area 2. Staff from equality-protected groups will be made welcome and respected in the Council workplace 3. Reduce and remove physical barriers for those with disabilities to access public spaces 4. People from equality-protected groups have increased confidence to report hate crime and/or bullying incidents 5. Support is provided to those at risk of or who are survivors of gender- based violence - Equality Calendar of key dates - Keep Safe Scheme numbers - Adult Learning opportunities - Staff Networks/Inductions - Employee Data - Property/Greenspace actions - Care Group strategic actions - Hate Crime local statistics/campaigns/third party reporting sites - Violence Against Women Partnership Programme (including 16 Days of Action) All All Disability All Sex Page 54 of 300
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Perth and Kinross Council Equality Mainstreaming Report 2025-29 A Perth and Kinross where everyone can live life well, free from poverty and inequality 9 6. Pupils from equality protected groups will have a positive school experience and will feel safe and respected in school and when online 7. The Council will commit to delivering positive actions in relation to both the Council of Sanctuary and HIV Fast Track Cities initiatives to make the area as inclusive and welcoming as possible 8. We will challenge and where necessary report any inappropriate posts in relation to equality and diversity on our social media channels - Work in schools from Show Racism the Red Card, Anne Frank Trust, Nil by Mouth and others - Council of Sanctuary Action Plan - HIV Fast Track Cities Action Plan - Communications social media monitoring All Disability Race Religion/Belief All Perth and Kinross visibly celebrates equality and diversity (LOIP Strategic Priority Link – Mental and Physical Wellbeing) 9. Multi-cultural and equality-related events in the calendar will be visibly celebrated and promoted - Equality Calendar Events programme - Bridge/Building Lights programme All Perth and Kinross Council will keep our community informed and engage with them about our services, opportunities and support available to them (LOIP Strategic Priority Links - Poverty; Mental and Physical 10. People from equality protected groups can be provided with accessible information about the services provided by the Council including crisis support in the event of an emergency 11. People from equality protected groups will be supported to digitally participate - Communications/Service responses/Website - Digital Classes (Adult Learning) - Tenant Participation Digital Support All All Page 55 of 300
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Perth and Kinross Council Equality Mainstreaming Report 2025-29 10 A Perth and Kinross where everyone can live life well, free from poverty and inequality Wellbeing; Employability; Digital Participation) 12. People from equality protected groups are supported to access employment opportunities 13. People from equality protected groups will be encouraged to share their lived experience in planning of Council strategies or services - Employability/Employment Support Statistics - Consultation processes All All Perth and Kinross Council will increase people’s awareness of equality and diversity (LOIP Strategic Priority Link – Mental and Physical Wellbeing) 14. A staff learning and development programme for equality and diversity will be delivered and will be extended to partner organisations 15. Our school curriculum will include equality and diversity topics 16. Our employment policies will reflect that we are a fair and inclusive employer 17. People providing externally commissioned, contracted or licensed services on behalf of the Council (including Arm’s Length External organisations (ALEOs)) are aware of their responsibilities in relation to equality and diversity - Equality learning and development programme - Relevant School curriculum topics - Employment policies - Contracts/Service Level Agreements All All All All Page 56 of 300
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Perth and Kinross Council Equality Mainstreaming Report 2025-29 A Perth and Kinross where everyone can live life well, free from poverty and inequality 11 6 Mainstreaming Equalities We report on the progress we make in relation to meeting our equalities aims and outcomes through our Equality Performance Report (outlined in Section 4 previously). We also have a number of ways in which we evidence partnership working, ensure governance measures are in place and allow for reporting of our equalities workstreams on an ongoing basis as follows. Equalities Team Our dedicated Equalities Team ensure that the Council maintains progress in the fulfilment of its statutory equality responsibilities working closely with local communities, partner organisations and Council services to do so. Our English as Second Language (ESOL) and Adult Literacies provision is now part of this wider team. Equalities Strategic Forum On an ongoing basis the equality governance arrangements are overseen by our Equalities Strategic Forum which has representation from partner organisations, equality community groups and Third Sector organisations. It is chaired by an Elected Member with lead responsibility for Equality and Diversity. This group meets every 2 months. Equalities Operational Group The Equalities Operational Group is in place for Service representatives to meet bi-monthly to share good practice and raise awareness of key topics and learning and development opportunities. These innovative approaches work well in ensuring that services have access to staff who are able to advise on a wide range of Equalities issues and assist in ensuring the mainstreaming of an effective Equality approach across all Council services (including the Education Authority and Licensing Board). These staff also have access to an online equalities shared document site for sharing good practice information. Community Equality Advisory Group (CEAG) Relationships with the wider community continue to be positive and the local CEAG which comprises a wide range of equality community interest groups, individuals drawn from the Community Planning Partnership and local and national organisations. It meets a minimum of 3 times per annum and is chaired by Council’s Equality and Diversity Lead. Page 57 of 300
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Perth and Kinross Council Equality Mainstreaming Report 2025-29 12 A Perth and Kinross where everyone can live life well, free from poverty and inequality In addition, our equality aims and outcomes will be linked to the relevant Local Outcomes Improvement Plan (LOIP) priority areas to ensure a mainstreamed approach and considered by the Community Planning Partnership. We continue to update our information relating to Equality and Diversity on the Council’s website and our intranet site for staff. We will continue to develop our approach to reporting on these outcomes through ongoing dialogue with all stakeholder groups mentioned and plan to make available a copy of the outcomes in Easy Rad and British Sign Language (BSL) as we have done previously. Partnership Working One of our key priorities is to work in partnership with our communities and we continue to expand and improve our work with a range of different partner organisations and community groups to support the delivery of our equalities programme. Many of those organisations are experts in a specific area of equalities and it is vital that we are able to learn from their expertise to ensure our services remain inclusive and fair for all. This partnership approach has helped us to continue to foster good relations between communities and ensured a cohesive approach for different groups wishing to access and find out about services appropriate to their needs. It has also helped the wider community learn more about our diverse communities and the contribution they make to our local community. We want everyone living here regardless of their background to feel safe, welcome, and included. We also have regular meetings with third sector and community groups which support LGBT+ community members (LGBT+ Development Group) and minority ethnic community members (Community Integration Network) Equalities Policy and Assessment of Impact Coinciding with this review of Equality Outcomes we undertook a review of our existing Corporate Equality Policy. The review ensured that the policy remains readable, relevant and compliant with relevant regulations. It is available on the Council’s Intranet for staff. Page 58 of 300
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Perth and Kinross Council Equality Mainstreaming Report 2025-29 A Perth and Kinross where everyone can live life well, free from poverty and inequality 13 We also review our learning and development opportunities for staff in relation to different areas of equality on an ongoing basis. This includes our face-to-face and e-learning opportunities. A programme of staff learning sessions in relation to equality is in place with additional new opportunities available and our e-learning module has been updated. We have recently updated our Impact and Value process to allow all aspects of Impact Assessment to be readily considered using an online approach through the Intranet. This integrated approach has produced a more accessible, electronic tool which allows an assessment of impact more widely from conception to implementation of policies and allows the equality impact to be measured at the same time and in the same way as other areas being considered. Our existing Equality and Fairness Impact Assessment document is an integral part of this process and was reviewed in 2024 to ensure it remains relevant and user-friendly. This approach to reviewing our Equalities Policy and Impact Assessment process has allowed us to advance equality of opportunity for all staff involved and effectively mainstream expertise across services. If you or someone you know would like a copy of this document in another language or format, (on occasion, only a summary of the document will be provided in translation), this can be arranged by contacting the Customer Service Centre on 01738 475000. You can also send us a text message on 07824 498145. All Council Services can offer a telephone translation facility. BSL users can contact us via Contact Scotland BSL, the online British Sign Language video relay interpreting service. Find out more on the Contact Scotland BSL website https://contactscotland-bsl.org Page 59 of 300
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Appendix 2 Equality Case Study Examples This is a small sample of some of the positive equalities work undertaken across different outcomes. Further details can be provided upon request. Equality Outcome – Multi-cultural and equality-related events in the calendar will be visibly celebrated and promoted Perth Mela Event – the annual Mela is now a staple in the events calendar and took place this year in June on the North Inch with thousands attending in glorious sunshine to see colourful acts and lively performances, try some diverse and tasty food, visit some stalls selling arts and crafts and take part in some fun all-age activities. Event is organised in partnership with Perth Mela Association. Equality Outcome – A staff learning and development programme for equality and diversity will be delivered and extended to partner organisations British Sign Language (BSL) Level 1 course for staff – another course has been offered to staff across the organisation this year this as part of the Council’s actions arising from our BSL Plan The course is delivered in 2 x 5-week blocks by a Tutor who has been teaching BSL for over 30 years who was born Deaf and is a native BSL user living locally. 12 staff are scheduled to complete this course working in different council services. Equality Outcome – Our school curriculum will include equality and diversity topics Schools Programme – programmes in schools continue to be offered by Show Racism the Red Card (delivered in partnership with Saints Community Trust) and the Anne Frank Trust. Our partnership work with Show Racism the Red Card is the longest running partnership with any local authority in Scotland stretching back to 2008. The anti- racism message is promoted in Primary Schools across Perth and Kinross. Saints in the Community coaches deliver a 90-minute session, which includes an awareness class and a physical activity session at each of the participating schools or at a stadium event where possible. In 2024 21 schools were visited and delivered 26 workshops, engaging with a total of 585 pupils. In 2025 17 schools were visited and delivered 22 workshops, engaging with a total of 473 pupils (with 4 schools still to visit at time of reporting). In October, P7 classes from two local primary schools to attend our SRtRC Stadium Event at McDiarmid Park. In partnership with SRtRC Scotland and St Johnstone Football Club, the pupils took part in a range of workshops throughout the day, engaging in a Q&A panel with some special VIP guests. Since the programme with the Anne Frank Trust has commenced in 2023, they have worked with 3 primary and 4 secondary schools reaching a total of 1782 young people – workshop figures for 2025 have still to be collated and added. Workshops 8 Page 61 of 300
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cover Antisemitism, Anti-black racism, Gender equality and homophobia, History today and talks by Holocaust Survivor Dr Martin Stern MBE. Equality Outcome – the Council will commit to delivering positive actions in relation to both the Council of Sanctuary and HIV Fast Track Cities initiative Council of Sanctuary - Perth and Kinross Council was approved as a Council of Sanctuary in September 2024 following prior approval at the Council meeting on 6 March 2024. This work will be reported in full in a separate report outlining the actions taken to date but the work was described in a Ministerial Statement at the Scottish Parliament in September 2025 by Kaukab Stewart MSP Minister for Equalities as “excellent community development and refugee integration work that is taking place across Perth and Kinross, which brings communities together through community cafes and shared passions such as football. I also learned of the support that Perth and Kinross Council gives to young people who are seeking asylum, by helping them to understand and access the support to which they are entitled, delivering local orientation and English classes and supporting them to integrate into the local community through volunteering opportunities and sport.” HIV Fast Track Cities – we are committed to reducing the stigma associated with HIV as part of this joint initiative with Dundee City Council and NHS Tayside and have actively promoted awareness raising and positive messaging in the area and with staff on HIV Zero Stigma Day (21 July) and World Aids Day (1 December). Page 62 of 300
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee: Perth and Kinross Council Date of Meeting: 14 January 2026 Report Title: Health and Social Care Financial Recovery Update Report Number: 26/12 Report Author: Jacquie Pepper, Director Integrated Health & Social Care/Chief Officer Organisational Lead: Jacquie Pepper, Director Integrated Health & Social Care/Chief Officer _______________________________________________________________ 1. Purpose 1.1 This report updates Council on work undertaken to scope out potential financial recovery actions as set out in Part B of the Integration Joint Board (IJB) Financial Recovery Plan considered by the IJB on 8 October 2025. It also includes an initial, high-level assessment of each potential action. 1.2 The report also provides clarity on the decision-making responsibilities of both IJB and Council in relation to adult social care and considering that, proposes that Part B options be considered as part of the Council Budget setting process for 2026/27 following confirmation of the Scottish Government’s budget settlement. 1.3 Sections • Background and Context • Financial Position • IJB Financial Recovery Plan • Implications for Perth & Kinross Council • Conclusion • Impact & Value Assessment • Appendices 9 Page 63 of 300
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2. Recommendations It is recommended that the Council: 2.1 Notes delivery progress in-year on Part A of the Recovery Plan as reported to the IJB on 17 December 2025; 2.2 Notes the work undertaken to date in relation to Part B actions, their likely impact and associated risks; 2.3 Notes the clarified decision-making responsibilities of the IJB and Perth & Kinross Council with reference to the proposed Part B Actions; 2.4 Notes that Part B options require to be considered as part of the Council’s budget setting process for 2026/27; and 2.5 Agrees to continue to work collaboratively with the IJB, NHS Tayside and other strategic partners to resolve the structural funding gap for health and social care in Perth & Kinross 3. Background and Context 3.1 This report is provided to ensure that Council is fully appraised of the financial impact of significant and unprecedented demographic and population changes in Perth and Kinross which have resulted in a substantial increase in both the complexity and volume of social care needs, particularly among older people and those with learning or physical disabilities. The resulting demand has outpaced available funding, creating a material gap between assessed need and budget provision. 3.2 With a Health and Social Care emergency declared by way of a Motion to Council on 10 December 2025, it was agreed that urgent, coordinated action was required to safeguard the wellbeing of our communities and ensure equitable access to social care. 3.3 Table 1 below demonstrates that the Demand Index in Perth & Kinross baseline = 100 in 2001) rises steadily reaching 370 by 2028. This represents a 3.7 x increase in service demand over the period. 3.4 Growth is driven by: • Population aged 75+ increasing by 78%. • Population aged 85+ increasing by 90% from 2001 to 2023 and projected to rise another 14% by 2028 • Old-age dependency ratio doubling from 25 to 52 per 100 working-age people. Page 64 of 300
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Table 1. Increase in adult social care demand 2001-2028 *** In the context of social care, a demand index typically aggregates various indicators— such as demographic trends, prevalence of certain health conditions, and rates of service usage to provide an overall score or value that reflects current and projected need*** 3.5 This level of service demand indicates a requirement for a significant expansion in social care including staffing, specialist roles, and training in working with very old people as well as increased residential care and home adaptation programmes. Contrary to managing budget insufficiency through a range of proposed savings and limitations or reductions in services, the demographic change indicates a requirement for a substantial increase in funding for integrated health and social care if the Council is to meet demand and continue to deliver on its vision and priority to protect and care for our most vulnerable people. 3.6 The relationship between performance and the HSCP transformation programmes is central to addressing the financial position of the HSCP and achieving sustainable health and care services. Workstreams are prioritised with the dual aim of improving care and achieving greater efficiency. Workforce capacity, rising demand and increasing complexity present significant challenges and quarterly reporting on performance is fundamental to demonstrating impact in this challenging environment. The HSCP has driven forward service redesign and transformation to deliver the IJB’s Strategic Plan 2024-2027. Transformation is focused on shifting the balance of care towards prevention; addressing needs arising from demographic change namely the ageing population and prevalence of dementia; increasing equality of access and addressing unmet need in the community. The most recent performance report shows how all of this is leading to improved outcomes over time. 3.7 The HSCP is reprofiling its Transformation Programmes. Existing transformation initiatives are being reviewed to accelerate delivery and maximise savings. Page 65 of 300
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This includes digital enablement, workforce redesign, and integrated locality planning along with a requirement to align with the five principles Scottish outlined in the Scottish Government’s Service Renewal Framework for Health & Social Care published in June 2025: • Prevention: Prevention across the continuum of care • People: Care designed around people rather than the ‘system’ or ‘services • Community: More care in the community rather than a hospital-focussed model • Population: Population planning, rather than along boundaries • Digital: Reflecting societal expectations and system needs 3.8 As set out in previous reports to both the IJB and Council, these pressures are not unique to Perth and Kinross but reflect a national picture of underfunding in social care, with many Integration Joint Boards across Scotland facing similar challenges and depleted reserves. However, the rural geography, and relative higher growth in our older population create specific service and costs pressures, which have a significant impact across both the Integration Joint Board’s strategic plan and consequently the Council’s budgets. For example, it is estimated that the hourly costs of delivering care at home in a rural setting is circa 9% higher than delivery within an urban locality. The considerable additional costs associated with delivering social care to rural and remote rural communities requires further exploration and Officers will continue to work on understanding the scale of this locally and through national networks. 3.9 The actions under Part B of the IJB’s Financial Recovery Plan were proposed as possible options to manage the delivery of its strategic plan within available resources. Each of these actions would result in a reduction in the level of service provided and a need for a revision of the strategic plan. This is highly likely to mean limiting who can access services, reductions in the level of care and support are delivered or scaling back the Health and Social Care Partnership’s (HSCP) planning and oversight activities. 3.10 The Covid-19 pandemic clearly illustrated the wide-ranging system-wide impacts of reducing health and social care provision. Reductions or limitations will result in additional strain on other council services and NHS services. Delayed discharges will rise, support at home will decrease, individual health conditions will worsen, care needs will rise with more people requiring crisis interventions, waiting lists will lengthen, and the equality gap is likely to widen. All will likely result in financial pressures in other areas of the health and social care and wider council services. 4. Financial Position National Financial Position 4.1 Protecting health and social care was a priority during the Covid-19 pandemic and HSCPs were provided with significant non-recurring financial support to support and alleviate escalating need in vulnerable and at-risk people across our communities. Page 66 of 300
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The Perth & Kinross HSCP was at the forefront of the work to protect and safeguard the health and wellbeing and additional funding allocations assisted in securing this. Following the pandemic, the situation for IJBs has continued to worsen at a national level. The Accounts Commission’s Integration Joint Boards Finance Bulletin published in March of this year highlighted that the finances of all IJBs continue to be precarious, with the majority reporting a deficit in the cost of providing services, requiring unplanned use of reserves and additional contributions from partner bodies. A report on local government finances developed by the LGIU also highlights adult social care as the number one pressure across Scottish local authorities. The situation in Perth and Kinross is in line with this national position. 4.2 While the GAE (Grant Aided Expenditure) calculations for the 2026/27 budget cycle are not yet fully known, COSLA has advised of changes to the allocation methodology for adult social care that is likely to negatively impact upon the funding settlement for Perth and Kinross Council. The principle of these changes was agreed by COSLA leaders in late 2025 with the full implications only now being provided following the detailed work by Scottish Government. The Scottish Budget is due to be announced the day prior to Council’s considerations of this report so any further detail be shared verbally as part of the introduction to this report. Local Financial Position 4.3 Since 2019/20, increasing demand and complexity of care requirements have outpaced available funding, creating a material gap between assessed need and budget provision. 4.4 The Health and Social Care Partnership delivered £12 million in savings between 2022 and 2025 and is projected to achieve an additional £2.5 million by the end of March 2026. Audit Scotland noted in September 2025 that the IJB has made significant progress towards recurring savings targets. Substantial savings and efficiencies have already been delivered within health and social care to meet additional population growth and increased demand and the remaining options to further reduce expenditure without significant adverse impact are limited and extremely challenging. 4.5 Based on the most recent Local Financial Return (LFR) for 2023/24, for the level of adult social care expenditure per 1,000 population, Perth & Kinross ranks as the 29th lowest of the 32 local authorities in Scotland. Further demonstrating that, to date, the social care budget has been managed efficiently and effectively. This significantly reduces the scope for achieving further material savings without impacting on service delivery or worsening outcomes for people who use services, very restricted. 4.6 In 2024/25, the IJB experienced significant pressures beyond those anticipated in the 2024/25 Budget and on 2 October 2024 (Report No. G/24/163) the IJB approved a Financial Recovery Plan which included the use of IJB uncommitted reserves, in line with the Integration Scheme, and a series of cost saving actions. Page 67 of 300
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4.7 Recognising the situation faced by the IJB in 2024/25 the Council’s Revenue Budget for 2025/26 (Report 25/36 refers) approved a contribution to the IJB which included additional recurring funding of £6.7 million to protect and support the delivery of social care services. From 2015/16 to 2024/25 Perth & Kinross Council has passed on all funding from the Scottish Government intended for social care, including additional monies during and post COVID recovery period, funding to support living wage and additionality, however, there has been no additional funding provided over and above this to meet increasing demand. At no point has the Council been required to make savings to support social care. The Revenue Budget for 2025/26 was set using mid-level assumptions however, there was an acknowledged risk that the higher-level assumptions could result in additional costs of £5 million over and above the assumed mid-range figure. That risk has materialised midway through the financial year. This has resulted in a series of reports by the IJB’s Chief Officer and Chief Finance Officer to both the IJB and Council drawing attention to the demand levels being experienced, setting out the financial savings delivered by the IJB, and advising that the IJB’s financial reserves are now depleted entirely as a result of the efforts to manage and meet increasing complexity and demand across adult social care services. 4.8 These reports are listed below: • 20 August 2025: IJB report on the 2025/26 in-year financial position which included a projected net overspend of £4.915m. (Report No. G/25/108) • 1 October 2025: Finance and Resources Committee was advised that as the majority of the IJB’s projected overspend is derived from social care activity it may have implications for Council revenue budgets and that further updates would be provided. (Report No. 25/248) • 8 October 2025: IJB provided with an update on the projected financial position and presented with a Financial Recovery Plan as required by the Integration Scheme to address the anticipated overspend. Part B of the financial recovery plan was noted as including measures for which consultation, performance impact and impact assessments would be required. (Report No. G/25/158) • 29 October 2025: Comprehensive report to Council on the population and demographic changes leading to unprecedented demand pressures in health and social care. Council approved an additional non-recurring allocation of up to £4.180 million from the council’s Uncommitted General Fund Balance in 2025/26 to meet existing costs associated with high service demand and to complete the work outlined in the financial recovery plan. (Report No. 25/278). • 26 November 2025: The financial challenge and in-year response was reported to Finance and Resources Committee by the Council’s Chief Finance Officer as part of the Revenue Budget Update Report. (Report No. 25/326). Page 68 of 300
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• 17 December 2025: IJB received a high-level report confirming the work undertaken to carry out initial impact assessments relating to actions in Part B of the Recovery Plan. The IJB noted advice in relation to the decision-making responsibilities of Council in respect of Part B in the Recovery Plan and that it would be necessary to report to Perth & Kinross Council on the extent to which it was willing to progress each of the five actions. (Report No. G/25/199). • 17 December 2025: IJB received a Finance Update report and was advised of progress made in implementing the Part A recovery actions and that the associated savings will be delivered. (Report No. G/25/198) 4.9 In recognition of all these factors, and the findings of the Scottish Fiscal Commission’s 2025 Fiscal Sustainability Report about the impact of an ageing population on health and social care spending, elected members voted to declare a Health and Social Care Emergency in Perth and Kinross, becoming one of the first in councils in Scotland to do so. On the instruction of that motion the Council Leader has written to the First Minister, the Cabinet Secretary for Finance and Local Government, and the Cabinet Secretary for Health and Social Care to convey the critical nature of the situation locally and to request urgent meetings to discuss options to address the increasing demand pressures and ensure a sustainable future for our health and social care sector. Current Financial Position 4.10 Based on the latest financial update for month 7 presented to the IJB, the recurring budget for Perth & Kinross IJB in 2025/26 is £279.4 million. Of this, £176.5 million is allocated to health services and £102.8 million to adult social work and social care. As of month 7, after Part A recovery actions and use of all remaining general reserves, there is a projected gap of £4.414 million (1.6% of the total budget). Social Care faces a £4.167 million shortfall, 4.1% of the Social Care budget. 4.11 At the IJB Meeting of the 17 December the IJB noted that Perth & Kinross Council had agreed an additional allocation of up to £4.180 million in 2025/26 to the IJB to meet existing costs associated with high service demand and to complete the works outline outlined in Parts A and B of the Financial Recovery Plan; that as part of the work undertaken an exercise has been completed to clarify the respective decision-making responsibilities of the Integration Joint Board, Perth & Kinross Council and NHS Tayside in relation to the financial recovery actions; and that the Chief Officer will report progress on Part B to Perth & Kinross Council as part of its budget setting process. Page 69 of 300
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5. IJB Financial Recovery Plan 5.1 To address the in-year financial pressures, the Chief Officer and the Chief Finance Officer presented a Recovery Plan to the Integration Joint Board on 8 October 2025. The Plan combines immediate in-year actions to reduce costs and a range of potential medium to longer term measures. The financial recovery plan needs to balance the requirement to reduce costs with the legal obligation of the Council to provide safe and effective care and support for vulnerable adults. The HSCP is already preparing detail on a range of other measures and savings options in preparation for budget setting for 2026/27 to 2029/30 which will consist of reducing and removing services with the inevitable negative impact on our vulnerable citizens. 5.2 All other efficiency measures and service improvements of any material financial value have either already been delivered, identified, or are in the process of being implemented. In the absence of recurring additional social care funding, the IJB and its partners are in the undesirable position of having to consider a series of exceedingly difficult proposals to secure the sustainability of essential social care services for the local population. It is for these reasons that the recovery plan is in two parts: • Part A focusses on short terms savings measures which the Health and Social Care Partnership, with professional advice, considers deliverable. These include further strengthening vacancy management, repurposing earmarked funds, reducing supplementary staffing costs, and raising professional and leadership oversight of complex care decision-making. Part A update: The IJB was advised of progress made in implementing the Part A recovery actions. For Health and Social Care, the original projected savings were for £0.7m and £0.25m, respectively. The latest financial monitoring indicates that whilst the actions are challenging, the savings will be delivered in full. • Part B outlines potential strategic options which include reviewing commissioning models and eligibility criteria. These longer-term changes will require full impact assessments and consultation with affected stakeholders. 5.3 Given the potential options being considered in Part B of the Recovery Plan, legal advice was sought regarding the demarcation of roles and responsibilities between the Integration Joint Board and the Council. The IJB has a strategic role in terms of the adult social care function. It prepares the Strategic Plan and issues Directions to the Council (and NHST) to carry out the delegated functions in accordance with that plan within an identified budget. Whilst these Directions are the mechanism by which the IJB implements its Strategic Plan, they do not transfer legal duties, nor can they create new or substitute statutory tests. Page 70 of 300
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5.4 The Council retains the statutory duty under Section 12 A of the Social Work (Scotland) Act 1968 to assess individuals who may be in need of community care services; and having regard to that assessment, it is for the Council to determine whether those needs call for the provision of services. This is therefore a two-stage test, and it is in determining the second part (whether to provide a service) that questions such as eligibility criteria, resource prioritisation etc. come into play. 5.5 The IJB has directed that Part B of the Financial Recovery Plan should be scoped out considering the causes of service and financial pressures to identify potential medium to long term preventative measures; acknowledging that potential actions in Part B of the Financial Recovery Plan would be challenging to deliver and present risks in relation to the delivery of the IJB strategic plan, adverse impact on population safety and wellbeing, and overall performance. 5.6 As stated above, however, the proposed Part B measures are for the Council to agree to or otherwise given it statutory duties in terms of assessment and provision. It is for that reason that they fall to be considered as part of the Council’s revenue budget setting discussions. The work carried out to date is set out below to inform those discussions. Part B update: Officers in the Health & Social Care Partnership have completed an initial scoping on each of the five actions proposed in Part B of the Recovery Plan including: • a high-level assessment about the extent to which the action will constrain the IJBs Strategic Plan 2024-27 • early identification of risks • initial Equalities and Fairness Impact Assessment to identify potential impact on those with protected characteristics under the Equality Act 2010 (as far as is possible without direct engagement with stakeholders) • identification of legislative requirements, statutory guidance, and specific legal advice • early assessment of impact on performance • benchmarking with other areas across Scotland • indicative financial costings • high level assessment of system-wide impact e.g. partners and service providers Page 71 of 300
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5.7 An initial scoping and impact assessment has been completed in relation to the five key actions proposed in Part B of the IJB Financial Recovery Plan and the scoping and assessment to date is set out below: Recovery Actions Scoping and Assessment to Date Limit access to social care services in-year alongside a comprehensive review of eligibility criteria There is a growing gap between increasing demand and limited financial resources. An initial review of the eligibility criteria indicates that the current application of the policy, criterion and practice is prioritising access to services for people with higher levels of need. The consequential impact of this action is likely to be higher than its potential to reduce costs. Data analysis estimated 93% of individuals provided care are assessed as having substantial and critical levels of need. Perth & Kinross Council no longer provides support for people presenting with low level need. Those with moderate need account only £50k of the total expenditure. While cost efficiency is important, decisions must not be made solely on financial grounds. The potential impact of raising eligibility thresholds brings with it the risk of reduced preventative activity and the resultant escalation, person-centred care, increased crisis interventions, and negative effects on both service users and the workforce. Proceeding with a review of the Eligibility Criteria will require a full Equalities and Fairness Impact Assessment and formal consultation with people who use services and their carers ahead of any recommendation and before any final decision is made. Introduce waiting list for new packages of care Whilst introducing waiting lists can be explored; any potential model must still operate within the Council’s statutory duty under S12A of the Social Work (Scotland) 1968 Act to assess need then decide if it calls for the provision of a care service. Any model should take account of risk would require a full Equalities and Fairness Impact Assessment and consultation. Page 72 of 300
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Recovery Actions Scoping and Assessment to Date Re-examine and consider commissioning models for care at home The recent transformation programme has optimised current delivery, minimised unmet need and had a positive effect on delayed discharges. External provision can be lower cost, but internal provision can help maintain service quality, responsiveness, and coverage in rural areas. There are concerns about the ability to support unpaid carers and the broader workforce, anticipated if internal provision is reduced. Our analysis highlights the strategic importance of Care at Home in sustaining the wider health and social care system, warning that further externalisation could disrupt hospital discharge flows and increase pressure on acute services. Any proposed changes require comprehensive impact assessments and stakeholder consultation to manage risks to service delivery, workforce resilience, market stability, and compliance with legal duties. Accelerate recommissioning of Service Level Agreements (SLA) and contracts. While the current SLA portfolio is extensive and supports diverse user groups, potential savings from re-commissioning, consolidation, or restricting funding to statutory services could significantly impact service quality, equity, and the wider health and social care system. There is some duplication among providers and some smaller organisations at risk from financial pressures. Although some savings are possible through strategic commissioning, drastic reductions would jeopardise early intervention, increase pressure on statutory services, harm vulnerable populations, and risk workforce instability. Efficiencies are possible through alliance or place- based approaches, retaining outcomes through collective efficiency. Any proposed changes require comprehensive impact assessments and stakeholder consultation. Page 73 of 300
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Recovery Actions Scoping and Assessment to Date Vacancy management to be further strengthened to include a freeze on non-frontline posts Non-frontline roles, while not delivering direct care, are vital for supporting the organisation’s infrastructure and enabling the Integration Joint Board (IJB) to meet its statutory duties. These roles have already undergone substantial cuts and have minimal flexibility. Further reductions would threaten the HSCP’s ability to function beyond basic statutory requirements. The ability to manage best value, risk, quality, efficiency, partnership working and system-wide planning would be compromised, presenting further risk. This would require a comprehensive impact assessment, robust staff, and stakeholder engagement a full Equalities and Fairness Impact Assessment, HR impact assessment, and formal consultation with staff, trade unions, and partner organisations. 6. Implications for Perth and Kinross Council 6.1 According to the Integration Scheme, if a recovery plan fails, IJB reserves are used first. The IJB has exhausted all remaining general reserves. Therefore, after Part A recovery actions, the remaining forecast gap based on expenditure to month 7, is £4.167m in-year. The Council has already approved to support the IJB in-year and agreed an additional allocation of up to £4.180 million in 2025/26. 6.2 The financial position going into 2026/27 may be further exacerbated by a redetermination by Scottish Government of the adult social care local elements of GAE after proposed changes to the methodology used to distribute funding between local authorities. 6.3 Legal advice indicates that the decision to take forward any of the proposals in Part B will require approval of the Council. 7. Conclusion 7.1 The Perth and Kinross Integration Joint Board (IJB) faces a significant financial challenge for 2025/26, driven by increased demand and complexity in social care services. 7.2 Despite substantial savings achieved in recent years, the scale of current pressures means that further reductions will be extremely difficult without impacting service delivery and negative impact for vulnerable adults and older people. This reflects the national situation where IJBs are experiencing depleted reserves, significant financial pressures, increasing demand, and complexity of need. Page 74 of 300
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7.3 Although the actions in Part B were initially considered as part of the 2025/26 Financial Recovery Plan, they will now form part of the budget setting processes for 2026/27. As a result, there is no financial benefit anticipated within the current financial year. It may not be possible to close the financial gap for 2026/27 through savings available to the IJB and additional funding or alternative systems solutions may still be required. The IJB authorised the Chief Officer to formally request that Perth & Kinross Council and NHS Tayside work collaboratively with the IJB to set a balanced budget for 2026/27. 7.4 Should it not be possible to provide a range of measures to meet the demand levels within social care, including the potential use of Part B Options, it will fall to the Council to consider the level of funding it makes available to the IJB to deliver services. In the event of Council requiring to provide additional funding to meet the level of demand in adult social care, it will be required to implement cuts in services across other areas of Council service. 8. Impact and Value Assessment 8.1 A comprehensive Equalities & Fairness Impact Assessment will be required ahead of any decisions relating to any of the Part B Recovery Actions. The impact assessments will need to identify the potential impact on outcomes across all of those with protected characteristics. In addition, the assessment will be informed by legal and professional advice and identify the impact on unpaid carers, workforce, as well as other parts of the health and social care system including acute hospital services, and other Council services. Crucially, these must also evaluate the impact on the social care market which comprises commissioned providers in third and independent sectors. 8.2 The impact assessment should thoroughly review how proposed actions may affect the strong performance and improved outcomes achieved in the last 4-5 years, especially since Covid. 9. Appendices None. Page 75 of 300
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Perth and Kinross Council Date of Meeting: 14 January 2026 Report Title: Chief Social Work Officer Annual Report 2024/25 Report Number: 26/13 Report Author: Arun Singh, Chief Social Work Officer Organisational Lead: Arun Singh, Strategic Lead – Children, Families and Justice ___________________________________________________________________ 1. Purpose 1.1 The report provides a comprehensive overview of how the Chief Social Work Officer (CSWO) has fulfilled legal, professional, and governance responsibilities over the past year. It details the delivery of social work services, in line with national legislation and local strategic objectives, ensuring that the Council is fully informed of the service’s performance, compliance, and alignment with best practice. 1.2 The report provides the opportunity to scrutinise key achievements, challenges, and areas for improvement across Children and Families Social Work, Adult Social Work, and Justice Social Work services. The report highlights the impact of early intervention, trauma-informed practice, and multi-agency collaboration, as well as the social work service’s response to the increasing complexity of cases, demographic pressures, and financial constraints. It also provides assurance regarding the quality of safeguarding, governance arrangements, and the effectiveness of workforce development initiatives. 1.3 The report serves as a foundation for continuous improvement, ensuring that social work services remain responsive, resilient, and committed to delivering high-quality, person-centred support. In addition, the report details the arrangements to enable the CSWO to fulfil the responsibilities outlined in Section 5 (1) of the Social Work (Scotland) Act 1968 (as amended). The report was submitted to the Office of the Chief Social Work Advisor at the Scottish Government on 22 November 2025. 10 Page 77 of 300
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1.4 Sections 1. Purpose 2. Recommendation 3. Background/Context 4. Proposals 5. Conclusion and Assessment of Performance 6. Impact Value Assessment 7. Appendices 2. Recommendation It is recommended that Council: 2.1 Takes assurance from the CSWO Annual Report 2024/25, that despite challenges, overall performance across social work and social care service areas has remained high in delivering quality services. 3. Background/Context 3.1 The Social Work (Scotland) Act 1968 (as amended), requires every local authority to appoint a single CSWO. 3.2 Scottish Government ministers published statutory guidance in 2016 on the role of the CSWO for local authorities and partnerships which have certain social work functions delegated to them. The CSWO role was established to ensure the provision of appropriate professional advice in the discharge of the full range of the local authority’s statutory functions, and the updated guidance sets out the importance of the CSWO role within Integrated Joint Boards. 3.3 The CSWO is accountable to elected members of the local authority and must be: • A qualified social worker, registered with the Scottish Social Services Council; • Designated as a ‘proper officer’ of the local authority; • Of sufficient seniority and experience in both the operational and strategic management of social work services; and • A non-voting member of the integration authority. 3.4 The CSWO is a role and function, rather than a specific job description, and is therefore, distinct from the post holder’s operational management responsibilities as Strategic Lead – Children, Families and Justice. It is for the CSWO to use their authority to challenge and intervene when proposals may have a detrimental impact on vulnerable citizens or to the workforce on whom they depend. Page 78 of 300
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In leading the social care and social work profession, the CSWO provides: • Professional independent advice to the Chief Executive and elected members in relation to the discharge of the local authority’s statutory functions as outlined in the Social Work (Scotland) Act 1968 (as amended); • Strategic and professional leadership in the delivery of social work services; • Assistance to local authorities and their partners in understanding the complexities and cross-cutting nature of social work services and the key role they play in meeting local and national outcomes; and • Support for performance management and the management of corporate risk. 3.5 Together with the CSWO, elected members have duties to oversee that effective, professional, and high-quality social work and social care services are delivered to professional standards. The CSWO Annual Report and its consideration by Perth and Kinross Council and the Perth and Kinross Integrated Joint Board is one important way to accomplish this. The CSWO Annual Report is an opportunity to gauge the quality of performance of social work and social care services and to identify the challenges for continuing to meet the needs of local people and communities into the future. The Office of the Chief Social Work Adviser at the Scottish Government uses all 32 local authorities CSWO Annual Reports to produce a national summary report, and this provides an opportunity to set our local social care and social work services in the wider national context. 3.6 The CSWO Annual Report for 2024/25 reflects a year of significant progress and ongoing challenges across social work services in Perth and Kinross. The report highlights the unwavering commitment of the workforce to early intervention, trauma-informed practice, and collaborative service delivery, all aimed at improving the lives of individuals, families, and communities. 3.7 Throughout the year, social work services have continued to embed person- centred approaches, strengthen multi-agency partnerships, and align their work with national priorities, ensuring that the most vulnerable are supported with dignity and respect. Children and Families Social Work 3.8 In Children and Families Social Work, service quality and performance have been underpinned by a commitment to early intervention and prevention. The Multi Agency Screening Hub has enabled timely, coordinated responses to non-urgent referrals, while the Family Support Team and COPE (Children and families who are Open to social work services for Planned interventions in the Evenings and weekends) have provided short-term, early interventions to prevent family crises. The Families Empowering Communities project has delivered community-based support, reducing the need for ongoing statutory involvement. Page 79 of 300
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3.9 In child protection, the number of formal interventions has decreased, with more families receiving support at earlier stages of need. 3.10 The implementation of the Scottish Child Interview Model and the Bairns’ Hoose Pathfinder has enhanced trauma-informed responses for children affected by abuse and justice involvement. Despite a rise in concern reports being raised, the number of children being referred has stabilised, suggesting that early help is having a positive impact, which is less distressing for families. 3.11 The service has prioritised building capacity for early intervention, expanding wraparound support beyond standard working hours, and creating opportunities for relationship-based practice. These efforts have contributed to a decrease in the number of children and young people being accommodated away from home, albeit with a commensurate increase with those looked after at home. This evidences that whilst the complexity of issues continues to exist, these are being supported in greater numbers within family households. 3.12 Performance data continues to show a clear shift away from statutory compulsory intervention and moving more towards statutory voluntary intervention. In statistical reporting, this data is not accounted for and is giving a false impression that overall need is decreasing. Workloads across the service have remained static, albeit with a greater complexity of need. Adult Social Work 3.13 Adult Social Work services have responded to increasing complexity and demand, particularly among older adults and individuals with learning disabilities and autism. 3.14 In adult protection, the expansion of trained council officers over the past few years and the adoption of multi-agency approaches have strengthened safeguarding, with a consistently high volume of adult protection concerns managed effectively. The service has prioritised prompt screening of concerns, greater emphasis on multi-agency investigations, and targeted interventions to address physical, financial, and emotional harm. 3.15 Data shows a reduction in Adult Support and Protection inquiries which were often single agency lead, to a more targeted approach to investigations through increased use of Inter-Agency Referral Discussions (IRDs) which involve multi agency partners engaging proactively to assess risk. The exponential increase in investigations evidences our strengthened partnership working. 3.16 The expansion of the Specialist Community Outreach and Prevention Engagement team, the Independent Living Panel, and the introduction of a Brokerage service have improved transitions, choice, and outcomes for service users. Page 80 of 300
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3.17 The redesign of Care at Home services and the Discharge Without Delay programme have significantly reduced delayed discharges, while community- based rehabilitation continues to grow. 3.18 The adoption of Self-Directed Support has enabled individuals to exercise greater choice and control over their care, with a notable increase in the use of direct payments and personalised support options. 3.19 The SCOPE (Specialist Community Outreach and Prevention Engagement) team’s multi-disciplinary approach to transition planning for young people with learning disabilities and autism has resulted in smoother transitions and better outcomes, while the Independent Living Panel has enabled more individuals to secure their own tenancies and live independently within their communities. Justice Services 3.20 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 a strategic shift towards restorative, rehabilitative, and trauma-informed justice interventions. 3.21 The Complex Needs Project and Child Impact Assessment Toolkit further demonstrate a commitment to holistic support for individuals affected by justice involvement. 3.22 The service has made significant strides in performance reporting, launching a comprehensive dashboard to empower managers with real-time data, and is preparing to automate this system for greater efficiency. 3.23 Bail Supervision and Diversion from Prosecution have provided constructive alternatives to custody, supporting individuals to remain in the community and address the root causes of offending. 3.24 The Unpaid Work Team has delivered tangible benefits across the community, supporting a wide variety of people and causes, while the prison- based social work teams have adopted trauma-informed approaches and piloted new roles to enhance support for individuals in custody. Summary 3.25 Throughout the year, persistent challenges have tested the resilience of social work services. Recruitment and retention across the social work and care sectors remain difficult, particularly in rural areas, and the shortage of foster carers and supported lodging providers has placed pressure on placement availability. Page 81 of 300
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3.26 Rising demand for specialist support, especially for neurodiverse children and adults with complex needs, has stretched capacity, while financial pressures driven by demographic change and inflation, have required careful resource management and strategic planning. 3.27 Working in a constantly evolving work environment, presents challenges to our workforce that cannot be underestimated. The need for services to support learning and development opportunities, and the strengthening of governance to ensure high standards of statutory compliance, is essential. 3.28 Inspection outcomes and performance data reflect a culture of continuous improvement and accountability, with a strong emphasis on quality assurance and reflective practice. 3.29 The report details robust governance and accountability arrangements, with the CSWO maintaining strong lines of communication with key stakeholders across the Council and Health and Social Care Partnership. 3.30 Statutory responsibilities have been delivered through a range of governance and advisory activities, including professional input to Council and Integration Joint Board committees, active involvement in public protection groups, and oversight of secure care orders and welfare guardianship arrangements. 3.31 Workforce sustainability remains a key priority, with efforts focused on recruitment, retention, and professional development. 3.32 The introduction of new roles, investment in training, and the development of a learning culture have supported workforce resilience, but challenges persist, particularly in care home settings and rural areas. 3.33 The service is committed to supporting staff wellbeing through supervision, access to professional support, and flexible learning opportunities. 3.34 The Learning and Development Team has played a fundamental role in maintaining a skilled, confident, and resilient workforce, with a focus on trauma-informed practice, supervision, and continuous professional development. 3.35 The CSWO has played a key role in workforce development, engaging proactively to support social work students and practitioners, and promoting trauma-informed practice across all service areas. 4. Main Issues 4.1 Financial stewardship has been a central concern, with ongoing pressures across all service areas. Page 82 of 300
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4.2 Changes in life expectancy due to medical intervention have not been factored into costs associated with delivering care and support to some of our most vulnerable citizens. From babies who are born and survive with multiple health conditions, to older people who require complex packages of care when support is needed are just two examples of this. Traditional budget allocations are creating significant pressure on public services as they are no longer able to absorb the costs associated with the changing nature of need in our communities. 4.3 Adult Social Work services have experienced the highest and most rapidly increasing expenditure, driven by elevated demand for community-based care packages, inflationary increases, and demographic trends. Increased demand and financial projections led to the Council allocating additional funding to meet the needs of its most vulnerable citizens in line with mid- range forecasts in February 2025 for the 2025/26 financial year / period. 4.4 Whilst Children and Families Social Work services has seen a reduction in spending, this was due to temporary funding from the Whole Family Wellbeing Fund paying for additional staff working in early intervention services, resulting in fewer children requiring to be accommodated away from home. Thus, the service has managed steady budget growth through proactive workforce planning and external funding. 4.5 In recognition of the changing demographic landscape, the report acknowledges that further efficiencies across service areas, to maintain existing levels of service provision, will be challenging to achieve without additional funding. 4.6 Looking ahead, 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. 4.7 Early intervention will remain central, with expanded wraparound support and targeted programmes aimed at reducing the need for statutory involvement and improving outcomes for individuals and families. 4.8 The implementation of structured self-evaluation and quality assurance mechanisms will strengthen performance monitoring and drive continuous improvement. 4.9 Workforce sustainability, securing long-term funding for early intervention programmes, and adapting to changes in mental health service provision will be critical to sustaining progress and meeting the diverse needs of the population. 4.10 Across all service areas, the focus will remain on fostering resilience, improving access, and enhancing outcomes through collaborative, trauma- informed practice, underpinned by robust data, reflective learning, and a shared commitment to safeguarding and supporting those at risk. Page 83 of 300
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5. Conclusion and Assessment of Performance 5.1 The Chief Social Work Officer’s Annual Report for 2024/25 celebrates the dedication, resilience, and innovation of the social work and social care workforce in Perth and Kinross. 5.2 It is the CSWO assessment that despite significant challenges, the services have demonstrated a steadfast commitment to continuous improvement, accountability, and the delivery of high-quality, person-centred support. The collaborative efforts across the various teams, and multi-agency partnership working has ensured that statutory social work duties have been delivered effectively, during the reporting period; providing assurance on key areas of early intervention, targeted support and public protection. 5.3 The achievements of the past year provide a strong foundation for future progress, ensuring that individuals, families, and communities across Perth and Kinross can live life well, free from poverty and inequality. 6. Impact Value Assessment 6.1 This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment. 7. Appendices 7.1 Appendix 1 - Chief Social Work Officer Annual Report 2024-25. Page 84 of 300
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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 10 Page 85 of 300
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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 Page 86 of 300
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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 Page 87 of 300
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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. Page 88 of 300
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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 Page 89 of 300
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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 Page 90 of 300
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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 Page 91 of 300
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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. Page 92 of 300
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9 Figure 6: Child Protection Activity Page 93 of 300
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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 Page 94 of 300
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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. Page 95 of 300
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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 Page 96 of 300
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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. Page 97 of 300
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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 Page 98 of 300
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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. Page 99 of 300
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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 Page 100 of 300
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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). Page 101 of 300
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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 Page 102 of 300
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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 Page 103 of 300
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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. Page 104 of 300
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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 Page 105 of 300
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22 Figure 19: Adult Support and Protection Activity Page 106 of 300
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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 Page 107 of 300
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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 Page 108 of 300
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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 Page 109 of 300
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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). Page 110 of 300
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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 Page 111 of 300
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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 Page 112 of 300
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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 Page 113 of 300
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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 Page 114 of 300
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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 Page 115 of 300
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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 Page 116 of 300
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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). Page 117 of 300
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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. Page 118 of 300
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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. Page 119 of 300
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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. Page 120 of 300
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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 Page 121 of 300
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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 Page 122 of 300
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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 Page 123 of 300
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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 Page 124 of 300
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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) Page 125 of 300
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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 Page 126 of 300
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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 Page 127 of 300
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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 Page 128 of 300
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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) Page 129 of 300
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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 Page 130 of 300
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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. Page 131 of 300
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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. Page 132 of 300
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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. Page 133 of 300
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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 Page 134 of 300
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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. Page 135 of 300
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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 Page 136 of 300
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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. Page 137 of 300
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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. Page 138 of 300
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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 Page 139 of 300
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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) Page 140 of 300
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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 Page 141 of 300
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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. Page 142 of 300
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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. Page 143 of 300
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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 Page 144 of 300
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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 Page 145 of 300
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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 Page 146 of 300
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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 Page 147 of 300
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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 Page 148 of 300
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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. Page 149 of 300
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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. Page 150 of 300
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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. Page 151 of 300
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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 Page 152 of 300
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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) Page 153 of 300
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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 Page 154 of 300
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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.” Page 155 of 300
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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) Page 156 of 300
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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.” Page 157 of 300
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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 Page 158 of 300
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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 Page 159 of 300
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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 Page 160 of 300
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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. Page 161 of 300
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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 Page 162 of 300
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Perth and Kinross Council Date of Meeting: 14 January 2026 Report Title: Perth and Kinross Adult Protection Committee Annual Report 2024 - 2025 Report Number: 26/14 Report Author: Iain Wilkie, Inter-agency Adult Protection Coordinator (FBSCommittee@pkc.gov.uk) Organisational Lead: Arun Singh, Strategic Lead – Children Families and Justice, and Chief Social Work Officer ___________________________________________________________________ 1. Purpose 1.1 The Annual Report 2024 - 2025 (Appendix 1) (from here on referred to as ‘the report’) provides a comprehensive overview and analysis of Adult Support and Protection (ASP) activity in the reporting year from April 2024 to March 2025. It provides assurance that the protection and welfare of vulnerable and at-risk adults remain a strategic and operational priority. 1.2 The report shows the pressures arising from changing demand for services and our commitment to learning how the often-complex factors can leave an adult at risk of harm. It also demonstrates that this has been managed effectively by prioritising resources and ensuring that there are sufficient skilled social workers to respond timeously and effectively. This will continue to be monitored closely. 1.3 As we move forward, our cycle of audit work demonstrates that we continue to make key improvements and that our multi-agency arrangements continue to be effective in safeguarding adults considered to be at risk of harm. 1.4 Sections 1. Purpose 2. Recommendations 3. Background/Context 4. Main Issues 5. Key Themes and Assurances 11 Page 163 of 300
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6. Continuous Improvement 7. Conclusion 8. Impact Value Assessment 9. Appendices 2. Recommendations It is recommended that Council: 2.1 Notes the wide range of work being carried out by Perth and Kinross Adult Protection Committee (APC) and partner agencies throughout the reporting period from April 2024 to March 2025 to safeguard adults considered to be at risk of harm. 2.2 Endorses the contents of the APC Annual Report 2024 - 2025 (Appendix 1). 3. Background/Context 3.1 The Perth and Kinross APC, in compliance with Scottish Government guidance, publishes biennial reports. As part of the APCs ongoing commitment to a cycle of quality assurance and improvement, annual reports rather than biennial reports are prepared. 3.2 The Perth and Kinross APC Biennial Report 2022 - 2024 (Report No. 24/349 refers) was shared with elected members, the Perth and Kinross Integrated Joint Board (IJB) and the Protecting People Chief Officers Group (PPCOG) in 2023/24. It was also shared with different strategic Health and Social Care Partnership (HSCP) and health governance groups. In order to provide the same levels of strategic scrutiny and oversight, this annual report is also shared with Perth and Kinross Council (PKC) and HSCP strategic groups. 3.3 The report describes the APC’s achievements within this reporting twelve- month period from April 2024 to March 2025. It highlights key strengths and areas for improvement. It confirms that the APC continues to place a strong emphasis on self-evaluation, audit and improvement, and has prepared a programme of evidence-based improvement work for 2025/26 and beyond. 3.4 The report was approved at the APC on 5 September 2025 and at the PPCOG on 17 September 2025. The APC Annual Report 2024-2025 was endorsed by the IJB on 18 December 2025. 4. Main Issues 4.1 On page 7 of the report, a summary infographic of adult protection activity throughout 2024/25 is provided and gives some high-level insight into our ASP activity in the 12-month period from April 2024 to March 2025. Page 164 of 300
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4.2 Page 11 of the report highlights how the number of qualified council officers (someone who is a qualified social worker and has completed both post graduate social work experience and undertaken the council officer training programme) has increased by 35% between January 2021 and January 2025. A further six social workers are in the process of undertaking the council officer training programme in 2025. This has been achieved through ongoing workforce planning and continued investing in enhanced social work training and development opportunities. The number of trained and available council officers is sufficient to meet current ASP demand. 4.3 In this reporting period, April 2024 to March 2025, we have seen a similar level of overall adult protection concerns received compared to previous years, albeit with some variation. Adult protection referrals continue to be received from a wide range of sources. The main three sources of referrals continue to come from Police Scotland, NHS Tayside, social work and social care. 4.4 Page 15 of the report refers to an increase in our referrals from our health colleagues at NHS Tayside. This demonstrates the value of our NHS Tayside Adult Protection Team supporting and encouraging health staff to recognise and report harm. We also see an increase in referrals from family, friends and self-referrals by those who contact social work concerned about the risk of harm that they believe that they are at. The rise in these particular referrals coincides with our increased ASP public campaigning using the PKC social media and advertising sites. Our campaigning raises awareness about what might constitute an adult being at risk of harm and what to do about it. 4.5 The age profile of people referred due to adult protection concerns shows that older adults are most likely to give cause for concern. As with previous years, vulnerability factors include infirmity and frailty due to old age, mental health, physical disability, and learning disability. 4.6 Page 19 of the report refers to how we see a rise in ASP activity for those aged between 40 and 64. This reflects a shift in thinking about how trauma can lead to an inability to safeguard, including using the Adult Support and Protection (Scotland) Act 2007 (the Act) for those where there is coercive control, undue pressure, and those who may experience addiction or hoarding behaviours. As stated previously, this can be an ethically challenging area of work where the right to choice, and what is considered an inability to safeguard, is not easily defined. We continue to work alongside our public protection partners to explore and support practitioners in this complex area. 4.7 Harm is most likely to occur within a home setting, either the person’s own home or within a care home setting. Incidents of harm in care home settings are often found to relate to harm between care home residents, at the low end of severity. Page 165 of 300
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4.8 The most prevalent types of harm remain relatively consistent, with physical harm, financial harm, neglect, self-harm, and psychological harm the most reported, with many investigations involving multiple types of harm. 4.9 Page 21 of the report refers to our use of Large-Scale Investigations (LSI) to mitigate harm in a regulated service (care home, care at home, hospital setting). The ASP lead officer will lead a multi-agency review of our LSI process in 2025/26. 4.10 Our use of the Act, from April to September 2025 remains relatively consistent with the data for previous reporting years. Our audit work and our commitment to self-evaluation and improvement demonstrates how we are using the Act to safeguard adults at risk of harm and how we are strengthening our multi-agency approach to keeping adults safe, particularly where complexity exists. 5. Key Themes and Assurances 5.1 Page 22 of the report refers to how we continue to strengthen our support to the care home sector and where the interface between the APC, the Care Home Operational Group and the strategic leadership from the HSCP exists. The report highlights the importance of data to inform service redesign, with page 31 referring to how the principles of early intervention and prevention has led to the implementation of a mental health triage pathway. This also embraces the principles, values and the spirit of the Act itself by getting the right support from the right people at the right time using the Getting it Right for Everyone (GIRFE) approach. GIRFE is about providing a more personalised way to access help and support when it is needed. 5.2 Page 26 of the report highlights how the findings from our self-evaluation work and the implementation of the new social work recording system, MOSAIC, has offered the opportunity to revise our ASP assessment framework. It is now more person centred, gives greater focus to our ASP activity being more multi-agency, gives greater prominence to the role of the unpaid carer and how safe the adult and their unpaid carer feels after the ASP episode. 5.3 The APC and HSCP are fully committed to self-evaluation, audit, quality assurance, review, and listening to the views of lived experience, to delivering confident and competent support to those adults considered to be at risk. The findings from this work informs the APC Improvement Plan for 2024/26 and beyond. 5.4 Page 24 of the report refers to our commitment to qualitative and quantitative audits to inform our improvement work. From April 2024 to March 2025, the APC has conducted or contributed to the following evaluation activity: • Multi-agency Audit 2024; • Inter-agency Referral Discussion Audit 2024; and Page 166 of 300
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• A thematic review of how we support adults, and their unpaid carers, to attend an ASP case conference. 5.5 Page 26 of the report notes how the Perth and Kinross APC has been invited to participate in several national initiatives around supported self-evaluation and wider joint inspection activity. 5.6 Our involvement in shared improvement work, both at a Tayside and a national level, gives the APC the opportunity to help shape national guidance and use this relationship, and the learning from it, to inform and improve how we keep adults at risk of harm, to be safe in Perth and Kinross. 5.7 Page 28 of the report highlights how supporting adults at risk of harm is not seen in isolation but as part of a wider and coordinated public protection approach to safeguarding. Page 29 of the report highlights examples of ASP and public protection cross cutting themes and the work that exists to support them. 5.8 Page 30 of the report highlights how the APC is an active partner in an innovative research programme, supported by the Royal College of Psychology, to look at how we approach and seek to safeguard where risk is complex. This research will continue into 2026. 5.9 Page 32 of the report highlights our commitment and our investment to learning and development. From raising awareness of ASP to front line practitioners across all sector areas, through to the delivery of specialised and specific council officer training for experienced social workers. 5.10 Page 37 refers to what the APC sees as key areas for improvement throughout 2025 and beyond. This includes safeguarding the older adult, strengthening our public protection approach, supporting adults and their unpaid carers to remain as involved in the ASP process as possible, developing reliable and relevant data to support our self-evaluation work and to strengthening our multi-agency approach to harm. 6. Continuous Improvement 6.1 On 25 April 2025, the APC approved the APC Improvement Plan for 2025/26, giving a particular focus on: • Strengthening a public partnership approach to safeguarding including violence against women, financial harm, those who experience addiction, mental ill-health, and suicide prevention; • Working alongside partners to ensure that our approach to safeguarding the older adult is coordinated; • Continuing to give priority focus on young people and adults in transition between services and securing improvements in the multi-agency, coordinated response; Page 167 of 300
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• Building on our multi-agency approach to delivering ASP in Perth and Kinross; • Improving how we encourage and support adults and their unpaid carers to remain fully engaged in the ASP episode; • Developing a robust multi-agency data set to inform planning, manage workload efficiently, target resources on key issues, to inform improvements to practice, and to demonstrate outcomes; and • Improving our use of chronologies to identify patterns of behaviour and escalating risks. 7. Conclusion 7.1 The report provides a comprehensive overview and analysis of ASP activity this reporting year from April 2024 to March 2025. It provides assurance that the protection and welfare of vulnerable and at-risk adults remains a strategic and operational priority. 7.2 The report clearly shows the pressures arising from increasing and changing demand. It also demonstrates that this has been managed effectively by prioritising resources and ensuring that there are sufficiently skilled social workers to respond timeously and effectively. This will continue to be monitored closely. 7.3 As we move forward, our cycle of audit work demonstrates that we continue to make key improvements and that our multi-agency arrangements continue to be effective in safeguarding adults considered to be at risk of harm. 8. Impact Value Assessment 8.1 This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment. 9. Appendices 9.1 Appendix 1 - Perth and Kinross APC Annual Report 2024 - 2025. Page 168 of 300
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1 APC Annual Report 2024 - 2025 11 Page 169 of 300
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2 2 Contents Page No. 1. Foreword by the Chair of the Adult Protection Committee 4 - Introduction to the Adult Protection Committee 5 report for 24/25 2. Summary of how we safeguard adults at risk of harm 7 - Adult Support & Protection Leadership and Governance 12 3. Analysis of Harm – what our data tells us - Our response to adult concerns and referrals received 14 including IRDs - Our ASP inquiries and investigations 18 - Multi-agency ASP case conferences to manage complexity 20 - Where we have used a protection order to safeguard 21 - Our Large-Scale Investigations 21 4. ASP Activity and service Improvements between 2024 and 2025 - Our self-evaluation and audit work in 24/25 24 - Our participation on workstream 4 and in joint inspection activity 26 - Joint adult and child protection community engagement work 28 - Public Protection development session 2025 28 - Our response to financial harm 29 - Our role in the national ASP improvement programme 30 - Developing a panel to manage complex risk 30 - Using data to target resources 31 5. Training, Learning and Development - Our training programme for 24/25 32 - ASP matters, a peer learning support network 33 - The APC supporting contemporary research to support improvement 34 Page 170 of 300
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3 3 Page No. 6. Communication, Public Awareness Raising and our relationship with others - Our ASP campaigning 34 - What we did to celebrate National ASP Day 20 Feb 35 - Our relationship with other agencies 36 7. Looking forward 37 8. Summary 39 APPENDIX A – Commonly used Acronyms 39 APPENDIX B – Infographic summary (text) 40 Page 171 of 300
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4 4 1. Introduction 1.1 Foreword by the Chair of the Adult Protection Committee I am pleased to present the Perth and Kinross Adult Protection Committee (APC) annual report for 2024 to 2025. Although we as a committee have a statutory requirement to produce a biennial report, for many years the APC has produced an annual report on alternative years to ensure that the APC, along with the Child Protection Committee provides a robust annual evaluation of the work to support vulnerable children and adults in Perth and Kinross. This APC annual report for this year gives an analysis to the number of ASP referrals received and the number of ASP episodes that were used to safeguard. Our commitment to targeted self-evaluation and audit work using national guidance and uptodate research in this last year provides increased confidence in understanding our areas from improvement, and how these improvements will be achieved. The annual report highlights that the APC has faced another busy year with continued high demand and with increasing complexity. However, we know that working together is the only way to deliver effective adult protection services and progress has been made in this, working collaboratively with colleagues, other APCs on the ASP National Improvement Programme and strengthening our own public protection approach. The progress made this year should not only offer assurance that our ASP work in Perth and Kinross is very effective but acts as a basis for the priorities for next year to be delivered. Bill Atkinson, Independent Chair of the Perth and Kinross Adult Protection Committee For noting – As planned, Bill retired from the post of independent chair of both adult and child protection committees in June 2025. Graham Binnie has been appointed as chair to both adult and child committees. Graham will also take a strategic leadership role in shaping our public protection approach. Page 172 of 300
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5 5 1.2 Introduction to the APC Annual Report for the reporting period 1 April 2024 to 31 March 2025. The Adult Support and Protection Act (Scotland) 2007 (hereby referred to as the ASP Act) aims to protect adults who are unable to safeguard their own interests and are at risk of harm because they are affected by disability, mental disorder, illness or physical or mental infirmity. The ASP Act places certain duties on councils and other organisations to investigate and, where necessary, act to reduce the harm or risk of harm. One of these duties is the provision of a biennial report. Section 46 of the ASP Act requires the Convenors of Adult Protection Committees (APC) to produce a biennial report analysing, reviewing, and commenting on APC functions and activities in the reporting 12-month period. The APC has a strong commitment to self-evaluation, quality assurance and improvement work across the partnership in Perth and Kinross at all levels. The APC, Elected Members and members of the Integrated Joint Board (IJB) all receive regular reports on performance and the impact of multi-agency partnership working with vulnerable adults who need support and protection. As part of this enhanced scrutiny and assurance, the APC produces an annual performance report rather than the statutory requirement to provide a biennial report. This Perth and Kinross APC annual report summarises the work of the APC from 1 April 2024 through to 31 March 2025. It reflects upon a continued cycle of self- evaluation and audit, highlighting strengths and identifies areas for improvement as well as how the APC is connected to ASP work in Tayside and with APC areas nationally. Our past APC annual and biennial reports are shared publicly at: Adult Support and Protection Committee - Perth and Kinross Council (pkc.gov.uk) Page 173 of 300
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6 6 The format of this report uses the Scottish Government’s template for APC biennial reporting covering 6 key areas: - Statutory Requirements - Analysis of Harm - Activity and Service Improvements - Training, Learning and Development - Engagement, Involvement and Communication - Looking Forward Page 174 of 300
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7 7 ASP Summary 2024 - 25. 1 1 A textual version of this summary is provided in Appendix A for those who require assistive technology Page 175 of 300
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8 8 2. Local and national context to Adult Support and Protection Perth and Kinross Population Context Perth and Kinross covers an area of 5,286 square kilometres and is the fifth largest area by land mass in Scotland. As of 2022, it had a population of 151,130[1]; which has grown 14.3% since 1998, compared to 7.9% for the whole of Scotland. The number of people resident in Perth and Kinross who are over 65 years old accounts for 24.8% of the population, compared to 20.1% for the whole of Scotland. The age group 75 and over has increased by 55.8% since 1998, whilst its younger age cohort (25-44 years) decreased by 6.3%. this data also tells us that people in Perth & Kinross are more likely to live longer that the rest of Scotland (81 years compared to 78.8 years nationally). This data is shared as these population changes present considerable challenges in the delivery of sustainable and effective Health and Social Care Services. Our ageing population also has relevance to our ASP work. In Perth and Kinross, there are seven Local Action Partnerships: • Eastern Perthshire Action Partnership (Council Wards 1, 2 and 3) • Highland Action Partnership (Council Ward 4) • Strathtay Action Partnership (Council Ward 5) • Strathearn and Strathallan Action Partnership (Council Wards 6 and 7) • Kinross-shire Action Partnership (Council Ward 8) • Almond and Earn Action Partnership (Council Ward 9) • Perth City Action Partnership (Council Wards 10, 11 and 12) [1] 2023 population estimates: Public Health management Information Page 176 of 300
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9 9 These localities each have a local action partnership made up of Elected Members, communities, and public services. Through the local action partnerships, the community planning partnership identifies their particular needs and challenges. As we move forward, our Public Protection arrangements (including adult support and protection) will align with the different locality action plans as well as the Perth and Kinross Community Plan 2022-2032. ASP Vision and Purpose It is our vision that people have the right to live as independently as possible in a safe environment, free from harm, to have their wishes and feelings considered and to have the minimal amount of intervention into their personal lives. Within this 12-month reporting period, we continue to actively promote our ASP vision. We do this in several ways including how it is used in our public raising awareness campaigning and using the vision in our ASP assessment framework to measure against how safer adults feel following an ASP episode. Our ASP work in a national context Adult Support and Protection in Perth and Kinross is connected to the National ASP Strategic Forum: https://www.gov.scot/groups/adult-support-and-protection-national-strategic- forum The National Strategic ASP Forum provides a strategic and cross sectoral view of what is needed to improve the delivery of Adult Support and Protection across Scotland. The forum assists Scottish Government and delivery partners in identifying the workstreams required to improve the assurance and operation of Adult Support and Protection and its interface with existing and developing legislative and policy areas. Page 177 of 300
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10 10 The Scottish Government also supports the role of the National Adult Protection Coordinator. This role involves making connections to build stronger local networks and to improve the co-ordination, development, and dissemination of best practice, as well as promoting joint working between Adult Protection Committees. The National Improvement Plan has identified 6 main ASP areas: • Assurance and Inspection • Governance and Leadership • Data and outcomes • Policy • Practice Improvement • Prevention The Perth and Kinross Adult Protection Committee Improvement Plan for 2024 to 2026 is aligned to and driven by with these 6 key strategic areas. The Perth and Kinross APC also contributes to the national ASP agenda. The Perth and Kinross APC Independent Chair, the Associate Nurse Director for the NHS Tayside Public Protection team, the Detective Inspector, Tayside Division Risk and Concern Hub and the Perth and Kinross ASP coordinator are all engaged in several Tayside and National ASP strategic longstanding and short life working groups. The work stemming from these groups influences and informs the Perth and Kinross APC Improvement Plan. Summary of how we safeguard adults at risk of harm. The following is an overview of the pressures, developments, complexities, and challenges in delivering the range of statutory Adult Support and Protection (ASP) activity within this reporting 12-month period and governance arrangements that continues to oversee it. Page 178 of 300
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11 11 Safeguarding adults at risk of harm is an organisational priority in Perth and Kinross. Only a qualified council officer is authorised to undertake certain functions of the Adult Support and Protection (Scot) Act 2007. A council officer is a qualified social worker who has completed both post graduate social work experience and undertaken the council officer training programme. The graph demonstrates how we have grown our number of council officers in this last 5 years, from 40 full and part- time council officers in Jan 2021 to 61 full and part time council officers in Jan 2024. This is a figure that has been sustain throughout 2024/25. A further six social workers are in the process of undertaking the council officer training programme in 2025. This demonstrates a commitment to fulfilling statutory responsibilities as defined in the ASP Act. It reflects our ability to recruit, retain, support and encourage social workers to develop. It also demonstrates our commitment to understanding current and future workforce planning. The number of available council officers in Perth and Kinross is able to meet the current ASP demand to inquire and investigate where harm may exist. Our data also shows a consistently high number of adult protection concerns received throughout this reporting 12-month period. We can also demonstrate how our use of the ASP Act has changed in recent years and how this trend reflects an increase in complexity, a more multi-agency, coordinated and outcome focussed approach to safeguarding as well as a better understanding how the ASP Act can and should be used to keep adults safe from harm. More about this will be discussed later in this report. Adult Support and Protection is a multi-agency approach to safeguarding harm, and throughout this report, reference will be made to how we have strengthened these partnerships. 0 20 40 60 80 Jan 21' Jan 22' Jan 23' Jan 24' Jan 25' Council Officer Numbers Page 179 of 300
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12 12 Adult Support and Protection leadership and governance A continued focus has also been given to strengthening our public protection agenda throughout 2024/25. How we did this will be discussed later in this report. There is collective leadership of public protection in Perth and Kinross, and this ensures that there is a focus on public protection, and it is prioritised. The Perth and Kinross Chief Officers’ Group (COG) meets quarterly and offers support, scrutiny and challenge to the APC alongside other public protection partnerships. The infographic highlights that the COG does not work in isolation but is directly connected to the work of the Public Protection Coordinators Group. The independent APC chair reports to the COG detailing the work of the APC and key issues and risks by exception. The dynamic public protection risk register is maintained and considered by the COG at each meeting. This allows the opportunity to understand changes in strategic and operational risk and a swift ability to commit resources where required. The APC continues to have wide representation from a diverse range of agencies which reflects the broader public protection agenda and the views of the public. In this last year, particular attention has been given to: - Strengthening our approach to audit and self-evaluation. - Making sure that we encourage and support adults and their unpaid carers to engage in the ASP episode and listening to the voice of lived experience. - Using learning and contemporary research to support our improvement work including to how trauma can lead to an inability to safeguard. Page 180 of 300
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13 13 To ensure governance and strategic scrutiny, the APC continues to report each year to the Integrated Joint Board (IJB). The APCs annual performance reports and the Scottish Government APC biennial reports, the adult protection contribution to the Perth and Kinross Council Annual Performance Report and Chief Social Work Officer report have all been presented to the IJB and the equivalent Boards in Police and NHS Tayside. Within these contributions, focus remained on progress relating to the various ASP activity and any subsequent ASP related improvement plans. The APC Annual report is shared with Elected Members and the IJB each year. Tayside ASP Lead Officers, Police Scotland, and NHS Tayside continue to meet to coordinate work that provides consistency for regional partners and identifies common areas of ASP work. Work ongoing includes: • A Tayside approach to conducting and sharing learning from learning reviews. • Delivering joined up and coordinated ASP learning and training opportunities • Review of Tayside guidance relating to: o Chronologies o Professional Curiosity o Information sharing o Escalation including those considered a high risk of harm o Our trauma informed approach to safeguarding including supporting those who experience hoarding In summary, we can evidence that in 2024/25: - Our ASP work is more multi-agency in nature. - Services continue to manage complex, ethically challenging and demanding ASP work, understating when someone may be experiencing coercive control, undue pressure and choice becomes an inability to safeguard. Page 181 of 300
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14 14 - We have continued to develop our multi-agency early intervention and prevention approach to safeguarding. This is consistent with the principles and the spirt of the ASP Act. - We can evidence an ongoing cycle of evaluation, quality assurance and improvement throughout this 12-month period. This includes our participation in ‘workstream 4’, a supported self-evaluation exercise led by the joint inspection team to support the APC improve on self-evaluation activity. 3. Analysis of harm – what the data tells us The following gives an overview and some analysis of the ASP activity for the period 24/25. 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 A Vulnerable Person Report (VPR) is a report submitted to social work by Police Scotland where Police have come into contact with an adult and have concerns about the adult’s ability to safeguard himself/herself. An adult protection concern is the term given to any other adult protection (AP) concern submitted by anyone else, including health, family, unpaid carer, self, Scottish Fire and Rescue, Scottish Ambulance Service or another support agency etc. VPRs and AP concerns are screened in the same way. The information contained in the referral received is used alongside other information held to determine if the adult requires support, and if so, from whom and whether the ASP Act or any other adult legislation is required to safeguard. Page 182 of 300
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15 15 The data shows that our rate of referrals for 24/25 is comparable to the numbers of all ASP referrals received for 23/24. The Adult Protection Committee takes the view that where concerns exist, it is better to share these so that services can intervene and safeguard where required. This is reflected in how we share adult protection raising awareness campaigns through the Perth & Kinross Council using digital advertising boards and social media channels. Therefore, reporting harm is actively encouraged. Although we see a levelling in the total number of AP referrals, it must be noted that the national ASP data that is made available, data for 24/25 demonstrates that Perth & Kinross receives more VPRs per head of population and third highest in Scotland for the total number of all AP referrals received. Referrals from NHS 24 have increased from 177 in 23/24 to 210 in 2024/25. Referrals from NHS primary care services have increased from 81 to 164 in 23/24 to 24/25 and referrals submitted by our Scottish Ambulance colleagues have increased from 24 in 23/24 to 46 in 24/25. This demonstrates the value of the NHS Tayside adult protection team where health services are supported and encouraged to recognise when an adult might be at risk of harm and to report it. Data also tells us that the number of referrals received by friends, family and by those who consider themselves to be at risk of harm has increased. This also reflects the impact of the increase in our public awareness raising campaigns throughout 2024/25. Raising public awareness of the ASP agenda remains a key APC priority. Page 183 of 300
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16 16 The importance of responding early to any adult protection concern. Responding early to any VPR/AP concern received is crucial. The earlier that services can respond to harm, the earlier services are able to intervene. Throughout 24/25, 98.4% of all of these concerns were screened by a social work team leader or assistant team leader within 24-hours of these being received. This is consistent with previous years. The ASP coordinator also audits the AP concerns and VPRs that are not screened within 24-hours (50 out of 3147). Whilst the majority of these that were not screened within 24-hours were screened within 48-hours, the audit found that no adult was left at any undue harm as a consequence of this delay. Some of the findings from this audit work has led to improvement work. Inter-agency referral discussions Interagency Referral Discussions (IRD) were introduced into Perth and Kinross ASP practice in 2021/22. These have been well documented in previous APC biennial and annual reports. However, the way that they are delivered in Perth & Kinross is seen by the care inspectorate as an example where services can provide an early multi- agency response to harm. The following table gives some overview into how IRDs have been used since their introduction into adult protection work in Perth and Kinross. One of the strengths to our use of IRDs is that these are routinely audited. The IRD audit in 2022/23 highlighted their importance in relation to multi-agency safeguarding. It also highlighted some learning, including, at times, their overuse. A cornerstone of the ASP Act is that an adult and their unpaid carer is given the opportunity to remain central to 0 50 100 2021/22 2022/23 2023/24 2024/25 IRDS Page 184 of 300
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17 17 any ASP journey. IRDs are intended to simply facilitate the multi-agency sharing of information to determine how to safeguard an adult at risk of harm. The audit found that on occasion, IRDs unintentionally descended into a professional only, wider multi-agency, multi-disciplinary team case conference to consider many aspects of the adult’s health and social work/social care. Consequently, the adult and his/her unpaid carer were excluded from being a part of this ASP episode. Therefore, a slowing of IRDs in 2023/24 was expected and in line with the findings from our audit. This also supports our improvement work in supporting and encouraging adults and unpaid carers to remain actively engaged in their ASP episode. The multi-agency IRD audit group continued throughout 2024/25, this time with social work team leaders rather than lead officers. This itself also demonstrates an improvement in how we support practitioners to engage in ASP self-evaluation and improvement work. We will use the learning from the self-evaluation exercise Workstream 4 (see page 26) to inform our IRD audit in 25/26 to compare and contrast the impact and the outcome for those where an IRD was used and where it wasn’t. Page 185 of 300
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18 18 Our ASP inquiries and investigations in 24/25 We carry out an ASP inquiry where we need to inquire if harm exists. Where we know harm exists, we investigate what this is, who the harm is from and what needs to be done to mitigate the risk. Data shows that we see a significant reduction in our use of an ASP inquiry. Several reasons support this. Our use of IRDs and the information shared within this can obviate the need to conduct an ASP inquiry to determine if risk exist. ASP investigations are more detailed and tend to be used where risk and harm are more complex. An ASP investigation brings certain powers not afforded to those who undertake an ASP inquiry. Therefore, our shift to using an ASP investigation also suggests that we are getting better at understanding the extent to which the ASP Act can be used to safeguard. An example of this is the growth in our use of banning orders (section 19 onwards of the ASP Act) to prevent perpetrators of harm have contact with the adult at risk. Furthermore, ASP investigations can be co-worked between council officer and another ASP trained practitioner (referred to as a second worker). In this 12-month 2020/21 2021/22 2022/23 2023/24 2024/25 Inquiry 180 212 166 114 79 Investigation 69 106 140 148 196 Total 249 318 306 262 275 0 50 100 150 200 250 300 350 Total Number of Inquiries and Investigations Page 186 of 300
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19 19 reporting period, we also see an increase in health colleagues who are trained to be a second worker in ASP investigation work. This arrangement has great benefit when undertaking an investigation. For example, if the investigation centres around the adults deteriorating mental health, then a 2nd worker from the community mental health team can enhance his investigation. If the adult experiences frailty, falls or concerns around skin integrity, then district nurses, our OT colleagues or those from the NHS Tayside skin integrity team can co- work this. Therefore, we can now demonstrate that our ASP investigations are now more likely to be a multi-agency, joined up and coordinated response to safeguarding. It also embraces the principles and the benefits of getting the right support from the right people at the right time. Our ASP investigations – who has been supported? In this reporting 12-month period, an ASP investigation was more likely to be used to safeguard an adult from physical harm (24%) and for financial harm (22%). 17% of our ASP investigations were used to safeguard an adult at risk from neglect and 12 % were used where emotional harm was evident. Self-harm (9%), self-neglect (8%), domestic abuse (5%) and sexual harm (3%) account for the rest of the ASP investigations conducted in 24/25. Where an ASP investigation was used, it tended to be someone with a diagnosis of learning disability (26%), those who are frail (22%) and those with a diagnosis of dementia accounted for 18% of our ASP investigations. 16% of our ASP investigations where used where mental ill-health was the dominant risk, those with a physical disability accounted for 14% of investigations and those where substance misuse was seen at the main category of harm accounted for 4% of our investigative work in Perth & Kinross. The older adult over the age of 65 tended to dominate our ASP work although ASP data for 24/25 does show an increase in ASP activity for those aged between 40 and 64. This reflects a shift in thinking about how trauma can lead to an inability to safeguard, including using the ASP Act for those where there is coercive control, undue pressure, those who may experience addiction or hoarding behaviours. As Page 187 of 300
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20 20 stated previously, this can be that ethically challenging area of work where the right to choice and what is considered an inability to safeguard is not easily defined. Females account for 57% of all of the ASP investigations in 2024-25. This data is relatively comparable to how an ASP investigation was used in previous reporting years, albeit there is a continued incremental growth in ASP investigations being used for those experiencing financial harm and those who experience mental ill health. As mentioned in previous APC reports, the population of Perth and Kinross is older when compared to Scotland overall. Therefore, one might expect to see the ASP Act being used more for the older adult. Although our current data reporting does not allow us to report on ASP data from each of the three Perth and Kinross localities, anecdotal ASP intervention does highlight the challenges faced by the HSCP in delivering quality and consistent health and social care services in some of the more rural localities. The use of multi-agency ASP case conferences to manage complexity Where we see the use of an ASP investigation to manage complexity, we also see this complexity extending into how we use an ASP case conference to safeguard an adult who is at risk of harm. ASP case conferences are multi-agency in nature and co-ordinate complex protection plans. An ASP initial case conference creates a multi-agency protection plan. ASP review case conferences monitor, review and update the protection plan over time. In this reporting year, 89 initial and review case conferences were used to provide this multi-agency and integrated response to risk. This is comparable with the number of ASP case conferences used in 23/24, but a significant increase to how ASP conferences were used in previous years. ASP review case conferences are often used for those adults who have more than one diagnosis and are at risk from different and often multiple categories of harm. Our ASP case conference data demonstrates how the ASP Act is being used to coordinate a prolonged multi-agency response to managing increased complexity. Page 188 of 300
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21 21 Protection Orders In this reporting 12-month period, 5 protection orders were granted: - A banning order was granted to protect a mother from emotional and physical harm from her daughter. - A banning order was granted for a female who was seen as a risk of domestic abuse from her partner. - Three separate banning orders were granted to prevent three adults being financially harmed. Data shows our use of a banning order is more likely for safeguarding those adults with a dual diagnosis of learning disability and poor mental health, with some alcohol and/or drug use and who are in relationships with a partner who are considered to be a risk to her emotionally, financially, physically and/or sexually. This analysis also suggests that the growth in the use of banning orders suggests practitioners are growing more confident and competent about using a formal protection order to safeguard. Large Scale Investigations The ASP Act makes no reference to Large Scale Investigations (LSIs), but these have become increasingly prevalent across Scotland since the implementation of the Act. An LSI may be required where there is reason to believe that adults who are service users of a care home, supported accommodation, an NHS hospital or other facility, or who receive services in their own home, may be at risk of harm due to another service user, a member of staff, some failing or deficit in the management regime, or in the environment of the establishment or service. Adopting the principles of contextual safeguarding, an LSI may also be indicated by the need to address structures or systems that lead to possible harm for all those under such structures. In such circumstances, this means that there is a belief that a particular service may be placing some or all of its residents or service users at risk of harm. Page 189 of 300
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22 22 Although caution needs to be taken when comparing ASP data with other APC areas, national LSI data does point to Perth and Kinross being more likely to use an LSI to safeguard. In 2023, our thematic review of our use of LSIs was completed that led to improvements in how LSIs were conducted with an increased focus on early intervention and preventative work primary supported by our care home operation group and enhanced care home teams. In this reporting year, 8 new LSIs were opened in Perth & Kinross. This is relatively comparable with our LSI data for 23/24 and 22/23. National data still points to Perth & Kinross more likely to use an LSI than any other APC area. However, despite the demographics demonstrating our older adult population in Perth & Kinross and Perth & Kinross hosting more care homes than other areas, we can be assured that our LSIs are much more coordinated, collaborative and integrated with our colleagues from the care inspectorate with a continued focus on early intervention and prevention. The interface with the Care Home Operational Group (CHOG) and our advocacy partners in our LSI work The Care Home Operational Group meets weekly and brings a collaborative approach to supporting care homes and the adult’s resident within them. The multi-agency team is comprised of different health disciplines and specialisms, social work, HSCP policy and commissioning, third sector representation and input from the care inspectorate. All have a joined-up focus on supporting the care home sector and report on any protection issues that arise. This team brings a particular adult protection focus ensuring that adult protection remains central and pivotal to the support to care homes. The council officer and NHS Tayside adult protection advisor aligned to Care Home Operational Group lead on adult protection work ensuring continuity and expertise within the care home sector. In this reporting year, we can begin to see evidence in how this partnership working is more able to provide the care home sector with better informed and targeted support. It is this approach to providing the care homes with a consistent multi- Page 190 of 300
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23 23 agency support that is obviating the need to use a formal LSI to safeguard and mitigate harm. The ASP lead and the P&K Independent Sector lead for Scottish Care are part of a national workforce in revising national LSI guidance. Julie Hutton, Chief Executive of Independent Advocacy Perth & Kinross (IAPK) states: “IAPK supported 8 large-scale inquiries this year, gathering insights from over 40 individuals and 100 staff and relatives in care homes. IAPK engaged with social workers to improve the presentation of feedback in case conferences”. Wider Large Scale Investigation strategic governance arrangements Data on LSIs and its analysis is collected quarterly presented to the HSCP Care and Professional Governance Forum and the NHS Tayside Public Protection Executive Group. These governance groups have oversight of the adult protection work in the care home sector and give scrutiny and ownership to emerging patterns of risk In summary, this data tells us that: - There is a continued high number of adult protection concerns received throughout this 12-month reporting period across all client categories. - 98.4% of all adult protection concerns received within this reporting period have been screened within 24-hours. High priority is given to all adult concern referrals in line with local guidance. Our audit work into the screening and triaging of adult concern referrals continues to give some scrutiny and assurance to the APC that front line services respond to harm and to risk appropriately and proportionately. This key performance indicator is scrutinised by the HSCP Integrated Management Team. - There is an increase in adult protection concerns being submitted by colleagues from health, giving some suggestion that the work of the NHS Tayside adult and Page 191 of 300
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24 24 public protection team is successfully supporting colleagues in all health sectors to recognise and report harm. - Our audits tell us that adults at risk received appropriate and proportionate multiagency support, both statutory and informal. - We are able to demonstrate that our ASP work is more joined up, multidisciplinary and coordinated as a consequence of our improvement work. This extends to how we approach our Large-Scale Investigations. - Our use of an ASP investigation and our ASP case conferencing is evidence of our multi-agency approach to safeguarding, particularly where complexity exists. 4. ASP Activity in 2024/25. Our self-evaluation and audit work to support improvement The APC is committed to a cycle of case file audits across a number of key Adult Support & Protection areas. The following is a summary of our self-evaluation and audit work in this reporting 12-month period. 1. ‘Impact, outcomes and experiences’ - A multi-agency audit 24/25 This multi-agency audit examined the Social Work, Police and Health records of eight of the more complex and challenging ASP episodes conducted in Perth & Kinross. This audit took a more person centred, outcome focused qualitative approach than previous multi-agency audits. A review of previous audit methodology found that opportunities were missed for the auditor to take a deeper dive into the impact and the outcome for the adult where the ASP Act was used to safeguard. The questionnaires from previous multi-agency audits were also considered to be weighted towards reviewing social work practice rather than a multi-agency response to safeguarding. Again, this was seen as a missed opportunity. Therefore, the questionnaire that underpins this 2024/25 multi-agency audit was refreshed. The ASP Coordinator, the NHST Public Protection Chief Nurse and the Detective Inspector, Tayside Division Risk and Concern Hub with Police Scotland created what was considered a more multi-agency, person centred, and outcome focussed questionnaire. The updated audit questionnaire was also informed by Page 192 of 300
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25 25 findings from past audits and by the recently published Care Inspectorate Quality Improvement Framework (Quality framework for ASP September 2024.pdf). 2. IRD audit 24/25 As mentioned earlier in this report, one of the strengths of our IRDs is that they are regularly audited. The audit of our IRDs in 24/25 highlighted areas of strength and areas for further improvement. We will use the learning from workstream 4 (see page 26) and apply this learning to our audit of IRDs in 25/26. 3. ‘When an ASP conference is being held about my situation…put yourself in my shoes” - A review of adults who attend their own ASP Case Conference Using national ASP good practice guidance published in 2024, this audit explored how we support adults and their unpaid carers in their ASP episode and what improvements could be made to make their engagement more meaningful. A brief summary of the findings from our audit work: The positives found within our audit work far outweighs any missed opportunities or areas for improvement. We believe that our ASP work is more multi-agency in our approach (greater use of health colleagues as 2nd worker) and in our processes, where multi-agency rather than single agency chronologies are used to assess risk and where we can evidence that there is now a greater use of medical examinations to understand the extent of the harm. We can demonstrate that our use of advocacy in ASP work has improved. Our IRDs are more targeted, coordinated and the information shared in these has allowed us to move quicker to investigating harm rather that inquiring if harm exists. We are also able to evidence wider service redesign from our audit work to better support an early intervention and preventative approach to safeguarding harm and give greater prominence to role of unpaid carer and advocacy support in supporting an adult at risk of harm. However, our audit work also found areas for improvement as we strive for excellence. The improvements inform the APC Improvement plan for 2024 to 2026. Page 193 of 300
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26 26 Using the findings from our audit work to refresh the ASP assessment framework MOSAIC is the recently commissioned social work recording system. It replaced our AIS system in February 2025. The ASP assessment sits within MOSAIC. As part of this transition over to the new system, the ASP assessment framework was refreshed to include the learning from our self-evaluation and audit work as well as learning from national guidance, including aligning our ASP language to that of the updated codes of practice. The refreshed ASP MOSAIC assessment gives more focus to: - Multi-agency rather than single agency chronologies, - to user involvement, - to unpaid carers, - the opportunity for social work and health to carry out a joint ASP investigation, - for our ASP response to be trauma aware and; - to be more analytical about our response to those who do not engage. Our participation in Workstream 4 – a supported self-evaluation exercise In 2024, the APC was one of eleven APCs across Scotland to be selected to participate in national improvement work with the Care Inspectorate, Health Improvement Scotland and His Majesty's Inspectorate of Constabulary in Scotland, supported by the Scottish Government and IRISS. Workstream 4 is supporting APC areas to replicate joint inspection activity using the Care Inspectorate Quality Improvement framework, staff surveys, facilitating focus groups, designing audit methodology, case file inspection and analysis frameworks to better validate and triangulate the APC’s self-evaluation and audit work. Workstream 4 is a national test of change exercise that will be evaluated by colleagues from IRISS2. 2 Iriss: Better lives for people, workers and communities Page 194 of 300
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27 27 We will use the learning from workstream 4 to inform our audit work in 2025/26. The ASP lead invited to be an associate assessor in a joint inspection of adult services. Since April 2017, the Care Inspectorate and Healthcare Improvement Scotland have had joint statutory responsibility to inspect and support improvement in the strategic planning and commissioning of integrated approaches. They do this by conducting a rolling programme of themed inspections, looking at how integration of services positively supports people’s experiences and outcomes. The last inspection of integrated services in Perth & Kinross was 2019. With the approval of the HSCP Head of Service, the ASP lead for Perth & Kinross was invited to join the joint inspection team in an inspection of integrated adult services in another HSCP area using the inspection question to determine: “How effectively is the partnership working together, strategically and operationally, to deliver seamless services that achieve good health and wellbeing outcomes for adults?” The learning from this experience will also inform our own self-evaluation and audit work and give some insight into the inspection activity and methodology when our integrated adult services are inspected as part of this joint inspection programme. Delivering a joint adult and child protection community engagement week – Letham, Perth. In partnership with the Letham Community Hub, the APC and the CPC carried out a series of community engagement conversations and events in Letham, Perth around ‘what does protection mean to you’. Colleagues from the Letham Hub facilitated an adult and child protection survey where those who use the Letham Hub were invited to share what was important to them in terms of either adult and/or child protection. Several awareness raising sessions were held where those who wanted Page 195 of 300
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28 28 to know more about adult protection and children protection could attend. More targeted sessions were facilitated alongside existing groups at the hub. For example, a joint APC/Trading Standards financial harm awareness raising session was held for the older adult session in one of Letham Hub’s existing ‘butty and blether’ session. This APC/CPC community engagement work is aligned to and informed by the existing ‘Love Letham’ community plan. Our engagement will also be evaluated in the 25/26 reporting year and shared as a coordinated response to getting the right support, from the right people to those who live in Letham. This learning from these community engagement sessions will also be evaluated to see how it can be replicated and extended to other urban and rural communities across Perth & Kinross. Primary aged school pupils in the two Letham primary schools were invited to take part in a ‘what does protection mean to me’ poster competition. This poster was submitted by one of the primary 6 pupils. It was seen as a fantastic, insightful example citing many uptodate and relevant aspects where adults and children may be at risk of harm, including sharing of personal and password information (financial harm and identity theft) and not sharing photos (sextortion). Public Protection Development Session – February 2025. As stated earlier in this report, the APC is an active participant in our public protection approach here in Perth and Kinross. Page 196 of 300
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29 29 Examples of ASP and public protection cross cutting themes: - The ASP Act being used to support those where domestic abuse exists - Using the ASP Act to safeguard those considered at risk of suicide. - Using the ASP Act to support those who experience addiction. - In 2024, we can demonstrate a well-coordinated joint ASP/CP/VAW/health and Police response to forced marriage. - The APC and CPC has always retained strong partnership working with many cross-cutting themes including delivering a trauma informed approach, transition work and shared learning reviews. - A coordinated public protection approach to financial harm and SCAMs - A public protection approach to learning and development - Establishing a public protection citizen-led safeguarding board On 4 February 2025, the APC contributed to a Perth & Kinross Public Protection development session. This session allowed our public protection partners, lead officers and members of the Perth & Kinross COG to explore where areas where we can strengthen our coordinated approach by removing any potential for ‘siloed’ policies, service boundaries, funding streams and reporting requirements by focusing on shared safeguarding and protecting outcomes from a group of policy agendas. The development session helped identify key priority areas for public protection work in Perth & Kinross. This improvement work will continue to be led by the public protection coordinators group. Continuing to strengthen our public protection approach remains a key priority for the APC throughout 25/26. In 24/25, we continued to focus our activity on addressing financial harm The prevalence of online banking and artificial intelligence has led to a significant increase in a range of what is considered financial harm. This would appear to be a global issue and not one intrinsic to Perth and Kinross. The APC hosted another webinar in 2024/25 where colleagues from Abertay University presented their findings from their own research around romance fraud and how they are developing Page 197 of 300
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30 30 software to help safeguard those who might be vulnerable to online financial harm/scams. Led by the ASP coordinator, a Perth and Kinross SCAMS short life working group was created in 2024 to coordinate the public messaging about known scams. Membership of this incudes social work, health, Police, community safety, trading standards and colleagues from the Perth and Kinross communications team. The APC remains involved in national ASP improvement Throughout 2024-25, various members of the APC have been actively involved in different national ASP and ASP related workstreams including: - National ASP learning and development workstream - Better use of chronologies in ASP work to inform risk assessments - Self-evaluation - Service user engagement and involvement - Developing a national ASP data set - Supporting the revision of national LSI guidance The Perth and Kinross ASP independent chair and lead officers also remain actively involved in the national ASP independent chair and lead officer group. The NHST Public Protection Associate Nurse Director is also chair of the National Scottish Health Leadership Group for Adult Protection and is a member of the National ASP Strategic Forum. The complex risk panel - an innovative test of change with the ASP lead, Psychology Services and the HSCP The L22 learning review titled ‘response to EUPD’ was published by the Perth & Kinross APC in 2023. It found that whilst front line practice was underpinned by resilience, missed opportunities existed to formally escalate increasing risk to strategic leaders. The complex risk panel is designed to provide an escalation mechanism for agencies across HSCP managing the most risky and challenging behaviour displayed by people with ‘personality disorder’ and associated comorbidities. At present, there is no established forum in Tayside which takes a systematic and evidence-based approach to Page 198 of 300
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31 31 the management to this work, where teams can obtain multi-agency, senior leadership support for complex risk decision-making. The complex risk panel provides a planned, proactive organisational approach to ensure person-centred, ethical, and high-quality risk management. The complex risk panel will run throughout 25/26 and will be evaluated thereafter to determine impact and outcomes. Using data and evaluation work to provide a more targeted early intervention and preventative approach to supporting and protecting. The Access Team is the first point of contact for most adult protection concerns. It is based upon a multi-agency early intervention and prevention model of support and service delivery. The VPR audit titled “No Protection Without Support” in 2022/23 and a follow up VPR audit in 2023/24 sets out areas of strength and areas for improvement in triaging adult protection concerns. Both audits measured our screening of adult protection concerns against the ‘Care Inspectorate Quality Indicator Framework’ and found that overall, we have a valid and well-understood system for prompt, accurate screening of all adult protection concerns intimated to our partnership. The three- point criteria is almost always applied, but the audit found that there is room for making this more consistent. The audit also refers to how the analysis of our adult protection data helps inform a redesign of the Access Team with greater focus on early intervention and prevention, a better response to crisis and using the ASP Act to safeguard. Understanding the changing data trends has led to the implementation of two separate fast-track triage systems into specialist community resources for those adult concern reports and referrals received where there are 1. mental health and/or 2. drug and alcohol concerns. Page 199 of 300
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32 32 This triage and fast tracking embrace the benefits and principles of early intervention and prevention and is based on a ‘no referral, no waiting list’ premise and to determine the right supports, at the right time and from the right people. 5. ASP Training, Learning and Development We are committed to developing a competent, confident, and skilful workforce. Our staff are highly motivated and committed to their own continuous professional development. We are empowering and supporting our staff with a wide range of evidenced-based multi-agency learning and development opportunities, which are evaluated and having a positive impact on practice. The content of these learning and development opportunities takes account of changing legislative, policy and practice developments. Throughout 2024/25, we have: 1. Delivered another council officer programme. It is this intensive training that once completed, allows a qualified social worker with the necessary experience and qualification to carry out the formal role of leading in ASP work. 2. Worked alongside our learning and development colleagues in Dundee and Angus to deliver ASP defensible decision training. This supports practitioners be both dependable and defensible in their recording of ASP work. 3. Collaborated with our learning and development colleagues in Dundee and with our health colleagues to deliver three ASP 2nd worker training sessions. ASP 2nd worker training is aimed at a range of professionals who will carry out the second worker role in investigations and/or LSIs. Increasing our numbers of trained ASP 2nd workers from a wide range of disciplines allows us to deliver a more multi-agency and at times a specialist approach to investigating harm. 4. Developed an ASP learning programme for early years practitioners and another for the care home and care at home sector. Page 200 of 300
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33 33 APC supporting ASP/AWI matters: ASP/AWI matters is a practitioner led peer support network for those who practice in and/or are involved in adult protection work. Supported by our colleagues from HSCP learning and development, it is an open forum for practitioners to discuss practice and use the experience from within the peer group to share and learn from each other. The practitioner lead for ASP Matters sits on the APC sub-group and provides a link from ASP matters into ASP practice. The number of practitioners who take part in the ASP matters peer group has grown in recent years to 91 practitioners. The meetings take place monthly and are not exclusive to council officers but has a common theme around how we best support and protect adults and how we do this using a human rights approach to how we intervene in the lives of people and in our application of adult legislation. The forum offers a safe, learning space for those who have a vested interest in adult protection work and has led to larger learning events. The P&K Community of Practice learning events have been designed in collaboration with Dundee University and third sector partners based on knowledge requests from frontline practitioners such as those that attend the ASP matters. The Community of Practice aims to help improve practice and inform service delivery through: • Developing new links with other agencies and strengthening existing links though learning • Enhancing the evidence base to how we protect adults at risk from harm • Undertaking collective research • Promoting coproduction leadership • Enhancing knowledge, skills and values base • Sharing and making best use of joint resources • Peer Support and enhancing wellbeing Page 201 of 300
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34 34 The APC valuing the benefits of contemporary research to support improvement work. The APC values the use of contemporary research to support audit, self-evaluation and improvement. In this reporting year, the ASP lead has supported a final year social work student to conduct research as part of her dissertation work. Her research has relevance for the APC. It is titled: “A documentary analysis of unpaid carer involvement in Adult Support and Protection in One Local Authority in Scotland” The author of this research shared her findings at the APC in June 2025 and has gone on to share her findings with those who work within the Perth & Kinross Carers Strategy. Her work will help to inform us how we support unpaid carers throughout the ASP process. 6. Communication and Public Awareness We continue to review and develop the Perth and Kinross APC webpage which provides public information about adult protection in Perth and Kinross, including our use of ASP as a means to safeguard harm, how to recognise harm and where to report it. Annual reports, learning reviews and APC minutes are shared publicly on this site. (Perth and Kinross Council - Adult support and protection (pkc.gov.uk). In 2024, the following ASP leaflet was created by the ASP national improvement working group and was adapted to make it more relevant here in Perth & Kinross. These are intended to be shared with the adult and his or her unpaid carer. A copy of this information is also available electronically: Adult Support and Protection - Information for you - Perth & Kinross Council Page 202 of 300
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35 35 Mary Willis is a Perth and Kinross Council Communications Officer who is aligned to the work of the APC. She states: “The Perth and Kinross Council Communications team provides communications support to the APC including the following activities: • Support for both national and local campaigns that either directly relate to adult support & protection or are allied to this area of care and support: o National ASP Day o Advice on financial harm o Scammers and cold callers o Sextortion • Organisation and issue of news releases, photocalls (where appropriate), social media activity (e.g. Facebook, X/Twitter, Instagram, LinkedIn) linked to these campaigns • Responding to media enquiries about ASP-related issues Our response to National ASP Day on 20 February 2025. February 20 each year marks the start of an annual Scottish Government campaign to raise awareness about adult support and adult protection. Local landmarks and Perth and Kinross Council social media sites are used to promote the themes of national adult protection day. On 20 February 2025, the lights on Smeaton’s Bridge were blue and white to reflect the APC logo colours. Page 203 of 300
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36 36 Social media was once again used to raise awareness in recognising an adult at risk of harm and how to report this. It was also used to highlight the risks associated with sextortion. The APC uses the week leading up to Feb 20 as an opportunity to deliver ASP and ASP related conferences and training opportunities. In this reporting year, P&K led a Tayside learning opportunity with colleagues from the cyber security department from Abertay University who spoke about the universal challenges and complexities in safeguarding adults from financial harm in an increasingly developing digital and virtual world. The APC also hosted another Tayside conference with colleagues from the DWP safeguarding team on how the DWP can support where there is evidence of financial harm. The APC has a monthly recurring and rolling raising awareness programme using PKC social media sites alternating between awareness raising campaigns and campaigns focussing on sextortion and financial harm. The importance of sustaining close safeguarding relationships with wider organisations Protecting adults is everyone’s business. Therefore, the APC acknowledges the value of a wide APC membership including a representative from University of the Highlands and Islands (Perth College campus). The campus has students with a range of physical and learning disabilities and those with whom have disclosed a mental health support need. Retaining this close working relationship has been key to ensuring that those who are considered vulnerable, at risk or in need of support from Page 204 of 300
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37 37 wider agencies are able to access this. This has included taking a joined-up approach with UHI more recently where evidence suggested that some students from Perth College were vulnerable to cuckooing3. The APC/CPC and UHI plan a series of coordinated safeguarding events throughout 2025/26. The 3rd sector also plays a growing and integral part of the APC and APC subgroups. Scottish Care is represented in the APC and colleagues from Hourglass, PKAVS and Turning Point Scotland sit as part of the APC subgroup membership. Colleagues from Turning Point Scotland co-lead the self-neglect and hoarding improvement work. The ASP coordinator holds safeguarding development session with PKAVS and with those who support unpaid carers. 7. Looking Forward This report has identified key areas for our programme of work over this next year. The findings from our local and national improvement work identifies areas which, if consistently embedded into ASP work, will elevate us from having effective policies and processes into what should be considered very effective. The older adult continues to dominate our ASP activity, and the APC and APC subgroups continue to be connected with the different older adult strategies that exist in Perth and Kinross. Hourglass4 is a national charity dedicated to supporting the order adult at risk of harm, and they sit within the Perth and Kinross APC subgroup to support and help improve our practice in terms of how we seek to safeguard the older adult. We will give a continued focus on strengthening our public protection arrangements and continue to focus on cross cutting themes such as violence against women, 3 Taking the name from cuckoos who take over the nests of other birds, cuckooing is a practice where people take over a person’s home and use the property to facilitate exploitation, including dealing, storing or using drugs and using the property for sex work. 4 https://wearehourglass.scot/scotland Page 205 of 300
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38 38 financial harm, understanding the adult protection impact on those where drug and alcohol features, mental health, and suicide prevention. Supporting adults and their unpaid carers to better engage in the ASP episode in a more meaningful way is also seen as a key area for improvement as is finding ways upon which we can consistently gather feedback from adults and their unpaid carers where the ASP Act has been used to safeguard. Using this feedback to inform our work is also a key area for improvement. This report has highlighted the need for a robust, reliable quantitative and qualitative data set from across all partner agencies to inform planning, manage workload efficiently, target resources on key issues, inform improvements to practice, and to demonstrate outcomes. As we continue to move towards implementing a new social work recording system, it is intended that this new system and the data produced from it will help better understand impact, outcomes and experiences of those here ASP has been used to safeguard. We acknowledge the importance of chronologies to help identify patterns of behaviour. Our audit into some of our own ASP work identified that work needs to be done in this reporting year to ensure that our chronologies are multi-agency, are available, up to date, focus on key life events and the implications on risk. Furthermore, we need to use medical examinations to inform our risk assessments, risk management plans, and combined chronologies are consistently shared among all our adult protection partners to ensure a coordinated and joined up approach to safeguarding. We also look to strengthen our audit and self-evaluation work by applying and embedding the learning from workstream 4 and our participation in the integrated inspection programme. Page 206 of 300
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39 39 8. Summary This annual report seeks to give analysis to the adult protection activity and its impact between 1 April 2024 and 31 March 2025. It highlights where we are able to demonstrate several key areas where multi-agency adult protection activity within Perth and Kinross is strong. This report also identifies areas in which we seek to improve. The improvements identified within this report are framed within the APC Improvement Plan for 2024/26. Iain Wilkie Adult Protection Coordinator Appendix A Most commonly used acronyms AP (concern) Adult Protection Concern APC Adult Protection Committee ASP Adult Support and Protection CHOG Care Home Operational Group COG Chief Officers Group CSWO Chief Social Work Officer HSCP Health and Social Care Partnership IAPK Independent Advocacy Perth and Kinross IJB Integrated Joint Board IRD Inter-agency Referral Discussion LSI Large Scare Investigation NHST AP NHS Tayside Adult Protection VPR (Police) Vulnerable Persons Report VAW Violence against Women (and girls) Page 207 of 300
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40 40 Appendix B A textual summary of the ASP Summary Infographic Page 8 of this report is an infographic summary of the ASP activity in Perth and Kinross from 1 April 2024 through to 31 March 2025 In order to make this APC annual Report more accessible to more people online, this appendix is a written summary of this infographic page. The first infographic tells us that in this reporting year, Perth and Kinross has received a total of 3147 Adult Protection referrals. This is comparable to the number of ASP referrals received in 2023/24. The second infographic tells us that out of all the ASP investigations conducted in this reporting period. 24% were conducted for physical harm, 17% were used for neglect and 22% of investigations were used for financial harm. Emotional harm accounted for 12% of investigations, 3% were used for sexual harm and domestic abuse accounted for 5% of all ASP investigations. The third infographic relates to who is receiving support. The data tells us that 22% of all ASP investigations conducted were used with someone who was frail, 18% were used with someone with dementia and 26% were used with someone with a diagnosis of learning disability. Mental ill-health accounted for 16% of all ASP investigations and 4% were used with someone who experienced addiction. The fourth infographic tells us about the impact of the adult at risk. It tells us that between 1 April 2022 and 31 March 2024, 98% of all adult protection concerns received were screened within 24-hour hours of being received. Our data tells us the within this reporting period, 57% of all ASP activity was used for females and we saw a 21% increase in our use of ASP for those aged between 40-64. The full APC Biennial report gives more analysis to this. The next infographic tells us what age group is most at risk. 31% of all ASP activity relates to those aged 81 and over. 30% relates to those who are aged between 65 and 80. Page 208 of 300
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41 41 The seventh infographic gives us a very short summary of what the APC did between 2024 2 and 2025. It tells us that we made progress with the APC improvement plan, we strengthened relationships across all public protection partners, and we used the findings from our audit work to make changes how we deliver ASP. The next infographic tells us that in this reporting 12-month period, we secured five formal protection orders. More is discussed about this in the main report. The last infographic tells us what our priorities are going forward. We see the need to improve our engagement in the ASP episode with adults, families and carers. We want to develop our multi-agency approach to using the ASP Act and give a greater focus on safeguarding those at risk from financial harm and understanding how trauma can lead to an inability to safeguard. Page 209 of 300
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Perth and Kinross Council Date of Meeting: 14 January 2026 Report Title: Perth and Kinross Child Protection Committee Standards and Quality Report 2024/2025 Report Number: 26/15 Report Authors: Julie Baker, Child Protection Interagency Coordinator and Graham Binnie, Independent Chair of the Perth and Kinross CPC (FBSCommittee@pkc.gov.uk) Organisational Lead: Arun Singh, Strategic Lead – Children, Families and Justice ___________________________________________________________________ 1. Purpose 1.1 Perth and Kinross Child Protection Committee (CPC), in compliance with Scottish Government guidance, publishes an annual Standards and Quality (S&Q) report. This report is routinely presented to elected members on an annual basis. This S&Q report, for the academic year 2024/2025, provides an overview of the key activities and work of the CPC partners to protect unborn babies, babies, children and young people from harm, abuse and exploitation. 1.2 This report describes the CPC’s achievements, key strengths, and areas for improvement. It also includes an update on the CPC’s new Improvement Plan, confirms the CPC’s ongoing commitment to shared learning and continuous improvement, and the comprehensive programme of improvement work in place for academic year 2025/2026. 1.3 Sections 1. Purpose 2. Recommendations 3. Structure of Report 4. Background/Context 5. Analysis 6. Proposals 7. Conclusion 8. Impact Value Assessment 9. Appendices 12 Page 211 of 300
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2. Recommendations It is recommended that the Council: • Notes the wide range of work being carried out by Perth and Kinross Council and their partners, through the CPC, to provide high quality services to protect children and young people, in particular, the high-level of commitment to continuous improvement through quality assurance and self-evaluation; and • Endorses the contents of this report, the CPC S&Q Report 2024/2025 (appendix 1), the contents of the CPC Improvement Plan 1 January 2025 – 31 July 2028 (appendix 2) and its update (appendix 3) and the Executive Summary of the CPC S&Q Report and Infographic for 2024/2025 (appendix 4). 3. Structure of Report 3.1 The 2024/2025 report has been structured in a different format to previous years reports to bring it into greater alignment with the CPC Improvement Plan (appendix 2). The report is structured over the following sections: • Section 1: Continuous Improvement. • Section 2: Public information, engagement and participation. • Section 3: Strategic planning and connections. • Appendices 4. Background/Context 4.1 CPCs in Scotland are encouraged to publish an annual report in compliance with the requirements described in protecting children and young people: Child Protection Committee and Chief Officer responsibilities, published by the Scottish Government in February 2019. This report covers the work of the CPC for the academic year from 1 August 2024 to 31 July 2025. 4.2 The format of the S&Q report now aligns with the three main functions of CPCs so that the work of the CPC can be more clearly tracked in terms of its key priorities as established in the Improvement Plan 1 January 2025 – 31 August 2028 (appendix 2). Page 212 of 300
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4.3 The S&Q report presents an overview of performance in services to protect unborn babies, babies, children and young people and is based on sound evidence, obtained through a range of single and multi-agency key performance indicators (data), quality assurance and self-evaluation activities. It describes achievements, key strengths, and areas for further improvement. Within appendix 4, the Executive Summary of the CPC S&Q Report and Infographic for 2024/2025, there is a high-level overview of the work of the CPC in 2024/2025. 4.4 The S&Q report was approved by the members of the CPC at its meeting on 16 September 2025, and the Public Protection Chief Officers Group on 15 December 2025. 5. Analysis 5.1 As noted in appendix 1, there has been a change in the leadership of the CPC with the retiral of the Independent Chair in June 2025. A successor was subsequently appointed, commencing their position in August 2025. 5.2 The S&Q report provides data and narrative regarding performance management information on key multi-agency child protection processes (pages 6 to 14 of appendix 1). As reported within the S&Q report for 2023/2024 (report no. 23/371 refers), the statistics for 2024/2025 show that the decrease in the number of unborn babies, babies, children and young people involved in formal child protection processes has continued. These include Inter-agency Referral Discussions (IRD), Child Protection Planning Meetings and Joint Investigative Interviews. The number of unborn babies, babies, children and young people referred to the Children and Families Social Work teams has steadied following year on year increases. The number of unborn babies, babies, children and young people on the Child Protection Register has again decreased, which would be anticipated given the reduction in the use of formal child protection processes. The number of unborn babies referred also remained steady as a percentage of the overall number of recorded pregnancies within Perth and Kinross. 5.3 The reduction in the use of multi-agency child protection processes is explored on page 5 to 6 of appendix 1. The three factors identified in the CPC S&Q Report for 2023/2024 remain relevant: the realignment of services towards earlier intervention commenced in 2022; multi-agency work to ensure that IRDs are consistently and proportionately convened; and the likelihood that figures for formal child protection processes are returning to more expected levels following the increases seen during the COVID-19 pandemic. The CPC’s subgroup, the Quality Assurance Working Group (QAWG), when reviewing these factors also noted that the implementation of the Safe & Together model in working more effectively in domestic abuse (commenced 2021) has made a positive difference. Page 213 of 300
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5.4 In 2024/2025, the CPC launched a new Quality Assurance Strategy and Schedule to set out a framework for its continuous improvement activities. Pages 14 to 25, of appendix 1 outlines the major findings from its multi- agency and desktop audits with a series of infographics. This self-evaluation work has again provided reassurance that unborn babies, babies, children and young people in need and/or at risk received good immediate responses which were delivered through strong multi-agency working relationships. Areas for development identified through the self-evaluation activity are remitted to the relevant service or agency and progress is tracked through the QAWG. 5.5 The CPC’s training offer in 2024/2025, delivered free of charge to practitioners from across the partnership, is evaluated in pages 25 to 32 of appendix 1. The findings from the Training Needs Analysis undertaken by the Learning and Development Officer are outlined in terms of the barriers staff reported in terms of accessing training. The information from the analysis was used to inform the creation of the training programme for 2025/2026. 5.6 The CPC has been focused on including first line practitioners within its work to ensure that operational perspectives are included in the development or revision of guidance. On pages 32 and 33 of appendix 1, the work of the guidance group is discussed and links provided to the documents that they have already updated. 5.7 From pages 34 to 41, Section 2 of appendix 1 details the test of change made by the CPC with respect to public engagement in April 2025 in the Letham area of Perth. It goes on to detail how the voices of children, young people and family members who have been involved with our services were sought through the annual multi-agency audit. 5.8 Pages 42 to 45 of appendix 1 details the structure and governance of the CPC, its working groups and its work to strengthen public protection arrangements. 5.9 Partnership updates are provided from pages 45 to 58 of appendix 1, detailing the implementation of the Bairns’ Hoose pathfinder in Tayside and brief updates from some of the CPC’s partners, including Barnardo’s, NSPCC, the Whole Family Wellbeing Fund and Young Carers, showcasing some of their valuable work to support unborn babies, babies, children and young people. 5.10 The CPC’s new Improvement Plan which runs from 1 January 2025 – 31 July 2028 is provided at appendix 2, along with a progress report on its actions which was approved at the CPC on 16 September 2025. Page 214 of 300
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6. Proposals 6.1 It is proposed that the Committee recognises the progress of the CPC in working towards the full implementation of its improvement actions as detailed in the Improvement Plan (appendix 2) and the progress report (appendix 3). 7. Conclusion 7.1 The annual Perth and Kinross CPC S&Q Report 2024/2025 provides a comprehensive, high-level overview and analysis of the work carried out by the CPC, partner services and agencies to keep children and young people safe and protected. It provides detailed evidence that the CPC is a highly effective multi-agency partnership which is fulfilling its three statutory functions of continuous improvement, public information, engagement and participation and strategic planning and connections. 8. Impact Value Assessment 8.1 This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment. 9. Appendices 9.1 Appendix 1: Perth and Kinross CPC Standards and Quality Report 2024/2025. 9.2 Appendix 2: Perth and Kinross CPC Improvement Plan 1 January 2025 – 31 July 2028 and progress report as of 16 September 2025. 9.3 Appendix 3: Perth and Kinross CPC Improvement Plan 1 January 2025 – 31 July 2028 and progress report as of 16 September 2025 – Update. 9.3 Appendix 4: Perth and Kinross Executive Summary of the CPC Standards and Quality Report and Infographic 2024/2025. Page 215 of 300
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Appendix 1 Perth and Kinross Child Protection Committee Standards and Quality Report 2024/2025 12 Page 217 of 300
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1 To quickly move to a section within this report, simply press the CTRL button and click on the section to which you would like to navigate below. Contents Foreword ............................................................................................................. 1 Acknowledgment from the CPC ......................................................................... 2 Welcome from the CPC ..................................................................................... 2 Preface ............................................................................................................. 2 Infographic – Standards and Quality Report 2024/2025 ........................................... 4 Section 1 – Continuous Improvement .................................................................... 5 Section 2 – Public Information, Engagement and Participation ............................... 34 Section 3 – Strategic Planning and Connections .................................................... 42 Abbreviations ..................................................................................................... 59 Appendix 1 – Letham Engagement Activities Evaluation ......................................... 60 Foreword I am pleased to present our Annual Report which, for many years, has provided an evaluation of the work of the CPC over the last year and set priorities for improvements for the years ahead. The CPC uses data to monitor pressures and plan improvements based on accurate information and intelligence. Over the years, it has become more effective at measuring trends in the data to compare and contrast with national figures. This year, the number of Child Concern Reports (CCRs) received has steadied somewhat, in contrast to the year-on-year increases seen since 2020. However, the subsequent key processes of Inter-agency Referral Discussions, Child Protection Planning Meetings, new registrations on the Child Protection Register and the number of unborn babies, babies, children and young people on the Register at the end of 2024/2025 have all continued to reduce as part of a five-year downward trend. The CPC’s subgroup, the Quality Assurance Working Group, monitors these figures on a regular basis and provides the CPC with their analysis. This provides assurance that early and effective intervention work which has been in place since 2022 through revised commissioning and project developments as part of the Whole Family Wellbeing Fund, has provided support to families before matters escalate to requiring formal child protection intervention. The CPC has undertaken a range of audit work in 2024/2025. A multi-agency audit, using the Care Inspectorate Framework, is planned each year and this year the focus was on those children and young people on the Child Protection Register for whom neglect was the primary issue. In addition, desktop audits were undertaken by the Child Protection Inter-agency Coordinator. These reviewed the inclusion of the views of children and young people in the child protection process and the impact of the introduction of the Safe and Together framework on Page 218 of 300
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2 child protection work where domestic abuse is a feature. Overall, the findings of the audits were positive and the improvement actions arising from the audits are being progressed. The CPC acknowledges that the most effective way of safeguarding children is through high quality, skilled multi-agency practice and this year there has been a number of actions to support this. These have included a Training Needs Analysis to ensure our training offer for 2025/2026 is meeting the needs of staff; a number of Community of Practice Events and the updating of CPC guidance in partnership with first line staff. Of particular importance both locally and nationally has been the CPC contribution to work on the development of a public protection approach involving all partnerships supporting vulnerable people. Locally, there has been progress in areas such as transitions; Violence Against Women and Girls; Child Protection and Suicide Prevention; and on governance across the partnerships and this will continue to be a major focus for the coming year. In conclusion, this has been a positive year for the CPC, achieved by maintaining a focus on working together with stakeholders including leaders and practitioners in child protection services, as part of a public protection approach and with families and communities. Bill Atkinson Bill Atkinson Independent Chair of the Child Protection Committee (2018 – June 2025) Acknowledgment from the CPC Our Independent Chair, Bill Atkinson retired in June 2025, after more than seven years in the position and a long, distinguished career in social work and child protection. The CPC would like to extend their heartfelt thanks to Bill for his calm and focused leadership over the years and his strong commitment to improving the lives of children, young people and their families. We wish him well for a long and happy retirement. Welcome from the CPC Following Bill Atkinson’s retirement, the CPC are pleased to welcome Graham Binnie as their new Independent Chair. Graham joins the CPC following many years of service with Police Scotland, bringing a wealth of experience in public protection and familiarity with Perth and Kinross through his years in Police Scotland’s Tayside Division. Preface In late 2024, the CPC refocused its Improvement Plan to ensure its actions were specific, measurable, achievable, realistic and time bound. The Improvement Plan is now organised around the three primary areas of responsibility of all CPCs: • Continuous improvement. • Public information, engagement and participation. • Strategic planning and connections. The plan commenced on 1 January 2025, runs to 2028,and is available here. The structure of this report aligns with that of the improvement plan and is divided into the same three main sections. The aim of this alignment is to support readers to track the work of the CPC and its impact more clearly. Page 219 of 300
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3 A note about terms All abbreviations within this report are set out when first used and a list of abbreviations can be found here. Please note that, within this report, efforts are made to refer to ‘unborn babies, babies, children and young people’ wherever appropriate rather than simply ‘children and young people.’ Research indicates that it is important that we name babies in safeguarding work to help us avoid the ‘baby blind spot’ and to raise awareness of the unique needs of babies, in the same way that we differentiate those of children from young people. Page 220 of 300
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4 Infographic – Standards and Quality Report 2024/2025 Page 221 of 300
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5 Section 1 – Continuous Improvement 1.1 Introduction Evidencing continuous improvement relies on being able to demonstrate the difference our partnership is making to unborn babies, babies, children, young people and families in Perth and Kinross. To this end, this section commences with a full overview of this year’s child welfare and protection performance information. Next, our self-evaluation activity and its outcomes over 2024/2025 are outlined, giving substance to the practice which underpins the statistics and offering reassurance on the service delivered to unborn babies, babies, children, young people and families. An analysis of our Learning and Development offer and innovations in 2024/2025 then follows, recognising the importance of learning and development in continuous improvement. Finally, a synopsis of the improvement work that has been completed in partnership with multi-agency first line practitioners over the year is provided, illustrating the importance of bringing together strategic and operational staff to drive continuous improvement. 1.2 Performance Information - What is the data telling us? Understanding and intelligently using data are cornerstones of continuous improvement. The CPC’s subgroup, the Quality Assurance Working Group (QAWG), carefully reviews and interrogates the data presented below at each meeting. This enables trends to be explored, and further enquiries made timeously, if required. The full dataset is also presented to the full CPC with observations from the QAWG so that all members have an opportunity to review the data and make any enquiries they deem relevant. This year’s data mainly follows the trends observed last year with the number of children and young people involved in formal child protection processes continuing to fall. With its ongoing work and responsibility for overseeing the National Minimum Dataset for child protection, the QAWG were keen to timeously explore the reasons that might underpin the decrease in the numbers of children on the Child Protection Register (CPR) and those involved in other key processes. The QAWG invited the Service Manager for Children and Families Social Work (CFSW) to their meeting in February 2025 to discuss the decrease in numbers and consider what may be driving the changes. Four main areas were identified as contributing to the reduction: • Getting it right for every child (GIRFEC), with its clear focus on making sure that children and young people get the support they need, at the time that they need it, has been shaping practice in Scotland for 17 years. Universal services have developed expertise in planning for children and young people and have benefited from additional or realigned resources such as Community Link Workers in schools, universal youth work or early years support practitioners in health services. More recently, the cultural shift prompted by the Promise from 2020 onwards, has brought a stronger focus on family and community support and doing things differently to reduce stigma and promote engagement with families. • Locally, innovations enabled by funding from the Whole Family Wellbeing Fund (WFWF) have included the Families Empowering Communities project, enhanced support for families at earlier stages, and the extended support in mornings, evenings and Page 222 of 300
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6 weekends through the COPE team for families in which children were on the edge of care. These resources were not available prior to 2022, which is when the realignment of Children and Families Social Work Service Level Agreements and the significant additional funding provided by the Scottish Government through WFWF began. More information on the innovations supported by funding from the WFWF can be found at Section 2.4. • The embedding of the Safe & Together™ model in Perth and Kinross, commenced in 2021, has changed the way in which CFSW intervene in domestic abuse cases, reducing the need for and use of formal measures. This was undertaken through significant funding being provided by Scottish Government and delivered through Equally Safe. This provides further reassurance and evidence that the redirection of resources towards early intervention, commenced in 2022, is ensuring that fewer children and young people require intervention at a child protection level. • It is important to note that CFSW fieldwork teams continue to work with a similar number of children and young people as in previous years and what appears to have changed is the basis on which CFSW teams offer support to unborn babies, babies, children, young people and their families, with a stronger focus on partnering with them to promote engagement. The QAWG has been able to determine through open exploration, interrogation of statistics and through having an overview of all CPC self-evaluation work, that the reduction of the use of formal child protection processes appears to be the result of the coalescence of local and national drivers which have gradually been shifting practice over time. It is also notable that the Covid pandemic created a significant ‘bump’ in the use of child protection processes and that this may cause the subsequent reduction in their use to appear more pronounced than may otherwise have been the case. The work of the QAWG in unpicking and exploring possible narratives behind the reduction in the use of child protection processes provides a strong level of reassurance that unborn babies, babies, children and young people in need and at risk continue to benefit from high quality services in Perth and Kinross. 1.2.1 Child Concern Reports (CCR) A CCR is generated when a service, agency, or individual contacts Children and Families Social Work (CFSW) to raise a concern or an issue regarding an unborn baby, baby, child, or young person. CCRs range from requests for early help through to the most serious child protection concerns. Page 223 of 300
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7 Overall CCR numbers The total number of CCRs has leveled off following consistent increases over a number of years whilst the number of children and young people subject to a CCR has fallen slightly. These changes are partly attributable to a new data recording system which has changed the process for recording CCRs and continues to be developed, so may impact the way CCRs are reported in the future. Several CCRs can relate to the same child or young person, particularly where there have been multiple or repeated concerns about them. Within police and social work services, escalation and trigger mechanisms are in place to monitor and review multiple or recurring CCRs. Where the child or young person has an allocated social worker, the CCR is shared with their worker for further investigation, assessment and follow-up. Where the child or young person does not have an allocated social worker, multi-agency screening arrangements determine next actions – these options include single or multi-agency assessment and support, referral to the Reporter (Scottish Children’s Reporter Administration – SCRA) for consideration of compulsory measures of care, referral to a Third Sector organisation for help and support and no further action, if appropriate. CCRs which are clearly of a child protection nature or which, after multi-agency screening, indicate the need for a child protection investigation are immediately fast-tracked for an Inter- Agency Referral Discussion (IRD) so that safety plans can be put in place without delay. CCRs by age-range The proportion of children and young people with a CCR in most age groups has remained relatively steady. There has been a slight increase in the 5-10 age group and a slight decrease in the proportion of children and young people in the 11-15 age group. Page 224 of 300
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8 CCRs by source The main source of CCRs continues to be Police Scotland, followed by Education Services and Health Services. Overall, these three source groups account for over 85% of all CCRs submitted. The number of CCRs submitted by Police Scotland has been continually increasing over the last 5 years. Any Police Officer can raise a CCR, and these are coordinated and quality assured, prior to sharing, by Police Scotland’s Tayside Division’s Risk and Concern Hub. 1.2.2 IRDs When a child protection concern is received, an IRD is convened by Police or Social Work. This is a multi-agency meeting in which babies, children or young people who may have been subjected to, or are suspected of causing, significant harm are discussed, a decision is made on whether a child protection investigation is required, safety plans are put in place and next actions are planned to secure the baby, child or young person’s immediate safety. The number of children and young people subject to an IRD has fallen again this year, as has the number of IRD discussions taking place (which may involve more than one child or young person). Following an IRD there are a number of possible outcomes; if a joint child protection investigation (social work and police) is required, this may involve a joint investigative interview and/or a forensic medical examination of the baby, child or young person. The IRD may consider applying for emergency legal orders to protect the child or young person, making a referral to SCRA, recommending that a Child Protection Planning Meeting (CPPM) is convened, or referring to a single service or agency for intervention and support. Further in this section, at 1.3, the positive improvements that we have made since the introduction of the Tayside IRD Guidance in 2020 are documented through the outcomes of our audit activity which has evidenced that our responses to immediate concerns are strong and effective. This suggests that the reduced number of IRDs in 2024/2025 is likely to reflect the maturation of a proportionate, assessment-based approach involving supporting families at an earlier stage as highlighted in last year’s report. Page 225 of 300
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9 1.2.3 Joint Investigative Interviews (JIIs) A possible action from an IRD is for the child or young person to be invited to take part in a Joint Investigative Interview (JII). This is where a police officer and a social worker, both with advanced training, interview the child or young person to give them the opportunity to disclose, in their own words, at their own pace and in a trauma-informed environment, what may have happened to them. JIIs also aim to achieve the best evidence for the justice system, should the Crown Office and Procurator Fiscal Service pursue a criminal prosecution in respect of any alleged criminal behaviour toward the child or young person. The number of children and young people who have participated in a JII has again fallen. This is in alignment with the reducing numbers of IRDs and child protection investigations. 1.2.4 Joint Paediatric Forensic Medical Examinations (JPFME) A further action from an IRD or following a JII is for a special medical examination of the child or young person to be conducted by a highly trained and experienced paediatrician. The number of children and young people who have had a JPFME carried out shows considerable variation from year to year as can be seen from this chart. 1.2.5 Child Protection Planning Meetings (CPPMs) CPPMs are the mechanism through which an unborn baby, baby, child, or young person’s name may be added to the Child Protection Register (CPR), They are multi-agency meetings which are only convened following a child protection investigation (ordinarily the decision of an IRD) when it is believed that an unborn baby, baby, child, or young person has been significantly harmed or may be at risk of being significantly harmed. The CPC closely monitors registrations, de- registrations, re-registrations and the length of time children and young people remain on the CPR as part of its quality assurance work. Page 226 of 300
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10 Pre-Birth Child Protection Planning Meetings (Pre-Birth CPPMs) In 2024/2025, 114 unborn baby referrals were received in total, the majority of which are from NHS Tayside. Following multi-agency screening and assessment, 19 unborn babies were the subject of a multi-agency Pre-Birth CPPM. At the Pre-Birth CPPM, 18 (95%) out of the 19 unborn babies considered were registered on the Child Protection Register (CPR). All unborn babies registered on the CPR are subject to a multi-agency Child Protection Plan. These cases tend to be complex with multi-faceted areas of concern, vulnerability and needs. This continued high level of pre-birth registrations also impacts the age profile of those placed on the CPR. Overall, unborn babies and young children under five remain the majority of those currently registered on the CPR. The remaining 95 unborn baby referrals, where the pregnancy continued, all received or were offered a variety of other supportive interventions and responses, including single agency or service support and multi-agency support. Initial Child Protection Planning Meetings (ICPPMs) Despite the high numbers of CCRs, the number of children and young people being considered at ICPPMs has fallen over the last three years. This indicates that alternative single and / or multi- agency supports had effectively been put in place for families at an earlier stage, preventing escalation to child protection processes. A key part of this has been the increase in the use of multi-agency Child or Young Person’s Plans, which provide early and effective intervention, help build positive relationships with the family and are coordinated by a Lead Professional. This appears to be working well to reduce risks, which in turn, lowers the numbers of ICPPMs that may be required to be held. Of the 33 children and young people who were considered at an ICPPM, 31 (94%) had their names added to the CPR. From the ICPPM, the 31 children and young people became the subject of a multi-agency Child Protection Plan, coordinated by their Lead Professional, which in child protection situations is always a social worker. For the two children and/or young people whose names were not added to the CPR, a Child or Young Person’s Plan would have been put in place and support offered to the family. The high conversion rate of ICPPM and Pre-Birth CPPMs into child protection registrations offers reassurance that the decision to convene a CPPM is being made robustly, ensuring that families are not being referred into this intensive process unnecessarily. This also enables stronger focus to be retained on the small number of unborn babies, babies, children and young people who are assessed as at significant risk of harm. Page 227 of 300
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11 Review Child Protection Planning Meetings (RCPPMs) RCPPMs consider whether a child or young person’s name should be retained on or may be removed from the CPR. They take place at standardised intervals following the ICPPM in line with national guidance. Where sufficient progress has been made, the RCPPM can make a decision to remove (de-register) an unborn baby, child or young person from the CPR. This is always a multi-agency decision. If insufficient progress has been made, the child or young person’s name will be retained on the CPR with consideration given as to whether compulsory measures may be required through a referral to SCRA. The number of children and young people considered at a RCPPM shows a general downward trend over the last five years, as does the proportion of continued registrations. New Registrations on the Child Protection Register (CPR) New registrations include unborn babies and registrations following CPPMs. These figures can routinely include large family sibling groups of five and more. The number of new registrations on the Child Protection Register (CPR) has fallen this year. This is closely related to the relatively similar numbers of Initial CPPMs taking place. The number of new registrations on the CPR has been generally decreasing over the last five years, following a sharp increase in 2018/19. Children on the Child Protection Register as at 31 July 2025 Following the previously described factors, which have resulted in a levelling off in the number of Initial CPPM and registrations taking place, the number of children and young people’s names on the CPR at 31 July 2025 shows a significant reduction to eighteen, the lowest level since 2013. This reduction correlates with the redirection of partnership resources towards earlier intervention and support in 2022 and the inception of the Whole Family Wellbeing Fund and the innovations it has facilitated in early intervention practice. It is also a consequence of the significant investment made to secure consistent Chairing of CPPMs and the increasing use of Child and Young People’s Plans at a much earlier stage; thus, reducing the need to go to CPPM and CPR Registrations. Page 228 of 300
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12 Length of Registration Most CPR registrations last less than a year, and the number of children and young people who remain on the CPR for 12 months or more remains low following an increase in 2020/21. Many of the children and young people who are on the CPR for longer periods have multiple and / or complex needs which require coordinated support. The number of children and young people whose names are on the CPR for a period of less than 5 months indicates that a proportionate approach is being taken as children and young people should naturally move between levels of intervention as their situation improves, or should it deteriorate. For example, a child on a child protection plan should return to being on a child’s plan when risks have reduced and are being appropriately managed, evidencing proportionality. Re-Registrations Re-Registrations take place where the previous improvements in the child or young person’s circumstances have not been sustained, and the risk of significant harm has returned. The number of children and young people that are re-registered (placed) on the CPR, having been previously removed from the CPR, has fallen slightly, but remains above the significantly low levels seen in 2020/21. Most of these children and young people had last been removed (de-registered) from the CPR more than two years previously, following a multi-agency robust assessment and review meeting agreement. 1.2.6 Referrals to Scottish Children’s Reporter Administration (SCRA) Please note these figures are based on Financial Years (01 Apr – 31 Mar) The number of Children’s Hearings being convened across Tayside has not changed significantly. Perth and Kinross has seen a increase of 7% while the number of hearings taking place in Angus has increased by 14%. There has been a reduction of 6% in Dundee. Page 229 of 300
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13 Referrals to SCRA (figures based on Financial Years (01 Apr – 31 Mar) The overall number of referrals to SCRA from Perth and Kinross shows an increase of 24% this year, and a similar increase of 20% in the number of individual children being referred to SCRA. There has been a slight increase in the number of referrals being made by CFSW of 7%. Police referrals increased by 25% in the same period and referrals directly from Education increased by 57%. These trends have not been replicated elsewhere in Tayside and require further exploration. The basis of most referrals continues to be under s67(2)(a) of The Children's Hearings (Scotland) Act 2011 – lack of parental care - but is very closely followed by 67(2)(j) –the child has committed an offence and s.67(2)(o) – failed to attend school regularly without reasonable excuse. The increase in the number of referrals under s.67(2)(o) is to be expected in line with the increase in the number of referrals from education. Compulsory Supervision Orders (CSOs) Figures based on Financial Years (01 Apr – 31 Mar) Children and young people who are placed on a CSO are formally considered to be looked after, either at home or away from home in another placement, and they are subject to regular supervision visits and contacts by a social worker who is responsible for their overall plan of care. The number of children and young people placed on CSOs and the number of children and young people who remained on a CSO, has remained steady, but shows a general downward trend over the last five years, including in the most recent financial year. The current conversion rate of non-offence referrals to Grounds hearings is 45%. The conversion rate of referrals from CFSW to Grounds hearings is 58%. Child Protection Orders (CPOs) Figures based on Financial Years (01 Apr – 31 Mar) CPOs are emergency legal orders which are only granted by a Sheriff when there is clear evidence that a baby, child, or young person is at significant and immediate risk of harm and the parent or primary caregiver does not agree to non-compulsory measures of protection, such as accommodation under Section 25 provisions of the Children (Scotland) Act 1995. This year, the number of CPOs sought and granted has remained low, which reflects the strength of the work being undertaken at an earlier stage for children, young people and their families. Page 230 of 300
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14 This year, the number of children and young people placed on Child Protection Orders (CPOs) has stayed low, following a drop in 2021/22. Nationally CPO numbers rose by 5%, and the actual numbers of children and young people involved in PKC remains relatively small at only nine. 1.3 Self-evaluation & Audit Activity In late 2024, the QAWG created two documents, the first of which was the Quality Assurance Strategy which clearly set out the ethos of the CPC’s improvement work, ensuring that the impact of services on children, young people and their families, and their involvement in this kind of activity was centred. The second document was the Quality Assurance Schedule (2025 – 2028), a calendar of planned self-evaluation activity over a three-year period. Each year, a minimum of three desktop audits are undertaken solely by the Child Protection Interagency Coordinator (CPIC) and one full, multi-agency audit undertaken by a team of multi- agency reviewers. The audit topics have been determined by QAWG, with one space left per year to ensure that any new, arising issues can be explored as required. The Quality Assurance Schedule has a RAG (red, amber, green) status for each activity so that progress can be tracked and it is updated on a six-monthly basis. Page 231 of 300
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15 Through setting out our self-evaluation plan and ensuring that our partnership workforce is aware of what the audit topics will be, we plan to move from a deficit-based model of self- evaluation towards one in which agencies and services have the opportunity to do their own assessment of practice and plan towards improvement over time in advance of the CPC’s audit work providing an independent overview of progress. To support this, the CPC’s subgroup, the Practice Improvement Working Group (PIWG) has produced a workplan to support continuous improvement over the period of the Quality Assurance Schedule. To be effective, the outcomes and learning from self-evaluation activity must be disseminated widely and so, infographics and executive summaries are created from the results for each audit, and these are shared across the partnership and can be used to inform the improvement plans of individual teams and agencies. When actions are identified from audit activity, they are referred back to the relevant service or agency and progress is monitored through an action log via the QAWG. Over the next several pages, the findings from our desktop and multi-agency audits are provided through a brief summary and infographic from each. 1.3.1 Desktop Audit 4 – The voices of children and young people within child protection processes (February 2025). Children and young people at risk of harm have a right to have their views sought and taken into account during the child protection process. This principle has been strengthened through the introduction of the Scottish Child Interview Model (SCIM) in May 2024. SCIM is robust in its efforts to ensure that children and young people are given the information and the support they need to decide whether they wish to consent to being jointly interviewed by police and social work when there has been a child protection concern for them. However, it is important that, at every stage, children and young people’s voices are heard and, where they are pre-verbal or non-verbal, that their views are sought through careful observation of them and their behaviours. Clear strengths were identified in this audit with practitioners offering children and young people a choice of ways to participate in meetings and to share their views. Relationships between practitioners, children and young people were strong and their needs were clearly central in decision-making. However, it was found that there needed to be further work in supporting children and young people to contribute and participate in ways that better suit them, the adoption of a routine approach to referring children and young people for Independent Advocacy and greater recognition that seeking their views is an integral part of child protection work, not a discrete activity. Page 232 of 300
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17 1.3.2 Desktop 5 – Implementation of Safe & Together™ in Perth and Kinross (March 2025) Considerable time and resources have been put into the implementation of the Safe & Together™ model since 2021. It was important to see whether the envisaged cultural shift in working with domestic abuse was underway. Safe and Together™ focuses on keeping child/ren protected from harm and in their care of their non-abusive parent wherever safe and possible to do so. It is an approach to working with domestic abuse in which the social worker and the team around the child partner with the non- abusive parent, recognising their protective actions to keep their children as safe as possible. Importantly, practitioners endeavour to hold the abusive parent accountable for their behaviour and parenting choices. There has typically been a victim-blaming narrative in domestic abuse and Safe & Together™ turns this on head, instead of asking why does the abused person stay in the relationship, the question becomes why does the abusive person behave in a controlling or violent manner towards their life partner? It places responsibility where it belongs – with the person who is causing the harm. The results of this audit were very pleasing, with a clear shift towards victim/survivor-focused practice, recognition of the protective actions of the non-abusive parent clearly described in reports and better contextualisation of the impact of abuse on victims/survivors, such as frequent house moves and disruption to friendships, support, education and careers. This may be through fleeing abuse or through the perpetrator deliberately moving the victim/survivor away from their friends, family and supports. It was clear that workers repeatedly reached out to the abusive parent to try to engage with them, even when these attempts were rejected many times. There were only two minor areas for development identified – greater consideration of the interaction of domestic abuse, mental health and substance use and a need to continue to focus on engaging with both parents. These development points were referred to the Safe & Together™ steering group for their consideration. . Page 234 of 300
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19 1.3.3 Desktop 6 – Effective Practice in IRDs (July 2025) IRDs are an essential part of the child protection process. Following new IRD guidance in 2020, an audit was completed in 2022 to assess the compliance of IRD practice with the new standards. The QAWG selected this topic to revisit the results of the 2022 exercise and establish the quality of practice five years on from the new guidance. A sample of six IRD minutes were reviewed by the CPIC using the same tool as the 2022 evaluation. As the infographic, which compares findings from 2022 with 2025, below shows, there have been significant improvements in practice. Of the four improvement actions noted in 2022, one has been fully met in terms of consistency of use of the template, one has been paused for some time pending the rollout of the national IRD training, one has not been possible due to a reduction in support staff over the period and only one action, clearer recording of the rationale for decisions, continues to be relevant. Overall, the results from this audit were very positive, with all 6 minutes reviewed being of good quality and having excellent attendance from the four core services (Education, Health, Police and Social Work) wherever applicable. There was lots of good evidence of information being gathered and effectively shared to ensure that plans could be created to keep children and young people at risk of harm safe. Page 236 of 300
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21 1.3.4 Multi Agency Audit – Recognition and Response to Neglect (May 2025) Neglect is one of the most common forms of child maltreatment and early recognition and response can significantly reduce its impact on children and young people. Twelve reviewers were recruited from first line practitioners and managers from across the partnership who were provided with training on the use of the Care Inspectorate’s Quality Framework for children and young people in need of care and protection (2022) as an audit tool. Over 20 professionals had volunteered to be reviewers which was very positive and allowed for a balanced mix of professions and levels of experience to be achieved. Working in multi-agency pairs, the reviewers audited three sets of case records each over two days looking at the quality of the response for children and young people whose needs had been seriously neglected. In a new approach this year, the parents of each child or young person whose records were reviewed were contacted and they were invited to provide feedback on their experience of services. Seven parents agreed to take part in semi-structured interviews but unfortunately, only one person took part in the end. All children and young people over five were given the opportunity to share their views about how they experienced services. This was done through open questions with the support of a trusted and known adult. Three children and young people were able to provide some feedback on their experiences, and this helped inform the reviewers’ evaluation of practice and the impact of services on children, young people and families. As can be seen from the infographic below, significant strengths were identified by the reviewers who were impressed with the individualised support packages that were put in place for families and the efforts of workers who were seen as going ‘above and beyond’ to keep children and young people safe and cared for. Immediate responses to risk were strong and effective and the evidence showed that the team around the child worked hard and well with each other to build strong and trusting relationships with children, young people and families. Areas for development included ensuring that chronologies for families are created and maintained, that plans for children and young people have clear and measurable actions and that the views of babies and young or non-verbal children are actively sought and recorded through observations. Ensuring that practitioners have space to reflect on the progress that a family is, or may not be, making and adapting the plan appropriately was also recognised as an area for further development. To disseminate the learning from the multi-agency audit, an executive summary was distributed to all relevant first line managers across the partnership, along with the infographic below. All parents who had been contacted, whether they chose to participate or not, have been sent an easier read version of the infographic shown below and were invited to feedback any comments they may wish to share. Page 238 of 300
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23 1.3.5 Joint self-evaluation activity with Education and Learning The CPIC and the Wellbeing Coordinator for Education and Learning work closely together to ensure that their respective self-evaluation activities can be used as a means to triangulate findings and outcomes. For example, additional questions were added to the CPC Multi-Agency Audit to enable more accurate comparison with the planned Education and Learning Audit of Child Concern Folders. The infographic on the next page shows the similar themes that were identified across CPC and Education and Learning Evaluation work. Page 240 of 300
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25 1.3.6 Self-evaluation summary and looking forward. As has been demonstrated in this section, the CPC is committed to continuous improvement and, to this end, has established robust self-evaluation arrangements with our partners to ensure that our partnership is always working towards improving the quality of the service that we deliver to unborn babies, babies, children, young people and families. Our self-evaluation activity has consistently demonstrated that our children’s workforce, across the partnership, are committed to the best interests of families and work hard to build trusting relationships with children, young people and their parents and carers. They work well together to ensure that babies, children and young people at immediate risk of harm receive strong and effective responses. Partnership working, information sharing and keeping families informed and updated were significant strengths. The audit activity has enabled the identification of areas which could benefit from improvement, such as creating and maintaining chronologies and ensuring that plans for children and young people have clear actions which can be easily tracked for progress and review. This supports services to focus on these areas of work going forward. Looking forward, we are keen to further develop the involvement of children, young people, their parents or carers and practitioners more widely in our self-evaluation activity and will provide an update on this in our 2025/2026 report. 1.4 Learning and Development The CPC benefits from its own Learning and Development Officer (LDO) who designs and delivers the CPC’s training programme, which is delivered free of charge to all those involved in child welfare and protection work in Perth and Kinross. In this section, an overview of the new approaches in learning and development in 2024/2025 is provided, describing how the CPC has been testing out new ways to upskill and engage with practitioners and how we have been seeking and listening to their views to develop our programme for 2025/2026 through a training needs analysis. An important development this year saw the LDO qualify as a certified trainer in the Safe & Together™ model in January 2025 after a four-month course. The LDO has now delivered a full 4 day in person course as well as some one hour briefing sessions, providing an excellent resource for the partnership. The LDO has continued to deliver a full programme of free Child Protection Learning and Development opportunities, including in-person courses, Community of Practice (CoP) events, live webinars and eLearning, for inter-agency practitioners from any agency or service operating in the Perth and Kinross area. Opportunities continue to be delivered from within our existing resources by the LDO and CPIC supported where possible by CPC and sub-group members. 1.4.1 CPC Community of Practice Events (CoP) CPC CoP events aim to facilitate improved connection and share learning across our services and agencies. This supports the continued development of our child protection culture, ethos and day-to-day practice across Perth and Kinross. A total of 174 inter-agency practitioners attended our three CoP events this year. Page 242 of 300
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26 Our thematic events were: • Recognising and Responding to Disclosures (25/11/24) • Resolution and Escalation (19/02/25) • Children with Disabilities (27/05/25) CoP Evaluation Quotes 1.4.2 CPC Learning and Development Opportunities In 2024/2025, we successfully achieved our aim of increasing the availability of in-person child protection learning opportunities by almost a third. As noted in the table below, 6 in-person courses were offered across 3 of the 4 workforces (general, specific and intensive) with various opportunities available to undertake the course across the academic year. 12 out of 25 courses took place as planned with a total of 161 delegates attending. Unfortunately, 13 courses required to be cancelled due to very low registration numbers. Overall, there was reduction of 100 delegates attending from the previous year. Through the CPC Training Needs Analysis exercise discussed at 1.4.6 below, practitioners advised that they sometimes found it difficult to know what training was available to them, described that they sometimes felt overwhelmed by the volume of emails they received and that they necessarily had to prioritise emails related to their service users, patients or pupils and that pragmatically, arranging cover to attend training could be difficult. This led to discussion at the CPC Development session in May 2025 at which senior leaders committed to support and reinforce attendance at training within their services and agencies, recognising that it is important that first line practitioners, who may struggle to prioritise their own learning, are given the ‘permission’ they may need to devote some time to learning. Nonetheless, the impact of the training for the practitioners was notable. For example, those attending the half-day Child Protection Recognition and Response Course evaluated that they had increased their confidence in recognising and responding to child protection concerns significantly - from a self-evaluated 7/10 prior to the training to 9/10 after. CPC Child Protection Committee Learning & Development Courses 01.08.24-31.07.2025 Number of Available courses Number of Courses Delivered Number of Places Available Numbers of Delegates Attending Child Protection Recognition and Response (half day) 11 6 275 76 Exploring Neglect (half day) 4 1 100 15 Parental Engagement and Resistance (half day) 3 2 75 23 Page 243 of 300
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27 CPC Child Protection Committee Learning & Development Courses 01.08.24-31.07.2025 Number of Available courses Number of Courses Delivered Number of Places Available Numbers of Delegates Attending Effective Inter-Agency Practice (one day) 3 2 75 31 Children Affected by Parental Substance Use (half day) 2 1 50 16 Child Sexual Exploitation (1 day) 2 0 50 0 Totals 25 12 625 161 Analytical Comment (up 6 from 23/24) (up 4 on 23/24) (up 155 from 23/24) (down 100 from 23/24) Other Child Protection Learning & Development Courses 01.08.24-31.07.2025 Number of Available courses Number of Courses Delivered Number of Places Available Numbers of Delegates Attending E&L Child Protection Officer (1 day) 4 4 100 70 Safe & Together Core (4 days) 1 1 30 24 ELC Childcare Child Protection Basic Awareness 6 6 120 73 Totals 11 11 150 167 Page 244 of 300
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28 1.4.3 CPC Course Evaluation Feedback Safe and Together CORE – May 2025, AK Bell Library 1.4.4 E-modules The CPC delivers nine e-modules that employees of Perth and Kinross Council (including teachers and social workers) and colleagues across the partnership can complete for free, at a time and pace that suits them. These include basic child protection awareness, Getting it Right for Every Child and chronologies. Over the year, 2,549 employees of Perth and Kinross and a further 2,069 colleagues from across the partnership completed e-modules – a total of 4,618 altogether. It was pleasing to see a 15% increase in completion of the essential Child Protection eLearning Module and a 12% increase in completion of the Getting it right in Perth and Kinross eLearning Module compared to 2023/2024. However, completion of other optional Child Protection e- modules is significantly less than previous years. It remains important that inter-agency staff know what eLearning opportunities are available and how to access them. The CPC will continue to promote these across the partnership. 1.4.5 Workplace Evaluations Following each course attendees are contacted to ask about the impact of the learning event they attended in their workplace. Response tends to be relatively low but 82% of those who responded believed that the learning had either a moderate or significant benefit to their practice in the workplace. Whilst practitioners were less sure about the direct impact for children and families, almost 60% believed there was either a moderate or significant benefit of their learning on their direct practice and outcomes for families. Page 245 of 300
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29 1.4.6 Training Needs Analysis Every three years the CPC conduct a Training Needs Analysis to better understand the child protection learning and development needs of inter-agency first line practitioners and managers working in Perth and Kinross. In March 2025, 131 inter-agency staff completed the online Child Protection Training Needs Survey. Page 246 of 300
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31 As can be seen from the above diagram, inter-agency staff highlighted a number of key child protection and wellbeing training needs. These topics have been included in the 2025-2026 offer and will be delivered through the core programme as well as thematic learning events throughout the year. Staff were clear about the benefits of undertaking learning delivered by the CPC but identified barriers including lack of time to undertake learning / attend courses or obtain suitable cover for protected learning time. This may reflect the issues noted above with respect to the falling attendance numbers at training. The CPC and partners continue to work together to minimise barriers wherever possible, ensuring a blended learning approach is maintained. Participants at the CPC Development Session agreed that leadership needs to ensure that practitioners are strongly encouraged to attend CP training and that it should be viewed as a priority. We hope to report an improved picture next year. 1.4.7 New Interactive Pathways Toolkit All CPC inter-agency child protection staff learning and development opportunities are continuously updated to ensure they are compliant with the National Guidance for Child Protection in Scotland 2021; updated 2023 and the National Framework for Child Protection Learning and Development in Scotland 2024. The LDO has brought these drivers together in our robust and interactive CPC Inter-Agency Child Protection Learning Pathways and Programme Toolkit (Padlet). Here are some screenshots to illustrate its interactive nature. Page 248 of 300
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32 This updated and refreshed Pathways Toolkit clearly and simply directs practitioners to identify their Workforce Group (Wider, General, Specific or Intensive) and clarifies what child protection learning is required to undertake their role effectively. The learning pathways include a combination of eLearning and face-to-face courses. The eLearning can be undertaken flexibly; allowing busy practitioners to learn at the time, pace and place most convenient to them. However, we continue to provide as many in-person courses as we can, ensuring our learning programme offers networking opportunities where practitioners can come together. Both sets of learning opportunities meet the updated knowledge, understanding and skills required of each workforce group specified within the National Framework for Child Protection Learning and Development. 1.4.8 Learning from Learning Reviews Learning Reviews are undertaken by CPCs nationally in specific circumstances when a critical incident has occurred in which in which a baby, child or young person has been seriously harmed or died. The aim of a Learning Review is to explore what has happened and what may be learned, in terms of systems and practice, to prevent future reoccurrence. In 2024/2025, no Learning Reviews were undertaken in Perth and Kinross. However, across Scotland and the wider UK, there have been a range of Learning Reviews which have relevance for the children’s services workforce. To support staff to be aware of the themes that have arisen in Learning Reviews, we have offered the following learning opportunities on external reviews: • In November 2024, Caren McLean, Lead Officer for Child Protection in South Lanarkshire, presented a webinar on the circumstances of Young Person C and D. This was on the tragic case of Amber Gibson, who was murdered by her brother in 2021; both of whom were care experienced. • In June 2025, Eileen Marnoch and Kirsty McDiarmid from East and Midlothian Public Protection Committee presented a webinar on a recent Learning Review on the abuse of a position of trust. 1.4.9 Speed Learning Sessions The CPIC undertook a small test of change in May and June 2025 and delivered four ‘Speed Learning Sessions’ on another East and Midlothian Public Protection Committee Learning Review on Family B, in which there had been both chronic and acute neglect. Each speed learning session was scheduled on MS Teams for a maximum of 30 minutes and different time slots were organised, morning, lunchtime and late afternoon to try to provide a range of opportunities for attendance. The sessions consisted of the CPIC giving a 15-minute presentation on the key learning points from the review with the remaining 15 minutes being an opportunity for questions and discussions if so desired. It was made clear that practitioners could leave after the 15 minutes, if this were all the time that they had spare. Attendance was relatively small, but feedback was very positive with attendees appreciating the opportunity to be briefed quickly on presenting issues in child protection. As such, a further test of change will take place in 2025/2026 to see if this is an efficient and viable way of engaging with practitioners. 1.5 Guidance Updates and Development As part of our improvement plan, the CPC is working through its guidance documents to ensure that they are easily accessible, simple to use and fit for purpose for the practitioners who need Page 249 of 300
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33 them. It was clear that operational staff needed to be engaged and involved in this work, alongside those at a strategic level, to make sure that, as well as being consistent with local and national drivers, they were functional documents for those who need to use and refer to them. This led to the development of a CPC Guidance Development Group (GDG) which reports to the PIWG and is comprised of multi-agency first line practitioners. As has been described above, under the section on CoPs, it has been important to put an iterative process in place to ensure that there is effective two-way communication between the CPC and practitioners. Members of the GDG attend the CoPs to seek views from the wider practitioner group. From each CoP, a 7- minute briefing is then created with the key points and the GDG make a short video to describe the key points of the guidance so that a range of learning styles are supported. We have moved away from a pdf file format for our guidance documents towards a webpage for each which is fully ‘clickable’ and enables practitioners to look for, and quickly navigate to, the specific information that they may require at any given time. This year, the GDG has reviewed and updated Professional Curiosity and Managing Professional Differences – Resolution and Escalation. The group is working on updating our ‘Engaging with Families’ guidance (which was previously entitled ‘Working with Hostile and Non-Engaging Families’) and this should be published in late 2025. Currently, two Short Life Working Groups (SLWG) are developing new guidance as identified in the Improvement Plan. The first is on children and young people with disabilities and the increased risks that they face in terms of child protection. The second is on working safely with children and young people, which is around how professional boundaries and appropriate behaviours safeguard the children and young people with whom we work. Two further SLWGs are in development – one regarding the potential additional risks faced by young people who are part of the LGBTIQA community, and the other is concerned with those faced by children and young people from minoritised ethnic groups. The CPIC has been engaging with the PKC Equality Network and the Perth Welfare Society in some pre-development work for these groups and these will be reported on in 2025/2026. 1.6 Conclusions and Looking Forward The information contained within this section has shown the various ways in which the CPC is fulfilling its commitment to driving continuous improvement through working in partnership with staff at all levels of our organisation to ensure that children and young people in need or at risk and their families receive a timely and effective response which is rights-based and grounded in a whole family approach. We continue to be ambitious to achieve the best possible outcomes for unborn babies, infants, children, young people and families in Perth and Kinross and will look to build on our progress in 2025/2026. Page 250 of 300
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34 Section 2 – Public Information, Engagement and Participation 2.1 Introduction The CPC has a clear remit to engage with residents of Perth and Kinross to ensure that they are aware of child welfare and protection issues and, should they ever need to access help or make a referral for a child and young person that they can easily find out how to do so. This section begins with an overview of our public facing webpages, then discusses our approaches to engaging with the residents of Perth and Kinross, both those who have had involvement with child welfare and protection services and those who have not. 2.2 The CPC Webpages The CPC webpages are the primary way that the CPC is able to communicate with Perth and Kinross residents and the practitioners from across the partnership. The webpages are hosted on Perth and Kinross Council’s website and are in the process of being reviewed and updated. It is anticipated that this process will take a further 12 – 18 months due to the volume of information involved. 2.2.1 The ease of finding information on how to refer a concern. One of the most important functions of the CPC webpages is to ensure that anyone who is concerned about an unborn baby, baby, child or young person in Perth and Kinross can easily find out what they should and can do to help. It is no longer possible to document accurately the number of unique visitors to the website due to the changes to the Privacy and Electronic Communications Regulations in 2022. Therefore, to see how effective our webpages are in providing this information, the CPIC undertook a variety of Google searches to assess the accessibility of this information to the public. Using the search term ‘worried about child + the name of a town or village in Perth and Kinross,’ the CPIC searched all the towns and some of the larger villages in the area. This resulted in a Google- created artificial intelligence summary which advised the person to contact our Child Protection and Duty Team and brought up the relevant CPC page as the second ‘hit,’ usually with the NSPCC being the first. This provides reassurance that the details and advice provided on the CPC webpages regarding concerns for any child or young person are readily accessible. It is good that a range of routes are offered, including contacting national child protection agencies such as the NSPCC so that individuals who are concerned can exercise their individual choice and preference in making contact with services. 2.2.2 Pages for Children and Young People In March 2025, the CPIC redesigned the pages for children and young people to be more age/developmental stage appropriate and accessible, dividing the information sections into two sections, for children aged up to 11 years and young people aged 12+, with information about staying safe and the rights of children and young people in each. The webpage and its resources are available here. For comparison, here is a screenshot of the webpage as of February 2025 before the redesign: Page 251 of 300
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35 Below are two screenshots from the section for children aged up to 11 which went live in April 2025: The aim has been to create a more colourful and engaging page that children and parents can look at together and explore staying safe through appropriate interactive games and short videos. Page 252 of 300
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36 Here is a screenshot of the page for those aged 12 and over: Several parents, children and young people were asked to road-test the new webpages and provide feedback through a form but only a very small number (six) did. However, the feedback was very positive: Page 253 of 300
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37 Parent 2 Suggestions for the webpages included more facts and a range of games for older young people about how they can stay safe online. The webpages are a work in progress, and we will continue to make efforts to secure a wider range of feedback on them. 2.2.3 Webpages for Practitioners Ensuring practitioners in Perth and Kinross can access national and local information and guidance quickly and easily is another important function of the website. As described in Section 1.5, the CPC is in the process of updating all of its guidance documents for practitioners so that they can navigate easily to the information they need, make use of 7-min briefings or watch/listen to a short video which summarises the main points. In the interests of transparency, these pages are accessible to any person who should wish to access them. “I liked how it is filled with information, and it is all very easy to understand and read. I like how it is split into different ages. I liked how there is an audio version of the story for the kids and adults. I liked how the webpage has the ChildLine number on it as I don't see that a lot anymore. I really liked this 'Always remember, it is never your fault if someone has hurt or harmed you or is not looking after you well. You have a right to grow up safe and protected from harm. You can learn more about your rights below.” Parent 1 “Loved that it gave you the option to read the story or listen to it as not everyone is great at reading” Parent 2 “I like that it tells you that you don’t have to give your name as some kids might be frightened that they will get into trouble.” YP, aged 14 “The story – I like that I could hear it” Child, aged 7 “it helped me learn more how to be safe while playing games online and talking to people that aren't my friends or family.” Child, aged 9 Page 254 of 300
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38 2.3 Engagement with Perth and Kinross Residents Three strands of work have been undertaken this year in terms of engagement with the wider public within Perth and Kinross - with families who have used our services, within a specific community and within our staff groups, a large percentage of whom are Perth and Kinross residents and whose households or family groups are likely to include unborn babies, babies, children and young people . 2.3.1 Families who have used our services. This year, as part of the multi-agency audit, the CPIC contacted every parent and carer of the18 children and young people whose case records had been chosen for review. Each parent and carer was invited to take part in a semi-structured interview to provide feedback on the impact of services on their family. To do this, they were offered a choice of a telephone call, home visit, office visit or a MS Teams call with a professional who had had no prior involvement with their family to ensure that they felt that they could speak freely. Careful thought was given to which professionals would undertake this work and those selected had enhanced knowledge of trauma-informed and responsive approaches. It was important that our duty of care to the parents and carers was fulfilled, and they were offered follow-up conversations or signposted to support if required. Seven parents agreed to take part but unfortunately, only one managed to do so. This was anticipated in some ways, as the audit team recognised that parents might not wish to revisit the events that had led to their children’s names being placed on the Child Protection Register and that, in some cases, they continued to face ongoing and chronic challenges in their lives. However, what this exercise did underline was that encouraging participation is important - even when one person replied that they had zero interest in taking part, they thanked the CPIC for taking the time to ask them. Of the 18 children and young people, seven had been babies or toddlers at the time of their registration and were still very young and of the remaining 11, two children were known to be having a particularly difficult time, and it was decided not to contact them. This left 9 children and young people to be contacted. Three young people did not respond to invitations to take part; three children were no longer open to social work and whose parents did not respond to invitation letters. It felt inappropriate to contact these children directly. This left three children and young people, who shared their views with a trusted adult already known to them through answering some questions about their experiences, doing a Talking Mat and completing a ‘Having Your Say’ form, respectively. These were included in the file for the reviewers to include in their overall assessment of practice in the case. In line with our ethos, all parents and carers, irrespective of whether they participated in the audit process, were provided with an easier read version of the infographic in Section 1.3.4 which summarised the findings from the audit for them and invited them to reply to the CPIC should they wish to comment or ask questions. None of them has done so at the time of writing. However, it is hoped by reaching out to parents and carers and keeping them informed of the audit outcomes, they may feel more able to participate in providing feedback in the future. Although these numbers are very small, it is positive that there has been some parent and child involvement in the audit process, and some learning will be taken forward regarding next year’s activities. Page 255 of 300
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39 2.3.2 Test of Change – Letham Events week commencing 30 April. In partnership with the Adult Protection Committee and some of our other Public Protection partners, the CPC decided to try a test of change with respect to engaging with specific communities. This led to a planned week of events in and around the Letham Hub and involving Our Lady’s, Letham and Goodlyburn Primary Schools. An evaluation of the activities undertaken and their impact during this week is appended to this report. Regrettably, the turn out for our events was low, although some useful connections were made which would not have been without it taking place. For example, meetings are now ongoing with the Perth Welfare Society with the Adult Protection Coordinator and the CPIC with a view to co-production of child and adult protection information for people from minoritised ethnic groups. The CPIC continues to meet with a small group of parents who attended the Internet Safety Talk at Letham Primary, and they have ‘road-tested’ the CPC webpages for children and young people, providing useful feedback. The most successful part of the week was the poster competition which was held with the local schools on the subject of keeping safe online and in real life. Over 70 entries were received from children in P5 – P7, and the standard was super, with the children spending time thinking about staying safe, not just for themselves but others in their family too. Councillor John Rebbeck judged the winners and runner ups and presented the awards to the children. Runner up at Letham Primary, Name Withheld Page 256 of 300
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40 2.3.3 Engagement with staff In the region of 85% of staff employed by Perth and Kinross Council live locally. Figures are not known more widely across the partnership, but it is likely that many colleagues live and work in Perth and Kinross. When the CPC engages with staff, such as the Staff Survey undertaken amongst the children’s services workforce in August 2024, it is likely that, to some extent, a fair proportion are responding as parents or carers resident in the area too. The council holds quarterly induction events for new staff at which the CPC takes a marketplace stall whenever possible, handing out information about child protection and what to do if they are concerned about a child or young person. The CPIC’s experience of being on the stall at these events is that several people take the opportunity to discuss concerns that they might have, for their own children or other people, providing an opportunity for signposting. Mason and Alan Runner ups (also pictured above) Page 257 of 300
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41 2.4 Summary and looking forward. The CPC has taken small but positive steps in engaging with and seeking participation from both the wider community and those children, young people and families who have been in contact with child welfare and protection services. Further tests of change will be tried in 2025/2026 to try to pursue greater engagement and participation. The CPC will be, in conjunction with its Public Protection partners, exploring working with Authentic Voice towards greater participation and inclusion of lived and living experience in our work. Page 258 of 300
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42 Section 3 – Strategic Planning and Connections 3.1 Introduction Strategic planning and forming connections are at the heart of what the CPC does, it is the key inter-agency, strategic partnership within Perth and Kinross for child protection. In this section, the structure within which the CPC sits, and its working groups are outlined, before moving on to consider the creation of greater links between the CPC and its Public Protection (PP) partners. Finally, updates are provided from some of agencies and services undertaking wider family support work in Perth and Kinross. 3.2 The working arrangements of the CPC The CPC is strongly committed to building an active child protection community and securing a culture where the care and protection of children and young people is at the heart of everyone’s job. An independent person chairs the CPC to support accountability and drive the agenda of the CPC forward. The CPC has two full-time staff members to support it in achieving its goals – the CPIC and the LDO. The CPC is ably supported through a part-time business management post, ensuring the smooth administration of its meetings, subgroups and takes forward additional tasks as required. Membership of the CPC remains intentionally wide and is regularly reviewed to ensure that it accurately reflects the local children's services landscape across the public, private and third sectors. This allows the CPC to take a whole-community approach to raising awareness of the key risks to children and young people. It further creates and sustains connections which might not otherwise be made between diverse agencies and services, all of whom are concerned with the welfare of babies, children and young people. The CPC meets six times per year and minutes from these meetings are published on its public- facing website. Meetings are held in a combination of in person, hybrid and solely on MS Teams. Each year, a development session is held in person which provides an opportunity for discussion between its members outwith its usual busy agenda, promoting the exchange of ideas and providing space for creativity. As the CPC is a strategic body, its members are officers from across the partnership who have the seniority and capacity to commit to changes or undertakings that have been deemed necessary by the CPC as a whole. To take its work forward, the CPC has three subgroups which are its ‘engine rooms’ - each with a different focus. Diagram 1 below shows the structure within which the CPC and its subgroups sit. Page 259 of 300
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43 The first CPC subgroup is the QAWG, which was chaired in 2024/2025 by the Strategic Lead for Children, Families and Justice. Its membership comprises senior officers from across the partnership and has a vital role in the quality assurance activities of the CPC as explained in Section 1.3. The QAWG scrutinises data on a regular basis, exploring any themes or potential anomalies and directs self-evaluation activities. The findings of each audit are reported into this group and its members determine what actions may be required, delegating work as required to the Practice Improvement Working Group (PIWG). Some of the key outcomes from the QAWG this year have included the refocus of the Improvement Plan, the creation of the Quality Assurance Strategy and Schedule and the development of Speed Learning Sessions. The second subgroup is the PIWG which was chaired in 2024/2025 by the Service Manager for Children and Families Social Work (Fieldwork). The group is comprised of intermediate managers with strong and close links closer to operational practice. The PIWG takes forward tasks as designated from the QAWG, brings Short Life Working Groups together to work on practice issues and disseminates good practice examples from the partnership by inviting practitioners to attend and present their work. Some key outcomes from the PIWG have been the creation of guiding principles for Working with Fathers, Male Carers and Social Fathers and the production of a work plan to support services with self-evaluation activities. The third subgroup is the Case Review Working Group (CRWG), which was chaired in 2024/2025 by the Detective Chief Inspector for Public Protection in Tayside Division, Police Scotland. This group undertakes consideration of cases in which a Learning Review may be required and supports the undertaking of a Learning Review if determined necessary, in accordance with national criteria and frameworks. The CRWG also seeks to learn from and disseminate information about Learning Reviews in other areas and has organised two webinars over the last year to promote awareness of important themes as detailed in Section 1.4. Page 260 of 300
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44 In addition to these subgroups, the CPC has the Independent Schools Child Protection Group, which brings together private and independent schools within Perth and Kinross to facilitate information exchange between the schools, the CPC and Education and Learning. The group is always attended by the CPIC and the Wellbeing Coordinator from Education and Learning who provide updates from a local and national level. This year, the group has had guest speakers to provide updates on key topics. Enola Butler, Speak Out, Stay Safe Coordinator, NSPCC, attended to provide information on the ‘Speak out, Stay Safe’ programme in schools and information on resources for children and young people, including those with additional support needs. Most recently, Detective Sergeant Allan Neary, Police Scotland, attended to raise awareness of knife crime, the impact of the Knife Angel display in Perth and the resources that are available to support schools in addressing concerns of these kinds. Both speakers were very well received. In terms of governance, the CPC reports to the Public Protection Chief Officers’ Coordination Group (PPCOG), the Children, Young People and Families Partnership (CYPFP) and the Public Protection Coordination Group (PPCG). All of these groups have strong representation from senior officers across the partnership and provide opportunities for strengthening our strategic connections. Looking outwith Perth and Kinross, the CPC has also continued to chair and support a Regional Collaborative of Chairs and lead officers from across 14 CPCs across North and Central Scotland and actively engages in national meetings with CPCScotland and the Scottish government. 3.3 Public Protection Arrangements Public Protection (PP) or Protecting People, as it also known, and the need to ensure that all public protection partnerships are working effectively together, has been of increasing importance nationally in recent years. The PPCG was established to bring together the partnerships to consider cross-cutting agendas, promote synergy and facilitate joined-up working. The other PP Partnerships represented at PPCG are: • Alcohol and Drugs Partnership (ADP) • Adult Protection Committee (APC) • Multi-Agency Public Protection Arrangements (MAPPA) • Suicide Prevention (SP) • Violence against Women and Girls Partnership (VAWP) • Community Safety Partnership (CSP) For the CPC, the benefits of a PP approach have long been self-evident because unborn babies, babies, children and young people may be affected by any single or combination of the issues addressed through the partnerships listed above. Domestic abuse, problematic parental substance use, and parental mental health issues have predominated as the main reasons that babies, children and young people are referred into welfare and protection services for decades. The CPC has been strongly advocating for a whole family approach to child welfare and protection over a number of years, recognising that babies, children and young people ’s care and protection primarily relies upon those within their families, households and communities. This is why strengthening a PP approach is embedded in the improvement plan in action 2.1: We will work towards a Whole Family, Whole of Life approach to Public Protection. Page 261 of 300
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45 In terms of existing collaborative work, the CPC and APC have benefited from having a shared independent Chair since 2017. This will continue and be further strengthened with the appointment of the new Chair, who will have an additional role in providing leadership for the PPCG. The CPIC and the Adult Protection Interagency Coordinator (APIC) work closely together on areas of joint interest such as working to ensure young people between the ages of 16 and 26, depending on their needs, benefit from the right help at the right time for them. Both the APIC and CPIC work closely with the VAWP Coordinator on issues such as Forced Marriage and ensuring children, young people and adults who are being subjected to domestic abuse receive the care and protection they need. The CPIC sits on the Children and Young People’s subgroup of the ADP, bringing alignment between parts of the ADP delivery plan and the CPC improvement plan. The CPC is linked in with the work of CSP through initiatives which target knife crime and anti-social behaviour and works with SP and MAPPA on specific issues as required. In February 2025, the PP partnerships and the Chief Officer Group participated in a facilitated event to consider how to further strengthen our PP arrangements and the PPCG is working through some of the recommendations from this event, such as a shared PP strategy which is anticipated to be reported on within our Annual Standards and Quality Report for 2025/2026. 3.4 Partnership Updates Within this section are updates on services and developments in Perth and Kinross in the children’s sector. 3.4.1 The Bairn’s Hoose Pathfinder Project and the Scottish Child Interview Model (SCIM). In 2023/2024’s report, information was provided regarding the implementation of the Bairns’ Hoose Pathfinder project in Tayside which commenced in 2023 as a partnership between Perth and Kinross, Dundee, Angus, Police Scotland and NHS Tayside, as well as on the implementation of SCIM in May 2024. Briefly, the Bairns’ Hoose model represents a transformational, whole systems approach to ensuring that children and young people who have been victims of, or witnesses to, abuse, neglect, exploitation or other harms are provided with the best possible care. It also includes children below the age of criminal responsibility whose behaviour may have caused serious harm, recognising that they remain children in need of care and protection themselves. Bairns’ Hoose aims to ensure that children and young people’s need for trauma informed recovery, support and justice is coordinated through one place, ensuring a holistic response. The implementation and use of the SCIM model is integral to this with both models having a strong focus on the rights and best interests of the children and young people. Conceptually, there are four ‘rooms’ within the Bairns’ Hoose: • The Child Protection Room which is the interview suite where children and young are interviewed by specially trained child protection professionals using SCIM, where they are listened to and what they have to say is recorded. • The Health Room in which the child or young person’s health needs are met, this could be through medical assessment or a forensic medical examination as well as more routine health needs if required. Page 262 of 300
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46 • The Justice Room from which the child or young person can give evidence to court if required via a satellite link in a peaceful, trauma-informed environment. • The Recovery Room from which children and young people are supported to recover from what has happened through therapeutic or practical supports. To deliver these four ‘rooms,’ the pathfinder has developed a ‘hub and spoke’ model for the region, with Seymour House in Dundee designated as the primary ‘hub.’ For Perth and Kinross, the ‘spoke’ is located within Almondbank House in Perth which has an interview suite, family room and the capacity for vulnerable witnesses to give their evidence to court. This is highly beneficial for victims and survivors of abuse. Funds from the pathfinder have been used to upgrade the facilities in Almondbank House, creating a separate private entrance and greater comfort for children, young people and families, with toys, books and games. Funds have also been used to create flexible, therapeutic and practical support for families after child protection investigations, delivered by Includem. In March 2025, the Scottish Government confirmed that funding for the pathfinder was extended until March 2027 which will allow further work to continue towards fully meeting the Bairns’ Hoose standards by that date. Feedback from children, young people and parents and carers is routinely sought by the SCIM team. In July 2025, all of the 17 children and young people who had left feedback confirmed that they had been given good information and clear explanations of what was going to happen and when. One young person said: “The lady came to my house and gave me a leaflet, spoke to me about breaks, that I can stop it if I want to and I don’t have to do it. It’s my choice.” All 17 children and young people reported feeling listened to by the workers. 15 rated the workers as ‘good’ and two as ‘okay’. 16 children and young people reported that they had thought the interview room was good, comfy and felt safe. In July 2025, 17 parents and carers had also responded to the survey which mirrored the views of the children and young people, reflecting good practices in preparing children and young people for the interview, feeling heard and listened to and appreciating the environment that had been created for them. A different question for parents and carers concerned impact on themselves, the child and their family. Whilst many spoke about the benefits of the child being believed and having the opportunity to tell their story, some parents and carers reflected on the shock that the presenting concern had created and the impact on family relationships. This underlines the importance of the therapeutic support which is being made available to families as they come to terms with these difficult issues. 3.4.2 NSPCC – Speak Out. Stay Safe. Programme in Schools The Speak out. Stay safe. is a safeguarding programme for children aged 5- to 11-years-old. It is available to all primary schools. It helps children understand: • abuse in all its forms and how to recognise the signs of abuse. • that abuse is never a child’s fault, and they have the right to be safe · where to get help and the sources of help available to them, including the Childline service. Page 263 of 300
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47 The programme links directly the Curriculum for Excellence and helps reinforce key messages about abuse and neglect. Speak out. Stay safe includes: 1. Virtual assemblies for children aged 5-7 and 7-11; 2. Follow on lesson plans with engaging activities and resources to help reinforce and embed key messages; 3. Face-to-face, volunteer led workshops for children aged 6-7 and 9-11 (these are offered to schools as NSPCC has volunteer capacity locally). NSPCC and Perth & Kinross Council have agreed a delivery plan so that every primary school is offered the virtual programme on a three-year cycle. In the 2024/2025 session, 21 schools delivered the virtual assembly content to around 2870 pupils. In addition, 17 schools also had volunteer led, face to face workshops for P3, P6 & P7 pupils, around 1060 pupils. Speak out. Stay Safe. virtual assemblies and volunteer lead workshops were also delivered in Morrison’s Academy, an independent school in Crieff. Feedback from primary schools in Perth & Kinross Forgandenny Primary School: “Thank you so much for all your support and help in organising and delivering the Speak Out, Stay Safe programme at Forgandenny Primary School. Margaret and Sonja were excellent. Compassionate, professional, and able to talk to the children at their level about some very challenging issues. Please pass on our thanks to them both.” Abernethy Primary School “The class were engaged in both the assembly and this workshop; it was great to have visitors come into the school to speak more about the topics addressed in the assembly.” Pitcairn Primary School “The information was very clear and informative. The children were very engaged with Buddy and were hoping to meet him during the workshop. They developed a good understanding of Childline and the importance of speaking to a safe adult. The assemblies were very informative and engaging. This was an excellent experience for our children.” The photos below show a display created by P6/7 pupils in Portmoak Primary School, evidencing the learning around keeping safe and how to get help if they or a friend needs it. Page 264 of 300
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48 NSPCC also offers an adapted six week Speak out Stay safe programme for children with Additional Support Needs (ASN) This programme supports schools to teach children about what abuse is and safe adults they can turn to for help. These materials are intended for children with moderate learning disabilities, autism spectrum conditions or other additional learning needs and are available throughout the year on request. 3.4.3 Children’s Rights Officer (CRO) Update Young people are becoming increasingly confident in understanding their rights, but work continues to make those rights real in practice. The development of a UNCRC Implementation Group within the council is being explored so that our responsibilities under the UNCRC, The Promise, and corporate parenting may be more fully understood and acted upon. The CRO does not provide individual advocacy but regularly provides support to staff who are working with children and young people where there are complex, rights-based situations to be navigated. The CRO partners with Independent Advocacy Perth and Kinross to deliver in-person training on the UNCRC as well as delivering awareness sessions on the Champions Boards and The Promise more widely. A newly developed online module supports individual learning on the UNCRC whilst a Corporate Parenting Module has now been added to our essential learning offer. Champions Boards The Champions Boards are now active in all 11 secondary schools and engaging 73 young people. The boards focus on supporting care-experienced young people to improve their wellbeing and confidence, develop life skills and providing meaningful opportunities for them to be heard and involved. In May 2025, our first annual awards ceremony was held at the AK Bell Library to celebrate 65 of the young people achieving their Dynamic Youth Achievement Award. In June 2025, 15 young people attended a leadership residential designed to build confidence, teamwork, and communication skills. Champions Boards have been creative in promoting youth voice with the Blairgowrie Champions Board’s co-designing a graffiti project with two murals representing the group in their school. The project was nationally recognised by The Promise for its inclusive, youth-led design. Page 265 of 300
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49 A key milestone this year was the visit to the Scottish Parliament, where Champions Board members observed First Minister’s Questions and met Natalie Don-Innes, Minister for Children, Young People and The Promise, to share their experiences of care in Perth and Kinross. Inspired by this, many young people now want to engage more locally. The Children’s Rights Officer is working to facilitate these conversations with Elected Members and Strategic Leads across the Council’s varied services. Our community-based Champs groups (FYI) increased from just 3 to 38 members, with 30 children and young people attending regularly. To support engagement across ages and needs, the group has been split into three - Seniors, Transitions, and Juniors. Feedback from Champs has been very positive. A young person’s survey showed the majority of the 19 respondents felt that their voices are taken seriously at Champs, that it has improved their school experience, enabled them to access new opportunities and develop meaningful relationships through the group. Here are some of the things the young people told us about the impact of Champs: ‘Champs has helped us try new things,’ ‘I am more relaxed/calmer in classes,’ ‘it has boosted my confidence in school,’ ‘helped my mental health,’ ‘breaks up my day,’ ‘I feel more welcome in school.’ Youth Forum, Youth Strategy Partnership and Strategic Voice The Youth Forum structure has evolved to better meet the needs of young people and how they prefer to do things. A fixed format was not working for the young people who needed more flexibility and different choices of how to be involved and contribute. The young people’s workers, with whom they have built relationships, now gather their input on a quarterly basis. Young people are always welcome to attend these meetings which also provide a space for partners to network, contribute to agendas, share updates, and highlight areas of good practice. As a result, the Youth Forum is now known as the Youth Strategy Partnership. It continues to reflect the priorities outlined in our Youth Strategy. How we engage with children and young people needs to adapt to provide them with ways to engage that suit them. We want to support services to think more carefully and consistently about how they engage young people—how views are gathered, how feedback is given, and how we show accountability for the decisions that follow. Page 266 of 300
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50 3.4.4 Independent Advocacy Update Page 267 of 300
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52 3.4.5 CREST The CREST Team continues to provide both Family Group Decision Making (FGDM) and Lifelong Links (LL) service to children, young people, and their families across Perth and Kinross Council. It is well established service promoting family-led engagement in child centred planning and decision making. Both FGDM and Lifelong Links are fundamentally restorative, seeking to retain crucial relationships for children within their families and communities, including sibling relationships. An approach which is entirely congruent with the key principles and aims of The Promise and with the UNCRC. Professionally led meetings and child protection systems can be difficult for vulnerable families. FGDM is helping develop systems that are based on more positive relationships between professionals, families, and their wider network. FGDM sees and promotes the family and the wider network as a resource, by building on strengths, tapping into their extended network, and supporting them to take ownership of decision making in matters affecting their family. Its aim is always that children and young people can remain living with, or stay connected to, their family and other important people in their lives. From 01 August 2024 and 31 July 2025. CREST has supported 52 children and young people. So what difference is CREST making? When asked for feedback on our service, family members tell us that: “This was a really good process that helped me feel more involved and in control. The coordinator was lovely, and she really listened to me and helped me be more positive. This helped me feel more confident working with social work because of my past with my other children and helped me keep my baby with me.” “There is no need for improvement, it was just perfect. The coordinator was excellent, what a lovely understanding lady, that makes it all feel so friendly & understanding. The advocate was also excellent, she too was lovely, we all felt relaxed & able to put across all our worries individually. Highly recommend this for any family that is struggling to communicate with each other it has been so helpful & I feel now we can sort all this out, whereas before we didn’t have any hope. Now it feels better & we can work on the outcome to suit us all. EXCELLENT.” “I have far more support than I thought I would have. FGDM has given me the belief I can ask for help with my decisions.” Staff tell us that: “The service has been extremely beneficial to me and the family. Allowing family to focus solely on the child and putting their own difficulties aside. Staff extremely knowledgeable and helpful, going above and beyond to achieve goals.” (Social worker) “The coordinator was helpful in getting family members to engage in the process, getting them to take ownership of the risks/concerns that had been identified, and potential solutions. (Social Worker) Page 269 of 300
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53 The case studies below, in which names, relationships and key details have been altered to ensure privacy of the individuals concerned, show how FGDM can support families to come together for the benefit of their children and make a major difference in their lives. Case study – Bea, aged 14. Bea was accommodated at the age of six and had had no contact with any of her birth family after being placed in a long-term foster care placement. Sadly, when Bea was 14, her placement disrupted, and she needed to move on an emergency basis to another placement. After intensive work and reaching out to family, Bea reconnected with her paternal grandmother, Mrs. Clark. Understandably, Mrs. Clark was initially reluctant to engage with social work due to her historical experiences of working with services. Through working alongside the independent coordinator, Mrs. Clark was supported to meet with Bea’s social worker, leading to an assessment of Mrs. Clark as a potential kinship carer. In time, Bea successfully transitioned to live with her grandmother just after becoming 15, and this has benefited them both. Case Study, Brodie, aged 9. At the time of referral, Brodie was unable to live with his parents as it was not safe for him to do so. Brodie has complex health needs. He had had various placements within his family but sadly, his main carer died which led to a move into foster care. Due to the level of his needs, Brodie’s family felt unable to provide the care he needed. The independent coordinators spent time building a trusting relationship with Brodie’s extended family members, and their wider network who were previously unknown to Social Work. The coordinators encouraged open and reflective discussions to explore what possibilities there were, and what support was needed for them to care for Brodie. Through this process, possible carers have been identified from within the wider family, with other members willing to provide short breaks to support the main placement. Relationships are being built between Bertram and his wider family whilst the kinship assessment is ongoing. In 2025/2026, we look forward to continuing to help more children, young people and their families to remain connected or reconnect together. 3.4.6 Whole Family Wellbeing Fund (WFWF) As has been described in the first section of this report, there has been considerable focus since 2022 on extending the provision of early help and support to families. The funding provided by the Scottish Government through WFWF has been a key part of supporting this move. Page 270 of 300
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54 The aim of WFWF is the transformation of the support for families to a holistic, early intervention and prevention model and the provision of support for families when they need it, where they need it and for as long as they need it. The funding has been significant, commencing in 2022 and now confirmed to continue until March 2027, the total amount received by Perth and Kinross by the end of that period will be £4,359,000. WFWF funding has enabled: • The Parenting and Learning Team to deliver an increased number of courses for parents and carers to support them in caring for the children across the developmental stages, from pre-birth, to toddlers through to teens. • The CFSW COPE team to extend their service from evenings and weekends to include mornings, which can be a real pressure for families struggling with school routines etc. COPE provides intensive support to families who are already known and open to Children’s Social Work. The WFWF monies have both increased the capacity of the team and provided greater choice and flexibility for families with support now available from 7.30am to 10pm weekdays, and 10.45am to 9pm at weekends. • The Families Empowering Communities (FEC) Project to increase its staffing capacity and extend its delivery into 3 additional locations. FEC provides holistic early intervention and support for families. The first locations were Crieff and Letham and subsequently, Bertha Park, Muirton and Blairgowrie were added. FEC offers universal activities to enable all families to feel included and connected to their wider community, such as Summer holiday activities. They provide group activities in conjunction with the local community, including a youth club, parents’ wellbeing group, crafting group, creative writing group and family games nights and drop-in sessions. The team also provide one to one parenting support for those within the localities who self-refer or are referred by another agency. • The compilation of a directory of services for Family Support which holds a range of information to support parents, carers and practitioners to find the support that they have identified is needed. Working in collaboration with Perth CAB and the Perth & Kinross Anti-Poverty task force we have introduced the Fast Online Referral Tracking (FORT) system across the area. FORT allows for a more streamlined referral process between partners, which makes connecting people with the support they need simpler and easier. • The creation of the Family Advice and Community Connections Service (FACCS) which is delivered by Aberlour to screen, signpost and/or provide a flexible range of supports to families requesting early help. Families can “reach in” for support, with no requirement for referrals from professionals. Support is provided for children, young people, parents, and carers with children from pre-birth to 18 years old. The kinds of support provided include support to engage with other services, parenting and family routines, relationship issues, budgeting, tenancy support and supporting mental health and wellbeing. Support is provided for families in a coordinated manner, with support workers linking families in with community-based support to ensure that support in sustainable in the longer term. Page 271 of 300
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55 3.4.7 Barnardos Barnardo’s delivers two services in Perth and Kinross, Hopscotch and Space4U. Hopscotch is an early intervention service for children and young people impacted by parental substance use providing a range of therapeutic 1:1, befriending/parent buddy, whole family and group work support. In 2024/2025, Hopscotch has supported 21 children and young people and offered individual work to nine parents. The team has reached 157 young people as part of multi-agency awareness raising sessions across three secondary schools. As part of our partnership, we have also been developing drop-in sessions with pupils around substances, risk and helping them to stay safe. We are very excited about building on our multiagency partnership in 2025/2026 to support capacity building and co-production learning, extending this with parents and carers. Space4U is an intensive whole family support service for families impacted by substance use, domestic abuse, parental mental ill-health and/or disability. The Space4U team has provided direct support to 39 children and young people as well as 11 parents/ carers. The team has offered a range of 1:1 sessions providing emotional and practical support, befriending/parent buddy and family work to increase parenting capacity, improve family relationships, build resilience and reduce risk. Over 80% of the children and young people referred to the service have: • Received a diagnosis of Autistic Spectrum Disorder (ASD), Attention Deficit and Hyperactivity Disorder and/or a learning disability, • Are currently on the assessment pathway for one of these conditions. • Or have been impacted by trauma in their young lives to the extent that it has contributed to their additional support needs (ASN). Children and young people who have been referred to Space4U may often have difficulty attending school on a consistent basis or following a full-time timetable due to these issues, their mental health or needs-related behaviour. Space4U works closely with schools to address these issues. The children and young people have shared with the teams some of the challenges they face, in their own words: “It’s ok, I’ve seen her stumble and not able to speak before so it’s alright.” – on mum’s increased drinking. “I sometimes don’t understand my friends and I think it is because they’ve not got the same experiences as me. I probably grew up quicker than I should’ve.” “I’m kind of getting used to a quiet home; she used to just shout all the time and when she left, I expected dad to shout at me because I’m used to it.” “We had a dog – I was always a bit worried about the dog when I was at school. I mean it always got fed and it’s walks but I still worried about him being left home with mum.” Page 272 of 300
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56 “I get so easily angry and irritated now – it’s hard to stop feeling angry.” “It’s like he wasn’t around for ages, either working, pub or Murray Royal so when he was home he’d just be telling me off.” “I have a hard time trusting people because of it.” Positive Impact Listening to children and young people and understanding their lived and living experience at home with their families and providing support and strategies to help them cope has been effective. Workers use a variety of approaches to engage with children and young people. Evaluation of the impact of our Space4U support for children and young people has been extremely positive: • 95% evidenced improved mental health and wellbeing • 90% evidenced positive/improved family relationships. • 90% evidenced improved resilience. • 84% evidenced improved ability to express feelings. • 77% evidenced reduction in impact of trauma Page 273 of 300
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57 Case Study: Sally Sally has started to develop coping strategies such as knitting, drawing and breathing exercises which she is finding helpful when dealing with difficult situations. Sally has started to open up more to her father, Mr Colman, about her feelings and if she is not comfortable saying her feelings out loud, has started to write these down so they can work through them together and it is positive to see progress being made in this area. Sally has made great progress with her wellbeing and in being able to regulate her emotions and this has meant that her relationship with her father has improved, as she no longer lashes out on such a regular basis. Working on their relationship has been a priority for both Mr Colman and Sally and they have started to spend a lot more time together outside of the house. Mr Colman has been attending a local community garden which Sally goes along to during school holidays, and they have recently had a few day trips together which they have enjoyed. Better Breaks As part of additional funding through Better Breaks, we were delighted to be able to invite families impacted by disability from Perth and Kinross to a two-day, activity-packed residential holiday. Families told us about the positive impact that this had had on them: “What an amazing weekend! Thank you so much again for making it happen for us. It’s given us confidence to be able to try new things as a family and I’m forever grateful for the support. We’ve landed lucky with you.” 3.4.8 PKAVS Young Carers It has been a super busy year for the young carers project. Between August 2024 and August 2025, we have delivered over 40 day trips, this summer alone we had 20 day trips offering 280 young carers a chance to have a break from their caring roles and to make new friends with others in a similar situation. Some of the activities included horse riding, active kids, laser tag and tubing at Midlothian Ski Centre! We have also facilitated 5 residential trips, one of which included a trip to Pisa partially funded by the Gannochy Youth Fund and through fundraising activities the young people attending organised. Another of the residentials was led and fully funded by Venture Trust offering a 4-day therapeutic wilderness adventure for 10 older young carers 16-18. We also have another fully funded residential coming up to Glenmore Lodge through Young Scot. We are really grateful to these partners in allowing us to ensure more young carers get the break they deserve. Our education Attainment Service still continues to offer support through tutor led groups for P1-S2 and in 1-1 tuition for S3-S6. There are currently 80 young carers registered with EASyc. We have a vacancy out at the moment for someone to not only oversee the running of this project, Page 274 of 300
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58 but to also develop it further to offer support accessing further education, work experience and apprenticeship opportunities. Our counselling service also continues to be utilised by young carers who have the opportunity of six weekly 1-1 counselling sessions with our in-house counsellor Chris, who works with us 1.5 days a week. There is currently a 6-month waiting list for this service. We continue to work well with education, attending all secondary ITM meetings. We also hope to relaunch our young carers e-learning module for professionals, the link to which was lost when we updated our website many years ago. It is hoped that this will be launched sometime in September. In addition to the launch of the e-learning module we hope to also relaunch the Young Carers ID badge with the support of education. The card is to be brought back at the request of young carers. They noted that it had the potential to be a really useful tool, but that education staff had not been fully made aware of what it was for. It is hoped that by having Education fully onboard when we relaunch, that there will be more staff awareness and training regarding the card and its uses. Overall, it has been a great year, and we would like to thank all partners who have supported us with delivery and also the many people who kindly donate to our service making it possible for us to bring some joy and fun into the lives of young carers. 3.5 Summary and looking forward. The CPC has a proud tradition of creating, maintaining and strengthening connections between strategy, practice and the key agencies of the children services workforce. We firmly believe that it is, and always has been, ‘everyone’s job to make sure children and young people are alright.’ As has been demonstrated within this section, the CPC continues to forge links and connections and as shown in our partnership updates, there is much work underway to strengthen these throughout our services and agencies. Looking forward, the CPC will continue to build on our ongoing work to strengthen our public protection arrangements to support a whole of life, whole family approach to care and protection for those who need it. Conclusion This has been a busy year for the CPC as we have sought to strengthen our quality assurance strategy and activities, work more closely with first line practitioners and increase the involvement of children, young people and families in our work. Our quality assurance activity has provided reassurance that unborn babies, babies, children and young people in need and at risk in our communities receive effective responses from services and that our practitioners are child-focused, spend time building relationships with children, young people and their families and work positively with one and other to provide the packages of support needed. However, the CPC is committed to driving forward continuous improvement of services to ensure that our services are excellent and will continue to focus on this goal in 2025/2026. Page 275 of 300
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59 Abbreviations ADP Alcohol and Drug Partnership APC Adult Protection Committee CCR Child Concern Report CFSW Children and Families Social Work COG Chief Officers’ Group CPC Child Protection Committee CPIC Child Protection Inter-agency Coordinator CPPM Child Protection Planning Meeting (Previously Child Protection Case Conference) CPO Child Protection Order CPP Community Planning Partnership CPR Child Protection Register CRWG Case Review Working Group CSO Compulsory Supervision Order CSWO Chief Social Work Officer CYPFP Children, Young People and Families Partnership CRO Children and Youth Rights Officer GDPR General Data Protection Regulations GIRFEC Getting it Right for Every Child IAPK Independent Advocacy Perth & Kinross ICPPM Initial Child Protection Planning Meeting IRDs Inter-Agency Referral Discussion LDO Learning and Development Officer MAPPA Multi-Agency Public Protection Arrangements NHS National Health Service (Tayside) NSPCC National Society for the Prevention of Cruelty to Children QAWG Quality Assurance Working Group PIWG Practice Improvement Working Group PKAVS Perth and Kinross Association of Voluntary Service PKC Perth and Kinross Council RASAC PK Rape and Sexual Abuse Centre Perth and Kinross RCPPM Review Child Protection Planning Meeting SCRA Scottish Children’s Reporter Administration SMARTer Specific; Measurable; Achievable; Realistic and Time-Limited SP Suicide Prevention UBB Unborn Baby UNCRC United Nations Convention on the Rights of the Child WFWF Whole Family Wellbeing Fund Page 276 of 300
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60 Appendix 1 – Letham Engagement Activities Evaluation Page 277 of 300
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1 CPC Improvement Plan 1 January 2025 – 31 July 2028 Appendix 2 12 Page 279 of 300
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2 Welcome to our refreshed and refocused Child Protection Committee (CPC) Improvement Plan, which covers the period from 1 January 2025 to 31 July 2028 This plan has moved from its previous format, which was based on the Tayside Six Priorities For Practice, to being organised around the three main statutory functions of Child Protection Committees, as set out in the Protecting Children and Young People: Child Protection Committee and Chief Officer Responsibilities (Scottish Government: 2019): 1. Continuous Improvement 2. Strategic Planning and Connections 3. Public Information, Engagement and Participation In order to ensure continuity of planning and ensure clear links between the previous plan and the new plan, a paper was presented to the CPC on 2 December 2024 which demonstrated where existing actions had been completed, transferred or deemed to be no longer necessary. Local and national context On a local level, this improvement plan is aligned with the Tayside Plan for Infants, Children, Young People and Families 2023 - 2026 and the Perth and Kinross Community Plan (Local Outcomes Improvement Plan) 2022 – 2032 which clearly sets out how the Perth and Kinross Community Planning Partnership will achieve its aims and objectives. Three key national child protection policy documents underpin this plan: • National Guidance for Child Protection in Scotland 2021 - updated 2023 (Scottish Government: 2021 and 2023) • Protecting Children and Young People: Child Protection Committee and Chief Officer Responsibilities (Scottish Government: 2019) and • A Quality Framework for Children and Young People in Need of Care and Protection (Care Inspectorate: November 2022). The principles of Getting it Right for Every Child, the Promise Plan 24-30, and the United Nations Convention on the Rights of the Child which was incorporated into Scottish domestic law in July 2024, are fully included within this plan. The table below maps out how improvement actions relate to these three documents. Mapping of Actions Table Page 280 of 300
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3 We have also taken the opportunity to clarify our governance arrangements, as shown in the diagram below, and the functions of our subgroups. Updated Terms of Reference are available for all three subgroups. Page 281 of 300
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4 Quality Assurance Strategy and Schedule This document should be read in conjunction with the Quality Assurance Strategy and the Quality Assurance Schedule 2025 – 2028. The strategy articulates our values with respect to quality assurance and continuous improvement, focusing on outcomes for unborn babies, babies, children and young people in need of care and protection. The schedule sets out the calendar of self-evaluation activity for the period, whilst retaining space to consider new issues that may arise. Action Leads Each action will have a lead officer and this will be indicated through their name being in bold print. Monitoring of the plan/Production of Progress Reports The CPIC will be responsible for coordinating this plan on behalf of the CPC and providing regular updates on its progress to its members. To ensure that the plan remains clear and easy to read, a separate progress report will be created on a quarterly basis and the RAG (Red, Amber or Green) status will provide a quick guide to progress on this plan. On an annual basis, the CPIC will ensure that a full update of the plan is included within the CPC Standards and Quality Report. Responsivity This plan is designed to be a working document with space and scope for flexibility to respond to new legislation, guidance or new or emerging threats to children, young people and their families. 2025.02.14%20CPC %20Improvement%20Plan%20-%20Progress%20Report%201 Progress Report March 2025 Bill Atkinson, Independent Chair Perth and Kinross Child Protection Committee Page 282 of 300
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5 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG 1.1 We will use our Quality Assurance Strategy and Quality Assurance Schedule 2025 – 2028 to improve our services through: • An enhanced programme of quality assurance which includes a minimum of 3 desktop audits per year. • The inclusion of children, young people and family members views within the annual multi-agency audit. • Remitting identified improvement actions from audits to services to progress. • Ensuring the findings of audits are widely shared with practitioners within our partnership. • Planning to check on progress through agreed follow up actions. • Escalating any identified systemic issues locally or nationally as required through the appropriate forums. Unborn babies, babies, children, young people and their families benefit from improved service delivery when they need some help or additional support to ensure they are cared for and protected. Children and young people and their family members who have used services have an opportunity to provide feedback and have their say. Julie Baker, Child Protection Interagency Coordinator (CPIC) Team of Multi-Agency Reviewers QAWG CPC Quality Assurance Schedule (2025 – 2028) Updates Dissemination of Findings Follow Up Activities Evidence of Engagement with Families 2025 - 2028 G 1.2 We will develop our Child Protection Community of Practice (CoP) to upskill practitioners on key issues. After a test of change in 2024, CoPs will now be delivered to first line practitioners and managers on issues that have arisen from Learning Reviews. The L&D Officer will prepare a 7-minute briefing on the topic after each CoP which will be distributed as a resource for teams with a request for feedback, creating an iterative learning process. A Padlet will be Children and young people benefit from first line staff who have benefited from additional learning in Child Protection and are part of the CoP online community where resources can be shared. Michelle Nicol, Learning and Development Officer CPIC CPC Members Delivery of CoP 7 Minute Briefings Surveys to assess impact on practice. Timing - Three times per year 2025 to 2028 G Page 283 of 300
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6 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG created and updated as a resource for practitioners. 1.3 We will ensure that CPC guidance is clear, current, accessible and widely shared. The CPC will update all its guidance publications, in partnership with first line practitioners, in 2025 and 2026 to ensure that they are: • Up to date with current guidance, legislation and best practice. • Easily accessible to practitioners • Easy to use and find information quickly. New guidance will be written as required to reflect practice or legislative changes and where any gaps are identified in existing guidance. Children and young people benefit from first line practitioners and managers having easy access to the guidance practitioners need to follow to help keep them safe. Julie Baker, CPIC CPIC Publications SLWG CPC Members Prior to publication, a focus group of practitioners will be asked to check each guidance document for ease of understanding and accessibility. Guidance which has been updated will be in a new format on the CP website – as a webpage rather than a pdf file. Creation of summary pages for each guidance. Distribution of information regarding updated policies – ‘Spotlight on….’ Timing – to be completed by 31 July 2027. G Section 2 – Strategic Planning and Connections 2.1 We will work towards a Whole Family, Whole of Life approach to Public Protection The Public Protection Coordination Group (PPCG) provides a forum to identify shared priorities and gain collaborative advantage through working together with one or more of Children and young people live in families and communities where people of all ages face challenges to their safety and wellbeing which can directly or indirectly adversely affect them. Lead to be confirmed @1 Apr 25 PPCG CPC Creation of a shared PP strategy Creation of a tiered training framework G Page 284 of 300
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7 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG the other public protection partnerships. The overall aim will be towards embedding a whole family, whole of life, Public Protection Approach in Perth and Kinross. Working closely with the other PKC Partnerships will promote a safer environment for children and young people at home and in their wider communities. APC VAWP Community Safety Suicide Prevention Alcohol and Drugs partnership Mental Health Wellbeing Oversight Group Children, Young People and Families Partnership Completion of Public Protection Strategy Clear evidence of shared workstreams and collaborative advantage. Ongoing through plan 2.2 We will make our transitional safeguarding pathways compliant with new and revised legislation that applies to young people aged 16-21. Through the Joint Children and Adults Social Work Governance and Assurance Group, a set of agreed operational guidance between agencies to safeguard young people aged 16 - 21 who are in need of care, protection and/or are in conflict with the law will be created. This is likely to require a short-life working group to ensure that processes dovetail with child protection procedures. Training will be devised and delivered to the workforce to ensure their competence and confidence in supporting young people. Young people benefit from clear pathways to help keep them safe, transition between services and, where appropriate, manage the risks they may pose to themselves or others. Alison Fairlie, Service Manager, Health & Social Care Partnership and Sharon Cooper, Service Manager, Children, Families and Justice CPC APC Children and Adults Social Work Governance and Assurance Group Pathways created through operational guidance. Delivery of training Timing 31 December 2026 G Page 285 of 300
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8 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG 2.3 We will work with our partners to increase knowledge of the Safe & Together model and raise awareness of how to recognise and respond to domestic abuse and dating abuse. The CPC’s Learning and Development Officer will qualify as a Safe & Together Trainer in 2025. The L&D Officer will then: • Deliver regular, short information sessions on Safe & Together to the wider1 workforce. • Provide annual opportunities for the intensive2 workforce to complete the Core Module of Safe & Together. In cooperation with its partners, the CPC will develop guidance for practitioners on safeguarding young people being subjected to dating abuse. Unborn babies, babies, children and young people benefit from support workers who partner with their non-abusive parent or caregiver to make sure that they are safe and protected from harm. Young People who may be being subjected to dating abuse have practitioners around them who can recognise and respond effectively to this issue. Keith Main, Improvement Officer Children, Families and Justice L&D Officer (Safe & Together Trainer) CPIC Wellbeing Coordinator, Education VAWP Perthshire Women’s Aid Number of information sessions delivered annually from 2025/2026. Number of Core Modules delivered. Dating Abuse Guidance (to be completed by 31 July 2027) Information sessions and Core Training to run annually through plan 2025/2028. G 2.4 The CPC will support and amplify the work undertaken by Education and Learning to ensure safer use of digital technology by children and young people and their parents and caregivers. • Support and contribute to the development of guidance by Education and Learning. Children and young people are supported to use social media, mobile phones and the internet (in accordance with their parents and caregivers’ wishes) in safer ways. Children and young people are less vulnerable to exploitation online. Susie Turner, Principal Educational Psychologist, Education and Learning CPIC Wellbeing Coordinator Guidance Documents Internet Safety event (planned for April 2025) Family Practitioner Support Network Annually through to 2028 G 1 As defined in the National Child Protection Learning and Development Framework 2024 2 As above Page 286 of 300
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9 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG • Promote internet safety through public-facing events in partnership with Education and Learning. • Work with the APC and Community Safety to highlight risks of Social Media use to parents and carers, in respect of themselves and their children (such as scams and sextortion). Children and young people are supported to use social media and phones in ways that are not harmful to others. Children and young people’s family members are supported to protect themselves online, reducing the impact on their children, as well as themselves. Adult Protection Inter- Agency Coordinator Community Safety Team Leader Community Mental Health Programme Manager 2.5 We will provide resources to support safeguarding of children and young people from minoritised groups. The CPC will do this through developing specific safeguarding guidance and training modules to assist practitioners to support: • Children and young people with disabilities. • Children and young people from Black, Asian and minoritised ethnic groups, including Gypsy, Roma and Traveller community members. • LGBTi young people Children and young people from minoritised groups are supported to be included and protected through practitioners having a better understanding of the specific difficulties they may face, such as adultification. Julie Baker, CPIC PIWG Equality Officer Consultation with Youth Groups and relevant specialist groups. Creation of guidance and training modules Guidance by 31 July 2026 Training Modules by 31 December 2026 G 2.6 We will work to increase inclusion of Fathers, Male Carers and Social Fathers with services. The CPC will work closely with its partners to ensure that the role of fathers, male carers and social fathers is recognised and their involvement in their children’s lives is Unborn babies, babies, children and young people benefit from services routinely engaging with Sarah Fogg, Advocacy Manager (IAPK) CPIC PIWG Publication of Guiding Principles for Working with Fathers, Male Carers and Social Fathers G Page 287 of 300
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10 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG supported, where safe and appropriate to do so, through: • The sharing and publication of its guidance document Guiding Principles for Working with Fathers, Male Carers and Social Fathers. • Coordinate a Short Life Working Group to look at operationalising the Guiding Principles through tests of change, engagement with parents, children and young people to create wider traction and a plan of work to increase awareness. their father, male carer or social father positively. Wellbeing Coordinator. Education Parenting and Learning Family Team Leader Creation of Short Life Working Group and evidence of longer- term plan 2025 to 2028 2.7 **NEW TASK ADDED 1 APRIL 2025** We will work within and across agencies to ensure workers understand the importance of and how to work safely with children and young people and what to do when they have concerns or suspicions regarding the behaviour of a colleague towards a child, young person or vulnerable adult through: • Creation of Working Safely/Position of Trust Guidance. • A training module on this subject which should be completed on induction and biennially by the children’s workforce. The safety of babies, children and young people’s is enhanced through workers increased awareness of the safeguarding significance of maintaining professional boundaries and how to any report concerns effectively. Julie Baker, CPIC Multi-Agency Short-Life Working Group. Publication of Guidance Roll out of Training 31 December 2026 G Page 288 of 300
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11 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG Section 3 – Public Information, Engagement and Participation 3.1 Promote an understanding of our work within our communities. • Engagement events through the Family Support Practitioner Network • An engagement campaign to seek the views of the community on concerns they would like information and support with. Children and young people and their parents and caregivers understand the work of the CPC and can contribute to its work and agenda. TBC @ 1 Apr 25 CPC members Independent Chair CPIC Whole Family Wellbeing Fund Programme Manager Evidence of annual events Evidence of feedback from the community Annually throughout the duration of the plan 2025 - 2028 G 3.2 Provide opportunities for children and young people to be involved with the work of the CPC. We will do this through: • Working with our local youth groups such as Youth Forum, Young Carers and others to seek their input on new policies. • Provide an opportunity through activity for feedback from children and young people who have social work involvement to share their views of what works and what needs to get better. Children and young people have opportunities to have their say on policies created by the CPC and to tell the CPC about things they think we should be working on. Julie Baker, CPIC CPC Members Children’s Rights Officer Youth Forum and local groups Children and Young People involved in audit activity Evidence of engagement with groups – CPIC will write Highlight Reports from visits to groups. Evidence of children and young people being provided with feedback opportunities through audit. Annually throughout the duration of the plan 2025 - 2028 G Page 289 of 300
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12 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG 3.3 Ensure that the Children and Young People’s workforce know about, understand and contribute to our functions. We will engage with the staff to promote knowledge of our work through: • Community of Practice events and its EDMS site • Engagement events through the Family Support Practitioner Network • Contribute to a handbook for partnership staff. • Contribute to Partnership Intranet content to highlight the work of the CPC. Children and Young People benefit from staff who have a clear understanding of partnership working and its importance in child protection. Sharon Cooper, Service Manager, CFJ. CPC members CPIC L&D Officer Whole Family Wellbeing Fund Programme Manager CoP 3 to be held 3 times per annum. Family Support Practitioner Network Events 2025 Handbook by 31 December 2025 Ongoing through 2025 - 2028 G Page 290 of 300
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No. What will we do? Update @ 3 June 2025 Amendment required? RAG Section 1 - Continuous Improvement and Quality Assurance 1.1 We will use our Quality Assurance Strategy and Quality Assurance Schedule 2025 – 2028 to improve our services. Identified Lead – Julie Baker, Child Protection Interagency Coordinator (CPIC) Audit activity completed: • Multi-agency audit activity completed for 7 and 8 May 2025 on recognition and response to neglect – paper to go to QAWG on 11 June 2025. Inclusion of Children, Young People and Families • Feedback received from three children and young people and one parent as part of the Multi-agency Audit Checking that identified issues are being addressed: • Action Log of improvement actions kept under review by QAWG. • CFSW are developing their own quality assurance strategy and schedule which should ensure progress is tracked. No G 1.2 We will develop our Child Protection Community of Practice (CoP) to upskill practitioners on key issues Identified Lead – Michelle Nicol, Learning and Development Officer. CoP on Safeguarding Children and Young People with Disabilities held on 27 May 2025. Further CoP planned on Working Safely with Children and Young People (Positions of Trust) on 4 September 2025 Padlet of Resources developed for each CoP. Yes, EDMS site was not practical – resources have transferred to Padlet G CPC Improvement Plan 1 January 2025 – 31 July 2028 Progress Report 2 - 3 June 2025 Appendix 3 12 Page 291 of 300
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No. What will we do? Update @ 3 June 2025 Amendment required? RAG 1.3 We will ensure that CPC guidance is clear, current, accessible and widely shared. Identified Lead – Julie Baker, CPIC Multi-agency group of practitioners have formed a group to work on the guidance with the CPIC. Practitioners devised idea of guidance in plain language, short video format and 7-minute briefing to capture different learning styles. The group are now working on what was formerly known as the ‘Hostile/Non-engaging’ guidance under the current working title of ‘Engaging with families’. CPC website in process of major overhaul to ensure ease of use and accessibility. Planned duration of work is 12 - 18 months. Instead of creating Easy Read Summaries, the group have opted to make short videos so that people can listen to the key points. G Section 2 – Strategic Planning and Connections 2.1 We will work towards a Whole Family, Whole of Life approach to Public Protection Identified Lead – tbc Regular meetings held with Public Protection Lead Officers provide opportunities for collaboration. Public Protection Coordinating Group (PPCG) reconvening after a hiatus in June 2025 which will support this piece of work. G 2.2 We will make our transitional safeguarding pathways compliant with new and revised legislation that applies to young people aged 16-21. Identified Leads: Sharon Cooper, Service Manager, CFJ and Alison Fairlie, Service Manager HSCP. The Social Work Governance and Assurance Group have been considering this piece of work and its complexities in terms of resources and a consistent approach for all 16 – 17 year olds. The Interim Transitions Guidance review has been postponed pending further discussion at this group. Timelines will require to be revised dependent on implementation dates of aspects of the Care and Justice Act 2024. A Page 292 of 300
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No. What will we do? Update @ 3 June 2025 Amendment required? RAG 2.3 We will work with our partners to increase knowledge of the Safe & Together model and raise awareness of how to recognise and respond to domestic abuse and dating abuse. Identified Lead – Keith Main, Improvement Officer, Children and Families Social Work. Michelle Nicol, Learning and Development Officer, delivered her first set of Safe & Together Core Assessment Training over 4 days in May 2025 to a mixed group of practitioners from Perth and Kinross, Dundee and Angus. Dating Abuse Guidance Writing Group scheduled to begin in September 2025. G 2.4 The CPC will support and amplify the work undertaken by Education and Learning to ensure safer use of digital technology by children and young people and their parents and caregivers. Identified Lead – Susie Turner, Principal Educational Psychologist. Christy Stevenson, Wellbeing and Inclusion Officer, delivered input on Safer Schools App and Internet Safety with the CPC on 30 April 2025 at Letham Primary School. An input on Financial Harm and Scams was delivered on 30 April 2025 in partnership with Trading Standards at Letham Hub. G 2.5 We will provide resources to support safeguarding of children and young people from minoritised groups, with disabilities and who are LGBTI*. Identified Lead - Julie Baker, CPIC SLWG on Children and Disability has met and members are taking forward areas of work over the summer months. The group will meet again in August with a planned completion date for the guidance to be live in January 2026. Meetings arranged with Perth Welfare Society and Perth Minorities Hub to discuss reference group involvement for the guidance on children and young people from minoritised groups. CPIC attending PKC Equalities Strategy Group in July 2025 to discuss LGBTIQA guidance and awaiting contact from LGBT Scotland. G 2.6 We will work to increase inclusion of Fathers, Male Carers and Social Fathers with services. Identified Lead – Sarah Fogg, Independent Advocacy Perth and Kinross SLWG membership established and first meeting scheduled for September 2025. G Page 293 of 300
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No. What will we do? Update @ 3 June 2025 Amendment required? RAG 2.7 We will work within and across agencies to ensure workers understand the importance of and how to work safely with children and young people and what to do when they have concerns or suspicions regarding the behaviour of a colleague towards a child, young person or vulnerable adult. Identified Lead – To be confirmed Initial Meeting of group took place 29 May 2025. Work has commenced. Learning event – Positions of Trust Learning Review from East and Midlothian Public Protection Committee Webinar scheduled for 4 June 2025. Section 3 – Public Information, Engagement and Participation 3.1 Promote an understanding of our work within our communities. Identified Lead – tbc Test of Change undertaken week commencing 28 April 2025 involving events in the Letham area of Perth. This was met with limited success with very low engagement from the community. The joint CPC/APC questionnaire resulted in less than ten returns. Useful discussions took place at the CPC Development Session on 6 May 2025 regarding future engagement initiatives and planning is required. G 3.2 Provide opportunities for children and young people to be involved with the work of the CPC. Identified Lead – Julie Baker, CPIC Over 70 children from P5 – P7 in Letham and Goodlyburn Primary Schools took part in our competition to design a poster about staying safe online and in real life. There were two winners and three runners up. The children’s posters will be displayed at Perth Police Station and will be digitally displayed in schools and offices in due course. G Page 294 of 300
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No. What will we do? Update @ 3 June 2025 Amendment required? RAG Work with the Youth Forum has been delayed as there is difficulty in finding the best balance of meetings for the YP – hybrid/face to face and establishing a consistent membership. 3.3 Ensure that the Children and Young People’s workforce know about, understand and contribute to our functions. Identified Lead – Sharon Cooper, Service Manager, CFJ This was a key topic at the CPC Development Session on 6 May 2025 with those present reaffirming a commitment to further engage practitioners in the work of the CPC through supporting practitioners to attend the CPC, engage with SLWG and training events. A staff handbook will be put together in alignment with new strategic plan arrangements for 1 April 2026. G Page 295 of 300
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1 Perth and Kinross Child Protection Committee Annual Standards and Quality Report 2024/2025 Executive Summary Preface This year’s Annual Standards and Quality Report is presented in a new format to align with the refreshed and refocused Improvement Plan (2025 – 2028). The report has three main sections covering the prescribed functions of Child Protection Committees in Scotland – continuous improvement, public information, engagement and participation and strategic connections. Acknowledgements The Child Protection Committee (CPC) wishes to extend its sincere thanks to Bill Atkinson for his dedicated leadership of the CPC as Independent Chair from 2018 until June 2025. We wish him well for his retirement. A warm welcome is given to Graham Binnie as the new Independent Chair of the CPC, who brings a wealth of experience in public protection from his many years of service in Police Scotland and familiarity with Perth and Kinross following his time working in its Tayside Division. Section1 - Continuous Improvement 1.1 Performance Management Information. The CPC’s performance data for 2024/2025 shows a stabilisation in Child Concern Reports (CCRs) and a continued downward trend in formal child protection processes including Inter-Agency Referral Discussions (IRDs), Joint Investigative Interviews (JIIs), and Child Protection Planning Meetings (CPPMs). This continued decrease in the use of formal child protection processes has been kept under review and interrogated by the Quality Assurance Working Group (QAWG). Exploration by QAWG identified four main areas which had contributed to the redirection (please see Section 1.1 in main report for detailed information). These are the implementation of GIRFEC and the Promise, the innovations enabled by the Whole Family Wellbeing Fund (WFWF), realignment of service level agreements towards early intervention and the implementation of the Safe & Together™ model within Perth and Kinross. Given that Children and Families Social Work continues to work with similar numbers of unborn babies, babies, children and young people as previous years, it seems that it is the basis on which the service engages with families which has changed, with earlier intervention helping to prevent escalation to child protection. Appendix 4 12 Page 297 of 300
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2 1.2 Audit activity. The CPC’s Quality Assurance Strategy and Schedule now underpin a structured and transparent approach to self-evaluation, with findings disseminated widely across the partnership. Desktop audits explored the voices of children and young people in protection processes, the implementation of the Safe & Together™ model, and the effectiveness of IRDs. A multi-agency audit focused on responses to neglect, highlighting strong immediate responses and relationship-based practice, while identifying areas for improvement such as SMARTer planning and better inclusion of the views of babies and pre-verbal or non-verbal children and young people. 1.3 Learning and Development. The CPC’s Learning and Development Officer (LDO) has delivered a comprehensive training programme, including in-person courses, webinars, and eLearning modules. Despite a reduction in attendance, feedback indicates a strong impact on practitioner confidence and practice. The CPC has undertaken a Training Needs Analysis and the development of an interactive Pathways Toolkit to support workforce development for 2025/2026. Innovative formats such as Speed Learning Sessions and thematic Community of Practice events have enhanced accessibility and engagement. The CPC continues to align its learning offer with national frameworks and guidance. 1.4 Guidance development and updates. Practitioners have been working to update existing CPC guidance and to create new guidance where gaps have been identified, including the additional child protection risks faced by children and young people with disability/complex needs and guidance on working safely with children and young people. Section 2 - Public Information, Engagement and Participation 2.1 Public engagement, which is meaningful, rather than tokenistic, remains challenging for the CPC but efforts have been made to work towards this goal. Webpages for children and young people were redesigned to be more accessible and developmentally appropriate, with positive feedback from users. Engagement efforts included a test of change in the Letham area of Perth, which, despite low turnout, fostered valuable connections and insights. 2.2 Participation from families in audit processes, while limited, was meaningful, with efforts made to ensure trauma-informed approaches and inclusive feedback mechanisms. The CPC continues to explore innovative ways to involve children, young people and families in shaping services and will be moving forward with this aim in partnership with its key public protection partners. Page 298 of 300
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3 Section 3 - Strategic Planning and Connections 3.1 The CPC’s governance and subgroup structure remain strong, with the QAWG, Practice Improvement Working Group (PIWG), and Case Review Working Group (CRWG) providing the ‘engine rooms’ which drive the work of the CPC forward. Strategic connections with Public Protection partners have been a strong focus in 2024/2025 with collaborative work on transitions, domestic abuse, and forced marriage. 3.2 The Bairns’ Hoose Pathfinder Project and the implementation of the Scottish Child Interview Model (SCIM) have become embedded in 2024/2025 ensuring trauma-informed support for children and young people who are involved in child protection investigations. 3.3 Partnership updates are provided in this section of the report, including updates on: • NSPCC Speak Out. Stay Safe safeguarding programme in schools. • The Children’s Rights Officer, Champions Boards in schools and support for care- experienced children and young people. • Independent Advocacy Perth and Kinross and the support they provide to children, young people and adults to have their say in key processes. • The CREST team supporting families through Family Group Decision Making and Lifelong Links. • The Whole Family Wellbeing Fund and how it is supporting early and effective intervention through a range of initiatives. • Barnardo’s Hopscotch and Space4U projects, offering support to children, young people and their parents/carers across Perth and Kinross. Conclusion and Future Plans The CPC has demonstrated a strong commitment to quality assurance, inclusive practice, and strategic collaboration. Looking ahead, the CPC will continue to strengthen its public protection arrangements, enhance participation, and build on its progress to ensure that unborn babies, babies, children, young people and families receive the best possible support. The CPC remains guided by the principle that protecting children and young people is everyone’s responsibility and will continue to work in partnership to uphold this commitment. Page 299 of 300
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